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International Indonesia Seafood and Meat https://iism-expo.com/ Refrigeration & HVAC Indonesia presents a robust B2B Platform and opens as The Largest Refrigeration and Climate Control Exhibition in Indonesia, focusing on three combined sectors – HVACR Technology, Power and Renewable Energy, as well as Food Cold Chain Technology. Build upon the success of International Indonesia Seafood and Meat (IISM), Refrigeration & HVAC Indonesia aims to bring the most advanced technology for HVACR Industry under one mega-business roof. Refrigeration & HVAC Indonesia will generate strong figures in sales and be a trusted source of development for various industrial sector. Organized by PT. Pelita Promo Internusa, the exhibition will definitely connect people with innovative and high-technology products.

Asia Pacific Leather Fair http://www.aplf.com APLF is the world's leading leather trade fair where you can find a wide range of leather and components. APLF is positioned to supply leather more "downstream" or related to the medium to high quality leather goods and footwear manufacturing industries. Strategically located in Hong Kong, APLF offers a professional trading platform where suppliers can meet thousands of international buyers who make their sourcing trips annually in Asia Pacific. In addition to the established APLF leather sector, there is also a separate sector called Materials + to meet the growing demand for innovative materials and components from the leather goods and sportswear markets.

Maharastra Tourism Policy Tourism Policy Tourism Policy of Maharashtra -2016 Government of Maharashtra, Tourism and Cultural Affairs Department, Government Corrigendum, No.TDS-2017/3/C.R. 240/Tourism, Madam Cama Road, Hutatma Rajguru Chowk, Mantralaya, Mumbai – 400032. Dated: 18th April, 2017. Read: 1) G.R., H.D.(Tourism) No.MTC-1091/C.R.409/Tourism, dated 30th November 1993. 2) G.R., H.D.(Tourism) No.MTC-1097/C.R.852/Tourism, dated 26th November 1997. 3) G.R., H.D.(Tourism) No.MTC-0399/C.R.201/Tourism, dated 7th April 1999. 4) G.R., H.D.(Tourism) No.MTC-0399/C.R.142/Tourism, dated 8th July 1999. 5) G.R., H.D.(Tourism) No.MTC-2000/C.R.242/Tourism, dated 31st July 2000. 6) G.R., H.D.(Tourism) No.MTC-2001/C.R.23/Tourism, dated 16th September 2002. 7) G.R., Tourism and Cultural Affairs Department, No.MTC-2005/2/C.R.172/Tourism, dated 16th December, 2006. 8) G.R., Tourism and Cultural Affairs Department, No.TDS-2015/11/C.R.1021/Tourism, dated 4th May, 2016. Government Corrigendum: In the Government Resolution, Tourism and Cultural Affairs Department, No. TDS 2015/11/C.R. 1021/Tourism, dated 4.5.2016 regarding Tourism Policy, the present words/ version in column-3 of the said Government Resolution may be read as shown below in column-4 against each item :- Sr. Page Number/ Point Present words/ Version Corrected words/ Version No. Number 1 2 3 4 1 Page No. 3 Designate Tourism as a The Tourism Policy 2016 will Highlights of the 2016 priority sector since it holds the designate Tourism as a priority Maharashtra Tourism potential to usher in economic sector since it holds the Policy development and generate potential to usher in economic Point No. 1. high employment opportunities development and generate high in Maharashtra-change-the employment opportunities in policy will establish. Maharashtra. 2 Page No. 24 “Tourism Undertaking” means “Tourism Undertaking” means a Section 5.6.1 a legal entity in the form of a legal entity in the form of a “Tourism Undertaking” registered company under the registered company under the Companies Act, 1956, or a Companies Act, 1956, or a registered company under the registered company under the Companies Act, 2013 or a Companies Act, 2013 or a partnership firm, a Registered limited liability partnership Trust or a legally registered under the Limited Liability co-operative society or an Partnership Act, 2008 or a individual proprietary concern, partnership firm or a Registered engaged in or to be engaged Trust or a legally registered co- in one or more tourism operative society or an projects. individual proprietary concern, engaged in or to be engaged in one or more tourism projects. 3 Page No. 25 A “New Tourism Unit” means a A “New Tourism Unit” means a Section 5.6.3 new tourism project set up for new tourism project set up for In “New Tourism Unit” the first time by a tourism the first time by a tourism 1st two lines undertaking satisfying the undertaking in a particular following conditions : taluka satisfying the following conditions : Page 1 of 5 Government Corrigendum No.: TDS-2017/3/C.R. 240/Tourism, 4 Page No. 25 Expansion/ diversification of Note : Capacity for the purpose Section 5.6.4 an existing/ new project will of ascertaining expansion of the also be eligible for the unit, will be considered only in incentives under this scheme case of following eligible units :- provided the existing tourism 1) Hotels, Heritage Hotels, unit increases its investment in Resorts and Health Farms, its fixed capital and capacity Health & Wellness spa and by at least 25% of the gross units registered under the Bed fixed capital and capacity at and Breakfast scheme of the end of the last financial MTDC/ DoT. year. 2) Apartment, Hotels/ services Apartments. 5 Page No. 25 Eligibility Certificate shall Eligibility Certificate shall mean Section 5.6.5 mean the certificate issued by the certificate issued by the In “Eligibility Certificate” the Implementing Agency to Implementing Agency to the the Eligible Unit under the Eligible Unit under the Package Package Scheme of Scheme of Incentives, 2013 or Incentives, 2013 or any any modifications thereafter, modifications thereafter, which which indicates the accepted indicates the accepted Fixed Fixed Capital Investment, Capital Investment, Actual Actual Fixed Capital Investment Fixed Capital Investment made, Finished Products/ made, Finished Products and Services and other details along other details along with with Quantum of Incentives, Quantum of Incentives, Period Period of validity for availing of of validity for availing of incentives and the terms and incentives and the terms and conditions to be complied with conditions to be complied with by the concerned Unit in whose by the concerned Unit in favour such certificate is issued. whose favour such certificate is issued. 6 Page No. 26 Subject to the provisions of Subject to the provisions of (1), Section 5.6.8 (a), (b), (C), (d) above (2), (3), (4) above Under the heading “Gross Fixed Capital Investment” and sub title “Provided that :”, point 4, 1st line. 7 Page No. 27 (i.e. Land at ready reckoner i.e. land at actual cost, Land Section 5.6.9 rate, Land development, development, Building, Plant In “Eligible Investment” Building, Plant and Machinery and Machinery etc. 3rd line etc.) Note added : Note : Actual cost means cost of the land mentioned in the land deed. 8 Page No. 27 1. Any investment in any 1. Any investment in any asset, Section 5.6.10 asset, which has a life span of which has a life span of less Title- “Non-eligible less than five years, except than five years, except Tents investment” Tents 2. Investment period- As per the Sr.No. 1 and 2 2. Eligibility period- As per the investment period given in table investment period given in 2 in the section 6.1.1, section table 2 in the section 6.1.1 6.1.2 and 6.1.3 with effect from with effect from the date of the date of eligibility certificate eligibility certificate or such of application to the lesser period as may be implementing agency or such prescribed, provided that the lesser period as may be last date shall not fall after prescribed, provided that the completion of the operative last date shall not fall after period completion of the operative period of the scheme. Page 2 of 5 Government Corrigendum No.: TDS-2017/3/C.R. 240/Tourism, 9 Page No. 27 The unit falling in areas as The tourism units falling in Section 5.6.13 classified above in A, B, C, areas as classified in Annexure In “Eligible Units” and Special Tourism Zones B and conforming to the list in 1st two lines earmarked by DoT and Annexure A. The unit falling in Special Tourism districts of areas as classified above in A, Sindhudurg Aurangabad and B, C, and Special Tourism Nagpur. Zones earmarked by DoT and Special Tourism districts of Sindhudurg Aurangabad and Nagpur. 10 Page No. 27 For the purpose of registration For the purpose of registration Section 5.6.14 and claiming of incentives, and claiming of incentives In “Implementing agency” under the package scheme of under the Maharashtra Tourism 1st two lines incentives, 2013 or any Policy, 2016 or any modifications thereafter, the modifications thereafter, the Department of Tourism (DoT) Department of Tourism (DoT) is is notified as the Registering notified as the Registering Authority. Authority. 11 Page No. 28 Registration in respect of Registration in respect of Section 5.7.1 company/ co-operative company/ limited liability In “Initial effective steps society/ Trust with the partnership/ co-operative will include :” respective registering society/ Trust with the point 2 authority. In respect of respective registering authority. partnership firm, evidence of In respect of partnership firm, execution of a partnership evidence of execution of a deed and requisite application partnership deed and requisite with the payment of necessary application with the payment of registration fees with the necessary registration fees with Registrar of firms. the Registrar of firms. 12 Page No. 30 Tourism Units with Fixed Tourism Units with Fixed Section 6.1.1 Capital Investments and Capital Investments and In “Mega Project employing direct regular employing direct regular classification persons according to the persons according to the and threshold limits” threshold limits as stated in threshold limits as stated in 2nd paragraph Table 2, will be classified as Table 2, will be classified as Mega/ Ultra-Mega projects. Mega/ Ultra-Mega projects. 13 Page No. 30 Large scale tourism units with Large scale tourism units with Section 6.1.2 investment more than Medium investment more than Medium In “Large tourism units” Services Enterprises as Services Enterprises as defined defined under the MSMED, under the MSMED Act 2006 but Act 2006 but less than Mega less than Mega projects, will be projects, will be classified as classified as large scale tourism large scale tourism units. units. Investment period for these units will be 24 months for all zones. 14 Page No. 30 In accordance with the In accordance with the Section 6.1.3 provision of MSMED, ACT provision of MSMED, ACT In “MSME tourism units” 2006, the MSME tourism units 2006, the MSME tourism units will be classified under service will be classified under service enterprises. enterprises. Investment period for these units will be 18 months for all zones. 15 Page No. 32 Maximum incentive Maximum incentive Section 6.2.1 disbursement i.e. the monetary disbursement i.e. the monetary In “Note” celling per year should be celling per year should be equal point 1 equal to FCI divided by the to FCI divided by the eligibility eligibility period. period provided the difference between the actual sanctioned amount for a given year and the yearly disbursement limit will be carried forward to next year. Page 3 of 5 Government Corrigendum No.: TDS-2017/3/C.R. 240/Tourism, 16 Page No. 33 Maximum incentive Maximum incentive Section 6.2.1 disbursement i.e. the monetary disbursement i.e. the monetary In “Note” celling per year should be celling per year should be equal point 1 equal to FCI divided by the to FCI divided by the eligibility eligibility period. period provided the difference between the actual sanctioned amount for a given year and the yearly disbursement limit will be carried forward to next year. 17 Page No. 32 -- 5. Stamp duty and Registration Section 6.2.1 charges exemption will be In “Note” point 5 to be add applicable only on the initial investment in the project. 18 Page No. 33 -- 4. Stamp duty and Registration Section 6.2.1 charges exemption will be In “Note” point 4 to be add applicable only on the initial investment in the project. 19 Page No. 34 Base FSI will be 1.00 for all Base FSI will be 1.0 for all Section 6.2.2 mega/ ultra mega tourism units large tourism units. Under the heading “Fiscal Incentives to MSME units” in Table 5 Fiscal incentives to MSME projects, in front of row heading “FSI” 1st line of point-1 20 Page No. 34 Maximum incentive Maximum incentive Section 6.2.2 disbursement i.e. the monetary disbursement i.e. the monetary “Note” celling per year should be celling per year should be equal point 1 equal to FCI divided by the to FCI divided by the eligibility eligibility period. period provided the difference between the actual sanctioned amount for a given year and the yearly disbursement limit will be carried forward to next year. 21 Page No. 34 Base FSI will be 1.0 for all large Section 6.2.3 tourism units. “FSI” This Government Corrigendum of Maharashtra Government is available at the website www.maharashtra.gov.in . Reference no. for this is 201704181501500523. This Corrigendum has been signed digitally. By order and in the name of the Governor of Maharashtra, Lakhote Ravindra Laxmikant Digitally signed by Lakhote Ravindra Laxmikant DN: c=IN, o=Government Of Maharashtra, ou=Desk Officer, postalCode=400032, st=Maharashtra, cn=Lakhote Ravindra Laxmikant Date: 2017.04.18 15:08:01 +05'30' ( R.L.Lakhote ) Desk Officer to Government of Maharashtra To, 1. The Secretary to Governor 2. The Additional Chief Secretary to Chief Minister 3. The Private Secretary to Minister (Finance) 4. The Private Secretary to Minister (Tourism) 5. The Private Secretary-to Minister (Industries) 6. The Private Secretary to State Minister (Tourism) Page 4 of 5 Government Corrigendum No.: TDS-2017/3/C.R. 240/Tourism, 7. The Private Secretary to State Minister (Energy) 8. The Private Secretary to State Minister (Industries) 9. The Private Secretary to State Minister (Finance) 10. The Chief Secretary 11. All Members of Maharashtra Legislative Assembly, 12. All Members of Maharashtra Legislative Council, 13. All Additional Chief Secretaries /Principal Secretaries in Mantralaya 14. All Divisional Commissioners 15. All Collectors, 16. All Chief Executive Officers of Zilla Parishad. 17. Chairman, Maharashtra State Electricity Board, Mumbai 18. Managing Director, State Industrial and Investment Corporation of Maharashtra (SICOM), Mumbai 19. Managing Director, MTDC Ltd., Mumbai . 20. Managing -Director, MSFC Ltd., Mumbai 21.The Chief Executive Officer, MIDC Ltd., Mumbai 22.All Deptts, of Mantralaya 23. The Accountant General, Maharashtra-I, Mumbai 24. The Accountant General, Maharashtra-II, Nagpur, 25. The Pay & Accounts Officer, Mumbai 26. The Resident Audit Officer, Mumbai. 27. Development Commissioner (Industries), Mumbai 28. The Secretary (Tourism), Ministry of Tourism, Government of India, New Delhi. 29.Hotel & Restaurant Association (Western India), Mumbai 30. Regional Director, Bharat Sarkar Tourist Office, Mumbai 31. Travel Agents of India, Mumbai 32. Tour and Transport Operator`s Association of India, Mumbai 33. Indian Association of Amusement Park and Industries, Mumbai 34. All Public Sector Undertakings, Government of Maharashtra 35. Adventure Tourism Operators Association 36. Indian Association of Tour Operators,(I.A.T.O.) 37. Confederation of Indian Industry (C.I.I.) 38. Federation of Indian Chambers and Commerce and Industries (F.I.C.C.I) 39. ASSOCHAM. Page 5 of 5

Ukraine International Travel and Tourism Exhibition https://www.uitt-kiev.com The UITT Ukraine International Travel and Tourism Expo is Ukraine's leading travel and tourism event. Ukraine Travel and Tourism 2019 saw: 361 exhibiting companies 23 countries 18 533 tourism professionals visiting 39 cities and regions of Ukraine were presented at the exhibition 23 countries participated in UITT'2019, including companies from Azerbaijan, Albania, Bulgaria, Greece, Dominican Republic, Egypt, Israel, Spain, Italy, Cyprus, Cuba, Morocco, Palestine, Slovakia, Slovenia, United States, Tunisia, Turkey, Ukraine, Montenegro, Sri Lanka. 39 cities and regions of tourist Ukraine participated in the 2019 national exhibition. The list of renowned players in the tourism industry remained unchanged: Coral Travel, Join UP!, ANEX Tour, TUI, Feeria Mandriv, Mouzenidis Travel Ukraine, TPG Agency. This year, the exhibition brought together companies: Kompas, Piligrim, IT-Tour, Online Bistro, Vitiana, Turkish Airlines, Sky Up, APG Ukraine and others.

Worldwide Events Expo, Exhibition Conference, Seminar, Mice, Festival, Fest, Trade Show, Fair, Meeting E SUMMIT by IIT Kanpur Entrepreneurship Cell IIT Kanpur is here with the 11th edition of its annual Entrepreneurial Summit "E-SUMMIT'22" from 13th-15th January. The Shark of All Sharks ASHNEER GROVER will be joining us as the Chief Guest for E-Summit’22 Closing Ceremony on 15th January 2023 at IIT Kanpur. The event will be graced by the presence of Padma Shri B.V.R. Mohan Reddy as the Chief Guest for the Inaugural Ceremony, and other eminent personalities like Sir Saurabh Chandra (Retired Secretary to the Government of India), Mr. Sanjiv Rangrass (Independent Director Zetwerk, Former group head ITC), Mr. Sudeep Choudhari (Head India Blockchain at NPCI), Mr. Ved Mani Tiwari (CEO of National Skill Development Corporation) as the Keynote Speaker of E-Summit'22. E-Summit’22 strives to be the one-stop platform for bringing together everyone associated with the entrepreneurial ecosystem, from ideators, pitchers, VCs, mentors, and entrepreneurial enthusiasts; all under one roof for empowering ideas whose impact will go a long way in shaping the future of the country. Learn hands-on skills from experts with the various workshops planned. Compete with the brightest minds and get a chance to win amazing rewards worth Rs 25 Lakhs. Join us for 3 days filled with an entrepreneurial spirit from 13th-15th January 2023. For more info visit: E-Summit Official Website Register Now!!* More ILDEX Vietnam 2022 The last ILDEX Vietnam was held in 2018, ILDEX Vietnam has been postponed numerous times due to the COVID-19 pandemic. However, now that the situation is improving to almost the post-COVID period, the demand from the Asian Pacific livestock market remains high, or even higher. So it is time for us to restart our business activities. This year marks the eighth edition of the trade exhibition for the livestock and aquaculture industries in the Vietnam market, neighboring countries, and also the Asia region. ILDEX Vietnam is structured to be an international trade exhibition covering many sectors, including pigs, poultry, dairy, eggs, farm management, and meat processing. In addition, top domestic and international companies will be presenting their products to top buyers and industry professionals in Vietnam. Moreover, for over 20+ years, the organizer has promoted the Vietnamese market as a destination for international investors. According to the records of ILDEX Vietnam 2018, the exhibition attracted 1,924 international participants from 40 countries during the 3 days of the exhibition, with more than 100 successful meeting requests. But then, ILDEX Vietnam 2022 will be held from 3-5 August 2022 at the Saigon Exhibition and Convention Center, Ho Chi Minh City, Vietnam. We are confident that the exhibition will serve the region’s livestock and aquaculture industries’ strong market thanks to the professional organizer, VNU Asia Pacific, along with the reliable local partner, Minh Vi Exhibition & Advertisement Services Co., Ltd – VEAS, supported by VIV worldwide, as well as industry partners, associations, and media partners internationally and locally. More FUTR Asia FUTR is Asia’s only Summit focused on fresh thinking and progressive change in the future of retail, marketing and commerce. FUTR is the annual gathering of brands and retailers across Digital, Marketing, Ecommerce, Retail, Innovation and Customer Experience, that want to stay at the cutting-edge of insights, technologies and solutions across retail and marketing. This year, FUTR Asia is centred on the theme of “Resilience and Collaboration” as our C-Suite professionals share their experiences and best practices on agility, adaptability, and reveal crucial insights to thriving in the post Covid-19 era. Expect comprising of over 100 industry thought leaders and gain easy access to 24 hours of content on our virtual platform. Look forward to the latest cutting-edge insights from our from Love Bonito, Grab, IKEA, Zalora, Uniqlo, Tik Tok, GSK, INSEAD, ONE Group, Samsung, Huawei, LÓreal, Supara Group, Lego, Marriott, Tripadvisor, Foodpanda, Domino’s, Lacoste and more! Network with retailers, brands, corporates, SME’s and tech providers. Meet our sponsors to expand your outlook with the latest technologies and solutions that will change the way you engage with customers. Good news - FUTR Asia is FREE for all brands and retailers. Register HERE - More ​ ​ More China International Export Fair 2021 Consumer Goods & Daily Use, Fashionable & Popular Products, Health & Medicine, Electricity & Security, Consumer Electronics & Entertainment, Vehicle & Accessories, Manufacturing & Processing Machinery, Construction & Decoration, Industrial Equipment & Energy, Jiangsu Region Hall, Guangdong Region Hall More AGRI INTEX 2021 AGRI INTEX wishes to introduce contemporary agriculture, horticulture, dairy farming and food processing technologies along with their best practices. This can inevitably help countless farmers and platform owners. CODISSIA is fully geared up to host the 20th edition of India’s Prime Agricultural Trade Fair AGRI INTEX 2021 from July 11th to 14th 2021 at the CODISSIA Trade Fair Complex, Coimbatore, Tamilnadu, India. More International Indonesia Seafood and Meat Refrigeration & HVAC Indonesia presents a robust B2B Platform and opens as The Largest Refrigeration and Climate Control Exhibition in Indonesia, focusing on three combined sectors – HVACR Technology, Power and Renewable Energy, as well as Food Cold Chain Technology. Build upon the success of International Indonesia Seafood and Meat (IISM), Refrigeration & HVAC Indonesia aims to bring the most advanced technology for HVACR Industry under one mega-business roof. Refrigeration & HVAC Indonesia will generate strong figures in sales and be a trusted source of development for various industrial sector. Organized by PT. Pelita Promo Internusa, the exhibition will definitely connect people with innovative and high-technology products. More Thailand LAB INTERNATIONAL 2020 Thailand LAB INTERNATIONAL is organized by VNU Exhibitions Asia Pacific Co., Ltd. a joint venture between Jaarbeurs from the Netherlands and TCC Exhibition and Convention Center from Thailand. VNU Exhibitions Asia Pacific develops, with industry partners and exhibition organizers from around the world, executes and internationalizes trade show and conferences from animal production and processing to technology, from agriculture to innovations and from pets to medical and laboratory sectors. VNU Exhibitions Asia Pacific successfully applies its concepts and know-how across industries and in all Asian countries. Through its international network and global reach, VNU Exhibitions Asia Pacific builds marketplaces in Asia – for the world. More She Trades Globally The economic empowerment of women is not an issue that depends solely on government policy, the private sector or social change. Everyone has a critical role to play. That is why the International Trade Center (ITC) has launched the SheTrades initiative, which seeks to connect three million women entrepreneurs with the market. More NEPCON NEPCON China 2021 will be held at the Shanghai World Expo Convention and Exhibition Center from April 2021. As an international event for the electronics manufacturing industry, it will focus on the exhibition of assembly technology equipment and technology. on surface (SMT), welding and dispensing. , smart factory and automation, test and measurement, and new electronic materials. The Expo will attract more than 500 exhibitors and brands, showcasing innovative solutions to more than 30,000 professional buyers from EMS / OEM / ODM factories of consumer electronics and hot industries and fields such as 5G, communications, smart home, IoT, automotive electronics and semiconductors. . packaging. NEPCON China 2021 will specially launch innovative pavilion and conferences such as the Electronic Microassembly and SiP Process Pavilion, the Electronic Microassembly and SiP Process Conference, the 2021 AWC Conference on Development and Testing Technologies for NEV Electromobility System and the Dream Factory. of Smart Manufacturing. Conference, at the same time as Smart Factory and Automation Technology Expo, to lead the future trend of smart manufacturing in the electronics industry. By participating in NEPCON China, recognized industry forums and high-level conferences, business recommendation and matchmaking services, and a new product guide tour, visitors can get new industry technologies, learn about trends in products and achieve a one-stop shop. purchasing. More Korea Int’l Mfg Tech Secretariat of SIMTOS, Korea Machine Tool Manufacturers Association (KOMMA) More CeBIT Australia CEBIT shows the dynamic fusion of business with technology, where you are going and how it can help you. A new format for CEBIT Australia 2019 will engage with the next generation of technology creators, users and buyers. CEBIT Australia 2019 will offer an event that will attract a wide range of professionals affected by digitization. With new content formats, experiences, technology demos and social activities, CEBIT will be the place to see where technology can take you and your business. More Softwave Korea Since its opening in March 1979, Coex has provided a global exchange platform where people and businesses come together through exhibitions and conferences. We are proud to say that Coex has become a mainstay of the Asian MICE market as the largest fairground in Seoul and a tourist attraction with infrastructure to serve all your business needs. Coex is made up of four floors above the ground with 36,007㎡ of exhibition space and an area of ​​460,000㎡. Our four exhibition halls can be divided into 12 separate spaces, including a convention hall with space for up to 7,000 people. Our conference facilities feature 55 meeting rooms equipped with state-of-the-art equipment and operated by a state-of-the-art building management system. In addition to our commercial facilities, Coex also offers a gateway to Korean culture. Located next to the Bongeun Temple and directly connected to the Coex Starfield shopping center, Coex offers our guests the opportunity to connect with ancient history and modern pop culture. Driven by the opening of SMTown @ Coex Artium, a Korean pop music giant, in 2015, and the designation of Gangnam as a Special Tourist Zone dedicated to the MICE industry, Coex has become a hub for business and culture alike. More Japan IT Autumn Edition Top IT trends attracting the attention of the IT industry, from business automation, information security, cloud, web marketing, software development and the data center, will be featured as specialist exhibitions. The next show will be more attractive with two recently launched shows: Embedded & Edge Computing Expo and Software & Apps Development Expo. Solve your IT problems and find the best solutions with 11 IT trade shows. More Mega Show For the past twenty-eight years, MEGA SHOW Series has established its reputation as the premier showcase and sourcing center for Made in Asia products in Hong Kong each October. The 2020 edition will once again present a strong line of over 3,500 exhibitors displaying new products and ranges in over 4,500 stands. Eight clearly defined merchandise fairs, located in dedicated halls or exhibition areas, allow buyers to easily locate their target merchandise sectors and spend more time on the fairs of interest. The MEGA SHOW series on October 20-23, 2020 will feature FIVE product shows, and the MEGA SHOW series on October 27-29, 2020 will feature a further THREE product shows. More Indonesia Int’lFurniture Expo Being a flagship event for the Indonesian furniture industry, IFEX is the Indonesian stage to the world, strongly supported by industry and government to facilitate Indonesian furniture trade globally, by connecting manufacturers and exporters of Indonesian furniture and crafts with thousands of commercial buyers around the world. . IFEX prides itself on the industry with the widest range of specialty furniture and handcrafted products, seamlessly combining innovative design and fine craftsmanship inspired by the richness of Indonesian nature. IFEX has become the true furniture market that serves the industry and opens business opportunities. More High Point Market Find out what makes High Point Market the must-have event for home furnishings. Experience some of the energy and excitement that makes Market Week home furnishings fashion week. More K Fair Exhibition Strong momentum for the industry: high propensity to invest between approx. 225,000 trade visitors from 165 countries The circular economy is the "hottest ticket" for the global plastics and rubber industries More MAKTEK Eurasia The MAKTEK Eurasia Fair will take place from August 31 to September 4, 2021 at the TÜYAP Congress and Fair Center in Büyükçekmece. The fair will be a significant stage in the development of coordination and innovative collaborations between these strategic sectors. Machine tools, sheet metal processing machines, retainer - cutting tools, quality control - measurement systems, CAD / CAM, PLM software and production technology will be implemented at MAKTEK 2021. Maktek Eurasia will bring together entrepreneurs from the four corners of the world in 14 rooms covering a total of 120,000 square meters. Beyond including cutting-edge products in its scope, MAKTEK captures the future projection of the industry by creating a common platform for thousands of new products. In addition to 56,526 visitors from 89 countries, MAKTEK Eurasia 2018 was home to national participation from 30 countries such as China, Taiwan, India and hosted the top management of international public institutions and NGOs. More MIDEST MARCO GLOBAL INDUSTRIE, the only event in France that puts the entire industry at your fingertips. Everyone involved in the industry, whether visitors or exhibitors, can be sure of finding at GLOBAL INDUSTRIE the product, equipment, know-how or solution they are looking for to improve any aspect of their processes, from design to production. and service. More METAV METAV, the leading exhibition for metal working technologies in Germany's largest conurbation, will be held for the 21st time at its traditional location in Düsseldorf. What began here in 1980 has evolved over the past 40 years to become an indispensable part of technology trends that have affected virtually every aspect of production technology within 300 kilometers of the exhibition location. More Asia FJA One of the most international and diverse jewelry and accessories sourcing events in the industry is the adoption of a new brand! SEASONS | Fall: The Fashion Jewelry & Accessories Fair is the place where suppliers present their latest collections and best sellers, make must-have contacts, gain insight and inspiration from the industry, and meet buyers from around the world. SEASONS | Fall - The Jewelry & Accessories Fair promises to be an enriching and exciting experience for professional shoppers seeking quality and variety. Don't miss out on this opportunity to see the latest Fall / Winter 2020 design trends, have meaningful conversations with industry experts, and forge new trade partnerships. More Singapore Int'l Jewellery Expo With more than 200 exhibitors from 25 countries, the abundance of gems and natural resources in Asian countries, together with Singapore's GDP per capita in the third highest in the world (after Qatar and Luxembourg) *, provides an unparalleled opportunity. to seize the rapidly developing jewels of Asia. market. SIJE 2021 will continue to be the thriving center for showcasing fine collections of luxury gemstone pieces to the wealthy of Singapore, as well as high-net-worth merchants and buyers from China and India; the two most competitive markets in Asia. More India Garment Fair India International Garment Fair (IIGF) has come a long way and is now one of the established fairs in the international apparel trade fair arena. More GIFA Foundry Trade Fair GIFA Forum is primarily aimed at foundry suppliers and covers topics such as: process and product development digitization and information management resource efficiency and environmental sustainability manufacturing and automation technology This forum supports dialogue between suppliers, designers and foundries and achieves synergies for both research and industry. More WBENC Conference & Trade Fair A flagship event of the National Council of Women's Business Enterprises (WBENC), the WBENC National Conference and Business Fair is the largest event of its kind for female business owners, welcoming thousands of female entrepreneurs and corporate executives. ready to make connections and do business. The 2020 National Conference and Business Fair will feature innovative educational programming, inspiring keynotes, a presentation competition, 1: 1 MatchMaker meetings, many networking opportunities, and the Business Fair, an unparalleled trade show from certified owned companies. of women and those who do. business with them. More Asian International Trade Expo CEMS USA is hosting the "Asian International Trade & Tourism Expo" series of exhibitions in various Asian countries with an agenda to make it a growth engine for companies and a strategic move for manufacturers to improve operations in the Asian region; improve performance and make exhibitors to differentiate themselves from competitors to position themselves in this colossal market that they have right between them - “ASIA”. Asian International Trade & Tourism Expo is for those manufacturers who are ready to take advantage of the existing and growing opportunities that Asia offers ... Asia looks better all the time. More India Sourcing Fair Argentina Trade Promotion Council of India supported by the Department of Commerce, Govt. of India organizes the 3rd edition of the Source India fair in Argentina in Buenos Aires. The successful edition of Source India trade shows has been organized in Kenya and Ghana with satisfied exhibitors and business visitors. Source India Argentina is a trade fair and buyer and seller meet with a focus on profitable promotion of Indian exports to Argentina and facilitate direct access to potential. influential buyers and decision makers. It is expected to have a total of 3,000 professional visitors from Argentina and other neighboring South American countries, where approximately 200 Indian exporters will exhibit and exhibit their products and services. Argentina is the 45th largest import economy in the world. Argentina's economy grew by 2.1% in 2015. Bilateral trade between India and Argentina amounted to 2.6 billion dollars in 2014. India exported goods worth 516 million dollars to Argentina in 2015. There is a trade agreement preferential between India and Mercosur, of which Argentina is a member. This opens up enormous potential for Indian exporters to explore the Argentine market. Interested members or exhibitors can contact Mr. Sandip Das at sourceindia@tpci.in to participate and register for the event. More India Show,Peru Indian handicrafts and looms, textiles and clothing, artificial jewelry, home decoration, wooden furniture, footwear, leather products, gift items, car accessories, computing, Products of AYUSH Etc. More Inhorgenta INHORGENTA MUNICH offers a unique combination of individuality, inspiration and innovation. Our new slogan uses three magic words to highlight how we are shaping the future for the sake of your success. Together with our exhibitors, visitors and experts, we are developing future-proof solutions to meet the challenges of today and tomorrow. In this way we strengthen your position in the market and give you a greater advantage over the competition, profitably and in the long term. More Ambiente See what's happening at the world's leading trade fair for consumer goods. Exciting prospects are opening up for exhibitors and trade visitors in the areas of dining, giving and living with high-level contacts, the latest developments in the market and design, as well as trends and opportunities in all segments. More Spring Fair Everything has been happening at Spring Fair. Take a look at some of the incredible knowledge, immersive trending facilities, and most exciting new products at our newly revamped show. Discover a new era of Spring Fair. More INTERSEC There has never been a more important time to discuss future protection at the most relevant and essential event for professionals in the global fire, safety and security industry. Intersec provides an essential platform to rebuild critical connections, generate new business opportunities, and access practical information, the latest innovations and technology, market insights and expert advice. Intersec 2021 offers a hybrid digital and physical opportunity to meet and do business in the safest way, under strict hygiene guidelines. This is your opportunity to reconnect with customers and business partners, explore new opportunities, projects and contracts at a strategically vital time of the year. More ​ ​ More Artigiano De Fiera Artigiano in Fiera is the international industrial event that has celebrated artisans and their creations for more than twenty-five years. The most important event in the world, which conveys the beauty and goodness of arts and crafts. Reserve your booth now and participate in one of the most important arts and crafts events in the world! More Incos Asia In its thirteenth edition, in-cosmetics Asia is Asia Pacific's leading event for personal care ingredients. The expo brings together suppliers of personal care ingredients (exhibitors) with manufacturers of finished products (visitors) looking to network, learn about future trends and discover new products. The popularity and success of the event continues to grow year after year, and our most recent program attracted a record number of visitors; 11,914, an increase of 5% over the previous year. in-cosmetics Asia continues to attract visitors from across the Asia Pacific region looking to find new ingredients and innovations from international suppliers, some of which will be exhibiting exclusively at in-cosmetics Asia. Last year, the cosmetic manufacturer community gathered at in-cosmetics Asia to see 521 suppliers of ingredients, fragrances, laboratory equipment, testing and regulatory solutions for personal care. The next fair will offer an even wider range of suppliers with more than 550 exhibitors to discover. The show has gone global, attracting both national and international attendees. In 2019, the seven best-represented nations were: China, South Korea, France, Thailand, Japan, the United States, and India. More Indo-Malaysia Trade Expo The Indo-Malaysia Trade Expo and Deepavali Carnival have been rated as the largest exhibition of its kind in the Asia Pacific region and a unique exhibit showcasing India's wide varieties of ethnic color and life. The exhibition profile would include handicrafts, jewelry, decorative items, leather goods, toys, kitchenware, beauty products, Ayurvedic products, office supplies, textiles, home decor, bed sheets, rugs, women's clothing, photo prints, souvenirs, etc., with an emphasis on the B2C segment. In addition, there will be specific podiums that will showcase tourism, art and culture, fashion and crafts. The fair attracts more than 5,00,000 visitors not only from Malaysia, but also international visitors specifically from the Asian region. More Singapore International Indian Expo Singapore International Indian EXPO is Singapore's largest shopping and entertainment show. Entering its eighth year, SIIExpo begins with a wide variety of events, activities and promotions. This year, the SIIExpo will act as a great platform for our exhibitors to connect with potential business partners and consumer audiences. Buyers looking for exclusivity and experiences will enjoy this show, as there are also many offers to look forward to. Come join us at the largest EXPO in Singapore! More CNR Food Istanbul CNR Food Istanbul and CNR Ambalaj Istanbul, where the Turkish food, beverage and packaging industry come together on the same platform on the same day, will attract the attention of national and international food wholesalers, retail chain stores, corporate buyers, business managers , future entrepreneurs, hotel and restaurant chains. With the expectation of the visits of more than 50 thousand international buyers, the exhibition will be organized at the global trade center, CNR Expo Istanbul Expo Center, between September 2 and 5. CNR Food Istanbul and CNR Ambalaj Special Section will welcome visitors and delegations of VIP buyers from 84 countries, including Italy, Germany, Russia, as well as the MENA region, target markets of the industry. Forming a base for new business partnerships, Turkey's largest food platform welcomes more than 2,000 products. The experts will present striking topics in innovation, design, production stages, health related to the food, packaging and consumption industries outside the home in the seminars that will be developed during the exhibition. Speakers, including the president of the World Association of Chefs Societies, Thomas A. Gugler, recognized as the "Man who leads millions of chefs", will expose the Turkish and global food industry. More Autumn Fair The Fall Fair is the most important home and gift market of the season. Perfectly timed with the start of the Golden Quarter, the busiest and most profitable shopping season of the year, the Fall Fair provides the ideal platform for vendors to showcase their products and services to thousands of UK and international retailers. Discover exciting new releases including Jewelery, Watches and Fashion (JWF), The Furniture Collection and our evolving Design & Source sector. It is our second year in our new home, the NEC Atrium, and this year will be better than ever. Read on to learn more about the changes we've made, or get in touch today to find a solution for you. Request a stand Download the brochure More Las Vegas Market The Fall Fair is the most important home and gift market of the season. Perfectly timed with the start of the Golden Quarter, the busiest and most profitable shopping season of the year, the Fall Fair provides the ideal platform for vendors to showcase their products and services to thousands of UK and international retailers. Discover exciting new releases including Jewelery, Watches and Fashion (JWF), The Furniture Collection and our evolving Design & Source sector. It is our second year in our new home, the NEC Atrium, and this year will be better than ever. Read on to learn more about the changes we've made, or get in touch today to find a solution for you. Request a stand Download the brochure More Source Direct ASD SourceDirect at ASD is the premier wholesale trade show for sourcing professionals around the world. SourceDirect is the premier destination for importers, distributors, wholesale manufacturers and product development companies worldwide. Buyers attending this trade show look to wholesale suppliers and contract manufacturers to get the products they need straight from the factory. SourceDirect is the best wholesale showcase for companies that produce Fashion Accessories, Housewares, Gifts & Toys, Apparel, Affordable Footwear, Seasonal & Holiday Merchandise, Souvenirs & Novelties, Electronic Accessories, Bed & Bath Linens, Products health and beauty and general merchandise of all kinds. See our entire product offering and sign up to attend today! More India Home Furnishings Fair Men's, women's and children's clothing, winter and summer clothing, haute couture, fashion accessories, etc., in the "apparel segment" and the "home furnishings segment" will comprise furniture and makeup for home, cushion covers, rugs, curtains and ornaments. , bedding / bedspreads / bedspreads, table linen / kitchen / bathroom linen, rugs and other related products. Supporters (Expected) Embassy of India in Japan, Consulate General of India Osaka-Kobe, Business Development Agency of Osaka, Chamber of Commerce of India in Japan, Chamber of Commerce and Industry of Osaka More SAITEX Fair When entering any emerging market, particularly in the multi-product vendor space, you must understand your operating environment at a breakneck pace. What is the future of business and commerce like? How can your company anticipate the next trend? This is the purpose of SAITEX. Our goal is not only to be the facilitator of tangible international and local business relationships, but also the platform for the private sector to demonstrate the innovations, solutions and services it has to offer to the world. Our experience in this market has strengthened high-level international business discussions between governments and the private sector for over 27 years, resulting in SAITEX being the central meeting place for African and international buyers and sellers to build relationships. , create commercial links and, ultimately, do business. More Gartex Gartex Texprocess India is a comprehensive trade fair for textile machinery for garments. The fair is aimed at addressing the interests of those who wish to approach the textile and garment machinery and accessories market in India. Acting as the ultimate gateway to providing excellent quality and a unique sales and sourcing platform, the event will showcase products, services and technologies related to the entire production chain. Gartex Texprocess India 2020 is designed to set trends for the industry player to showcase new state-of-the-art technology, equipment, materials and services. The fair hopes to accelerate technological advancements in the Indian textile and clothing industry by showcasing high-quality, high-speed and competitively priced products. It will also provide a unique platform for international and domestic suppliers and trade visitors to expand their business opportunities in the textile and clothing industry in India through networking and participation in investment opportunities during the fair. More DLD Innovation Festival Driving the best tech talent, largest venture capital investments by equity and multinational hubs for industry leaders like Amazon, Google, Yahoo, Facebook, EMC, Microsoft, GM, Amdocs, SAP, Applied Materials, Facebook, Orange, Cisco Israel, etc. Tel Aviv is the best location to get up close and personal with the whole high-tech hub! More Hannover Messe HANNOVER MESSE is the most important international platform and hot spot for industrial transformation, with excellent innovations or unusual products. Here you will find all the data that clarifies one thing even more: participation is an absolute "must"! More Global Print Expo FESPA Global Print Expo 2021: where color comes to life. Global Print Expo is the largest international specialized printing exhibition in Europe. The event will be open from March 9 to 12, 2021 at the RAI Exhibition Center in Amsterdam. Hundreds of exhibitors will showcase their latest innovations and product launches for the digital and screen printing sectors for graphics, signage, decoration, packaging, industrial applications and textiles. More ​ ​ More LANKAPAK Sri Lanka's premier international packaging, processing, printing and plastic exhibition, Lankapak 2020, will be held on October 8, 9 and 10, 2020 at BMICH, Colombo for the 22nd spectacular time. This event was started by the Sri Lanka Packaging Institute in 1981 with the aim of making it easier for the printing and packaging industry to showcase its valuable products and services to various other industries that require its services on a large scale. This event will be a meeting point for all industry professionals to educate potential buyers on modern printing and packaging techniques required for sustainability and adding value to all types of products entering the market. Lankapak 2020 is organized by the Sri Lanka Institute of Packaging together with CDC Events together with the support of government organizations and the private sector. The Expo will comprise more than 150 booths displaying thousands of brands to meet all types of packaging requirements under one roof. More Thessaloniki Int’l Fair New technologies, innovative ideas and ambitious business ventures will star in the 85th of the Fair, which will be held from September 5 to 13, 2020 at the International Exhibition Center. The Country of Honor of the event will be Germany, which is feverishly preparing for its participation, emphasizing the confidence of Europe's largest economy in the September Report. With the stakes increasing year after year, both at the exhibitor and visitor level, TIF will remain faithful to the timeless role of the exhibition as a growth engine for the region. It will give one more year the stigma of development of the country, with an eye on the future. After all, among the companies it will host, there will be dozens of startups, with clever new business ideas. The "present" of the chamber world of the country will be dynamic, through the participation of the Central Union of Chambers of Greece. In addition to its nature of B2C, B2B and B2G (Business to Government) exposure, the 85 TIF will emphasize actions related to the circular economy, and will have the bright element and culture and entertainment. More NPME NIGERIA PHARMA MANUFACTURES EXPO - Explore the untapped potential of the West and Central African pharmaceutical markets As its name suggests, NIGERIA PHARMA MANUFACTURES EXPO is an exhibition focused on pharmaceutical processing machinery, packaging machinery, packaging materials and consumables, API, bulk drugs, additives, excipients, laboratory reagents, glassware and equipment, analytical, R&D equipment and biotechnological instruments, environment. Control of Eqpts & Services, Utilities Products & Services. Nigeria's pharmaceutical manufacturing sector contributes to nation-building with total investments in excess of 300 billion naira, which pays taxes and other fees and employs more than 600,000 people. June 2008 in Abuja which raised awareness and showcased the resources, contributions and innovative pharmaceuticals - Proudly Made in Nigeria to our citizens, policy makers and the international community through Nigeria Pharma Manufactures Expo. More Asia Pacific Leather Fair APLF is the world's leading leather trade fair where you can find a wide range of leather and components. APLF is positioned to supply leather more "downstream" or related to the medium to high quality leather goods and footwear manufacturing industries. Strategically located in Hong Kong, APLF offers a professional trading platform where suppliers can meet thousands of international buyers who make their sourcing trips annually in Asia Pacific. In addition to the established APLF leather sector, there is also a separate sector called Materials + to meet the growing demand for innovative materials and components from the leather goods and sportswear markets. More ATF ​ More ​ ​ More Mecanica ​ More Korea Pack Korea Packaging Science and Technology Society, Korea Packaging Organization, Korea Food Industry Promotion Agency, Korea Compliance Laboratories, Jeonju University More Big Show Oman Oman Design & Build Week, which incorporates The BIG Show and Oman Real Estate Exhibition (OREX), is a vibrant networking and sourcing platform for the construction industry. Oman Design & Build Week, held annually, provides your business with a convenient platform to promote your brands and products to 11,000 highly qualified buyers including decision makers from architects, consultants, engineers, contractors, distributors, and procurement managers from all over the world. Oman. Oman Design & Build Week 2021 will provide you with the opportunity to tap into an annual project market worth $ 202 billion (Source: MEED Projects) in various sectors including commercial and residential, water, energy, oil and gas, transportation and infrastructure. too. like health and hospitality. Segmented into eight new industry sectors, Oman Design & Build Week 2021 presents your company with better brand and promotion opportunities with its dedicated areas, as well as specific workshops and features that bring you closer to your potential customers. More Myanbuild MYANBUILD 2020, the platform no. Myanmar's # 1 for Building & Construction Industry will be held at Myanmar Expo Hall, Yangon, for another successful expo on December 10-12, 2020. Presenting a wide range of the latest technology in categories including materials construction, construction. machinery and heavy equipment, it is estimated that the Expo will be attended by more than 8,000 professional visitors. This is the single platform for companies, both local and international, to meet with key industry decision makers. Expand your business with MYANBUILD 2020. For more information, please contact Ms. Ei at ei@ambtarsus.com . More MACTECH Cairo MTS Exhibition (former: MTS Video Channel) started by classifying global information into an online guide to make machine tool exhibitions simpler and more enjoyable. Now, as we expand more aggressively, we begin to bring manufacturers to our online display. Easy to access features, with no time or location limit, allow us to provide you with access to the world's manufacturers on this platform. Be sure to refer to the following content when looking for your next machine for more efficient machine supply. More CMTS Toronto ​ More SMART FACTORY Expo SMART FACTORY Expo is Japan's largest exhibition of technologies and products related to smart factories, such as IoT / M2M solutions, FA technologies, industrial robots, green energy solutions and factory equipment, etc. More COMEXPO An excellent opportunity for raw material suppliers, fastener production tool and machinery and equipment manufacturers, and product manufacturers to come into closer contact with buyers, specifications, distributors and industry professionals from Myanmar, Kenya, India, Sri Lanka, South Africa, Vietnam. and neighboring countries. More ICPI Week The International Week of the Cosmetic and Pharmaceutical Industry (ICPI WEEK 2020), where visitors can take a look at advanced information on pharmaceutical and cosmetic production and development technology, will take place from April 16 to 19 at KINTEX, Ilsan, Korea. ICPI WEEK 2020, encompassing six elements including raw materials and other materials, research experiments, material processing, packaging manufacturing and logistics technology, will be a perfect place for networking and information exchange over a period of four days with experts from 850 companies in 20 countries. In addition, more than 100 events will be held, including the international conference on AI for the development of new drugs, presentations from the Ministry of Food and Drug Safety and technical seminars. Under the slogan "Commitment, Cooperation and Innovation", a special exhibition will be held that will present bioentrepreneurship companies in order to provide ideas to promote product innovation and reduce cost risks, such as R&D through external cooperation. More BIO Japan Exhibition BioJapan has played an important role in facilitating interaction between Japanese and global companies / organizations and in stimulating new business opportunities for almost two decades. Top business development, licensing and partnership management professionals, R&D staff and executives from biotech companies from around the world will gather in Yokohama in October 2020 for the 22nd iteration of BioJapan. More than 1,300 organizations from around 34 countries are expected to participate in the event, to carry out the 12,000 business meetings planned over the course of the three days. More IECA Annual Conference & Expo The IECA Annual Conference & Expo brings together the industry's most innovative minds in the erosion and sediment control and stormwater industry. Attend this one-of-a-kind conference to be co-located with the Geosynthetics Conference to connect with thousands of colleagues from over 25 countries, participate in state-of-the-art educational sessions while gaining hours of professional development, and access one of the showrooms largest in the industry. Learn more about the host city, Kansas City, Missouri, and the Kansas City Convention Center. More ITMA ITMA is the trend-setting textile and apparel technology platform where the industry converges every four years to explore new ideas, effective solutions and collaborative partnerships for business growth. Organized by ITMA Services, the next ITMA will be held from June 20 to 26, 2019 in Barcelona at Fira De Barcelona, Gran Via. Technological innovation, a staple of industry transformation, is critical to the success of the textile and clothing industry. More China Intl Ceramic Industry Fair As the largest ceramic and bathroom exhibition in Asia, the Foshan International Ceramic and Bathroom Fair (short for CERAMBATH) has been successfully held for 34 sessions. By bringing together 800 leading brands of ceramic tiles and bathroom products, it is considered the first commercial window and becomes an important communication platform to showcase new technologies, new products and new trends in the ceramic sector. More Cycle Show After ten fantastic years at the NEC, the UK's largest cycling show returns to London in April 2021. The show will take place in conjunction with the London eBike Festival to provide visitors with a unique cycling experience combining exhibition in indoor, evening theater shows and outdoor festivals. The grounds around the venue will be used for demo tracks where you can test drive the latest bikes up and down slopes, off and on the road with your choice of pedal or electric assist. More Eurobike Exhibition EUROBIKE is the undisputed world leading trade fair for the bicycle business. Here the bicycle industry connects itself, convinces its business partners and presents itself to the media world. In addition, new trends are emerging and groundbreaking innovations are celebrating their premiere. EUROBIKE constantly generates added value for industry and commerce and manages the balancing act between the fair and the think tank. More China Int'l Bicycle Fair Established in 1985, the China Bicycle Association is China's national bicycle sector organization. It is voluntarily formed by manufacturing establishments, from various economic sectors and diversified property rights, of bicycles, motorized bicycles and spare parts and components, as well as related producing establishments, scientific and research and education units, regional associations, and establishments commercial and commercial; and it is a non-profit social organization and a legal entity. The Association now has nearly 500 members, who are the hard core of the Chinese bicycle industry. The annual production and export quantity of the member units constitute about 75% of the totals of the bicycle sector. The objective of the Association is to pool the strength of the sector, manage the affairs of the sector, serve the sector and promote the development of the sector. It plays the role of bridge and link between its members and governments; appeals and conveys the reasonable wishes and requirements of members to interested government departments; discloses and executes the policies of government departments correlated with the sector. More Sino Corrugated Int'l Fair SinoCorrugated Expo is organized by Reed Exhibitions, one of the world's leading event organizers. For more than 20 years, Reed Exhibitions has been organizing the leading international corrugated industry exhibition. The exhibition has been rooted in the Chinese market for more than 16 years and has become a must-have platform for the entire industry chain. The 2020 edition will take place at an important stage of unprecedented growth in the industry. At SinoCorrugated South 2020, you will be able to witness the latest technologies, products and services, speak to experts and hear from world-class speakers on developments and trends in the corrugated cardboard industry. In order to enhance your knowledge of the industry and meet with industry colleagues, we cordially invite you to participate in the following activities on the site. More Fiera Del Levante The process of improving the Fiera del Levante began on November 7, 2017, with the signing of the concession contract to Nuova Fiera del Levante Srl for the remodeling and management of the areas of the Fairgrounds owned by the Autonomous Authority Fiera del Levante . The signing of the contract concludes the public test procedure started in 2014, in execution of regional law n. 2/2009 and its implementing regulation no. 25/2013. Nuova Fiera del Levante Srl is 85% made up by the Bari Chamber of Commerce and 15% by Bologna Fiere Spa and has the concession from the Exhibition Center, where the identified trade fair and congress events are held by regional law. With the signing of the concession contract, the procedure with which the Fiera del Levante had drawn up, in execution of the regulations, the path of rehabilitation and revitalization of the fairgrounds ended positively. More ​ ​ More Anuga Fair Anuga, the world's largest food and beverage trade fair, breaks new ground for the development of the entire industry. It is the industry's most important meeting point, as the 2019 figures impressively demonstrate once again: with 7,972 exhibitors and around 169,653 visitors, Anuga Cologne is clearly the number one food fair! Don't miss the opportunity to be part of the leading food fair in Cologne in the year 2021. From October 9-13, 2021, Anuga invites exhibitors and trade visitors from all over the world to discover 10 trade shows and 11 trending topics , as well as numerous events and conferences. This program combined with the largest number of participating exhibitors makes Anuga the most prominent trade show in the food and beverage industry. Learn more about Anuga to try it: More World Food Fair In its 17th edition, the 2020 World Food Fair will bring together more than 220 exhibitors. Get ready to enjoy a fusion of local and global flavors and a HUGE variety of products. Think groceries, healthy organic foods, ready-to-cook foods, innovative food ingredients, sauces, sandwiches, delicious yummy dishes, and many more. More IPM Essen ​ More IHTF Netherlands ​ More AGRAMA BERN AGRAMA is the most important Swiss fair in the field of agricultural and forestry technology. Organized since 1977 by the Swiss Association of Agricultural Machinery (ASMA), AGRAMA takes place every 2 years at the BERNEXPO site in Bern. The AGRAMA from November 26 to 30, 2020 will unfortunately have to be postponed due to the uncertainty surrounding Covid-19. The new date of the event will be announced shortly. The main information platform on support for investment decision making, AGRAMA is the essential meeting place for those passionate about agricultural and forestry techniques. With an exhibition area of about 60,000 m2 and the presence of more than 50,000 visitors, it is a 5-day meeting place for a public consisting mainly of decision makers, specialists and other users from the agricultural and forestry sector. . More HORTI ASIA Horti ASIA: the 7th international fair for horticultural and floricultural production and processing technology. This is the region's largest trade expo for smart horticulture in Asia showcasing the latest horticultural production innovation to meet the challenges of major growers in the next decade, mainly due to growing labor shortages, plus competition and therefore the requirement to reduce production costs. . More ILDEX Vietnam ILDEX Vietnam is organized by VNU Exhibitions Asia Pacific Co., Ltd., a joint venture between Jaarbeurs from the Netherlands and the TCC Convention and Exhibition Center from Thailand. VNU Exhibitions Asia Pacific develops, with industry partners and exhibition organizers from around the world, runs and internationalizes trade shows and conferences from animal production and processing to technology, from agriculture to innovations and from pets to industries medical and laboratory. VNU Exhibitions Asia Pacific successfully applies its concepts and knowledge in all industries and in all Asian countries. Through its international network and global reach, VNU Exhibitions Asia Pacific builds markets in Asia, for the world. ILDEX Vietnam, the international exhibition for livestock, dairy, meat processing and aquaculture, has become the leading trade fair in the Asia region with large attendance and abundant business opportunities. Livestock experts and leading exhibitors have stated that it is the best international market and trading platform for the Vietnamese market. More Agri Future ABOUT THE EXHIBITION The third edition of AGRITECHNICA ASIA is once again set to be the agricultural expo covering all of Asia focusing on the largest Asian agricultural buyers from the entire region. AGRITECHNICA ASIA emphasizes agricultural engineering solutions that are relevant and important for the development of agriculture in Asian markets. Mechanization through modern machinery will increase significantly in the next decade mainly due to growing labor shortages, more competition, and hence the need to reduce production costs. DLG - German Agricultural Society, organizer of AGRITECHNICA in Hannover, Germany, and Dutch-Thai exhibition organizer VNU Exhibitions Asia Pacific, organizer of VIV Asia in Bangkok, collaborate to establish one of the most powerful joint ventures in the exhibition industry agricultural. The third edition of AGRITECHNICA ASIA will be held October 14-16, 2020 at BITEC, Bangkok, Thailand, alongside Horti Asia, the region's largest trade show for smart horticulture in Asia, and the Systems special show. & Components Asia. More IBIE As the largest and most comprehensive event for the baking industry in the Western Hemisphere, Baking Expo ™ there is never a dull moment with these must-see events. IBIE offers the excitement of competition, engaging displays of creativity and stunts, industry awards, networking events and more. These inspiring forums and events create a world of opportunities for conversations with colleagues and connections with new contacts. More Agri Myanmar AGRI MYANMAR 2019 is the premier international business-to-business event for the agricultural production industry in Myanmar, and will be held at the Myanmar Expo Hall in Yangon on December 5-7, 2019. AGRI MYANMAR 2019 will showcase a wide variety of the latest products and solutions in agricultural machinery, equipment, fertilizers and many more. Make an appointment with AGRI MYANMAR 2019, your unique platform to stay ahead and benefit from the many new business opportunities in Myanmar's agricultural industry. For more information, please contact thuthu@ambtarsus.com . More Thailand LAB Thailand LAB INTERNATIONAL is organized by VNU Exhibitions Asia Pacific Co., Ltd., a joint venture between Jaarbeurs from the Netherlands and the TCC Convention and Exhibition Center from Thailand. VNU Exhibitions Asia Pacific develops, with industry partners and exhibition organizers from around the world, runs and internationalizes fairs and conferences from animal production and processing to technology, from agriculture to innovations and from pets to industries medical and laboratory. VNU Exhibitions Asia Pacific successfully applies its concepts and knowledge in all industries and in all Asian countries. Through its international network and global reach, VNU Exhibitions Asia Pacific creates markets in Asia, for the world. More ICAFBFS ScienceGlobe - The International Conference on Agriculture, Forestry, Biotechnology and Food Sciences (ICAFBFS) is a prestigious event organized with the motivation of providing an excellent international platform for academics, researchers, engineers, industrial participants and budding students from all the world SHARE your research results. with world experts. ICAFBFS 2020 will be held in Hyderabad, India on March 1, 2020. More EMITT As one of the top five tourism fairs in the world, EMITT annually attracts some 45,000 industry professionals and tourists seeking new and exciting travel opportunities from destinations and travel service companies around the world. The fair is a valuable business platform that brings new business and cooperation opportunities to the Turkish and global travel sectors. EMITT features country pavilions, vacation destinations, summer and winter tourism, outdoor tourist destinations, hotels and resorts, tour operators, travel agencies, and much more. More FITUR FITUR is the first event of the year for tourism professionals worldwide and the leading fair for incoming and outgoing markets in Latin America. In its 2020 edition, FITUR has exceeded its participation record with 11,040 companies from 165 countries and regions, 150,011 professional visitors and 111,089 visitors from the general public. You have to be at FITUR: a unique forum to promote brands, present new products, learn about the latest trends and fill your agenda with new contacts and opportunities. More Magical Kenya Travel Expo ​ More APEC Chile The Asia-Pacific Economic Cooperation (APEC) Forum is the main forum for promoting growth, technical and economic cooperation, facilitation and liberalization of trade and investment in the Asia-Pacific region. It was created in 1989, at the urging of Australia and Japan, to strengthen the Asia-Pacific community. An important long-term goal is the creation of an Asia Pacific Free Trade Area (FTAAP). Furthermore, in 1994, the economies defined the "Bogor Goals" of free and open trade, which are met by 2020. In May of this year, the APEC Vision Group (AVG) was officially created, which will be in charge of defining the objectives of the Forum. post-2020 vision. More Belgrade Fair ​ More BLTM Schedule business meetings and connect with your preferred travel brands before the show starts using our easy-to-use, high-tech online meeting journal. BLTM offers destination sellers and travel service providers the ultimate business platform to meet hundreds of corporate buyers along with many qualified meeting planners and incentive travel planners who are staying in other major cities in India. Network at BLTM and build long-term business relationships. More Zambia Travel Expo (ZATEX) Zambia Travel Expo (ZATEX) is a "must see" tourism fair initiated by the Zambia Tourism Agency (ZTA) in collaboration with the private sector and other stakeholders. The Fair will showcase the widest variety of tourism products and services from Zambia, the region and beyond. Several National Tourism Boards from around the world are expected to address Lusaka as exhibitors, while others will attend as buyers or media. More Ukraine International Travel and Tourism Exhibition The UITT Ukraine International Travel and Tourism Expo is Ukraine's leading travel and tourism event. Ukraine Travel and Tourism 2019 saw: 361 exhibiting companies 23 countries 18 533 tourism professionals visiting 39 cities and regions of Ukraine were presented at the exhibition 23 countries participated in UITT'2019, including companies from Azerbaijan, Albania, Bulgaria, Greece, Dominican Republic, Egypt, Israel, Spain, Italy, Cyprus, Cuba, Morocco, Palestine, Slovakia, Slovenia, United States, Tunisia, Turkey, Ukraine, Montenegro, Sri Lanka. 39 cities and regions of tourist Ukraine participated in the 2019 national exhibition. The list of renowned players in the tourism industry remained unchanged: Coral Travel, Join UP!, ANEX Tour, TUI, Feeria Mandriv, Mouzenidis Travel Ukraine, TPG Agency. This year, the exhibition brought together companies: Kompas, Piligrim, IT-Tour, Online Bistro, Vitiana, Turkish Airlines, Sky Up, APG Ukraine and others. More Macao International Travel (Industry) Expo ​ More Himalayan Travel Mart The HTM Conference brings together international tourism experts, hospitality professionals, influencers, renowned adventurers, great personalities, and a dynamic lineup of national and international thought leaders among buyers, sellers, media professionals, delegates, and stakeholders from the industry; Unrivaled discussions and knowledge sharing on contemporary issues, trends, challenges and opportunities for tourism development in the Himalayas. More Shanghai World Trade Fair Established in September 2000 and being a key state-owned company in the exhibition industry, Shanghai International Convention & Exhibition Corp., LTD (hereinafter SICEC) is accredited by the Shanghai Municipal People's Government to organize large international conferences for the government and host. various national and international fairs and exhibitions. As a key component in the tourism and exhibition strategy of Shanghai Hengshan (Group) Co., Ltd, SICEC has long been an active player in the field of national and world exhibitions. In the last decade since its establishment, SICEC keeps improving the service and has achieved remarkable results in Shanghai foreign affairs, business, culture, technology and tourism, etc. By offering specialized experience in hosting and organizing various conferences, fairs, exhibitions and large events, SICEC has built a good reputation and accumulated rich experience in the industry. Since hosting Shanghai APEC 2001 and relevant exhibitions, SICEC has hosted and co-hosted hundreds of various major events, winning high praise from the general public. At present, the major projects organized by SICEC include Shanghai World Travel Fair (SWTF) and China Conference & Business Travel Fair (CCBTF), etc. As vice president unit of Shanghai Convention and Exhibition Industries Association, SICEC has formed Its unique conference and exhibition organization style with "professionalism, high efficiency, brand and being global" and won wide recognition and praise both at home and abroad. More UTAZAS Hungexpo Ltd. is the leading company in organization of exhibitions and conferences in Hungary and the region, which will be completely renewed in the coming years. Founded in 1967 and in operation since October 1990, Hungexpo has been professionally dedicated to organizing trade fairs and exhibitions both in Hungary and abroad. With its extensive network of international relations and representatives, it is now the leading organizer of exhibitions and conferences in Central and Eastern Europe. The other important pillar of the company's operations is the commercial sale of its permanent exhibition space, the Budapest Congress and Exhibition Center. As a result of the revitalization program launched in 2019 and ending in 2021, the Hungarian capital will be enriched with a 21st century conference and exhibition hall that will further strengthen Hungexpo's market leadership both in Hungary and in the region. The privatization of Hungexpo in 2005 opened a new chapter in the life of the company. The new French owner, the GL Events group, has not only committed to developing the area, but has opened the door to major international conferences and exhibitions, such as the Congress of the Union of European Football Associations (UEFA), the assembly annual general. of the International Telecommunications Union (ITU) or the Sirha, one of the most important gastronomic events in the world. Additionally, in 2016, Budapest and Hungexpo hosted the European final of the international chef competition, the Bocuse d'Or, and the line-up will continue for years to come. In 1999, Hungexpo Ltd. won the most prestigious Hungarian award in the service category, the National Quality Award. Gábor Ganczer, CEO, received the Budapest Prize in 2019 in recognition of his innovative leadership in the commercial and tourist life of the capital. The renovated Budapest Congress and Exhibition Center HUNGEXPO offers a European-class environment for exhibitors, conference organizers and visitors. More BIT From February 7 to 9, 2021, BIT - International Travel Exhibition returns to Milan, a historical event organized by Fiera Milano, which since 1980 has attracted tourists and travelers from all over the world to Lombardy. As in 2019, it will be held in the Fieramilanocity and MiCo pavilions, in the center of Milan (click here to see how to get there by public transport). The new formula that you see on the first day, Sunday, February 9, was also confirmed, open to the general public and on February 10 and 11 reserved for professionals in the sector, tour operators and buyers. For more than thirty years, Bit has promoted the meeting between decision makers, industry experts and buyers carefully selected and profiled from the geographical areas with the highest economic growth rate and from all sectors of the chain. More Azerbaijan International Travel and Tourism Fair The exhibition program will be packed with events that are a platform for business development, attracting potential partners and broadening the horizons of cooperation. Thus, within the framework of the exhibition, B2B meetings that have already become a tradition will be held, which will strengthen both existing commercial communications and the creation of new ones. Meetings will be held with both tourism companies and representatives of the Medical Tourism sector and, for the first time, the exhibition participants will hold business meetings with representatives of the Azerbaijani business sector. AITF is not only the largest exhibition in the region in the tourism sector, but also a celebration of culture, new experiences, opportunities and friendship. Every year professional industry representatives look forward to this event, where they can not only establish new contacts, but also significantly expand the geography of sales, learn about the latest industry innovations and trends, and find new partners and customers. More IMTM ​ More MITT MITT is Russia's largest B2B tourism and travel trade fair, attracting representatives of the tourism industry from Russia, regions and around the world. 22,289 trade visitors from 80 Russian regions and 91 other countries 1,523 exhibiting companies from 229 countries and regions of the world, 52 regions of Russia 229 countries and regions of the world 35,000 m2 of exhibition 7 rooms and pavilions 145 speakers and industry leaders 3 full days of business events The MITT exhibitors are representatives from all segments of the tourism industry: Main outbound and national tourism operating companies, hist tour operators National Tourist Offices Regional administrations Travel agency Hotels, hotel chains and other accommodation MICE agencies Airline and transport companies IT companies that offer solutions for the tourism industry. Online booking and search systems Insurance companies Medical centers and clinics representing treatments in Russia and abroad. In 2019, 22,289 travel industry professionals visited MITT: representatives of tour operators, travel agents, and other businesses involved in the travel industry such as airlines, transportation companies, hotels, and IT companies. More Goa International Travel Mart The whole concept of Goa International Travel Mart is to show Goa as a travel destination. GITM aims to stimulate travel, tourism, hospitality, leisure and other related industries, both within and outside the country. Goa International Travel Mart 2019 strives for face-to-face interaction of the Goa travel sector, hoteliers and other stakeholders with leading travel agents from India and abroad. The international travel and shopping center held last year was a phenomenal success. We are confident that an event like GITM that is being staged on such a scale will boost commerce and result in an increase in visitors to the state to experience our unique culture. We will show our strength to the global travel industry. More Travel Trade Maldives The leading international travel fair in Maldives. TTM Maldives will see more than 3000 pre-scheduled meetings between exhibitors and trade visitors. Contracts worth more than a billion dollars will be discussed. More Kerala Travel Mart The motive to promote tourism and its related activities in the state of Kerala, led to the formation of Kerala Travel Mart Society in 2000. The main objective of this society was to create common ground for travel agents from all over the world and service providers in Kerala. to connect. This not only led to the promotion of tourism, but also led to a professional approach to tourism activities in Kerala. KTM claims to be the only Travel Mart that focuses on a single state, making it a unique brand. Since then, KTM has been the spokesperson for the tourism industry in the state of Kerala. It also remains a non-profit organization that has been interested in promoting tourism and its various sectors. From hotels to service providers, KTM society has been bringing the best in all sectors of tourism and showing it to the world. Its sole aim is the promotion and advancement of Kerala Tourism has been the main force for the success of Kerala Travel Mart. The Company plays a vital role in filtering the best product service providers, allowing customers to make better choices. More SATTE Informa Markets in India (formerly UBM India) is India's leading exhibition organizer, dedicated to helping specialty markets and client communities, nationally and globally, to trade, innovate and grow through exhibitions, content and digital services, conferences and seminars. Every year, we host more than 25 large-scale exhibitions, 40 conferences, along with industry awards and trainings across the country; thus allowing trade in multiple industry verticals. In India, Informa Markets has offices in Mumbai, New Delhi, Bangalore and Chennai. For more details visit - www.informa.com Informa Markets is owned by Informa PLC, a leading B2B information services group and the world's largest organizer of B2B events. More TTF Since 1989, TTF has been providing an annual marketing platform and opportunity to network with the travel industry in 9 major cities, culminating in the grand finale: OTM, India's leading travel trade show based on the number of sellers, buyers and rented area. . More ITB India The inaugural ITB India is a 3-day annual business-to-business trade show and convention organized to connect you with the Indian travel market. ITB India brings together top travel industry leaders and international exhibitors from various segments of MICE, Leisure, Corporate and Travel & Technology. Take advantage of ITB India to capture the fast growing markets of India and South Asia, to forge new partnerships and strengthen existing business relationships with the biggest players in India. More ITB Berlin The ITB Berlin Convention is the leading think tank in the travel industry and has established itself as the industry's premier knowledge platform. Top-notch presentations on global trends and innovation make the convention a pioneering event for the entire tourism industry. More WTM London WTM London introduces travel buyers from around the world to over 5,000 of the world's top destinations and brands. WTM London prides itself on being the hub of travel ideas. Our goal is to give you, the global travel trade, an insight into what the industry will look like in the next five years, share innovations, and create endless business opportunities over the course of three days. We connect the world's travel providers with extraordinary knowledge and opportunities, culminating in WTM London. Our conference program has been created specifically with you in mind. Hear from top motivational speakers, entrepreneurs, and leadership figures from a variety of industries including wellness, sports travel, music travel, and technology. This is a total inspirational immersion, a living experience with ideas big and small. You will see the known world reinvented, with limits unlocked. We share new ideas, driven by a network of contacts, an engaged community, and content that evokes passion and curiosity about the changing needs of the travel industry. Ideas mean business. Last year, WTM London sparked a million meetings, resulting in around £ 3 billion in contracts. Our marketing reaches deeper and deeper through social networks, associations and the media. If you have a revolutionary travel product or service, this is where you tell the world about it. More ITB Asia ITB Asia is a three-day B2B trade fair and convention held annually for the travel industry; is designed to be the flagship event for the Asia Pacific travel industry, as is its flagship event, ITB Berlin. (See also: About the ITB Global brand) Now in its thirteenth year in Singapore, ITB Asia will take place at Marina Bay Sands. It is organized by Messe Berlin (Singapore) Pte Ltd and is supported by the Singapore Convention and Exhibition Bureau. Today, ITB Asia is the leading meeting place for the tourism industry and a forum for high-quality customer contact and business. This is where international exhibitors from all sectors within the travel value chain trade, major Asia Pacific travel companies, and small and medium-sized startups meet major international buyers from the MICE markets, from leisure and corporate travel. More Glasgow Climate Change Conference The COP26 UN climate change conference set to take place in Glasgow in November 2020 has been postponed due to COVID-19. This decision has been taken by the COP Bureau of the UNFCCC (United Nations Framework Convention on Climate Change), with the UK and its Italian partners. Dates for a rescheduled conference in 2021, hosted in Glasgow by the UK in partnership with Italy, have been set to 1-12 November 2021. In light of the ongoing, worldwide effects of COVID-19, holding an ambitious, inclusive COP26 in November 2020 was no longer possible. Rescheduling will ensure all parties can focus on the issues to be discussed at this vital conference and allow more time for the necessary preparations to take place. We will continue to work with all involved to increase climate ambition, build resilience and lower emissions. Visit UKCOP26.org More ICST 2021 International Conference on Sustainable Tourism Tourism is an economic sector in India that has the potential to grow at a high rate and ensure the development of infrastructure in destinations. It has the ability to capitalize on the country's success in the service sector and offer sustainable growth models. Sustainable tourism development will include advancement of some of the niche tourism products or development of additional niche products, such as adventure, medicine, wellness, golf, polo, cruises, meetings, incentives, conferences and exhibitions (MICE), travel pilgrimage / spiritual, film tourism and eco / wildlife / caravan tourism. More ASEAN TOURISM FORUM 2022 The ASEAN Tourism Forum (ATF) is a cooperative regional effort to promote the Association of Southeast Asian Nations (ASEAN) as a tourism destination. This annual event involves all sectors of the tourism industry from the 10 ASEAN member states: Brunei Darussalam, Cambodia, Indonesia, Laos PDR, Malaysia, Myanmar, the Philippines, Singapore, Thailand and Vietnam. The ATF was established in 1981. Each year, the ATF organization rotates among member countries and 2021 marks the 40th anniversary of the event. More I am a title 01 I'm a paragraph. I'm connected to your collection through a dataset. Click Preview to see my content. To update me, go to the Data Manager. More

Uttrakhand Tourism Policy Tourism Policy Uttarakhand Tourism Policy 2018 3^RraEius, ^RJHSJ <41fcl Title Uttarakhand Tourism Policy 2018 Client Department of Tourism Government of Uttarakhand Author Strategic Government Advisory (SGA), YES BANK Year 2018 Copyright No part of this publication may be reproduced in any form by photo, photoprint, microfilm or any other means without the written permission of the Government of Uttarakhand. Prepared by YES/BANK ▼ I am happy to announce the release of Uttarakhand Tourism Policy 2018 by the Department of Tourism. Govemmeni of Uttarakhand. Tourism is the mainstay of the economy of Unarakhand and is also a major source of employmcni generation. The Stale has an unparalleled diverse suite of offerings such as religious, adventure, wildlife, rural and wellness tourism amongst other. During 2006-07 to 2016-17. the sector accounled for over 50% of the State's GSDP. Tourism, therefore, has a vital role in Utlarakhand's journey towards realizing ils socio-economic development goals. The First Tourism Policy for the State was prepared in 2001 after the formation of ihe Slate. The new tourism policy, released 17 years after the first policy, is based on a comprehensive analysis of the opportunities & challenges in the sector and factors in the trends and developments in the global tourism landscape. The policy accords Mndusiry' status lo tourism, opening up of plethora of incentives for investors in the sector. Small scale investments of upto INR 10 Cr. will benefit from incentives for MSME whereas large scale investmenis will benefit from Mega Industrial and Investment Policy. The policy will also lay down a roadmap for !hc Government's flagship *13 districts. 13 destinations' scheme for systematic development of ihe destinations. The policy has also been integrated with Uttarakhand Skill Development Mission and provisions for skilling & capacity building programs which will create livelihood and will incentivize ihe Tourism Industry if they hire skilled manpower from local communities. The new Tourism policy will be a key enabler lo create Ullarakhand as a global tourist destination that is safe, sustainable and inclusive by offcringworld class tourism products and services. 1 am confident that the policy will unleash true tourism potential of ihe State and position Ullarakhand as a leading tourist destination in India& the world. SATPAL MAHARAJ Mi lowign. Irrigalion. Miror lrrigal«n, Cubure, Wotenhed Monogemcnl. and Rci^iovs Flood Control, Iain Wolcr Hormhng, Indio NepolUttorokHond Rivef ProfKh A Uttarakhand is endowed with abundant natural beauty and resources, vibrant culture and rich heritage. Nestled in the lap of Himalayas, the State has nearly 70% of its area under forest cover which makes it an ideal destination for development of traditional as well as emerging avenues of tourism. The State has a wide variety of attractions for tourists across all age groups and attracts domestic as well as international visitors.Tourist arrivals have grown at a healthy CAGR of 5% during 2006-16 which is expected to furtherincrease to 7% during 2017-28. Popularly known as Dcvbhoomi, the State is home to several deeply revered religious sites for followers of various faiths. The mountainous landscape provides enormous opportunities for adventure, religious, yoga & wellness, rural tourism, wildlife and ecotourism. The policy focuses on development of new and innovative products such as blimps, caravans, hot air balloons/ homestays, ropeways & funicular amongst others to make Uttarakhand lucrative for both domestic as well as international tourists. It also lays down an emphasis on development of winter tourist destinations and alpine villages to make Uttarakhand an 'all season' destination. Further, adventure, wellness, MICE/ golf and film have been identified as niche tourism segments which will diversify the tourism offerings in the State. I am pleased to apprise that the policy makes special provisions for attracting investment in infrastructure in the sector. The incentives framework has been packaged in a way that it will be beneficial to both small and large investors. The policy also calls for creation of land banks and appointment of nodal officers to expedite the investment through High Power Empowered Committee & Single Window Clearance System* Further, in line with the Government’s commitment to strengthen local and remote communities, special benefits have been provisioned for entrepreneurs in rural and far flung areas. This will curb migration in rural areas and also develop the State's rich rural & cultural heritage as a tourism offering. I am confident that the policy will encourage investors to explore the massive potential of Tourism in Uttarakhand and become an enabler for creation of a robust Tourism ecosystem in the State. Tourism, Religious Affairs and Culture Department Phone:0135-2714105 4, Subhash Road. Dehradun pa|e 05th Oct. 2018 Message Uttiirakhnnd is known for its hospitality, nature, culture and peace. Presence of the Himalayas, diverse flora and fauna, several key religious sites and rich culture make the state a popular tourism destination. The sector has emerged as the backbone of Uttarakliand's economy and accounted for more than 50% of the Staleys GSDP during 2006-07 to 2016-17. Due to such significant share in the state's economy and impact on livelihood generation and communily engagement, the sector assumes greater importance. It is thus crucial for the sector to be fully supported by a progressive polic\r framework. I am pleased to share tliat the Uttarakhand Tourism Policy 2018 is an outcome of a meticulously crafted consultation plan involving stakeholders from across the lourism value chain, industry associations and trade chambers by means of discussions, representations, roadshows and forums, amongst others. The polic\r leverages on the inter-departmental synergies and encompasses elements from the skill development, AYUSH and niral development with tourism as Ihe focal point. The policy is intended to capitalize on the enormous opportunities in the State by making il more investor friendly. Tlie ^>01^ enables investors to benefit from Capital interest subsidy, stamp duty concessions & much more. Further, it lays special emphasis on development of emerging avenues of Tourism through offerings such as hot air balloons, ropeways, funiculars, golf etc. The policy wiU enhance the Ease of Doing Business in Tourism sector through creation of land banks, appointment of nodal officers, and setting up of High Power Empowered Commitlee and a Single Window Clearance System. Moreover, Ihe polic>, is closely integrated willi skilling of youth and regional communities through training gap analysis, planned approach for disaster management and a robust ICT infrastructure. 1 am confident that the policy will him out to be a key enabler for the next stage of growth of the scclor and position Uttarakhand as the leading tourism destination for traditional as well as emerging avenues of tourism. CONTENT 14 Preamble 15 1.2 Definitions 16 1.3 SWOT Analysis 16 1.4 Major Challenges of Uttarakhand Tourism 17 2. Vision & Objectives 18 n曹■■蜃譬春《零1«零曹《«曹《暑零«««曹》»零譬》»零》»零》»曹零》«零_«曹，》暴擎暴擊嘗零《<蜃《馨曹曹暑《««»«零參 2.2 The Objectives of the Uttarakhand tourism policy 2018 18 2.3 Guiding Principles: The guiding Priciples of 19 the Uttarakhand Tourism Policy 3. Development Strategy 3.1 Development of Potential Land banks .... 3.2 Potential Tourism place 3.3 Identified Tourism Products / Themes .... 4. Product Development & Opportunities 4.1 Wellness & Health Ecotourism and Wildlife Tourism Adventure Tourism Film Tourism Golf Tourism Service Apartments Ho me stay Health, Rejuvenation & Medical Tourism. Discover your roots Ropeways Air Connectivity/Helipads Public Private Partnership (PPP) 5. Institutional Framework 30 5.1 High Powered Empowered Committee (HPEC) 30 5.2 Ease of Doing Business and Single Window Clearance 32 5.3 Process Flow of Project approval by HPEC 33 5.4 Process Flow for Approval in Single Window Clearance System 34 6. Incentives / Subsidies 36 6.1 Incentives^ Subsidies under MSME Policy 2015 36 as amended in March 2016 & 2018 6.2 Incentives & Subsidies for larger tourism projects in 37 which investment extends rupes 10 crore under Mega Industrial & Investment Policy - 2015 6.3 Eligible Entity under Tourism 38 6.4 Conditions for avail concessions and incentives 40 6.5 Other Conditions 40 42 42 4 3 Marketing & Branding 44 8.1 Marketing, Branding and Use of ICT 44 8.2 Com rn© n G6 m© nt 45 Nepal and Tibet It is one of the fastest growing States in India, The state's GSDP increased at a compound annual growth rate (CAGR) of 5.34% between FY 12-18. More than 70% of the state is under forest cover, playing the critical role of green lung. The presence of almost all agro-climatic zones provides commercial opportunities for traditional as well as high value agriculture. Proximity to the national capital and abundant natural resources (including water and hydropower) have enabled the state to develop industrial parks in the plainer regions. Tourism is unarguably one of the most important sectors to the state's economy. The tourism not only contributing for over 50% of the total GSDP from 2006-07 to 2016-171, but also providing livelihood across all parts of the state (including hinterland areas.) As the State moves on its vision to become a Green Economy, tourism sector will play an important role in realizing the State's socio-economic goals. The number of tourists visiting Uttarakhand has consistently increased from around 19.45 million in 2006 to 31.78 million in 20162, and registered CAGR of 5.03%. A recent World Tourism & Travel Council (WTTC) report has pegged India as the 7th largest tourism economy globally in terms of absolute size, and further forecasts the sector to grow at 7% between 2017 and 2027, and the State Uttarakhand is expected to match this trend in terms of tourist arrivals. Figure 1: Tourist Projections - Uttarakhand 1.2 Definitions 1.2.1 The definition of various expressions used in this policy are as follow (a) Tourism means all types of tourism in modern parlance such as religious Tourism, Cultural Tourism, Pilgrimage Tourism, Adventure Tourism, Sports Tourism, Medical & Wellness Tourism, Heli tourism, Ecotourism, Film Tourism, Wildlife Tourism, etc. (b) Infrastructure means power, water, and sewerage, transport infrastructure facilities established for individual or common use. (c) Subsidy means Financial assistance granted by the Government of Uttarakhand or its Departments under various expense components for tourism. (d) Concession means a financial relief or benefit or certain relaxation in procedure granted by Government of Uttarakhand or its Departments to Tourism related units upon fulfilment of certain conditions by them. (e) The GST levied on the inter-State supply of goods or services by the State Government of Uttarakhand (f) Money used towards ownership of fixed capital by Tourism Units (g) Expansion means building the additional capacity by a tourism enterprise that is engaged in commerce Operations. 1.3 SWOT Analysis Tablel: SWOT analysis of Tourism in Uttarakhand Weakness Several Parts of Uttarakhand are known for being favourite destinations for retired people/pensioners to settle down; thus the potential of future market for luxurious second homes/holiday homes is here. Cluster of higher education facilities in Dehradun offers opportunities for advanced environmental centre combining research, education and general conservation/ ecotourism awareness among students and visitors; 1.4 Major Challenges of Uttarakhand Tourism 1.4.1 Disaster Prone Areas - There are numerous instances where development is on disaster prone high risk zones. 1.4.2 Unplanned infrastructure development in and around Hill areas. Destinations like Mussoorie, Nainital, Ranikhet, Char Dham, Jim Corbett, Binsar etc. are over-crowded during peak tourist seasons and need urgent interventions like identification of permissible carrying capacities to enable sustainable planning, traffic and tourist management strategies. 1.4.3 Tourist Management during Char Dham Yatra. 1.4.4 Solid Waste Management at tourism destinations. 1.4.5 Inadequate railways and airways connectivity and expansion of airports. 1.4.6 Limited big ticket private investments (especially in star category hotels) To ensure necessary basic amenities at all tourist destinations like - parking, toilets, signages at strategic locations, ATMs, dispensaries, ticketing counters, internet and telecom facilities etc. j. To enhance ease of doing business (investor facilitation) by strengthening single window clearance process for faster approvals of tourism entities k. To ensure the involvement of other State and Central Government Ministries/ Departments to leverage their strengths and schemes (eg. Swadesh Darshan, PRASAD, AMRUT, Swachh Bharat Mission, Wellness Centre under Ayushman Bharat Scheme, Start-Up India, Hunar Se Rozgar etc.) for improvement of tourism infrastructure in the state. 2.3 Guiding Principles: The guiding principles of the Uttarakhand Tourism Policy are as follows:- a. Aggressive Marketing and Branding of Uttarakhand Tourism by running campaigns, roadshows, appointing influential celebrity as State’s Tourism Brand Ambassador, radio jingles, social networking and other appropriate platforms. b. To ascertain capacity building of tourism workforce and increase employment through skill development c. To solicit participation and funding support from private sector, multilateral organisations and allied countries and donation from charitable agencies, individuals, Government Bonds, CSR, etc. in tourism infrastructure development. d. Strengthening Tourism Trade Facilitation through single window clearance, appointing nodal officers, land banks and tourism investor’s meets/platforms. Government of Uttarakhand has decided to develop ‘13 District 13 Destinations’. This important initiative is targeted towards holistic development of the state and will take tourism to the last mile and far flung yet beautiful districts of Uttarakhand. 3.1. Development of Potential Land banks 3.1.1 UTDB shall create a land banks for tourism purpose in every district, as the Uttarakhand Government has decided to develop one new tourism destination in each of the 13 districts. 3.1.2 State Government has formulated H Uttarakhand Tourism Land Pooling & Implementation Rules 2017” to enable faster and easier land identification and pooling procedures for tourism. This procedure shall also provide a suitable platform (to be developed on PPP mode) for new theme based criterion. 3.1.3 The State Government shall adopt a ‘Focused Intervention Approach’ to identify suitable land parcels in identified tourism themes. 3.2 Potential Tourism place. 3.2.1 Geographical Information System (GIS) shall be leveraged for mapping of different tourist destinations across the state, which will be a ready reckoner to investors (refer map for potential tourism destinations). 3.2.2 Department of Tourism shall conduct detailed resource mapping after every 2 years for all natural, cultural, heritage tourism sites and update the information on GIS based platforms. 3.2.3 Kiosks shall be placed at important and strategic places like Airport, Railway Stations, ISBT and in the premises of other key departments (viz. Dept, of Industries, AYUSH, Skill, Forest department etc.) for potential investors and tourists to impart information on potential tourism projects, land details, policies, approval processes, incentives and subsidies etc. 3.2.3 Tourism development will be a focus for lesser developed yet potential areas, so that employment opportunities are created and economic growth is ushered. Adventure i J ^ \ dt ^ - ^ f ： i ^ ^ ? i1-| Rafting-Shivpuri, Tons, Kali Skiing- Auli, Dayara, KhaliyaTop Trekking - Gangotri Kalindi khal - Badrinath, Devariyatal - Chandershila, Govindghat- Ghangariya - Valley of Flowers, Almora- Jageshwar- Binsar, Bedni Bugyal, Chopta, Pindari Glacier Trek, Milam Glacier Trek, Om Parvat- Aadi Kailash etc. Aero Sports: Helium & Hot Air Balloons/Blimps - Pithoragarh, Naukuchiyatal, Tehri, Bedni Bugyal, Chopta etc. Mountain Biking- Nainital, Mussoorie, Almora etc. Pilgrimage, Cultural & Festivals Gangotri, Yamunotri, Kedarnath, Badrinath, Rishikesh, Haridwar, Jageshwar, Ba'ynath, Piran Kaliyar, Hemkund Sahib, Nanda Devi, Chota Kailash, Patal Bhuvaneshwar, Nanakmatta, Panch Prayag, Panch Kedar, Panch Badri, Nanda RajjatYatra, Uttarayani Mela, Kumbh Mela, Ramman Festival etc. Wildlife & Bird Sanctuaries Jim Corbett National Park, Rajaji National Park, Binsar Wildlife Sanctuary, Kedarnath Musk Deer Sanctuary, Nanda Devi National Park, Askot Musk Deer Sanctuary, Neel Dhara Pakshi Vihar, Benog Wildlife Sanctuary, Govind Wildlife Sanctuary, Gangotri National Park, Kedarnath Sanctuary etc.. Nature and Landscape Mussoorie, Nainital, Chakrata, Dhanaulti, Almora, Kausani, Lansdowne, Mukteshwar, Ranikhet, Chaukauri, Pithoragarh, Khirsu etc. Health, Rejuvenation & Medical Rishikesh, Haridwar, Tapovan, Dehradun, Haldwani etc EGO/ Rural Tourism Mana, Chopta, Chakrata, Deoriyatal, Pallyu, Shaukiyathal, Bageshwar, and Munsyari, Dodital, Dayara Bugyal, Kanatal, Sattal, Chaiinsheel, Mori etc. Water sports, Cruise, Yachts Tehri Dam Reservoir, Nainital, Nanaksagar, Baur Jalashaya, Naukuchiyatal, Bhimtal, Sattal, Maneri etc. MICE Dehradun, Nainital, Haridwar, Rishikesh Buddhist Rock Edict Kalsi Dehradun, Govisairn (Kashipur) Heritage Tourism Narendranagar (Tehri), Gujrugarhi (Pauri), Uppugarhi (Tehri), Pithoragarh Fort (Pithoragarh), Chandpurgarhi (Chamoli), Vairat Kila (Chakrata), Katarmal Sun Temple (Almora), Devalgarh (Pauri), Nelong Valley (Uttarkashi) etc. Uttarakhand Theme-wise Major Destinations MICE Adventure Pilgiimage, Cultural & Festivals Wildlife & Bird Sanctuaries Nature & Landscape Health, Rejuvenation & Spiritual Eco / Rural Tourism Water sports India Uttarakhand is extremely rich in natural and cultural heritage, religious destinations and festivals etc. UTDB shall prepare a Detailed Tourism Road Map by March 2019 having complete inventory of tourism resources - products/activities, destinations, potential for tourism development, status of the existing infrastructure, gaps, and tourism stakeholders along with action plan in phase wise manner. The Department shall develop Tourism Zones' in strategic locations of the state to make vibrant tourism destinations. The Department shall create land banks for these tourism zones and special rules for faster approval processes, land use shall be formulated etc. This will enable the State Tourism to develop and implement target oriented phased development of regional destinations considering special tourism products and alternate tourism options. Few of the identified tourism products after Stakeholders Consultations are discussed below: 4.1 Wellness & Health Uttarakhand since ages is known for its therapeutic products. The state is well known for its varied species of famous medicinal plants and herbs. Over the decade, numerous private operators offering wellness and rejuvenation products have mushroomed especially in the Haridwar-Rishikesh belt. With the advent of wellness and rejuvenation products, this segment has further established a high demand thus it shall be promoted in other suitable regions of the state. Now towards further promoting the products of this category of tourism strengthening the segment and professionally running and maintaining the same, UTDB shall put concerted efforts as follows:- The standard operation procedure (SOP) mentioned in the policy must be made after extensive consultation with the stakeholders so that they are fair and practical. In order to check global standards, the quality and services for treatments and therapies shall be standardized and finalised as per national and international best practices. iii. UTDB shall encourage NABH accredited wellness centres operating in the state with a ‘Mark of Excellence^ The NABH accreditation for wellness centres has been pioneered by the Ministry of Tourism and Ministry of AYUSH. iv. UTDB and Department of AYUSH, Government of Uttarakhand shall jointly develop a high-value brand of accredited wellness and rejuvenation centres in the state with Private Sector Participation. v. NABH certification and adherence to the provisions of National AYUSH Mission (NAM) is mandatory. • The Department of AYUSH shall carry regular checks at these centers to ensure quality of services. • UTDB and Department of AYUSH shall also promote these centres on their websites. • UTDB shall ensure convergence of benefits for accredited wellness centres through schemes of Ministry of Tourism and Ministry of AYUSH. 4.2 Ecotourism and Wildlife Tourism i. UTDB shall work in close co-ordination with the Ecotourism Board of Department of Forest and provide civic and tourist amenities in national parks and wildlife sanctuaries jointly along with Forest Department to ensure visitor satisfaction. ii. Ecotourism activities shall be developed with the help of Forest Department so that the rich biodiversity of the state. iii. Planning for such destinations will be done by engaging the local communities to ensure equitable distribution of benefits and socio-economic upliftment of the local population may propagate / disseminate. iv. The model of Tripartite agreements between department of Tourism, Department of Forest and Communities (ETCs /EDCs) shall be explored to operate forest based ecotourism sites v. Nature Interpretation Centres, Nature Camps, Bird watching, Nature Tour Programs etc. of international standards shall be organized. vi. While encouraging wildlife tourism it shall be ensured that it does not disturb, deteriorate or have any negative impact on the environment. vii. Ecotourism guides and naturalists shall be trained and certified in co-ordination with the Forest Department. 4.3 Adventure Tourism Private sector participation will be encouraged to develop adventure tourism activities in the state. These activities will include water sports, white water rafting, aero sports, paragliding, para sailing, hot air ballooning, mountain biking, trekking, mountaineering, rock climbing, bungee jumping, etc. UTDB being a nodal agency shall prepare guidelines and rules for regulation and safety for adventure tourism activities in the state. 4.4 Film Tourism i. Uttarakhand has been a hot-spot of film shooting locations where Nainital, Mussoorie, Ganga, Char Dham, Jim Corbett and Hilly Terrains of Kumaon & Garhwal are some famous places for shooting. ii. The Department of Tourism shall facilitate production houses in faster approvals for filming sites, and thus strengthen symbiotic relationship between the production houses and the state. iii. UTDB shall identify places of interest for film industry and make online catalogue of destinations and liaison with information department. 4.5 Golf Tourism i. UTDB shall work in close coordination with Department of Sports and Indian Golf Union to identify potential investors, locations feasible for Golf & Mini Golf. ii. A detailed resource mapping study understanding the market potential and saleability of the Golfing shall be undertaken. 4.6 Service Apartments Service apartments are usually operated by caretakers hired by its owners to provide comfortable stays to visitors for short-term or long term stays. Utilizing vacant residential units can solve the issue of room shortages and simultaneously provide alternate and additional income to the owners. Department shall assist for registration and capacity building. Department shall formulate policy/guidelines for service apartments. 4.7 Homestay. Homestay unit visitors get experience of rural life, culture and cuisine of host community. Homestay has resulted as a means of alternative livelihood this can also play a vital role for resolving shortage of rooms for tourist in various areas. Special emphasis shall be given on storytelling and handicrafts/souvenirs for which the youths would be encouraged to undergo trainings, as this will help them serve tourists better and earn extra income. Air Connectivity/Helipads The Department shall develop helipads at prominent tourism destinations in coordination with Department of Civil Aviation with basic amenities like Toilets, Restroom and Kitchenette. Public Private Partnership (PPP) Non-profitable and closed units of Tourism Corporations will be given on lease to private sector for better and profitable operations of the units through competitive bidding on case to case basis. Private sector participation shall be encouraged in the provisioning of tourist amenities, like wayside amenities, convention centre, ropeways, public conveniences, parking lots, wayside motels, shopping facilities, local transportation training centres etc. The Roles and Responsibilities of the HPEC ^ To prioritize, sanction and approve applied private sector tourism projects for availing state’s incentives and subsidies ^ To inspect, visit, review and monitor any projects regarding its implementation, execution, operation and management. To recommend special legislation for formation of appropriate regulatory mechanism, robust grievance redressed mechanism as may be required for the project. Floor Area Ratio (FAR) - The HPEC shall review, revise/modily the existing FAR applicable to tourism units and send recommendations to concerned Departments/Authorities for implementation. Rame and issue guidelines for PPP initiatives in tourism sector. Approve specific service levels for the Private Partner and ensure formulation of Service Level Agreement (SLA) between the Private Partner and UTDB. Review progress of major projects/programmes undertaken and analyse the achievements with respect to the targets, both financial & physical and decide on corrective actions, if required. Ensure appropriate auditing & monitoring standards are developed and maintained in order to ensure highest standards of transparency and accountability. To constitute from time to time, any committees/sub-committees from various experts /members and/or staff and assign specific responsibilities. Periodic feedback and suggestions from the stakeholders (such as representative of local community) tourism professionals (tour operators, hoteliers etc.) representatives from Government agencies, industry bodies, practitioners, academicians etc. The HPEC shall meet at least 3 times in one year. To support the objective of HPEC, UTDB will Create a dedicated Program Management Unit (PMU) for implementation of projects, which may include hired consultancy firm (Transaction Advisors, PMC, etc.) if required to improve the capacity and capability of the Department. Availability of Land: List of land banks with area, infrastructure and distances is given on GIS based portal where GIS data is integrated with Google maps, and is available on SIIDCUL GIS System. The 'first-corne-first-serve, principle is followed for land allotment, and the procedure needs to be completed within 30 days of application. Also, E-Stamp facilily is now available at all the sub-registrar offices. Further, clear timelines have been provided for land use and land conversion. Construction Permit Enablers: The Government has introduced Comprehensive Formal Building Bye Laws. An Automatic Building Plan Approval Management System has been established by the Government to facilitate quick processing, standardisation, effective monitoring and disposal of building plan permissions. An online Registration form for Building Plan Approval is available on the SIDA’s online portal. The Government has fixed a deadline for the grant of Building Permit Approval (CTE) and Completion Certificate (CTO) issued by SIDA, i.e. 30 working days. Environment Registration Enablers: A comprehensive list of procedures and 31/31 documents required for application are available on the UEPPCB’s website. The provision for an online Consolidated Consent and Authorisation form (CCA Application) for Water/Air Consent & Hazardous Waste Authorization has been made. Also, the calculation for the Consent Fee can be done through an online fee calculator. The Government has also fixed a timeline for approval/rejection of applications. Single Window: The Single Window Clearance System (SWCS) viz. Udyog Mitra was formed as a consequence to The Uttarakhand d ， 1 Picture Window ]and Submission of CAFwith supporting documents Scrutiny by District Nodal Officer Moda officer reverts to Investor Forward Investment PropossaLto Concerned Department revert to Nodal Officer with comments of Dept comments & submits to committee Rejected with comments NodaL Officer Issues order regarding in-prindpLe approval/rejection 灘J To attract tourism investment in the State the State Cabinet has accorded Industry Status’ to tourism and considered tourism as a mainstay of the state economy. Now, the investors can avail attractive incentives and subsidies akin to industry under MSME Policy-2015, where total project cost is upto INR 10 Cr. The department has also made separate provisions under Mega Industrial & Investment Policy - 2015 (As amended in 2018) for attracting larger tourism and allied projects, where project cost is above INR 10 Cr. The details of available incentives and subsidies are as follows: 6.1 lncentives& Subsidies under MSME Policy 2015 as amended in March 2016 & 2018 (up to capital investment of INR 10 Cr.) To promote sustainable tourism development in less developed areas, the State has been divided into five categories (as per MSME Policy-2015 for the purpose of quantum of incentives/subsidies as under Table 4: Categorization of Districts for Incentives/subsidies Whole Districts of Pithoragrah, Uttarkashi, Chamoli, Champawat, Rudraprayag and Bageshwar. ^ Whole District of Almora. ^ All hilly development blocks of District Pauri Garhwal, Tehri Garhwal. (Excluding regions under category B+). ^ All hilly development blocks of District Nainital and Dehradun. (Excluding regions under category B+). Dhalwala, Muni Ki Reti, Tapovan and adjoining plain regions of Fakot development block of District Tehri Garhwal. Kotabagh development block of District Nainital. Plain regions of Kalsi development block of District Dehradun. Regions located above 650 mtrs from sea level in Raipur, Sahaspur, Vikasnagar and Doiwala development blocks of District Dehradun. Ramnagar and Haldwani development blocks of District Nainital. Whole Districts of Haridwarand Udham Singh Nagar Remaining area of DistriGt Dehradun and Nainital (which are not included in category 'B , 'B+1 and 'C'). ■ shall be notified separate// ty Department of MSME on the basis of recommendation c ^ Kotdwar, Sigaddi and adjoining plain regions of Dugadda development block of district Pauri Garhwal. Interest Subsidy on the interest of Bank Loan: 6 % (Maximum INR 5 Lakhs per year) shall be available to the eligible Women’s Entrepreneur / Service providing enterprises in the whole State. Incentives & Subsidies for larger tourism projects in which investment extends Rupees 10 crores under Mega Industrial & Investment Policy - 2015 Department has made separate provisions to encourage larger tourism projects in the state by offering an array of incentives and subsidies. On the basis of Capital Investment Project shall be classified as large, Mega & Ultra Mega as follows: 1 Housing department in order to promote tourism shall charge 10% of the circle rate towards the land use conversion for any land parcel for tourism and entertainment purpose 6.3 Eligible Entity under Tourism In view of the potential of tourism in the state and lack of opportunity for traditionally defined enterprises / tourism unit, definition of enterprises / tourism unit to be expanded to include following tourism activities so that they can get the benefits as per the MSME (where Capital Investment is up to INR 10 Cr.) and Incentives available to larger tourism projects (where Capital Investment is above INR 10 Cr.) as Government has granted industrial status to tourism industry also. 1. Hotels, Motels 2. Floatels / Floating resorts 3. Expansion of existing Hotels/Resorts etc. (min. expansion/ addition of 15 rooms per Hotel/Resort unit) 4. Heritage Hotels/Entities Yoga, Ayurveda and Naturopathy Resorts Spa & health resorts/ Wellness resorts Ecolodges & Perennial Camps Tourist resort/tourist village Local cuisine restaurants Restaurants Wayside facilities on National Highways or State Highways wherein restaurants and parking are available Private Parking Lots Amusement Park MICE convention centres (minimum covered hall with carpet area of 5,000 sq. feet) Activities in Rural tourism, Cultural Tourism Festivals & Carnivals (Cultural, Local, Literature, Film, Food, theme based etc.) Sound & Light shows, LASER shows etc. Adventure activities such as - trekking, rock climbing, water sports, boat race, skating, fishing, aero sports etc. Ropeways, funiculars etc. Caravan, Motor Houses, Cruise boats, Yachts, house boats and establishment of boat clubs. Operation of helium and hot air balloon, Blimps Off-Road vehicles, air taxi, amphibians Handicrafts / Shilpgram Tourism or Hospitality Training Centres (including foreign language teaching centre) Production and marketing of traditional Crafts and other artwork Work related to maintenance of Cultural and Historical heritage Tourism activities related to environment conservation/jungle safari/lodges etc. Service Apartments Facade - All the new upcoming tourism units has to ensure that the Facade (Entrance) of the Tourism Unit resembles Uttarakhand Architecture (vernacular architecture) to promote the ironic and unique heritage of the state. Energy Management - All the new tourism units in Urban Areas has to ensure (self-certification) that at least 10% of energy consumption through installed capacity is met through renewable energy sources. UTDB shall independently conduct an audit to verify authenticity of self-certification. Support Infrastructure - All the new tourism units (both in Urban and Rural areas) have to ensure adequate support infra - access, parking, safety etc. while planning the tourism unit. Viability Gap Funding (V6F) - As per incentives from the Ministry of Tourism, viabilily gap funding shall be available to tourism infrastructure projects that are to be undertaken through Public Private Partnerships. The quantum of VGF provided under this scheme is in the form of a capital grant at the stage of project construction. The amount of VGF will be equivalent to the lowest bid for capital subsidy, but subject to a maximum of 20% of the total project cost3. 6.5 Other Conditions The total benefits accrued from subsidies shall not be more than the cost of the project. It shall be mandatory for beneficiary to operate the tourism units for the next five years. If the tourism unit does not abide by these terms and conditions then it will have to return the subsidy amount with 15% simple interest to the State otherwise State may take any suitable action against the unit to recover the money. All the tourism units who have availed the incentives shall have to report their operations, employment generation, audited financial statements and details of incentives received to the department of tourism or any agency appointed by Department on yearly basis. inistry of Tourism, Viability Gap Scheme for Revenue Generating Tourism Projects Conduct capacity building training programmes jointly with Uttarakhand Skill Development Mission (UKSDM) to cater the needs of various tourism service providers like drivers, cooks, guides, cleaners, front office executives etc. The UTDB will also encourage hoteliers/travel operators/ tour agents to induct trained and National Skill Qualification Framework (NSQF) certified guides/workforce for better absorption in the tourism sector Department of Tourism shall prepare a framework for Hotel Industry to rate hotels in broader categories of Gold, Silver & Bronze basis the level of services provided All efforts shall be made to develop skills required for the tourism sector with help of national level apex institutes like IITTM, IIFM, Culinary Inst. Noida, IHMs& National Skill Development Corporation (NSDC) etc. A pool of consultants / experts/ tourism aggregators shall be empanelled to provide necessary training like general etiquettes, English speaking and other languages, cooking, nature guides, heritage guides, resort operations etc. as required. UTDB shall periodically identify interested youths, operators, students, entrepreneurs to provide capacity building and training in the hospitality sector - some of such themes are as follows - Naturalist, Heritage Monument Guides, General Etiquettes/Guest Handling, Guest PR, Cooking, House-keeping, F&B, Language Proficiency - English / French etc. Certification - UTDB will periodically certify tourism sector workforce and arrange refresher courses for earlier certified guides for standardization and knowledge up-gradation. In addition UTDB shall also recognise and certify already employed Tourism Workforce through Pradhan Mantri Kausha! Vikas Yojna under Recognition of Prior Learning (RPL). Skill Development The Uttarakhand Skill Development Mission has been providing free skill development training programmes to youth over all 13 districts. Special skilling centre shall be established develop concerning the tourism unit area besides, trained youth shall be given priority in Government aided schemes. Incentives and subsidies to private sector shall be given for providing skill development and training in tourism sector. Convergence with Central Government schemes like Hunar se Rozgar Yojna of Ministry of Tourism and other ministries shall be ensured. UTDB shall reimburse 100% course fee of incumbents / trainees belonging to women, disadvantaged, under-privileged and economic weaker sections of the society in tourism and allied domains. State-level awards shall be given to encourage organizations and individuals working in the field of tourism for appreciation and recognition of Self Employment. 8.1 Marketing, Branding and Use of ICT ^ Aggressive Branding and Marketing exercises shall be undertaken by the Department/UTDB and the State will launch its new marketing campaign to boost tourist inflow and better outreach. ^ UTDB shall appoint reputed marketing and branding consultants/ agencies/ firms for promoting the tourism. ^ Presence of State Tourism in international and national tourism events/marts, roadshows, expo's etc. shall be ensured. ^ UTDB shall give more emphasis on imparting awareness on policy incentives and subsidies to locals, so that they can benefit the most and trigger self-employment. ^ UTDB shall ensure strengthening of ICT infrastructure to provide year round access to all destinations in the State especially the remote tourist locations. ^ UTDB shall liaison with mobile operators to ensure good connectivity for all tourism destinations in the State especially far-flung areas. ^ A four-digit 24X7 Tourism Helpline number shall be set up to provide instant help to tourists. This service will be made available and run in Hindi, English and other prominent foreign languages which may be added in due course. ^ The strength of Tourist Police shall be increased and shall be deployed at all prominent tourism spots. Special emphasis shall be given to the security of female tourists. ^ Cleanliness drives at important tourist destinations with the help of Student self service groups CBO’s, corporate etc. shall be conducted. ^ The State shall organize annual excellence awards to honour individual/organizations doing exemplary work in the field of tourism to encourage provision of best services by them. ^ To provide information to the tourists, Tourism Information Centres shall established at prominent airports, railway stations and bus stations of the country. ^ State's image shall be improved through strategic advertising campaigns through print, electronic and outdoor media. ^ Tourism information, research and forecasts shall be made more effective to serve the needs of the industry and Government. ^ Use of social media shall be maximized for tourism publicity. Department’s website, fecebook page, Twitter handle etc. will be enriched further. Z Tourists shall be provided information’s with the better use of information technology and communication mediums. They shall be given tourism friendly information. Through mobile based applications ^ In order to facilitate and augment tourism sector investments, the State shall organise Exhibitions &Tourism Investment Summits regularly to showcase various tourism offerings like; Potential Tourism Projects, Souvenirs, ^ Handicrafts, Policy Incentives and Subsidies etc. through the Exhibition & Tourism Investment Summits. ^ The Department shall organise an annual Carnival on a larger scale in which cultural parades, musical nights, sound and light shows, fireworks shall be included besides, activities attracting tourist shall also be included etc. Special package targeting Carnival shall be prepared for making it a vibrant event. ^ Digital Marketing techniques shall be utilized to inform and educate tourists on the uniqueness of the tourist destinations and products thereby enhancing the State’s image and perception. ^ Department of Tourism shall create mobile application and knowledge based games to cater to the new generation of tourists. ^ The Department of Tourism portal www.uttarkhandtourism.gov . inshall be the primary gateway for all consumer and trade marketing programmes. 8.2 Commencement The Uttarakhand tourism policy 2018 shall come into form the date of issuing notification in this regard by State government and shall applicable for next Five years. 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JllclIclI^Tft \M ^TltcTcT IRfe^T MR^'I\J1'1I, Affma yledig'i. 3ft^? ^rft^T ^ y^R—TOR f^T \JI丨小丨丨 l tHTm ^pHlelci t^TT \J1I小丨丨 ^ ^pHlelcl f^TT \JII小|| | c|?iRqel W\ 脚Ra W^\ ^ fc^\ Qc|5\j| 1%^ \JTT4 H Jcci7l cjfT 切”丨 ira^T W^, xrtfe^T Jici〇u ^Teff yWcrc'd cjft RlRl^Ccll c^ yfcT f^lf§TcT c}^ c^ feT?J feRjICeT ^fTc^f^T CICD^CI?市T W^t7 f^T \Jll4Jll Rjl-d^ ft? cj?t ^fcT ^6C1V ^PT I femm CJTT q&rm^ wceT www.uttarakhandtourism.gov.in wr 训士勹丨对 奴 oymiy ICTWT 叫4刺1 c^ feT^ yT5#fci7 y^T (Gateway) ^TT i 8.2 i ^ ycTOFT W\ cTTvra ; 卬 〇nf ^ ^ 3TTCRW ^ eft wfr^pr ft YES BANK, India's fourth largest private sector Bank with a pan India presence across all 29 states and 7 Union Territories of India, headquartered in the Lower Parel Innovation District (LPID) of Mumbai, is the outcome of the professional & entrepreneurial commitment of its Founder Rana Kapoor and its Top Management team, to establish a high quality, customer centric, service driven, private Indian Bank catering to the future businesses of India. YES BANK has adopted international best practices, the highest standards of service quality and operational excellence, and offers comprehensive banking and financial solutions to all its valued customers. YES BANK has a knowledge driven approach to banking, and offers a superior customer experience for its retail, corporate and emerging corporate banking clients. YES BANK is steadily evolving as the Professionals' Bank of India with the long term mission of "BUILDING THE FINEST QUALITY LARGE BANK OFTHE WORLD IN INDIA： NOTES NOTES Prepared by YES/7 BANK ▼

Arunachal Tourism Policy Tourism Policy Tourism Development Plan Arunachal Pradesh February 2010 Prepared by: Heritage Tourism Division Supported by: Indian National Trust for Ministry of Tourism Art and Cultural Heritage (INTACH) Government of India New Delhi New Delhi Submitted to Ministry of Tourism, Government of India February 2010 Prepared by Heritage Tourism Division Indian National Trust for Art and Cultural Heritage (INTACH) Consultant Afro-Asian Development Consortium Acknowledgments: INTACH would like to extend their thanks to the following persons: 1. Mr. Sanjay Kothari, Additional Secretary, Department of Tourism, Government of India 2. Dr. R.N. Pandey, Addition Director General, Department of Tourism, Government of India 3. Ms. Bandhana Deori, Secretary Tourism and Urban Development, Government of Arunachal Pradesh 4. Mr. A.K. Singh, Director Tourism, Government of Arunachal Pradesh 4. Mr. Ashok Madhukar, Principal Advisor, Afro-Asian Development Consortium 5. Mr. Rajiv Chawla, Consultant 6. Mr. Arun Gupta, Advisor, INTACH Acknowledgments Contents Executive Summary Preface Contents Page No. Chapter 1 Present Tourism and Future Trends Global Scenario 34 National Scenario State Scenario Arunachal Pradesh Tourism Policy- 2003 Chapter 2 Development Paradigm Development Perspective 52 National Tourism Policy Development Approach and Strategy Development Matrix Chapter 3 State Profile Natural Resources 66 District Profiles: - Places of Tourist Interest - Tourist Facilities and Accommodations Tawang West Kameng East Kameng Papum Pare Kurung Kummey Lower Subansiri Upper Subansiri West Siang East Siang Upper Siang Lower Dibang Valley Dibang Valley Lohit Anjaw Changlang Tirap People and Culture (Livelihood and Lifestyle etc.) Festivals Handlooms and Crafts Handlooms- Present Scenario Strategy for development of Handlooms Crafts Strategy for development of Crafts Products and By-products Development Strategy for Cane and Bamboo Carpets Chapter 4 Tourism Promotion Tourism Market Overview Proposed Marketing Strategy Public Relations Present Marketing Efforts Marketing Objectives Tourist Circuits Promotion Programme Tourist Information Services Network Strategy Sales Promotion Other promotional issues 111 Chapter 5 Human Resource Development for Tourism Human Capital and Tourism Industry HRD Tourism Sector of Arunachal Pradesh Important Issues for HRD Planning Formal and specialized Education Scope for HRD HRD Initative Capacity Building through Formal Education Training Courses 125 Chapter 6 Strategic Approach India Northeast Region Vision 2020 Arunachal Pradesh State Tourism Sector – Capital Intensity Tourism Sector – Force Multiplier Tourism Development – Economic Activity Economic Growth Targets Tourism Growth Targets Projected Tourist Arrivals Projected Tourist Arrivals per capita Environment The Road Ahead Create new Infrastructure and Markets Brand Build Up 134 Chapter 7 Strategic Direction Strategic Directions Role of Technology Demand Driven INTACH Hospitality Field Survey Plan Development Process Tourist’s Planning Process Tourism Perspective Sustainable Tourism Tourism Sector – Enabling Policy 145 Chapter 8 Strategic Initiatives The Role of the State 159 Tourism – A strategic sector for development of Arunachal Pradesh Past Development Initiatives and Current needs The Missing Links: Skills Tourism Growth Planning Strategic Initiatives Proposed Growth Driver Projects Demonstration Projects – Tourism Sector Growth Driver Projects – Strategic Start Up Projects Investment Strategy Growth Driver Projects – State Initiative Projects Resource Mobilization – Funds North-eastern Council Schemes North-eastern Development Finance Corporation Limited Government of Arunachal Pradesh – Schemes Banks Financial Institutions Institutional Investors Equity Investment Workshop Ministry of Tourism – Extract of Specific Schemes Resource Mobilization – Private Sector Resource Mobilization – Human Resource Development Implementation Plan Sustainability Cost Recovery and Risk Management Chapter 9 Key Achievements Employment Generation 230 Key Achievements Direct (Tangible) Key Achievements Direct (Intangible) Key Achievements Indirect Appendix A Agreement between INTACH and Ministry of Tourism, Government of India Appendix B Outline for Development of Tourism Plan for Arunachal Pradesh Tourism Development Plan - Arunachal Pradesh Executive Summary Tourism is service-oriented sector which has made rapid strides globally in terms of gross revenue and foreign exchange earnings. The tourism industry generates more employment opportunities (particularly in remote and backward areas) as well as develops necessary infrastructure like roads and telecom in the economy. The tourism sector stimulates other economic sectors through its backward and forward linkage and cross-sectional synergies with sectors like agriculture, horticulture, poultry, handicrafts, transport and construction. It contributes to the national integration; preserves natural and cultural environment; as well as enriches social and cultural lives of the people. It has the capacity to create substantial job opportunities, particularly for unskilled and semi-skilled workers as well as to alleviate the poverty in the country. Tourism gives a financial incentive to preserve architectural heritages and helps the survival of art forms, crafts and culture. It is a composite of service providers, both public and private, which includes travel agents and tour operators; air, rail, and sea transportation operators; guides; owners of hotels and guest houses and inns, restaurants and shops; etc. The state has very low volume of tourism both of domestic and overseas areas. The most important determinant of foreign tourist arrival has been the permit system to enter the State. The tourist traffic is directly related to determine of infrastructure in the State and upliftment of the local communities to handle tourist traffic. Arunachal Pradesh Tourism Policy – 2003 emphasizes: - Citizen Government Partnership - Public – Private Partnership - Tourism Investment Policy - Government’s own initiatives To develop tourism industry as an Engine of Growth and harness its potential for the benefit of the people of Arunachal Pradesh. The Department for Development of North Eastern Region (DONER), regional bodies like the North Eastern Council (NEC) have the mandate to accelerate the pace of socio-economic development in the North Eastern Region as well as to synergies the efforts of the Central and State Governments for balanced growth of the region. Arunachal Pradesh is endowed with splendid natural beauty, flora/fauna and rich cultural heritage, which are prime assets for tourism to take place but one finds development in tourism sector as not taken place in State. Keeping in mind the requirement to provide economic opportunities to the local communities as also the need to preserve the fragile eco-system and the ethnic identity of the people, tourism development plan has been designed to achieve both eco as well as cultural sustainability. We have adopted the development paradigm enunciated by Mahatma Gandhi. We have suggested the development of tourism to be linked with the local community through their mobilization and organization. Mahatama Gandhi mobilized and organized the Indian society to achieve political rights, thereby getting freedom from the British Yoke. Sustainable tourism plan for Arunachal Pradesh has been prepared to strengthen primary sector (agriculture and allied activities) and secondary sector (manufacturing and mining) for rapid inputs and raw materials in order to improve overall productivity of the economy. The development of the tertiary sector in turn gives a fillip to the primary as well as the secondary sectors from the respective sources to the production centers and from the production centres to the warehouses/wholesale/terminal markets. The focus is given to local community mobilization for the development of tourism awareness, brand development through tourism promotion, setting up tourist city center, wayside amenities, accommodation, city tours and tour packages. INTACH proposed product portfolio for the plan - Cultural, Nature/Eco, Rural, Adventure, Wildlife and Forest, Leisure and Wellness Tourism for the State. Natural and cultural heritage of the State are main resources for development of tourism through which proper destination and product planning. Trekking, mountaineering, wildlife tourism, river rafting and other water sports as well as its peaceful retreats can be promoted under such pristine natural environment. The built resources (indigenous architecture) such as archaeological and historical sites and monuments as well as unique ethnic living heritage (socio-cultural), ethno medicine of the state expressed through festivals and handicraft are strong factors to attract tourist around the globe. It has been identified that the State is not well connected with other States of India; roads are to be improved and there is no adequate way side amenities and accommodation at the places of interest of the State. Two lanes of the road should be built to provide better infrastructure in encouraging the tourism of the State. There are about 82 (Indo-Mongoloid) tribes inhabiting different part of the Arunachal Pradesh speaking different dialects and major sub-tribes are only fourteen. The communities of the State excel in textile weaving, carpet making, cane and bamboo work, wood carving, ivory and pottery work. All the communities make their own clothing. Each ethnic group has a distinct style and fashion reflected in the shape and size of the dresses besides found in the fabric, colour, embroidery ornament and head gears etc. Most of the tribes also prepare, favour and use traditional medicines for themselves. Each district has its own festivals. The acne and bamboo craft strengths of the State offer an exciting and feasible starling point for the development of entrepreneurial attitudes essential for the overall development of the State supported by the tertiary sector initiatives. Mask carving is now a declining art. Few masks are stored in villages and a mask is replaced only when broken. With a decline in custom, few craftsmen have remained, restricted to Kameng. Tourism to Arunachal Pradesh needs to be promoted by an aggressive and well coordinated marketing strategy and to be successful as a Brand in the market place. The State can be a strong contender for hosting international events on Cultural and Heritage tourism, Eco- tourism, Adventure tourism. Tourism linked activities and programmes of regional associations, like, SAARC, BIMST-EC and SAARC Adventure Camp held in Darjeeling in West Bengal can be held in Arunachal Pradesh, which has immense potential for adventure tourism. The proposed tourism Board should take up these issues with the Ministries of Tourism, Culture, Youth Affairs and Sports and the External Affairs of the Government of India for organizing such events. Arunachal Pradesh has diverse attraction for the development of tourism to identify strategic circuits for which effective marketing strategies are required to be worked out for promotion of tourism. The product portfolio offered for promotion of the State tourism conceived seven broad categories of tourism typologies viz. Cultural, Nature/Eco, Rural, Adventure, Wildlife and Forest, Leisure and Wellness Tourism. Marketing involves several activities – establishing the marketing objectives; formulating the marketing strategy; preparing and implementing the promotion programme; and providing tourist information services. Marketing planning can be done for both international and domestic tourists and a combination of these. Arunachal Pradesh being unexplored State, connectivity and accommodation are important factor, which need to form part of tourism product so that people are informed. Fairs and festivals, tribal games, handicraft, sunrise experience, border flag meeting etc. should be linked with accommodation so that tourism product could have a meaning for people to come and stay at various locations in the State. Tourists are required a line permit through State Department of Home, therefore, it deters them visiting the State. This may be looked into and tourists need not be asked for the inner line permit. Major cultural activities focusing around the religious festivals, like, Dance, Musical nights, Open-air Evening Cultural programmes should be organized where the tourists’ participation should be encouraged. There should also be a system of awarding Prize to the participations. Some other events specific to Arunachal’s tradition and culture should also be organized. Marketing of Arunachal Pradesh as a tourist destination is fairly at a low key with low promotional visibility. Print media, electronic media and event based promotions, like, festivals, fairs and exhibitions are included in marketing efforts. Eco-tourism in the different geo-climatic zones of the State should be emphasized promoting the tourism of the State. Tourism as a major engine for growth and to harness its direct and multiplier effects for employment and poverty alleviation in an environmentally sustainable manner, human resource development constitutes a key area in tourism planning. This increases productivity and efficiencies in the hospitality functions and to provide sustainable employment opportunities in the areas where options for other gainful avocations are limited. Specialized and professional manpower are required for different sub-sector of the travel and hospitality industry related to tourism. Employment opportunities (direct and indirect) will be generated in the tourism sector. A well designed plan for capacity building and manpower training local, regional, national and international experiences will help make tourism development successful. An efficient manpower base would help in promoting the economic, social, cultural and the environment objectives. Awareness, training, education, research and management activities for different stakeholders groups will be incorporated in the development of human resources. Manpower training may be provided through formal education system as well as tailor-made workshops and awareness programmes. Major service providers from the formal education system to the tourism industry in the State will be tagged with the main course of action for tourism development. For example, Rajiv Gandhi University has started three years back 1-year P.G. Diploma in Hotel Management and Tourism. Human Resource Development initiatives for promoting and developing education programmes can enhance awareness about nature conservation and sustainable use, local and indigenous cultures and their relationship with tourism. Capacity building through formal and specialized training should be a part of the planning exercise. Various types of vocational courses should be organized on different tourism related subjects for various stakeholders, like, tour operators, taxi, operators, hoteliers, guides, personnel in the hotel and catering services and media. Strategic Plan Tourism Sector The tourism sector provides incentives to foster the quality of environment, generates more employment opportunities (particularly in remote and backward areas) as well as develops necessary infrastructure facilities like roads, telecom and medical services, in the economy Tourism Sector Growth • Foreign Tourists: This segment shows a CAGR of 13% for tourist arrivals and CAGR of approximately 25% in terms of foreign exchange earnings. These numbers also show better realization per tourist of 2400 US Dollars in 2007 from 1780 US Dollars in 2004 a CAGR of approximately 10.5%. • Domestic Tourists: The numbers of domestic tourists in India have also grown phenomenally over this period from 366.23 million in 2004 to an estimated 462 million in 2006. It has further grown to 526 million in 2007 giving a CAGR of more than 11% Contribution of the Tourism Sector • India: The contribution of tourism in GDP of the country has been 5.90 per cent in 2003- 04, while employment in tourism sector (both direct and indirect) has been 41.8 million in the same year, thus accounting for 8.78 per cent of total employment in the country. • Arunachal Pradesh: The following table shows the sustained, positive and reassuring growth of the tourist traffic in Arunachal Pradesh over the 3 year period from 2006 to 2008 after the sudden jump in the tourist traffic in 2004. The foreign tourist arrival, about 2 % of all tourists, has also shown a very high growth rates: 50-75% over the same periods though the numbers are small. Tourist 2006 2007 2008 CAGR (2004 base year) Arunachal Domestic 80137 91100 89292*2 22.47% Arunachal - Foreign 706 2212 3020 50%-75% Arunachal Total 80843 93312 92392 22.5% Strategic Approach “Tourism Development is an “Economic Activity with Social Impact” Tourism Growth Targets Tourism, as a growth driver for the state and direct impact on the trade sector, needs to contribute at least to the regional average of 13% and we would like to set a target of 10% for this sectors contribution to GSDP. We are taking a conservative and sustainable approach for target setting and planning for the increase at: • CAGR of 15% in the numbers • CAGR of 10% in the spend per tourist. In order to achieve these targets we will have to: • Build the Brand and facilitate tourist • Improve activities and opportunities for the tourist to spend Projected Tourist Arrivals Tourist 2010-11 2011-12 2012-13 2013-14 2014-15 Domestic 118087 135800 156171 179596 206536 Foreign 3994 4593 5282 6074 6985 Total 122081 140393 161453 185670 213521 The Road Ahead The tourism development plan to achieve the above key objectives and have a significant impact in the medium term of 3-5 years will be based upon the following principle: • Build Upon the Existing – short to medium term initiatives • Create New Infrastructure and Markets- medium to long term initiatives • "Brand Build Up" plan to be launched by the State Strategic Directions The Tourism Development Plan is “Need Based” and “Tourist Centric.” What is the guiding principle? • Benefit to the state and its people – income transfer and distributive character. • Sustainable in respect of both tangible and intangible assets. What is the Plan expected to deliver? • Initiatives for building the tourism sector for its contribution to the economic growth and employment needs of the state • Ensure tourism related businesses and investments are viable and sustainable • Key initiatives for the next 3-5 years • Competitive approach to the tourism market • Collaborative effort of all the stakeholders and consultation process between the Government, Industry and the Civil Society for the design, implementation, ownership, participation and achievement of set objectives. • Sustainable for the protection of the environment and culture of the people Role of Technology a) A real time data base is to be created for tracking developments and take corrective action to meet the objectives and targets therein. b) Enhance the role of affordable and appropriate technology to meet the needs of market access (information & reservations etc), knowledge ( skills etc) and funds (on line payments etc). Demand Driven - Need Based Plan In order to maximize our returns we need to address the gaps in the system for the tourism infrastructure and facilities. “TIME” spent provides the opportunity for the tourist to spend some money at the tourist site / destination visited and facilitate the income transfer to the area Connectivity: Guwahati airport is the gateway for air connectivity has to be well equipped to facilitate high end tourists visiting the state. There is also an urgent need to connect Itanagar, Tawang, Ziro , Passighat etc with by regular air services. Regional airline network would also facilitate regional tour packages and Intra - region movement of the tourists. Currently the tourist is at the mercy of the service provider for the quality of service and the price. The situation is almost the same at the railway station and the bus terminus. Roads & Facilities: The entry to Arunachal Pradesh on the Guwahati-Tawang sector has to be made impressive as it is the key route and also vital for the Brand development. Bus / Taxi service with air conditioned vehicles and fixed rates have to be introduced for the Guwahati- Tawang sector. Wayside facilities are to be added on all routes as they are inadequate today. Hotels: A key need is the availability of clean and secure accommodation, more so in the case of eco-tourism and village tourism.. In the current environment the tour operators have to move full camp sites to cater to the needs of the foreign tourists who are the mainstay of special interest tourism. Itanagar, capital of the state, has to enhance its availability of rooms. Towns on Circuits 1 and 2 need special attention in view of their high tourism potential. The standard of the entire hotel industry in the state needs to be improved. The quality of the hotel and restaurant industry with proper grading is vital. The staff needs to be trained for all the services in the hospitality sector and also given proper attire. Travel Agents Awareness & Training Program: There is a need for the training of the travel agents in the key areas of the current and emerging market states of India besides the dominant domestic tourist state of West Bengal. The well equipped travel agent can better promote the state as a destination. Special Interest Groups: Special packages are to be developed for this segment of the tourist market as this attracts mostly the foreigners. The packages besides the eco-tourism, wild life tourism, river rafting would cover community living experience and hospitality in their traditional environments. Local Participation & Skills Development: for the success of the tourism development and the comfort of the tourists the local community should take the ownership of the facilities and also the skills of the local youth are to be developed for meeting the needs of the tourism sector. Strategic Initiatives Role of the State: State plays a crucial role in the development process and with the basic policies in place, the state has now to act as: • “Agent of Change” beyond the role of a facilitator and a regulator • Trigger Private Sector, including communities, based investment • Promote “Public-Private-Community Partnership” for the economic development of the state • “Participatory Approach” to bring about ownership and sustainability in the development initiatives • Create an “Entrepreneurial” society to reduce dependence on either Government jobs or grant driven projects for State GDP and employment generation The need of the hour is to create “Delivery Mechanisms” to deliver the intent of the policy. Need based “Strategic Initiatives” proposed by us are targeted to fill this gap to sustain and enhance the contribution of the tourism sector. Past Development Initiatives & Current Needs The Government of Arunachal Pradesh has taken up various initiatives in the past for the development of the tourism sector. These initiatives have included destinations, circuits and wayside amenities and funded, almost all, by different schemes of the Ministry of Tourism, Government of India and negligible amount from states own resources. The private sector participation has been at an extremely low profile due to early stage of private sector and entrepreneurship development in the state. Poor access to credit and land regulations have also been a limiting factor. Based upon information received from the State Tourism Department, shows the investment trends for the last 5 years have been less than 1% of the state GDP and almost all from the Central Government Grants. The major driver for tourism during this period has been the air fare eligibility for LTC travelers of the government and public sector employees to travel to the states in the North East. It is expected to keep this incentive till the growth stabilizes and the stimulus may not be required. The Missing Links: Infrastructure: In the absence of a State Tourism Strategic Plan, Comprehensive Tourism Policy (current & updated- last made in 2003), Destination Development (facilities at the specific tourist sites) most of the projects are encouraged by the different Grant Schemes of the Ministry of Tourism, Government of India and with very little linkages for the tourism infrastructure on a holistic and demand driven basis. The resources are thinly spread and show low quality and capacity to service high paying tourists as well as high end budget tourists as the expectations are way beyond what is being offered. The current infrastructure does not allow the tourists to spend money for accommodation, at destinations, entertainment, shopping and restricts the income transfer for the benefit of the people in the state. The poor infrastructure and low capacity also inhibits the travel and tour trade to take aggressive stance to promote tourism. Land: is the most critical issue in the development of the tourism infrastructure. The complex and unresolved issue of land ownership and lease by the private sector is the single biggest barrier to investments by the local or outside the state investors. It also does not allow the projects to access funds from the financial institutions and / or banks, even if they are viable and sustainable. Connectivity: The most important need of connectivity – telecom and internet for information, communication and confirmations etc is not included in these projects Roads: Tourism depends on the basic infrastructure of roads and these leave a lot to be desired. In some areas of interest to high paying tourists the roads are almost nonexistent as they are of extremely BAD quality and back breaking. Good quality road connectivity to destinations is a pre-requisite and non-negotiable. Skills: The need of the “Human Resource Skills” starts at the level of information and facilitation be it at the tourist originating states with needs for holiday or a business visit planning or at the gateways to the state for the tourist (airports, rail heads, road transport stations - bus & taxi) to reach their destinations in the state for their holiday or business. Arunachal, being a hill state the dominant means for transport is the road transport system .The bus and taxi drivers are the first ambassadors for the state that interacts with the tourists and the behaviour of help or exploitation decides the impressions the tourist carries. This is important as the word of mouth is the best advertisement and supports all efforts for “Brand” development. The grossly inadequate and poor wayside amenities and the eating houses (dhabas included) on the route also create a lasting impression for the facilities the state is providing for the tourists. The most common need of a clean and functional toilet is yet to be met. We have to train the people and create a mind set to benchmark their infrastructure and services such that it makes the journey pleasant. The rash highway driving is full of near misses and does not add to any comfort of the tourist as the fear of an accident is always upper most in the mind of a traveler. The lack of highway / city information support system leaves the tourist in the lurch. Current and relevant route and city maps are essential and should be available at all gateways and other visible pick up points at the commonly visited places by the tourist. A special cadre of Tourist Police, well informed and trained will go a long distance to meet this need. Low cost information leaflets/ brochures etc are required at the destinations / sites on the itinerary of the tourist to enrich the visit and also ensure time is spent at these stops. There is an urgent need for well trained and certified guides at such stops. We also need to upgrade the skill set of the service providers at these tourist destinations and sites, be it the tea stall, fruit vendor or a handicraft seller. Tourism Segment Growth Planning Strategic planning is a dynamic process and it is recommended that the plan be reviewed every 3 years based upon the trends visible in the 2nd year. Strategic Initiatives proposed are of 2 types: 1. Start Up: Strategic Initiatives that are basic and need to be in place over a reasonable period of time (5 years) and the quality and content updated from time to time based upon baseline studies and feedback. Some of these initiatives, to be taken up on priority, are to trigger private sector and community participation by demonstration effect of the government initial investments, either through central government grant funds, state funds, PPP etc. The following are some examples: a. Brand Development for the State b. Information & Facilitation Centers c. Skills Development & Capacity Building d. Tourist City Centers e. Inns/ Guest Houses in low traffic areas f. Rural Tourism g. Home Stay-Rural Area h. Tourism Sector Investment Opportunity Profiles i. Tourism Cluster Promotion The state has abundant forest resources with a large variety of flora and fauna. It is recommended that a Task Force be created for the development of “Wild Life Tourism – Community Based”. Department of Forest would be a key partner and knowledge resource in the Task Force. 2. Tourist Infrastructure Capacity These initiatives are to be primarily taken by the private sector and the community with appropriate tourism development policy in place. In order to attract investors and facilitate investments the government should pro-actively identify Tourism sector project opportunities and present them on the state web site as well as hold Investor Workshops periodically. This initiative will go a long way in the development of the tourism sector. Land, being a basic need, action should be taken to resolve the issue of participation by outside the state residents in the projects as current land regulations are highly restrictive and do not allow/ encourage participation of outsiders. A complete review of the land policy needs to be done keeping in mind the local traditional ownership and state of development of local entrepreneurship. Policy should not allow exploitation on the basis of land speculation Growth Driver Projects What are Growth Driver Projects and the Need? Projects which fulfill one or many of the following objectives are Growth Driver Projects and are needed to be initiated by the government or its agencies. 1. Projects with long gestation period for economic recoveries and hence difficult for funding by normal financing channels. They would be driven by grant components and/or long term debt funds with generally have a moratorium of 3-5 years and repayment of 10-15 years thereafter. Such funding is normally not accessible to the private sector. Most of the projects in this category are Infrastructure Projects: access roads to the destinations, destination development in remote areas, projects with low tourist traffic at present but need to be developed for strategic reasons of equitable development of the various regions of the state etc. 2. Projects where benefits are for the larger community and cannot be funded by individual entrepreneurs. Brand Building of the state is one such project which needs to be done by the government as the benefits are not only for the tourism sector but overflows into many areas including Investments in the state in many sectors like education, health care, industry etc 3. Projects for Capacity Building is of a nature for the general benefit of the state and the impact is on a long term basis. a. Human Resource Skills Development is one such major project at the level of INDIVIDUALS and would benefit other sectors like retail, healthcare, besides travel and tourism. A state wide structured initiative has to be launched for the benefit of the youth and to enhance their employability. b. Institutional Capacity will enhance the ability within the state to conceive, design, develop and implement programs and projects in the state for the benefit of all. The impact of capacity building is also on the mindset for development of the tourism sector. This would also include the Tourism Department and others within the government and its institutions that contribute to the development of the tourism infrastructure and facilitate the travel and enhance the experience of the tourist. The civil society institutions and the community based traditional institutions will also benefit from these programs and develop participation and ownership for the success of the Tourism Development Plan. The entire travel and tour trade within the state needs to be upgraded to meet the needs of linkages within their trade network in India and the other countries abroad c. IT Network is a critical need in current times. Information flow and access for planning by individuals, bookings and confirmations, payment gateways etc are to be facilitated by a high speed and reliable IT network within the state linking all the players in the sector. Such a network will make it easy for the foreign travel and tour operators as well as individuals to plan a trip to the state. It will facilitate Brand Build up as well as create an advantage for the state when it is competing with other destinations both within the country and abroad. 4. Information & Awareness Campaigns and setups are Critical Projects that need to be started immediately as other projects are dependent on them. Information centers at the rail, road and air gateways, important states of tourist origin and cities within the state are an example of this need. 5. Demonstration Projects: The most important need of a tourist is affordable, safe and standard accommodation along with rest facilities on the highways as roads are the only means of transportation in the hill areas. Franchised brands provided the credibility needed for the comfort of the motorist and ensured minimum standards and eliminated exploitation. Projects listed below will fill the gap in the tourism needs as well as these will trigger similar private sector initiatives by the demonstration projects acting as demonstrator with multiplier effect. • Wayside Amenities, • Inns /Guest Houses • Rural Tourism, Home Stay etc 6. Transportation: There is a need to connect major centers for the tourist in the state with the gateways for rail, road and air which all happen to be in Assam and Guwahati being the main gateway for all travelers in the North East. Tourist Busses / Coaches / Taxis, both air-conditioned and non air conditioned need to be operated by the Tourism department either directly or in partnership of the private sector, communities, and retired service personnel to connect the gateways. Fixed fares to be charged and published. 7. City Tours: Conducted City tours with proper Guides achieve the twin objective of explaining the local heritage and opportunity for the local community to benefit from the regulated stops by selling goods and services to the tourists at these stops. It is more organized and transparent way of engaging the tourist’s time during the visit to the state. 8. Package Tours: Ensure hassle free travel for the tourists. The numbers are small in the beginning but over time they are a key to the development of tourism as they take away the uncertainty from the tourists mind and create a better success chance for the state being opted as the destination. Package tours also facilitate in better utilization of the accommodation facilities as overnight stays can be planned for destinations other than the main hubs. This provides an opportunity for exposure to the local art, crafts, cuisine and entertainment thereby engaging the local community. 9. Tourist City Centers Tourist City Centers, a new Strategic Initiative, are proposed by us to meet the tourist’s needs on a holistic basis within the state. The Tourist City Center is: • A single point information and facilitation center for the tourist in the city and acts as the center of activity for the entire travel and tour trade in the city and its neighboring area. • A major feature of the Center is that it provides for good affordable accommodation, food court and shops for meeting tourists needs • The Center also provides for the exposure to the local heritage, arts and crafts, cuisine and performing arts including entertainment. • It also provides the base for Guides and City tours as well as day tours to tourist destinations in the area. • The Tourist gets a 9am to 9 pm exposure and in the process transfers financial resources to the local community for their well being and gainful engagement. Skills Development & Capacity Building Strategy The growth in tourism will have to be serviced by a substantial increase in infrastructure, including air-road-rail connectivity, hotels and restaurants. This will need capacity building and skills development, both at institutional and individual levels. Our plan is to train 10,000 people over a 5 year period to create the basic Human Resource for the state. We propose the following areas for skills development and capacity building: • Institutional: The Policy, planning, implementation, monitoring and sustainability of the individual projects and the entire tourism sector within the state will be dependent upon the pro-active action and the support the sector receives from the various government departments and its agencies, public finance institutions and the community at large. • Government: Tourism Department, Industry, Forest Department, Local Administration, Police, Roads, Archeology Transport, Panchayat Raj, Rural Development, Local Communities, Employment, Social Welfare, Culture , Minorities, etc • Public Institutions: Industry and Trade bodies, Travel and Tour Trade, Hotel and Restaurant associations, Transport Sector- bus and taxi operators, NGOs, Community based organizations, Schools and Colleges, Village Council , Arts & Crafts Promotion Agencies etc. • Individuals: Individuals across all activities of the tourism sector need to be trained to meet the emerging needs and expectations of the tourists. This will facilitate the states capacity to manage the growing tourism sector both effectively and efficiently and attract both investors and tourists to the state. Tourism Sector Skills Development Matrix 10000 trained in 5 years Start Up Projects – Implemented over a 3 year period Type & Locations Nos Unit Cost (Rs Crs) Total Cost (Rs Crs) Remarks Lease / Spin Off Possibility Tourist City Centers a) Flagships Itanagar b) Others: Bomdilla / Ziro Passighat c) Mini City Centers Aalo Mechuka Tezu Miao 1 3 4 12 5.3 3.5 41.90 Completely Disinvested -leased out to external operators including TDC Proposed Right to run the information & facilitation center with the government Wayside Amenities- & Information and Facilitation Centers Midways on all Tourist Circuit highways Location Details- Annexure 1 22 2.75 60.50 Completely Disinvested -leased out to external operators including TDC Proposed Right to run the information & facilitation center with the government Inns/Guest Houses Accommodation on all circuits Location Details- Annexure 2 7 1.98 13.86 Yes- Completely Disinvested -leased out to external operators including TDC Proposed Rural Tourism – one in the identified rural areas of each circuit: Location Details- Annexure 3 Home Stays – 2 cottages in each village identified in; Location Details- Annexure 4 20 40 0.70 0.15 14.0 6.0 Social Worker part of the project for better understanding Yes-Completely Disinvested -leased out to external operators including TDC Proposed Adventure Trekking Routes Location Details- Annexure 5 8 2 16 Adventure- White Water Rafting & River Front Development Location Details- Annexure 6 5 5 25 Pilot Projects 1. Heritage Site - Malinithan Preservation, Renovation & Development 2. Wellness Tourism- Flagship Tawang-Tsacha 3.Eco-Tourism- Flagship Pakke Wildlife Sanctuary 4.Hydro-Tourism-Lake Dollung Mukh - 1 1 1 1 5 15 4 5 29 Center of Excellence - Water Sports- Passighat 1 5 5 Not applicable as for capacity building of the state Skills Development a) Institutional b) Individual 10,000 5.0 Not applicable as for capacity building of the state Information Technology & Communications Network – Capacity Building Management & Security Tourist Facilitation & Online Inner Line Permit ( domestic tourists ) 1 10 Brand Build Up *Marketing: International / National /Regional *Information kits *Niche Market Development 1 lot 20 Total 246.26 Add 10% contin gency Grand Total Rs 270.89 crores Each project will be funded differently (Note: The project cost estimates do not include the cost of land) Pilot Projects The Start Up Projects also include 4 special initiatives as “Pilot Projects” to reach out to high paying traffic and benefit from emerging opportunities. They are distinct in the tourism resource being developed for the individual pilot project. 1. Heritage Site Malinithan 2. Wellness Tourism-Flagship Tawang-Tsacha 3. Eco-Tourism- Flagship Pakke Wildlife Sanctuary 4. Hydro-Tourism-Lake Dollung Mukh Type Numbers Unit Cost- Rs crores Total Cost Rs Crores Accommodation 1000 rooms 50 room Hotels-10 25 room Inns -16 10 room Inns-10 7.5 2.5 0.75 75.00 40.00 7.50 Sub-Total 122.50 Transport Sightseeing 20 seat Buses-75 0.15 11.25 Private Sector Investment New Opportunity & / On Going Projects Sustained The Growth Driver Projects – State Initiated Projects will create new opportunities to meet the need for the 100,000 tourist increase every strategic plan period. They will also enhance the sustainability of the existing projects and the projects in the various stages of implementation. Tourism department can take a pro-active action in preparing the pre-feasibility studies / project profiles for these projects to attract investors from outside and also opportunity for the financial institutions and the banks to invest in the state. The projects needed for tourism infrastructure and to be added every year in the next 5 years to meet the 15% CAGR of domestic tourist arrivals are listed below: 45seat Cars -100 0.05 5.00 Sub-Total 16.25 Food & Beverages Restaurants-10 Fast Food -25 0.50 0.40 5.00 10.00 Sub-Total 15.00 Adventure Tourism River Rafting & Wildlife Tourism etc 2 5 Sub-Total 10.00 Total 163.75 add 10% contingency Grand Total Rs 180.00 Crs Note: The project cost estimates do not include the cost of land Resource Mobilization-Funds Government of India Central Schemes:. The tourism development program also encourages the state governments to take benefit from the various financial assistance schemes of the Department of Tourism, for the planning of the projects in the state. The North Eastern Council Schemes: The North Eastern Council is the nodal agency for the economic and social development of the North Eastern Region which consists of the eight States of Arunachal Pradesh, Assam, Manipur, Meghalaya, Mizoram, Nagaland, Sikkim and Tripura. North Eastern Development Finance Corporation Ltd:. (NEDFi) was incorporated for the development of industries, infrastructure, animal husbandry, agri-horticulture plantation, medicinal plantation, sericulture plantation, aquaculture, poultry and dairy in the North Eastern states of India. Government of Arunachal Pradesh: The state government will provide the counterpart funds for the development of the tourism sector and its projects from the state budget and also seek support of the Planning Commission during the finalization of the plans Banks:. It is suggested that we form Strategic Partnership with banks to finance projects in specific regions and/or finance specific region and projects therein. These projects could be of a replicable nature and reduce the effort of evaluating each and every project. The Entrepreneur will only be selected based upon the selection criteria. Credit Guarantee Corporation could also be a Strategic Partner in such cases to provide enhanced comfort to the lending banks. Banks, by participating in the tourism development plan and funding the projects there under, would also be able to reduce their gap Credit /deposit ratio, priority sector lending targets and also their community responsibility of financing projects in areas from where they collect their deposits. Financial Institutions: Infrastructure lending Institutions like IL&FS, IDFC and others could be brought in as Strategic partners. However we will need to consolidate the projects under a Program to make them viable in size for these organizations to participate in the funding of the projects across the state. Institutional Investors: PE funds etc: We are in an early stage to be able to access these investors but in the later period of development they will be a strong driver for growth. Equity: Equity funds will come from the various promoters and investors in individual projects based upon their shareholding. Investment Workshops: We propose that the state plans for an Investors Workshop, on an annual basis, after the detailed plans are made and land identified for the project. Invite the investors from other state and also from abroad to participate in large tourism projects. It would be essential to prepare pre-feasibility profiles for each project to be discussed at such events. Lead promoter from the state would also need to be identified to act as the start up partner with the investors from outside. Resource Mobilization-Private Sector The private sector projects will have access to the programs and lending schemes of the Financial Institutions and the Banks as they are also on the search for bankable projects to invest their funds.The projects identified and listed are need based and expected to meet the basic lending norms of DSCR and IRR for economic viability and risk management. The Tourism Policy of the state should include tourism as an “Industry” to facilitate the lending as better conditions are applicable for lending – both for the lender and the borrower. Tourism sector has land as a basic input in almost all projects and the location can make or break the project. The Tourism Policy should also facilitate availability of Land at affordable prices and at appropriate locations. Tourists will not go to remote areas if they are in city. A land bank should be identified for various Resource Mobilization - Human Resource Development Entrepreneurship Development: Development of a vibrant private sector would require the development of “Entrepreneurship” and social acceptance of the Entrepreneur in an environment where “Job Seeking” is a way of life and a stable job – mostly government or its agencies –commands the highest respect in the community. Skills Development & Employability: We are proposing a skills development plan for 10000 trainees to be covered in the next 5 years in tourism and associated sectors, retail, healthcare, etc and would provide an opportunity for the youth to pursue a rewarding career in the state. Managerial Capability: The skills development plan as above would also include the managerial capability development for the implementation and success of the projects under the Tourism Development plan. The availability of good managers locally would also reduce the cost of operations and meet the shortage of good managers across all sectors. Institutional Capacity-Tourism Department: The most important and urgent need for the success of the Tourism Development Plan is the dedicated and committed staff of the Tourism department and its agencies engaged in the development and implementation of the Plan. Implementation a.) 3 Year Work Plan The Strategic Plan, based upon need analysis and demand gaps, to be relevant efficient and effective needs to be implemented in a time bound manner over a period of 3 years after the preparatory / start up period of 1-2 years depending upon the individual nature of the project. The key features are; Year 0 - Preparatory Period: Enabling Environment & Tourism Policy, Approvals & Authorizations for the Strategic Plan, Organization and Staff in place, Strategic Partners in place Year 1 - Start & Build Up: Launch High Priority Projects- State Initiatives, Facilitate launch of Private Sector Initiatives Year 2 - Mid-Term Review: Rationalize Plan and Policy, Growth Mode & Constraints Year 3 - The Road Ahead: Develop New Strategic Plan for the next period and identify New Strategic Partners for the growth b.) Implementation Mechanism: Management Plan An agency needs to be identified immediately, with adequate powers, for implementation of the projects agreed upon under the “Start Up” plan on an emergency & time bound basis and thereafter follow up plans on an annual basis. It is suggested that a Project Director be appointed with 3 Project Managers, each assigned and directly responsible to the Project Director for the implementation of the 3 components listed hereunder: Multi Agency Coordination: Government Departments, Strategic Partners, Resource Mobilization Development Initiatives- non revenue generators: Brand Development, Information & Facilitation centers Tourism Infrastructure - Revenue generators: Wayside Amenities, City Centers, Inns, Rural Tourism & Home Stay and Adventure Tourism It is expected that an effective and efficient implementation agency would be able be bring all projects in operational mode within 12-15 months from the date of individual project launch c.) Implementation Plan: Organization Recommendations-New Structure It is recommended that a new “Tourism Development Corporation” be incorporated as an independent enterprise to enable the State Government implement its tourism development plan and facilitate development of: • Public- Private-Community Partnerships • Participate in “Special Purpose Vehicles” (SPV) to be created for individual / homogenous group of projects • Lease of existing tourism assets for the development of tourism • Resource mobilization from Financial institutions etc • Design, Development , implementation and maintenance of tourism assets Engineering Wing The Tourism Infrastructure will require a dedicated Engineering Wing for design, development, implementation and maintenance of the tourism projects in line with the needs for tourism infrastructure which is different from the normal construction activities. This should be established at the earliest for the implementation of the proposed projects and taking over the ongoing projects for synergy and effectiveness. Human Resource A cadre of dedicated and young executives who are tourist friendly needs to be created for the development of tourism in the state. This cadre is to be trained and benchmarked with the best in the country. The existing staff also needs to be trained outside the state to appreciate the needs of the tourists and methods of delivery. It is also recommended that the average age of the employees be below 40 years as the nature of tourism development involves extensive travel etc and a “Will Do” attitude. Sustainability Initiatives proposed will be designed and implemented with appropriate technology, skills development and management for: Economic Sustainability • Meet the norms for funding by the financial sector and • Comply with good governance practices Social Sustainability • Participation of the local community and direct benefits to the community and the youth employment and income generating opportunities • Social workers are integral part of the project design for rural tourism and home stays to ensure no side effects of tourism are created Environment Sustainability • Projects to be designed with local materials and green technology usage • Pollution Control and Waste Management practices in place on operation. Cost Recovery • The Strategic Initiatives in form of Growth Driver Projects are based upon: - Lending norms for IRR and DSCR to allow access to funds from banks and financial institutions • Create opportunity for Public-Private-Partnership models to be created. • Grant component is only for skills development training for enhanced employability and meeting the needs of skilled human resource for the tourism sector Risk Management The Tourism Development Plan success will depend upon managing the following: Structural Risks • Tourism Development Policy to be pro-active and play the vital role of a facilitator beyond the normal role of a regulator • Government of India special encouragement for the North East States for LTC needs to be continued for at least another 5 years if not 10 years to build the nascent tourism in the region. • Remove procedural hassles which in getting investors and investments • Structural changes are required for managing TOURIST arrival and the risk factors of infrastructure, connectivity, medical aid &evacuation etc need both lead time and funds. Operational Risk • Attitude of the state towards the TOURIST has to be positive, Tourism industry should be recognized as the key driver for inclusive growth in the state and reflected in allocation of funds for the tourism sector in the development plans for the state. • Security perceptions of the tourist need to be addressed by “Brand Build Up” Good planning will reduce and/or eliminate the risk factors to enhance the quality of experience of the tourist. • Mandatory training and certification of all the service providers in the tourism sector- transport, accommodation, Food & beverage, guides etc. • Specify and enforce safety guidelines for all tourist activities Key Achievements- Direct – Tangible Employment Generation: The projects required to meet the needs of 100,000 tourists over the strategic plan period will provide an opportunity to create nearly 13000 jobs, at various skill levels. Targeted Tourism: Tourist with higher disposable income-: Better facilities for the tourists will encourage higher income strata of the society to plan and visit the state. MICE Destination Development-: Better and adequate facilities will encourage the corporate sector to hold their meetings, conventions and exhibitions in the state Week End and Same Day Tourism-: A well planned strategy to reach out to this segment of tourist would be in the interest of tourism promotion and income transfer to the state. Package Tours -“Door to Door”: In order to promote tourism and have an effective utilization plan for the tourism infrastructure we recommend special effort to promote package tours. This would take away the uncertainty in the planning process of the tourist and ensure reliability and credibility. Special attention to be paid to the airline and the railways to develop tour packages jointly and also benefit from the Government of India’s schemes for LTC for the North Eastern states. Growth Rate in Tourists – 15 % CAGR: Good Infrastructure will help achieve the planned growth rate of 15% in the tourist arrivals. This will assist in increasing the tourism income, better utilization for the investment and reduced seasonality impact. Opportunity for Spend Increase-10% CAGR: Destination, wayside facilities including access to local arts and crafts etc will provide the tourist an opportunity to spend more time/money. Skills Development & Employability- 10000 people: The expansion of the tourism sector will create opportunity to absorb and sustain our skills development program for 10000 people/5 years. Creation of “Tourist City Centers”: Our plan proposes to set up Tourist City Centers which will become the lifeline for the tourists across the state. They would also be the center of activity for the residents and creating ownership and participation in the tourism development initiatives Key Achievements- Direct - Intangible Private Sector Participation The tourism development plan will create new opportunities for the participation of the private sector and assisted by the enabling policy of the government it will open opportunities for development of local entrepreneurship and small and medium enterprises which are expected to form the backbone of the tourism infrastructure for both goods and services Public-Private-Community Partnership: The local area development strategies for regional development, community participation and ownership for the success of the project along with the design of the project on economically sustainable basis will create an opportunity for the extended partnership of the Public, Private and the Community and open new avenues for investments. Brand Development: The development of tourism will facilitate creating a brand for the state and encourage investments in the state for its all-round economic development. Key Achievements – Indirect Retail Sector: The increased volume of tourist traffic will also facilitate the growth in the retail sector by meeting the demands of the tourist Crafts and Heritage Products: The tourists buy small gifts for friends and relatives and at the very least some souvenirs’ for themselves. This promotes the sale of local art and craft products and not only creates jobs and income but also facilitates revival and sustainability of local heritage. Better Transport Facilities: In order to meet the needs of the tourist’s better transport services, not only in terms of quality of vehicles but also improved quality of service will also be available to the community. Better restaurants for the community: Tourism creates demand for all type of cuisine and trained cooks provide better quality of food. Local cuisine also gets promoted and ingredients are easily available. Eating out opportunities improve the quality of family life and is also part of family entertainment and bonding. City Center a meeting point for the locals: The new initiative of “Tourist City Center”, in smaller towns, will become the center of all activities for the town and create an environment for the tourists to enjoy and benefit from the local community in understanding their culture and custom. Improved quality of life in the local area: The improved infrastructure and services in the area will improve the quality of life for the residents. Employment and income generation opportunities will also benefit the youth, the most vulnerable section of the society Community Ownership- Facilitate the Tourist The sustained involvement of the local community in the development and operation of the projects and its beneficial impact on their lives will create a sense of ownership and belonging for the residents. This will not only facilitate the tourists but also ensure both economic and social sustainability of the projects in the area. Preface Ministry of Tourism, Government of India and INTACH signed an agreement (Appendix A) on 28th March 2009 to prepare a tourism plan for Arunachal Pradesh. The tourism plan will account for : - Culture (tribal)- traditional festivals and other performing arts - Heritage and other important places - Natural precincts, like, rain forest, wild life centuries etc. - Traditional Crafts - Museums – Government and privately owned reserved areas which promote tribal villages - Local knowledge which needs to be spread out for the benefit of local communities and others A team was constituted with a Strategic Development expert to undertake a tour of Arunachal Pradesh from 1st May to 5th May 2009. The team went to Itanagar and held discussions with the State Government officials along with Secretary Tourism Ms. Bandhana Deori and Director Tourism Mr. A.K. Singh. The discussions were of great help in finalizing the inclusive tourism plan. In Arunachal Pradesh, we also held meetings with the Tour Operators, Travel Agents and the State Government officials during this period. The team went to Ziro and neighboring area from Itanagar to have a feel of the circuit from Itanagar to Ziro and back. The outline prepared by us for “Development of Tourism Plan for Arunachal Pradesh” given at Appendix ‘B’ was explained to them and they promised to send us the details on all aspects mentioned in the outline. INTACH also conducted workshops with travel and tour operators and a hospitality survey to understand the needs and gaps to be addressed. Our Strategic Development Advisor again visited Itanagar and had extensive discussions with the Secretary, Department of Tourism, the Director, Department of Tourism and also representatives of the people from 16th – 20th February 2010. The strategic initiatives and growth development projects identified were agreed upon. We have developed a holistic tourism plan, accounting for the tangible and intangible heritage of the state where current status and the need assessment has been taken care of. Discussions with the stakeholders at different stages were held to determine project scopes and activities. We have also accounted for sustainability and the cost recovery. Skills Development and training of the people employed in the tourism sector through setting up training institutes for getting local boys and girls trained in this area of activity. Our plan has taken into account the long term vision of the State and the tourism perspective as an important component thereof. In order to achieve the key objectives and to bring about a significant impact in the medium term of 3-5 years the Strategic Plan is based on the following principles and to be implemented through identified need based projects. a. Build Upon the Existing infrastructure b. Create new infrastructure and markets c. Brand building up of the state of Arunachal Pradesh The Strategic Plans, in the future, are to be prepared for similar periods adjusting for the emerging needs and lessons learnt. The Tourism Plan will also facilitate the preparation of: • Guidelines to Assess economic viability for each activity we are proposing • Funding of the various projects suggested in the plan. • Carrying capacity of various sites in line with the recommendations of various agencies • Capacity building of the local community so that projects like home-stays, training of guides, craft workshops can be suggested • Entrepreneurship Development for the beneficial participation of the local community in economic opportunities and employment generation • Sustainability and preservation of natural and cultural heritage. • Risk factors for success of the plan and risk mitigation approaches. State Profile Arunachal Pradesh, situated in the north eastern part of India is 83,743 sq km in area and has a long international border with Bhutan to the west (160 km), China to the north and north- east (1080 km) and Myanmar to the east (440 km). It stretches from snow capped mountains in the north to the plains of Brahmaputra valley in the south. Arunachal is the largest state areawise in the north-eastern region. It is a land of lush green forests, deep river valleys and beautiful plateaus. The land is mostly mountainous with Himalayan ranges along the northern borders criss-crossed with mountain ranges running north-south. These divide the State into five river valleys: the Kameng, the Subansiri, the Siang, The Lohit and the Tirap. All these rivers are fed by snows from the Himalayas and countless rivers and rivulets except Tirap which is fed by Patkai Range. The mightiest of these rivers is Siang, called Tsangpo in Tibet, which becomes Brahmaputra after it is joined by the Dibang and the Lohit in the plains of Assam. High mountains and dense forests have disrupted intercommunication between tribes living in different river valleys. Isolation imposed by geography has led different tribes with several dialects to live and flourish with their distinct identities. Nature has endowed the people with a deep sense of beauty which finds delightful expression in their songs, dances and crafts. The climate varies from hot humid in the Shivalik range with heavy rainfall. It becomes progressively cold as one moves northwards to higher altitudes. Trees of various species, plentiful climbers and abundance of cane and bamboo make Arunachal evergreen. Tropical rain forests are to be found in the foothills and the hills in the east on the border with Myanmar. Northern most border is covered with Alpine forests. Amidst the highly rugged terrain, there are green forests and plateaus. Arunachal Pradesh became a full-fledged State on February 20, 1987. Till 1972, it was known as the North-East Frontier Agency (NEFA). It gained the Union Territory status on January 20, 1972 and renamed as Arunachal Pradesh. On August 15, 1975 an elected Legislative Assembly was constituted and the first Council of Ministers assumed office. The first general election to the Assembly was held in February 1978. Administratively, the State is divided into sixteen districts. Capital of the State is Itanagar in Papum Pare district. Itanagar is named after Ita fort meaning fort of bricks, built in 14th Centuary AD. Arunachal Pradesh finds mention in the literature of Kalika Purana and Mahabharata. This place is the Prabhu Mountains of the Puranas. It was here that sage Parshuram atoned for his sin, sage Vyasa meditated, King Bhismaka founded his kingdom and Lord Krishna married Rukmini. The widely scattered archaeological remains at different places in Arunachal Pradesh bear testimony to its rich cultural heritage. Chapter - I Present Tourism Scenario and Future Trends Global Scenario Tourism has always been a major social phenomenon of any society. It is motivated by the natural urge of every human being for new experience, adventure, education, knowledge and entertainment. In order to understand each other's cultures and values as well as to cater several other social, religious and business interests, it has resulted in development of many tourist and infrastructure facilities. This, along with the progress of proper transportation network globally, especially of airways and waterways, has encouraged people to venture out to the foreign lands. It has facilitated the trade and commerce between the different regions of a country and between the different countries. As a result, over the years, it has acquired the status of a key service industry. Tourism plays a key role in achieving the socio-economic goals of the development plans of a nation. It is an important service-oriented sector which has made rapid strides globally in terms of gross revenue and foreign exchange earnings. It is a composite of service providers, both public and private, which includes travel agents and tour operators; air, rail and sea transportation operators; guides; owners of hotels, guest houses and inns, restaurants and shops; etc. They are involved in meeting the diverse interests and requirements of domestic and international tourists. The tourism industry provides incentives to foster the quality of environment, generates more employment opportunities (particularly in remote and backward areas) as well as develops necessary infrastructure facilities like roads, telecom and medical services, in the economy. Tourism industry, after the Second World War, clearly marks as one of the most remarkable economic and social phenomenon of the past century. It has contributed remarkably to the development of areas, local communities and other assets, like, heritage. In fact, it ranks number two after the oil industry and third in India, next to Gem and Jewelery. The number of international arrivals shown an evolution from a mere 25 million international arrivals in 1950 to an estimated 806 million in 2005, corresponding to an average annual growth rate of 6.5%. Source: World Trade Organization, World Tourism Organisation In India, tourism industry holds special position as it not only have potential to grow at a high rate, but also stimulate other economic sectors through its backward and forward linkages and cross-sectional synergies with sectors like agriculture, horticulture, poultry, handicrafts, transport, construction, etc. That is, it can provide impetus to other industries in the country and generate enough wealth to help pay off the international debt. It is the third largest net earner of foreign exchange for the country. The travel and tourism sector contributes to the national integration; preserves natural and cultural environments; as well as enriches social and cultural lives of the people. It has the capacity to create substantial job opportunities, particularly for unskilled and semi-skilled workers as well as to alleviate the poverty in the country. Another important feature of the Indian tourism sector is the contribution to national integration and transformation of the economic lives of the people. Over 500 million domestic tourists, travelling all over the country each year, help create a better understanding of people living in other regions of the country and the cultural diversity. Tourism also gives a financial incentive to preserve architectural heritages and helps the survival of art forms, crafts and culture. Given India's unique endowments of biodiversity, forests, rivers, mountains, historical places, temples and pilgrims, caves, museums, monuments and culture, the industry holds immense strength for obtaining higher growth rate. The challenges in the sector lie in successfully preserving these in their original form, and making them accessible to domestic and international travelers. India offers various categories of tourism products, such as adventure tourism; medical tourism (ayurveda and other forms of Indian medications) wellness tourism, eco-tourism; rural tourism; cruise tourism; meetings, incentives, conferences, and exhibitions (MICE) tourism; etc. Europes’ and Americas’ were the most tourist receiving region between 1950 and 2000. Both regions represent a joint market share of over 95% in 1950 and 76% in 2000 today. Most of the countries link their development with tourism development and it is because of this most of the nations tries to woo more international tourist to their countries and allow their own people to visit different places in the world. India is not an exception to this rule. National Scenario Government of India Initiatives National Tourism Policy, formulated in the year 2002, aims to develop tourism in India in a systematic manner. It envisages a framework, within which the Government helps to create the basic infrastructure and legislative set up for tourism development, while the private sector helps to provide the quality products and offer active support services. The broad objectives of the policy are to:- • osiPtion tourism as a major engine of economic growth; • arnHess the direct and multiplier effects of tourism for employment generation, economic development and providing impetus to rural tourism; • ocuFs on domestic tourism as a major driver of tourism growth; • osiPtion India as a global brand to take advantage of the burgeoning global travel trade and the vast untapped potential of India as a destination; • cknAowledge the critical role of private sector with Government working as a pro-active facilitator and catalyst; • reaCte and develop integrated tourism circuits based on India’s unique civilization, heritage and culture in partnership with States, private sector and other agencies • nsuEre that the tourists to India gets physically invigorated, mentally rejuvenated, culturally enriched, spiritually elevated and 'feel India from within' International tourism receipts represented in 2003 approximately 6% of worldwide exports of goods and services (as expressed in US$). When considering services exports exclusively, the share of tourism exports increases to nearly 30%. Tourism Receipts, 1950-2005* World Africa Americas Asia and the Pacific Europe Middle East World Africa Americas Asia And the Pacific Europe Middle East International Tourism Receipts (US$, billion) International Tourism Receipts (euro/ECU, billion) 1950 1960 2.1 6.9 0.1 0.2 1.1 2.5 0.04 0.2 0.9 3.9 0.03 0.1 1970 17.9 0.5 4.8 1.2 11.0 0.4 1980 104.4 3.4 24.7 11.2 61.6 3.5 75.0 2.4 17.7 8.1 44.2 2.5 1990 270.2 6.4 69.3 46.5 142.9 5.1 212.2 5.0 54.4 36.5 112.2 4.0 1995 410.7 8.5 98.4 80.7 212.2 10.9 314.0 6.5 75.3 61.7 162.2 8.3 2000 481.6 10.5 130.8 90.2 232.5 17.6 521.4 11.4 141.6 97.7 251.7 19.0 2004 634.7 19.2 132.0 129.5 328.5 25.5 510.3 15.4 106.1 104.1 264.1 20.5 2005* 682.7 21.5 144.6 140.8 348.3 27.6 548.7 17.3 116.2 113.1 279.9 22.1 Source: World Tourism Organization (UNWTO) © (Data as collected in UNWTO database November 2006) * Receipts data are in current US$ and euro (based on the average annual exchange rate for euro or ECU to US$) and can be strongly influenced by exchange Tourism Sector Growth • Foreign Tourists India's share in international tourist arrivals, which was 0.46 per cent in 2004, has increased to 0.49 per cent during 2005; and further to an estimated 0.52 per cent in 2006 and 0.55 per cent in 2007. The foreign tourist arrivals have increased from a level of 3.46 million in 2004 to over 5 million in 2007. Similarly, the foreign exchange earnings from tourism have also shown a phenomenal growth from US$ 6.17 billion (Rs.27944 crore) in 2004 to an estimated US$ 11.96 billion (Rs.49413 crore) in 2007. The share of India in world earnings from tourism registered an increase from 0.98 per cent in 2004 to 1.21 per cent in 2006. This segment shows a CAGR of 13% for tourist arrivals and CAGR of approximately 25% in terms of foreign exchange earnings. These numbers also show better realization per tourist of 2400 US Dollars in 2007 from 1780 US Dollars in 2004 a CAGR of approximately 10.5%. • Domestic Tourists The numbers of domestic tourists in India have also grown phenomenally over this period from 366.23 million in 2004 to an estimated 462 million in 2006. It has further grown to 526 million in 2007 giving a CAGR of more than 11% Contribution of the Tourism Sector World Travel and Tourism Council (WTTC) is the forum for business leaders in the travel and tourism industry. It addresses challenges and opportunities that affect all sectors of the industry globally. WTTC works to raise awareness of travel and tourism as one of the world's largest industries, employing approximately 231 million people and generating over 10.4 per cent of world GDP. Global According to the WTTC, tourism in the year 2008 accounted for 9.9 per cent of global GDP, 11.0 per cent of the total world exports and 8.4 per cent of global employment. It is firmly committed to realizing Indian tourism industry's potential for growth and ensuring maximum and sustainable benefits for everyone involved. Indian travel and tourism industry has been on rise and is gaining popularity amongst travelers all over the world. It is an engine of growth for Indian economy and helps to promote sustained development of infrastructure, such as airports, railways and roads, leading to connectivity of various tourist destinations. Besides, improvement and expansion of existing and new tourism products such as cultural and heritage tourism, rural tourism, adventure tourism, health and healing tourism, etc; promotion of ‘Incredible India’ campaigns; as well as active participation of State Governments therein establish India's competitive advantage in the sector. This has enhanced the foreign exchange earnings of the country as well as improved its trade relations with other nations. All such measures and incentives, undertaken by public and private sectors, are a source of several investment opportunities in the industry. Tourism depends on the economic conditions in major tourism generating markets. When economies grow, level of disposable income will also rise simultaneously. A relatively large part of discretionary income will be spent on tourism or on travel, in particular in the case of emerging economies. A tightening of economic situation on the other hand, will often results in decrease of tourism. Source: World Tourism Organization; International Monetary Fund Apart from developing socio-economic aspects in a society it also generates good amount of foreign exchange because it’s economic climate during the month of summer every year and lot of tourist can visit Arunachal Pradesh and State their during Summer months to enjoy the pleasant weather of the State. Projection given by World Tour Operator both in terms of foreign arrivals and foreign exchange earned from tourist. The third issue, which is limited to the development of tourism industry, is creation of better employment. There is no doubt that the nation started advancing towards economic growth though agriculture and mining sector contributes less and less to the GDP and the tertiary sector became very important and contributes roughly 2/3rd to the GDP. Tourism contributes in the service sector and therefore, it directly contributes towards the 2/3rd of GDP. India The contribution of tourism in GDP of the country has been 5.90 per cent in 2003-04, while employment in tourism sector (both direct and indirect) has been 41.8 million in the same year, thus accounting for 8.78 per cent of total employment in the country. According to the WTTC the tourism sector over next 10 years will grow as follows: Gross Domestic Product (GDP) The contribution of Travel & Tourism to Gross Domestic Product is expected to stay the same at 6.0% (INR3,239.4 bn or US$67.3 bn) in 2009 to 6.0% (INR10,274.1 bn or US$187.3 bn) by 2019. Employment The contribution of the Travel & Tourism economy to employment is expected to rise from 31,105,000 jobs in 2009, 6.4% of total employment or 1 in every 15.6 jobs to 40,037,000 jobs, 7.2% of total employment or 1 in every 13.8 jobs by 2019. Growth Real GDP growth for Travel & Tourism economy is expected to be 0.2% in 2009 and to average 7.7% per annum over the coming 10 years. Exports Export earnings from international visitors and tourism goods are expected to generate 6.0% of total exports (INR811.9 bn or US$16.9 bn) in 2009, growing (nominal terms) to INR 2,819.0 bn or US$51.4 bn (4.1% of total) in 2019. WORLD RANKING The India Travel & Tourism economy is ranked number: • 14 in absolute size worldwide • 144 in relative contribution to national economies • 5 in long-term (10-year) growth Tourism industry offers a whole range of challenges and opportunists in the present millennium in developing countries, like, India where tourism is all set to develop. If these challenges are successfully converted into opportunities, results are imminent and sky would be the limit. It is required to be insured that proper input is supplied to reap the dividends, which are enjoyed by all developing countries. Tourism industry in India is not properly organized. It primarily has a family business to act to this. There are no handful of international players of their sector of tourism market is according to specialization, like, in bound/out bound tour operation i.e. of tour operation and tour travel i.e. of a travel agent but with the increase in pressure of global player this family business is facing a challenge to continue to develop themselves to international standards, they are generally, acquired by or merged with big brothers who do not constitute family business. The role of information technology has tremendously impacted on tourism industry, particularly, the use of internet by maximum number of people engaged in travel trade. Results of a survey on the increase impact of business productivity and individual habits reveals that 94% of the sample group access internet for online communication, 89% of respondents get flight information through internet and 82% of respondents access net to conduct competitive intelligence, 67% respondence make hotel reservations and 58% purchases online tickets. The last two segments are likely to increase in India by 20% in next 2-3 years. This shows that one has to keep a pace with the latest changes and technology to work efficiently and effectively. The technology revolution has also made the customers aware of the vast possibilities available to them. This has made him a self-declared king. Today, it is possible for a tour operator or a travel agent to offer almost entire range of services to a customer under one roof. In other words, customization would be the need of the time with perceived value addition and a higher quality and degree of interaction with customers. On the other side to meet such challenges, travel professionals must possess all the required qualities, energy and contagious enthusiasm. They should have mission to organize for their customers a holiday of their life time. Obviously these travel professionals need to be technology savvy and should have positive considerations with positive attitude. The tourism comprises a complex set of components, which activate actions of a number of socio-economic variables that have significant impact on the quality of life of the people and over all environment of a region. Tourism industry provides government with tax revenues and spurs economic developments through investments in new infrastructure in various tourism destination including backward areas. In the process to tourism development a number of spin- off benefits like optimal utilization of local resources of work force, upgrading of human resources etc. accrue to the economy which intern enhances the purchasing power of local community along with rapid monetization of the economy through advancement of trade and commerce. Creation of economic opportunities forms the basis of tourism development in any region or area. The Manila Declaration (1980) of the World Tourism Organization contained altruistic vision of the promotion of tourism worldwide. Recent thrust has been planning for sustainable tourism development. National Perspective India, despite being endowed with vast potential in the growth of foreign tourist traffic, particularly, to view the heritage and 5 millennium both Tangible and Intangible, recorded a very low growth after independence in 1947. It is for the first time that in 1995 foreign tourist arrival recorded above 2 million for the whole country and the figure continued to remain almost a little over two million till 2003. There has been a great jump thereafter, In 2004 it was around 31/2 million and then rouse to above 5 million in 2007. The following table depicts that trend in foreign tourist arrivals to India between 1996 and 2007. Foreign Tourist Arrivals (FTAs) In India, 1996-2008 Year FTAs (in Million) Percentage (%) change over the previou year 1996 2.29 7.7 1997 2.37 3.8 1998 2.36 -0.7 1999 2.48 5.2 2000 2.65 6.7 2001 2.54 -4.2 2002 2.38 -6.0 2003 2.73 14.3 2004 3.46 26.8 2005 3.92 13.3 2006 4.45 13.5 2007 5.08 14.3 2008 2.72 11.1@ (Jan-June) (P) P: Provisional, @ Growth rate over Jan-June, 2007 Source: (i) Bureau of Immigration, Govt. of India, for 1996-2007 (ii) Ministry of Tourism, Govt. of India, for 2008 So far as country-wise of tourists to India is concerned, the government source (Ministry of Tourism & Culture, Govt. of India) indicated that in 2002 more than 18 percent of the total tourists visiting India originated from Bangladesh, while the U.K. has the share of about 16.3% tourists, followed by the USA (14.6%) and Sri Lanka (4.5%). Countries less than 4% share includes Canada and France. Countries having less than 3% share include Germany, Italy, Japan and Malaysia. Netherlands and Singapore have less than 2% share each of Switzerland, South Africa and Israel 1% share each. India’s earning of foreign exchange indicates that the share of the country in the world tourism receipt is almost the lowest till 2003. It is after 2003 when the increase in tourist arrival the receipts have also increased but not phenomenon. The receipts are given in table placed below:- Foreign Exchange Earnings (FEE) (in US$ Million) from Tourism in India, 1996-2008 Year FEE from Tourism in India (in US$ Million) Percentage (%) change over the previous year 1996 2832 9.6 1997 2889 2.0 1998 2948 2.0 1999 3009 2.1 2000 3460 15.0 2001 3198 -7.6 2002 3103 -3.0 2003 4463 43.8 2004 6170 38.2 2005 7493 21.4 2006* 8634 15.2 2007* 10729 24.3 2008 # (Jan-June) 6385 25.5@ * Revised Estimates, # Advance Estimates, @ Growth rate over Jan-June, 2007 Source: (i) Reserve Bank of India, for 1996 to 2007 (ii) Ministry of Tourism, Govt. of India, for 2008 So far as country-wise tourist traffic to India is concerned, the government source (Ministry of Tourism & Culture, Govt. of India) indicates that in 2002 more than 18 percent of the total tourists visiting India originated from Bangladesh, while the U.K. has the share of about 16.3% tourists, followed by the USA (14.6%) and Sri Lanka (4.5%). Countries less than 4% share includes Canada and France. Countries having less than 3% share include Germany, Italy, Japan and Malaysia. Netherlands and Singapore have less than 2% share each of Switzerland, South Africa and Israel 1% share each. India’s earning of foreign exchange indicates that the share of the country in the world tourism receipt is almost the lowest till 2003. It is after 2003 when the increase in tourist arrival the receipts have also increased but not phenomenon. Foreign Exchange Earnings (FEE) (in Rs. Crore) from Tourism in India,1996-2008 Year FEE from Tourism in India (in Rs. Crore) Percentage (%) change over the previous year 1996 10046 19.2 1997 10511 4.6 1998 12150 15.6 1999 12951 6.6 2000 15626 20.7 2001 15083 -3.5 2002 15064 -0.1 2003 20729 37.6 2004 27944 34.8 2005 33123 18.5 2006* 39025 17.8 2007* 44360 13.7 2008 # 25825 18.2@ (Jan-June) *Revised Estimates, # Advance Estimates, @ Growth rate over Jan-June, 2007 Source: (i) Reserve Bank of India, for 1996 to 2007 (ii) Ministry of Tourism, Govt. of India, for 2008 It may be pointed out that the mode of transportation of foreign tourist to enter India indicates that air continues to be the predominant mode of travel. It constitutes nearly 85% of the foreign traffic. Arrival by sea increases and the share of arrival through land route is roughly 15% comprising tourist from Bangladesh, Nepal, Bhutan and Pakistan. Domestic Scenario Domestic sector plays a very important role in the growth of over all tourism in India. The following table depicts the trend of Domestic traffic in 1995- 2007 in the country during the period of 1996-2007. Number of Outbound Visits of Indian Nationals, 1996-2007 Year No.of outbound visits (in Million) Percentage (%) change over the previou year 1996 3.46 13.3 1997 3.73 7.6 1998 3.81 2.3 1999 4.11 8.0 2000 4.42 7.3 2001 4.56 3.4 2002 4.94 8.2 2003 5.35 8.3 2004 6.21 16.1 2005 7.18 15.6 2006 8.34 16.1 2007 9.78 17.3 Source:- Bureau of Immigration, Govt. of India Number of Foreign Tourist Visits to all States/UTs in India, 1996-2007 Year No. of Foreign Tourist Visits (in Million) Percentage (%) change over the previous year 1996 5.03 8.4 1997 5.50 9.3 1998 5.54 0.7 1999 5.83 5.3 2000 5.89 1.1 2001 5.44 -7.8 2002 5.16 -5.1 2003 6.71 30.1 2004 8.36 24.6 2005 9.95 19.0 2006 11.75 18.1 2007* 13.17 12.1 * Provisional Note: Figures for Maharashtra & Chhattisgarh have been estimated Source: State/ UT Tourism Departments Share of Top 10 States/UTs of India The original distribution of domestic tourist during 2007 show that maximum concentration of tourists is in the Southern region followed by Northern Region and Central and Western Region and Eastern region as a last. The flow of tourists to North East is conspicuously low for a followed reason likewise, arrival of foreign tourists to Northern Region because of Taj Mahal is maximum to 31%, and Southern Region to nearly 3%, Eastern Region share is about 13.5% while that of North East is 0.25%. Share of Top 10 States/UTs of India in Number of Domestic Tourist Visits in 2007 Rank State/UT Domestic Tourist Visits * Number Percentage Share (%) 1 Andhra Pradesh 127933333 24.3 2 Uttar Pradesh 116244008 22.1 3 Tamil Nadu 71034651 13.5 4 Karnataka 37825953 7.2 5 Rajasthan 25920529 4.9 6 Uttarakhand 19803280 3.8 7 Maharashtra 19243597 3.7 8 West Bengal 18580669 3.5 9 Madhya Pradesh 13894500 2.6 10 Gujarat 13477316 2.6 Total of top 10 463957836 88.2 Others 62610962 11.8 Total 526568798 100.0 * Provisional Note: Figures for Maharashtra & Chhattisgarh have been estimated Source: State/UT Tourism Departments Changes in Tourists’ Destination Preferences Based on the secondary data available with the North Eastern region (NEC), 2002, it is observed that between mid-90s and end of the decade, interesting permutations occurred in the northeastern states in terms of tourist arrivals. In 1995, Tripura ranked first followed by Meghalaya, Manipur, Mizoram, Nagaland and Arunachal Pradesh. This scenario underwent a reshuffle between the years due to the changing socio- political and development priorities within the states, which, inter alia, re-positioned the States in tourists’ preference. In 2001, Assam ranked first (from 5th to 1st) followed by Tripura (1st to 2nd), Meghalaya (2nd to 3rd), Manipur (3rd to 4th), Mizoram (4th to 5th ), while Nagaland and Arunachal Pradesh retained their rankings at 6th and 7th respectfully. The changing dynamics in the popularity ranking is shown in the Table below: Change in Tourists’ Destination Preference Rank State (1996) State (2001) 1. Tripura Assam 2. Meghalaya Tripura 3. Manipur Meghalaya 4. Mizoram Manipur 5. Assam Mizoram 6. Nagaland Nagaland 7. Arunachal Pradesh Arunachal Pradesh Source: NEC, Shillong, 2002 1.2.16 Popularity Ranking among Foreign Tourists: The following table presents the popularity ranking among of foreign tourists coming to the North Eastern States. Popularity Ranking among Foreign Tourists Rank State (1996) State (2001) 1. Meghalaya Assam 2. Assam Meghalaya 3. Manipur Nagaland 4. Tripura Arunachal Pradesh 5. Mizoram Manipur 6. Nagaland Mizoram 7. Arunachal Pradesh Source: NEC, Shillong, 2002 Popularity ranking of the northeastern states among foreign tourists shows Assam to be the most sought-after destination, followed by Meghalaya, Nagaland and Arunachal Pradesh. As per knowledgeable sources in the tourism industry of the region, wildlife is fast emerging as the biggest draw for the foreign tourists in Assam, while natural beauty and bio-diversity are the key pull-factors for Arunachal Pradesh. State Scenario Although tourism sector in India is in the process of commendable progress, the potentials of many places are still unexplored. Arunachal Pradesh, which is a treasure house of nature’s beauty, place of Buddhist cult, mystic land of ethnic tribes mingled with legends and myths and the most potential places for adventure tourism is still unexplored for being developed as an ideal tourist destination on the tourism map of the country. Popularity ranking of the northeastern states finds Arunachal Pradesh as a last state for foreign tourists to visit. However, the major attraction for the State of Arunachal Pradesh among the foreign tourists are its huge potential for adventure sports, particularly river rafting, mountaineering and trekking as also the floral and faunal wealth which draws special interest tourists, despite restrictions imposed through restricted area permit. The state has a very low volume of tourism both of domestic and overseas areas. However, the foreign tourists’ arrival to North East is itself much lower than the expected place. Future Trend The volume of tourists’ to a particular destination is determined by a number of factors, motivation amongst these factors is most important for a traveler to visit a particular destination. Apart from these factors also included visitors yearning to have holiday, to have rest and relaxation, to have entertainment and adventure depending on the inventory of tourist products in and around the destination in competence their aspiring factors. Moreover, availability of infrastructure facilities comprising with logistic support services also plays a key roles in determining the tourist volume. Tourist demand also depends on individual income and other prices offer by the tourism sector. The major obstacles for overseas travelers are the element of expenses, inability to get time off, language barriers of security at destination and food problems. The most important determinant of foreign tourist arrival has been the permit system to enter the State. The institutional constraint has been perhaps more stringent than other economic factors affecting tourist visits. The State of Arunachal Pradesh is devoid of traffic in indispensable volume of tourists, despite having immense potential for being a worthy tourist destination. Therefore, the tourist traffic is directly related to determine of infrastructure in the State and upliftment of the local communities to handle tourist traffic. Arunachal Pradesh Tourism Policy - 2003 Salient Features Vision Statement: To develop tourism Industry as an Engine of Growth and to harness its potential for the benefit of people of Arunachal Pradesh. Mission Statement: a. Maximisation of the positive benefits of tourism b. Introduction of key ideas and actions to guide tourism management and development Objectives of the Policy a. Planning for sustainable development of tourism b. Protection of heritage (Natural, Cultural, Traditional Values) c. Reduction of poverty and revenue capture by the local community d. Capacity building and creation of mechanisms in support of small and medium enterprises e. Formulation of strategies that will exploit opportunities and potential of the State. f. Development Policies (PWD, Transportation Network) that support and promote the various attractions of the State g. Securing involvement of the largest number of stakeholders in the decision making, resource allocation and utilisation. Major Stakeholders: Institutional and Partnership Framework a. Government of Arunachal Pradesh b. Government of India c. Private sector (Organized and Unorganised) Emphasis on: a. Citizen- Government partnership b. Public - Private Partnerships c. Tourism Investment Policy d. Government's own initiatives Chapter – II Development Paradigm Development Perspective The development of tourism is recognized as an important process to eliminate poverty, unemployment and to promote a dialogue amongst civilizations and provide different streams of culture to mingle as well as to preserve the environmental goods. Tourism per se, and particularly, for the niche types viz. nature, wildlife, wilderness and eco-tourism provides the right backdrop for disseminating the economic growth particularly, in economically backward areas. International Perspective i) WTO Tourism 2020 vision, the document prepared by World Tourism Organisation (WTO) has forecasted that international tourist arrivals will reach the figure of 1.56 billion by the end of year 2020 out of which 1.18 billion will be intra regional and 0.38 billion would be long haul travelers. South Asia which witnessed positive signs in 2000 with the growth of 11% will record an average growth of 6.2% over the period 1995-2020, compared to the world average of 4.1%. The forecast of WTO is almost working out will till now, particularly when the estimates increases in tourism arrivals from international market. ii) WTTC The World Travel and Tourism Council (WTTC) has estimated that the economic value of personal travel and tourism in South Asia would grow at the rate of 7.3% per annum, in real terms which is likely to reach $ 52.2 billion by the year 2013. WTTC has predicted that the over all impact of travel and tourism in South Asia is likely to contribute about 5.3% of their Gross Domestic Product in 2013. This sector will also generate employment to the tune of 36 million by that year. Price competitiveness in the South Asian countries has been identified as the key advantage though for establishing the region as an international destination, much remained to be done in the areas of basic infrastructure development, environmental awareness, adoption of modern technologies, development of human resources in the tourism sector, liberalization of access regime (for eg Visa, restricted area permit etc.) and social development. iii) Agenda 21 The agenda 21 and the principles of sustainable development endorsed by 182 Heads of State at the United Nation’s Earth Summit at Rio de Janerio in the early nineties provides an important framework for the travel and tourism industry. The Agenda 21 document for tourism industry emphasizes on the need to protect the natural and cultural resources as also to aim for sustainable development of the communities and countries in which tourism activities take place. Tourism heavily depends upon the natural and cultural resources of a country/region and has an important role to play in this existence for conservation and preservation. iv) SAARC Declaration The South Asian Association for Regional Cooperation (SAARC) recognizes the enormous tourism potential in the region and the possibilities of development of intra regional as well as international tourism. SAARC declaration at the end of the 12th Summit held in Islamabad in January 2004, called for the need to promote South Asia as a Tourist destination and designated the year 2005 as South Asian Tourism Year. The SAARC working group on tourism was established and the fist meeting of the group was held in Colombo on 16th -17th August 2004 where representatives of ASEAN were also present. The working group, while emphasizing on Public Private Partnership, made a number of recommendations, which include, inter-alia, promotion and sustainable development of eco tourism, cultural tourism and natural tourism collaboration in human resource development in tourism sector etc. v) SASEC Tourism Under the South Asia Sub- Regional Economic Cooperation (SASEC) involving Bangladesh, Bhutan, India, Nepal (BBIN) the tourism Ministers of the four countries acknowledged that inter regional travel in the sub regional will assume similar significance as inter regional travel in the future and emphasized upon the need to develop a sub regional perspective in tourism planning. It would realize when the sub region receives more than 300 million international visitors per year with the combined revenue reaching $ 3.5 billion in 2002. The per capita spend of each tourist have been estimated as US $ 1073 per visit. Asian Development Bank in reflection of its experience in tourism cooperation in the Greater Mekong sub region comprising six countries had carried out a similar tourism development project for the SASEC countries. vi) BIMST-EC Declaration As a sequel to the Bay of Bengal initiative for Multi Sartorial and Economic Cooperation (BIMST-EC) Summit Declaration of Bangkok in 2004, the BIMST-EC Tourism Ministers’ Round Table and Workshop was held in Kolkata in February 2005. In its joint declaration at the concluding session of the 3 day deliberations the seven BIMST-EC countries viz. Bangladesh, Bhutan, India, Myanmar, Nepal, Sri Lanka and Thailand agreed to reap the maximum advantage from plethora of heritage, cultural, adventure, eco tourism and MICE tourism products in a sustainable manner and devise attractive and cost effective thematic tour packages connecting different tourist destinations in the member countries. The meet also agreed for a pro-active joint marketing campaign to promote BIMST-EC countries as a composite tourism destination and recognized the need for closer cooperation in transport networks. One of the foundations of BIMST-EC was to encourage Public Private Partnership and to make tourism a catalyst of available synergies for doubling tourism activities in the region in the next five year plan. vii) The Asian Corridor The ADB has envisaged an Asian Corridor linking Thailand in the east with Afghanistan in the west with tourism development in the BIMST-EC countries as one of the objectives. With this, the Northeastern region of India will be connected with Myanmar and Thailand by road that will also help in the enhancement of trade. As sub-regional initiative, it is proposed to launch a trilateral highway project linking the three South-Southeast Asian countries for enhancing trade, investment and tourism. The ADB has planned to undertake a joint tourism development plan which will focus on infrastructure, human resource development and harmonization of policies like visas, immigration and other related issues. For this ADB IS likely to set up a regional cooperation fund under BIMST-EC with a corpus of US$ 3 million. National Tourism Policy The development perspective for tourism is clearly set out in the ‘Vision Statement’ of the National Tourism Policy of 2002. It outlines the overarching objectives to achieve a superior quality of life for India’s people through Tourism which would provide a unique opportunity for physical invigoration, mental rejuvenation, cultural enrichment and spiritual elevation. The basic principles for achieving this is through evolving a framework based on Public Private Partnership and community orientation. Under the new tourism policy, tourism is proposed to be placed in the concurrent list so as to provide a constitutional recognition to the tourism sector. • osiPtion tourism as a major engine of economic growth; • arnHess the direct and multiplier effects of tourism for employment generation, economic development and providing impetus to rural tourism; • ocuFs on domestic tourism as a major driver of tourism growth. • osiPtion India as a global brand to take advantage of the burgeoning global travel trade and the vast untapped potential of India as a destination; • cknAowledges the critical role of private sector with government working as a pro-active facilitator and catalyst; • reaCte and develop integrated tourism circuits based on India’s unique civilization, heritage, and culture in partnership with States, private sector and other agencies and • nsuEre that the tourist to India gets physically invigorated, mentally rejuvenated, culturally enriched, spiritually elevated and “feel India from within”. DONER/NEC The Department for Development of North Eastern Region (DONER), regional bodies like the North Eastern Council (NEC) have the mandate to accelerate the pace of socio-economic development in the North Eastern Region as well as to synergise the efforts of the Central and State Governments for balanced growth of the region. Plans are being evolved to undertake more cost-effective joint marketing initiatives aimed at intra-regional and interregional tourist markets as well as market research and analyses for encouraging tourism in the region. Experiences show that destination marketing on a joint / regional basis can be effective and can produce great efficiencies of scale. Development Approach and Strategy Arunachal Pradesh is endowed with resplendent natural beauty, flora/fauna and rich cultural heritage, which are prime assets for tourism to take place but one finds development in tourism sector as not taken place in State. Remoteness of the destinations, under developed tourism products as well as lack of adequate infrastructure and promotion/ marketing strategy have deprived this rich resources from the main stream of national and domestic tourist traffic. Keeping in mind the requirement to provide economic opportunities to the local communities as also the need to preserve the fragile eco-system and the ethnic identity of the people, tourism development plan has been designed to the both eco as well as culture sustainable. The sustainability has been drawn from the development paradigm taken from the ethos propounded by Mahatma Gandhi for attaining freedom for the Indian masses. The special coverage of the plan encompasses the entire State and along suitable sites on different circuits. Based on the resource potential of the State and in the line with the objectives of the new tourism policy of Government of India, the development planning strategy for tourism is based on the following resources: a) People and Culture b) Natural Beauty and Solitude c) Floral and Faunal Diversity d) Archeological, Historical, Religious sites and Monuments Development Strategy The broad strategies to be adopted for the development of tourism in Arunachal Pradesh are given below: • eveDlopment of Linkages and Circulation corridors through Circuit / Extended Circuit and Sub-Circuit Planning • ugmAentation of the existing and Development of new destinations and products • mpEhasis on eco-tourism, nature tourism and rural tourism through community initiatives and partnerships and encouraging small and micro enterprises and promotion of Self Employment schemes. • onsCervation and management of natural resources through promotion of eco-tourism in partnership with local communities • arkMet Segmentation and Focused Promotional Strategy • romPotion and highlighting of the indigenous / tribal culture, lifestyles and the traditional wisdom of ethno-science among the communities. • romPotion and show casing the rivers, bio diversity, forest and wildlife wealth of the State. • tiliUzing the natural, geo-physical resources viz. mountains, passes, gorges and the water wealth of rivers, high altitude lakes, waterfalls, etc for adventure sports, leisure and recreation. • romPotion of the religio-cultural, pilgrimage, architectural and built-up resources lying across the State. • romPotion of Festivals and Tribal Sports • romPotion of Local Handicrafts and Cuisine • ideWning of the Tourist Season • ustSaining the Destination Life Cycle through upgradation / augmentation • eekSing synergy from the joint promotion of the North East Region • reaCtion of investment opportunities for the private sector and livelihood options for the local communities • umHan Resource Development and Capacity building, social empowerment and improvement in the quality of life of the indigenous people • nstIitutional Set-up and Tourism Management • nviEronment Conservation and Management • omCmunication, Education, Publicity and Awareness • yneSrgising with the North East by way of the following: • eveDlopment of the narrow gauge railway line from Rangapara (Tezpur) to Murkongselek (Jonai) near Ruksin Check Gate - the gateway to Pasighat • eveDloping the river route over Brahmaputra from Tezpur to Dibrugarh • ntrIoduction of Tourist Ferry across the Brahmaputra from Dibrugarh to Sonari Ghat and from Dibrugarh to Oiram Ghat 2.4. Product Portfolio The suggested product portfolio for Arunachal Pradesh consists of the following: 1. Cultural Tourism 2. Nature / Eco Tourism 3. Rural Tourism 4. Adventure Tourism 5. Wildlife & Forest Tourism 6. Leisure Tourism 7. Wellness Tourism The product rationale is presented in the following paragraphs. 1. Cultural Tourism Arunachal Pradesh has a rich cultural heritage and varied and vibrant lifestyles of the indigenous tribal communities. Fairs and festivals resplendent with traditional ritual forms of the tribes passed on through generations are unique in their socio-cultural content. The State has immense potential for cultural tourism. 2. Nature / Eco-Tourism The rich bio-diversity of Arunachal Pradesh resplendent with snow-capped mountains, passes, gorges, rivers, lakes, waterfalls, streams and the vastly undulating forested terrain makes the State an ideal destination for nature lovers and eco-tourists. Eco-tourism activities in different locations spread across the State involving the local communities productive, responsible and ecology sensitive have to be made for sustainability of the resource base. 3. Rural Tourism The increasingly stressful urban settings provide an opportunity to urban dwellers with a recreational space amidst rural landscapes with natural and cultural diversity. In a way, tourism in rural areas can be categorized as cultural tourism where a visitor seeks to enhance personal experience through exchange of knowledge, interactions with different cultures and environment. Rural tourism can also form the base for eco-tourism, heritage tourism or simply recreation tourism. 4. Adventure Tourism Arunachal Pradesh with its basket of natural resources spread over a widely undulating terrain can be a haven for adventure sports. Mountaineering, trekking (low, semi and high altitude), mountain biking, river rafting, angling, water sports (in the lakes and rivers), aero sports like paragliding, hang gliding, hot air ballooning, etc are the ingredients that can make the State an attractive destination for adventure sports both nationally and internationally. 5. Wildlife & Forest Tourism With the second highest (68 per cent) forest cover among all the states in the country, Arunachal Pradesh has 2 (two) national parks, 11 (eleven) wildlife sanctuaries, 1 (one) biosphere reserve, 2 (two) tiger reserves, 4 (four) elephant reserves, 16 (sixteen) reserved forests and many Anchal forests spread all over the State. Doimara Reserve Forest, Pakhui Wildlife Sanctuary, Kane Wildlife Sanctuary, Dihang-Dibang Biosphere Reserve / Dibang Wildlife Sanctuary / Mouling National Park, D'Ering Wildlife Sanctuary, Namdhapha National Park, etc, which are home to some of the rare and endangered faunal species (including avifauna) have potential as international destinations for wildlife tourism / forest tourism. 6. Leisure Tourism The whole of the State is a repository of breath taking landscapes, plateaus, passes, mountains, gorges, glaciers, waterfalls, rivers, streams, lakes and forests. Added to this, the sparse population density makes Arunachal Pradesh a unique destination for nature lovers, solitude seekers and leisure tourists as well as the film industry for location shooting. Natural beauty and solitude are the two sterling tourism resource attributes that can extend the cutting edge in tourism promotion for the State. 7. Wellness Tourism The pristine, pollution free, salubrious environs of Arunachal Pradesh along with its much esteemed repertoire of traditional medicine provide the right combination to be the wellness-cum-rejuvenation destination for the tourists seeking to experience indigenous medicine of the tribal communities. The State holds immense potential for emerging as a global destination for herbal healthcare and rejuvenation through indigenous medicine of the various tribal communities. Development Matrix The development matrix provides tourist resources to be developed, viz. infrastructure (both general and tourism specific), amenities and facilities for accommodation, recreational, adventure sports and special interest tourism, visitor management and support service, human resource development and environment management, etc, which in essence complete the tourism production system. The development components on which comprehensive Investment Plan and Financing Options have been worked out are summarized below. Tourism Development Components Sl. No Development Components 1. Adventure Tourism 2. Fairs and Festivals 3. Tourist Accommodation 4. Restaurant, Bar and Cafeteria 5. Wayside (Midway) Amenities 6. Transportation 7. Human Resource Development 8. Tourism Promotion Some of these tourism development components have been indicated in separate Chapters, others are listed below. In addition to the above, the Master Plan has been responsive to the extra-State development needs, which have direct impact on tourism development in Arunachal Pradesh. However, the same has not brought within the purview of Investment Planning for the State. Details of the development components have been presented in the following section. i) Accommodation Creation of new/additional accommodation infrastructure have been formulated in keeping with the different categories of tourists identified to visit Arunachal Pradesh during the Plan Period. The suggested types of accommodation are Resorts, Hotels, Tourist Cottages, Eco- Lodge/ Huts and Host villages/ Host Accommodation. ii) Restaurant, Bar and Cafeteria Restaurant, Bar and Cafeteria have been proposed for all the six main tourist circuits, extended and sub circuits. The same have been suggested on the basis of the following: a) Establishment of Restaurant, bar and cafeteria is based on the mean tourist population i.e. the average number of tourist arrivals expected per day on the basis of peak season tourist nights. b) The seasonality factors of the peak season of the proposed six tourist circuits have been take into consideration. c) It is assumed that 60% of tourists will avail the restaurant, bar and cafeteria facilities in every circuit. iii) Wayside (Midway) Facilities Wayside (Midway) Facilities have been proposed for all the six Main Tourist Circuits including Extended and Sub-Circuits. The same have been suggested on the basis of the following, i) The seasonality factors in the circuits and the static tourist population i.e. the maximum number of simultaneous tourist arrivals per day during peak season, ii) The geo-physical condition of the local terrain and normal breaks required in a continuous journey for rest, re-filling and refreshments, iii) One Wayside Facility for 150 visitor / night in each circuit. iv) Transportation The planning for the development of the transportation sector has been based on the likely demand for various transportation vehicles and infrastructure demand. The vehicle demand specific to the tourism needs has been further segmented into three specific transport system usage viz. Mini cab, Maxi cab and Luxury Midi buses. Demand projections for transportation has been made on the basis of tourist arrivals during the peak as well as lean season, the peak season tourist days, tourist transport days and occupancy rates. v) Airports / Heliports Inadequate transportation facilities have been one of the stumbling blocks in the growth and development of Arunachal Pradesh. For bringing the geographically isolated regions of the State within the mainstream of transport network of the country and abroad, the air-service network will have to be rejuvenated. A study conducted earlier by the North Eastern Development Finance Corporation Ltd. (NEDFi) on the prospects of a regional air-service network for the North-East showed that given the additional opportunity to operate outside the region also, the regional air service could be a viable proposition. Against the said backdrop and in view of the envisaged tourist inflow to Arunachal Pradesh during the plan period, it is suggested that the Airport Authority of India (AAI), NEC and the State Government work towards upgradation / operationalisation of the airports at Ziro, Daporijo, Along, Pasighat, Tezu and Bomdila suitable for 70/50 seater aircraft operation during the first phase and establish / upgrade the heliports at Naharlagun (Itanagar), Tawang, Rupa, Seppa, Anini. City pairs outside the State should be established with Guwahati, Tezpur and Dibrugarh in Assam. vi) Solid Waste Disposal The basis for estimating generation of solid waste has been as follows. i) Solid Waste generated will be 0.5 kg / Tourist / Day ii) Cost for Disposal: Rs. 8000/- + 800/- per kg. The augmentation of solid waste disposal system in tandem with increased tourist volumes has been considered in details. The technical infrastructure requirements and the physical targets are based on the mean tourist population i.e. the average number of tourist arrivals expected per day on the basis of peak season tourist nights. Based on expert opinion, the capital investment norm of Rs. 80.00 lakh per MT of solid waste disposal (which includes disposal trucks, bulldozers, small trolleys, landfills etc.) has been considered. In addition, an annual maintenance cost at the rate of 10% per annum has been assumed. The cost becomes high due to the long distance covered for collection of solid wastes from different nodes within the Circuits as well as from the hinterland thereof. vii) Water Supply The basis for estimating Water Supply cost during the increased volume of tourist activities is as follows. i) Water Consumption - 140 (LPD) ii) Rate Rs. 21/- per day viii) Sewage Disposal The sewage disposal system has been envisaged for drainage of sewerage from point sources near the development of areas / sites and linking the same with the existing sewerage system in the vicinity. The basis for estimating sewage disposal has been as follows: 1) 80 % of Water Supply would be converted as sewage (i.e. 112 ltr. per Tourist / day) 2) Cost considered: Rs. 40/- per ltr. The augmentation of sewerage system in pace with tourism development has been considered in details. The technical infrastructure requirements and the physical targets are based on the mean tourist population i.e. the average number of tourist arrivals expected per day on the basis of peak season tourist nights. Based on industry norms and discussions with experts, a capital investment of Rs. 3 crore per MLD of sewage disposal has been considered. An additional cost of 20% and 12% on capital expenditure has been provided for drainage and annual maintenance. The total investment plan for augmentation of sewerage system has been made circuit-wise and phase-wise over the 15 year Plan Period ix) Power The basis for estimating power has been as follows: i) The average electricity consumption will be about 0.75 KW per tourist bed. ii) Room Bed ratio considered is 1 : 1.8 iii) The average project cost of micro Hydel Power Projects having a capacities between one (I) MW and three (3) MW in a hilly regions works out to Rs. 6 crore approx. per MW of power generated, (excluding the cost of transmission and distribution). Development Paradigm Inter-sectoral growth models indicate that the overall growth of an underdeveloped economy (dominated by agriculture and/or primary sector activities) comes initially from a 'big push', i.e. major investments in the secondary sector (i.e., the manufacturing sector activities), which absorbs the surplus labour of the primary sector / agriculture, and keeps growing by drawing several of the basic inputs (raw materials, besides labour) from the primary sector. In turn, it provides the primary sector with improved (mechanized) inputs (seeds, fertilizer, pesticides, etc) on one hand and more user-friendly, facilitating consumption items, on the other. This process is replicated in the development of the tertiary sector, basically in the form of transport, communication, trade and commerce, banking and financial activities as well as by the development of the social infrastructure viz. health, education, capacity building, entertainment, etc. The development of the tertiary sector in turn gives a fillip to the primary as well as the secondary sectors by better and quicker supply of inputs (including raw materials) from the respective sources to the production centers and from the production centers to the warehouses/wholesale/terminal markets. As a result, each sector reinforces the activities of the other sectors thereby improving the overall productivity of the economy significantly. However, in geographically disadvantaged economies with limited resources or access limitation to resources, the development impetus might well originate from the tertiary sector itself, which gives a boost not only to the secondary sector but also the primary sector. In the present context of tourism development is envisaged with a major spurt in tourism activities propelled by investments therein in the form of accommodation, primary and secondary infrastructure, transportation, travel, trade etc., with their forward and backward linkages, the first visible impacts will be in the form of expanded livelihood options and employment opportunities for the local people and a resultant increase in their incomes. This would in turn give rise to the establishment of series of micro level, small and medium sector enterprises engaged in the manufacture of goods required by the tertiary sector activities e.g., engineering, construction materials, paper and paper products, wooden/ steel furniture, packaged/fast good, bakery items and mineral water, handloom and ready made garments, traditional medicine, etc. Thus employment opportunities in the secondary sector will be opened up where general as well as specialized skills will be in demand. The existing handicrafts and handloom manufacturing activities will also get a substantial upward thrust. The spill over effect of the development of the tertiary sector will extend opportunities to the agriculture sector by way of improved facilities (e.g. transportation, communication, warehousing, marketing, etc.) and inputs and generation of more effective demand for the produce of the primary sector. On the social front the evolution of the tertiary sector will provide opportunities for modernization while major precautions should be taken to control degradation of the environment, ensure food security of the local people and the adoption of appropriate technologies. It would be interesting to bring Mahatma Gandhi’s development paradigm into effect for developing tourism in the State of Arunachal Pradesh. He had suggested that development of urban area is better linked with the development of local community, which is to be made through, mobilizing and organizing the local community e.g., achieving people objectives. He had mobilized and organized the Indian society to achieve political rights thereby getting freedom for the nation from the British Yoke. Here we will have to take same development paradigm into account to allow the local community to get organized after being mobilized for development of tourism. Being a multi disciplinary activity the local community will have to be given lessons in various areas of development and such lessons should be given periodically to them till they imbibe the ethos which we would like them to do so. The over all multiplier effect of the initial thrust would envisage the tertiary sector led growth. Distributing the eco sensitive character of the State by any other development model is likely to create more problems in respect of sustainable development of the State and it’s economy as well as of the welfare of the local community. Chapter – III State Profile Introduction Arunachal Pradesh, the land of immense natural beauty and cultural heritage, provides ample scope to attract tourists. The mountain ranges, valleys, forests and biodiversity, rivers and lakes are the existing natural wealth of the State. This wealth is the base resource for development of tourism in the State through proper destination and product planning. Trekking, mountaineering, wildlife tourism, river rafting and other water sports as well as its peaceful retreats can be promoted under such pristine natural environment. This would need a lot of improvement so that people can stay comfortably and go out for observing natural heritage and come back. Leisure tourism is an important subject, which needs to be developed in this State The built resources such as archaeological and historical sites and monuments as well as living heritage (culture) of the state expressed through dance, art, crafts and some of the resources which have strong pull factor to attract tourist from different corners of the globe. With this unique ethnic diversity and distinctive socio-cultural heritage with wide repertoire with colourful festivals and dances resplendent in myriad hues are some of the resources which could be so showcased for tourism promotion. Indigenous architecture, ethno medicine and skilled craftsmanship of the tribal communities have great appeal before the discerning tourists. In the succeeding paragraphs district wise profiles and resources identified for the development of the State tourism has been provided with the contextual references to the present tourist circuits. Natural Resources The total geographical area of the State is 83,743 sq kms. Out of which 70% constitute broad and narrow valley, 10% foot hills and flat areas and 20% constitutes snow clad peak areas. The population density is low (13 persons sq km. as per 2001census).The permanent agricultural operations are confined to around 55% of the total geographical area. About 62% of the total forest area of the state is under unclassified forest where the local people exercise their traditional rights and of which a large portion of the area are under shifting cultivation. Arunachal Pradesh is a natural garden of more than 20,000 identified species of medicinal plants and many more still remain unidentified. In the course of shifting cultivation remarkable varieties of flora and fauna are disappearing, which need immediate attention for extensive and intensive studies. Traditional knowledge is dynamic and subjective in nature, embedded with socio cultural and spiritual instincts, and may include informal experimentation in a given socio-ecological environment to solve a particular problem, may it be agriculture, animal husbandry, handicraft, food, medicine or natural resources management. The placement of traditional practices after exploration is not only important for its dissemination and learning but also its preservation and protection from bio piracy. The forest eco-system is to be preserved and managed for wildlife improvement, soil and water resources conservation, maintenance and improvement of bio-diversity medicinal plant and for what is now termed as eco-tourism to improve the economic potentiality of the people living in and around forest. Tropical forests are living museum and laboratories that have yielded only a tiny fraction of treasures to scientific study. Wildlife in the natural system constitutes the most important component of the ecosystem, which participates affectively in the energy flow and bio-geo-chemical cycling. Animal-plant, plant-plant and animal –animal interaction are the basic milestone of the success of an ecosystem and its productivity. As such, the richness of the ecosystem means the capacity of hold high species diversity but deforestation has threatened the very fabric of the survival of wildlife and the ecosystem in the region. This area is the habitat of as many as 55 major mammalian species of which 17 are extremely rare. Changes of traditional institutions and customary laws exist in managing natural resources in a self governed tribal society of Arunachal Pradesh. . DISTRICT WISE TOURISM RESOURCES OF ARUNACHAL PRADESH DISTRICT HEADQUARTER: Tawang LOCATION: It is bordered by Tibet in the North, Bhutan in the South-West and Sela ranges separate West Kameng district in the East. AREA: 2085 sq. km POPULATION (2001 census): 38924 Male:21846; Female: 17078 LITERACY RATE: 47.3% ( Both Male and Female) MAJOR TRIBES: Monpa HOW TO REACH From Guwahati or Tezpur, one has to go to Bhalukpong in West Kameng district of Arunachal Pradesh and from there via Bomdila and Sela Pass one can go to Tawang by road. (Tezpur to Bomdilla 165km, Bomdilla to Tawang 183 km). There are regular bus services by APST as well as by private agencies. The nearest railway stations are at Tezpur and Rangapara and the nearest airport is at Tezpur. Airports/Helipads a) Tawang Helipad b) Salonbari ( Tezpur ) Airport – 358 kms. Nearest Railway station a) Bhalukpong :298 kms b) Rangapara North 350 kms. ACCOMMODATION a) Tourist lodge b) Circuit House c) Hotels PLACES OF INTEREST 1. Tawang Distance from Itanagar : 547 Kms Accommodation : Hotel Buddha, Hotel Gorichen, Hotel Sangrilla, Hotel Paradise, Hotel Mcleodganj, Hotel Dongpho, Hotel Massang, Hotel NEFA, Hotel Alpine, Hotel Gangchen, Hotel Tawang Inn, Hotel Tourist Hut, Hotel Samdupling, Hotel Dolma, Hotel Monyul, Hotel Anapurna, Hotel Rainbow, New Circuit House, Old Circuit House, Tourist Lodge, PWD IB (Tawang), Hotel Tashi Access : By road/AP Helicopter Service 1. Chugmi ranges and Twang Chu river and valley. 2. Twang monastery funded by Mera Lama Lodre Gyaltso during 17th centaury AD. The library in the monastery has a big collection of ancient books and manuscripts where the famous Buddhist scriptures of Kangyur and Tangyur inscribed in gold are preserved. 3. Nyamjang Chu river and valley. 2. Urgyelling Distance from Tawang : 4 Kms Accommodation : It is located within Tawang Township Access : By road, AP Helicopter Service 1. Birth place of Thangyang Gyatso. Bramadug Chaung / Sengsarbu Ani Monastery, Gyanggong Ani Monastery, Nunneries located in the far of reaches of the mountains 3. Jaswant Garh Distance from Tawang : 63 Kms Access : By Road 1. War memorial founded in memory of Martyrs of the 1962 India-China War. 4. Zemithang Distance from Tawang : 94 Kms Accommodation : Govt. IB and Tourist Lodge Access : By Road 1. Brokenthang waterfalls. Gorchan Chorten, Sarsang, Sandrukpen Monastery built in stone in the 17th to 18th century. It is believed that this stupa is the 2nd largest Buddhist stupa after Budhnath stupa in Asia. 5. Lumla Distance from Tawang : 50 Kms Accommodation : Govt. IB and Tourist Lodge Access : By Road, AP Helicopter Service 1. Nam-Tsering waterfalls 6. Taktsang Distance from Tawang : 46 Kms Access : By Road 1. Sangatsar lake, home of snow pigeon and musk deer. Buddhist pilgrimage centre, where Guru Padma Sambhwa is reported to have offered prayers. 7. Nagula Distance from Tawang : 28 Kms Access : By Road 1. Pangkeng lake, high altitude mountain pass. 8. Sela Distance from Tawang : 80 Kms Access : By Road 1. High mountain ranges, Sela lake, Bangajang Monestery. 9. Jang Distance from Tawang : 34 Kms Accommodation : Govt. IB Access : By Road 1. Nuranang waterfalls, Gorichan peak, proposed wild life sanctuary for protecting red panda and musk deer, Lhou- proposed reserved forest. DISTRICT HEADQUARTER: Bomdilla LOCATION: West Kameng district of Arunachal Pradesh is located at 260 54' to 280 01'North Latitude and 910 30' to 920 40' East Longitude. The altitude of the district varies from 650` to 13714 ft. The district is surrounded by Tibet region of China in the North, Bhutan on the West Kameng and East Kameng district of Arunachal Pradesh are in the North West and East respectively. The Southern boundary adjoins Sonitpur District of Assam AREA: 7422 Sq. Km POPULATION (2001 census): 74,599 Male: 42,542; Female: 32,057 LITERACY RATE: 60.8% ( Both Male and Female) MAJOR TRIBES: Monpas, Sherdukpen, Akas, Mijis and Khowas (Buguns) PLACES OF INTEREST 1. Bhalukpong Distance from Bomdila : 90 Kms Accommodation : Forest Guest House, IB/Circuit House, Hotel, Hornbill, Hotel Solu, Hotel Ama Yangri, Hotel Sambhala Access : By Road 1. Ruins of Bhalukpong, Kameng river suitable for fishing and water sports, Archaeological ruins of king Bhaluka’s fort of 10th to 12th century. 2. Lagela Gompa at Morshing Distance from Bomdila : 90 Kms. Accommodation : Govt. IB Access : By Road 1. Old trekking trails 3. Sessa Distance from Bomdila : 73 Kms Access : By Road 1. Orchid conservation sanctuary 4. Rupa Distance from Bomdila : 18 Kms Accommodation : Govt. IB, Hotel Arohi, Hotel Sawne Access : By Road 1. Waterfalls, eagle nest wild life sanctuary, Rupa Gompa 5. Shergaon Distance from Bomdila : 60 Kms Accommodation : Govt. IB Access : By Road 1. Rock face suitable for adventure sports, scenic beauty 6. Hot spring at Dirang Distance from Bomdila : 45 Kms Accommodation : Tented accommodation available, Tourist Lodge Access : By Road 7. Shangti Distance from Bomdila : 52 km Accommodation : Govt. IB Access : By Road 1. Sangti valley 8. Bomdila Distance from Tezpur : 52 Kms Accommodation : Hotel Shipyangpong, Hotel Dawa, Hotel Bomdila, Hotel Pasang, Hotel Pine Ridge, Hotel La, Hotel Yatri Niwas, Hotel Sangrila, Tourist Lodge, Circuit House, Forest Guest House, Hotel Native Inn, Hotel Elysium, Hotel Potola, Hotel Himland, Hotel Samurai Access : By Road 1. Buddhist monasteries, Gonpatse monastery built by Rev. Gonpatse Rimpoche, Archaeological sites and monuments Craft centre, District Library and Museum, Yak/Sheep breeding and rearing centres, Apple orchards etc. Kangte and Gorichen ranges, Tenga river and valley, Bomdi – La (Pass) 9. Tipi Distance from Tezpur : 65 Kms: Accommodation : Forest rest house, Hotel Retreat Access : By Road 1. Waterfalls, Orchid museum and Herbarium with more than 450 Orchids species. 10. Sela & Sange, SELA PASS Nechiphu (Zero Point) Distance from Tezpur : Sange – 238 Kms, Sela Pass – 268 Kms Accommodation : Govt. IB (PWD) at Sange Access : By Road 1. Panoramic views 11. Jamiri Distance from Tezpur : 124 Kms Accommodation : Govt. IB (PWD) Access : By Road 1. Megalithic stone rock 12. Dirang Distance from Tezpur : 203 Kms Accommodation : Tourist Lodge, Hotel Pemaling and Govt. IB Access : By Road 1. Hot water springs, Orchid conservation sanctuary, Lish Gompa, Dirang Dzong, Apple nursery, Kiwi farm, Hydel Power project. Ruins of Dimachung-Betali 13. Betali Distance from Tezpur : 105 Kms Accommodation : Govt. IB (PWD) Access : By Road 1. Scenic beauty 2. Stone sculpture 14. Tenzingaon Distance from Tezpur : 215 Kms Accommodation : Govt. IB (PWD) Access : By Road 1. Scenic beauty, Tibetan settlement and carpet weaving centre, Gyuto monastery, Tantric University of the Lamas 15. Doimara reserve forest Distance from Tezpur : 70 Kms Access : By Road 1. Famous for Rhododendron and Orchids HOW TO REACH One can reach Tezpur by flight via Kolkata. From Guwahati /Tezpur one has to proceed to Bomdila by road which takes about 4 hours from Bhalukpong and 6 hours from Tezpur. So, it is necessary to halt on the way in Bhalukpong. Accommodation facilities like Government rest house, tourist lodge and hotels are available in the way in Bhalukpong, Bomdila & Dirang. ACCOMMODATION Tourist Lodge (Bomdila) Cicuit House (Bomdila) Forest IB (Bomdila) Cicuit House (Bhalukpong) Circuit House/IB (Rupa) Circuit House/IB (Dirang) Circuit House/IB (Jamiri) Circuit House/IB (Kalaktang) Circuit House/IB (Nafra) Bomdila Tourist Lodge Dirang Shyphiang-pong Hotel Hotel – La DISTRICT HEADQUARTER: Seppa LOCATION: East Kameng district is situated in the Western part of Arunachal Pradesh which exactly lies to the east of West Kameng District. It is lying between 92.36' E and 93.24' E longitudes and 26.56' to 27.59' N latitudes AREA: 4134 Sq. Kms POPULATION (2001 census): 57179 Male: 28802; Female: 28377 LITERACY RATE: 40.16% ( Both Male and Female) MAJOR TRIBES: Nyishi ACCOMMODATION: Seppa Circuit house HOW TO REACH Airports/Helipads: a) Seppa Helipad b) Salonibari ( Tezpur ) Airport Nearest Railway station a) Bhalukpong 148 km PLACES OF INTEREST 1. Pappu Valley Distance from Seppa : 21km Accommodation : Govt. IB (PWD) Access : By Road 2. Pakke-Valley Distance from Seppa : 140km Accommodation : Govt. IB (PWD) Access : By Road 3. Passu Valley Distance from Seppa : 78km Accommodation : Govt. IB (PWD) Access : By Road 4. Naksha Parbat Distance from Seppa : 225 Kms Accommodation : Govt. IB (PWD) Access : By Road 1. Archaeological site of a 14th to 15th century A.D. settlement 5. Pakhui wild life sanctuary Distance from Seppa : 225 kms. Accommodation : Govt. IB (PWD) Access : By Road 6. Pampoli horticulture garden Distance from Seppa : 8 Kms Access : By Road 7. Seppa - Bameng Craft Centres, District library and museum Distance from Seppa : 72 Kms Accommodation : Govt. IB (PWD) Access : By Road 1. Natural beauty, District museum, craft centre and library 8. Lada Distance from Seppa : 38 Kms Accommodation : Govt. IB (PWD) Access : Trek Route 9. Chayangtajo Distance from Seppa : 81km Accommodation : Govt. IB (PWD) Access : By Road 1. Chayangtajo is famous for "Gorichaan", the snow peaked Mountain which can also be seen from Bameng. Hill station, Archaeological sites 10. Bameng Distance from Seppa : 48km Accommodation : Govt. IB (PWD) Access : By Road 1. Hill station 2. Kameng River valley DISTRICT HEADQUARTER: Yupia LOCATION: The Papum Pare District the capital district of Arunachal Pradesh is situated in the North–Eastern part of India. It is located in between latitude 26 55’N and 28 40’ and longitude between 92 40’ and 94 21’. AREA: 2875 sq km POPULATION (2001 census): 122003 Male: 64184; Female: 57819 LITERACY RATE: 69.3 % ( Both Male and Female) MAJOR TRIBES: Nyishi ACCOMMODATION a) Circuit house b) Ashoka Hotel c) Bomdila Hotel d) Arun Subansiri Hotel HOW TO REACH Airports/Helipads: a) Naharlagun Helipad b) Itanagar Helipad Nearest Railway station a) Harmati (Assam) PLACES OF INTEREST 1. Itanagar Distance from Yupia :18 km Accommodation : Hotel Donyi Polo Ashok, Hotel Arun Subansiri, Hotel Bomdila, Hotel Blue Pine, Hotel Kameng, Hotel Itafort, Hotel Alpine, Hotel Aane, Circuit House, Banquet Hall Access : By Road and AP Helicopter service 1. Itanagar has been identified with Mayapur, the capital of the 11th century AD Jitri dynasty. At Itanagar, one can find historical fort called Ita Fort, dating back to the 14-15 centuries, after which it is named. 2. Ganga Lake (Gekkar Sinyi) is a beautiful picnic spot, 6 kms away from Itanagar. 3. Consecrated by the Dalai Lama, the Buddhist temple is a beautiful yellow roofed shrine reflects the extensive Tibetan influence and provides good views of Itanagar and the surrounding countryside. 4. Jawaharlal Nehru State Museum provides a kaleidoscope of Arunachal Pradesh and one can see wood carvings, musical instruments, textiles, handicrafts and archeological finds, while a workshop in the Handicrafts Centre specializes in traditional cane manufacture. It also has a library section. 2. Yupia Distance from Itanagar : 18 km Access : By Road and AP Helicopter service 3. Naharlagun Distance from Itanagar : Accommodation : Hotel Arunachal, Hotel Rajhans, Hotel Simang, Hotel Chandni, Tosum Hotel, State Guest House Access : By Road and AP Helicopter service 1. Craft centre, Polo park, Mini zoo, Nursery forest, Shiv temple DISTRICT HEADQUARTER: Koloriang LOCATION: North-west – Tibet North-east – Upper Subansiri district South - Lower Subansiri and Papumpare district West - East Kameng district POPULATION (2001 census): 42518 Male: 21117; Female: 21401 LITERACY RATE: 25.7% ( Both Male and Female) MAJOR TRIBES: Nyishi HOW TO REACH Airport : Tezpur Nearest Railway Station: Tezpur PLACES OF INTEREST 1. Koloriang Accommodation : Govt. Circuit House Access : By Road 1. Scenic beauty 2. Sangram Accommodation : Govt. IB Access : By Road 1. River paging, Rural landscape 3. Parsiparlo Accommodation : Govt. IB Access : By Road 1. Kamala river, Archaeological Neolithic site. DISTRICT HEADQUARTER: Ziro LOCATION: AREA: 10,135 Sq.km POPULATION (2001 census): 55726 Male: 28425; Female: 27301 LITERACY RATE: 60.79% (Both Male and Female) MAJOR TRIBES: Apatani, Nyishi, Sulung HOW TO REACH Airports/Helipads Old Ziro / Tezpur Nearest Railway station North Lakhimpur (Assam) PLACES OF INTEREST 1. Ziro Distance from Itanagar : 167 kms Accommodation : Hotel Highland, Hotel Centre Point Hapoli, Hotel Blue Pine, Hotel Pine Ridge Hotel, Circuit House Access : By Road and AP Helicopter Service 1. Kile Pakho: A ridge located at 7 km. from old Ziro where one can see a clear view of Ziro plateau on one side and snow range of Himalayas called “Nyime Pembu” on the other. 2. Pine Grove: Pine clad area about 3 km. from old Ziro. 3. Midey: 2 Km from old Ziro, this is famous for gigantic Sat-Nii Piisha And Samenii, a Blue pine tree (Pinus wallichina) being biggest and tallest tree in the Apatani valley 4. Ziro Putu: From this hillock one can have bird’s eye view of Apatani plateau. 5. Dolo Mando: A hillock of legendary love affairs between Dolo & Mando. It is located at 2 kms. from Hapoli towards Old Ziro on the western side of Ziro – Daporijo Road. 6. Shiva Lingam at Kardo Forest: It is believed that this Lingam in Ziro has been mentioned in the Shivapurana in 17th chapter of the ninth section (Nava Khand ke Satrahwa Adhyaya) edition 1893 that the tallest Shiva Lingam will appear at a place which will be called Lingalaya and the later the whole will be known as Arunachal. It is about 4 Km away from Hapoli township. The height of Shiva Lingam is 25ft. and 22 ft width at Kardo. 7. Paddy cum fish cultivation, district craft center, Apatani villages of Hari and Hong. 2. Talley Valley Distance from Ziro : 32km Access : By Road 1. Taley Wild Life Sanctuary: It has a diverse flora and fauna ranging from sub- tropical to alpine forests. Home to endangered species like, clouded leopard 3. Hapoli Distance from Ziro : 32km Accommodation : Hotel Highland, Hotel Centre Point Hapoli, Hotel Blue Pine, Hotel Pine, Circuit House Access : By Road and AP Helicopter Service 1. Tarin Fish Farm: About 3.5 km from Hapoli Town, one can see beautiful high altitude fish farm where breeding of high altitude fishes is done. 2. Dilopolyang -Maniipolyang : A twin hillock on the way to Talley Valley after crossing Siro village is a scenic grassland land beneath the natural forests. 4. Raga Accommodation : Govt. IB Access : By Road 1. Scenic beauty 5. Yazali Accommodation : Govt. IB Access : By Road 1. Panaromic view of Panyor River 6. Yachuli Accommodation : Forest Rest House Access : By Road 1. River Kole 7. Ranganadi Accommodation : NEPCO Guest House Access : By Road 1. Panyor River and River valley ACCOMMODATION Hapoli Guest House, Old Ziro, Hotels Blue Pine, Arunachal Guest House, Peack Lodge, Jumolharie, Moda and Pine Ridge, Circuit house, Hapoli, Peak lodge, Hapoli, Blue Pine Hotel Hapoli DISTRICT HEADQUARTER: Daporijo LOCATION: West – Kurung Kumey district North and Northwest - Tibet (China) South and Southwest - Lower Subansiri district West and Southeast - West Siang district POPULATION (2001 census): 55346 Male: 28240; Female: 27106 LITERACY RATE: 50.3% ( Both Male and Female) MAJOR TRIBES: Tagin, Nyishi ACCOMMODATION a) Circuit house, Daporijo b) Hotel Santosh c) Kanchanjangha HOW TO REACH Airports/Helipads a) Airport Daporijo / Tezpur / Dibrugarh Nearest Railway station a) Silapathar (Assam) b) North Lakhimpur (Assam) c) Tezpur d) Dibrugarh PLACES OF INTEREST 1. Daporijo Distance from Itanagar : 423 km Accommodation : Hotel Santanu, Hotel Kanchanjunga, Hotel Green View, Circuit House Access : By Road 1. Kamala Reserve Forest, Sigem – Daporijo Reserve Forest, 2. Menga Cave dedicated to Lord Shiva temple, 3. Bamboo and cane suspension bridge over river Subansiri DISTRICT HEADQUARTER: Along LOCATION: bounded on the North by China, on the East by Upper Siang & East Siang districts, on the South by Assam and on the West by Upper Subansiri & Lower Subansiri districts of Arunachal Pradesh, AREA: 8325 Sq. km POPULATION (2001 census): 103, 918 Male: 54, 349; Female: 49, 569 LITERACY RATE: 60.31 % ( Both Male and Female) MAJOR TRIBES: Adi, Memba HOW TO REACH Airports/Helipads Airport Along / Dibrugarh Nearest Railway station Tezpur and Dibrugarh PLACES OF INTEREST 1. Malinithan Distance from Along : By bus and car from Silapathar. Likabali,8 Km from Silapathar. Accommodation : Govt. IB at Likabali Access : By Road 1. Archaeological site dating between 10th to 14th century, it is set on a mound of about 60 metres high, overlooking the vast stretch of the Brahmaputra Valley. Malinithan is associated with the Krishna legends. According to the tradition, Krishna and Rukmini, daughter of King Bhishmak, took a rest at this place on their way to Dwaraka from Bhishmaknagar. They were received cordially by Siva and his consort Durga (Parvati) as guests. Durga garlanded them with choicest flowers. At this, Krishna, in praise, addressed her as Malini (mistress of the garden). Since then, the place came to be known as Malinithan or Malinisthan - the seat of Malini. 2. Relics of stone images of Malinithan littered all over the mound came to notice from the early twenties of the present century. In course of a series of excavations beginning from 1968 and ending in 1971, ruins of temples and valuable sculptures were unearthed at this site. Beautifully designed and decorated basement of a temple, divine images, icons of Hindu deities, fine sculptures with animal motifs and floral designs, broken columns and panels with carvings were among the huge mass of stony remains, which were dug out as if from a buried treasure. 3. Ruins of a big temple belonging to 14th - 15th century. The Brahmical images, namely Indira on Airavata, Kartikeya on peacock, Surya on chariot, Ganesha with mouse and huge Nandi Bull can be seen on the site. 2. Akashiganga Access : By bus and car from Silapathar, 12 Km from Likabali. 1. Water falls considered auspicious by Hindus for washing away of sins. Pilgrimage town for Hindus associated with legend of Kalika Puran. It is believed that the this place is associated with the legend narrated in the Kalika Purana (8th Century A.D.) that where the corpse of Sati (Parvati) was cut into pieces by Vishnu with his discus at the refusal of Siva to part away with it, her head fell somewhere near Akashiganga. 2. The Sacred Kund. 3. Mechuka Accommodation : Govt. IB and Circuit House Access : By Road and AP Helicopter Service 1. The Gompa at Mechuka is one of the oldest monasteries called Samten Yongcha of Mehayana sect located at a hilltop in the western most part of Mechuka. This Gompa as per oral history of Membas is a contemporary of the great Tawang monastery. 2. Mechuka lake 4. Along Accommodation : Circuit House, Hotel Magson, Hotel Agam, Hotel Holiday, Hotel Cottage, Yongbo Hotel Access : By Road and AP Helicopter Service 1. At the confluence of Sipu and Siyom river, it is one of the oldest towns. Sites to visit are Patum bridge, Dony- Polo temple, District Museum. 5. Kamki Access : By Road 1. Natural beauty 6. Basar Accommodation : Govt. IB, Circuit House, Hotel Bam Access : By Road 1. Natural beauty 7. Kane Access : By Road 1. Kane Wildlife Sanctuary, Home of red Panda and leopard DISTRICT HEADQUARTER: Pasighat LOCATION: 27.30 to 29.420 N latitude & 94.420 to 95.350 E longitude. Boundary : North - Upper Siang District South - Dhemaji District, Assam East - Dibang Valley District West - West Siang District. AREA: 4,005 sq km POPULATION (2001 census): 87,397 Male: 45265; Female: 42,132 LITERACY RATE: 60.72 % ( Both Male and Female) MAJOR TRIBES: Minyong, Padam, Pasi HOW TO REACH Airports/Helipads Pasighat / Dibrugarh and Guwahati (Assam), Mebo Helipad Nearest Railway station Murkong Silek PLACES OF INTEREST 1. Pasighat Distance from Itanagar : 285 Kms Accommodation : Siang Guest House, Hotel Donyi Polo, Hotel Siang, Hotel East, Hotel Oman, Hotel Sangpo, Arun Park Hotel, Hotel Anne Access : By Road and AP Helicopter Service 1. Historic town is surrounded with the natural beauty of the Siang River and the oldest administrative settlement of Arunachal Pradesh was established in 1912 during the British era. 2. Trekking and white water sports are possible. 2. Kekar Monying (Black Rock) Distance from Pasighat : 67 Kms Accommodation : Govt. IB Access : By Road 1. A mountain cliff near Rottung is an important historical place because it was here that the Adi put up a strong resistance against the British in 1911. Komsing, a village on the left bank of the Siang is the place of Williamson's murder and a stone epitaph bearing the name of Noel. 3. Gom-si (Rani) - Archaeological site Distance from Pasighat : 55 Kms Access : By Road 1. Early Medieval Period (probably Pre-Ahom) pieces have been found here. The site has a big rectangular Canal measuring 3.5 meters wide and a pond. A mound has been unearthed inside the Canal area from where 13 different sizes of bricks have been found from its brick wall. 4. Dr. Daying Ering Wild Life Sanctuary Distance from Pasighat : 17 Kms Accommodation : Forest Rest House Access : By Road and By Boat 1. One has to cruise through River Siang by country boat to reach the place. During September - February, a variety of migratory birds like cranes, wild-ducks, storks, water- fowls etc. from Siberia and Mongolia come here making it a paradise for the bird watchers during September to February each year. It is veritable delight to amateur and professional ornithologists. The forest islands are home for hog deer, hispid hare, wild buffalo, Sambars, elephant and other rainforest macro and micro fauna. 5. Pangin Distance from Pasighat : 83 Kms Accommodation : Government IB Access : By Road 1. It presents a rare sight where the blue waters of Siyom meet the green Siang and established spot for fishing and angling. 6. Boleng (Angling) Distance from Pasighat : 100 Kms Accommodation : Govt. IB Access : By Road 1. Situated at the confluence of Simong and Siang Rivers. 7. Bodak Distance from Pasighat : 25 Kms Access : By Road 1. Situated on the banks of River Siang and popular for angling and fishing spot. 8. Mebo Distance from Pasighat : 15 Kms Access : By Road 1. Situated on the banks of Siku River is a small settlement with distinct natural beauty. The flocking of thousands of pigeons on the salty bank of Siku is a visual treat. 9. Komsing (Monument) 1. Site for British erected epitaph / memorial stone of Sir Neol Williamson. 2. Scenic beauty of the surrounding mountains. 10. Kebang 1. Historical place near Rottung with a memorial of a tribal (Adi) Martyr Marmur Jomoh. ACCOMMODATION Park Hotel Pasighat. Sanggo Hotel Pasighat. Hotel East Hotel Siang Hotel Donyi-Polo Hotel Yirang Hotel Hill Beauty Arun Hotel Circuit House (New) Circuit House (Old) I.B. and G.T.C. Guest House DISTRICT HEADQUARTER: Yingkiong LOCATION: Between 94 Deg. - 95 Deg. North North - China (Tibet) Southwest - East Siang District East - Dibang Valley & Lower Dibang Valley West - West Siang District POPULATION (2001 census): 33363 Male: 18057; Female: 15306 LITERACY RATE: 49.80 % (Both Male and Female) MAJOR TRIBES: Adi Galong, Adi, Minyong, Mishing HOW TO REACH Nearest Railhead Murkongselek - 221 KM from Yingkiong via Pasighat Nearest Airport Lilabari (North Lakhimpur) - 329 KM from Yingkiong via Along Dibrugarh / Guwahati (Assam) ACCOMMODATION Yingkiong Circuit House Jengging Circuit House PLACES OF INTEREST 1. Mariyang & Pekimodi Distance from Yingkiong : 54 Kms Accommodation : Govt. Circuit House/ Govt. IB Access : By Road/ AP Helicopter Service upto Yingkiong and Tuting 1. It is situated at a hillock overlooking the confluence of the river Yammeng and Yamne. Apart from scenic beauty, one can go and see the Damro village, which is known to be the largest village of Upper Siang District (10 KMs from Mariyang). Pekimodi, which is famous in Adi folklore is 34 KMs away from Mariyang. 2. Tuting - Gelling Distance from Yingkiong. : 225 Kms Accommodation : Govt. Circuit House/ Govt. IB Access : By Road/ AP Helicopter Service upto Yingkiong and Tuting 1. River Tsangpo enters here from Tibet and is locally named Tsang Chu, which is further named river Siang in the South and Bramhaputra in Assam. 2. Rimpoche's Residence, Curved images of Lord Buddha Memba, a Nyingma Sect. of Mahayana Buddhist inhabits Gelling Cricle. There is a 3 hours trekking from Gelling to Bishing where a series of beautiful cataract falls down from mountain above 300 feet. The remnants of Kapangla Pass is still present near Gelling. Earlier, this pass was the main trade route for Adis and Tibet. 3. Yingkiong - Ekodumbing - Riutala Distance from Yingkiong. : 45 Kms Access : By Trek/ AP Helicopter Service upto Yingkiong and Tuting 1. Ekodumbing (Riutala) is under Simong territory. During the month of October and November the people of Simong arrive here in group to collect EMO (Aconite), which is used for hunting. there is also Yameng Lake at Eco-Dumbing. Now a days the place has acquired religious importance for the Buddhists. They call Eko Dumbing as Riutala and regard it as a paradise of Awalokeshwara. The Buddhists Pilgrims from far flung areas arrive here in the month of August and September to offer their prayers. Riutala is a hill which is interspersed by many lakes. Around this place there are many caves which give shelter to pilgrims. 4. Yingkiong - Tuting - Dewakota Distance from Yingkiong. : 160 Kms (Tuting to Dewakota – 3 days trek) Accommodation : AP Helicopter Service upto Yingkiong and Tuting Access : By Road/ AP Helicopter Service upto Yingkiong and Tuting 1. Nay Dewakota: The natives believe that Guru Rimpoche has kept many sacred treasure / script at Dewakota, which are yet to be revealed and deciphered. There are many holy spots like Sindura, Guru Durpuk and numerous caves which were said to have been used by Guru Padma Sabbawa. The caves can accommodate more than 100 pilgrims at a time. They are opened only during winter season, during rest of the year, the caves remain submerged under Yangshang Chu river. 2. The Membas of Gelling and Khambas of Singha believe that the present pilgrim places like Dewakota, Riutala, Pema Shree, Dakar Tashi and Jachung were engraved by Lord Guru Rimpoche or Guru Padma Sabbawa - the Second Buddha. 5. Yingkiong - Tuting - Tsitapuri Distance from Yingkiong. : 160 Kms (Tuting to Tsitapuri 4 days trek) Accommodation : Govt. IB Access : By Road/ AP Helicopter Service upto Yingkiong and Tuting. 1. Tsitapuri is believed to be the paradise of Lord Guru Rimpoche. A spectacular sight of this place is that there are more than 108 lakes in it. Lake Danakhosa is one of them, from where river Nyigong (Yangshang Chu) and Jeying Chu originate. Buddhist people believe that those who are fortunate or have pure heart witness different wild animals and a Gompa with a queue of Lamas with their prayer wheel and beads in their hands on the island. The lake is surrounded by barren mountain valleys covered with snow throughout the year. 6. Mouling National Wildlife Sanctuary Distance from Yingkiong. : 8 Kms upto Camp site Accommodation : Forest Guest House Access : By trek/ AP Helicopter Service upto Yingkiong and Tuting 1. It is located in the right bank of river Siang and is a reserved house for diverse flora and fauna. Ornamental plants like foxtail, orchids are abundant in this area. One can venture into this park during winter season by seasonal trekking path from Bomdo and Ramsing villages. Inside the sanctuary, there are many attractive waterfalls. Dabung Waterfall and Nirbung Waterfall are two of them. DISTRICT HEADQUARTER: Roing LOCATION: North: Dibang Valley District West : East Siang District East : Lohit District AREA: 3900 sq. km POPULATION (2001 census): 51,237 Male: 27,562; Female: 23,675 LITERACY RATE: 60.34 % (Both Male and Female) MAJOR TRIBES: Adi, Mishing and Galo ACCOMMODATION a) Circuit House Roing c) Donyi Polo Hotel HOW TO REACH Nearest Railway Station: Tinsukia Nearest Airport: PLACES OF INTEREST 1. Mayudia Distance from Roing : 43 Kms Accommodation : Tourist Lodge and Forest Rest House Access : By Road 1. It is nestled at a height of 2655 m amidst lofty hills, lush green forests and breathtaking landscapes. Trekking in high altitudes in chilled weather can be done here. 2. Kunduli Distance from Roing : 28 Kms Accommodation : Govt. IB Access : By Road 1. Archaeological site of 8th century of the Chutia and Ahom dynasties having golden period called Kunduli Valley civilization. 2. Ruins of a temple of Goddess Tameswari Siv linga 3. Mahao Distance from Roing : 28 Kms Accommodation : Forest Rest House Access : By Road Area : 281.5 sq. km 1. Mahao Wildlife Sanctuary: It is a living treasure for Scientists i.e. Ornithologists, Zoologist, Botanists, Ecologists. The altitude varies from 400m to 3568m 2. Mahao Lake: Part of the Mahao Wildlife Sanctuary, situated at an altitude of nearly 3000 feet, this is the natural stretch of water which is considered to be one of the most beautiful spots in Arunachal Pradesh. Trekking the small pathway leading to the lake through the virgin forest is a wonderful experience. Geologists have classified this Lake as Oliogotropic (Low Nutrient) Lake. Where no fish is available is called as Low Nutrient Lake. 4. Sally-a lake resort Distance from Roing : 5 Kms Accommodation : Forest Rest House Access : By Road 1. The lake overlooks the beautiful valley down below on the far horizon and the Dibang River. 5. Iphipani Distance from Roing : 12 km Access : By Road 1. One can get a picturesque view of the plain valley of river Dibang. One can also do fishing and angling. 6. Bomjir Distance from Roing : 34 Kms Accommodation : Govt. IB Access : By Road/ Boat 1. Dibang Reserve Forest: Sisiri River flows through this forest which is home to a rich flora and fauna. 7. Nizomaghat Distance from Roing : 90 Kms Access : By Road 1. This is a historical Nizamghat established by Britishers in the nineteenth century, named after the British Political Officer J.F.Needham. It was the access point for the Britishers to enter in the hills. A small ferry here connects Dambuk to Roing. 8. Hunli Distance from Roing : 90 km Accommodation : Government IB Access : By Road 1. It is at an altitude of 5000 feet. Two hours of trek from the town is an interesting cave temple at Kupunli near Hunli. 9. Bhismaknagar Distance from Roing : 30 km Access : By Road 1. Bhismaknagar fort is tentatively dated to 8th century and is recorded as the oldest archaeological site in the region. The site was first explored by I. Block in 1848 and afterward it was excavated from 1965-70. The complex houses the ruins of brick-built structure of 1860.52 sq. meters plinth area, having three halls, two extension rooms and six entrances in all. 10. Rukmini Nati (Archaeological Site) Distance from Roing : 12km Access : By Road 1. Rukmini Nati ruins of Chidu Chimri Fort of Princess Rukmini situated at the heart of Chimiri village dates back to 10th century. There are remains of burnt and baked bricks, which indicates the progress of the erstwhile civilization. 11. Devnath Village Access : By Road 1. There is an old brick well with designs of birds, bows and arrows. 12. Injonu Village Access : By Road 1. An ancient granite stone image of Ganesha dating around 9th-10th centuries has been found here. 13. Dambuk Accommodation : Govt. IB Access : By Road/ boat crossing 1. There is an old random rubble masonry wall built in the 19th century by the Padams. 14. Ita and Padum Pukhuri Distance from Roing : 14km Access : By Road 1. It is a historical brick built pond located at Ithili village. A few hundred yards apart from Itapukhuri is situated Padum Pukhuri where in the month of October/November, hundreds of lotus flowers bloom in it. 15. Kampona Pond Distance from Roing : 17km Access : By Road 1. It is situated at Idili village. Kampona is the abode of Nag Raja, as per Adi belief. 16. Roing Accommodation : Govt. Guest House and Hotels Access : Can be accessed from the adjacent state-Assam by road and air. Visitors can reach Roing by road from Tinsukia via Dhola and Sadiya. One has to cross mighty Brahmaputra River while traveling from Tinsukia via Dhola ghat/Sadiya Ghat to Roing. One can also come from Tezu via Sunpura road or from Pasighat via Dambuk and Nijomghat. A tourist can also enter the district from Paglam area. The nearest airports are at Dibrugarh (Mohanbari) and Guwahati (Gopinath Bordoloi International Airport) in Assam. Helicopter (Pawan Hans) flights are available from Guwahati, Dibrugarh/Mohanbari and Naharlagun. One can travel by Indian Airlines and Sahara Flights up to Dibrugarh/Mohanbari from where one can travel by land route. 1. Picturesque town in a valley in banks of Dibang River. 2. Nehru Van Udyan: Beautiful forest park on the banks of Deopani with an Orchidium. 3. Bailey Bridge: it is the longest bailey bridge in Asia on Deopani river over which the mountainous road leads to the upper regions of the district. 4. Rehko: Place where Reh festival is held in February. 5. Tribal villages of Idu Mishmi Community. ACCOMMODATION Circuit House Anchal Samiti Guest House Eje Breeze Tower Mayudia Tourist Lodge Sally Lake Guest House Hotel Lasa Hotel Mimu DIBANG VALLEY DISTRICT HEADQUARTER: Anini LOCATION: North and East: Tibet South: Lower Dibang Valley West: Upper Siang District POPULATION (2001 census): 6,483 Male:3880; Female: 2603 LITERACY RATE: 53 % (Both Male and Female) MAJOR TRIBES: Idu Mishmis HOW TO REACH Nearest Airport: Mohanbari (Dibrugarh) in Assam Helipad: Mohanbari Nearest Railway Station: Tinsukia (Assam) PLACES OF INTEREST 1. Anini Accommodation : Govt. Circuit House, Govt. IB Access : By Road/ AP Helicopter Service 1. Dibang Wildlife Sanctuary: Spread in an area of 4149 sq km, it is home to musk deer, takin, black bear, leopard etc. and a large number of rare avi-fauna. 2. Etalin Accommodation : Govt. IB Access : By Road 1. Situated at the confluence of Dri and Tangon rivers and famous for the Etalin Bridge. 3. Popuh Access : No Road 1. It is a place of mythological importance and an important holy place of the Idu Mishmis. LOHIT DISTRICT HEADQUARTER: Tezu LOCATION: North & East: China South : Changlang District POPULATION (2001 census): 1,25,086 Male: 67150; Female: 57936 LITERACY RATE: 56.05% ( Male: %; Female: %) MAJOR TRIBES: Mishmi, Khamti, Singpho HOW TO REACH 1. Tezu is connected to the adjacent state-Assam by road and air. Visitor can reach Tezu by bus, private vehicle and taxies from Tinsukia, Dhola. One has to cross the rivers Noa-dehing, Digaru and a few rivulets. 2. There are two check-gates. One is at Dirak near Mahadevpur at Lekang Circle and the other is at Sunpura at Sunpura circle. The distance from Dirak gate to Tezu and from Sunpura to Tezu is about 65 Kms. and 30 Kms. respectively. 3. There is direct Arunachal Pradesh state transport (APST) bus service connection from Tinsukia to Tezu. The Tinsukia APST bus station is situated at Tinsukia Township along with the bus station of the Assam state transport service. Private buses/taxis are also available at Tinsukia. 4. The nearest airports are at Dibrugarh (Mohanbari) and Guwahati (Gopinath Bordoloi International Airport) in Assam. Helicopter (Pawan Hans) flights are available from Dibrugarh and Naharlagun. One can travel by Indian Airlines and Sahara Flights up to Mohanbari from where one can travel through land route. Airports/Helipads Tezu, Airport Nearest Railway station Tinsukia ( Assam ) PLACES OF INTEREST 1. Tezu Accommodation : Hotel Osin, Hotel Sharma, Hotel Mother, Hotel Saru, Hotel Recess, Tourist Lodge, Govt. Circuit House Access : By Road and Ferry and AP Helicopter Service 1. District Museum and Craft Centres. 2. Ruined mud fort in the city. 2. Parasuram Kund Distance from Tezu : 24 km Accommodation : Pilgrimage Camp Access : By Road 1. Parasuram Kunda ('Prabhu Kuthar'), a place of pilgrimage is situated in the lower reaches of the river Lohit is associated with Parasuram's matricide where Parasuram had come for to dip to wash off his sins. Religious people, saints come to this kund on Makarsakranti which falls on the 14th January every year. 3. Namsai Distance from Tezu : 60 Kms Accommodation : Govt. IB Access : By Road 1. Namsai Reserve forest rich in flora and fauna. 2. There are several Buddha-Vihar locally called Chong in the Khamtis area. The CHONG of Namsai, Sub.Division and Mon-mao, near the junction of Wakro-Tezu road is big and attractive. The world Peace Pagoda located in a river island at Chongkham is ideal for meditation in front of Buddha statues that surrounds in inner core of the vihar. 3. The Khamti Raja's Chong at Guna Nagar at Chongkham is famouse for relics of Gautama Buddha. All the Chongs and statues of Lord Buddha are made in the Thai- architectural style. 4. Chowkham Distance from Itanagar : 25 kms Accommodation : Govt. IB Access : By Road 1. Nodal point for Manabahum and Tengapani Reserve forest. 5. Wakro Distance from Tezu : 36 Kms Accommodation : Govt. IB Access : The nearest road point is near Twam village on Chongkham- Wakro road from where one has to start trekking for the lake. 1. Kamlang Reserve Forest: Home to rich flora and fauna 2. Glow Lake: It is a beautiful spot with background of snow clad mountains and rich flora and fauna in and around the lake. ACCOMMODATION At Tezu: Inspection Bungalow, Tourist Lodge. One can also stay at Namsai Circuit House, Inspection Bungalow or Hotel in the Sub. Divisional Head Quarter-Namsai on way to Tezu. Other stay-places are: Forest Rest House Sharma Hotel Oshin Hotel Mother Hotel Saru Hotel Circuit House Forest Rest House The Mishmis mainly perform two types of dance called Buiya and Nuiya. The Khamtis Mask-dance is an attractive dance where two dancers wear shirts spotted design and on their heads masks of cock's heads are put on with its crown at the top and the Beal projecting over the foreheads. These two dancers dance like fighting cocks. 95 1. Dong Distance from Tezu : 200 km Access : No direct Road connection 1. The spectacular view of snow-capped mountains and blue pine forest is worth watching besides having glimpse of first sunray. 2. Dong and Dicku Reserve Forest. 2. Walong Distance from Tezu : 220 Kms Accommodation : Govt. IB 1. There are hot Springs 5 km from Walong. There is also a war memorial in memory of the soldiers who sacrificed their life in the war against Chinese in 1962. 3. Hawa Camp Distance from Tezu : 33 km Access : By Road 1. One can have panoramic eye-view of the magnificent Lohit Valley and sunrise and sun set view from this spot. 4. Hayuliang Distance from Tezu : Accommodation : Govt. IB, Tourist Yatri Niwas Access : By Road 1. Confluence of Lohit and Delai rivers. 5. Kibithu and Dichu Accommodation : Govt. IB Access : By Road 1. Last Indian territorial post near Indo-Tibetan border. Lama villages and their culture and lifestyle can be seen here. 6. Jia / Koronu Access : By Road 1. There is an archaeological site at Padam Pukhuri and Ahom Pukhuri. DISTRICT HEADQUARTER: Changlang LOCATION: The District lies between the Latitudes 26°40'N and 27°40'N, and Longitudes 95°11'E and 97°11'E .It is bounded by Tinsukia District of Assam and Lohit District of Arunachal Pradesh in the north, by Tirap District in the west and by Myanmar in the south-east. POPULATION (2001 census): 1,25,422 Male: 65,821; Female: 59,601 LITERACY RATE: 51.3% ( Both Male and Female) MAJOR TRIBES: The inhabitants of Changlang District are the Tangsas, Singphos and Tutsas. The Tangsa tribe comprises of a number of Sub-Tribes, namely Muklom, Havi, Longchang, Mossang, Jugli, Kimsing, Ronrang, Mungrey, Longphi, Longri, Ponthai, Sangwal, Tikhak, Yungkuk, Sakieng and Thamphang. They occupy the southeastern hills of the district along Indo-Myanmar border and Namchik basin. The Singphos occupy the plain foothills area of northern part of the district under Miao, Bordumsa and Diyun circles. The Tutsas live in the western part of the district under Changlang and Khimiyong circles. Other tribes who have migrated to the district are Noctes (APST), Lisus (Yobin), and Deoris. The Tibetans, Chakmas and Hajongs came as refugees. HOW TO REACH To reach Changlang District Headquarter, Dibrugarh airport and Tinsukia rail station are the nearest points. Assam State Transport Corporation and Arunachal Pradesh State Transport buses ply daily from Dibrugarh to Changlang via Tinsukia and Margherita. Air: Changlang township is 136 km from the nearest Airport at Mohanbari, Dibrugarh, Assam. Rail: It is 96 km from the nearest long distance Railway station Tinsukia Railway Station, Assam and 45 km from the nearest Passenger Railway station, Margherita Railway Station, Assam. Road: Good motorable road is connected up to Changlang township. It is 140 km from Dibrugarh, 95 km from Tinsukia, 44 km from Margherita and 110 km from Miao. Airports/Helipads Changlang Helipad 0 Nearest Railway station Margherita (Assam) 45 ACCOMMODATION Circuit house Changlang Tourist Lodge, Miao PLACES OF INTEREST 1. Namdapha Distance from Miao : 24 Kms Access : Area: 1985.23 sq km 1. It is a Tiger Reserve and National Park with lush green vegetation, impenetrable pristine and virgin forests declared as Tiger Reserve by the Government in 1983. 2. The Noa-Dihing River meanders through the forest fed by numerous tributaries and has a rich variety of aquatic life. It is the only forest in the world, which is the home to four feline species viz. tiger, leopard, snow leopard and clouded leopard. The forest has more than 150 timber species and some of the rare species of medicinal plants like ‘Mishmi Teeta’. 2. Places within Namdapha: 1. Deban: A forest camp on the bank of the river Noa-Dihing. 2. Firm base: The track leading to the idyllic spot is enveloped by luxuriant forest and it is not uncommon to come across birds and wild animals on the way. 3. Hornbill: It is a homing ground for hornbills. 4. Haldibari: This picturesque camping spot, lies across the Noa-Dehing River can be reached by boat. 5. Bulbulia: This is an enchanting camping site overlooking a large aquifer and derives its name from its several natural springs. 6. Camera Point: This camping site, offers a vantage point for a breath-taking view of Namdapha and its lush green landscape. 7. Motijheel: There are pair of large forest-encased aquifers in this spot providing grazing pasture for a number of herbivores. 8. Gandhigram: This is the remotest and the last village in India wedged China and Myanmar and is the home land of Lisu (Yobin) tribe. A weeklong trek through lush jungles is more enjoyable for those having a craving for adventure. 3. Miao Distance from Margerita (Assam) : 64 Kms. 1. It is situated at bank of River Noa-Dihing. The interesting things to see are Mini zoo, Forest museum, Wildlife Library and Tibetan refugee settlement where colourful woollen carpets of various designs are produced, oil drilling at Kharsang and Manabum. 4. Jairampur Distance from Margerita (Assam): 44 Kms 1. The famous historic 'Stilwell Road' passes through this small town from Ledo, Assam, India to Kunming, Yunnan Province, China via Burma. The World War II cemetery of about 1,000 graves of Allied Soldiers is located 6 Km away from Jairampur at the Nampong road. 5. Nampong Distance from Margerita (Assam): 54 Kms 1. The historic Stilwell Road (Ledo Road) passing through the Nampong and goes down to Burma from here. The Pangsau Pass, the Indo-Burma (Myanmar) border is just 12 Km away from Nampong where the famous the Lake of no Return can be viewed from the Pass. 2. The Hell Gate - installed during the World War II, Nampong: Nampong and Pangsau Pass were considered to be "Hell gate" or "Hell Pass" due to difficult terrains in the Indo-Burma Patkai mountain Range. Crossing these places toward Burma were considered to be dangerous and hazardous as Hell during the World War II. 6. Changlang Distance from Margerita (Assam): 57 Kms 1. The visitors can also see typical Tangsa/ Tutsa villages/ houses and interact with the local people. One can also enjoy fishing in the Tirap River passing through the heart of the town. 2. District Craft Centre 3. Tea Gardens 4. Ranglum: Here one can find crashed Aircraft Debris of world war-II which renew the memory of the War and natural salt-water spring. You can also have a view of Myanmar Territory and Patkai hill. Suitable for trekking. 5. Kengkho Village: A beautiful village situated at the bank of Tirap River. 6. Jongpho-Hate: A village under Yatdam circle is very well known for its holy and religious importance because of a 'Shiva Linga' in the entrance of the village 7. Thamlom Village: The goddess of rain locally called 'Tsalrong Long' is one such hitherto unknown manifestation of god’s power in the form of a stone. It is located in Thamlom, a tiny village under Khimiyang circle in Changlang district. DISTRICT HEADQUARTER: Khonsa LOCATION: Latitude 26 38N & 27 47 Longitude 96 16 E & 95 40 E North – Dibrugarh of Assam South – Myanmar East – Changlang District of Arunachal Pradesh West – Sibsagar District of Assam and Mon District of Nagaland AREA: 2362 Sq. kms POPULATION (2001 census): 100326 Male: 52537; Female: 47789 Rural: 85,032; Urban: 15,294 LITERACY RATE: 41.7% (Both Male and Female) MAJOR TRIBES: Nocte, Wanjho and Tutsa HOW TO REACH By Train: The nearest railway stations are at Dibrugarh (120 km), Tinsukia (110 km) or Naharkatia (70 km) in Assam . From these places, daily bus/taxi service is available to the district headquarter, Khonsa. It takes approximately 3 hours each from Dibrugarh and Tinsukia and approximately 2 hours from Naharkatia to reach Khonsa. There is a daily Rajdhani Express and Brahamputra Express from New Delhi to Dibrugarh / Tinsukia via Guwahati. By Bus: Both Govt. and private deluxe bus services are available between Guwahati and Dibrugarh/ Tinsukia. Night service is also available. Then from Dibrugarh or Tinsukia onwards, buses of Arunachal Pradesh State Transport Service (APSTS) to Khonsa have a daily service. Many private taxis / buses also ply on this route. Khonsa has recently been connected to State capital Itanagar by a daily direct bus service of APSTS. By Air: Dibrugarh is connected to Guwahati by air through 2 daily flights. It also has a direct daily flight to New Delhi. From Dibrugarh onwards, taxi or bus service is available. Dibrugarh is also connected to State Capital Itanagar by a daily helicopter (except Sundays) service. Once a week, the helicopter also lands at Khonsa helipad from Dibrugarh. Airports/Helipads a) Helipad Khonsa 0 b) Helipad Deomali 44 c) Helipad Longding 54 Nearest Railway station a) Naharkatia, (Assam) 70 ACCOMMODATION a) Circuit House, Khonsa b) Circuit House, Deomali PLACES OF INTEREST 1. Khonsa Distance from Tinsukia (Assam) : 112 Kms 1. District Handicrafts Centre showcasing district’s craftsmanship. 2. Deomali Distance from Tinsukia (Assam) : 70 Kms 1. Beautiful landscape, famous centre of veneer industry in the north-east and tea gardens. 3. Narottamnagar Distance from Tinsukia (Assam) : 77 Kms 1. Tea and coffee plantations/gardens. 4. Longding Distance from Khonsa: 53 Kms 1. Famous centre of household woodcrafts industry. 2. Base of handicrafts industry of the Wanchos. 3. Natural beauty of the Tissa and the Tissing valleys. People and Culture The tribal communities in Arunachal Pradesh are patrilineal and based on kinship system. The tribal communities generally follow the norms of community endogamy and clan exogamy. A notable feature of each tribe is its belief in its origin from a single ancestor, often a semi-mythical personality. The tribal communities have distinct social groups: 1. Mahayana Bhotia Society - Found in the western part of the Kameng river in West Kameng district and Tawang district in the outer Himalayan regions as well as in the upper regions of Dri, Andra and Yongyap rivers in the Dibang Valley district. 2. Nyishi Society - Found in the region lying between the Subansiri and the Kameng rivers. 3. Adi Society - Found in the areas between Siang and Subansiri districts. 4. Mishmi Society - Found in the Mishmi hills between Dibang and Kameng rivers. 5. Hinayana Khampti, - Found in the Lohit and the Changlang regions. Singphos Society 6. Tangsa, Noctes & Wanchos Group - Found in Tirap & Changlang district. The State has a rich linguistic diversity. Most of the languages belong to Indo-Aryan, Tibeto-Chinese, Siamese-Chinese and Tibeto-Burmese groups. There are 6 (six) types of scripts i.e. Assamese, Devanagaris, Hingna, Mon, Roman and Tibetan, in use in Arunachal Pradesh. Along with these, there are about 50 dialects. The tribal communities practice different religions i.e. Tribal Religion, Buddhism, Christianity and Hinduism. Livelihood and Lifestyle – Most of the communities are agriculturalists. There are large land and forest ownership with shifting and terrace cultivation. The communities are also engaged in hunting, gathering, fishing, animal husbandry, poultry, fruit growing, piggery, etc. Some of the communities have now adopted newer forms of economic practices, such as terrace cultivation, settled cultivation, business and trade. Earlier barter trade was a common practice among the communities that gradually changed over to monetised trade through market economy. Arunachal Pradesh has now monetised its economy as part of its integration with the mainstream economy. The communities of Arunachal Pradesh excel in textile weaving, carpet making, can and bamboo work, wood carving, ivory and pottery works along with their agricultural activities. All the communities make their own clothing. Each ethnic group has a distinct style and fashion reflected in the shape and size of the dresses besides found in the fabric, colour, embroidery ornaments and head gears (for male members) etc. Most of the tribes also prepare, favour and use traditional medicines for themselves. The tribal communities take non-vegetarian food. Consumption of roots and tubers is common among them. The tribal families prepare and consume alcoholic drinks made out of rice and other crops. Social Custom - The settlement pattern in Arunachal Pradesh is basically depends upon the distribution of clans. Majority of the communities practise rules of patri-local residence. The ‘village councils’ (Kebang) or Chieftainship were dominant features of the social institutions of the communities providing a decentralized form of administration. As a traditional form of governance, each village has a head man. The post of headman is hereditary and the succession of the Chief is guided by the society’s norms and traditions. These institutions, in general, administer welfare activities for the tribes, adjudicate dispute, maintain law and order etc. The unity of the communities are mostly balanced / retained with the help of village level administration. While the communities continue with the traditional social economic, cultural and administrative patterns, it often requires for the government to delicately balance the development programmes of the state. Joint family system / extended family system is common among the Arunachal Pradesh tribes. Most of the tribes practise monogamy with few exceptions. Bride-price is common among the tribal communities. The tribal communities of Arunachal Pradesh also have a unique system called dormitory system for the male members, which also serves as an institution of informal learning and socialisation of the youth. Festivals Festivals are an essential part of the socio-cultural life of the people. The festivals having connection with agriculture and celebrated with ritualistic gaiety either to thank God for the providence or to pray for a bumper harvest. Some of the important festivals are:- 1. Mopin of Galos, 2. Solung of Adis, 3. Lossar of Monpas, 4. Dree of Apatanis, 5. Si-Donyi of Tagins, 6. Nyokum of Nyishis, 7. Reh of Idu Mishmis. 8. Chalo Loku of Noctes 9. Oriah of Wangchos 10. Sangken of Khamptis 11. Shapwang Yaung-Manapoi of Singphos 12. Tam Ladu of Mishmis Handlooms and Crafts of Arunachal Pradesh Handlooms Present Scenario Weaving is an art that involves technique and skill, and it is an area in which the women of Arunachal Pradesh are particularly gifted. Their array of colourful textiles uses geometric patterns and motifs that have evolved over the centuries. The patterns have symbolic meanings and these vary among villages, though their intricate patterns and color compositions have remained constant over the generations. For instance blue is associated with Apatanis and Hill – Miris and the color green with Tagins. Apatani Shawls and Basket Silk - The most widely used fiber in West Kameng is a coarse, beige silk called endi produced by saturnid silk worms. The semi-domesticated larvae feed on the Castor trees that are cultivated on a large scale in Assam and Bhutan. The Monpa, Sherdukpen, Apatani and Nishi tribes use cotton for ordinary garments as well as for utilitarian textiles. The yarn is obtained from the plains of Assam. Wool is the principal fiber used for weaving in this high altitude area. Local fleece is spun and made into the cloth needed by each household. Usually, two to three pieces of this cloth are stitched into blankets. Sheep wool, which provides the primary fiber, is obtained locally. Russian merino sheep are also bred for high quality wool yarn. An indigenous fiber called ‘Bank’ used by the Nishi tribe is obtained from the bark of the pudu plant. These fibres are dipped in water and beaten with a stone or wooden stick. When completely dry, beeswax is rubbed over the strands to make the fibre pliable and strong. The fibres are taken out one at a time and twisted with fingers to form a single thread. In Kameng, fibres are almost always spun with a drop spindle. Made of bamboo, it consists of a round, earthen piece at one end, with a notch at the other and is preceded by soaking, drying and simple combing. Thread, kutpa is then spun with the drop spindle. From the spindle, the yarn is transferred to a winding wheel or hand-held skein winder. It is then wound into bails of skein for weaving in natural colours or for dyeing. Today, the weavers also have easy access to markets in the plains of Assam from where they obtain mercerized cotton, blended cotton polyester, and machine-spun woollen and acrylic yams. Cotton is rarely used these days Dyes - Indigenous dyes used to colour yarns came from creepers and leaves. They are of special significance as most of the tribes have special colors associated with them They also represent an intangible heritage of our tribal culture and are important to the region identity. Today, these are supplemented with commercial dyes that have become popular due to their availability and use. The dyes are fixed on the yarns with the use of mordants. Traditionally, sour fruits like wild apple and Isur (stone powder) are used for this purpose. Some of the popular indigenous dyes are as below: Red: Lac is the most ancient of animal dyes, is widely used in Kameng for its brilliant red colour. Yellow pigment comes from the leaves of tsot (Rhubarb) shrubs. Blue: The blue dye comes from the broacl leaf of a shrub called gya that con- tains Indigolin Black: In Kameng, black is obtained from jeha, which is a kind of mud found around stagnant water. White: Normally, natural wool is off-white in color and is used as it is. A purer white is achieved by bleaching the yarn with lime. Looms - Weaving is done using a variety of looms. Weaving on frames in between beams, allowing the crossing and re-crossing of warp threads, is limited to the Kameng districts. The loin or/back-strap loom is found all over Arunachal, chiefly because it is easy to carry, and simple to use. BACK STRAP LOOM The loin loom is used for making fabric that is 16-22 inches wide and narrow strips of pile carpets and blankets, most suited to the tribal lifestyle because it is compact and portable, and can be used inside and outside the house. HORIZONTAL FRAME LOOM: Called the thritak, requires the weaver to sit on a raised seat which is a privilege usually reserved for lamas. Used mainly for weaving cloth and looped carpets, the loom consists of a main frame with two side beams. VERTICAL LOOM The vertical loom or theri is used to weave knotted Tibetan carpets. It consists of a vertical, two-beamed, rectangular wooden frame. Strategy for Development of Handlooms Although for most craftsmen this is not an exclusive occupation, in some cases done mainly by the women folk for family consumption and use. However the distribution of skills and an understanding of the properties and limitations of the material is a valuable resource for the formation and expansion of any handloom and craft-based industry. Hence any strategy should revolve around the local material and its blends and the revival of the inherent tribal skills in the form of new designs and products. For instance weaving being predominated by women has low productivity and cloth is largely woven for personal use and has only secondary priority after their domestic responsibilities. Infact over time the design element in weaving is getting oversimplified to save time. For example the remarkable Apatani shawl needs revival. There is a fairly well-established industry which supplies finished products to Handicraft emporia in the metropolitan cities. This industry is distributed over several locations in Tripura, Assam, Meghalaya and Manipur. Most of these emporia-type products are sold as curios which are far removed from any functional context. Perhaps this factor has contributed to the degeneration in the aesthetic and structural quality standards of these products. An excessive preoccupation with decorative detail with no reference to material properties or traditional form and skill sets should be avoided to create a niche for handlooms from this area. Crafts Women’s Footwear The women wear black, green or blue felted knee-length boots with embroidery in front called maloun beedar. They have woven jute soles that are Tibetan in style. The boots are secured with decorative, hand-woven laces. Jewellery is highly regarded in tribal society. The finely crafted ornaments are handed down from generations to generations and each piece has a deep symbolic meaning. The most beautiful and prized possession of the Monpa women is the ngankor, a necklace made of semi-precious stones. Made of cat's-eye stone, zei, coral zeeru, and turquoise nein, at times the necklace is interspersed with gold nuggets and silver. Women also wear similar bead necklaces of different varieties and colors for instance white pearl necklace interspersed with turquoise and coral or a profusion of colorful bead necklaces. Amulets: To keep away evil spirits, women generally wear a rieun amulet made by lamas, worn on a red and white thread. Intricately carved gold and silver amulets called gao consist of charm cases containing spells or prayers designed to ward off evil spirits. Bangles: All women wear bangles, customarily a pair of the best quality they can afford, set with pale coral and turquoise or heavy bracelets made of mixed metal or silver bracelets that are embellished in the filigree technique. Earrings: Huge silver ear-rings gilded silver rings delicate waist belts. Masks and Paintings The Mahayana stream of Buddhism is responsible, at least in part, for the peaceful way of life of the Monpas and the Sherdukpens. In addition, it has helped adorn their life with a range of art forms, though art is not an end in itself, but part of their quest for the spiritual. Thangka Painting Their creations are designed to take them closer to the Buddhist ideal. Strategy for Development of Crafts Most aren't too well known outside the region. Mask carving is now a declining art. Few masks are stored in villages and a mask is replaced only when broken. With a decline in custom, few craftsmen have remained, restricted to Kameng. Equally disturbing is the decline in the quality of the craftsmanship of these masks. As these crafts have either remained confined to local use or have lost their originality. • Revival Strategy would entail restoring their original skills with a difference in products and end use. • As many of these are also a part of performing arts – these could me made an inherent part of a heritage tourist route which would include dance and performances and shopping alleys selling the local crafts such as Scroll and mural painting, wood carving and jewellery. • Music and mask dances and other performances will tend them a distinct identity and encourage buying by the visitors. Cane and bamboo are domestic crafts that find extensive usage among the tribes of the districts of Arunachal Pradesh. Since the craft is as artistic as it is utilitarian, its use is not restricted to any particular class of society. In fact, craftsmanship using cane and bamboo is not considered so much a profession as a skill borne of necessity. Textures, quality and unusual shapes enhance the appeal of the craft. This craft is largely dependent upon the prevailing ecological conditions within the state. The climate and soil facilitates the luxuriant growth of various species of bamboo, cane and reed. Bamboo is used lo make a variety of baskets, household utensils, suspension bridges, fishing and hunting traps, ornaments, and war implements. Cane, on the other hand, is used mainly for tying, making strings, fine mats, multipurpose baskets and backpacks. Baskets are used for everything from storage to carrying goods on one's back, and a variety of basket weaving techniques are employed for the purpose. Baskets are broadly classified by their specific function — carrying, storage, decorative. Flattened Bamboo Containers: A very interesting and unusual way of using whole or half bamboo culms to make containers was first seen in Manipur and later again in Arunachal Pradesh and Nagaland. Heat is used to flatten a bamboo culm into a sheet without letting it develop any cracks. These sheets are then converted into containers of different shapes and sizes depending on their function. While the basic process of heat-flattening the culm is the same in all three states, the details of the process differ. Monpa Flattened Bamboo Containers: The Monpas from Kameng, the western district of Arunachal Pradesh, make very interesting containers from flattened bamboo. Living at fairly high altitudes where very little bamboo grows, it is particularly creditable that these people collect bamboo from some distance away and use it with such refinement. Thuppuk: This is a container used by the Noctes of Arunachal Pradesh to store rice beer. A number of small whole bamboo containers made from small diameter culms were seen in the district museums of Arunachal. Like miniature beer mugs with lids, some of these were only 75 mm high, but beautifully made, complete with fine braided cane straps and rings. These are used as little pouches for tobacco or valuables. Carrying Baskets: The tribes of the northeastern region use baskets to transport a wide range of goods required for day-to-day living. Grain is carried from the fields to the village granaries, firewood is collected for fuel from the forest, water is carried in bamboo tubes placed inside a basket and fish caught from streams are only some of the products carried in baskets. The weekly purchases from the bazaars and cooked food to the fields are also carried in baskets. In the northeastern region the term "carrying basket" is used for an extremely diverse range of products. Open-Weave Carrying Baskets: Several baskets made in the northeastern region employ the open-hexagonal weave in their construction. The hexagonal weave is used because it is the most economical way of generating a strong surface, i.e., with the use of minimum material leaving relatively large open spaces. As mentioned earlier, these could either have a square base, made up of elements woven at right angles to each other or a polygonal base made in an open-hexagonal weave. In both cases the sides of the basket are made up of two sets of elements extending out of the base where one set moves up the side inclined in the clockwise direction with the other set inclined in the opposite direction. These two sets do not interweave, but form two separate layers, one on the inside surface of the basket and the other on the outer surface. Barsi: The barsi is an open-weave basket used by the Adi Gallong tribe of Siang District in Arunachal Pradesh. This is a general purpose carrying basket used by women for marketing. It is carried with a head-strap made from braided cane splits forming a long belt of uniform width. The basket may be woven from either cane splits or bamboo splits. The weave elements can be either fine or coarse, but the width of these elements is always greater than their thickness. The elements used in the warp are sometimes wider than those of the weft; more often, however, they are of approximately the same dimension. There are three main base-shapes in these baskets. These could be a square or rectangular base, a circular base, or a conical base ending in a sharp point —the last two being fairly similar in construction. Mat Weaving Industry: As the name denotes is not just about matting but an array of innovative products from very fine and flexible bamboo mats. Bamboo mats are flexible only in the direction of the warp as the weft consists of relatively rigid bamboo splits. The flexibility of the weft depends on the flexibility of the splits used. Some mats are woven with a combination of wide and narrow strips of bamboo. Colored or texture warp stripes are made by arranging the warn threads accordingly and sometimes the bamboo strips themselves are dyed. Bamboo matting may be sold by the meter or converted into products. The cost per meter of the malting depends on the fineness of bamboo spins. the width of the mat and the number and colour of warp threads used per 25 mm. Products and By-products A number of products such as fans, lampshades, handbags and various decorative items are made from converting bamboo matting. The simplest is a wall-hanging made from a 600 mm long mat, with a picture painted on it in oil colors by a local artist. The ends of the hanging are stiffened by bamboo splints. Another decorative product made from waste strips of matting are flower sticks. Bamboo table-mats are one of the most popular products. These are woven on the loom in the required length and width. Tea Cozy and Tray Mat: A tea cozy and tray mat makes up another product. Made from very fine bamboo splits less than half a millimeter in width. Folding Fans: Semi-circular and circular fans are made from bamboo matting using the unidirectional flexible quality of the mat. Lampshades: Lampshades are also made from bamboo matting. The idea is a good one, as the texture of the mat is accentuated when it is seen against the light. However, the samples seen were very crudely made without much attention to details. Development Strategy for Cane & Bamboo Product Diversity: This diversity stems from several influencing factors. They are as follows: • he Tintended function of the product, • he Tmode of carrying these baskets, i.e. whether they are carried in the hand; slung over one shoulder with a strap; or slung over the back with a strap over the head. • radTitional and cultural differences between ethnic groups. • he Tavailability of suitable raw materials as specific species of bamboo and cane are available in abundance in different areas within the region. • he Tdifferent ways in which the technology of working with bamboo and cane are understood by the various groups of people. The detailing and structural logic seen in these products show a sensitive understanding of the complex interplay of all the above factors. It is obvious that the high level of refinement seen in the products evolved over a very long period of time. The skill of working with bamboo is extremely widespread, with a large percentage of the ethnic population capable of refined craftsmanship in this material. Although for most craftsmen this is not an exclusive occupation, the distribution of skills and an understanding of the properties and limitations of the material is a valuable resource for the formation and expansion of any craft-based industry. In addition, a range of new products could be developed based on simple modifications of existing types. One such product line could be architectural interior elements such as screens and partitions made from the split bamboo mats and flattened bamboo elements presently being used for house construction by tribal communities. Several tribes in Arunachal make flattened bamboo containers in a variety of shapes for storing and serving food. These could be extended to the production of contemporary products such as salad bowls, serving dishes, and trays intended for both urban upcountry and export markets. The possible new applications could be in the area of sports goods, toys and furniture, to name only a few. In this effort it would be worthwhile exploring the role of bamboo in substituting rapidly declining timber resources. A study on the imports of textiles , crafts and basket ware which includes bamboo products— besides wicker, rattan, and products woven or plaited in other natural materials— indicates a substantial niche and utility market in countries such as the United States, the Federal Republic of Germany, Japan and France. The developing countries of Asia, listed according to their level of export, include the Philippines, Taiwan, Hong Kong, the Republic of Korea, Thailand and Indonesia. It is surprising to note that India has no significant participation in this trade in spite of its massive raw material resources and its fantastic fund of traditional craft skills. Therefore, increased communication, greater awareness through education of the development process is required. There is a definite need to develop industrial entrepreneurship, to assist in the tasks of employment and income generation which are self sustainable. However, sensitive government support would be essential in developing the necessary infrastructure. The acne and bamboo craft strengths of the region offer an exciting and feasible starling point for the development of entrepreneurial attitudes essential for the overall development of the region supported by the tertiary sector initiatives. Carpets Carpets are woven in West Kameng district of Arunachal Pradesh using a variety of techniques. Woven carpets are used chiefly for draping over the barks of yaks and horses. Yak hair is employed, with two tighter stripes formed by the brown warp threads of sheep wool. A meandering pattern is added by binding a white cotton cord after the weaving is complete. The carpet is backed with sheep skin, wool side out. Looped Carpets: Shaggy and rough in appearance, looped carpets have simple designs that may range from one or more narrow strips across each end to a complete self- colored border surrounding a plain field. Patterns in the field, if any, are composed of simple shades consisting of square or straight lines. Simple, star-like patterns and square motifs are scattered over the field. Knotted Carpets: By far the finest and most sophisticated, knolled carpets are woven on a simple vertical loom and have come to be recognized for their fine quality. Designs are composed and colored using graph paper on which the weaver copies the design from the back of an old carpet, slung over the top of the loom. Chapter – IV Tourism Promotion Introduction Marketing of tourism for an area is essential to inform prospective tourists about what the area has to offer and to persuade them to visit it. Market planning needs to be understood as part of the overall tourism planning process, and as it relates to development of the tourism product. Marketing involves several activities — establishing the marketing objectives; formulating the marketing strategy; preparing and implementing the promotion programme; and providing tourist information services. Market planning can be done for both international and domestic tourists or a combination of these. Today tourism industry is highly competitive in the run to attract potential tourists. Arunachal Pradesh is composed of so many diverse attractions that it calls for identification of strategic circuits for which effective marketing strategies are required to be worked out for promotion of tourism. The product portfolio offered for promotion of Arunachal Pradesh has been conceived over 8 (eight) broad categories of tourism typologies viz.(i) Cultural Tourism, (ii) Nature / Ecotourism, (iii) Rural Tourism, (iv) Adventure Tourism, (v) Wildlife and Forest Tourism, (vi) Leisure Tourism, (vii) Special Interest Tourism (viii) Wellness Tourism. Tourism Market Overview Formulating the Marketing Strategy The marketing strategy sets forth the most effective approach to be applied to achieve the marketing objectives. The strategy may include: • Whether the marketing will be general, aimed at general interest tourists, or be selective and directed to specific types of tourist markets. Primary, secondary and opportunity markets are identified. • The general types of promotional techniques to be used and where they should be directed — to tour operators, the tourist consumer or a combination of these. • The timing or priority scheduling of promotional efforts to certain types of markets or countries. Timing may depend on the scheduling of tourism development projects. • The image and reality of the area to be conveyed. A newly developing tourist destination may need to first create a desirable image of itself before engaging in specific promotion. • Any particular obstacles to overcome such as recent political instability or a natural disaster. • Whether promotion offices should be established in the major market source countries, or local marketing representation contracted in those countries, or promotion is handled directly from the home office. • Consideration of any contingencies which may arise such as the opening of previously closed market sources. The marketing strategy should be related to both long term and short term objectives. By doing this, the foundation is laid to achieve the longer-term objectives but with the short term ones planned more specifically. The marketing strategy should be reviewed fairly often. It can be modified, if necessary, depending on market trends and any changes in development of the tourism product. Destination Selection: The Decision Variables Tourism demand is a consumption process influenced by a number of decision variables. At the individual level, attitudes, perceptions and the intensity of motivation play vital role in the decision making framework. The decision making process of a tourism consumption involves four (4) basic elements viz. i) Motivating Elements: These are the energizers of demand, which propel a tourist to visit a particular destination. ii) Filtration Elements: These are the demand constraints (that may be economic, social, psychological/ risk factors), which are assessed before taking final decision. iii) Impacting Elements: These are the promotional elements of a destination which impacts consumer decision making positively or negatively by affecting the motivating elements. iv) Extraneous Elements: These are the influences of culture, family (main decision maker), friends and colleagues, which have bearing upon the consumption type and manner of tourism products. Marketing and promotional strategies therefore should be cognizant of the tourist behavioral patterns. Tourism Product Arunachal Pradesh being unexplored state, it should be possible for the state to develop sustainable tourism, practically for all areas and for all seasons. Connectivity and accommodation are important factor, which need to form part of tourism product so that people are informed. Fairs and festivals, tribal games, handicrafts, sunrise experience, border flag meetings, etc. should be linked with accommodation so that tourism product could have a meaning for people to come and stay at various locations in Arunachal Pradesh. Arunachal Pradesh needs a line permit through State Department of Home therefore, it deters people visiting Arunachal Pradesh. This may be looked into and generally, tourists need not be asked for inner line permit. Market Segmentation by Product Typology The likely visitation of domestic and foreign tourists over the different product typologies offered by the State is summarized in the following Table. Product Typology vis-a-vis Tourist Visitation Sl. No. Tourism Typology High Visitation Moderate Visitation 1. Cultural Tourism Foreign Domestic 2. Nature /Ecotourism Foreign Domestic 3. Rural Tourism Domestic Foreign 4. Adventure Tourism Foreign Domestic 5. Wildlife and Forest Tourism Foreign Domestic 6. Leisure Tourism Domestic Foreign 7. Special Interest Tourism Domestic Foreign 8. Wellness Tourism Domestic Foreign Market Segmentation by Spatial Source The following geographic market segments have been identified for promotion of the products and destinations of Arunachal Pradesh. The source markets where thrust will have to be given during the immediate, intermediate and long term periods are given below: Stages and Source Markets Stage States within India International Immediate West Bengal, Maharashtra, Gujarat, Delhi and other N-E States Nepal, Bhutan, Sri Lanka, Myanmar, Thailand, China, Japan, South Korea, UK, USA and Israel Intermediate Uttar Pradesh, Uttaranchal, Punjab, Haryana, Rajasthan, Andhra Pradesh, Indonesia, Malaysia, Singapore, Vietnam, Cambodia, Bangladesh, Canada, Italy, Holland Germany Long Term Himachal Pradesh, Tamil Nadu, Chandigarh, Orissa, Kerala, and Karnataka Taiwan, Australia, New Zealand, Spain Proposed Marketing Strategy Like any consumer product, tourism needs to be promoted by an aggressive and well coordinated marketing strategy. And to be successful as a Brand in the market place, all the elements of its marketing mix will have to be managed in a professional way. With a view to attaining the stated objectives the following marketing / promotion strategy has been suggested. Promotion of Events / Fairs and Festivals Arunachal Pradesh can be a strong contender for hosting international events on Cultural and Heritage tourism, Eco-tourism, Adventure tourism. Tourism linked activities and programmes of regional associations like SAARC, BIMST-EC, etc like the SAARC Adventure Camp held in Darjeeling in West Bengal can be held in Arunachal Pradesh, which has immense potential for adventure tourism. The proposed Tourism Board should take up these issues with the Ministries of Tourism, Culture, Youth Affairs and Sports and the External Affairs of the Government of India for organizing such events. In addition, major cultural activities focusing around the religious festivals like Dance, Musical nights, Open-air Evening Cultural programmes should be organized where the tourists’ participation should be encouraged. There should also be a system of awarding Prize to the participants. Some other events specific to Arunachal's tradition and culture should also be orgainsed as follows: i) Brahmaputra Festival and Buddha Mahatsava: The already existing events should be promoted more vigorously. In addition annual River Festivals covering all the major rivers (e.g. Kameng / Subansiri / Siang / Dibang / Lohit / Noa Dihang, etc) should be promoted. ii) Recreating Doimara Trade Fair: The historic Doimara Fair, the origin of which is traced to the first decade of the nineteenth Century has been one of the two nodal centres of cross area trade where the Sherdukpens, Thembang Monpas and merchants from Tibet traded with the British merchants. The historic event can be re-incarnated as an Ethnic Trade Fair and promoted as an annual event. The venue may be rotated among Doimara, Rupa, Kalaktang and Dirang where traders from Tibet (China) may be allowed to participate. iii) Promotion of Tribal Games: Indigenous games of Arunachal Pradesh have been closely attached with celebration and festivities and form a vibrant expression of the cultural identity of the communities. Theme based promotion of some of the games should be made either back- to- back with the local festivals or as stand alone events. The identified games are (i) Mimic Warfare (ii) Mock Hunting (iii) Archery (iv) Snake Games (v) Dragon Trail (vi) Hog’s Rub (vii) Cat and Mouse, etc. Some of the Children's Games should also be highlighted. iv) Tattoo Festival: Tattooing is an important socio-cultural practice among some of the tribes like the Wancho, Apatini, Nyishi, Aka and Tangsa. Promotion of Tattoo Festival may be made either during the major festivals of the communities or separately. Modern tattooing techniques should be utilized to promote this unique art using motifs approved by the said communities. v) Sunrise Experience: Sunrise in Arunachal Pradesh is a unique intangible resource and should be promoted as a privileged experience. Experiencing the country's first sunrise from vantage locations or by ballooning over the mountainscape can be a lifetime experience for the tourists. vi) Border Flag Meetings: The border flag meetings between the Indian and the Chinese armies at selected points on the Indo -Tibet boundary can be promoted for viewing by the tourists. These meetings which are not very frequent can attract domestic tourists. Special arrangements with the Indian Army will have to be made for this purpose. vii) Other festivals and events to be promoted are: - Tribal Dance Festivals, - Food Festival, - Orchid Festival and Flower Show, - Handicrafts Festival, - Festival of Tribal Sports, - Porter's Race (in the eco-tourism destination). Showing films (initially at national level and subsequently at international level) on Adventure Sports - in collaboration with the Dept. of Tourism & Culture, Govt. of India, New Delhi should also be organized. viii) Exhibitions and Workshops may be organized as follows: • Photo Exhibitions on nature and wildlife in association with leading photography instrument makers like Nikon, Kodak, Canon, Olympia in collaboration with internationally popular TV channels like The National Geographic, Discovery, BBC and CNN • Conservation Awareness Workshops in collaboration with world bodies like UNEP, UNESCO, etc. • Observation of World Tourism Day as a fixed annual event • Institution of Awards for Responsible Tourism for the operators of Travel and Hospitality industry, Ecotourism Committees among the Tribal Communities Appropriate planning linking the other Northeastern States should be made for integrating the fairs and festivals of the region as a whole. A calendar of events of the major Fairs and Festivals should be prepared. ix) Overseas Representation: International awareness on Arunachal Pradesh needs to be created through the Indian embassies and the front desks of Air India and the Tourism Department of the Government of India x) Tourism Exhibitions: The Department of Tourism has been participating in various tourism related fairs and marts held in the country. It is suggested that the current endeavour be stepped up by promoting various themes of Arunachal Pradesh. Representing Arunachal Pradesh at the major fairs / events / exhibitions at the both national and international level. Some of these are suggested below: • WTM / PATA / IATO/ TAAI Meets / Annual Conference. • Beijing International Travel and Tourism Market (B1TTM), Beijing International • Tourism Expo (BITE) • Business Travel Show (Germany), Korea World Travel Fair, Thailand Travel Mart. • TTF Kolkata, Bangalore, Hydrabad, etc. India Travel Mart Public Relations Major thrust should be given to Public Relations in the source markets during the first phase of tourism development for making brand ‘Arunachal’ as a premium product. This is essential to create the right image for Arunachal in the marketplace where active cooperation is needed from the hoteliers, transport operators, etc, for developing complementarities between the source and the destination markets. Organizing Familiarization (FAM) tours of the major tour operators, travel agents, airlines in the source markets particularly South and South East Asia region need to be initiated to promote Buddhist and cultural packages targeted at both domestic and international tourists as part of promoting the North East as a composite destination in collaboration with other States. 117 Inviting travel writers to Arunachal Pradesh who in turn can write about their impressions in their respective papers. This is a very effective method of stimulation of the motivational elements of a would-be tourist. Organising familiarization (FAM) trips for journalists, travel writers, tour operators, airlines, etc. from the SAARC/ BIMST-EC countries under full local hospitality by the APTDB. A FAM trip had already been organized to North Eastern States for BIMST-EC delegates. Present Marketing Efforts Marketing of Arunachal Pradesh as a tourist destination is fairly low keyed with low promotional visibility. On present reckoning however, some marketing efforts have been taken, which include the print media, electronic media and event based promotions like festivals, fairs and exhibitions. The Directorate of Information, Public Relation and Printing of the Government of Arunachal Pradesh, publishes brochures/leaflets and propaganda materials on general tourism related issues. The Department of Tourism, Govt. of Arunachal Pradesh supported by Government of India, jointly brings out brochures and promotional collaterals in general as also highlighting fairs and festivals (Bramhaputra Festival, Buddha Mohotsav, etc.). The Environment and Forest Department, Govt. of Arunachal Pradesh also brings out literatures like Namdapha Nature News, etc. on forest and wildlife. These apart, some initiatives are also been taken up by Directorate of Sports & Youth Affairs, Govt. of Arunachal Pradesh and the Directorate of Research, Govt. of Arunachal Pradesh. In addition to the above a number of tour operators like Purvi Discovery, Jungle Travels India (Assam based) and Liza Travels, Kon Travels & Tourism Private Ltd., Donyi Hango Tours, etc of Arunachal Pradesh also publish leaflets, brochures and other tourist literature highlighting places of tourist interest, tour programmes, etc. However, the information brochures of the sub-agents are qualitatively inferior for attracting potential visitors. So far as the electronic media is concerned, the Directorate of Tourism, Government of Arunachal Pradesh has hosted a web site highlighting the destinations spread over the approved tourism circuits. The State Government also undertakes cultural programmes and supports exhibitions at national and international levels. State Tourism Department also participates either directly or indirectly through its authorized tour operators in event like the Travel and Tourism Fair (TTF), an annual event in Kolkata and Bangalore. The present level of promotional and publicity programmes initiated by Arunachal Pradesh are not much effective for attracting tourists in viable numbers round the year so as to sustain the sectoral economy. Tourism marketing is virtually absent in Arunachal Pradesh. Travel writers rarely cover the State. Information on the State is difficult to obtain and a large number of Indians may not even be aware of the location of the State. The major limiting factors for the low-trap inertia in tourism marketing can be attributed to the following. i) Low priority accorded to the tourism sector in the State Plan. ii) Despite a number of circuits having already identified, the critical gaps in their linkages have still remained due to weak interaction among different stakeholder Departments iii) Tourism as an economic activity has been unable to build confidence among private entrepreneurs for Investment in the State. iv) Regional tourism i.e. tourism within the Northeastern States has also remained low-keyed having minimum linkage effects on Arunachal Pradesh. v) The general sense of insecurity among tourists over political disturbances in the Northeastern region. vi) Entry restrictions to Arunachal Pradesh (Inner Line Permit and Restricted Area Permit) Establishing the Marketing Objectives In the comprehensive and integrated planning approach, the marketing objectives are represented by the market targets of the types and numbers of tourists to be attracted. The targets are expressed in terms of the approximate numbers of tourist arrivals by type, average length of stay, and other characteristics. The tourist groups aimed for should be closely related to the tourism product and the kinds of tourists and tourism desired. The major objectives of tourism marketing are as follows: • Creation of a sustainable demand base at the national and international levels for consumption of the tourism products and services through a set of dynamic promotional strategies • Balanced distribution of tourists over time and space. • Emphasis on Quality tourism over Quantity tourism. • Positioning Arunachal Pradesh in national and global tourism map. • Establishing a brand image of Arunachal Pradesh • Promoting myths and cultural ethos of the tribal communities. • Showcasing the DSPs of the products which have sufficient strength to pull the tourists and thereby, monopolising the products from the competitive basket of other States. • Ensuring the selling of right tourist products to the right market segment at appropriate time and affordable price. • Promoting logistics for attracting high spending tourists keeping in view, control of budget tourists to check mass tourism particularly in 'eco and ethnic' sensitive zones. • Widening the seasonal base • Promoting activity based tourism particularly during lean period so as to reduce /mitigate seasonality of tourist arrivals. • Deepening the market penetration of the existing source markets in the area • Augmentation/up gradation of tourismdestinations/products life cycles for maintaining their sustainability. • Product upgradation particularly for attracting repeat visitation for obviating the indifference in satisfaction' fatigue. In already developed tourist destinations, the marketing objectives may also relate to changing the types of markets, such as aiming for higher quality or special interest markets. Such objectives must, of course, be coordinated with corresponding changes made in the tourism product of attractions, facilities and services. The marketing strategy should be related to both the longer and shorter-term objectives. By doing this, the foundation is laid to achieve the longer-term objectives but with the shorter- term ones planned more specifically. The marketing strategy should be reviewed fairly often. It can be modified, if necessary, depending on market trends and any changes in development of the tourism product. Tourist Circuits The supply base of tourism in Arunachal Pradesh has been spread 11 (eleven) main circuits as mentioned hereunder: • Circuit I - Tezpur - Bhalukpong - Bomdila – Tawang Circuit • Circuit II - Itanagar - Ziro - Daporijo-Aalo – Pasighat Circuit • Circuit III - Pasighat - Jengging – Yingkiong- Tuting Circuit • Circuit IV - Tinsukia – Tezu- Hayuliang Circuit • Circuit V - Margherita – Miao – Namdapha Circuit • Circuit VI - Roing – Mayudia-Anini Circuit • Circuit VII - Tezpur- Seijosa-Bhalukpong Circuit • Circuit VIII - Ziro-Palin-Nyapin-Sangram-Koloriang Circuit • Circuit IX - Doimukh-Sagalee-Pakke Kesang-Seppa Circuit • Circuit X - Aalo-Mechuka Circuit • Circuit XI - Daporijo-Taliha-Siyum-Nacho Circuit In addition to the main circuits, as many as 13 Sub Circuits and 4 Extended Circuits have also been identified (Refer Development Plan) with a view to achieving spatial tourism growth. Preparing the Promotion Programme The promotion programme is prepared based on several considerations - the marketing strategy; knowledge of marketing distribution channels; the promotion techniques available; and the amount of the budget. This programme is usually designed for a three- to five-year period. It specifies by year the types of promotion to be undertaken and their estimated costs. Continuing costs, such as for maintenance of offices in the market source countries and local tourist information offices, are usually included in the promotion budget. The most commonly used promotional techniques are as follows: • Preparing printed material such as brochures, posters, maps, postcards and travel agent manuals, and distributing these to travel agents, tour operators and the tourist consumers. • Preparing audio-visual material — slide, film and video shows — for use in travel seminars and other types of presentations. • Advertising in newspapers, magazines, radio and television aimed at the tourist consumers, and in travel trade publications aimed at tour operators. • Attending travel trade fairs, of which there are now many held annually in Europe, North America and East Asia. • Undertaking special promotional trips to the market countries in order to contact travel agents and tour operators. • Inviting and hosting visits by tour operators and travel writers and photographers. • Preparing and publishing guide and general information books about the area, if these are not available commercially. These books can be sold to recover the costs involved. Marketing of specialized forms of tourism such as convention and cruise ship tourism requires specific knowledge and promotional techniques. Promotion of an area and its attractions and facilities should be accurate and honest. If promotion misrepresents the area and tourists are attracted by inaccurate statements made in the promotion, they may well be dissatisfied. This can lead to tourists advising their friends not to visit the area, and to unfavorable publicity in the public media of the market source countries. Promotion should be closely coordinated between the public and private sectors. A common practice is to establish a joint promotion board for coordinating and carrying out promotional activities. This board is jointly funded by the public and private sectors. The private sector will still undertake promotional activities for their own enterprises. The government must provide adequate budget for its share of marketing, if tourism is to be successful. At the same time, marketing should be carefully programmed so as to maximize effective use of the funds that are available. 121 Providing Tourist Information Services An important function of marketing is providing information to tourists before and after they arrive at their destinations. Various types of information should be available — the general geographical, historical and cultural background of the area; the attractions, facilities and services (and their costs) that are available; transportation schedules; location of shopping, medical and postal facilities, consulates, embassies and religious institutions; and other specific information. It is also very important to inform tourists about local customs, dress and behavioral codes, tipping policy, and any security problems they should be aware of. Tourist information offices should be established in convenient locations, and be staffed by knowledgeable personnel. Information officers should have foreign language capabilities where needed. Often, a successful approach is to develop visitor information centres. In addition to information material, visitor centres contain exhibits, offers audio-visual shows and have literature, slides and other material for sale. Networking Strategy The Central Government has finally opened Delhi, Chennai, Mumbai, Kolkata along with 18 other tourist destinations for being linked directly to the Association of South-East Asian Nations (ASEAN) countries by air. Designated carriers from the 10 member ASEAN States, which include Indonesia, Malaysia, Thailand, the Philippines, Singapore, Vietnam, Laos, Cambodia, Brunei and Myanmar will now be able to operate flights to and from the Indian metres apart from 18 other tourist destinations in India. As of now the foreign airlines concerned will make stopovers at four intermediate points - Cambodia, Myanmar, Laos and Vietnam. The whole exercise is aimed to promote the tourism destinations in India in which these countries have interest. According to ASSOCHAM sources, this will help raise the tourist flow to India by at least 35 per cent. At present, only Indian Airlines and Air India have been allowed as designated carriers for the ASEAN countries. With the domestic private airlines brought in at a subsequent stage, there will be a tremendous growth in tourist movement to and from the ASEAN countries in the future. In an earlier move, the Government of India has allowed private domestic airlines to operate flights to SAARC countries from the four metros plus Bangalore and Hyderabad. Other areas of networking will include: 1) Networking with Travel Agents, Private Sector Airlines 2) Networking with mountaineering clubs both within and outside the country. Holding/ organizing Workshops on mountaineering and adventure sports. 3) Tie up arrangements with major International Airlines in the key source markets in South and South East Asia viz. Singapore, Malaysia, Thailand, Sri Lanka for organizing ‘all inclusive’ tour packages. 4) Networking with major Environment NGOs (eg. WWF) / Nature clubs, etc at national and international levels. 5) To set up / promote setting up of Tourism / Nature Film clubs in the State (selected districts). Sales Promotion Emphasis should be given on promoting Ecotourism in the different geo-climatic zones of Arunachal Pradesh. Collaboration with travel agents and tour operators (both retail and wholesale) in the various States and abroad should be made to promote special theme based packages like Rain Forest Tours, Cloud Forest Tours, Honeymoon Tours, Wellness Tours, Biodiversity Tours, Adventure Trails, Pilgrimage Tours, etc. Incentives should be offered to sell the tourist destinations and packages to the trade channels. Establishing of a permanent channel of communication with the travel-trade through regular issue and distribution of newsletters and bulletins on Arunachal Tourism should also be made. i) Print Media: • Preparation of a Compendium of Hotels, Restaurants, Travel Agents/Tour Operators approved by the Department of Tourism, Government of India, Arunachal Pradesh Tourism Development Board and recognized by the industry associations in the SAARC / BIMST- EC member countries. • Different type of Information for different segment such as Travel Agency, Tour Operator. • Attraction wise information (Cultural Tourism, Adventure Sports, Trek Trail Map, Wildlife Tourism, Ecotourism, Special Interest Areas, Rural Tourism, etc) ii) Media Advertising: • Audio - in the FM channels at the source States in the country • Print Media- Newspapers, Travel magazines, In-flight magazines • Electronic Media - CD, Documentary Film (National Geographic Channel, Discovery, and vernacular channels in the source markets. • Hoardings and Banners Media advertising has to be launched in a selective manner, largely to support the specific promotions / product launches. Media advertising has to remain modest in scope because of the high cost it entails. The imagery of any visual material should be highly inspirational and should emphasize upon the unique aspects of Arunachal as tourist destination. Coining of appropriate promotional slogans for appeal should be made. Professional agencies should be engaged for this purpose. iii) Promotion Pricing: To promote tourism, promotional pricing will have to be adopted in the beginning. This means prices for packages should be low initially to encourage potential customers to try the product. For this purpose, collaborative assistance should be sought from various suppliers of tourism consumption like the railways, airlines, transport operators, accommodation providers and travel agents. iv) Differential Pricing: The package tours should be priced in such a manner that the perceived value of the package is greater than what the tourist hopes to get by traveling on his own. Different packages may be designed based on various tourists’ types. There may be certain exclusive packages for wildlife enthusiasts or adventure sport lovers or golf players. Discounted prices during the lean periods should be offered and properly promoted to attract tourists from both within the country and abroad. Other Promotional Issues i) Source markets for countries viz. Nepal, Bhutan, Sri Lanka particularly for adventure and nature /eco-tourism should be tapped. These countries along with countries like Japan would constitute the principal geographic market segments for initiating focused marketing launch in the first Phase of the proposed Plan period. A dynamic process of periodic market review will be undertaken by the proposed ii) Tourism Development Board for Arunachal Pradesh to broad-base the supply spectrum for ensuring positive growth during the subsequent Phases. ii) The ADB's promotion of the Greater Mekong sub-region as a composite tourist destination involving six countries has become an annual industry event. Similar efforts of events can be mooted under ADB's SASEC programme of tourism which has identified the eastern and northeastern region of India as the common denominator for providing cultural, nature-based and Buddhist destinations. iii) The Ministry of Tourism Government of India had earlier initiated two studied on Taxes levied by the State and Central Governments in the tourism sector and on the Impact of Civil Aviation policies to assess the problems of high taxation rates and the multitude of Central and State level taxes that impact upon the industry. The studies recommended rationalization of both Central and State Taxes like expenditure tax, Service tax, Customer duty, etc. The study should also identify deficiencies in air links with tourist source markets, etc. Chapter – V Human Resources Development for Tourism Introduction The role of Human Resource Development in Tourism Plan is not just creating new jobs but building of capacities for the various functions in the demand - supply chain of tourism production and consumption. With the objective of positioning tourism as a major engine of growth and to harness it's direct and multiplier effects for employment and poverty alleviation in an environmentally sustainable manner, human resource development constitutes a key area in tourism planning. Human resource development is necessary for tourism sector to increase productivity and efficiencies in the hospitality functions, and to provide sustainable employment opportunities in the areas where options for other gainful avocations are limited. Human Capital and Tourism Industry i) Global Perspective a) World Tourism Organisation (WTO) - Manpower is a key for competitiveness in the tourism destinations to emphasize on the development of human capital for sustainability of the tourism industry. b) International Labour Organisation (ILO) – There is a need today to devise social and economic systems, which ensure basic security and employment while remaining capable of adaptation to rapidly changing circumstances in a highly competitive global market. c) Quebec Declaration on Ecotourism - Lack of education facilities, communication systems and other infrastructure facilities are major impediments for growth of sustainable tourism. Private sector investment is important in the training of the local workforce for better human resource inputs in their operations as well as for promoting an ethical and environmentally conscious behaviour. An emphasis of stakeholders’ on environment education and awareness is necessary for development of local community and poverty alleviation. d) WTO's Global Code of Ethics for Tourism – These are giving priority to local manpower development providing appropriate initial and continuous training as well as necessary development of skills and professional activities and exchanges of experience between and among the executives and workers. ii) SAARC Regional Perspective Following actions are needed in the SAARC region for tourism activities taken by the South Asian Regional Conference on Conservation and Ecotourism: - Training and skill development programmes - Consumer awareness and education - Community capacity assessment - Local structures and their values, - Integration of pro-poor and biodiversity agendas, - Inter-stakeholder partnerships A Technical Assistance programme has recently been approved by ADB under the SASEC initiative involving the four South Asian countries viz. Bangladesh, Bhutan, Nepal and India for Human Resource Development and Capacity Building in the tourism sector. iii) National and State Policies • National Tourism Policy The National Tourism Policy recognizes the importance of the country's human capital for maximizing productivity. The Policy notes the high employment potential of the tourism sector and emphasises on the need for training of manpower at different levels among different stakeholders. • Tourism Policy of Arunachal Pradesh The Tourism Policy of the State underscores the requirement of creating a wholly new culture of professionals in hospitality sector with strong emphasis on courtesy management. One of the objectives of the Tourism Policy is to build capacities and create mechanisms to support small and medium enterprises. Human Resource Development (HRD) in Tourism Sector of Arunachal Pradesh Employment opportunities (direct and indirect) will be generated in the tourism sector with specialized skills and professional manpower required for the different sub-sectors of the travel and hospitality industry. A well-designed plan for capacity building and manpower training local, regional, national and international experiences will help make tourism development successful. The aim of the HRD Plan will be to create an efficient manpower base that would help promote the economic, social, cultural and the environmental objectives. HRD for the tourism sector will thus incorporate awareness, training, education, research and management activities for different stakeholder groups. Important Issues for HRD Planning a) Productivity - Tourism industry is regarded as a labour intensive industry. Productivity of personnel depends on the level of education, skill and training in new technologies, which also provides for customer satisfaction as well as career progression for the personnel and ultimately to the overall State economy. Strategies for enhancing productivity include refocusing of core competence, upgrading of skills, creation of new professional profiles, multi-skilling, promotion of team work, etc. b) Education and Training - The increasing demand for quality services in the travel and hospitality sector makes it imperative to provide literate and professionally skilled manpower. c) Women's Role and Empowerment - Women occupies the lower levels of the service hierarchy in the tourism labour market with limited career development opportunities. The growing emphasis on women's empowerment makes it mandatory to provide non-discriminatory opportunities in education and training as part of HRD policy in the tourism sector. d) Child Labour - HRD planning for the tourism sector should be sensitive to the issue of child labour, which is common across the globe in the tourism industry. An estimated 13-19 million children and young people below 18 years of age (nearly 10-15 per cent of the entire workforce of the global tourism industry) are employed in the tourism industry worldwide. e) Human Values – Tourism industry often faces the challenges of commercial sexual exploitation of women and children. This is more prevalent in the developing economies of Asia. Tour operators, hotel staff, taxi drivers and entertainment bodies often work in collusion to satisfy tourist demands. Any HRD planning exercise for tourism should take this issue into account so as to prevent cultural degradation of the destination. Respect for the socio-cultural life and traditional values of the indigenous people of the destinations should be given. f) Environment, Health and Safety - With great emphasis being placed on environment conservation, there is an increasing need for the tourism managers both at Government and private levels to be careful about the environmental impacts during the construction as well as operational phase of tourism development project. Monitoring of the environmental health vis-a- vis carrying capacity of the destination as well as food safety, general health and hygiene and the security environment of the area requires to be done for overall sustainability of the tourism activities. g) Entertainment, Sports and Performing Arts - Tourist destinations are embellished with product and sub-product support where entertainment, sports and performing arts are the vital components. For catering to the tourists' needs, the HRD plan should focus on developing a corpus of trained personnel / experts in the various forms of the said activities from among the local communities. Honing of skills for tribal sports, golf, etc. should be made so as to cater to the tourist destinations. Similar exercises should be undertaken for capacity building for Adventure Tourism, Wildlife and Forest Tourism, Ecotourism Wellness and Rejuvenation Tourism, Special Interest Tourism, etc. Formal and Specialized Education Manpower training may be provided through formal education system as well as tailor- made workshops and awareness programmes. The beneficiaries of the formal education system will be the major service providers to the tourism industry in the State and will be tagged with the main course of action for tourism development. Rajiv Gandhi University has started three year back 1-year P.G. Diploma in Hotel Management and Tourism with two semesters covering the following subjects: 1. Principles of Hospitality, Management and Tourism 2. Food and Beverage 3. Health, Hygiene and Food Nutrition 4. Menu Planning 5. Hospitality and Tourism Marketing 6. Human Resource Management in Tourism and Hospitality Industry 7. Hospitality and Tourism Accounting 8. Hospitality and Tourism Industry Research Project The State is sparsely populated therefore, we feel at present setting up an Institute of Hotel Management may not be worthwhile. However, in other states for specialized and technical education, there are in three types of courses given below: 1. Three year Diploma in Hotel Management for the students who have pass 10 + 2. This type of diploma is being offered by the Polytechnics in the country in various nomenclatures in Hotel Management & Catering Technology. The examinations are being conducted by the State Council of the Technical Education of the States. The syllabi are also prescribed by technical boards, constituted by State Council of technical education. Separate guidelines on norms and standards for diploma level institution (Polytechnic Institutions) are published by the All India Council of Technical Education (AICTE). or Three year Diploma in Hotel Management for the students who have passed 10+2. This type of diploma is offered by National Council for Hotel Management and Catering Technology (NCHMCT). The admission procedure and the examination system has been worked out by National Council for Hotel Management and conducted by the National Council for Hotel Management, and Catering Technology (this diploma is not equivalent to degree of a University). 2. One year Post Diploma course intended to be offered by National Council for Hotel Management and Catering Technology for those candidates who had passed three year diploma after 10+2 level. This post diploma after three year diploma programme has a course duration of 1 year with course contents and academic equivalence to professional degree in Hotel Management & Catering Technology as given below. 3. Four year degree programme in Hotel Management and Catering Technology after 10+2. This programme is being offered by few Universities and colleges affiliated to University. AICTE has determined course structure for the following diploma and degree courses: - Teaching for Three Year Diploma - Teaching for Four Year Degree The Academic Scheme of teaching and evaluation in Hotel Management and Catering Technology for diploma and post diploma courses shall be prescribed by National Council for Hotel Management and Catering Technology (NCHMCT). Staff and Infrastructure Norms should be followed as per the guidelines determined by AICTE. It should be mandatory for the officers and staff of Department of Tourism in the State to attend one-week course of IHM. Scope for HRD Non-availability of the adequate number of skilled manpower is a major constraint in the State. Higher education facilities and vocational training centres are insufficient to meet the future challenges of the tourism industry. The future development of tourism industry in the State will generate a large volume of employment opportunity (direct and indirect) and this future workforce will need specialized training to serve the industry in a professional manner. The scope for Human Resource Development in the State will thus broadly encompasses the following: • Development of New Skills • Importance of Continuous Training • Learning for Competencies • Certification • Training provided by Employers • Filling the Training Gap i.e. matching training demand with training supply • Voluntary Contribution by the private sector for Training, Environment Education, Conservation and Management of community resources by the local population • Technical and Educational support from NGOs, community based associations, academic and research institutions on ecotourism, culture and society. Human Resource Development (HRD) Initiatives Training and capacity building will be initiated both for the existing workforce in the hospitality and travel industry in the State as well as for the new generation to be empowered at the community level and NGOs for promoting programmes, strategies of tourism development while making their activities environmentally, socially, and culturally sustainable. HRD initiatives for promoting and developing education programmes can enhance awareness about nature conservation and sustainable use, local and indigenous cultures and their relationship with tourism. Capacity building through formal and specialized training should be a part of the Planning exercise. Capacity Building through Formal Education Training for manpower development for the tourism sector can be initiated through formal education and training. Formal education system may be divided into two branches viz. (i) Basic Education - to deal with environmental awareness programmes and (ii) Specialised Education - to deal with producing knowledgeable and skilled manpower to meet the demand of the tourism industry. i) Basic Education Following basic education system at the Primary, Secondary and Higher Secondary schools should include courses for building awareness among students in the areas of environmental protection, bio-diversity, conservation of natural resources and codes of ecotourism. The school curriculum should emphasize on: a) Knowledge of environment and cultural diversity. b) Regional history and archaeology. c) Importance of tourism for Arunachal Pradesh, both for conservation purpose and economic benefits. d) Special features of different regions in terms of tourism resources, biodiversity and culture. e) Importance of ensuring hygiene and sanitation in places of tourist interests as well as urban centers from ecology and environment protection angle. Students of Secondary and Higher Secondary schools will have more ability to absorb issues related to environmental protection and conservation of the natural resources. They may be encouraged to set up eco-clubs in the schools and conduct biological tours. School students may be utilized to conduct campaigns in the villages for environmental protection in association with the Village Conservation Committees (VCC). ii) Specialized Education The purpose of specialized education is to create trained manpower for the future with professional knowledge and skill to meet the demands for tourism services. This class of trained manpower will act as the major driving force for the advancement of tourism in Arunachal Pradesh. Specialized education should be divided into the following branches: a) Hospitality - Hotel Management, Catering Technology, Tourism and Travel Management b) Products - Ecotourism, Wildlife Tourism, Adventure Tourism specializing in Trekking, River Rafting, Angling, Mountaineering, Rock Climbing, Biking, First Aid and Emergency Rescue operations. Professionally skilled manpower in adventure tourism may act as Instructors and Guides for tourists. c) Ecology and Environment - Independent subjects to be offered at Undergraduate and Postgraduate levels suitable for field level operators, managers and decision makers. d) Social Sciences - Independent subjects to be offered at Undergraduate and Postgraduate levels suitable for operators, field level managers and decision makers. iii) Vocational Training Vocational courses may cover short-term diplomatic / certification / crash courses on different tourism related subjects for various stakeholders like tour operators, taxi operators, hoteliers, guides, personnel in the hotel and catering services, media, etc. The various types of vocational courses, suitable for tourism development in the State are given below: • Tourism study may be taken up as a Vocational Course at the UG level in the Degree Colleges in the State. • Post Graduate and Management courses can be developed as part of courses in humanities, environmental sciences and management studies streams covering hotel management and catering technology, travel management, adventure tourism, heritage tourism, etc. In all the above courses, history and culture, anthropology, mountain ecology and environment and major economic issues of the State / region should be included. • Tourism should be included as part of the secondary and higher secondary syllabi under Environment Education. • At the primary level eco-tourism can be a part of nature study course. Establishment of Eco-Clubs in schools should be made mandatory. • Interactive meets on tourism, environment conservation and management of common property resources should be organized by the Block level/District level Committees specially formed for the purpose with the Village Conservation Committees. The proposed Tourism Development Board should play a pro-active role in this regard. This would help the communities to be better acquainted with the requirements and role of the tourism sector as well as the tourism values. • Training programmes for the Trainers, Government officials, and other major service providers viz. tour operators, guides, Instructors of Adventure tourism activities, etc. should be organized for increasing efficiencies in manpower for productive dispensation keeping pace with the developed situations. Training is also necessary for villagers on orchid production, handicraft items, food processing for the tourists. Inadequacy in Local Capacities - There is a dearth of skilled technical manpower in the State. A Polytechnic Institute is going to be set up at Itanagar at an estimated cost of Rs. 23 crore under a World Bank aided project. Three more ITIs are likely to be set up at Dirang, Yupia and Miao under the Prime Minister's economic package. The proposed ITI of Yupia would be for woman. Training Courses The courses should be conducted in all remote tourist destinations and to be dealt with should include the following: (a) Destination Management (b) Food Production (c) Restaurant Service (d) Hotel Accounts (e) Lodge Management Training (f) Trek Leadership (g) Medical Aid / Emergency Relief (h) Travel Agency Personnel The local NGOs and Village schools can play an important role in organizing the such training and help in creating awareness among drivers, porters, hotel owners etc. where formal training is not required. Chapter –VI Strategic Approach India- North East Region The North East Region-Vision2020 document for the development of the North East region under Sectoral Strategies for the Region and Economic Development Perspectives for Poverty Eradication in the North East gives special emphasis to Tourism. The document States: “Tourism has tremendous potential in the region. The promotion of tourism calls for widespread augmentation of infrastructure for the hospitality industry (always moderated by ecological and environmental considerations), skill up-gradation in hotel management and in the skills of officials promoting tourism and a thrust on domestic tourists and low budget hospitality services. Tourism may be constructed around four concentric circles: (a) State based i.e. intra-state tourism (b) Multi-state tourism circuits (c) Pan regional tourism within NER and other regions of the country, particularly the eastern region and (d) International tourism with connectivity with neighbouring foreign countries.” Further the Vision 2020 document states: For newly emerging states, and hill states in particular, the inflow of expenditure from an expansion in tourism services is an important driver of economic development. Tourism has tremendous income and employment ripple effects that spread far beyond the actual tourism activity itself, so that benefits disburse quite naturally to owners of small shops, peripheral services, and even to construction banking and handicrafts. In other words, tourism related services are naturally employment intensive. The following table shows the growth of the tourist traffic in the North Eastern Region over a 3 year period from 2003 to 2005. Tourist 2003 2004 2005 CAGR Domestic 31.01 33.60 35.00 6.25 % Foreign 0.30 0.39 0.37 9.24% Total 31.31 33.99 35.37 6.28% (Source: North Eastern Region -Vision 2020) (numbers in lacs) The region received only 35 lac domestic tourists and 37000 foreign tourists in 2005 displaying a very poor footfall and also a drop in the numbers of foreign tourists during the year 2005. The overall growth rate for the North Eastern region is also below the growth rate for India of 13% for foreign tourist arrivals and 11% for domestic tourist arrivals showing opportunity for building the tourism sector in this region. The employment in the Trade, Hotel and Restaurants taken as a proxy for tourism sector employment also shows that against an all India average of 25.3% the employment in these sectors in the region are from a low of 15.3% in Meghalaya to a high of 40.2% in Nagaland ( Source : Vision 2020 – Year 2004-05 ) State Trade , Hotel and Restaurants Arunachal 22.7 % Assam 28.6 % Manipur 19.7 % Meghalaya 15.3% Mizogram 17.1 % Nagaland 40.2 % Sikkim 33.5 % Tripura 27.2 % India 25.3 5 Arunachal Pradesh The following table shows the growth of the tourist traffic in Arunachal Pradesh over the same 3 year period from 2003 to 2005. Tourist (2002) 2003 2004*1 2005 CAGR Arunachal Domestic (4372) 2195 39767 50560 27% on year 2004 Arunachal Foreign (187) 123 321 313 Arunachal Total (4559) 2318 40088 50873 NE Region- Domestic 3101472 3360084 3500000 6.25 % NE Region- Foreigners 29478 39168 37000 9.24% (Source: North Eastern Region -Vision 2020 & data received from the Department of Tourism, Arunachal Pradesh) The following table shows the sustained, positive and reassuring growth of the tourist traffic in Arunachal Pradesh over the further 3 year period from 2006 to 2008 after the sudden jump in the tourist traffic in 2004*1. The foreign tourist arrival, about 2 % of all tourists, has also shown a very high growth rates: 50-75% over the same periods though the numbers are small. Tourist 2006 2007 2008 CAGR (2004 base year) Arunachal Domestic 80137 91100 89292*2 22.47% Arunachal - Foreign 706 2212 3020 50%-75% Arunachal Total 80843 93312 92392 22.5% Note: *2 -does not include 60,000 pilgrims to Parasuram Kund (Source: Data received from the Tourism Department - Total hotel rooms available are 882 & approx 1700 beds) The data shows the growth of tourists both domestic and foreigners is better than the regional averages. Domestic tourist growth rate is better than the all India average of 11%. In respect of the foreign tourists, who constitute 2% of all tourists, the base is so small that even though the growth rate is very high at 50-75% and way above the all India growth rate of 13 % we need to increase the absolute numbers of foreign tourists to enhance our revenue realizations as they constitute an extremely high paying segment with an estimated average of 1800 US Dollars per visitor being spent during the visit excluding travel costs. The employment in the Trade, Hotel and Restaurants taken as a proxy for tourism sector employment also shows that against an all India average of 25.3% growth the employment in these sectors in Arunachal Pradesh has fallen at an average of 8.1% and this needs to be investigated. Year Trade , Hotel and Restaurants 1999-2000 33.5 2004-05 22.7 CAGR -8.1% ( Source : Vision 2020) Tourism Sector -Capital Intensity Tourism has a very positive Labour-capital ratio. An investment of one million rupees (at 1985-1986 prices) would create 89 jobs in the hotel and restaurant industry, compared to 44.7 jobs in agriculture and 12.6 jobs in manufacturing industries. The average for the whole tourism industry is 47.5 jobs for an investment of one million rupees (at 1985-1986 prices). A comparison of labour/capital ratios in different economic sectors is shown in table below: Labour-Capital ratios by sector Sector L-C Ratio Agriculture 12.6 Mining and quarrying 2.06 Railways 0.9 Other transport 13.8 Hotels and restaurants 89.0 Tourism- overall 47.5 Source: Annual Plan 1996-97, Department of Tourism, Government of India. Tourism Sector – Force Multipliers A. GDP (2002-03) Direct Total GDP 2.78% 5.83% Overnight Stay GDP Same Day 1% 1.00% GDP Total 3.78% 6.83% B. Employment Generation (2002-03) Jobs Overnight stay 4.59% 8.27% Jobs Same Day 1% 1% Jobs Total 5.59% 9.27% “Tourism Development is an “Economic Activity with Social Impact” Need Economic Development which is: inclusive, equitable and reduces disparities of gender, urban-rural and different regions and its communities Local Area Development strategies to have direct and positive impact on rural migration and creation of income and job opportunities in rural areas Addresses the issue of proximity based regional linkages, investment and income transfer opportunities in the state and its districts The overall impact of the Tourism Development Plan is dependent upon the political and administrative will of the state to synergize the tourism development plan with the states vision and development strategies. The socially and economically empowered society will have the ability to make choices for improved lifestyle and quality of life. Strong concern for environmental conservation, and that local people should benefit and be involved in tourism. Economic Growth Targets The economic growth targets for Arunachal Pradesh as per the plan periods are: Period GSDP @ 2007-07 prices Rs (Crore) Growth % Population Growth Rate % Per Capita GSDP At 2006-07 prices Rs Per Capita Growth Rate Average % Base Year 2006-07 3089 26425 11th Plan 19685 (3937) 8.75 1.19 162086 7.47 12th Plan 32132 (6426) 11.90 1.14 249644 10.64 13th Plan 31291 (6258) 14.25 1.01 233209 13.10 Required growth rate 11.18 1.13 9.93 Growth rate 2000-01 to 2004- 05 4.05 Source Vision 2020 Tourism Growth Targets Using the Trade, Hotel and Restaurant data as a proxy for Tourism, the contribution at 4.3% of state GSDP is far below the national average of 15.2% and even below the NE Region average of 13%. Tourism, as a growth driver for the state and direct impact on the trade sector, needs to contribute at least to the regional average of 13% and we would like to set a target of 10% for this sectors contribution to GSDP. We need to increase the capacity of the Tourism sector to create an average annual revenue of Rs393 crores in the 11th plan and Rs 642 crores in the 12th plan from the current annual revenue of Rs 132 crores i.e. 4.3% of State Base Year GSDP of Rs 3089 crores for 2006-07. The annual increase of Rs 510 crores by the 12th plan mid period accounts for more than 486% growth in the tourist arrivals and spend i.e. CAGR of approx 24% from the base year 2006-07 The existence of a global positive economic growth indicators and the picking up of the economy in India is creating a favourable environment for the planning of tourism traffic growth both domestic and foreign. In order to achieve substantive economic and social impact, and supported by current growth in the tourist arrivals, we are taking a conservative and sustainable approach for target setting and planning for the increase at: • CAGR of 15% in the numbers • CAGR of 10% in the spend per tourist. In order to achieve these targets we will have to: 1. Build the Brand and facilitate tourist 2. Improve activities and opportunities for the tourist to spend Projected Tourist Arrivals Assumptions: 1. Conservative Base Year is 2008 for which confirmed data is available from the Tourism Department. Total tourists for 2009 estimated at 115000 tourist 2. Growth rate for total tourist is 15% CAGR 3. Foreign tourists are 2% of the total. 4. Connectivity and permissions for the foreigners will not be the constraint. 5. The number of nights used by tourist both foreign and domestic is 5 Tourist 2010-11 2011-12 2012-13 2013-14 2014-15 Domestic 118087 135800 156171 179596 206536 Foreign 3994 4593 5282 6074 6985 Total 122081 140393 161453 185670 213521 Nights/Tourist Domestic 5 5 5 5 5 Nights/Tourist Foreign 5 5 5 5 5 Projected Tourist Arrivals per Capita The population growth of Arunachal Pradesh is projected as follows and accordingly based upon the 15% CAGR for projected tourist arrival, the tourists per lac population over the planning period are: Year Population Tourist Arrivals Tourist/Lac Population (lacs) 2001 10.98 -------------- population as per the census 2006 11.69 80843* 6915 ( NE Vision document) 2011 12.26 122081 9957 @ 2015 12.84 213521 16629 @ Note: 1. Ministry of Tourism, Government of India projections of 760 million domestic tourists and 11 million foreigners by 2011 will mean approximately an average of 64000 tourists per 100,000 population across the country 2. * Data provided by the Tourism Department, Arunachal Pradesh 3. @ Sikkim today has a tourist per lac population figure of 35000 which is considered to be a very good in terms of carrying capacity management A new growth sector is medical tourism. It is currently growing at around 30% per annum. Medical tourist arrivals are expected to reach one million soon. The tourism industry of India is based on certain core nationalistic ideals and standards which are: Swaagat or welcome, Sahyog or cooperation, Soochanaa or information, Sanrachanaa or infrastructure, Suvidha or facilitation, Safaai or cleanliness and Surakshaa or security. Environment a. Competition We have to realize that like all market driven situations there is competition in the tourism space also, both for the tourist traffic and tourism infrastructure investments. This competition covers the needs of the local, regional, pan-India and foreign tourist. i) An informed tourist collects information, evaluates, refers and then makes the choice of a destination and the offerings by the destination. Pleasant experiences and value for money being the key parameters for word of mouth referral for repeat visit and promotion of the destination for others. This enhances the value of the Brand Build Up exercise the state may embark upon. ii) Investments also are promoted by the tourist indirectly based upon their experiences during the exploration visits. A proactive policy is the best way of reaching out to the investors. Most of the developing countries and its states the biggest issue is licences and permissions. iii) Structural headaches of governance far outweigh the fiscal incentives offered and the investors are not forthcoming. The Tourism Policy to be “Problem Resolution” based rather than “Philosophy” based. The ease of implementation of the policy and automatic approval routes with sunset clauses for restrictions to be integrated into the policy formulation. Other states are competing for the same investment. b. Employment Opportunity The tourism sectors contribution is next only to retail sector and it also supports the development of the retail sector. Together they account for almost 20-25% of all jobs created. The benefit of promoting tourism in naturally endowed areas is even greater as nature is a heritage and little investment gives high returns. 1 in 10 jobs globally are created by the tourism sector and the CAGR is approximately 15%. Such is the impact of this sector on development approaches and strategies. Unlike other service sector jobs, the tourism and retail sector create jobs at all skill levels and being mostly local jobs have a very high income distributive capacity. The multiplier effect is also significant as it creates jobs in its own service sectors like food & beverages, transport, crafts, guides etc. c. Tourism-Emerging New Drivers While everybody wants to promote foreign tourist the key point they miss is that the Indians are the biggest spending tourists in the world. The average spend is in the region of 1500-2000 dollars for a week’s trip. Many countries who would make it difficult for the Indians to get a visa are now giving Visa on arrival. Such is the power of the Indian Tourist and this market needs to be tapped aggressively Government of India is also giving greater emphasis on the development of the states in the North East and this again provides the opportunity to create better infrastructure for promoting tourism with enhanced connectivity and better tourist services. The Road Ahead The plan establishes a benchmark for: a. increasing the number of tourists by 15% CAGR b. increase in spend of the tourist by 10 % CAGR The tourism development plan to achieve the above key objectives and have a significant impact in the medium term of 3-5 years will be based upon the following principle: • Build Upon the Existing – short to medium term initiatives • Create new Infrastructure and Markets- medium to long term initiatives • "Brand Build Up" plan to be launched by the State 6.11.1 Build Upon the Existing: We expect this to be achieved by improving the ongoing activities and creating opportunities for the tourist to spend money on travel, participation in cultural and other activities and purchases of cultural and heritage products. We want to aggressively promote our brand in the already established markets to give better value to the tourist and enhance our image through word of mouth and ensure security of the current tourist traffic while we address new markets. Create new Infrastructure and Markets Infrastructure • Transport Improved connectivity and good quality, reliable and safe inland transport is required for increasing tourist comfort and confidence. The Transport should connect the State with the entry points on the Air and rail network besides the road transit points. These are mostly in Assam. Within the state also adequate and reliable network for the tourists needs to be created. Besides good vehicles we also need to ensure that the drivers are well behaved and well trained for hill driving. They should not drive recklessly as it creates a bad image and no tourist wants to risk their lives. The drivers should also be trained to be Quasi-Guides and facilitate the journey of the tourist • Wayside Amenities All along the road network for the tourist basic facilities of rest rooms and beverages to be created at standard driving time of 1 hour intervals and later at ½ hour intervals. Today this basic need is not attended to leaves a credibility gap in tourist facilitation. • Accommodation The increasing number of tourist would need affordable accommodation at various destinations. Reliable, safe and clean basic accommodation for the tourist is required. These should be built beyond Shillong also to encourage tourists to stay at destinations listed for development and also create a income transfer and job creation opportunity at these places. • New Markets New markets have to be reached to increase the number of tourists and also increased average spends. This would require better facilities and planned activities to cater to new segments of leisure, MICE and adventure tourist. Rural, health and eco-tourism segment needs to be developed. Eco-tourism based wild life tourism, river rafting, trekking etc and other adventure products / activities to be created to reach new class of high end tourists, both domestic and foreigners Regional Tourism should be actively encouraged and facilities strategically located to take advantage of the gap in meeting these needs today. Week end & Same day tourism accounts for approximately 30% and should be actively followed with Guwahati as the key target market. Collaborative efforts with the tour operators to link with the Buddhist circuit as Tawang is a key Buddhist destination. Brand Build Up An integrated "Brand Build Up" plan to be launched by the State for creating the image of the State as a safe and enjoyable destination. Tourist Information Centers to be set up across the state and also key market locations in India and managed pro- actively. Chapter – VII Strategic Direction Strategic Directions The Tourism Development Plan is “Need Based” and “Tourist Centric.” What is the guiding principle? (i) Benefit to the state and its people – income transfer and distributive character (ii) Sustainable in respect of both tangible and intangible assets. What is the Plan expected to deliver? (i) Initiatives for building the tourism sector for its contribution to the economic growth and employment needs of the state (ii) Ensure tourism related businesses and investments are viable and sustainable (iii) Key initiatives for the next 3-5 years (iv) Competitive approach to the tourism market (v) Collaborative effort of all the stakeholders and consultation process between the Government, Industry, Civil Society and for the design, implementation, ownership, participation and achievement of set objectives. (vi) Sustainable for the protection of the environment and culture of the people The Next Growth Wave The current economic downturn is an opportunity to create tourism facilities to catch the next growth wave expected in 2-3 years time Government- A key facilitator (i) The larger objective of local area development, disparities reduction and employment to be addressed by the Government besides revenue generation through taxes etc. (ii) Create a Tourism Policy by adopting a strategy of problem resolution and constraints removal for the inception and growth of tourism related enterprises and the development of local entrepreneurship and the private sector. (iii) Facilitate a multi – ministry initiative for the success of the plan (iv) Create a platform for the collaborative effort between the various stakeholders Strategic Partners We should pro-actively seek and search for partners who would add value to the tourism development in the state. They are from Media, Travel and Tour operators, Hotel Chains, Airlines and the Railways Role of Technology (i) A real time data base is to be created for tracking the developments in the tourism sector as they emerge and take corrective action to meet the objectives and targets therein. The current situation is far from satisfactory and in the fast changing world it is many times irrelevant for the managers for any action and also too dated for the planners to derive reasonable benefit. (ii) It is recommended to enhance the role of affordable and appropriate technology to meet the needs of market access ( reservations etc), knowledge (skills etc) and funds ( on line payments etc). Demand Driven - Need Based Plan In order to maximize our returns we need to address the gaps in the system for the tourism infrastructure and facilities. The tourist should not only come to the state and its various destinations but feel good and spend “TIME” at each destination. “TIME” spent provides the opportunity for the tourist to spend some money at the tourist site / destination visited and facilitate the income transfer to the area ,one of the basic requirement of tourism development plan for local area development. Need Assessment We have relied upon various need assessments for the hospitality sector including our own and discussions with the people in the hospitality and travel& trade Asian Development Bank ADB has conducted a survey for the entire eastern region of India and its neighboring countries and held workshops across India and the eastern region. Some of the key areas that are relevant to our effort and need attention are: Travel Related • Regional Airlines for improved connectivity • Create facilities at the Borders • Signage’s-Road side and at destinations • Wayside facilities- toilets etc Develop Human Resource • Create / modernize training facilities • Use competitive advantage of spoken English language • Training and communication skills for tourism officials • Integrated training programs for other stakeholders (Government, Private, Community etc) with Tourism Department • Detailed manuals for each destination for information and training (Priced nominally for revenue generation) • Improve the delivery of culture- standards of interpretation, guides training, printed information etc • Eco-Tourism-Guides with greater depth of knowledge and multi-language capability • Train service providers at the grass root levels-hospitality, retail, transport Product Development • Improve product quality to give better value to the tourists • Develop & promote eco-tourism based on nature & culture • Develop river based products • Seasonality by new products to exploit the uniqueness of the seasons • Convention tourism – small scale • Youth & School tourism to be developed • Home stays in tea gardens etc • Standardization and certification for enhancing the tourists comfort level (NE Region – NE Council ) Heritage Products • Promote handicrafts • Promote weaving • Bamboo & cane based products Marketing & Branding • Awareness programs to remove wrong perceptions of the NE as security risk area • Source market to be flooded with information and training for the North East tourism • Joint marketing for the region to avoid duplication and offer complete experience (combinations of religion, nature, leisure, adventure, wildlife etc) • NE as an Eco-Tourism region • Publicity materials-CDs, brochures, website • Extend the market beyond national borders to the South East Asia • Create “North East” as a Brand Data Management • Harmonize data collection and analysis across the North east States – NEC can help in this • Intra regional arrivals • Linked travels within the region Local Communities • Local communities to be engaged in the development of the infrastructure and services for the tourists • Promote appreciation of tourists • Realize the importance of regional tourists (not foreigners only) Security & Image • Each destination with a Task Force (Police to be included) to manage the destinations and resolve problems. • Cleanliness / hoardings / vehicles / hawkers etc – reduce/minimize hassles Enabling the Private Sector • State regulations for business development • Radical reform of investment regulations-domestic & foreign • Promote PPP • Upgrade the capacities of the institutions, chambers • Pro-active effort to bring the private sector on board for planning and implementation of multi-sectoral projects for tourism development INTACH – Hospitality Field Survey We have also done a direct survey of the hospitality status in the state and the outcome is as follows: Opportunity There is tremendous opportunity for the development of tourism in the state as it has the blessings of nature with abundance of flora, fauna, natural and manmade heritage. The local communities are hospitable and willing to accept tourists. Connectivity Guwahati airport as the gateway for air connectivity has to be well equipped to facilitate tourists visiting the state. They should not only provide printed literature but also assist in reservations of hotels, bus / taxi for the journey to the state. In the current situation the tourist is at the mercy of the service provider for the quality of service and the price and this is not conducive for the Brand development for the state. The situation is almost the same at the railway station and the bus terminus Roads & Facilities The entry to Arunachal on the Guwahati-Tawang sector has to be made impressive as it is the key route and also vital for the Brand development. Bus / Taxi service with air conditioned vehicles and fixed rates has to be introduced for the Guwahati-Tawang sector Hotels Wayside facilities are to be added on all routes as they are inadequate today. In the absence of an effective policy and practice for the registration the hotels are not able to access the financial sector for the need of funds. The standard of the entire hotel industry in the state needs to be improved. New accommodation needs to be added to take care of demand in the peak season. Itanagar, capital of the state, being the hub has to enhance its availability of rooms and as a showcase city of the state, the quality of the hotel and restaurant industry with proper grading is vital for creating a credible and reliable tourism image of the state. Towns on Circuits 1 and 2 need special attention in view of their high tourism potential. Availability of good accommodation will encourage tourists to enhance the duration of their stay in the state for increased revenue from this sector. The staff needs to be trained for all the services in the hospitality sector and also given proper attire. Travel & Tour Trade Feedback We have also held discussions with the tour and trade operators and the following facts are highlighted for action: Connectivity There is a urgent need to connect Itanagar, Tawang, Ziro , Passighat etc with by regular air services and not limited to the current structure of extremely limited seats on the helicopters with Guwahati acting as the primary gateway for the state. Regional airline network would also facilitate regional tour packages and Intra - region movement of the tourists. Travel Agents Awareness & Training Program All the representatives felt that there is a need for the training of the travel agents in the key areas of the current and emerging market states of India besides the dominant domestic tourist state of West Bengal. The well equipped travel agent can better promote the state as a destination. Special Interest Groups Special packages are to be developed for this segment of the tourist market as this attracts mostly the foreigners. The packages besides the eco-, wild life tourism, river rafting would cover community living experience and hospitality in their traditional environments. Accommodation A key need is the availability of clean and secure accommodation, more so in the case of eco-tourism and village tourism. In the current environment the tour operators have to move full camp sites to cater to the needs of the foreign tourists who are the mainstay of special interest tourism Local Participation & Skills Development Both for the success of the tourism development and the comfort of the tourists it is felt that the local community should take the ownership of the facilities and also the skills of the local youth are developed for meeting the needs of the sector. Plan Development Process We are building the Tourism Development Plan based upon the needs and constraints identified. The plan will be targeted to the interventions required. Targets for achieving the growth in both domestic and foreign tourists along with higher spend per tourist will be the basis for planning the basic infrastructure. We are taking in account the past initiatives, lessons learnt and ongoing activities. The basic issue of change and change management during the transition period of 3 years is being kept in mind in the implementation schedule. We have also looked into the issue of the entire north eastern region development process as envisaged in the Vision 2020 and its impact on the state. Local Area Development Strategies along with Replicable Packages for infrastructure development have been considered for participation of the local community, skills development, entrepreneurship and ownership through local enterprises and also enhancement of economic sustainability with low cost technical assistance to the tourism enterprises during the initial stages of the tourism development plan implementation. The Private Sector Development, currently at a very nascent stage will put greater pressure on the government to move beyond the role of the regulator and facilitator and also shoulder the responsibility of the startup entrepreneur for “Growth Driver Projects” and later spin off these enterprises. This could be done through various Special Purpose Vehicles (SPV) for each / a set of projects or through the existing tourism development corporation. Public Private Partnership (PPP) models could also be looked into for larger projects and where there is a larger lead time available. Financial Sector has to play a critical role and be more pro-actively responsible in meeting its obligation to the state beyond using the state for deposit collection. Our Plan is forward looking and based on “Making Things Work”. We have given priority to problem identification and resolution approaches over policy development. The Policy should be an outcome of the issues to be resolved in the development process for grass root planning and successful implementation. Tourist’s Planning Process Tourism is an aggregate of all businesses that directly provide goods and services to facilitate business, pleasure and leisure activities away from home (S Smith 1988 ). Tourism is not spontaneous- it is carefully planned and we need to help in the planning or make planning very simple. We can do this by easy access to information and facilitation outlets. This is to be achieved by media, events, festivals and direct mailing to select target groups. Strategic alliances with tour operators, airlines and railways can help create attractive, no- hassles tour packages and reduce apprehensions to enhance tourist experience and create brand equity to increase tourist traffic. We must also keep in mind that the “Tourism” product is perishable – room nights, bus seats etc cannot be stored away for the future and we must the targeted utilization by dynamic pricing or early bird approach. This will encourage tourist to plan early and fill capacity. Tourists Perspective The effort in traveling to a far off place has to be satisfying in terms of: o Targeted tourist profile and their expectations o Information o Connectivity- access / time / costs o Comfort of stay o Local transport o Highway Rest Points & Facilities o City Rest Points & Facilities Food & Beverages o Tourism Opportunities-products & services o Entertainment – cultural shows o Shopping – heritage & cultural products o “Feel Good” factor -Welcome & not Exploited o Brand Build Up- affordability-availability-reliability-credibility Sustainable Tourism Key Principles of Conservation and Environment Management a) The community to treat the natural and manmade heritage as its own asset and manage it prudently for future generations. b) Risk management strategies to be followed in development of the tourism plan. c) Follow the principles of carrying capacity of the various destinations. d) Environment friendly technologies to be used for accommodation, energy, water etc . Tourism has become an important source of identity, revenues and employment for destinations. With almost a billion people traveling each year the Tourism sector if credited by leading international Tourism authorities including the UNWTO for generating over US$ 1 trillion per annum in direct revenues and the stimulation of 10% of global employment. The Tourism sector inspires investment into, and the development of, essential infrastructure, both general and sector specific. Tourism has become a powerful driver of global understanding, respect, harmony, and of course, commerce. With increases in arrivals of leisure and business travelers to a destination, tourism has the potential to cause damage to a destination’s value and values system as a result of, inter alia, (i) Over-use of infrastructure without re-investment back into maintenance and renewal critical to the ‘engineering’ of the destination (ii) Excessive exposure of natural elements and attractions causing erosion and/or eradication of the environment and ecosystems unique to the destination (iii) Forfeiting of cultural codes and / or principles for the sake of tourist comfort, - generated money and destination competitiveness, ultimately creating a local tourism culture based on short-term personal gains and greed. (iv) Creation and magnification of seasonal peaks and troughs in tourism industry activity, causing destabilisation in the sector’s contribution to the economy and employment. With these risks in mind, governments and private entities are realizing the importance of adoption of an approach to tourism growth which ensures long-term destination development grounded in: 1. Responsibility: encouraging and stimulating tourism growth in a way which builds the industry for the enduring benefit of the destination as a whole – its product, its people, its proposition and its profile. 2. Accountability: absolute respect for, and ownership of, the impact of the sector on the destination at economic and social levels 3. Legacy: maximising Tourism sector opportunity today for the long-term benefit of the destination, its stakeholders and its visitors Areas of Sustainable Tourism Ultimately Sustainable Tourism is a reflection of measurable approach to sector growth and development which focuses and invests directly in ensuring on-going strengthening of the following core elements of the destination, namely: • Essence: The core proposition which uniquely, competitively and proudly defines the destination as a Brand and experience • Earnings: Revenues and investment generated directly and indirectly from tourism activity • Economy: Inter-related, inter-dependent sectors which work together to • Service and support the Tourism industry • Employment: On-going, year-round job creation of the sector • Environment: Safety, stability and survival of the natural surroundings of the • Destination • Eco-systems: Natural eco-systems which inhabit the destination’s land, aqua and air environments. • Equity: The sense of value and worth of the destination, financially and emotionally. The concept of sustainability is fundamentally important to the long-term viability, credibility, authenticity and productivity of the Tourism sector. As leaders of the Tourism sector it is our responsibility to ensure that the richness and rightness of the term is not diminished by the cliché of its application. Extracts from Ref:-Created for CNN’s TASK Group by Anita Mendiratta 7.10 Tourism Sector -Enabling Policy The key issues that need to be addressed in the tourism policy are as under. The FHRAI report 2007-08 has also identified key areas of intervention and the extracts are reproduced hereunder for consideration while finalizing the Tourism Policy (i) Tourism as an industry (ii) Fiscal incentives (iii) Income tax exemptions (iv) Sales tax exemptions (v) Statutory Incentives (vi) Permissions & Licenses- Automatic in 3 days (vii) Land ownership / Lease for outside the state residents (viii) Entrepreneurship Development State wide Campaign (ix) Skills Development (x) State Brand Build up – exhibitions, media etc (xi) Security Perceptions / Automatic Insurance for all registered tourists (xii) Promote Joint ventures and protect outside investors with Government designated investment agency holding controlling shares FHRAI in its report 2007-08 has highlighted the following issues: In order to compete with the leading tourist destinations in Asia like Malaysia, Indonesia, Thailand, Macau etc, who have a very pro-active tourism policy with low levels of taxation, hotels in India need a rational licensing, procurement and tax structure (especially with regard to taxes imposed by state governments like Luxury Tax, Value Added Tax, Entertainment Tax, State Excise Duty etc.). The complicated licensing regime and the high taxes are stifling growth in our industry. To provide growth, there is a need to take the following steps: (i) Providing tax incentives as given to service exporters, providing the necessary fillip for increasing hotel capacity and tourism infrastructure. (ii) Rationalisation of taxes such as service tax charged by the GOI. Hotels should be exempted from service tax if the guests staying with them pay their invoices in convertible foreign exchange. (iii) Rationalisation of taxes such as Luxury Tax, Value Added Tax (Sales Tax) etc levied by the State Governments. (iv) Capacity building of service providers, taxi drivers, guides and immigration staff. (v) Constant innovation of the Incredible India campaign and penetration into newer markets. (vi) Convergence of tourism with other sectors of the Indian economy. (vii) Continued opening of the skies and improvement of rail-road, seaports, internal waterways and airport infrastructures. As India expands its base in travel and tourism, it will generate many more jobs and the tourism sector will become a major engine for India’s economic growth. In order to be more effective and competitive, we suggest the following specific changes be made Direct Taxes Under the Income Tax Act, 1961, the following changes may be considered favourably: (i) Inclusion of Hotels in Infrastructure: On hotels being included in the infrastructure list just like airports, seaports, railways etc. all new hotel projects will be able to avail the benefit of deductions of 100% in respect to profits and gains for a period of ten years. (ii) Hotels should be given the benefits available through the Section 80-HHD which were available till 2004/05. These benefits allow hotels to get a tax exemption on amounts earned through foreign exchange earnings. (iii) Special category states like Sikkim, Assam, Tripura, Meghalaya, Mizoram, Nagaland, Manipur, Arunachal Pradesh, Uttaranchal and Himachal Pradesh are allowed 100% deductions from profits and gains for five years for computing the total income for promoting Eco Tourism in the country in terms of Income Tax Act 1961, Schedule XIV Part-C, Serial No 15. However, Income Tax authorities have disallowed deductions to hoteliers on the grounds that an activity of a hotel does not constitute an operation as specified in Schedule XIV of the act. This is a set back not only for hoteliers who are in the process of building hotels with eco tourism being the mainstay but also discourages the development of eco friendly hotels, something that this country and the world are in urgent need of. (iv) While computing the total income of an individual, deduction of LTC paid to an employee (government/private) be admissible as is the case for provident funds, mutual funds, insurance etc. (v) In the Income Tax Act 2007/08, Section 80 ID was introduced to encourage development of one, two, three and four-star hotels and Convention Centres of a minimum seating capacity of 3,000 persons built in Delhi, Faridabad, Gurgaon etc. A tax holiday of five years was granted to these hotels. We request that this section not only be extended to hotels in other categories such as five and five-star deluxe hotels but also all hotels being built across the country. We also think that this tax holiday be increased from five to ten years. (vi) As per the latest accounting norms, hotel buildings should be depreciated at a rate of 10% per year. However, hotels need to maintain their facilities in prime condition and this adds a lot of pressure on existing structures, demanding a higher level of maintenance and resulting in higher wear and tear. We suggest that a rate of depreciation of 20% be allowed. Indirect Taxes (i) Exemption from Para 63, Service Tax Act 1994: Hotels and other tourism related service providers who earn foreign exchange have been included as the 13th Sector in the Service Export Promotion Council (SEPC) set up by the Ministry of Commerce GOI. We think that they should be granted exemption to the extent of foreign exchange for services such as commission paid to foreign travel agents, cab rentals, dry cleaning services, health club, and beauty parlour services. (ii) Hotels should be allowed a concessional rate of customs duty for hotels and restaurants in tune with international level of duty. r(eiipi)aratiPons such as bread, biscuits, chocolates etc, which are consumed regularly by guests, should be exempted from levy of central excise duty. Sales Tax/Vat/Luxury tax and Others (i) Luxury Tax should be rationalised on the actual amount received by the hotel and not the published tariffs. (ii) A common policy should be established for luxury tax as well as uniform VAT/Sales Tax on Food and Beverage and excise duty on liquor. Economic issues pending with Ministry of Finance (i) A 2% interest subvention should be extended to hotels for being an employment extensive industry similar to textiles, leather, marine and handicrafts which currently enjoy these benefits. (ii) Deletion of hotels from being equated with real estate by the Reserve Bank of India, a condition which implies very high risk levels (3-4% higher than the prime lending rate). (iii) Tourism to be declared as an industry under the Industries (Development and Regulation) Act 1951, which will allow hotels benefits such as getting land banks, exemption of duty on stamp paper, exemption and concessions on VAT, water and electricity charges as per industrial rates, road tax, single window clearance for projects etc. Land / FSI This brings us to another issue faced by mid market, budget and economy hotels. Most of the existing hotels in this category lie in the heart of the city. The low FSI (Floor Space Index or the amount that can be constructed on a given parcel of land) is so low that larger inventories cannot be made. The only alternative left for hotel owners is to buy additional land which is very difficult especially with the prohibitively high land prices across most Indian cities. Chapter – VIII Strategic Initiatives The Role of the State State plays a crucial role in the development process and more so in areas/ regions lagging behind in the development for multiplicity of reasons. State has even greater role to play for reduction of disparities- regional, gender, rural and other disadvantaged groups. India’s development process for over 60 years stands as a testimony for the above strategy even though at many stages the same has been subject to criticism. The “temples of modern India” conceived and built through the early years after independence laid the foundation of a very dynamic society, which even though is battling to solve the problem of population growth and associated poverty, stands at the threshold of a nation creating and using the most advanced technologies and development approaches. Arunachal has taken new initiatives for the state to meet: (i) Constitutional obligation for the development of its people (ii) Equitable socio-economic development (iii) Reduction of regional and other disparities (iv) Empower the people and communities With the basic policies in place, the state has now to act as: (i) “Agent of Change” beyond the role of a facilitator and a regulator (ii) Trigger Private Sector, including communities, based investment (iii) Promote “Public-Private-Community Partnership” for the economic development of the state (iv) “Participatory Approach” to bring about ownership and sustainability in the development initiatives (v) Create an “Entrepreneurial” society to reduce dependence on either Government jobs or grant driven projects for State GDP and employment generation Tourism- A Strategic Sector for Development of Arunachal Pradesh Arunachal Pradesh, with its natural beauty offers a unique opportunity for the development of the tourism sector. This will not only bring about a transfer of income from outside the state to the state but also create a distributive opportunity for the income to reach out in remote areas: areas which have been left out from the mainstream due to their remote locations. Tourism sector will create new opportunity for development of an entrepreneurial society and also jobs at all skill levels, both in urban and rural areas. The tourism growth trends in India and the State are very encouraging and it is essential for the state to benefit from this opportunity. An aggressive and proactive Policy in place duly supported by strong implementation mechanisms can bring about immense benefits to the state and its people. The need of the hour is to create “Delivery Mechanisms” to deliver the intent of the policy. Need based “Strategic Initiatives” proposed by us are targeted to fill this gap to sustain and enhance the contribution of the tourism sector. The development of the tourism sector would entail the following: (i) Mindset to welcome the Tourists with a “SMILE” (ii) Resolution of the issue of LAND, a basic for all tourism projects (iii) Creating a “Brand Equity” for the state to bring tourists and also investment in the tourism infrastructure (iv) Building the local Skills to manage the tourism sector (v) Local Entrepreneurs for joint ventures / franchise for knowledge transfer (iv) Access to funding for the individuals and community based projects beyond the centrally sponsored schemes for the development of the tourism sector. Past Development Initiatives & Current Needs The Government of Arunachal Pradesh has taken up various initiatives in the past for the development of the tourism sector. These initiatives have included destinations, circuits and wayside amenities and funded, almost all, by different schemes of the Ministry of Tourism, Government of India and negligible amount from states own resources. The private sector participation has been at an extremely low profile due to early stage of private sector and entrepreneurship development in the state. Poor access to credit and land regulations have also been a limiting factor. The following data, based upon information received from the State Tourism Department, shows the investment trends for the last 5 years: Tourism Investments`-Past Budgets (Rs crores) Year Central State Total %GDP 2004-05 10.41 - 10.41 2005-06 19.24 - 19.24 less than 1% 2006-07 17.34 0.33 17.67 2007-08 33.15 - 33.15 2008-09 20.92 - 20.92 35 30 25 20 15 10 5 0 2004-5 2005-6 2006-7 2007-8 2008-9 List of Schemes sanctioned by the Ministry of Tourism Government of India Year Project Name Amount Sanctioned 2003-2004 1. Construction of Wayside Amenities at Kuporijo 2. Development of Infrastructure at Ganga Lake, Itanagar 3. Eco-Tourist Hut at Changlang (Site changed to Medo) 4. Destination Development of Along, West Siang(C/O Tourist Complex at Along) 5. Destination Development of Zemithang 10.41 2005-2006 1. Destination Development of Hot Spring, Jia at Lower Dibang Valley Distict, Arunachal Pradesh 2. Destination Dev. Of Geara Lake Taraso 3. Circuit Development of Dibrugarh- 19.24 Pasighat-Dying Ering Wild Life Santuary 4. Integrated Development of Siang Circuit 5. Computerization of Arunachal Tourism 6. Construction of Multipurpose Hall at Pasighat/Tourist Lodge at Deomali/ Wayside Amenities at Deomali Entry Gate, Tirap 2006-2007 1. Restoration and Preservation of Historical Heritage of Stone Rampart at Yabgo, Dambuk 2. Development of Tourist Complex at Parsuramkhund 3. Development of Tourism Circuit in Arunachal Pradesh-Dirak-Chowkham- Wakro-Tezu-Hayuliang-Walong 4. Development of Tourist Resort at Hollongi 17.34 2007-2008 1. Development of Tourist Lodge at Geku in Upper Siang District 2. Development & Improvement of Geyakar Sinyi near Itanagar 3. Development of Tourism Circuit in Arunachal Pradesh (Itanagar-Ziro- Daporijo-Basar) 4. Development of Tourist Complex at Tuting, Upper Siang District 5. Development of “Mechuka” Tourism Destination in Arunachal Pradesh 6. Construction of Tourist Complex at Mayudia Lower Dibang Valley in Arunachal Pradesh 7. Development of Jairampur Destination in Arunachal Pradesh 8. Development of Tourism Infrastructure Near Pakhui Wild Life Sanctuary at Seijosa 33.15 2008-2009 River front development and additional accommodation at the Tourist Complex at Aalo in Arunachal Pradesh Destination Development of Morsing in West Kameng District of Arunachal Pradesh Development of Lumla Sub-Circuit, Arunachal Pradesh Development of Dolma Park at Lumla in 20.92 Tawang District, Arunachal Pradesh Construction of Tourist Lodge at Seppa Construction of Tourist Lodge at Tasam Moring near Bameng, East Kameng District Growth of Tourist Arrivals in Arunachal Pradesh The tourist arrival during the 7 year period from 2002 to 2008, for which the state has made investments in the tourism infrastructure development, is as follows: Tourist (2002) 2003 2004 2005 2006 2007 2008 Arunachal Domestic (4372) 2195 39767 50560 80137 91100 89292 Arunachal Foreign (187) 123 321 313 706 2212 3020 Arunachal Total (4559) 2318 40088 50873 80843 93312 92392 (Tourists) 100000 90000 80000 70000 60000 50000 40000 30000 20000 10000 0 2002 2003 2004 2005 2006 2007 2008 The chart above shows positive growth trends of tourist arrivals at a CAGR of over 22% during the period of 2004-08 after sudden jump in 2004. The tourists are mostly Domestic with Foreigners being just 2% of the total tourists. The major driver for tourism during this period has been the air fare eligibility for LTC travelers of the government and public sector employees to travel to the states in the North East. It is expected to keep this incentive till the growth stabilizes and the stimulus may not be required. The Missing Links: Infrastructure In the absence of a State Tourism Strategic Plan, Comprehensive Tourism Policy (current & updated- last made in 2003), Destination Development (facilities at the specific tourist sites) most of the projects are encouraged by the different Grant Schemes of the Ministry of Tourism, Government of India and with very little linkages for the tourism infrastructure on a holistic and demand driven basis. The resources are thinly spread and show low quality and capacity to service high paying tourists as well as high end budget tourists as the expectations are way beyond what is being offered. The current infrastructure does not allow the tourists to spend money for accommodation, at destinations, entertainment, shopping and restricts the income transfer for the benefit of the people in the state. The poor infrastructure and low capacity also inhibits the travel and tour trade to take aggressive stance to promote tourism. Land is the most critical issue in the development of the tourism infrastructure. The complex and unresolved issue of land ownership and lease by the private sector is the single biggest barrier to investments by the local or outside the state investors. It also does not allow the projects to access funds from the financial institutions and / or banks, even if they are viable and sustainable. The most important need of connectivity – telecom and internet for information, communication and confirmations etc is not included in these projects Tourism depends on the basic infrastructure of roads and these leave a lot to be desired. In some areas of interest to high paying tourists the roads are almost nonexistent as they are of extremely BAD quality and back breaking. Good quality road connectivity to destinations is a pre-requisite and non-negotiable. The Missing Links: Skills The need of the “Human Resource Skills” starts at the level of information and facilitation be it at the tourist originating states with needs for holiday or a business visit planning or at the gateways to the state for the tourist (airports, rail heads, road transport stations - bus & taxi) to reach their destinations in the state for their holiday or business. Arunachal, being a hill state the dominant means for transport is the road transport system .The bus and taxi drivers are the first ambassadors for the state that interacts with the tourists and the behavior of help or exploitation decides the impressions the tourist carries. This is important as the word of mouth is the best advertisement and supports all efforts for “Brand” development. The grossly inadequate and poor wayside amenities and the eating houses (dhabas included) on the route also create a lasting impression for the facilities the state is providing for the tourists. The most common need of a clean and functional toilet is yet to be met. We have to train the people and create a mind set to benchmark their infrastructure and services such that it makes the journey pleasant. The rash highway driving is full of near misses and does not add to any comfort of the tourist as the fear of an accident is always upper most in the mind of a traveler. The lack of highway / city information support system leaves the tourist in the lurch. Current and relevant route and city maps are essential and should be available at all gateways and other visible pick up points at the commonly visited places by the tourist. A special cadre of Tourist Police, well informed and trained will go a long distance to meet this need Low cost information leaflets/ brochures etc are required at the destinations / sites on the itinerary of the tourist to enrich the visit and also ensure time is spent at these stops. There is an urgent need for well trained and certified guides at such stops. We also need to upgrade the skill set of the service providers at these tourist destinations and sites, be it the tea stall, fruit vendor or a handicraft seller. This will assist in creating a higher spend environment for the tourist and increase the income for the people servicing the tourist as well as enrich the tourist’s experience. Tourism Growth Planning The rapid increase in tourism is being fuelled by a wide range of contributory factors as outlined in the table below. Tourism Segment Growth Drivers • Domestic tourism • apiRdly increasing purchasing power of the middle class. • etteBr road connectivity • volEving lifestyle • International tourism • eveDlopment of internationally acclaimed destinations such as Goa, Kerala & Rajasthan and the Golden triangle • avoFurable perception of Brand India • ttraActive market that motivates foreign business travelers Planning Module The past trends and projected number of tourists based upon a CAGR of 15% it is clear that the increase in the number of tourists is over 100,000 for the next period of 5 years and the same is expected to continue for longer period and grow at a faster pace if proper initiatives are taken and tourism development support systems (both hardware and software) are in place. We have taken a Planning Module of 100,000 tourist addition per Strategic Plan period of 3 years. The infrastructure needs are demonstrated and the planned capacity needs can be extrapolated for future Strategic Plan period of 3 years. Strategic planning is a dynamic process and it is recommended that the plan be reviewed every 3 years based upon the trends visible in the 2nd year. Domestic Tourism The large numbers of domestic tourists are driving the tourism sector growth. This is because of work, leisure, increased disposable income in the hands of the younger generation and lifestyle changes. Considering that the total domestic tourists were 550 million during the period of these survey even small percentages are large in terms of absolute numbers to be catered to in the different segments. The tourism infrastructure will have to meet the needs of the various segments of travelers and provide adequate, affordable and available facilities and services for transport, accommodation and entertainment for the tourists besides the development of the tourist’s sites and destinations. The survey conducted by the Ministry of Tourism has shown the following pattern: Distribution of Tourists by Purpose (%) (Domestic) Purpose Urban Rural All India Business & Trade 10.7 6.6 7.7 Leisure & Holiday 8.7 5.0 6.0 Religious & Pilgrimage 16.2 12.9 13.8 Social 52.9 61.0 58.9 Others 11.6 14.4 13.7 Total 100.0 100.0 100.0 Source: MoT and NCAER Domestic Tourism Study Summary of Domestic Tourism Statistics (2002) Urban Rural All India Estimated households (Million) 55.2 140.6 195.7 Estimated tourist households (Million) 21.9 64.9 86.8 Number of trips (Million) 60.9 168.6 229.4 Number of package trips (Million) 1.3 2.6 3.9 Number of tourists (Million) 157.0 392.4 549.4 Number of same day tourists (December 2002) 67.0 176.0 243.0 Number of trips per households 2.78 2.60 2.64 Number of tourists per trip 2.58 2.33 2.39 Average expenditure (Rs.) per trip 2,043 1,160 1,389 Average expenditure (Rs.) per package trip 2,129 1,288 1,558 Average expenditure (Rs.) per same-day trip 119 78 89 Distribution of tourists by purpose (%) Business & Trade 10.7 6.6 7.7 Leisure & Holiday 8.7 5.0 6.0 Religious & Pilgrimage 16.2 12.9 13.8 Social 52.9 61.0 58.9 Others 11.6 14.4 13.7 Total 100.0 100.0 100.0 Source: MoT and NCAER Domestic Tourism Study Strategic Initiatives proposed are of 2 types: Start Up Priority Initiatives Strategic Initiatives that are basic and need to be in place over a reasonable period of time (5 years) and the quality and content updated from time to time based upon baseline studies and feedback. Some of these initiatives, to be taken up on priority, are to trigger private sector and community participation by demonstration effect of the government initial investments, either through central government grant funds, state funds, PPP etc The following are some examples: (i) Brand Development for the State (ii) Information & Facilitation Centers (iii) Skills Development & Capacity Building (iv) Tourist City Centers (v) Inns/ Guest Houses in low traffic areas (vi) Rural Tourism (vii) Home Stay-Rural Area (viii) Tourism Sector Investment Opportunity Profiles (ix) Tourism Cluster Promotion Eco Tourism / Wild Life Tourism The state has abundant forest resources with a large variety of flora and fauna. The forests are classified as: national parks, wild life sanctuaries and conservation reserves. It is recommended that a Task Force be created for the development of “Wild Life Tourism – Community Based”. Department of forest would be a key partner and knowledge resource in the Task Force. Tourist Infrastructure Capacity Initiatives that are required on a continuing basis to meet the demands for infrastructure on year to year basis due to increasing number of tourists. These initiatives are to be primarily taken by the private sector and the community with appropriate tourism development policy in place. The funding of these initiatives is from the regular financial intermediation and based upon economic sustainability and meeting the norms of prudent financial management. In order to attract investors and facilitate investments the government should pro- actively identify Tourism sector project opportunities and present them on the state web site as well as hold Investor Workshops periodically. This initiative will go a long way in the development of the tourism sector. The projects indentified should meet the financial sector lending norms of IRR and DSCR as applicable to both short and long gestation period projects. Special schemes need to be in place to encourage local entrepreneurship. Land being a basic need action should be taken to resolve the issue of participation by outside the state residents in the projects as current land regulations are highly restrictive and do not allow/ encourage participation of outsiders. Te development process globally is driven by investments coming from outside as they also bring in markets and technology. A complete review of the land policy needs to be done keeping in mind the local traditional ownership and state of development of local entrepreneurship. Policy should not allow exploitation on the basis of land speculation. The following are some examples: a. Wayside Amenities b. Inns/ Guest Houses c. Hotels / Motels d. Home Stays e. Rural Tourism f. Food & Beverages g. Transport Services h. Travel and Tour Trade i. Bed & Breakfast Schemes in Cities Growth Driver Projects What are Growth Driver Projects and the Need? Projects which fulfill one or many of the following objectives are Growth Driver Projects and are needed to be initiated by the government or its agencies. 1. Projects with long gestation period for economic recoveries and hence difficult for funding by normal financing channels. They would be driven by grant components and/or long term debt funds with generally have a moratorium of 3-5 years and repayment of 10- 15 years thereafter. Such funding is normally not accessible to the private sector. Most of the projects in this category are Infrastructure Projects: access roads to the destinations, destination development in remote areas, projects with low tourist traffic at present but need to be developed for strategic reasons of equitable development of the various regions of the state etc. 2. Projects where benefits are for the larger community and cannot be funded by individual entrepreneurs. Brand Building of the state is one such project which needs to be done by the government as the benefits are not only for the tourism sector but overflows into many areas including Investments in the state in many sectors like education, health care, industry etc 3. Projects for Capacity Building is of a nature for the general benefit of the state and the impact is on a long term basis. a) Human Resource Skills Development is one such major project at the level of INDIVIDUALS and would benefit other sectors like retail, healthcare, besides travel and tourism. A state wide structured initiative has to be launched for the benefit of the youth and to enhance their employability. b) Institutional Capacity will enhance the ability within the state to conceive, design, develop and implement programs and projects in the state for the benefit of all. The impact of capacity building is also on the mindset for development of the tourism sector. This would also include the Tourism Department and others within the government and its institutions that contribute to the development of the tourism infrastructure and facilitate the travel and enhance the experience of the tourist. The civil society institutions and the community based traditional institutions will also benefit from these programs and develop participation and ownership for the success of the Tourism Development Plan. The entire travel and tour trade within the state needs to be upgraded to meet the needs of linkages within their trade network in India and the other countries abroad c) IT Network is a critical need in current times. Information flow and access for planning by individuals, bookings and confirmations, payment gateways etc are to be facilitated by a high speed and reliable IT network within the state linking all the players in the sector. Such a network will make it easy for the foreign travel and tour operators as well as individuals to plan a trip to the state. It will facilitate Brand Build up for the state as well as create an advantage for the state when it is competing with other destinations both within the country and abroad. 4. Information & Awareness Campaigns and setups are Critical Projects that need to be started immediately as other projects are dependent on them. Information centers at the rail, road and air gateways, important states of tourist origin and cities within the state are an example of this need. 5. Demonstration Projects The most important need of a tourist is affordable, safe and standard accommodation along with rest facilities on the highways as roads are the only means of transportation in the hill areas. The road system in the USA developed due to the wayside facilities and accommodation as MOTELs. Franchised brands provided the credibility needed for the comfort of the motorist and ensured minimum standards and eliminated exploitation. In order to promote and facilitate tourists in the state it is imperative for the Tourism Plan to provide for these facilities which are non- existent or grossly inadequate. Projects listed below will fill the gap in the tourism needs as well as these will trigger similar private sector initiatives by the demonstration projects acting as demonstrator with multiplier effect. • Wayside Amenities, • Inns /Guest Houses • Rural Tourism, • Home Stay etc 6. Transportation There is a need to connect major centers for the tourist in the state with the gateways for rail, road and air which all happen to be in Assam and Guwahati being the main gateway for all travelers in the North East. Tourist Busses / Coaches / Taxis, both air-conditioned and non air conditioned need to be operated by the Tourism department either directly or in partnership of the private sector, communities, and retired service personnel to connect the gateways. The Tourism department LOGO must be clearly visible for confidence building and bookings done at the tourism department Kiosks at these gateways. Fixed fares to be charged and published. The facility will go beyond pure transportation to the cities in the state but also move the tourist away from the clutches of unscrupulous travel / taxi operators who exploit the tourist both in terms of money and content and create an unhappy tourist who is likely to become a negative brand ambassador. 7. City Tours Conducted City tours with proper Guides achieve the twin objective of explaining the local heritage and opportunity for the local community to benefit from the regulated stops by selling goods and services to the tourists at these stops. It is more organized and transparent way of engaging the tourist’s time during the visit to the state 9. Package Tours ensure hassle free travel for the tourists. The numbers are small in the beginning but over time they are a key to the development of tourism as they take away the uncertainty from the tourists mind and create a better success chance for the state being opted as the destination. Package tours also facilitate in better utilization of the accommodation facilities as overnight stays can be planned for destinations other than the main hubs. This provides an opportunity for exposure to the local art, crafts, cuisine and entertainment thereby engaging the local community. 9. Tourist City Centers Tourist City Centers, a new Strategic Initiative, are proposed by us to meet the tourist’s needs on a holistic basis within the state. The Tourist City Center is: (i) A single point information and facilitation center for the tourist in the city and acts as the center of activity for the entire travel and tour trade in the city and its neighboring area. (ii) A major feature of the Center is that it provides for good affordable accommodation, food court and shops for meeting tourists needs (iii) The Center also provides for the exposure to the local heritage, arts and crafts, cuisine and performing arts including entertainment. (iv) It also provides the base for Guides and City tours as well as day tours to tourist destinations in the area. (v) The Tourist gets a 9am to 9 pm exposure and in the process transfers financial resources to the local community for their well being and gainful engagement. Demonstration Projects-Tourism Sector “Wayside Amenities” Project – Arunachal Pradesh 1. The Need Tourism is one of thrust sectors for growth in the hill state of Arunachal Pradesh. Employment and distributive growth is the need of the hour and tourism offers an excellent avenue as it creates income transfers and actively involves local communities. The primary means of transport for the tourists in the hill area is through roads. However, the infrastructure available for these tourist is very minimal if not absent in the hill region. There are clearly identified needs of clean wash rooms - especially for women, rest points offering credibility, reliability in quality of products and services and security. Developing “Wayside Amenities” for the tourist across the state including remote areas will attract more tourist and also increase the tourist spend in the state. 2. The Project The project consists of a chain of branded cafés. This project is based on a Public – Private – Community Partnership (PPCP) model. The location of our outlets in the hill areas will provide new opportunities for the local entrepreneurs, create new jobs in the local communities and also provide access to market for heritage products and local produce. The Structure of project consists of about 50 outlets classified as Base stations/ Nodes and Modular outlets. The base stations will work as distribution points and training grounds for the other outlets and also provide additional services. Base Stations will be flagship outlets located at strategic points so as to serve as centre of the supply chain and as training grounds for other outlets. Module A is the basic module for all outlets. It will offer the basic services such as Clean Toilets, Tea & Coffee, Beverages (Soft drinks, Bottled water, flavored milk etc.),Basic Packaged foods counter, Basic Travel Requisites (OTC Drugs, travel pack etc.), Forest Produce and Local Tourist Guides Module B can be added on to Module A based on the demand. It will offer add on services to the basic module such as Communication Center (Telephone/ email), ATM machine, Add on retail products (Souvenirs, travel requisites like books, magazines, audio cassettes etc.), Forest Nursery Products Module C will be added on to the module B at places with high traffic such as tourist spots and roads between major tourist destinations. It will have extra seating space and offer add on services to Module B like Heat and Eat Food, Kiddy rides and play area and Facilitate emergency medical care. 3. Benefits to Key Stakeholders The State gets an opportunity to create 50 new entrepreneurs, 250 direct jobs and 1250 indirect jobs .The development of this infrastructure will promote tourism and increased tourism income in the state and create demand for ethnic products. The Local Communities will benefit from the jobs created, income enhancement opportunities and access to markets for their produce. The Entrepreneur benefits from a new income generation opportunity, skill up gradation and enterprise sustainability by being part of a larger project. The Tourists gets access to high quality facilities, reliable quality products and services, and an opportunity to enjoy nature and access to ethnic products WAYSIDE AMENITIES (Government of India, Ministry of Tourism- Press Report) Wayside amenities should be located after about every 50kms. on the way leading to the tourist destinations/circuits. A workshop held in Delhi on World Class Tourism Infrastructure in which Mr. Sujit Banerjee said, “We have proposed to set up wayside amenities every 25-30 kms on national and state highways, district roads, smaller roads that connect highways and places of tourism importance. This will be achieved in coordination with the Ministry of Surface Transport which has given its assent.” A proposal to set up amenities will be funded through: investments from state tourism boards, PPPs and if required, through Central Financing Assistance (CFA). Banerjee said, "The important aspect of this project is that the amenities may be established on private land as well. Suppose there is a conventional dhaba, we can ascertain the viability of the same wherein a small area can be designated for the amenity with appropriate signage. We are working on the modalities." The ministry is considering three different forms of amenities: only with a washroom, washroom with a small room to serve refreshments, and one on a larger scale having 10-12 tables for dining with washrooms. "These facilities will be basic in nature for travelers who need a clean environment for a stopover during long road journeys," he explained. The decision on locations will be left to the respective states. Banerjee added, "These amenities could have different designs depending on the states, depicting their architecture and culture. State governments, we expect, will soon start sending their proposals to private operators for this projects. This project will be vital for us to promote rural tourism." Following facilities for Wayside Amenities are: (i) Eating place, drinking water and wash rooms; (ii) Dormitory for rest; (iii) Facility of telephone; (iv) Fueling facilities; (v) Sufficient parking space for different categories of vehicles segregating the parking for buses and trucks from car and other light vehicles; (vi) Repair shops (mechanical and electrical) and shops for spare parts; (vii) A kiosk for sundry items; (viii) A space for spreading awareness about various government welfare programmes including first aid facility; and (ix) Landscaping; (x) Recreational facilities (xi) Vehicle accessories and workshops (xii) Information hoardings and landscaping etc. (xiii) Illumination (xiv) Improvement of road and parking INN’s / Guest Houses Project – Arunachal Pradesh The INNs/ Guest houses are based upon a standardized modular design and expandable and they target the Family Tourists – Budget Tourist corresponding to 1 & 2 star hotels. Overall project investment is envisaged at Rs 25 crores (excluding cost of land) creating 500 rooms and providing direct and indirect employment to 2000 people. They are proposed to be taken up gradually, in the next 5 years by 2015, to include all tiers 1, 2 and 3 cities / towns in the state and provide reliable, secure and standardized high quality accommodation to the budget and family tourists. Four Inns are proposed to be taken up in the initial stage as part of Growth Driver Projects. The benefits will accrue due to demonstration factor and multiplier effect at various locations in cities other than Itanagar where the Flagship Inn will be located. They could be taken up in partnership with the local community to facilitate access to land and create local participation and ownership. Inns would also facilitate creation of budget accommodation for tour packages to be developed for structured tourism. 1. The Need Tourism is one of thrust sectors for growth in the hill state of Arunachal Pradesh Employment and distributive growth is the need of the hour and tourism offers an excellent avenue as it creates income transfers and actively involves local communities. The primary means of transport for the tourists in the hill area is through roads. However, the infrastructure available for these tourist is very minimal if not absent in the hill region. There are clearly identified needs of overnight stay accommodation in form of Inns / Hotels offering credibility, reliability in quality of products and services and security. Developing “INNs” for the tourist across the state including remote areas will attract more tourist and also increase the tourist spends in the state. 2. The Project The project consists of a chain of branded “INNs”. This project is based on a Public – Private – Community Partnership (PPCP) model. The location of our INNs in the hill areas will provide new opportunities for the local entrepreneur. The Structure of project consists of about 29 modular INNs across the state and would contribute to the development of tourism infrastructure across the state. The flagship INN located at Itanagar will serve as centre of training for other INNs. Location Capacity Rooms each Numbers Total Capacity Rooms Remarks Itanagar 50 1 50 Flagship & Training Center Circuit 1 Circuit 2 25 8 200 Phase 1 Other circuits cities, towns and tourist destinations 12 20 240 Phase 2 Total 29 490 (say 500 ) 3. Benefits to Key Stakeholders The State gets an opportunity to create about 100 new entrepreneurs, 1000 direct jobs and another 1000 indirect jobs .The development of this infrastructure will promote tourism and increased tourism income in the state and create demand for ethnic products. [ The Local Communities will benefit from the jobs created, income enhancement opportunities and access to markets for their produce. The Entrepreneur benefits from a new income generation opportunity, skill up gradation and enterprise sustainability by being part of a larger project. The Tourists gets access to high quality facilities, reliable quality products and services, and an opportunity to enjoy nature and access to ethnic products 8.8.3. Hotels / Motels – The Critical Need This segment of the tourism infrastructure is proposed to be taken up basically by the Private Sector and hence not included in the list of “Growth Driver Project” to be initiated by the state. However the following issues need to be addressed by an appropriate Tourism Development Policy so that an attractive enabling environment exists for the investors and investments are economically viable for the investors and financial institutions to provide access to funds as these projects have a long gestation period. A key need for the tourism infrastructure is good and affordable accommodation. The accommodation exists in the following 3 segments: (a) 5star, 4 star and heritage hotels (b) Three, two & one star hotels and (c) Small budget hotels, guesthouses & inns in the unorganized sector. The sluggish investment scenario in the hotel and tourism segment implies that most of the investors are not willing to come forward because of the inherent problems there in like: 1. Lack of hotel sites, expensive land available through auctions 2. Construction of hotel is capital-intensive and it has a long gestation period 3. There are few Government incentives presently available to the hotel industry 4. There is extremely large number of approvals / sanctions required to construct and operate a hotel (regulatory process) as well as uncertainties of permissions. 5. Inadequate returns on the investment as compared to other sectors of the Economy Over the five-year period from 1999-00 to 2003-04, the compounded annual growth rate has been the strongest in the ‘budget segment’. During this period, the revenue per available room (RevPAR) for the 3-star category has grown at 11%, the 4-star segment has grown at 9% and slowest growth was recorded in the 5-star deluxe segment that grew at a marginal 1.2% only (source: survey for 2005-06 done for FHRAI by HVS International). With rise in domestic tourism, overall occupancy in the non-luxury sector has already touched 65%-70% across the country. Demand for the mid-priced or non-luxury segment is being fuelled by a surge in mid-management corporate travel (junior business executives, medical representatives) and domestic tourism. Foreign corporate and holiday travelers also fuel demand for budget hotels. Tourism Policy- Affirmative Actions for Accommodation • The formation of budget hotels in the country needs a multi-prong strategy from the State Governments/local authorities in terms of land pricing, moderate taxation and speedy approvals. • The state could consider for budget hotels a 10- year tax incentives, reimbursement of stamp-duty and lower transfer fee for leasehold land. • In order, to keep the tariffs competitive, budget hotels should also be extended concession on entertainment and luxury tax. The base tariff for luxury tax needs to be revised to above Rs. 2000/- per night room rent and periodically raised. • Land availability and the auction of hotel plots is linked to the real –estate values of the land, which makes the project cost prohibitively high and setting-up of budget hotels becomes an economically un-viable proposition. Growth in the accommodation will trigger small businesses and self-employment. These activities can range from providing tour and guidance services to setting-up of hotels, restaurants, souvenir shops and local handicrafts outlets. Findings from the primary survey – Domestic Tourists Accommodation required by the domestic tourists 70% Average bed nights per visitor Domestic 1.12 Foreigner 1.36 Person per room 2.09 1.15 Type of accommodation required Luxury 2.16 Budget 30.23 Others 67.61 (Source: ACNielsen ORG-MARG Pvt. Ltd. Assessment of requirement of Hotel Room / Accommodation in Metro Cities 10 and 50 major Tourist Centres in India –MoT Feb 2008) The growing number of domestic tourist, encouraged by the incentive given by the government for the Government and public sector employees, offers an unique opportunity for the private sector to invest in the Hotel industry. A pro-active action needs to be taken by the government to initiate a dialogue with all the stakeholders, including the financial sector, to identify and resolve the bottlenecks to growth Rural Tourism & Home Stays We propose to use development of rural tourism as one our most important tourism promotion initiative. It is easy low cost high return initiative and takes the benefit of tourism to remote areas of the state. Rural tourism has also been a key component of Ministry of Tourism various initiative and also interfaces with the rural development and panchayat raj. Rural tourism could thus trigger an all round development of the rural areas by providing jobs and income generating opportunities for the residents, women empowerment and community participation and ownership for both economic and social sustainability of the project. Government of India has also conducted an impact assessment study and the results are very encouraging. In view of the multi-dimensional impact of rural tourism and home stays the extracts of the study are being reproduced. Rural Tourism and home stay Projects are to be carefully designed to protect the heritage and avoid negative impact of un-regulated tourism. The residents of the area have to be prepared to understand the project and its impact and supported by a sociologist to act as a counselor during the early stages for both the tourist and the residents. Following are the excerpts from the study: The Ministry of Tourism, Government of India is implementing Rural Tourism Scheme to promote village tourism as the primary tourism product to spread tourism and its socio- economic benefits to rural and its new geographic regions in India. The primary beneficiaries are rural communities (especially women and unemployed youth), PRI representatives, tourists etc. Under the 10th Five Year Plan thrust has been given to promote village tourism as the primary tourism product to spread tourism and its socio-economic benefits to rural and its new geographic regions. For creation or improvement of infrastructure at the selected site, various activities have been undertaken, viz, improvement of surroundings of the village which include landscaping, development of parks, fencing, compound wall etc; improvements of roads within the Panchayat limits; illumination in the village; provision for improvement in solid waste management and sewerage management; procurement of equipments directly related to tourism, like water sports, adventure sports, eco-friendly modes of transport for moving within the tourism zone; refurbishment of the monuments; signages; reception centres; tourist accommodation and other work/activities directly related to tourism. Further to build capacity and enhance the participation of local community, various software activities are undertaken by implementing agencies like Non Government Organisations (NGO) / Panchayat Raj Institutions (PRI)/ etc. The objectives of the software activities is to develop a sustainable Rural Tourism product, convergence with the Ministry’s Rural Tourism Scheme (Hardware) through tourismawareness, capacity building for tourism/hospitality services, gender equity, creation of Gurukul, environment care and marketing of traditional art and folk forms. Various activities at the selected sites that have been undertaken include the baseline survey of the site; enhancing local community awareness of the tourism process; gender sensitization; capacity building/design inputs related to art & craft skills, cultural & natural heritage; Gurukul process;capacity building for various aspects of visitor handling; convergence with other yojanas/schemes in the site; environment care and access to cleaner technology with local material, local skills and local traditional styles; marketing convergence including the travel trade for domestic and international visitors. Based on the Tenth Five Year Plan goals of the Government of India, and on the United Nations Development Assistance Framework priorities of strengthening decentralization and promoting gender equality, Government of India- United Nations Development Programme (UNDP) Country Programme (2003-2007) has been initiated. UNDP has committed funding support to the Government of India (Ministry of Tourism) for the Endogenous Tourism Project initiative. The Project seeks to promote local culture and craft based eco-tourism for sustainable livelihoods and integrated rural development during the 10th Five Year Plan. The primary facilitation of the Endogenous Tourism Project is for capacity building / direct training; thereby enabling low-income village communities create and articulate their skills from within. IMPACT ASSESSMENT OF SCHEME Impact Assessment of Rural Tourism projects, particularly on Tourist arrivals Most of the sites chosen for rural tourism project have inherent advantages in terms of historic importance, craft, culture, cuisine, natural beauty etc. It was assessed that prior to the intervention of Ministry of Tourism, there were five basic issues hindering the flow of tourist. • Lack of basic infrastructural facilities for tourists like sanitation, drinking water • facility, wayside amenities • Lack of accommodation and fooding facilities • Lack of awareness about the site importance and the need for local guides • Need to maintain hygienic and good sanitation conditions at the sites • Xenophobia among the local population With the intervention of Ministry of Tourism, there has been considerable change. Though, it is too early to assess quantitatively the increase in the number of tourists (in most of the cases, the project is not yet completed), but our study shows that the Xenophobia (fear towards unknown) has been removed from the mind of the local people. The smaller radii in the tourism circuit have been identified within the destination for keeping the tourist stay for more than a day. Different goal setting exercises have been conducted with the host community in due participation and suggestion of village committee as well as the District Coordination Committee. The following factors have complemented and are indicative of the fact that Rural Tourism scheme has been successful in attracting more tourists and elongating their period of stay in the village. • Effective documentation of the site by preparation of Brochures, cards, websites etc depicting the site attractions. This has helped in marketing the sites even among foreign tourists. • Equipping the artisans to produce the artistic products with good quality. Encouraging product diversification and provision of marketing linkages as well as credit facilities has increased sales of the local art and craft forms from the craft interpretation centre. • Documentation of traditional festivals and folk lore has been carried to the tourists. • Improvement in the cleanliness and hygiene in the village and environmental awareness among the people has fostered a conducive atmosphere for tourists at few places. The drainage system, garbage disposal system etc has changed the Sanitation and health of the village. • Guide training among the local youths has led to an increasing number of youths helping the tourists in knowing the places of attraction in the villages. • Concept of home stays with food, clean water and toilets being promoted among the host community has resolved the problem of accommodation on one hand and on the other hand helped the tourists to feel a part of the local community. • Training of the women/ the host community in preparation of different types of cuisine and other hospitality aspects has also resulted in increasing the satisfaction level of the visitors. • The tourist arrival to control villages is constant over a period of time. Not much of efforts have been done by local community members to increase the total inflow to the destinations. Impact Assessment of Rural Tourism Projects, Particularly on Employment Generation – overall and for the Local Population The overall goal of the rural tourism is to create a community managed rural tourism model through strengthening livelihoods of the local communities and the preservation and development of local heritage of the villages. Due to the initiatives taken by the Ministry of Tourism to promote rural tourism, a number of avenues for employment of local population have opened. The direct and indirect sources of income are enumerated below: • The employment of local youths as tour guides has given gainful employment to a large number of unemployed youth in the village. The concept of homestays with toilets has supplemented the income of the host population. • A large number of tea stalls, small restaurants, pan shops etc have started functioning due to the increase in inflow of tourists, which has again improved the socio-economic conditions of the local people. • As local resources (labour and material) were used to construct the hardware structure under this scheme in the villages, a number of people have got employed. • The revival of Tourism products like folk arts by formation of activity groups has also helped the local population. These folk arts provides link with the past and bring alive ancient traditional art forms and culture. They also helped in perpetuating legacy for the future. The support to rejuvenate the folk arts has lead to the revival of the folk arts and also providing livelihoods to the practitioners of the arts. • A vital aspect of the Rural Tourism Scheme was to check the migration of the artisans from the village. To tackle the problem of migration, the artisans in different categories like stone carvers, pot makers, wood carvers, painters, weavers etc have been given trainings and exposure visits. Their product has been effectively promoted via different means and they have been taught about product diversification and demand of market, which has ultimately enhanced their income and stopped the migration. • Integration of gender perspectives into the tourism industry has also evolved as an important concept through the Rural Tourism Scheme, as it is the major employer of women and offers various opportunities for independent income generating activities for them. The Self Help Groups (SHGs) which were either non functional or disintegrated and have been provided/ will be provided financial and marketing linkages helping them to increase their income. In control villages, due to lack of concept of integration of existing economic activity with the tourism, the villagers lack the basis understanding of alternative livelihood opportunity Impact Assessment of Rural Tourism Projects, Particularly on Preservation and Improvement of Environment One of the biggest challenges of the tourism industry is that success should not destroy, what attracts the visitors in the first place i.e. the environment. During the field visits, it was observed that there is change in villager’s attitudes towards cleanliness, hygiene and sensitiveness towards environment. The changes in relation to preservation and improvement of environment that were noticed during the field visit are listed below: • Solid Waste Management: Solid Waste Management (SWM) Training has been imparted by the NGOs/ implementing agencies to the villagers covering issues like awareness generation; appropriate waste segregation; disposal of plastics; reuse and recycling of plastic, composting and vermi-composting. The measures adopted have improved the environment and facilitated the tourists. After training, the villagers have initiated waste management and started collection, segregation and dumping of the waste in designated areas. The SWM brought in the much required scientific approach to the whole process of waste management and a proper disposal of plastic which was unchecked. It also gave Waste Management a new perspective in terms ‘waste as wealth’ and ‘waste as source of income’. • Beautification and Landscaping of the village: It has been reported that the rural tourism has improved the natural beauty of the rural tourism sites. Beautiful parks; renovation of old and heritage buildings, temples, mosques etc; decoration of entry gates etc have gone a long way in attracting the tourists by presenting them a clean and environment friendly village. • Sanitation and Personal Hygiene: The quality of the living conditions of the local community and their standard of living has improved at select rural tourism sites. For the development of village, people have showed their priority towards sanitation. For instance, in Lachen (Sikkim), the cows and yaks roam in plenty and pose a threat to health of the villagers. To spread awareness among people, various measures have been undertaken under the rural tourism scheme. For instance, for improvement in health and hygiene, camps and demonstrations of hygienic practices; workshop on cleanliness has been organized. This has resulted in improved living condition of the local community through proper hygienic practices. Again, for improvement in the sanitation facilities, need assessment was done with the local community to identify the needs of the people in the improvement of sanitation. Environmental awareness workshops were organized. The output of all these has been creation of sanitation facilities such as the toilet facilities for the usage of local community and enhancement in awareness on the utilization of created infrastructure. In control villages, the participation of local community members for improvement of sanitational condition is limited and lack the concept of improved sanitational conditions in the village can increase stay period of tourist which would ultimately lead to enhancement of income generation Impact Assessment of Rural Tourism Projects on Direct Revenue Generated One of the most important objectives of the rural tourism programme is to increase the income flow of the local population and improving their quality of life. After receiving training on various aspects like hospitality management, guide training, visitor handling, linguistic ability etc, many rural unemployed youths have come forward and started working as guides. Youth who were already employed in the profession, have improved their skills on visitor handling. Most of them neither could speak in English nor had any formal degree. These guides have now become much more organised and many have opted for various courses and certification, which will increase their income in future. Besides, the development of home-stays in this programme has resulted in a smooth flow of income for the host community. They have been given training on cleanliness, preparation of cuisines and other vital aspects of visitor handling. During the field survey, it was found that in Kumbhalanghi (Kerala), the charges of rooms are as high as Rs 1200 per day. Besides, the host community also earns by serving the guests with different types of cuisines. Artisans and craftsmen in the villages are another set of people whose earning has moderately increased due to the efforts taken under rural tourism scheme. They have participated in various workshops and training sessions, updating their knowledge and skill on modern designs, colours, technology and experimented with different models. While participating in the local festivals or in national events, they have earned good profit by selling their products. In control villages, artisans still use traditional techniques and designs for their product. It leads to low demand for their product in the market. Impact Assessment of Rural Tourism Projects on Self-Sustainability of Projects Another major objective of the rural tourism is to build the capacity of local communities so that the projects may be sustainable in long run. In most of the rural tourism sites, the community has been effectively mobilised and their capacity being built (especially for UNDP supported sites). The local community has been trained to manage the tourism site, all by its own for sustainability. The community has been equipped through the goal setting exercises in the maintenance of the site; outcomes of the tourism through community participation and effective monitoring of all the said activities. The Village Coordination Committee, consisting of both genders has enabled the local community in the activities for the successful results. The active participation in need assessment, group discussion, disadvantaged groups, women, and unemployed youth has also been ensured in this process. This institution building among the artisan community has resulted in the formation of Federation of artisans, VLCs, SHGs, producer groups etc. These institutions are constituted to manage the site on sustainable basis. In control villages, the concept of self sustainability totally lacking amongst the local communities Impact Assessment of Rural Tourism Projects on System of Maintenance of Facilities for Tourists The maintenance of the facilities created is an aspect which requires a lot of attention or else the utilities and civil structures created would either be destroyed due to sheer negligence or would not be able to draw the desired number of tourists. At Paranpur (Madhya Pradesh), it has been observed that the structures like Kala Kendras, Craft Museums, Toilets, Parking sheds, rest rooms etc are maintained by the villagers under the direct supervision of the village panchayat. This also serves an important objective of the rural tourism i.e. to increase the livelihood opportunities of the locals. For maintaining these facilities, in many places (or already in place in many sites) the local youths and women are working as sweepers, guards, cleaners, facilitators, receptionists etc. Thus not only the structures gets utilized and maintained, but the people also get gainful employment resulting in self sustainability. Impact Assessment of Rural Tourism Projects of Publicity/ Campaign Launched by the Agency Implementing the Project for Attracting Tourists The publicity/campaign launched by various NGOs and implementing partners has helped in projecting the particular sites as places in the tourism circuit of India. Earlier, the visitors were either unaware about the site or didn’t stop over in the village. Due to the publicity and marketing efforts of the Ministry of Tourism, State departments and the implementing partners, situation is gradually changing. Various publicity methods have been adopted to promote tourism at the sites like documentation of the site with the campaign of “Incredible India”; preparation of brochures, cards depicting the site attractions; developing websites explaining in details the history, culture, food, craft etc of the site; strategic tie-up with various tour operators and travel agents to market the site; video shooting; Taking natives to exposure visits to unknown places, thereby spreading the culture through word of mouth ; putting up signages in villages so that visitors know exactly what to see or where to go and conducting workshops in places like Delhi Haat etc where the true art form of the natives is showcased thereby getting more recognition to the villages. Impact Assessment of Rural Tourism Projects on Involvement of Travel agents/ Tour Operators to Promote destinations The travel agents and tour operators are playing an important role in promotion of the destinations. Most of these places were till recently unknown to many domestic and foreign tourists. However, most of tour operators who conduct package tours, (taking the people for sight seeing to different places and arrange for their accommodation and food too) have started taking the visitors to these sites now. Though it is still at a nascent stage, with volume of tourists slowly increasing to the sites, however the efforts are in place to promote these sites. During interaction with private tour operators, it has been reported that the situation is slowly changing and visitors are now desirous to see these destinations. Perception, Experience and Expectation of Tourists about the Facilities Available During the interaction with tourists (both domestic and international), overall the visitors seem to be truly satisfied with their trip to India. While some of them were in the site for the first time, few others had repeated their tour. The positives of the rural tourism according to them are enumerated below: • India being a land of diversity, this type of trips gives a platform to visit the hinterlands and meet the rural people. • Local community warmth and the natural beauty of the places is really enchanting • Their expectations have been fulfilled, as they felt a part of the family itself • They really enjoyed the home stays and talking and mixing with people • Added attraction for them was that the local art and crafts were being made in front of them and the process being explained to them. • It was a great experience to witness the way of living, to exchange views with rural people and being close to nature. • They enjoyed the hospitality of the people who were very receptive. Skills Development & Capacity Building Strategy for Arunachal Pradesh Background The growth in tourism will have to be serviced by a substantial increase in infrastructure, including air-road-rail connectivity, hotels and restaurants. Department of Tourism, Ministry of Tourism & Culture, Government of India, undertook a study to assess the manpower requirement in the hotel and restaurant sector as well as the tour and travel operation business. The extracts of the key findings are: Hotels in India • There are an estimated 1.2 million hotel rooms in the country. However, the star • category hotels account for a mere 7% (approximately 80000 rooms). • There are almost 750,000 people working in hotels across India. In addition, there are more than 1 lakh employees working in motels on state & national highways. • A bulk of the employees (approximately 60%) are working in F&B service, Kitchen and Housekeeping. • Almost 80% of the employees in key hotel functions such as F&B, front office and housekeeping are young; they are less than 40 years old. • Hotels in the unorganized sector employ largely untrained manpower. Restaurants in India • Our estimate is that there are at least 140,000 restaurants in urban India. • Conventional restaurants account for the largest population (30%), followed by sweet shops (16%), fast food outlets (16%) and dhabas (13%). • There are almost 1.85 million people working in restaurants across India. • In addition, there are more than 1.3 million people employed in small restaurants and dhabas on the state and national highways. • Almost 70% of the employees in key functions of F& B service and kitchen are less than 30 years old. • Almost 20% of those employed in F & B of conventional restaurants, cafes and fast food outlets are diploma holders either from private hotel management institutions or Food Craft Institutes. Dhabas, largely, employ untrained manpower. Travel Trade Business in India • There are approximately 6000 travel trade companies/ firms in the country. • The population of these agencies could be growing at 7.5 - 10% annually. • This sector employs almost 83,500 people. Of them, a significant proportion is in functions such as ticketing, tour operations and accounts/ administration. • Almost 44% of the employees in ticketing have a formal IATA/ UTA certificate or a diploma in travel & tour management; 17% of those in administration also have a formal education in travel & tour management. Overall, 17.5% of the employees have formal training in tour and travel management. Emerging Needs for Skills Development and Capacity Building Strategy for Arunachal Pradesh With the growth in the tourism sector and needs for the capacity building and skills development, both at institutional and individual levels. Our plan is to train 10,000 people over a 5 year period to create the basic Human Resource for the state. We propose the following areas for skills development and capacity building: Institutional The Policy, planning, implementation, monitoring and sustainability of the individual projects and the entire tourism sector within the state will be dependent upon the pro-active action and the support the sector receives from the various government departments and its agencies, public finance institutions and the community at large. In order to ensure proper awareness and understanding of the importance of this sector it is proposed that the people in these offices are exposed to a sensitization program and also to specific support and skills therein needed from their respective organizations. This initiative will also create synergy and better utilization of state resources. Government Tourism Department, Industry, Forest Department, Local Administration, Police, Roads, Archeology Transport, Panchayat Raj, Rural Development, Local Communities, Employment, Social Welfare, Culture , Minorities, etc Public Institutions Industry and Trade bodies, Travel and Tour Trade, Hotel and Restaurant associations, Transport Sector- bus and taxi operators, NGOs, Community based organizations, Schools and Colleges, Village Council, Arts & Crafts Promotion Agencies etc. Individuals Individuals across all activities of the tourism sector need to be trained to meet the emerging needs and expectations of the tourists. This will facilitate the states capacity to manage the growing tourism sector both effectively and efficiently and attract both investors and tourists to the state. We have identified the following core areas for the skills development: Information and Facilitation centers Front Desk Tour Planning Reservations Travel and Tour Trade Ticketing Tour Planning Tour Escorts & Guides Transport Owners Drivers Conductors Guides Heritage & Religious sites Community Heritage & Sacred Forests etc Forests- Flora & Fauna Eco Tourism-Mountains ,rivers, lakes etc Hotels, Resorts, Rural Tourism, Wayside Facilities Reservation – IT enabled Guest Relations Housekeeping Food & Beverages Kitchen Restaurants and “DHABAS” Housekeeping Food & Beverages Kitchen Handicrafts Product & Services development & display Sales & Customer Relations Performing Arts Dance, Drama, Music Folklore & Story telling Adventure Tourism Mountains- trekking, Mountains- biking Water Sports – River & lake Paragliding etc Environment Sustainability Water Pollution Waste Management Tourism Sector Skills Development Matrix 10000 trained in 5 years Growth Driver Projects - Strategic Start Up Projects Stakeholders Interface The government departments, its agencies and other institutions and enterprises engaged in the following activities are the stakeholders in the project either directly or indirectly: • Culture & Heritage • Nature • Government- development initiatives • Private Sector-tour operators/investors • Local Community- entrepreneurs/jobs • Financial Sector-Opportunity/CSR/Community Act • Tourists Various stakeholders meetings were held at different times and needs assessed from the travel and tour operators, hospitality industry and civil society besides discussions and information with the government departments and field visits. This was interactive and very beneficial as: • Part of a process to promote participation and ownership of the initiatives to achieve the desired outcomes • Critical to bottom up planning as the implementation success is dependent upon the details at the operational levels and not brevity of the policy • Provides knowledge of past initiatives and their failure / success • Makes the information more objective The environment is for all round efforts to succeed rather than criticize. Investment Strategy The Investment Strategy proposed for the development of the tourism sector is driven by the need to create the Brand and the basic facilities to attract more tourists to the state. Having started this action the private sector will initiate investments in the facilities based upon economic returns in a demand driven situation. The government has to have enabling policies in place to encourage the same. Strategic alliances with the financial sector are required to make the access to funds simpler for the tourism sector. The initial investment by the government will also give it the lead time required to solve the issue of land for encouraging outside investors, essential for the development and participation by the private sector. The investments initiated by the government can explore all funding routes: grants from central government, budgetary support of loans from the state government, public private partnership, Regional development funds and also other funds dedicated to the rural development and employment generation. We are proposing the following matrix for the overall investments: Investor Type % Remarks Government Growth Driver Projects 20% Start up and Spin Off-5yrs Private Sector Core Investments in 80% Dispersed & Ownership Community Tourism Infrastructure The private sector investments will be more sustainable after growth driver projects are launched by the government as explained above. The overall opportunity from the growth of the tourism sector will open new avenues for the financial institutions and the banks to proactively fund the tourism sector projects which they are reluctant to do so due to issue of land, adequate entrepreneurial development in the state and collaterals at all levels of funding. Consolidation of the projects under one Program will enable larger player ( ILFS, IDFC, PE Funds etc) to participate as financial partners or joint venture partners. Each project by itself is very small for these to participate and thus excluding the state from access to investments by such large players. Growth Driver Projects – State Initiated Projects Start Up Project A Dual Approach strategy for the development of tourism in the state is being adopted to enhance the experience of the tourist by better infrastructure on the existing high traffic routes as well as create new destinations adjunct to the main circuits and sub circuits to take the benefit of tourism to new areas and for mainstreaming these areas. The following need based projects were identified and are to be taken up at the earliest by the state government as they are critical for the development of the tourism sector and benefits will accrue widely across the state. These projects will trigger private and community based investments as well as sustains the investments already made by the private sector. The locations of the project have been identified based upon the current trends, revealed by the Department of Tourism baseline study for the tourism in the state, and the need to develop the two key tourist traffic circuits for the increased tourist inflow and higher spend. 1 Tezpur- Bhalukpong-Bomdilla-Tawang including sub-circuit Bhalukpong-Tipi-Seijosa 50 % tourists 2 Itanagar-Ziro –Daporizo-Along- Passighat 37% tourists The development of areas adjunct to the main circuits will support tourist traffic builds up in all areas across the state and the need is felt to create new destinations and products for the tourists for better coverage and experience. Infrastructure and promotion of tourism in other circuits (13% in total), which receive between 2-4% of the total tourists individually will be driven by development needs and not economic sustainability initially. The numbers are very small at this stage and would build up over time as they get integrated into the tourist map of the state. The basic infrastructure of roads and communication is required to be in place before mass tourism can happen. State resources should not be spread thinly for an efficient and effective tourism development approach and Government accommodation and other infrastructure should be spruced up to meet the tourism development needs. Eco-tourism, especially wild life and river rafting needs to be promoted as “Boutique Tourism” and not mass tourism due to carrying capacity and the possible negative impact on the environment. This needs low infrastructure but better security, training and medical aid and evacuation facilities. The border areas have to be dealt with special security concerns as the major target group for Eco-Tourism-wildlife and adventure are foreigners. In order to get high paying foreign tourists we need to explore minimum returns per night for the state either as Tourist fees or as Floor rates for Hotel etc per night. We have to actively discourage low paying tourists in this eco-sensitive zone and border areas as most will be staying in remote villages and home stays. Each type of project selected for the start up is unique in character as it addresses a very specific need and fills in the gap in the current set up. The projects are demand driven and as the tourist traffic builds up they will be replicated by the private sector and the skills and knowledge created within the state will benefit all in this infrastructure expansion drive later. The projects are to be structured in a manner that the revenue earning component of the project can be spun off later on to create new resources for the Tourism Department/ Agency identified / created to implement the Tourism Development Plan and enable them to develop new destinations with these resources. They are likely to become self sustained within the period of 5 years from commercial operations. We have already highlighted the need to implement the Strategic Plan in a period of 3 years with a start up / preparatory period of 1-2 years for the plan to be relevant and effective for the state and derive benefits from the growing tourism. Pilot Projects The Start Up Projects also include 4 special initiatives as “Pilot Projects” to reach out to high paying traffic and benefit from emerging opportunities. They are distinct in the tourism resource being developed for the individual pilot project. 1. Heritage Site Malinithan 2. Wellness Tourism-Flagship Tawang-Tsacha 3. Eco-Tourism- Flagship Pakke Wildlife Sanctuary 4. Hydro-Tourism-Lake Dollung Mukh Start Up Projects – Implemented over a 3 year period Type & Locations Nos Unit Cost (Rs Crs) Total Cost (Rs Crs) Remarks Lease / Spin Off Possibility Tourist City Centers c) Flagships Itanagar d) Others: Bomdilla / Ziro Passighat c) Mini City Centers Aalo 1 3 4 12 5.3 3.5 41.90 Completely Disinvested -leased out to external operators including TDC Proposed Right to run the information & facilitation center with the Mechuka Tezu Miao government Wayside Amenities- & Information and Facilitation Centers Midways on all Tourist Circuit highways Location Details- Annexure 1 22 2.75 60.50 Completely Disinvested -leased out to external operators including TDC Proposed Right to run the information & facilitation center with the government Inns/Guest Houses Accommodation on all circuits Location Details- Annexure 2 7 1.98 13.86 Yes- Completely Disinvested -leased out to external operators including TDC Proposed Rural Tourism – one in the identified rural areas of each circuit: Location Details- Annexure 3 Home Stays – 2 cottages in each village identified in; Location Details- Annexure 4 20 40 0.70 0.15 14.0 6.0 Social Worker part of the project for better understanding Yes-Completely Disinvested -leased out to external operators including TDC Proposed Adventure Trekking Routes Location Details- Annexure 5 8 2 16 Adventure- White Water Rafting & River Front Development Location Details- Annexure 6 5 5 25 Pilot Projects 1. Heritage Site - Malinithan Preservation, Renovation & Development 2. Wellness Tourism- Flagship Tawang-Tsacha 3.Eco-Tourism- Flagship Pakke Wildlife Sanctuary 4.Hydro-Tourism-Lake Dollung Mukh - 1 1 1 1 5 15 4 5 29 Center of Excellence - Water Sports- Passighat 1 5 5 Not applicable as for capacity building of the state Skills Development c) Institutional d) Individual 10,000 5.0 Not applicable as for capacity building of the state Information Technology & Communications Network – 1 10 Capacity Building Management & Security Tourist Facilitation & Online Inner Line Permit ( domestic tourists ) Brand Build Up *Marketing: International / National /Regional *Information kits *Niche Market Development 1 lot 20 Total 246.26 Add 10% contin gency Grand Total Rs 270.89 crores Each project will be funded differently Tourism Growth Drivers: Start Up Projects Type of Project: Wayside Amenities Total Nos: 22 Annexure No: 1 Circuit No: 1 Route: Balukpong-Bomdilla-Tawang Start Station En-route Location Special Features Next Station Remarks Risk Factor Balukpong Balukpong AP Entry - land Balukpong SESA Bomdilla land Bomdilla Sela Sela Pass Tawang land Total - 3 Circuit No: 2 Route: Itanagar-Ziro-Daporji-Aalo-Passighat Start Station En-route Location Special Features Next Station Remarks Risk Factor Itanagar Potin Tri- junction Ziro land Ziro Kardo Hills Shivaling - land Ziro Godak Daporji land Daporji Tode Aalo land Igo Tri- junction Entry from highway NH 52 to AP land Aalo Yembung Passighat land Total - 6 Circuit No: 3 Route:Passighat-Jenging-Yingkiong-Tuting Start Station En-route Location Special Features Next Station Remarks Risk Factor Passighat Passighat AP Entry - land Boleng 2 routes served Yingkiong/Tuting land Boleng Yingkiong Yingkiong Destination land Total – 3 Circuit No: 4 Route:Tinsukia-Tezu-Hayuliang Start Station En-route Location Special Features Next Station Remarks Risk Factor Tinsukia Chokham AP Entry Tezu Land Total – 1 Circuit No: 5 Route: Margherita-Miao-Nomdhapa Start Station En-route Location Special Features Next Station Remarks Risk Factor Margherita Namchik AP Entry Miao land Total – 1 Circuit No: 6 Route: Roing – Mayudia- Anini Start Station En-route Location Special Features Next Station Remarks Risk Factor Roing land Mayudia land Total 2 Circuit No: 7 Route: Tezpur-Seijosa-Balukpong Start Station En-route Location Special Features Next Station Remarks Risk Factor - - - - Seijosa is very close Land Total – Nil Circuit No: 8 Route: Ziro-Palin-Koloriang Start Station En-route Location Special Features Next Station Remarks Risk Factor Ziro Palin Palin Intermediate station Land Palin Koloriang Koloriang Destination Land Total – 2 Circuit No: 9 Route: Itanagar-Doimukh-Sagalee-Seppa Start Station En-route Location Special Features Next Station Remarks Risk Factor Itanagar Kheel Sagalee Land Sagalee Nari Camp Seppa Land Total - 2 Circuit No: 10 Route: Aalo-Mechulka Start Station En-route Location Special Features Next Station Remarks Risk Factor Aalo Kamba Mechulka Land Total – 1 Circuit No: 11 Route:Daporijo-Siyum-Nacho Start Station En-route Location Special Features Next Station Remarks Risk Factor Daporji Sipi Siyum Total - 1 Tourism Growth Drivers: Start Up Projects Type of Project: Inns & Guest Houses Total Nos: 7 Annexure No: 2 Circuit No: 1 Route: Balukpong-Bomdilla-Tawang Start Station Location Special Features Next Station Remarks Risk Factor - - Total - Nil Circuit No: 2 Route: Itanagar-Ziro-Daporji-Aalo-Passighat Start Station Location Special Features Next Station Remarks Risk Factor Itanagar - Ziro Ziro Daporji - land Daporji Tirbin Aalo land Aalo Pangin Trijunction Passighat land Total - 3 Circuit No: 3 Route:Passighat-Jenging-Yingkiong-Tuting Start Location Special Next Station Remarks Risk Factor Station Features -- Total – Nil Circuit No: 4 Route:Tinsukia-Tezu-Hayuliang Start Station Location Special Features Next Station Remarks Risk Factor Total – Nil Circuit No: 5 Route: Margherita-Miao-Nomdhapa Start Station Location Special Features Next Station Remarks Risk Factor Total – Nil Circuit No: 6 Route: Roing – Mayudia- Anini Start Station Location Special Features Next Station Remarks Risk Factor Roing land Total – 1 Circuit No: 7 Route: Tezpur-Seijosa-Balukpong Start Station Location Special Features Next Station Remarks Risk Factor - - - - Seijosa is very close Total – Nil Circuit No: 8 Route: Ziro-Palin-Koloriang Start Station Location Special Features Next Station Remarks Risk Factor Ziro Palin Palin Intermediate station Land Total – 1 Circuit No: 9 Route: Itanagar-Doimukh-Sagalee-Seppa Start Station Location Special Features Next Station Remarks Risk Factor Seppa Chyayangtajo Total – 1 Circuit No: 10 Route: Aalo-Mechulka Start Station Location Special Features Next Station Remarks Risk Factor Total – Nil Circuit No: 11 Route:Daporijo-Siyum-Nacho Start Station Location Special Features Next Station Remarks Risk Factor Daporji Siyum Nacho Nacho Destination Total - 2 Tourism Growth Drivers: Start Up Projects Type of Project: Rural Tourism Total Nos: 20 Annexure No: 3 Circuit No: 1 Route: Balukpong-Bomdilla-Tawang Start Station Location Special Features Next Station Remarks Risk Factor Shergaon land Rupa land Urgeling land Total - 3 Circuit No: 2 Route: Itanagar-Ziro-Daporji-Aalo-Passighat Start Station Location Special Features Next Station Remarks Risk Factor Reru land Deke land Liromoba land Total - 3 Circuit No: 3 Route:Passighat-Jenging-Yingkiong-Tuting Start Station Location Special Features Next Station Remarks Risk Factor Rumgong land Mebo land Jengging land Total – 3 Circuit No: 4 Route:Tinsukia-Tezu-Hayuliang Start Station Location Special Features Next Station Remarks Risk Factor Chowkham land Hayuliang land Total – 2 Circuit No: 5 Route: Margherita-Miao-Nomdhapa Start Station Location Special Features Next Station Remarks Risk Factor Hukanjuri land Total – 1 Circuit No: 6 Route: Roing – Mayudia- Anini Start Station Location Special Features Next Station Remarks Risk Factor Roing land Anini land Total – 2 Circuit No: 7 Route: Tezpur-Seijosa-Balukpong Start Station Location Special Features Next Station Remarks Risk Factor - - - - Seijosa is very close Total – Nil Circuit No: 8 Route: Ziro-Palin-Koloriang Start Station Location Special Features Next Station Remarks Risk Factor Palin Land Koloriang Land Total – 2 Circuit No: 9 Route: Itanagar-Doimukh-Sagalee-Seppa Start Station Location Special Features Next Station Remarks Risk Factor Doimukh land Pakke land Total – 2 Circuit No: 10 Route: Aalo-Mechulka Start Station Location Special Features Next Station Remarks Risk Factor Yorlung land Total - 1 Circuit No: 11 Route:Daporijo-Siyum-Nacho Start Station Location Special Features Next Station Remarks Risk Factor Daporijo land Total - 1 Tourism Growth Drivers: Start Up Projects Type of Project: Rural Tourism- Home Stays Total Nos: 40 Annexure No: 4 Circuit No: 1 Route: Balukpong-Bomdilla-Tawang Start Station Location Special Features Next Station Remarks Risk Factor Shergaon land Rupa land Urgeling land Total - 6 (3 set of 2 units each) Circuit No: 2 Route: Itanagar-Ziro-Daporji-Aalo-Passighat Start Station Location Special Features Next Station Remarks Risk Factor Reru land Deke land Liromoba land Total - 6 ((3 set of 2 units each) Circuit No: 3 Route:Passighat-Jenging-Yingkiong-Tuting Start Station Location Special Features Next Station Remarks Risk Factor Rumgong land Mebo land Jengging land Total – 6 (3 set of 2 units each) Circuit No: 4 Route:Tinsukia-Tezu-Hayuliang Start Station Location Special Features Next Station Remarks Risk Factor Chowkham land Hayuliang land Total – 4 (2 set of 2 units each) Circuit No: 5 Route: Margherita-Miao-Nomdhapa Start Station Location Special Features Next Station Remarks Risk Factor Hukanjuri land Total – 2 (1 set of 2 units each) Circuit No: 6 Route: Roing – Mayudia- Anini Start Station Location Special Features Next Station Remarks Risk Factor Roing land Anini land Total – 4 (2 set of 2 units each) Circuit No: 7 Route: Tezpur-Seijosa-Balukpong Start Station Location Special Features Next Station Remarks Risk Factor - - - - Seijosa is very close Total – Nil Circuit No: 8 Route: Ziro-Palin-Koloriang Start Station Location Special Features Next Station Remarks Risk Factor Palin Land Koloriang Land Total – 4 (2 set of 2 units each) Circuit No: 9 Route: Itanagar-Doimukh-Sagalee-Seppa Start Station Location Special Features Next Station Remarks Risk Factor Doimukh Land Pakke Land Total – 4 (2 set of 2 units each) Circuit No: 10 Route: Aalo-Mechulka Start Station Location Special Features Next Station Remarks Risk Factor Yorlung Land Total – 2 (1 set of 2 units each) Circuit No: 11 Route:Daporijo-Siyum-Nacho Start Station Location Special Features Next Station Remarks Risk Factor Daporijo Land Total – 2 (1 set of 2 units each) Tourism Growth Drivers: Start Up Projects Type of Project: Adventure-Trekking Routes Total Nos: 8 Annexure No: 5 Circuit No: 1 Route: Balukpong-Bomdilla-Tawang Trekking Route Special Features Route Details Remarks Risk Factor “Gorichen Trekkers Trail” Camp sites / medical aid /communication Total - 1 Circuit No: 2 Route: Itanagar-Ziro-Daporji-Aalo-Passighat Trekking Route Special Features Route Details Remarks Risk Factor Todor Putu Dapo Geko Trail & Tirbin-Yomcha- Kamba-Aalo Camp sites / medical aid /communication Total 1 Circuit No: 3 Route:Passighat-Jenging-Yingkiong-Tuting Trekking Route Special Features Route Details Remarks Risk Factor “Komsing Trek” Village Foreigners- Camp sites / trek drivers medical aid /communication “Singa Trekking Trail” High altitude Foreigners- drivers Camp sites / medical aid /communication Total – 2 Circuit No: 4 Route:Tinsukia-Tezu-Hayuliang Trekking Route Special Features Route Details Remarks Risk Factor Total – Nil Circuit No: 5 Route: Margherita-Miao-Nomdhapa Trekking Route Special Features Route Details Remarks Risk Factor Miao-Nomdapha Camp sites / medical aid /communication Total – 1 Circuit No: 6 Route: Roing – Mayudia- Anini Trekking Route Special Features Route Details Remarks Risk Factor Biosphere Mipi-Tuting Trail Circuit 6 and circuit 3 linked Camp sites / medical aid /communication Total – 1 Circuit No: 7 Route: Tezpur-Seijosa-Balukpong Trekking Route Special Features Route Details Remarks Risk Factor ------------------------ Total – Nil Circuit No: 8 Route: Ziro-Palin-Koloriang Trekking Route Special Features Route Details Remarks Risk Factor Bameng- Koloriag Circuit 8 and circuit 9 linked Camp sites / medical aid /communication Total – 1 Circuit No: 9 Route: Itanagar-Doimukh-Sagalee-Seppa Trekking Route Special Features Route Details Remarks Risk Factor Circuit 8 linked Total – Nil Circuit No: 10 Route: Aalo-Mechulka Trekking Route Special Features Route Details Remarks Risk Factor Yorlung- Mechulka Lake site at high altitude Camp sites / medical aid /communication Total - 1 Circuit No: 11 Route:Daporijo-Siyum-Nacho Trekking Route Special Features Route Details Remarks Risk Factor ------------------------- Total - Nil Tourism Growth Drivers: Start Up Projects Annexure No: 6 Type of Project: Adventure-White Water Rafting & River Front Development Total Nos: 5 Circuit No: 1 Route: Balukpong-Bomdilla-Tawang Location Special Features Details Remarks Risk Factor Balukpong White Water Rafting & River Front Development Training, Safety Medical Aid, Communication Total - 1 Circuit No: 2 Route: Itanagar-Ziro-Daporji-Aalo-Passighat Location Special Features Details Remarks Risk Factor Tirbin White Water Rafting & River Front Development Training, Safety Medical Aid, Communication Tai White Water Rafting & River Front Total - 2 Development Circuit No: 3 Route:Passighat-Jenging-Yingkiong-Tuting Location Special Features Details Remarks Risk Factor Patum White Water Rafting & River Front Development Training, Safety Medical Aid, Communication Total - 1 Circuit No: 4 Route:Tinsukia-Tezu-Hayuliang Location Special Features Details Remarks Risk Factor Total - Nil Circuit No: 5 Route: Margherita-Miao-Nomdhapa Location Special Features Details Remarks Risk Factor Total – Nil Circuit No: 6 Route: Roing – Mayudia- Anini Location Special Features Details Remarks Risk Factor Total – Nil Circuit No: 7 Route: Tezpur-Seijosa-Balukpong Location Special Features Details Remarks Risk Factor Total – Nil Circuit No: 8 Route: Ziro-Palin-Koloriang Location Special Features Details Remarks Risk Factor Total - Nil Circuit No: 9 Route: Itanagar-Doimukh-Sagalee-Seppa Location Special Features Details Remarks Risk Factor Total - Nil Circuit No: 10 Route: Aalo-Mechulka Location Special Features Details Remarks Risk Factor Location Special Features Details Remarks Risk Factor Daporijo White Water Rafting & River Front Development Training, Safety Medical Aid, Communication 8.11.2 Private Sector Investment New Opportunity & / On Going Projects Sustained The Growth Driver Projects – State Initiated Projects will create new opportunities to meet the need for the 100,000 tourist increase every strategic plan period. They will also enhance the sustainability of the existing projects and the projects in the various stages of implementation. Tourism department can take a pro-active action in preparing the pre-feasibility studies / project profiles for these projects to attract investors from outside and also opportunity for the financial institutions and the banks to invest in the state. The projects needed for tourism infrastructure and to be added every year in the next 5 years to meet the 15% CAGR of domestic tourist arrivals are listed below: Resource Mobilization-Funds 8.12.1 Government of India Central Schemes Ministry of Tourism, Government of India, besides developing a policy, has taken many pro-active steps for the promotion of tourism in India. The tourism development program also encourages the state governments to take benefit from the various financial assistance schemes of the Department of Tourism, for the planning of the projects in the state. The Policy & Schemes are given below for quick reference: Tourism Policy and Schemes In order to develop tourism in India in a systematic manner, position it as a major engine of economic growth and to harness its direct and multiplier effects for employment and poverty eradication an environmentally sustainable manner, the National Tourism Policy was formulate in the year2002. Broadly, the “Policy” attempts to:- • ositionPtourism as a major engine of economic growth; • arness Hthe direct and multiplier effects of tourism for employment generation, economic development and providing impetus to rural tourism; • ocus onF domestic tourism as a major driver of tourism growth; • ositionPIndia as a global brand to take advantage of the burgeoning global travel trade and the vast untapped potential of India as a destination; Types Numbers Unit cost in Rs crore Unit cost in Rs crores Accommodation 1000 rooms 50 room Hotels-10 25 room Inns -16 10 room Inns-10 7.5 2.5 0.75 75.00 Crs. 40.00 7.50 Sub-Total 122.50 Transport Sightseeing 20 seat Buses-75 45seat Cars -100 0.15 0.05 11.25 5.00 Sub-Total 16.25 Food & Beverages Restaurants-10 Fast Food -25 0.50 0.40 5.00 10.00 Sub-Total 15.00 Adventure Tourism River Rafting & Wildlife Tourism etc 2 5 Sub-Total 10.00 212 Total Rs. 163.75 Crs. Add 10% contingency Grand Total Rs 180.00 Crs • cknowAledges the critical role of private sector with government working as pro-active facilitator and catalyst; • reate aCnd develop integrated tourism circuits based on India’s unique civilization, heritage, and culture in partnership with States, private sector and other agencies; • nsure Ethat the tourist to India gets physically invigorated, mentally rejuvenated, culturally enriched, spiritually elevated and “feel India from within”. Keeping is view the basic principles and guidelines of the Tourism Policy, the Ministry of Tourism has been broadly implementing the following schemes/ programs during the 11th Five Year Plan: Guidelines for Plan Scheme (11th) • Scheme for Product/ Infrastructure Development and Destination & Circuits • Scheme of Assistance for Large Revenue Generating Projects • Scheme of Capacity Building for Service Providers (CBSP) • Scheme of Rural Tourism • Scheme of Central Financial Assistance for Information Technology (IT) Projects • Scheme for support to Public Private Partnership in Infrastructure Development (Viability Gap Funding) • Time Share Resorts (TSR) • Market Research- Professional Services • Marketing Development Assistance Scheme for promotion of Domestic Tourism • Revised Guidelines for Adhoc Advertisement • Scheme of financial assistance to the IHMS/FCIS/IITTM/ITIS/Polytechnic etc Guidelines with Application Forms for Recognition / Classification Schemes • Revised Guidelines for Marketing Development Assistance MDA Scheme • Policy For Development And Promotion Of Caravan And Caravan Camping Parks • Revised Guidelines For MDA Scheme for Medical / Wellness Tourism • I T Guidelines for Central Financial Assistance • Scheme of Financial Assistance to the IHMs /FCIs /IITTM/ITIs/ Polytechnic • Revised Guidelines for postings in Overseas India Tourism Offices • Approval of Hotels at Project Stage and Classification & Reclassification of Hotels • Classification of Heritage Hotels • Recognition as approved Travel Agents • Recognition as approved Inbound Tour Operators • Recognition as approved Tourist Transport Operators • Recognition as approved Adventure Tour Operators • Recognition as approved Domestic Tour Operators • Approval of Standalone Air Catering Units • Revised Guidelines for Grant of License for Regional Level Guides • Time Share Resorts (TSR) • Stand Alone Restaurants • Incredible India Bed & Breakfast Guidelines • Guidelines for Approval of Guest Houses • Basic Minimum Standards for Adventure Tourism Related Activities • Guidelines of Apartment of Hotels • Guidelines for Tented Accommodation • Revised Guidelines for CBSP Scheme • Guidelines for Central Financial Assistance for broad basing hospitality education. ( Last Updated On 23 November 2009 ) The North Eastern Council Schemes The North Eastern Council is the nodal agency for the economic and social development of the North Eastern Region which consists of the eight States of Arunachal Pradesh, Assam, Manipur, Meghalaya, Mizoram, Nagaland, Sikkim and Tripura. The North Eastern Council was constituted in 1971 by an Act of Parliament. The constitution of the Council has marked the beginning of a new chapter of concerted and planned endeavour for the rapid development of the Region. Over the last thirty five years, NEC has been instrumental in setting in motion a new economic endeavour aimed at removing the basic handicaps that stood in the way of normal development of the region and has ushered in an era of new hope in this backward area full of great potentialities. STATEMENT IN REPLY TO RAJYA SABHA UNSTARRED QUESTION NO 1657 RAISED BY SHRI MATILAL SARKAR, M.P. FOR 20TH JULY 2009, REGARDING "NEC PROJECTS". Tourism is one of the thrust areas of the North East Council and below are listed the various schemes for the promotion of tourism in the North East Region: Scheme for Promotion of Tourism in the North Eastern Region and Sikkim • Development of Infrastructure facilities • Tea Tourism • Religious and Cultural Tourism • Eco Tourism • Wild Life Tourism • Rural Tourism • Adventure Sports Water Sports and Golf Tourism • Support to Festivals and Fairs etc • Publicity and Publications etc. including Information Centres for States • Capacity Building in the Tourism Industry • 10th Plan Achievements • Establishment of North East Tourism Development Council NORTH EAST INDUSTRIAL AND INVESTMENT PROMOTION POLICY, 2007 (GENERAL OPERATIONAL GUIDELINES FOR REGISTRATION OF INDUSTRIAL UNITS AND PROCEDURE FOR HANDLING SUBSIDY CLAIMS UNDERVARIOUS SCHEMES UNDER NEIIPP, 2007) Extracts “Subsidy under various subsidy schemes under NEIIPP, 2007 viz. Capital Investment Subsidy Scheme, Central Interest Subsidy Scheme and Comprehensive Insurance Scheme have been devised alognwith necessary checklists to be strictly followed for scrutiny of claims. In addition, general Operational Guidelines have also been evolved which are to be strictly followed by all the State Governments concerned. These have been ‘e-mailed’ to the North Eastern Development Finance Corporation (NEDFi) and may kindly be obtained from them. Specific guidelines have already been provided under the respective subsidy schemes under NEIIPP, 2007”. Establishment of North East Tourism Development Council Background In order to understand the perspective of the State Governments of the region on the concept of establishment of the North East Tourism Development Council (NETDC), a meeting was held under the aegis of H.E. Governor of Assam on 3rd September, 2005. Hon'ble Ministers of Tourism of various North Eastern States, senior officials of Tourism Departments and other stakeholders like Banks, Railways, Airlines, Tour Operators and Entrepreneurs attended the meeting. Everyone present accepted in principle the concept of creation of a common institutional platform called the "North East Tourism Development Council" for all the stakeholders of tourism industry. It was considered essential to create a Corpus Fund for the functioning of the Council through contribution of the North Eastern Council (Rs 1.00 crore), North East Development Financial Corporation Ltd. (Rs 1.00 crore) and the Ministry of Tourism, Govt. of India (Rs 8.00 crores). Objective The broad objective of the NETDC would be to facilitate development of tourism industry through effective networking of stakeholders, marketing through creation of a common North East Brand. NETDC would function in such a way that (a) NETDC will not infringe upon individual State Govt. jurisdiction, its plan/ programmes, NETDC would rather augment them; NETDC will not bid for any financial support from the central Govt. out of funds earmarked for the State Govts.; (c) NETDC would be a facilitating body and there will be no involvement in actual infrastructure development. North Eastern Development Finance Corporation Ltd North Eastern Development Finance Corporation Ltd. (NEDFi) was incorporated under the Companies Act, 1956, on August 9, 1995 with its registered office at Guwahati, Assam, for the development of industries, infrastructure, animal husbandry, agri-horticulture plantation, medicinal plantation, sericulture plantation, aquaculture, poultry and dairy in the North Eastern states of India. NEDFi has been promoted by All India Financial Institutions - Industrial Development Bank of India, ICICI Ltd., Industrial Finance Corporation of India, Small Industries Development Bank of India, Insurance Companies - Life Insurance Corporation of India, General Insurance Corporation and its subsidiaries, Investment Company - Unit Trust of India and Bank - State Bank of India. After the creation of DONER, NEDFi has come under the administrative control of this Ministry. NEDFi is the premier financial and development institution of the North East of India. The main objects to be pursued by NEDFi as per its Memorandum of Association is : To carry on and transact the business of providing credit and other facilities for promotion, expansion and modernisation of industrial enterprises and infrastructure projects in the North Eastern Region of India, also carry on and transact business of providing credit and other facilities for promotion of agri-horticulture plantation, medicinal plantation, sericulture plantation, aquaculture, poultry, dairy and animal husbandry development in order to initiate large involvement of rural population in the economic upsurge of the society and faster economic growth of different parts of the North Eastern region. NEDFi with its Products and Services aims to be a dynamic and responsive organization catalyzing the economic development of the Northeast of India. Government of Arunachal Pradesh Schemes The state government will provide the counterpart funds for the development of the tourism sector and its projects from the state budget and also seek support of the Planning Commission during the finalization of the plans Banks The banks, including national, regional and cooperative will form the backbone for the development of the tourism sector and its projects. All projects will require operational funds in form of Working Capital and this has to come from the banks. It is suggested that we form Strategic Partnership with banks to finance projects in specific regions and/or finance specific region and projects therein. These projects could be of a replicable nature and reduce the effort of evaluating each and every project. The Entrepreneur will only be selected based upon the selection criteria. Credit Guarantee Corporation could also be a Strategic Partner in such cases to provide enhanced comfort to the lending banks. Banks, by participating in the tourism development plan and funding the projects there under, would also be able to reduce their gap Credit /deposit ratio, priority sector lending targets and also their community responsibility of financing projects in areas from where they collect their deposits. Financial Institutions Infrastructure lending Institutions like IL&FS,IDFC and others could be brought in as Strategic partners. However we will need to consolidate the projects under a Program to make them viable in size for these organizations to participate in the funding of the projects across the state. Institutional Investors-PE funds etc We are in an early stage to be able to access these investors but in the later period of development they will be a strong driver for growth. Equity Equity funds will come from the various promoters and investors in individual projects based upon their shareholding. Investment Workshops We propose that the state plans for an Investors Workshop, on an annual basis, after the detailed plans are made and land identified for the project. Invite the investors from other state and also from abroad to participate in large tourism projects. It would be essential to prepare pre- feasibility profiles for each project to be discussed at such events. Lead promoter from the state would also need to be identified to act as the start up partner with the investors from outside. MINISTRY OF TOURISM- Extracts of Specific Schemes Ministry of Tourism has been implementing the following two schemes during the 10th Five Year Plan: 1) Major destinations and circuits development 2) Rural Tourism infrastructure development 1) Major destinations and circuits development a) Identification - The destination and circuits will be selected on the basis of its tourism potential in consultation with the State Governments. The destination/circuits to be taken up for development will be identified by the Ministry of Tourism at the beginning of each year. A tourist circuit could be limited to a State or it could be a regional circuit covering more than a State/U.T. The identification of the project, the implementation agency and the mode of channelisation of funds would be done in consultation with the State Government / U.T. Administration. b) Funding pattern of the project – Ministry of Tourism would bear 100% of the project cost based on the project plan and estimates submitted, excluding the items (given below) which are the exclusive responsibility of the State Governments and should be quantified in the DPR. i) Making the land available for development ii) Rehabilitation package iii) Operation, maintenance and management of the assets created iv) External infrastructure like water supply, electricity and roads There may be no ceiling on project cost, Government of India contribution would be capped at Rs.25 crore for destination development and Rs.50 crore for circuit development for identified major destinations and circuits based on tourist traffic. The provisions for preparation of comprehensive DPR for Destinations/Circuits Project will be as follows: Large Destinations/Circuit Project involving central financial assistance of Rs.25 crore and above will be assisted towards the cost of DPR preparation amounting to 50% of the total cost of DPR preparation or Rs.15 lakh, which is lower. DPR for smaller projects are concerned, the assistance will be limited to 50% of the total cost of DPR preparation or Rs.10 lakh, whichever is lower. However, the existing ceiling of Rs.5 crore and Rs.8 crore for destination and circuit respectively would continue for other projects. In respect of each large project involving central financial assistance of Rs. 25 crore and above, the Ministry should formalize MOU with State Government and other stakeholders indicating the works to be undertaken by them in physical and financial terms. Total project should include contribution from State Government and contribution from other stakeholders. c) Codal formalities – There would not be any compulsion to execute projects through CPWD. The execution of projects would primarily be the responsibility of State Government and local agencies. However, whenever a project is to be driven by the Central Government, central agencies could be engaged both for project preparation and for implementation with consent of State/U.T. Govt. concerned. d) Management of assets created – The infrastructure and assets created will be maintained and managed by the State/UT Governments or their agencies with no financial commitment to Government of India. The sustainable maintenance plan for the assets to be created must be built into the project proposal for this purpose. 2) Rural Tourism Infrastructure Development The scheme of Rural Tourism has been set up to promote village tourism as the primary tourism product to spread tourism and its socio-economic benefits to rural and new geographic regions. The implementation would be done through a Convergence Committee headed by the District Collector. Activities like improving the environment, hygiene, infrastructure etc. would be eligible for assistance. Apart from providing financial assistance the focus would be to tap the resources available under different schemes of Ministry of Rural Development, State Governments and other Ministries / Departments of the Government of India. a) Identification of villages – Each State / UT Government will furnish proposals for promotion of Rural Tourism. Based on the merits, the proposals would be identified for implementation in the country. b) Financial Assistance of the project – Rs. 3.00 lakh would be provided to the State Government for engaging an expert for preparing the project report. A maximum of Rs. 50 lakh would be sanctioned under the scheme for hardware activities. c) Codal formalities – The implementing agency shall follow all codal formalities while awarding contracts and procurement and equipments and ensure complete transparency in its transactions. While executing the works the implementing agency shall follow the shedule of rates prescribed by the CPWD or the State PWD or Zila Parishad / Panchayat or DRDA or Rural Engineering Department. However, if there is any item of work to be undertaken does not have rates prescribed by any one of the above mentioned agencies then the District Collector could certify the reasonableness of the rates. d) Management of assets created: The infrastructure and assets created will be maintained and managed by the State / UT Governments or their agencies with no financial commitment to Government of India. The sustainable plan for the assets to be created must be built into the project proposal for this purpose. Resource Mobilization-Private Sector The private sector projects will have access to the programs and lending schemes of the Financial Institutions and the Banks as they are also on the search for bankable projects to invest their funds. The projects identified and listed below are need based and expected to meet the basic lending norms of DSCR and IRR for economic viability and risk management. The Tourism Policy of the state should include tourism as an “Industry” to facilitate the lending as better conditions are applicable for lending – both for the lender and the borrower. Tourism sector has land as a basic input in almost all projects and the location can make or break the project. The Tourism Policy should also facilitate availability of Land at affordable prices and at appropriate locations. Tourists will not go to remote areas if they are in city. A land bank should be identified for various projects to speed up the implementation of the projects required to be taken up by the private sector to augment the tourism infrastructure in the state. Project Total Rs. Crores Equity Rs. Crores Debt Rs. Crores Remarks Hotels etc 135 68 67 Transport 18 4 14 Food &Beverages 16 8 8 Adventure Tourism 11 6 5 Total 180 86 94 Banks & FIs Resource Mobilization - Human Resource Development Entrepreneurship Development Development of a vibrant private sector would require the development of “Entrepreneurship” and social acceptance of the Entrepreneur in an environment where “Job Seeking” is a way of life and a stable job – mostly government or its agencies –commands the highest respect in the community. Entrepreneurship Development would need to be started on a war footing as the ability of the government and its agencies to provide jobs is diminishing in the new economic order. This has to begin at the educational institutions and special programs launched at higher education centers to promote entrepreneurship. Enabling Environment to encourage pro-actively Enterprise Creation has to be part of the state development plans. This will also address the difficult issue of unemployment, migration to urban areas and migration out of the state in search of the employment and long term demographic destabilization as a result thereof. Skills Development & Employability The emerging needs of the jobs would require job specific skill set with the employees. To meet the specific need of the Hospitality sector based upon the Tourism Development plan we are proposing a skills development plan for 10000 trainees to be covered in the next 5 years. Our skills development plan would also facilitate associated sectors of job creation like, retail, healthcare, etc and would provide an opportunity for the youth to pursue a rewarding career in the state rather than migrate as is happening on a large scale at present. The education system would also need to realize the changing economic scenario and incorporate at some stage the skills development program to enhance employability of the educated youth. Managerial Capability The success of any Program or Projects there under depends upon the managerial capability of the organization. Global records show 50% failures of enterprise are because of basically poor: • Managerial capabilities to manage resources at their disposal, • Ability to see emerging trends and plan for the future • Capacity to create an effective organizational structure and succession plan The skills development plan as above would also include the managerial capability development for the implementation and success of the projects under the Tourism Development plan. The availability of good managers locally would also reduce the cost of operations and meet the shortage of good managers across all sectors. Good managers also are creators of new enterprises and this would lead to the development of private sector, mostly SMEs. Institutional Capacity-Tourism Department The most important and urgent need for the success of the Tourism Development Plan is the dedicated and committed staff of the Tourism department and its agencies engaged in the development and implementation of the Plan. The Skills development plan would include not only the staff of tourism departments etc but also those who interact and support the tourism development infrastructure and enabling environment. This would improve the capability of the Tourism staff to deliver results and manage resources better and effectively. The Tourism staff should also be exposed to other organizations within India with success records and globally to centers of tourism in similar economic environment to understand the needs and facilities required for higher paying tourist and to set world class benchmarks and build capacity to meet them in a competitive world. Implementation Plan Implementation-3 Year Work Plan Why 3 years ? The Strategic Plan, based upon need analysis and demand gaps, to be relevant efficient and effective needs to be implemented in a time bound manner over a period of 3 years after the preparatory / start up period of 1-2 years depending upon the individual nature of the project. The key features are: Year 0 Preparatory Period • nabEling Environment & Tourism Policy • pprAovals & Authorizations for the Strategic Plan • rgaOnization and Staff in place • tratSegic Partners in place Year 01 Start & Build Up • aunLch High Priority Projects- State Initiatives • aciFlitate launch of Private Sector Initiatives Year 02 Mid-Term Review • atioRnalize Plan and Policy • rowGth Mode & Constraints Year 03 The Road Ahead • eveDlop New Strategic Plan for the next period • denItify New Strategic Partners for the growth Implementation Mechanism: Management Plan Individual projects as prioritized, under the Tourism Development Plan, are to be implemented by the State Government and later on disinvested / leased as applicable on case to case basis. An agency needs to be identified / created immediately, with adequate powers, for implementation of the projects agreed upon under the “Start Up” plan on an emergency & time bound basis and thereafter follow up plans on an annual basis. In the Interim period, It is suggested that a Project Director be appointed with 3 Project Managers, each assigned and directly responsible to the Project Director for the implementation of the 3 components listed hereunder: A. Multi Agency Coordination a. Government Departments, b. Strategic Partners c. Resource Mobilization B. Development Initiatives- non revenue generators a. Brand Development b. Information & Facilitation centers C. Tourism Infrastructure- revenue generators a. Wayside Amenities b. City Centers c. Inns d. Rural Tourism & Home Stay e. Adventure Tourism etc Implementation Plan: Organisation Recommendations New Structure It is recommended that a new “Tourism Development Corporation” be incorporated as an independent enterprise to enable the State Government implement its tourism development plan and facilitate development of: • Public- Private-Community Partnerships • Participate in “Special Purpose Vehicles” (SPV) to be created for individual / homogenous group of projects • Lease of existing tourism assets for the development of tourism • Resource mobilization from Financial institutions etc • Design, Development , implementation and maintenance of tourism assets Engineering wing The Tourism Infrastructure will require a dedicated Engineering Wing for design, development, implementation and maintenance of the tourism projects in line with the needs for tourism infrastructure which is different from the normal construction activities. This should be established at the earliest for the implementation of the proposed projects and taking over the ongoing projects for synergy and effectiveness. Human Resource A cadre of dedicated and young executives who are tourist friendly needs to be created for the development of tourism in the state. This cadre is to be trained and benchmarked with the best in the country. The existing staff also needs to be trained outside the state to appreciate the needs of the tourists and methods of delivery. It is also recommended that the average age of the employees be below 40 years as the nature of tourism development involves extensive travel etc and a “Will Do” attitude. Implementation Time frame Each project identified has to have the time frame for implementation as indicated hereunder: A. Preparatory time – 3 months a. Location & Land Allocation/Purchase b. Project Report c. Project partners d. Project in principle clearances from specified agencies e. Project Funding / Sanctions B. Execution- 6-9 months a. Project Manager b. Tender c. Contract Finalization d. Construction e. Fittings & Furnishing C. Operations- 3 months a. Operational Staff in place b. O & M Systems in place c. Trial Runs d. Commercial Launch It is expected that an effective and efficient implementation agency would be able be bring all projects in operational mode within 12-15 months from the date of individual project launch. To be able to do this the peripheral support has to be in place and no holdups due to midway reviews / change of plans and priorities. The operational team should be in place at least 2-3 months before the trail run schedule and be involved and familiar with the final completion of the construction and fitment of the project. Sustainability World Tourism Organization defines as: “…Development [that] meets the needs of the present tourists and host regions while protecting and enhancing the opportunity for the future. It is envisaged as leading to management of all resources in such a way that economic, social and aesthetic needs can be fulfilled, while maintaining cultural integrity, essential ecological processes, biological diversity and life support systems." Sustainable tourism is only viable in the long-term if it balances the ecological, economic, and socio-cultural aspects of tourism. It is a continuous process that requires the informed participation of all relevant stakeholders, strong political leadership, and the ongoing monitoring of ecological, socio-cultural, and economic impacts (WTO, 2004). Arunachal Pradesh Tourism Development Plan Initiatives proposed will be designed and implemented with appropriate technology, skills development and management for: Economic Sustainability • Meet the norms for funding by the financial sector and • Comply with good governance practices Social Sustainability • Participation of the local community and direct benefits to the community and the youth employment and income generating opportunities • Social workers are integral part of the project design for rural tourism and home stays to ensure no negative side effects of tourism are created Environment Sustainability • Projects to be designed with local materials and green technology usage • Pollution Control and Waste Management practices in place on operation. Cost Recovery The Strategic Initiatives in form of Growth Driver Projects are based upon: • Lending norms for IRR and DSCR to allow access to funds from banks and financial institutions • Create opportunity for Public-Private-Partnership models to be created. • Grant component is only for skills development training for enhanced employability and meeting the needs of skilled human resource for the tourism sector Risk Management The Tourism Development Plan success will depend upon managing the following: Structural Risks • ourisTm Development Policy to be pro-active and play the vital role of a facilitator beyond the normal role of a regulator. • overGnment of India special encouragement for the North East States for LTC needs to be continued for at least another 5 years if not 10 years to build the nascent tourism in the region. The growth in the domestic tourism in this region is a direct impact of the LTC scheme and it needs to be supported. • ncouErage investors and do away with procedural hassles which are the biggest hurdle today in getting investors and investments. • tructSural changes are required for managing TOURIST arrival and the risk factors of infrastructure, connectivity, medical aid &evacuation etc need both lead time and funds. Operational Risks • Attitude of the state towards the TOURIST has to be positive , the tourism industry should be recognized as the key driver for inclusive growth in the state and reflected in allocation of funds for the tourism sector in the development plans for the state. • ecurSity perceptions of the tourist need to be addressed by “Brand Build Up” across the country. • ood Gplanning will reduce and/or eliminate the risk factors to enhance the quality of experience of the tourist. • andaMtory training and certification of all the service providers in the tourism sector- transport, accommodation, Food & beverage, guides etc. • peciSfy and enforce safety guidelines for all tourist activities Chapter –IX Key Achievements Key Achievements - Employment Generation The projects required to meet the needs of 100,000 tourists over the strategic plan period will provide an opportunity to create nearly 13,000 jobs, at various skill levels in the local area of the projects as listed below: Project Type Direct Total City Centers 820 1640 Wayside Amenities 550 1100 Inns/Guest houses 126 252 Rural Tourism 440 880 Adventure Trekking 600 1200 Adventure-White Water 250 500 Pilot Projects 450 900 Centre of Excellence 100 200 Hotels 2000 4000 Transport-Tourists 340 680 Food & Beverage 700 1400 Total 6376 12752 Key Achievements- Direct – Tangible Targeted Tourism: Tourist with higher disposable income- Better facilities for the tourists will encourage higher income strata of the society to plan and visit the state as it will be in line with the minimum / expected standards of this class of tourist. MICE Destination Development- Better and adequate facilities will encourage the corporate sector to hold their meetings, conventions and exhibitions in the state. This segment is in the higher paying and regular long term planning is involved. This can also balance peak load capacity of the tourism infrastructure Week End and Same Day Tourism- A well planned strategy to reach out to this segment of tourist would be in the interest of tourism promotion and income transfer to the state. A good facility within 2-4 hours of driving time is needed to encourage same day tourism. The infrastructure investments are lower and higher revenues per unit investment are realized from this class of tourist. Package Tours -“Door to Door” In order to promote tourism and have an effective utilization plan for the tourism infrastructure we recommend special effort to promote package tours. This would take away the uncertainty in the planning process of the tourist and ensure reliability and credibility. The state government should register/ accredit the tour operators based upon their market standing. The bigger tour operators should be sought as strategic partners to help build brand equity for the state. Package tours to also start from gateways to the state besides other start points in India. Special attention to be paid to the airline and the railways to develop tour packages jointly and also benefit from the Government of India’s schemes for LTC for the North Eastern states. Growth Rate in Tourists – 15 % CAGR Good Infrastructure will help achieve the planned growth rate of 15% in the tourist arrivals. This will assist in increasing the tourism income, better utilization for the investment and reduced seasonality impact. Opportunity for Spend Increase-10% CAGR Destination and wayside facilities including access to local arts and crafts etc will provide the tourist an opportunity to spend more time and money. The tourist would also be engaged with evening activities of cultural performances, crafts bazaar etc for better experience and in turn spend more. We have taken a very modest target of 10% increase in spend of the tourist whereas the disposable income of the middle class has gone up by approximately 14%. This is a proxy of the buying power with the tourist. kiSlls Development & Employability - 10000 people The skills development program along with the expansion of the tourism sector, both demand driven, will create opportunity to absorb and sustain our skills development program targeted for 10000 people every 5 years. It is also expected that an increase of 100000 tourists will absorb all of them. Creation of “Tourist City Centers” Our plan proposes to set up Tourist City Centers which will become the lifeline for the tourists across the state over time. They would also be the center of activity for the residents and thus facilitate better and deeper interaction with the tourists, thus enriching their lives and also creating the realization of the importance of tourism for their economy and well being and creating ownership and participation in the tourism development initiatives Key Achievements- Direct - Intangible Private Sector Participation The tourism development plan will create new opportunities for the participation of the private sector and assisted by the enabling policy of the government it will open opportunities for development of local entrepreneurship and small and medium enterprises which are expected to form the backbone of the tourism infrastructure for both goods and services. Public-Private-Community Partnership The local area development strategies for regional development, community participation and ownership for the success of the project along with the design of the project on economically sustainable basis will create an opportunity for the extended partnership of the Public, Private and the Community and open new avenues for investments. Brand Development The state will need to launch a campaign for the creation of a positive image of the State and project it as a secure, credible and reliable tourism destination. The campaign should also create high recall for the promotion of tourism. The development of tourism will facilitate creating a brand for the state and encourage investments in the state for its all-round economic development. The state has below normal investment in the manufacturing sector and thus limited capacity for job creation at all skill levels Key Achievements – Indirect Retail Sector The increased volume of tourist traffic will also facilitate the growth in the retail sector by meeting the demands of the tourist. The skills developed in the retail sector will also support the tourists and give them a pleasant experience during their stay Better quality goods and services required by the tourists also encourages corporate to provide access to new products and at competitive prices to the local retailers and this in turn benefits the local community Crafts and Heritage products The tourists buy small gifts for friends and relatives and at the very least some souvenirs’ for themselves. This promotes the sale of local art and craft products and not only creates jobs and income but also facilitates revival and sustainability of local heritage. Better transport facilities In order to meet the needs of the tourist’s better transport services, not only in terms of quality of vehicles but also improved quality of service will also be available to the community. Better restaurants for the community Tourism creates demand for all type of cuisine and trained cooks provide better quality of food. Local cuisine also gets promoted and ingredients are easily available. Eating out opportunities improve the quality of family life and is also part of family entertainment and bonding. City Center a meeting point for the locals The new initiative of “Tourist City Center” will provide a focal point for meeting all the needs of the tourist. It will also facilitate the lives of the local residents with the facilities of TR Shops and Craft shops. In smaller towns it will become the center of all activities for the town and create a lively environment for the tourists to enjoy and benefit from the local community in understanding their culture and custom. The facility for performing arts will give the tourists an opportunity to engage themselves in the evening and understand the richness of the local culture. Improved quality of life in the local area The improved infrastructure and services in the area will improve the quality of life for the residents. Employment and income generation opportunities will also benefit the youth, the most vulnerable section of the society Community Ownership- Facilitate the Tourist The sustained involvement of the local community in the development and operation of the projects and its beneficial impact on their lives will create a sense of ownership and belonging for the residents. This will not only facilitate the tourists but also ensure both economic and social sustainability of the projects in the area. Annexure ‘A’ WORK AGREEMENT Agreement made on ……………………………..BETWEEN THE PRESIDENT OF INDIA acting through Secretary (Tourism) hereinafter called ‘THE GOVERNMENT’ of the one part and Indian National Trust for Art and Cultural Heritage (INTACH) 71, Lodhi Estate, New Delhi (Registered under the Societies Registration Act XXI of 1860 (No. S/14219)) hereinafter called ‘INTACH’ (which expression shall, unless excluded by or repugnant to the context or meaning thereof, be deemed to include its successors and permitted assigns) of the other part. WHEREAS the Government has taken a decision to “Prepare the Tourism Development Plan for the States of Meghalaya and Arunachal Pradesh”. AND WHEREAS, INTACH has represented to the Government that they are competent to handle such a project efficiently, as they have the necessary expertise. AND WHEREAS, on such representation, the Government has agreed to appoint INTACH and INTACH has agreed to act as an agent of the Government for the project on the terms and conditions set out hereunder. NOW THIS DEED WITNEESES that in consideration of the amounts to be paid by the Government in the manner as mentioned in clause (1), it is agreed by and between the parties as follows: (1) For satisfactory services to be rendered by INTACH to the Government, the Government shall pay to INTACH a total sum of Rs.40,00,000/- (Rupees forty lacs only). The payment of the said amount will be made in 3 installments as follows: (i) Rs.12,00,000/- (30% of the cost) as advance on assignment of work and signing of Work Agreement and submission of Account Payee Demand Draft of equivalent amount by the Consultant. (ii) Rs.20,00,000/- (50% of the cost) on submission of the draft report and its acceptance. (iii) Rs.8,00,000/- (20% of the cost) on submission of final report and its acceptance by the respective State Governments. (2) INTACH shall act as Consultant of the Government with effect from ……………………………..with full power and authority to complete the project. INTACH is hereby fully authorized to do and perform all such lawful acts, deeds and things as deemed necessary and expedient for the purpose aforesaid. (3) The scope of work of the project undertaken by INTACH shall be as under: i) Separate Tourism Development Plan will be prepared for the State of Meghalaya and Arunachal Pradesh. ii) The Tourism Development Plan will focus on opportunities (natural and manmade) participation (community and tourists) and sustainability (economic and environment) and take into account:- a) Tribal culture – traditional festivals and performing arts b) Palaces and temples and other important old buildings c) Natural precincts, like, wild life sanctuaries d) Buddhist culture e) Traditional Crafts f) Museums – Government and privately owned reserved areas which promote tribal villages g) Local knowledge which needs to be spread out for the benefits of local community and others iii) Experts would be deputed to visit two States to determine heritage sites and precinct, formation of tourism circuit, listing of intangible heritage and taking up some villages for their development so that they become tourism friendly and visitors are able to have a useful experience. iv) Input of Tourism Departments of two States would be taken for the Plan. (4) INTACH will not enter into sub-contract with any other agency/party to conduct investigations for the purpose of this project. (5) The Government will exercise control by supervising the conduct of the project and will examine the final report as to same being as per the task entrusted and being done in a professional manner before releasing the final installment. The project shall be completed within 8 months from the date of receipt of the first installment of the project or after signing of work agreement. (6) INTACH shall ensure effective supervision of the fieldwork during the entire period of the project in consultation with the officers of Ministry of Tourism. However, the responsibility for conducting the project as also for the findings and conclusions shall rest on INTACH. (7) The Ministry of Tourism shall extend necessary assistance for getting cooperation of Indian tourism offices and other stakeholders including State Tourism Departments and shall also provide letters requesting them to provide information. (8) INTACH shall be fully responsible for the project. On completion of field work, the INTACH will submit 5 copies of the draft report to the Ministry of Tourism, 10 copies of the Final Report will be submitted within 15 days of receipt of comments on draft report. The Final Report will also be submitted in soft copy in CD in word and pdf format. (9) INTACH shall apply for extension of time giving full justification if due to any unforeseen circumstances the project cannot be completed within stipulated period. The Government would have the sole discretion to allow such an extension. (10) INTACH will not be entitled to publish the report or any part thereof without the clearance from the Government. (11) The settlement of the final installment of the bill shall be done after the report has been found satisfactory by the respective State Governments. (12) If Ministry of Tourism is of the opinion that the project is not being conducted properly, it will issue directives from time to time for ensuring that the project yields meaningful results. If the work of the consultant is not found satisfactory or if there is a delay in submission of the deliverables, an amount, to be decided by the competent authority in Ministry of Tourism, will be deducted from the consultancy fee. (13) Termination of contract Ministry of Tourism may at its sole discretion, stop the project at any time if, in its opinion, the project is not being conducted on prescribed lines or it is unlikely to yield fruitful results. If the Government of India for any reasons were to come to the conclusion that the project should be discontinued, Ministry of Tourism may issue directive to that effect. In case of premature termination of the contract by the Government, Secretary (Tourism) may, at his sole discretion, decide whether INTACH have to refund the amount already paid to them or they are entitled to any remuneration upto the effective date of termination of contract, irrespective of Schedule of payment and of the cost/liabilities incurred on all the works completed in progress till such date. (14) Force Majeure (14) War, invasion, revolution, riots, sabotage, lock-outs, strikes, work shut-downs imposed by Government, Acts of legislature or other authorities, stoppage in supply of material fuel or electricity, break-down of machinery, acts of God, epidemics, fires, earthquakes, floods, explosions, accidents, sea navigation blockage, or any other acts or events, whatsoever which are beyond reasonable control of INTACH and which shall directly or indirectly prevent completion of the project within the time specified in the Agreement, will be considered Force Majeure. INTACH shall be granted necessary extension to cover the delay caused by Force Majeure without any financial repercussions. (15) Arbitration (a) In the event of any question or dispute or differences arising between parties with regard to interpretation of work, rights, liabilities or duties arising out of this Contract, except those where the decision of the Secretary (Tourism) is final, Secretary (Tourism) will nominate a sole Arbitrator in consultation with INTACH for adjudicating the dispute (s). There will be no objection that such Arbitrator is a Government servant, that he has to deal with the matters to which the Contract relates, he has expressed views on all or any of the matter in dispute or difference. The award of the Arbitrator shall be final and binding on the parties to this contract. (b) The Arbitrator shall have his seat principally in New Delhi or at such other place as may be decided upon by the Arbitrator. The decision of the Arbitrator shall be final and binding on the parties. (c) Each party shall bear its own cost of preparing and presenting its case before the arbitrator. The cost of arbitration (including the fees and expenses of the Arbitrator) shall be shared equally by the parites unless the award provided otherwise, the parties shall continue to perform their obligations under this contract during the arbitration proceedings provided that no payment due or payable by the parties shall be withheld or delayed unless such payment form the direct part of the subject matter of the Arbitration proceedings. (d) The Arbitrator may from time to time with the consent of the parties enlarge the time for making the award. In the event the Arbitrator resigns or becomes incapable to act, the Government shall be entitled to appoint another in place of the outgoing Arbitrator and arbitration proceedings shall continue without recommencement as if such Arbitrator had been originally nominated. (e) The arbitration proceedings shall be in accordance with the Arbitration and Conciliation Act 1996 and the Rules thereunder and any statutory modifications thereof for the time being in force shall be deemed to apply to the arbitration proceedings under the clause. IN WITNESS WHEREOF the parties hereto have set and subscribed their respective hands the day, month and year first above mentioned. Signed by: (A.K. Gupta) Jt. Director (Gen.) Ministry of Tourism, Government of India (Yogendra Narain) Member Secretary, INTACH, New Delhi In the presence of : 1. 2. Annexure ‘B’ Outline for Development of Tourism Plan for Arunachal Pradesh The Tourism Plan aims to enhance the tourism potential in the State while also improving the socio-economic standards of the people. It would be based on the tangible and intangible heritage of the State and it would aim to minimise the adverse impact of tourism on the fragile environmental and cultural heritage of the State. The remit of the Tourism Plan for Arunachal Pradesh will include a study of the current status of tourism in the State, the tourism potential, understanding from the past initiatives & lessons learnt and the their impact as well as emerging tourism trends and needs. Our plan would also scan the architectural, archaeological, natural environments and the tribal culture of the State, their customs, art and beliefs. Arunachal Pradesh covers an area of 84,000 sq km and comprises of 20 tribes divided into 70 sub tribes. Arunachal Pradesh offers a wide range of opportunities for tourists ranging from cultural discovery to mountaineering, trekking and experiencing the nature which remains largely unexplored. Currently, the Northeast region receives only 1% of the total tourist arrival in India. Arunachal Pradesh received 80137 Indian tourists and 607 foreign tourists, in 2007, which was the double of what was in 2004. Only 0.02% of the Indian tourists and 0.01% of the foreign tourists organise a trip in this remote part (sources: Department of Tourism Government of India Tourism Statistics). The Tourism Development Plan will focus on opportunities (natural and manmade) participation (community and tourists) and sustainability (economic and environment) and take into account: • Tribal culture-traditional festivals and performing arts • Palaces and temples and other important old buildings • Natural precincts, like wild like sanctuaries • Buddhist culture • Traditional crafts • Museums- government and privately owned reserved areas which promote tribal villages • Local knowledge which needs to be spread out for the benefits of the local community and others We propose to develop a tourism plan based on: • Nature: nature walks, nature fauna and flora trails • Wildlife tourism: wild life sanctuaries, forest walk. • Adventure travel: rafting, trekking, alpinism, bungee jumping, climbing, camping. • Culture tourism: making visitors aware of the tribal culture and understand their way of living through discovering their craft, history and believes. Cultural tourism should not be intrusive in the lifestyle of the tribes. • Leisure tourism: river cruise, luxury resorts Existing features and component of the State would be looked into: o State profile (economical, social) and background (history). o Geographic components and available period for visits considering the weather constraint of the different areas (monsoon period, snow, etc.). o Demographic details of the population of Arunachal Pradesh. A few tourist circuits have already been identified and are popular amongst tourists. We would as a “Tourism plan approach” build upon the existing circuits and identify & develop new circuits to cater to the needs of the target audience. To gain in efficiency and effectiveness it is essential for both conceptualising of the plan and later to implement it, to work with the local population and involve them in the decision process. We would also look at hiring staff for process facilitation and local NGO for social mobilization and skill development. The plan would also look at convergence of tourism plan with state priorities. The target tourist profile and number would be determined at the onset of the plan. The plan would identify the different project partners and stakeholders involved in the tourism activities. The impact of alternate tourist destinations in the region and the neighbouring countries would be taken into account; the two key factors would be time and expense to get to these destinations. • Identification of areas and resources for Tourism Product Development o Identification of tangible heritage like natural parks, archaeological sites and important monuments like monasteries and temples. o Identification of intangible heritage like music, dance, festivals, food, crafts, weavings, etc o Identify existing and potential trails linking the built heritage sites, natural heritage sites and tribal villages. Along these sites and circuits chosen, the following would be studied to identify the potential and the constraints for developing tourism: • Access and connectivity : o Study of the access to the state and different sites within the state: railway station, airport, road conditions, frequency and quality of public transport and making recommendations for any improvements required to get into the State and reach the destination. o Review the condition of connectivity between tourist’s attractions and along the identified routes o Review the logistic strategies offered by different travel agencies. o Identify condition of traffic, pedestrian areas, park and ride facilities, traffic routing. o Suggestions would be made if improvements are required for further development of the areas. • Infrastructure study : Accommodation, Restaurants and Facilities: o Assessing the number and standard of accommodation and restaurants that are currently available. Detailed concerning the number of visits, their provenance and prices strategy used by the owner of the guest house/hotels. o Study of home-stays possibility through contact with the local community. o Study of amenities (drinking water, sanitation, benches) and signages along the roads. • Tourist Information: o Study of the information available for the tourists e.g. tourist reception, information centre and interpretation centre to get information on accommodation, day trips, treks, bus timings, and also about the heritage and significance of town and the availability of guides. o Survey is needed to get information about the available marketing and communication strategies like booklet, available information on websites. Marketing strategy should be developed to ensure regular flow of tourists. o Suggestion of ways of establishing linkages with national and international trekking agencies and tour operators. o Evaluate the soft skills of the people involved in the information process (front desk, agencies, hotel).Suggestions could be made for further improvement. • Tourist Activities: o existing activities for the tourists like boating, rafting, trekking, forest walks, sight seeing o tourist profile (length of stay, provenance, budget, purpose of visit, interests, etc). Identification of the target group. o Identification of the gaps and the needs of the tourists that haven’t been satisfied during their stays for improvement proposal. o Attitude and acceptance of tourism by host population and other stakeholders. o Analyse the involvement of the locals in the different activities and their benefits. o Listing of the local handicrafts and promote it through development of design and new products, keeping the traditional style of the tribes. o Increasing buying opportunities with well organised shopping centralised places grouping local craft from different villages in one place. The Tourism Plan will outline: • Projects- scope of activities • Project size- tentative outputs • Implementation schedule • Project partners and their roles • Project management • Resources required • Sustainability and cost recovery • Resource mobilization The Tourism Plan will also facilitate the preparation of: • Guidelines to Assess economic viability for each activity we are proposing • Funding of the various projects suggested in the plan. • Carrying capacity of various sites in line with the recommendations of various agencies • Capacity building of the local community so that projects like home-stays, training of guides, craft workshops can be suggested • Entrepreneurship Development for the beneficial participation of the local community in economic opportunities and employment generation • Sustainability and preservation of natural and cultural heritage. • Risk factors for success of the plan and risk mitigation approaches.

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Meghalaya Tourism Policy Tourism Policy The Tourism Policy of Meghalaya A simple plan with simple tools results in a masterpiece GOVERNMENT OF MEGHALAYA TOURISM DEPARMENT No.Tourism.74/2009/85, Dated Shillong, the 1st February, 2011 The Draft Tourism Policy which was issued by the Government of Meghalaya on 30.11.2010 through its website has received several views and comments from the general public. Such views and suggestions have been examined and relevant suggestions have been incorporated. The Governor of Meghalaya is, therefore, pleased to finalise and announce Meghalaya Tourism Policy, 2011 below, which will take effect from the date of publication. -Sd- S.M.Pathaw Under Secretary to the Govt. of Meghalaya Tourism Department MEGHALAYA TOURISM POLICY – 2011 1. Introduction Tourism in India is a growing industry, and as per World Tourism Organisation predictions, India will be a leader in using tourism as an employment generator. The State of Meghalaya must be placed in a strategic position to take advantage of this growth. Tourism being a multi sectoral activity has the capacity to stimulate different sectors of the economy. It is evident from highly developed states and countries that tourism opens up immense opportunities for economic development, poverty alleviation and income generation. Being labour intensive, it opens avenues for a host of employment opportunities. Tourism can also make a positive impact on conserving the environment, cultural enrichment, development of rural areas and empowerment of women. Meghalaya the “Abode of the Clouds” with its picturesque landscape of rolling hills, meandering rivers, cascading waterfalls, lush forests, diverse flora and fauna and unique culture and tradition has great potential for development of tourism. During the last few years, Meghalaya has evolved as a fast growing destination for both domestic and international tourists. The first Tourism Policy was framed in the year 2001 which was published vide Government Notification No.Tourism.136/96/264 dated 15th February 2001. With the evolving role of the tourism sector as a major engine of economic growth, it was felt necessary to revamp the existing tourism policy and come up with a new policy within which the Government helps to create the basic infrastructure for tourism development, while the private sector helps to provide quality products and offer active support services. Keeping in mind the requirement to provide economic opportunities to the local communities as also the need to preserve the eco-system and the ethnic identity of the people, the tourism policy has been designed to sustain the rich cultural heritage and biodiversity of the state. 2. Vision To position Meghalaya as a preferred tourist destination by taking advantage of its rich cultural heritage and natural beauty. 3. Guiding Principles Realising Tourism’s potential as a key promoter for economic growth of the state, the Government of Meghalaya envisages the following key principles to bring about responsible growth in this sector. The key principles are: a) Government will create basic infrastructure for tourism development and also act as a facilitator for private investment in this sector. b) Private sector will provide the quality products and offer active support services. c) Encouragement and assistance will be provided to promote entrepreneurship within the local communities in the field of tourism. Importance will also be given to tourism projects which are based on community participation. d) Tourism development will be undertaken in a manner so as to ensure sustainability and conservation of the state’s environment and natural resources. Development of tourism activities around natural resources will be done in conjunction with the relevant Government Departments and in concurrence with any laws relating to protection and conservation. Sustainable development of tourism will also help generate employment for the local people without impacting on environment and local culture. e) To encourage hotel operators to ‘go green’ by strictly adhering to minimum standards with regards to environmental performance and health standards. This will include use of renewable energy sources, overall reduction in energy and water consumption, measures to harvest rainwater, measures to reduce waste and provision of non-smoking areas etc. f) Tourism development will aim to take full advantage of the opportunities presented by strategic regional policies and development agencies such as the NEIIPP (North East Industrial and Investment Promotion Policy 2007), the State Industrial Policy, the Forest and Wildlife protection Policies, NEC (North East Council) and Ministry of DONER. It will also participate in Central Government initiatives/funding with regard to tourism. g) Meghalaya will build on its existing strengths to develop tourism by promoting a clean, healthy and safe environment along with friendly and efficient services. h) Meghalaya Tourism will aim to develop a unique brand focusing on selected niches and products in order to attract visitors to the state while differentiating itself, where necessary, from its neighbours. i) Construction works relating to tourism projects may be designed in such a way that the structure will merge with the surroundings and the natural environment of the area so as to present a good ambience, taking into consideration the need for durability and sustainability of the structure in a particular environment. 4. General Objectives After due consideration of the above key principles, the broad objectives for the development of tourism in the State are as follows: a) To establish a holistic growth of the industry with the cooperation of the private sector/community and other stakeholders. b) To develop an effective marketing strategy linked with regional and national initiatives through a collaborative mechanism to project a positive identity for Meghalaya in the national and international tourism markets as a unique and preferred destination. c) To strengthen the quality and attractiveness of tourism experience in Meghalaya including improvements to be brought about in the conservation of the environment. d) To identify and promote new opportunities for the future development of tourism in Meghalaya on a sustainable basis. e) To strengthen the cultural aspects of the tourism product in Meghalaya and to actively promote local participation, including community-based tourism. f) To develop a tourism plan in concurrence with the objectives of the policy. g) To ensure greater emphasis on capacity building/training to local youth and tourism stakeholders in the State. h) To ensure acceptable service levels, training and human resource development will be provided on an ongoing basis. i) To take full advantage of the various institutes in the state like the Indian Institute of Management, Institute of Hotel Management, Martin Luther Christian University, Food Craft Institute (Tura), to develop courses and implement training in various categories of service providers. j) To make the tourism industry in Meghalaya a leader in responsible environmental practices. k) To establish a set of best practices in the tourism sector. 5. Strategies a) To survey all potential areas of tourist attraction in the entire state in order to prepare a master plan for integrated tourism development. The focus will be on development of destinations and circuit development not only within the state but with major circuits of the neighbouring states particularly Assam. b) To create and improve infrastructure along with better management of mega tourism projects. Availability of quality infrastructure is a vital component for the development of tourism. The aim of the Department is to facilitate building world class tourism infrastructure and efficient transportation facilities. c) A well-designed plan for capacity building and manpower training will help make tourism development successful. The aim of the HRD plan will be to create an efficient and professional manpower base in the tourism sector. d) Joint venture in cases where unique products involving special proprietary information or brand image are needed to be introduced to a location. e) To include tourism as an industry so that stake holders can take advantage of the various incentives under the Industrial Policy (NEIIPP). Including tourism as an industry will increase capital flow into this sector by inviting investors and this in turn will increase the employment generating capacity of the sector. f) To identify and promote new opportunities and products for the future development of tourism in Meghalaya. The major tourism products in Meghalaya are festivals, wildlife, culture and lifestyle of the people. The State also has potential to offer new products, the thrust areas should be rural/village tourism, MICE tourism, Eco tourism, Wellness tourism, Adventure tourism, Pilgrimage tourism etc. Emphasis is on eco-tourism, nature tourism and rural tourism through community initiatives and partnerships and encouraging small and micro enterprises and promotion of self employment schemes. g) To develop an effective marketing strategy so as to project a positive image for Meghalaya in the international and national market as a unique and preferred destination to visit. The marketing plan will be developed after a thorough investigation of the tourism products in Meghalaya and the markets that Meghalaya is targeting. The plan will include promotion of festivals and tribal sports, promotion of local handicrafts and cuisine, familiarisation tours for tour operators from outside the state for better knowledge of the places of tourist interest in Meghalaya. h) Up-gradation of visitor facilities in all tourist destinations, improve information and signages. i) To strengthen the quality and attractiveness of the tourism experience in Meghalaya, convergence with other Government Departments is needed in the areas of security, air and road connectivity, health and hygiene and conservation of environment. This will include- • Launching of a state wide campaign to keep Meghalaya clean and beautiful. All stakeholders will have to contribute to this effort. • To educate and assist local communities to take up afforestation programs. • Support for programmes and information aiming to limit health and safety risks in the state including the elimination of malaria, control the spread of HIV/AIDS and improvement of road safety. • Efforts shall be made for improvement in air connectivity to the state as well as good road connectivity to all the tourist destinations within the State by actively pursuing with the concerned departments. • Protection and promotion of caves in collaboration professional and experts in the field and the local community. with j) The Department will set up an Advisory Board which will provide direction towards development of tourism industry in the State and take the responsibility of bringing in or facilitating synergy and co-ordination with other inter-related departments. k) Tourism infrastructure shall be designed in such a way that the construction will merge with the surroundings and the natural environment of the area so as to present a good ambience, taking into consideration the need for durability and sustainability of the structure in a particular environment 6. Tourism Security In order to avoid any form of harassment to tourists visiting the state, the Department of Tourism, Govt. of Meghalaya in collaboration with the local authorities will sensitise the people to treat tourists with due courtesy and decorum and also to guide and provide requisite assistance in case of any emergency encountered by them. Any complaint lodged by the tourists shall be attended to promptly so that they are not harassed. A specialised wing in the form of Tourist Police may also be created if necessary for effective security to tourists. Preventive measures, including the involvement of local communities and spreading awareness about the benefits of tourism, will be actively promoted. 7. Product Development Meghalaya will constantly aim to improve the tourism products it offers as well as build new products and services to target the different categories of tourists. An improved investment climate is a factor that will facilitate the development of the tourism product in Meghalaya. The investment climate can be improved by developing a plan for the State which will include: • identifying areas with investment potential, • identify investors that fit with the development philosophy of the state, • prohibiting certain types of activities which are environmentally unsafe. Potential areas for the future development of tourism products in Meghalaya include: • Adventure/Sports Tourism – Meghalaya has immense potential for adventure related activities including adventure sports like rock climbing, paragliding, zip lining, mountain cycling, canoeing, water skiing, etc. Some of the popular adventure activities being promoted in the state are hard and soft treks, rock climbing, boat race and indigenous sports of the Khasis, Jaintias and Garos. Caving at present is the most vibrant and visible tourism activity in the state, followed by nature walks and treks on the numerous living root bridges. While promoting adventure sports, it is important to ensure maintenance of international standards of safety, quality and service by strictly following guidelines issued by the Ministry of Tourism. The Govt. will assist educated unemployed youths through scholarships for training in adventure sports to open up a source of livelihood for them. MTDC will support and promote water sports and angling. The Corporation in collaboration with Sports & Youth Affairs shall hold annual water sport events. • Wildlife/Eco-Tourism- With a large area of the state covered under forest, Meghalaya has diverse wildlife. Apart from the well known Balpakram National Park in South Garo Hills, there are the Nokrek Biosphere Reserve (West Garo Hills), the Siju Wildlife Sanctuary (South Garo Hills) and the Nongkhyllem Wildlife Sanctuary in Ri Bhoi District. Tourism facilities are to be developed around the Balpakram National Park and in other National Parks and Sanctuaries with individual speciality which shall be integrated as a tourism product. Tourism Department to co-ordinate with the Forest Department for further development and improvement of the existing infrastructure for the convenience of tourists. Preservation and conservation of Sacred Groves to be given priority. • Cultural Tourism (Fairs and Festivals) - Meghalaya resonates with fairs and festivals which are celebrated throughout the year. The four major festivals of the three tribes of Meghalaya are the Wangala Dance (Garo), Shad Suk Mynsiem and Nongkrem Dance Festival (Khasi), and the Behdeinkhlam Festival(Jaintia). Music is an integral part of the people of Meghalaya and it accompanies every festival and ceremony. These festivals also provide a glimpse of Meghalaya’s lively collection of woven, decorative, dyed and colourful silk and cotton, their elaborate jewellery etc. More thrust to be given on publicity to make festivals a major attraction for tourists. There is a need to make them more attractive targeting tourist on well defined themes and spread over all seasons. The time and dates will be fixed and organised in a professional manner and will be given wide publicity. The calendar of events will be prepared ahead of time with the concurrence of the organisers keeping in mind its effectiveness and purpose. • Meetings, Incentives, Conventions & Exhibition Tourism (MICE) - Meghalaya being one of the preferred destinations of the North East, and with tourist arrival increasing substantially every year, the demand for facilities for MICE has also increased .The Department will take steps for setting up modern convention facilities at strategic locations. • Wellness, Health & Herbal Tourism – Spa holidays are becoming popular these days. Meghalaya has immense potential in this segment and can be a leading player in health and wellness tourism where professionally devised programmes can be initiated and delivered like yoga centres, ayurvedic treatments, rejuvenating treatments etc. • Bestowed with an abundant variety of medicinal plants, the state could promote Health & Herbal Tourism. The indigenous people with their inherent knowledge for herbal medicines and massages that provides holistic healing and rejuvenation will be encouraged and promoted. Areas and locations having valuable medicinal plants will be identified for the purpose of conducting educational herbal trails. Existing herbal medicinal centres will be encouraged in a regulated manner which shall form part of an important component of wellness tourism. • Unique Lodging Products – A variety of accommodation depicting traditional style and decor of the major tribes – the Khasi, Jaintia, and Garo to be constructed by the government or on PPP mode which will have a unique selling proposition. • Local Souvenir Tourism – Shopping is recognised as an integral part of tourism experience and a valued contributor to employment, income and revenue. Local markets held at various sites selling indigenous items will be included as an itinerary in the tourism conducted tours. The existing indigenous crafts produced by the local people such as pottery, basketry, handloom and weaving etc. will be promoted and developed. • Golf Tourism - Meghalaya has one of the oldest 18-hole golf courses in the country. The Shillong Golf Course together with very favourable climatic conditions has the potential of attracting ardent golfers from corporate houses within the country and from neighbouring countries. With improved air connectivity, this would attract high-end tourists to the state. • Pilgrimage Tourism – Meghalaya has potential for pilgrimage tourism in Garo Hills and Jaintia Hills which are already visited by many pilgrims seasonally. Promotion of pilgrimage tourism will be undertaken with basic amenities in these locations to attract more pilgrims. These amenities will be managed efficiently in coordination with the local authority. Special festivals will be given wide publicity to attract national and international tourists throughout the year. • Legend Tourism - Legend tourism is a unique venture to create an innovative Tourism product based on legends and folklores. Meghalaya is very rich in age old traditions, beliefs, and customs which still exist in various forms. There are a variety of tourist destinations from caves to monoliths, waterfalls to rock formations, each with its own set of legends. The bonding that exists between the land and people makes it all the more significant to package this most picturesque state with its interesting legends. These legends will be inscribed on stone tablets at the respective destinations or documented and printed in the form of booklets. • Heritage Tourism – Heritage Tourism is the oldest form of travel. In Meghalaya, particularly Shillong there are a number of important buildings, monuments, churches, etc., associated with well known personalities and events from the past. The Department will take steps to promote places, monuments, etc. connected with famous personalities to promote Meghalaya as a destination for Heritage Tourism. • Music Tourism – People of Meghalaya are known for their love of music. The Shillong Chamber Choir has put Shillong on the music map. Musical talent needs to be nurtured and recognised so that parents can encourage their children to take up music full time. The Department of Arts & Culture will be tapped to promote music festival in Meghalaya. • Strawberry Tourism – Strawberry in Meghalaya is an economic success history. Strawberry cultivation is enthusiastically taken up by many farmers especially in Ri-Bhoi District. Strawberry Tourism can be promoted where farm houses could be encouraged to take in guests who could enjoy the experience of strawberry harvesting. With the involvement of the Horticulture Department a Strawberry Festival shall be organised as an annual event. • Premium Tourist Destinations - This is a new area of tourism product providing clean, fresh, peaceful, unpolluted and invigorating atmosphere, such resorts to be developed for high end tourists. Constructions will be developed in accordance with the landscape local architecture and 90% green component. Traditional local material will be utilised. • Package Tours - With the objective of boosting tourist traffic, attractive package tours will be developed with the help of MTDC, private sector and travel operators. The packages shall be designed keeping in mind the varied interests and budget of the tourists which will be updated from time to time. • Cuisine Tourism - Tourism Department will organise traditional food festivals which will include ethnic food where local cuisines of the Khasi, Jaintia and Garo will be promoted. • Film Tourism - Promote Meghalaya as a film destination. Besides gaining wide publicity for the state, the local community also benefits economically from the crew during their stay. • Weekend/Day Tourism - There are many locations for weekend retreats/day trips in and around the capital viz Umiam, Cherrapunjee, Mawsynram, Nartiang, Jakrem, Mawlynnong, Ialong, etc which are popular amongst tourists. State Government will further develop these spots as well as promote new destinations preferably with involvement of the private sector on a PPP mode. 8. Village/Rural Tourism-Home Stay Village/Rural Tourism has emerged as a new concept in the tourism industry. In this context, Meghalaya is fast evolving as a responsible and sustainable tourism product with an important social objective through people’s participation. Rural tourism can be effectively implemented to boost tourism in the state. Rural tourism will ensure the dispersal of tourists from the city to villages enabling them to familiarise themselves with the unique culture and heritage prevalent so that they are rejuvenated and culturally enriched. The prime objective is to harness the vast untapped rural tourism prospective of the state so that their multiplier benefit filters out directly to the rural communities. Similar programmes taken up by NGOs and other agencies will also be streamlined by bringing them under one umbrella for convergence in the development and promotion of the product. 9. Community Participation in Tourism The land tenure system prevalent in the State is tilted towards the community with the Government having very little or no land at all. As a result the community plays a very important role in development and promotion of community based tourism. With community providing the land, the role of the government is building capacities so as to enable the local people to run tourism related projects. 10. Meghalaya Tourism Development Corporation(MTDC) Meghalaya Tourism Development Corporation has been set up for developing and promotion of Tourism in Meghalaya. The Corporation shall make efforts to increase its revenue to enable to carry out promotional activities. MTDC will organise package tours not only to Cherrapunjee but to other tourist destinations, organise training for guides, etc. The Government shall initiate implementation of online reservation of MTDC units. This will serve as an opportunity for tourist to book accommodation online for real time confirmation. The Government will continue to assist the Corporation subject to availability of fund. 11. Promotion and Investment through Public Private Partnership (PPP) Mode The Department of Tourism, Government of Meghalaya has initiated development of tourism projects following the Public Private Partnership (PPP) mode. The enormous tourism potential together with a peaceful and secure atmosphere is an ideal environment for investment in the state. The Department will facilitate the development of tourism infrastructure projects on a PPP mode. 12. Capacity Building and Training • The quality of the tourism product will be improved at all levels from management to staff services. For this purpose, appropriate trainings will be conducted under the Hunar Se Rozgar Scheme of the Govt. of India, assistance from NEC etc. in collaboration with IHM, Shillong and FCI, Tura. Improvement in service will give tourists a feel good experience inviting them to be regular visitors. • At present the Institute of Hotel Management (IHM) in Shillong offers a three year BSc degree programme in Hotel Management, Applied Nutrition, and Catering Technology. The BSc degree should be upgraded to a post graduate course to be funded by Ministry of Tourism, Govt. of India. Additional Food Craft Institutes will be set up in selected districts of the state depending on the requirement. • Scholarships would be provided to eligible youth preferably educated unemployed for undertaking specialised courses in the hospitality sector. Specific amount of fund will be allocated by the Department for this purpose. • Undertaking training needs to assess the gap between the knowledge, skills and attitudes of the service providers in the tourism sector and to determine the number and types of workers that require knowledge and skill development to meet the sector’s objectives. • On this basis, proposals will be drawn up for addressing the identified training needs of the tourism sector, including in-service training for existing employees, basic training for new entrants and courses for government officials, police officers, tour guides, taxi drivers etc. The private sector will be expected to register their employees for training. • Working in co-ordination with the Hotel and Tourism Association/ Stakeholders to introduce and monitor appropriate standards and classification systems for the tourism sector. • Reviewing the licensing and other regulations that have impact on the tourism industry and making recommendations for improvement. • Provide training and establish standards for transport operators, tour operators, guides, entrepreneurs for food and beverage and hospitality services. • Service Providers in adventure tourism, wellness tourism, etc. should have appropriate training from recognised institutes. 13. Solid Waste Management Waste is an issue of increasing importance in the hospitality industry. Government will encourage hotels, resorts etc. to preserve the environment by implementing effective solid waste management through waste minimization, reuse, recycling etc. The Department will promote awareness programmes aimed at educating and sensitizing the staff, visitors and guests about the importance of proper management of waste and introducing the system of segregating waste into different categories at hotel rooms by guests themselves. The Department will initiate a set of guidelines on waste management for guidance of all stake holders. 14. Improvement of connectivity through development of Heliports The Department of Tourism will submit proposals to Government of India for the development of heliports at tourist destinations which are not well connected by roads, etc. 15. Safe, Honourable and Responsible Tourism This involves people’s participation in issues that affect their lives and property, making contribution to the conservation of the environment, preservation of cultural heritage, consideration of the needs of physically challenged people, mutual respect between the locals and tourists, respect for the rights and safety of tourists and freedom from exploitation of both tourists and locals. 16. Incentives & Concessions to local entrepreneurs The Department of Industrial Policy and Promotion in the Ministry of Commerce and Industry has approved a package of fiscal incentives and other concessions for the North East Region viz. the North East Industrial and Investment Promotion Policy 2007. Under this Policy, incentives for Service Sector has been covered for Hotels(not below 2-Star Category) Adventure and Leisure Sports including Ropeways, Vocational Training Institutes such as Institutes for Hotel Management, Catering and Food Crafts. Other incentives are 100% income tax exemption, capital investment subsidy, interest subsidy and comprehensive insurance. The Department of Tourism will provide incentives to entrepreneurs for new projects in the Tourism sector for infrastructure development. The incentives will be subsidy limiting the amount to 30% of the project cost for approved projects within the amount of Rs 1.00 Crores to 1.50 Crores. Tourism Department will provide assistance for purchase of multi utility vehicles to approved resort owners/hotel owners/tour operators limiting the amount to 25% which will be the deposit amount to financial institutions providing loans for purchase of vehicles for tourism purposes. The Tourism Department will provide incentives to registered house owners who are willing to provide Hospitality in the form of Bed ‘n’ Breakfast in all the prominent tourist destinations. Such owners shall initially be trained and should be willing to provide the basic amenities identified by the Department. 17. Awards & Appreciations Awards will be instituted for categories like best maintained tourist spot, best innovative tourism project, best eco-tourism product, best hotel, best transport operator, best tour operator, best travel agency, best restaurant promoting local cuisine etc. as an incentive for good performance. 18. Creating a Brand Meghalaya - Cherrapunjee A brand image of Meghalaya on the lines of ‘Incredible India’ will be created by identifying a suitable tagline, catchy slogans, signature tunes etc. with innovative and market focused ad-campaigns. Proactive promotional measures will be undertaken for creating the image of the state as a safe and enjoyable destination duly supported by good infrastructure and facilities at the destination. The Department will take steps to develop a brand image for Cherrapunjee. Brand Meghalaya should portray the state’s unique selling points in order to maximize the returns. 19. Other Initiatives To ensure accurate data of tourist arrivals relating to nationality, length of stay and purpose of visit, the Tourism Department, which is at present collecting data from hotels within the city, will also include the guest houses and tourist information centres from all district offices in the state. Coordination with local tourism NGOs and SHGs with the Directorate of Tourism to be initiated at different tourist locations for provision of guides, setting up of garbage bins, public facilities for the convenience of tourists. Necessary signages, warnings and cautions will be set at all key locations and points. 20. Land Bank Land is the most vital requisite for setting of tourism units. A land bank for tourism development is to be created by acquiring land at various places. 21. Publicity Marketing of tourism products will continue through advertisements in travel magazines, leading publications, electronic media, publications of pamphlets and brochures, participation in international and national fairs and festivals, road shows, posting of information in the website and through state tourism offices (Tourist Information Centre), assistance to major festivals and organising tourism festivals within the state. 22. Implementation of the Meghalaya Tourism Policy 2011 The Tourism Department, Govt. of Meghalaya will be the nodal department for implementation of the Tourism Policy. 23. Commencement of the Policy The Meghalaya Tourism Policy 2011 will commence on the date of publication.

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Tamilnadu Tourism Policy Tourism Policy Tourism, Culture and Religious Endowments Department TOURISM POLICY NOTE 2016-2017 DEMAND No.29 VELLAMANDI N. NATARAJAN Minister for Tourism © Government of Tamil Nadu 2016 TOURISM Demand No.29 POLICY NOTE 2016 – 2017 Contents Sl. Subject Page No. No. 1. Tourism - Introduction 1 2. International Tourism Scenario 4 3. Tourism in India 6 4. Tourism in Tamil Nadu 7 5. Tourist Arrivals to Tamil Nadu 8 6. Goals of Tourism Department 10 7. Tourism Industry 11 8. Fairs & Festivals 17 9. Participation in Domestic Travel 21 Marts 10. World Tourism Day Celebrations 23 11. Domestic Publicity Campaigns 23 12. National Tourism Award 24 13. Human Resource Development 24 14. Publicity and Marketing 25 15. Publicity – Advertisements 25 16. International Travel Marts and 26 Publicity Campaigns abroad 17. State Institute of Hotel 31 Management and Catering Sl. Subject Page No. No. Technology (SIHMCT), Thuvakudi, Tiruchirapalli 18. Indian Dance Festival 33 19. Guide Training 35 20. Tourist Security Organisation 36 21. Tourism Infrastructure 38 22. Asian Development Bank – IDIPT 43 Project (Infrastructure Development Investment Programme for Tourism) 23. Tamil Nadu Tourism Development 47 Corporation Hotels Division 47 Boat Houses 48 Transport Division 49 Fair Division 50 Marketing initiatives of TTDC 50 E-Governanceinitiativesof 51 TTDC Improvement works undertaken 52 by TTDC during the year 2015-16 24. Major initiatives to be executed in 53 the year 2016-17 25. Conclusion 53 1 TOURISM, CULTURE AND RELIGIOUS ENDOWMENTS DEPARTMENT Demand No.29 TOURISM POLICY NOTE – 2016-2017 Introduction Tourism promotes National Integration and International understanding. It encourages preservation of monuments, heritage properties and eco-sanctuaries, helps survival of traditional art forms, crafts and culture. It has achieved rapid strides due to its capacity to earn foreign exchange, generate employment opportunities and inculcate a sense of fraternity in the minds of people. 2 The economic liberalization, open-sky aviation policy, luxury cruises, improved surface transport, tourist trains, increased business travel and e-booking facilities have created a paradigm change in the tourism sector. From a mere service industry, tourism has transformed into a major revenue generating industry. For the development of Tourism in Tamil Nadu, the Department of Tourism and Tamil Nadu Tourism Development Corporation (TTDC) were formed. The Department of Tourism concentrates on dissemination of Tourism information and implementation of tourist infrastructure schemes for the benefit of the tourists. The TTDC on the other hand was assigned the job of conducting package tours, 3 running of Hotels (Hotel Tamil Nadu) and maintaining of boat houses. Over the years, the Tourism Industry in Tamil Nadu has registered a good growth. Tourism development is an important catalyst for a rapidly growing economy like India. Its primary importance lies in the contribution to employment, income generation and foreign exchange inflow. Tourism is defined as travel for recreation, leisure, religious, family or business, medical, adventure, sports, education and research, usually for a limited duration. Tourism is commonly referred to as travel to another place within or outside the country. The United Nations World Tourism Organization (UNWTO) defines Tourists as people “travelling to 4 and staying in places outside their usual environment for not more than one year for leisure, business and other purposes”. International Tourism Scenario The World Tourism Organization (WTO) plays a vital role in promoting the development of responsible, sustainable and universally acceptable tourism and is paying particular attention to the interests of developing countries. People in general now view tourism as a way of life rather than a luxury reserved for the affluent and the elite. Tourism has emerged as the largest service industry globally in terms of gross revenue, as well as foreign exchange earnings. 5 With rapid development in the field of transport and communications, the size of the global tourism industry is likely to double in the next decade. The 21st century will see a higher percentage of the total population travelling, especially in developing countries and people will be going on holidays more often. Travellers will also be going farther and farther. Tourism is the industry of industries and has a great multiplier effect on other industries. Tourism serves as an effective medium for transfer of wealth because here income earned in places of “residence” is spent in places of “visit”. Tourism industry is the highest generator of employment. Out of every nine persons, one person earns a living from tourism. For every million 6 rupees of investment, 13 jobs are created in manufacturing industries, 45 jobs in agriculture and 89 jobs in hotels and restaurants. Tourism is considered to be an important area of intensive development for all Governments. As the fastest growing foreign exchange earner, especially, in developed countries, it is being given priority. The service providers play a vital role in ensuring a safe and comfortable trip for the tourists. Tourism in India India has emerged as the fastest-growing market in Asia in terms of international tourist spending. India has incredible Monuments, Forts, Palaces, Temples, Beaches, Wild Life Sanctuaries, Memorials, Music and Dance. There is vibrancy of the culture, both ancient and modern. 7 The economic and social conditions prevailing in India today have created huge growth in domestic tourism. The economic growth achieved by the country over the years has created a powerful middle class with reasonable affluence and disposable income. The ‘visa on arrival’ scheme introduced by Government of India, will enhance foreign tourist arrivals. The tourism industry in India is economically important and it is growing rapidly. Tourism in Tamil Nadu Tamil Nadu is a State with multifarious tourist attractions. It has mountains, verdant vegetation, sandy beaches, mammoth monuments, timeless temples, fabulous wildlife, scintillating 8 sculptures and reverberating rural life. It has picturesque spots, continuing heritage, cultural confluence and aesthetic magnificence. Tourism is declared as an “Industry”. Tourist Arrivals to Tamil Nadu Tamil Nadu is ranked first in both domestic and foreign tourist arrivals in 2014 and 2015 consecutively in the country. Many steps are being taken to sustain the Top position in both domestic and foreign tourist arrivals in the ensuing years. Targeted promotional strategies and extensive marketing campaigns through print and electronic media at the national and international levels and creation and upgradation of basic amenities and infrastructure at tourist destinations 9 have resulted in the increase of tourist arrivals to Tamil Nadu. (in Lakhs) Year Domestic Foreign Total 2012 1841.37 35.62 1876.99 2013 2442.32 39.90 2482.22 2014 3275.55 46.58 3322.13 2015 3334.59 46.85 3381.44 10 Goals of Tourism Department 1. Creation of tourist infrastructure facilities at tourist centres with State and Central funds. Tourism Department will encourage tourism entrepreneurs. 2. Conduct of capacity building training programmes to impart quality service to the tourists visiting Tamil Nadu. 3. To enhance service delivery providing adequate and correct tourist information to the tourists Guide Training Programmes are being conducted. 4. ForencouragementofTourism Stakeholders, awareness Seminar programmes will be conducted involving thetourismstakeholdersfor strengthening the mutual cordial relationships. 11 Tourism Industry Tamil Nadu is a forerunner in tourism sector in the country. Tourism in recent times has transformed from a service sector into a major export industry. The State holds the position of pride with 5 UNESCO Heritage sites in India, being the highest number. The State is well connected with sea ports, best roads and rail connectivity, besides being the only State with four international airports offering direct connectivity to many countries. With peace loving people and good law & order, the State offers right business environment and desired linkages, along with all necessary infrastructure for investors. The “Vision Tamil Nadu 2023” outlines a road map for the growth in the State, covering all 12 the major sectors in the economy. The State has emerged as a preferred investment destination ranked high among the investors for fostering growth and empowering an efficient and competitive market place. The State has always offered a climate of uninterrupted growth and economic resilience. Department of Tourism is the major catalyst for tourism promotion in Tamil Nadu. Tamil Nadu Tourism is taking various steps to attract both domestic and foreign tourists. Marketing Meets, Publicity Campaigns and Exhibitions are conducted at potential regions at domestic and overseas levels. The multifarious tourist attractions, excellent Law and Order, connectivity to destinations, tourist 13 facilities for luxury and budget travel, tourist friendliness are highlighted in marketing activities. In Tamil Nadu, Chennai Port Trust and Thoothukudi Port Trust are attracting Cruises. Tamil Nadu Tourism Department has suggested to the tour operators to modify the tours, so as to make them spend more time on shore and visit more tourist places for a minimum of three to four days. This will help to generate more revenue and provide an opportunity to spend money on other travel related areas and shopping on handicrafts items. This will help to improve the economy of the State and the Country. This year, two cruise ships have arrived at Chennai Port and Tamil Nadu Tourism has extended good co-ordination with 14 Chennai Port Trust and other Departments, for providing a warm welcome to the Cruise passengers. Coastal tourism is based on a unique resource combination at the border of land and sea environment; sun, water, beaches, outstanding scenic views, rich biological diversity etc. Based on these resources, various tourism products have been developed in many coastal destinations such as well-maintained beaches, water sports, boat-trips, cruises, bird watching tours etc. Our Coast line in Tamil Nadu is dotted with other tourist attractions like Temples, Historical monuments, Forts etc. 15 Creation of Public Convenience, Wayside Amenities, Watch Towers, Development of Walkway, Upgradation of Beach Front Pockets, Installation of CCTV Cameras, Information Signages, Erection of First Aid Kiosks and development of Arts & Crafts Villages are the proposed works. Para-Sailing, Windsurfing, Water Scooter, Banana Boating, Water Skiing, Sand Art are the proposed activities for the development of Beach Tourism. The Ministry of Tourism, Government of India, has launched the “Swadesh Darshan” scheme with a vision to develop theme based tourist circuits on the principles of high tourist value, competitiveness and sustainability in an integrated manner by synergizing efforts to focus on needs 16 and concerns of all stakeholders to enrich tourist experience and enhance employment opportunities. The Department of Tourism has identified the consultant for the preparation of DPR with focus on development of world class tourism product. Eco Tourism has to be developed on sustainable basis without causing damage to environment and wildlife by integrating facilities at hill stations, wild life sanctuaries and national parks for the benefit of tourists. While promoting eco-friendly destinations, the carrying capacity of the destinations will be taken into consideration and the local community is to be made actively involved in all developmental activities, to ensure inclusive development. Pachamalai in Tiruchirapalli district 17 has been developed as eco-tourism centre by creating facilities for tourists. Fairs & Festivals Tamil Nadu Tourism is working with an objective to promote Tamil Nadu as an attractive international tourist destination and sustain its leading position. This improves the economy of the State. The unlimited tourism potential of the State needs to be highlighted nationally and internationally to increase the tourist arrivals. The rich cultural heritage of Tamil Nadu is one of the important tourist attractions. The foreign tourists have special liking for Tamil Nadu because of its art, culture, architecture, heritage, traditional crafts, cuisine etc. The festivals, particularly dance and 18 music festivals are attracting large number of domestic and foreign tourists. Promoting important festivals, publicizing tourist attractions in India and abroad, conducting publicity campaigns in all major cities in India & abroad and participating in the International Travel Marts are the efforts made by this Department to increase the domestic and foreign tourist arrivals. Domestic and foreign tourist arrivals are generally high during the cultural and festival seasons. Summer festivals are conducted at important hill stations – Ooty, Kodaikanal, Yercaud, Yelagiri, Kolli Hills, Kalvarayan Hills, Javvadhu Hills and Valparai. 19 Tamil Nadu Tourism will continue to conduct the following festivals every year for the benefit of tourists and to highlight the Cultural heritage of the State.  Pongal Tourist Festival - January  Hot Air Balloon Festival, - January Pollachi  Book Fair at Perambalur - January District  Sail and Surf Festival at - January Manapad  Melattur Bhagavatha Mela, - May Thanjavur  Summer Festival at all - May Hill Stations  Kodai Kondattam at - May Thoothukudi  Saral Thiruvizha, Courtallam - July / August  Aadipperukku Vizha, - July / Hogenakkal August 20  Valvil Ori Vizha at Kolli - July / Hills, Namakkal District August  Adi Perun Thiruvizha, - August Thirumoorthy Malai  World Tourism Day - September  Sadhaya Vizha, Thanjavur - September / October  Deepam Festival, - November / Tiruvannamalai December  Tea and Tourism Festival, - November / Udhagamandalam December  Vaikunda Egadasi Festival, - December / Srirangam January  Indian Dance Festival, - December / Mamallapuram January To make the Tourist destinations prominent, Tamil Nadu Tourism has participated in the Government Exhibitions held at Madurai, Tirunelveli, Thoothukudi, Tiruvannamalai, Tiruchirapalli, Coimbatore, Salem, 21 Kanniyakumari & Vellore and showcased the tourism attractions, which include lesser known centres. PARTICIPATION IN DOMESTIC TRAVEL MARTS To focus on inbound tourism and buyer seller meet with an objective to reinforce Tamil Nadu as world class tourism destination, opportunity to interact with foreign buyers and Indian sellers, policy makers, investors, members of media, Tamil Nadu Tourism participates in the Tourism and Travel Marts, Tourism Fairs organized by Tourism Departments of other States and reputed agencies to showcase the Tourism potential of Tamil Nadu. 22 Tamil Nadu Tourism has participated in the following events :- • Great Indian Travel Bazaar, Jaipur, Rajasthan • Global Exhibition on Tourism – (GET India) at New Delhi • India International Travel Mart (IITM), Chennai • South India Hotels & Restaurants Association’s (SIHRA) Convention, Hyderabad • Global Investors Meet 2015 (GIM), Chennai • 31stIndian Association of Tour Operators (IATO) Annual Convention, Indore, Madhya Pradesh • Maharashtra International Travel Mart (MITM), Mumbai • 14th Annual General Meeting and the 4th Annual Convention of the Indian Heritage Hotels Association (IHHA), Rathambhore, Rajasthan • 4th Handicraft and Cultural Village at Innovative Film city, Bidali, Bengaluru • South Asia Travel and Tourism Exhibition (SATTE), New Delhi 23 • 21 Gun Salute International Vintage Car Rally and Concurs Show, New Delhi • Film Tourism workshop / Film Bazaar, Goa World Tourism Day Celebrations World Tourism Day is celebrated at different tourist centres in Tamil Nadu on September 27th every year with a view to create awareness on Tourism and its importance. This Department has also organized a number of activities ‘Cleanliness Campaign’, ‘Tourism Awareness Campaign’ and ‘Tourism Seminars’ at important tourist spots. Domestic Publicity Campaigns To attract domestic tourists to Tamil Nadu, domestic publicity campaigns are conducted in the potential regions every year. During 2015-16, Publicity campaign was conducted at Raipur in 24 Chattisgarh State. There was a great response from the media and travel trade. The Publicity campaigns will be conducted in the coming years to attract more domestic tourists to Tamil Nadu. National Tourism Award Tamil Nadu Tourism received National Tourism Award for Tranquebar under the category “Civic Management of a Tourist Destination” for the year 2013-14. The award was received from His Excellency, the President of India at New Delhi during September 2015. Human Resource Development There are 38 Tourist Offices (6 in other States) and 21 Tourist Information Centres (5 in other States) functioning for the dissemination of tourist information to the tourists and to look after 25 the tourism promotional activities. The list of Offices is given in Annexures I and II. Publicity and Marketing Tamil Nadu Tourism is gearing up for the effective and innovative publicity to bring the attention of the tourists across the globe to make them to visit Tamil Nadu, the number one tourist destination in the Country. Publicity - Advertisements Tamil Nadu Tourism has launched a series of Domestic and International print campaigns, which are released in various Domestic and International In-Flight Magazines. Advertisements are released in leading International and Domestic Travel Magazines as well. 26 International Travel Marts and Publicity Campaigns abroad The tourism wealth of the State has to be publicized and marketed both domestically and internationally, so as to increase the tourist arrivals manifold. Tamil Nadu Tourism is marketing its potential through publicity marketing meets within the country and abroad, participation in domestic travel marts and international travel marts. Tamil Nadu Tourism is participating every year in the International Travel Marts for the promotion of Tourism wealth. The tourism stakeholders have also been encouraged to participate in these travel marts in the Tamil Nadu Tourism pavilion. These have helped a lot in increasing the tourist arrivals. The following are the 27 important International Travel Marts in which Tamil Nadu Tourism had participated in the previous years. PATA (Pacific Asia Travel Association) Travel Mart Tamil Nadu Tourism participated in PATA Travel Mart held at Bengaluru-India in September 2015 and showcased the Chettinad Heritage and Rural Tourism wealth of Tamil Nadu. There was a tremendous response from abroad about Tourism hospitality in addition to other tour packages. Ministry of Tourism’s Road Show in USA and Canada Tamil Nadu Tourism participated in the Road Shows at Montreal, Toronto in Canada, Chicago 28 and Houston in USA, organized by the Ministry of Tourism, Government of India during June 2015. World Travel Mart (WTM) World Travel Mart is held at London every November. Tamil Nadu Tourism participated in the WTM, London in 2015. More than 200 countries participated. Tourism wealth of Tamil Nadu and the steps taken for the promotion of Tamil Nadu were highlighted. In WTM, London, the tourism stakeholders of Tamil Nadu were encouraged to participate and necessary assistance was rendered by providing all printed and electronic materials. This effort resulted in considerable tourist arrival from U.K. and nearby countries to Tamil Nadu. 29 FITUR International Tourism Trade Fair, Madrid, Spain Tamil Nadu Tourism participated in the FITUR International Tourism Trade Fair, held at Madrid, Spain during January 2016. For the first time an innovative ‘Tourism Passport Booklet’ was introduced, which received a great response among the tourists abroad. ITB (International Tourism Bourse) Tamil Nadu Tourism has participated in the International Tourism Bourse meet held in Berlin, Germany, in March 2016. It helped Tamil Nadu to showcase various segments of the State among the visiting delegates. The interaction during the meet with international buyers was very fruitful and they 30 evinced great interest in sending group tourists from their country to Tamil Nadu. With a view to invite foreign tourists in more numbers and to retain the top position obtained during 2014 and 2015, Tamil Nadu Tourism has decided to participate periodically in the following International Travel Marts: 1. PATA (Pacific Asia Travel Association) – In Asian Countries (September) 2. ITB – Asia – Singapore (October) 3. WTM (World Travel Mart) – London (November) 4. FITUR – Madrid – Spain (January-February) 5. ITB – (International Tourism Bourse) – Berlin (March) Publicity campaigns were conducted at Paris in France, Amsterdam in Netherlands, Bern in 31 Switzerland recently, while attending the above International Travel Marts. Tamil Nadu Tourism’s brand statement “Enchanting Tamil Nadu, Experience Yourself” has made a very positive impact in the travel industry in India and abroad. Enchanting Tamil Nadu is regarded as a widely known tourism brand. This is also reflected by the increasing tourist arrivals. STATE INSTITUTE OF HOTEL MANAGEMENT AND CATERING TECHNOLOGY (SIHMCT), THUVAKUDI, TIRUCHIRAPALLI The State Institute of Hotel Management and Catering Technology, Thuvakudi, Tiruchirapalli offers a three year degree course in Hotel Management and Catering Technology and a one and half year Diploma Course as well as Certificate 32 Course in Food Production, Food Beverage Service, House Keeping, Bakery and Confectionery. This Institute is jointly sponsored by the Government of India and Government of Tamil Nadu and is conducting courses of study affiliated to National Council for Hotel Management and Catering Technology, Noida, U.P. Apart from regular courses, this Institute is providing employability training to unskilled persons under ‘Hunar-Se-Rozgaar Tak Yojana’ of Ministry of Tourism, Government of India and Skill Certification programmes. During the year 2013–2014, a sum of Rs.5 crore has been sanctioned for upgrading this 33 Institute as “Centre of Excellence in Hospitality Education and Training” and works are under progress. Indian Dance Festival Tamil Nadu is the State known for several fairs and festivals, which attract large number of people, who want to relax and rejoice in the folk arts of Tamil Nadu and various classical dance forms. During the peak season period (December–January) every year, Indian Dance Festival is performed at Mamallapuram. Renowned artistes from all over India in various classical dance forms and folk arts of Tamil Nadu & various States are also showcased in the festival. Many foreign tourists have included this festival in their tour itinerary. 34 Initially the Dance Festival was named as “Mamallapuram Dance Festival”. After the inclusion of various art forms of India, the festival was renamed as “Indian Dance Festival”. The master performers from various parts of India - Tamil Nadu, Andhra Pradesh, Karnataka, Puducherry, Jharkhand, Nagaland, Manipur, Rajasthan, Odisha, Mizoram, Sikkim, Assam, Arunachal Pradesh showcase the various art forms in the UNESCO identified heritage site of Mamallapuram. The sponsored programmes of the South Zone Cultural Centre, Department of Art and Culture and Government Music College of Chennai are added attractions. 35 Guide Training Large number of tourists are visiting Tamil Nadu throughout the year to see and enjoy the temples, heritage monuments, forts, beautiful beaches, wildlife sanctuaries, waterfalls and hill stations. Guides play a vital role in Tourism promotion and are responsible for projecting the right image of the country, giving factual information, caring for the safety of tourists and ensuring their pleasant stay. 120 Tourist Guides have so far been trained from various parts of Tamil Nadu and the training was given through the Centre for Entrepreneurship Development, Madurai. 36 Tourist Security Organisation Tourist Security Organisation is functioning in the Tourism Department. It has a Chief Tourist Warden stationed at Chennai to co-ordinate with Station Tourist Wardens at five centres namely, Mamallapuram, Rameswaram, Kanniyakumari, Kodaikanal and Udhagamandalam. To start with, Tourist Security Organisation is functioning at these five centres and based on its success, action will be taken to expand this to other important tourist centres. At present, the team has 30 members. When compared to the high growth of tourist arrivals, the size of Tourist Security Organisation is minimum. Tamil Nadu is known as a safe and secure State. Tourist Security Organisation is functioning to instill a sense of confidence among 37 foreign and domestic tourists. The objectives include hassle-free travel, communication, eliminating touts, any unforeseen requirements which a tourist may find difficult to meet, while in a new place and in a crowd. Ex-servicemen are selected based on their awareness of various regions and knowledge of vernacular languages. They can easily understand the problems of tourists and communicate well in their language, so that the tourists can feel at home and secure. Necessary orientation training has been given through Tamil Nadu Police Academy, Chennai to ensure co-ordination between Tourists, Tourist Security Organisation and local Police. Ministry of Tourism, Government of India also encourages Tourist Security Organisation and 38 has appreciated the lead role played by Tamil Nadu Tourism. Performance of the Tourist Security Organisation has been well appreciated by the visiting tourists and local public and it has been published in print media. Tourism Infrastructure State Funded Schemes Tourism Department is sanctioning funds for the development of basic facilities at tourist destinations for the benefit of tourists visiting Tamil Nadu. The major components namely rest sheds, toilets, approach roads, dress changing rooms, parking lots, drinking water, lighting, signages etc., are provided in the tourist centres under Tamil Nadu State Funded Schemes. 39 Tamil Nadu Government had sanctioned a sum of Rs.7667.20 lakhs during 2011-2015, for infrastructure development schemes in all districts of Tamil Nadu. For the year 2015-16, the State Government had sanctioned a total sum of Rs.1733.33 lakhs towards provision of infrastructure facilities and development of road connectivity at important tourist centers in Tamil Nadu as stated below:- Infrastructure Facilities Schemes 2015-2016 Sl. Amount Name of the scheme (Rs.in No. lakhs) 1 Construction of Interpretation 70.00 Centre and Sanitary Complex at Sivan Koil, Perungulam Town Panchayat, Thoothukudi District. 2 Provision of basic facilities at 30.00 Kutladampatti falls in Madurai District 40 3 Provision of LED Lights at 53.33 Arulmigu Thirumalai Kumarasamy Thirukoil, Panpozhi in Tirunelveli District 4 Provision of LED Lights at 120.00 Arulmigu Subramaniyaswamy Thirukoil, Tiruthani in Tiruvallur District 5 Provision of infrastructure 45.00 facilities in Santhana mahalingasamy temple and Sundaramahalingasamy temple in Saptur Reserve Forest of Srivilliputhur Grizzled Squirrel Wildlife Sanctuary 6 Provision of basic facilities at 138.50 Arulmigu Meenakshi Sundareswarar Thirukovil, Vilathikulam, Thoothukudi District 7 Construction of Tourist home near 60.00 A/m Narayana Perumal Thirukovil, Nangoor, Nagapattinam District Total 516.83 41 Development of Roads 2015-2016 Sl. Amount Name of the scheme (Rs. in No. lakhs) 1 Improvement of Roads at Kottur 195.00 and Anamalai Town Panchayat in Coimbatore District. 2 Improvement of roads connecting 305.00 to Tourist Centres in Udumalpet area in Tiruppur District. 3 Strengthening and improving 716.50 access and boundaries at Santhanamahalingasamy temple and Sundaramahalingasamy temple in Saptur Reserve Forest of Srivilliputhur Grizzled Squirrel Wildlife Sanctuary. Total 1216.50 42 Abstract State Funded Schemes sanctioned during 2015-2016 Amount Sl. Name of the Scheme (Rs. in No. Lakhs) 1 Infrastructure Facilities 516.83 2 Development of Roads 1216.50 Total 1733.33 Government of India Assisted Schemes For the years 2011-2012 and 2012-2013, the Ministry of Tourism, Government of India had sanctioned a total sum of Rs.2384.32 lakhs towards provision of infrastructure facilities at important tourist centres in Tamil Nadu. The Ministry of Tourism, Government of India is also extending financial assistance for the 43 development of tourist destinations. For the development of Kancheepuram and Velankanni, detailed project reports have been prepared and sent to the Ministry of Tourism, Government of India under PRASAD Scheme (Pilgrimage Rejuvenation and Spiritual Augmentation Drive) for sanction. Asian Development Bank – IDIPT Project (Infrastructure Development Investment Programme for Tourism) The Infrastructure Development Investment Programme for Tourism in Tamil Nadu – Project 2 was prepared with the assistance of ADB which approved the same on 15-12-2011 at a cost of Rs.450 crore. Out of this, ADB financing is 44 Rs.315 crore (i.e.70%) and State Government financing is Rs.135 crore (i.e.30%). The Project Cost for Tranche-II is Rs.135 crore out of which ADB funding is Rs.95 crore (i.e.70%) and State Government funding is Rs.40 crore (i.e.30%). The Loan Agreement between the Asian Development Bank, Government of India and the Government of Tamil Nadu was signed on 02-04-2012 at New Delhi and it became effective from 19-06-2012. Of the Rs.135 crore allotted in Tranche-II, a sum of Rs.69.43 crore was allotted for works. Works have been taken up for Rs.65.87 crore consisting of 20 packages viz. (1) Supply and Installation of Signages at 12 major cities / towns (2) Supply and Installation of Aesthetic Lighting at 45 7 major cities / towns (3) Supply and Installation of Street Furniture and Litter Bins at 10 major cities / towns (4 to 13) Construction of new Public Toilets and Sanitary Complexes at 10 places (14) Improvements of Danish Fort at Tranquebar (15) Supply and installation of energy efficient flood lights at Arulmigu Uchi Pillaiyar Koil (Rock Fort), Tiruchirapalli (16) Boating Area Improvement in Mudaliarkuppam, (17) Boating Area Improvement in Muttukadu (18) Improvement works at TTDC Beach Resort Complex, Mamallapuram (19) & (20) Underground Sewerage System in uncovered area at Udhagamandalam (Phase-I and Phase-II). The works are in progress. Out of the 20 packages, 8 packages viz. (1) Supply and Installation of Signages at 12 major 46 cities / towns, (2) Supply and Installation of Street Furniture and litter bins at 10 major cities / towns, (3) Improvements of Danish Fort at Tranquebar, (4) Supply and Installation of Energy efficient flood lights at Arulmigu Uchi Pillaiyar Koil (Rock Fort) Tiruchirapalli, (5) Underground Sewerage System at Udhagamandalam Town (Phase-I), (6) to (8) Construction of New Public Toilets and Sanitary Complexes at Rameswaram, Madurai, Srirangam (Tiruchirapalli) have been completed and the rest of the works will be completed as per schedule i.e. before the end of this Financial Year 2016-17. An expenditure of Rs.9.14 crore and Rs.24.98 crore has been incurred towards the Administrative & Consultancy charges and 47 Civil works respectively for the period from April 2012 to July 2016. Tamil Nadu Tourism Development Corporation TTDC was incorporated on 30.6.1971 with the object of providing infrastructure in all the major tourist destinations in the State. It has a chain of 53 hotels and a fleet of 8 Coaches. It has also established Youth Hostels at Hill Resorts of Ooty, Kodaikanal and Yercaud catering to budget tourists. Some of the hotels have been leased out and the rest are managed by the TTDC. Hotels Division TTDC is taking efforts to upgrade all the hotels under its Management with the help of 48 Professional Architects to meet the expectations of the customers. The Staff of TTDC hotels are provided training through the two Catering Institutions at Taramani & Thuvakudi and also through Star Hotels. Boat Houses TTDC is operating Boat Houses at Muttukadu, Mudaliarkuppam, Pitchavaram, Yercaud, Kodaikanal, Courtallam, Uthagamandalam and Pykara. The Boats are designed by Technical Consultant from I.I.T-Chennai. The Boats are also inspected by the Consultant to confirm the quality. 49 Wearing of Life Jackets by the tourists at all the Boat Houses has been made mandatory to ensure safety of the Tourists. Transport Division TTDC is operating Tours ranging from half-a–day to 14 days with a fleet of 8 Coaches. More than 30 Tours are being organised by TTDC for the benefit of Tourists. Apart from these tours, TTDC is also organising tailor-made tours catering to the needs of group tourists. TTDC has secured 150 Seegra Dharshan tickets per day for all seven days of a week from Tirumala Tirupathi Devasthanam (TTD) during June 2015. 50 Fair Division The 42nd India Tourist and Industrial Fair was inaugurated at Island Grounds, Chennai on 11.01.2016. All the Government Departments had erected their Pavilions in an attractive manner showcasing various Welfare Schemes and Development Programmes of the State Government through attractive working models. Marketing initiatives of TTDC Tie-up arrangements have been made for online booking of TTDC Hotels and Tours. Tie-up arrangements have been made with Air India for providing Holiday Home facilities at TTDC Hotels and earned revenue of Rs.10 lakhs during the year 2015-2016. Initiatives were taken for holding Conferences/Workshops by leading Companies at Beach Resort Complex, Mamallapuram. 51 E- Governance initiatives of TTDC TTDC earned the distinction of being the first State Tourism Corporation to introduce on-line booking of Tours and Hotels inaugurated by the Hon’ble Chief Minister of Tamil Nadu during July 2004. This has helped TTDC to improve its revenue significantly through online bookings of Tours and Hotels. Mobile reservation of TTDC Hotels and Tours was launched by the Hon’ble Chief Minister of Tamil Nadu on the World Tourism Day i.e. 27th September 2012. This has helped the tourists to book TTDC Hotels and Tours through all the mobile networks. 52 The facility of online reservation of TTDC Hotels was earlier provided to only 17 Hotels. It has been extended to cover all the 22 Hotels operated by TTDC. The revenue generated through On-line Bookings is Rs.10.07 Crores during 2015-2016 compared to the revenue of Rs.10.04 Crores earned during the previous year. Improvement works undertaken by TTDC during the year 2015-16 1. Upgradation of Beach Resort Complex, Mamallapuram at a cost of Rs.2.55 crore, Upgradation of Boat Houses at Muttukadu at a cost of Rs.3.25 crore and Upgradation of Boat Houses at Mudaliyarkuppam at a cost of Rs.1.45 crore respectively with ADB assistance has been taken up and the works are in progress. 53 2. Additional block of 21 rooms at a cost of Rs.2 crore at Rameswaram and new Tourist Home at Thirukadaiyur at a cost of Rs.1.20 crore has been constructed and were inaugurated by the Hon’ble Chief Minister of Tamil Nadu on 18-7-2016. Major initiatives to be executed in the year 2016-2017 One Volvo coach and four Air conditioned Coaches will be replaced at a cost of Rs.2.20 crore. Mobile Apps will be developed in eight languages about Mamallapuram for the benefit of Tourists. Conclusion Tamil Nadu has diversified tourist attractions like temples, mountains, waterfalls, beaches, 54 monuments, wildlife, hill stations, art, culture, tradition, cuisine and heritage and these attractions have made Tamil Nadu, the “Number One State” in the country. Tamil Nadu is well connected by road, rail and air. Tourist security and tourist friendliness are the factors adding value to the State. Many steps are being taken to retain the top position in Tourist arrivals in the ensuing years. VELLAMANDI N. NATARAJAN MINISTER FOR TOURISM 55 ORGANISATIONAL CHART Commissioner of Tourism Joint Director Deputy Director-1 Deputy Director-2 Assistant Assistant Assistant Director-1 Director-2 Director-3 Publication Tourist Accounts Officer Officers Officer 56 Annexure – I LIST OF TOURIST OFFICES I. Tourist Offices in Tamil Nadu 1) Ariyalur 17) Perambalur 2) Chennai 18) Rameswaram 3) Coimbatore 19) Salem 4) Chidambaram 20) Tiruchirapalli 5) Dharmapuri 21) Tirunelveli 6) Erode 22) Thanjavur 7) Karaikudi 23) Thiruvannamalai 8) Kanniyakumari 24) Tiruvallur 9) Kodaikanal 25) Thiruvarur 10) Krishnagiri 26) Theni 11) Karur 27) Thoothukudi 12) Madurai 28) Tirupur 13) Mamallapuram 29) Udhagamandalam 14) Namakkal 30) Vellore 15) Poompuhar 31) Virudhunagar 16) Pudukottai 32) Villupuram 57 II. Tourist Offices in Other States 1) New Delhi 2) Agra 3) Jaipur 4) Kolkatta 5) Mumbai 6) Panaji – Goa 58 Annexure-II TOURIST INFORMATION CENTRES I. Tourist Information Centres in Tamil Nadu a) Airports 1) Chennai (International terminal) 2) Chennai (Domestic terminal) 3) Coimbatore 4) Madurai 5) Tiruchirapalli b) Railway Stations 6) Chennai (Central) 7) Chennai (Egmore) 8) Coimbatore 9) Madurai 10) Tiruchirapalli 11) Tirunelveli 59 c) Bus Stand 12) Chennai Metropolitan Bus Terminus, Koyambedu d) Other Places 13) Gudalur (The Nilgiris District) 14) Rameswaram (Temple Complex) 15) Thanjavur (Hotel Tamil Nadu Complex) 16) Panchalankurichi (Thoothukudi District) II. Other States 17) Railway Junction, Bangalore (Karnataka) 18) Hyderabad (Andhra Pradesh) 19) Thiruvananthapuram (Kerala) 20) Ahmedabad (Gujarat) 21) Bhubaneswar (Odisha) NagapattinamDistrictthroughvideoconferencingon18-7-2016 RameswaraminRamanathapuramDistrictandThirukadaiyurin Hon'ble Chief Minister inauguratedTourist Lodges at HotelTamil Nadu, Sri Ranganathaswamy Temple Tower, Srirangam Rock Fort - Tiruchirapalli Shore Temple, Mamallapuram Mahamaham-2016 - Kumbakonam Chithirai Festival-Madurai Sea Corals-Mandapam, Rameswaram Volvo Luxury Coach of Tamil Nadu Tourism Development Corporation Butterfly Park-Arignar Anna Zoological Park, Vandalur Bird Sanctuary - Vedanthangal Nilgiri Mountain Rail HotAir Balloon Festival - Pollachi Velankanni Church Nagore Dargah Yercaud Lake Mukkombu

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Kerala Tourism Policy Tourism Policy CONTENTS EXECUTIVE SUMMARY – THE PERSPECTIVE PLAN IN BRIEF E-1 Part One: TOURIST ATTRACTIONS & TOURIST PROFILE I. TOURISM PLANNING – CONTEXT & APPROACH I-1 Need for tourism planning I-1 Objectives of tourism development I-1 Planning - a continuous process with built-in flexibility I-2 Planning horizon I-2 Structure of the Plan Document I-2 II. KERALA’S TOURISM ASSETS – A BRIEF DISTRICT-WISE ANALYSIS II-1 Tourist attractions – foundation for developing tourism II-1 Kerala’s tourism assets – categorisation II-1 Imbalance between geographical spread of tourism assets and tourism development II-2 Districtwise listing of principal tourism assets II-3 Exhibit 2.1: Map – Districts, district headquarters and elevation contours II-17 Exhibit 2.2: Map – Centres with important museums & monuments II-18 Exhibit 2.3: Map – Selected centres of religious/pilgrimage tourism II-19 Exhibit 2.4: Map – Important hills & hill stations II-20 Exhibit 2.5: Map – Wildlife sanctuaries & national parks II-21 Exhibit 2.6: Map – Selected backwater tourist centres II-22 Exhibit 2.7: Map – Principal beach destinations II-23 III. TOURIST STATISTICS - ANALYSIS & PROJECTIONS III-1 Analysis of Tourist Statistics III-1 Tourist Traffic Projection III-3 Kerala’s tourist carrying capacity & need for dispersal of tourist inflows III-5 Exhibit 3.1: Trends in domestic & foreign tourist arrivals into Kerala (1986 to 2001) III-6 Exhibit 3.2: Average month-wise arrival pattern of domestic and foreign tourists into Kerala III-7 Exhibit 3.3: Trends in seasonality of domestic and foreign tourist arrivals into Kerala (1987 to 2001) III-8 Exhibit 3.4: District-wise and centre-wise tourist arrivals to Kerala (2000) III-9 Exhibit 3.5: Most popular tourist destinations in Kerala among domestic & foreign tourists III-10 Exhibit 3.6: Important countries and regions of origin for foreign tourist arrivals into Kerala (Average for the years 1998 to 2000) III-11 Exhibit 3.7: Changing patterns in foreign tourist arrivals into Kerala from the traditional markets of Europe, North America, Japan & Australia (Trends over the period 1987 to 2000) III-12 Exhibit 3.8: Foreign tourist arrivals into Kerala – by mode of arrival (%) III-13 Exhibit 3.9: Yearwise moderated tourist traffic projections (2002-03 to 2021-22) III-14 Exhibit 3.10: Carrying capacity – measurement criteria & capacity norms III-15 Contd… CONTENTS (Contd…) Part Two: TOURISM VISION, PLAN & PROJECTS IV. TOURISM POLICY & INCENTIVE SCHEMES IV-1 Policy considerations & guidelines IV-1 The State’s Role in Tourism Development IV-2 Kerala’s Tourism Policy IV-2 Incentive Schemes for tourism projects IV-3 District Tourism Promotion Councils IV-3 Exhibit 4.1: Schemes and incentives offered by Kerala’s tourism department IV-5 Exhibit 4.2: State investment subsidy for tourism projects IV-6 Exhibit 4.3: Tourist centres listed in the Destination Kerala scheme of Kerala’s tourism department IV-7 Exhibit 4.4: Electricity tariff subsidy for specified tourism projects IV-8 V. KERALA’S TOURISM VISION 2025 – A SYNOPSIS V-1 Vision V-1 Vision Targets V-1 SWOT Analysis V-1 Strategy V-2 Action Plan V-2 VI. KERALA’S FIVE YEAR PLAN OUTLAY FOR THE TOURISM SECTOR VI-1 Large outlays towards tourism & general infrastructure VI-1 Sectoral and regional distribution of proposed outlays VI-1 Exhibit 6.1: Kerala’s ninth plan outlay for the tourism sector - A Summary VI-2 Exhibit 6.2: Kerala’s tenth plan outlay for the tourism sector (Draft - 2002-03 to 2006-07) VI-3 VII. TOURISM PROJECTS – RECENTLY COMPLETED, ONGOING & PROPOSED VII-1 Exhibit 7.1: Status of Kerala government’s tourism development projects VII-2 Exhibit 7.2: Important projects implemented/being implemented with central government assistance VII-5 Exhibit 7.3: Tourism projects for Ernakulam district VII-6 Exhibit 7.4: Tourism projects for Thrissur district VII-8 Exhibit 7.5: Master plan to develop Neyyar dam VII-9 Exhibit 7.6: Tourism, entertainment and real estate projects for which expressions of interest have been invited in the context of the Global Investors’ Meet VII-10 Contd… CONTENTS (Contd…) Part Three: TOURIST ACCOMMODATION, TRANSPORTATION & OTHER INFRASTRUCTURE VIII. TOURIST ACCOMMODATION – HOTELS & RESORTS VIII-1 Types of Tourist Accommodation VIII-1 Mismatch between available tourist accommodation and estimated total tourist nights in Kerala VIII-2 Accommodation projections and land area requirements VIII-2 Role of State tourism properties & their privatisation VIII-4 Exhibit 8.1: Details of accommodation facility in classified hotels in Kerala (1999 & 2000) VIII-5 Exhibit 8.2: Number of hotel beds & hotels in Kerala – by districts and categories (1999) VIII-6 Exhibit 8.3: Grihasthali: Scheme for conservation of architectural heritage by converting homesteads to provide tourist accommodation VIII-7 Exhibit 8.4: Kerala Tourism Development Corporation Ltd’s tourist accommodation properties VIII-8 Exhibit 8.5: Kerala Tourism Development Corporation Ltd’s performance highlights (1999-2000 & 2000-01) VIII-9 IX. TRANSPORTATION & OTHER INFRASTRUCTURE IX-1 Need for exclusive/complementary infrastructure for tourism development IX-1 Destination travel costs IX-1 Kerala’s infrastructure vision IX-2 Transportation facilities and services IX-2 Other infrastructure – considerations in tourism planning IX-3 Exhibit 9.1: Infrastructure vision for Kerala – A synopsis IX-5 Exhibit 9.2: Length of roads in Kerala (as on 1.4.2001) IX-7 Exhibit 9.3: National highways in Kerala IX-7 Exhibit 9.4: Map – National highways IX-8 Exhibit 9.5: Map – Railway network IX-9 Exhibit 9.6: Kerala's air connectivity through scheduled passenger flights IX-10 Exhibit 9.7: Passenger traffic in Kerala’s airports (1999-2000 & 2000-01) IX-11 Exhibit 9.8: Kerala’s urban policy & action plan – selected highlights IX-12 Exhibit 9.9: List of municipalities, corporations & urban development authorities in Kerala IX-13 Contd… CONTENTS (Contd…) Part Four: EMPLOYMENT, ECONOMIC & SOCIAL IMPACTS & REGIONAL PRIORITIES X. ECONOMIC, SOCIAL & ENVIRONMENTAL IMPACTS OF TOURISM X-1 Income from direct tourist expenditures X-1 Earnings from foreign tourists X-2 Tourism’s contribution to net state domestic product X-2 Tourism satellite account – tool for measuring economic impact of tourism X-2 Employment generation X-3 Kerala Government’s initiatives to contain negative impact of tourism X-5 Tourism – A double edged sword X-5 Negative impacts of tourism – need for early recognition & timely remedial action X-6 Environmental Impact Assessment X-8 Exhibit 10.1: Analysis of reported earnings from foreign tourists to Kerala X-9 Exhibit 10.2: A note of caution based on experiences in Goa and other tourist destinations in India X-10 Exhibit 10.3: Environmental Impact Assessment Matrix - A Checklist X-11 Exhibit 10.4: Specimen EIA summary for an amusement park X-12 Exhibit 10.5: Specimen EIA summary for boating & water based activities X-13 XI. REGIONAL PRIORITIES IN TOURISM PLANNING XI-1 Demographic issues XI-1 Economic parameters XI-1 Land utilization & environmental considerations XI-2 Exhibit 11.1: District-wise highlights of selected population data for Kerala (2001 Census) XI-3 Exhibit 11.2: Urban centres in Kerala with 50,000+ population (2001 Census) XI-4 Exhibit 11.3: Sectoral distribution of Kerala’s net state domestic product at constant prices (1993-94 to 1999-2000) XI-5 Exhibit 11.4: District wise sectoral distribution of Kerala’s net state domestic product at constant prices XI-6 Exhibit 11.5: District-wise per capita income at constant prices (1997-98 to 1999-2000) XI-7 Exhibit 11.6: District wise industrial employment XI-8 Exhibit 11.7: District wise work seekers as percentage of total population XI-9 Exhibit 11.8: District-wise land utilisation pattern in Kerala XI-10 Contd… CONTENTS (Contd…) Part Five: TOURISM PRODUCTS XII. CULTURAL & HERITAGE TOURISM – EXPLORING THE PAST & PRESENT XII-1 Cultural attractions in Kerala XII-1 Heritage & cultural tourism in urban areas XII-1 Cultural festivals, performing arts, martial arts, fine arts, handicrafts & cuisine XII-2 Religious tourism – ringing the prayer bells XII-3 Exhibit 12.1: Rural tourism – a holistic and unique concept in culture & life style tourism XII-4 Exhibit 12.2: Heritage village – a theme destination providing a slice of local life style and traditions XII-5 Exhibit 12.3: Business tourism - Attracting the ‘MICE’ on a cultural plank XII-7 Exhibit 12.4: Sabarimala – Devaswom Board’s Master Plan to ease capacity constraints XII-8 XIII. HILL STATION TOURISM – GOING HIGH ON SCENIC BEAUTY XIII-1 Eco-tourism – a model for ensuring sustainable tourism XIII-1 Sustainable tourism in hill stations and hilly areas XIII-2 Opportunities for further development of tourism in hill stations and hilly areas XIII-3 Exhibit 13.1: Thenmala eco-tourism project XIII-4 Exhibit 13.2: Proposed forest based eco-tourism pilot projects XIII-6 Exhibit 13.3: Potential eco-tourism destinations in Kerala XIII-7 XIV. FOREST & WILDLIFE TOURISM – FEELING WILD IN THE JUNGLES XIV-1 Forest department’s concerns about tourism development in protected areas XIV-1 Approach to sustainable tourism development in forest areas XIV-2 Exhibit 14.1: List of sanctuaries & national parks in Kerala XIV-4 Exhibit 14.2: Profile of sanctuaries & national parks in Kerala XIV-5 Exhibit 14.3: National wildlife action plan on tourism XIV-17 Contd… CONTENTS (Contd…) XV. WATER TRANSPORT TOURISM – CRUISING THE PLACID BACKWATERS XV-1 Backwaters – nature’s gift to God’s own Country XV-1 Backwaters tourism – status and developments XV-1 Need for sustainable development of backwater areas XV-3 Integrated development project for the backwater region XV-3 Cruise ship tourism XV-4 Exhibit 15.1: Inland water spread area in Kerala XV-5 Exhibit 15.2: District-wise distribution of coastline in Kerala XV-5 Exhibit 15.3: List of places in Kerala categorised under CRZ-I and CRZ-II XV-6 Exhibit 15.4: Important elements of CRZ regulations that would influence tourism-related developments in Kerala XV-7 Exhibit 15.5: Kerala government’s scheme for approval/classification of house boats operated in the backwaters – A Summary XV-8 XVI. BEACH TOURISM – SOAKING IN THE SUN, SAND AND SURF XVI-1 Selection of potential beach tourism destinations XVI-1 Need for and scope of development regulations XVI-2 Carrying Capacity Standard XVI-2 Regulatory framework for beach resorts XVI-3 Potential beach destinations in Kerala XVI-3 XVII. HEALTH TOURISM – AYURVEDIC REJUVENATION XVII-1 Advantages enjoyed by Kerala in offering ayurveda as a tourism product XVII-1 Competition and need for distinctive positioning of Kerala’s product XVII-1 Need for precaution in administering ayurvedic rejuvenation packages XVII-2 Commercialisation and distortion of traditional ayurveda XVII-3 Strengthening of Kerala’s position as the home of ayurveda XVII-4 Exhibit 17.1: Aurvedic health holiday programmes XVII-5 Exhibit 17.2: District-wise distribution of approved ayurveda centres XVII-7 Exhibit 17.3: Kerala Government’s scheme for classification of ayurveda centres – A summary XVII-8 Tourism planning - a flexible approach End state master plans with meticulous spatial planning and numerous and well- defined project proposals (the implementation or otherwise of which would largely depend on private sector initiatives) are often found to be too rigid and infeasible to implement in the long term, particularly in the context of large regions. This Perspective Plan Document therefore takes the view that planning is a continuous process that must provide for flexibility depending on changing situations, while still achieving the basic development objectives. Incremental planning can be done successively from the general to the more specific levels, during the course of implementation, based on continuous monitoring of previous development and evaluation of new trends. Accordingly, this Document sets out a framework of broad objectives and targets, outlines the approach that may be necessary to achieve the same, and also raises issues that may have to be addressed as one goes along. Kerala’s commendable achievements in tourism & plans for the future Kerala has made admirable progress in tourism development in recent years. God’s own Country has become a well recognised tourism brand and the State has achieved impressive growth in foreign tourist arrivals in particular. The State’s Tourism Vision 2025 envisages sustainable development of tourism with focus on backwaters, ayurveda and eco-tourism. Also, a fairly detailed road map has been set out by way of: • A large Tenth Five Year Plan outlay for tourism (over Rs.900 crores), including Rs.500 crores for general infrastructure such as connecting roads, water supply, solid waste disposal, etc., for tourist centers. • Formulation and implementation of numerous tourism projects – big and small, through diverse funding mechanisms. Among the largest and most prestigious project proposals are a beach destination at Bekal, a hill station development at Wagamon and integrated development of backwaters. • Aggressive target of attracting substantial investments in the tourism sector through the Global Investors Meet. • Proactive measures in tourism legislation, certification/grading of tourism products, incentive schemes for tourism projects and most importantly, effective marketing of the State as a tourism destination. Tourism products and current tourist traffic pattern Kerala’s principal tourism products fall into six categories: (1) heritage/ cultural/religious sites & events, (2) backwaters, (3) beaches, (4) hill stations, (5) wild life sanctuaries and (6) ayurveda, with the common cord of green environs harmonising them all together to form a Green Symphony. Currently, Kerala attracts 5 million domestic tourists and 0.2 million foreign tourists per annum. Destination-wise tourist statistics suggest the following pattern of interest (by percentage) among the tourists across the various tourism products: Tourism product category Domestic tourists Foreign tourists 1. Heritage, culture & religion 65 40 2. Backwaters 15 20 3. Beaches 8 25 4. Hills & hill stations 7 5 5. Forests & wildlife 5 10 Note: It has not been possible to distinguish the share of ayurveda from the destination-wise tourist data. Indications are that about 5 % of foreign tourists and a very small percentage of domestic tourists opts for the ayurveda experience. Even after completely ignoring Sabarimala (which alone attracts about 17 million pilgrims per annum), temple/pilgrimage tourism (Guruvayoor, Thiruvananthapuram, etc.) contributes to a dominating share of the domestic tourist traffic. The common practice is to combine pilgrimage with pleasure. Even among foreign tourists, heritage sites, cultural events, palaces and museums (in and around Kochi and Thiruvananthapuram in particular) form the principal attractions, followed by the Kovalam beach, various backwater tourist spots and the Periyar Tiger Reserve at Thekkady. Realistic targets for sustainable long term growth in tourism Kerala’s Tourism Vision 2025 envisages a growth rate of 7 % per annum in foreign tourist arrivals and 9 % annual growth in domestic tourist arrivals. But if tourist arrivals actually grow at the proposed rates, it is most likely to result in a difficult situation (more so during the peak tourist season) mainly due to imbalances in general infrastructure. (In fact, at the proposed growth rates, by the year 2021-22, the number of tourists would become comparable to the entire State’s population.) The prime constraint is that a faster growth in tourism would require extra investments for augmenting infrastructure to match the needs of the peak tourist traffic. The net returns from tourism may not be able to financially justify this. Also, tourism would tend to go through ups and downs, depending on competitive developments within the tourism sector and also under the influence of external factors. Achieving consistently high growth rates in tourist arrivals would therefore not be possible without pitching oneself as a low-cost value-for- money destination. This option is usually chosen under duress, where the economy is heavily dependent on tourism. High growth rate in tourism is also often accompanied by considerable adverse socio-cultural impact on the host society. Consequently, growth rates of the magnitude envisaged are neither sustainable nor desirable in the long run. Average annual growth rates of 3.5 % have been achieved in recent years in both domestic and foreign tourist arrivals to Kerala. The base of foreign tourist arrivals being small, it would be realistic to target and plan for a long-term growth rate of 5 % per annum, while domestic tourist arrivals could continue to grow at an average rate of 3.5 % per annum. These growth rates would result in an inflow of 0.55 million foreign tourists and 10.4 million domestic tourists by the year 2021-22. One could of course expect a higher growth rate in terms of tourist spending in real terms, if the basket of tourism products can be reinforced. Increasing the duration of stay is however not a practical solution, because the total carrying capacity would get over-stretched. Planning for general infrastructure to support tourism growth The primary requirement for achieving any growth target is to carry forward the following three elements harmoniously in parallel: (1) having the requisite tourism products in place, (2) strengthening the necessary supporting general infrastructure, and (3) concentrated marketing to the appropriate target segments. While all the elements are equally important, it is usually the supporting infrastructure and facilities that becomes the main bottleneck in developing countries. Small island economies and such others that are overwhelmingly dependent on tourism, are able to financially justify necessary investments purely on the strength of returns from tourism. This is often not the case with most places in India, including Kerala. Roads, air transport links, water supply, sanitation, power supply, etc., can be upgraded on a significant scale based only on multi-use justification, driven by complex priorities of the local economy, in the context of fund constraints. For example, Kerala’s Tenth Five Year Plan budget proposals contemplate an expenditure of Rs.500 crores on general infrastructure under the tourism budget, over riding the usual evaluation procedures and priorities. This is excellent as a short term strategy to ease specific bottlenecks, but may not be justifiable in the long run. That tourism brings in high returns with low investments is true only in situations where excellent roads, beautifully landscaped urban environs, reliable power & water supply, sanitation and solid waste disposal systems, etc., are already in place on the strength of the general economy. This emphasizes the need for a clear and objective analysis of tourism benefits without overlooking any costs. Of late, substantive progress is being made in India towards implementing projects for roads and various civic amenities along commercial lines, with private-public partnership. Given this background, any investments in general infrastructure required primarily for tourism development, will have to be structured in a manner that does not unduly cut into the government’s funds that would otherwise have been spent for development works in more backward and deserving areas of the State. Optimal approach to augmenting Kerala’s tourist carrying capacity The aggregate tourist carrying capacity of Kerala would to a substantial measure be a function of the extent of concentration of tourist traffic at the principal tourist nodes. The concentration at these nodes is in turn a function of the concentration of tourist attractions in the surrounding areas. Without doubt, the major transit points of Thiruvananthapuram and Kochi already face various constraints. They can take on rapid growth only at the expense of damage to the quality of tourist experience or alternatively, at unviably high expenditure in augmenting infrastructure. Therefore, the desired growth in tourist traffic to Kerala can be handled smoothly, provided there is significant dispersal of traffic to other transit points and tourist destinations of the State, especially in the northern districts. Additional investments made in other less developed parts of the State, are also more justifiable even from the multi-use point of view. There is quite clearly an imbalance between geographical spread of tourism assets and tourism development. While all varieties of tourism assets are spread out fairly uniformly across different parts of the State, the more popular tourism destinations are concentrated in the southern and central regions. North Kerala receives less than 5 % of total foreign tourist arrivals to the State. It evidently has a low share of up-market domestic tourists as well, as compared to other regions of the State. Kerala’s Tenth Five Year Plan proposals for tourism suggest the following broad pattern of allocation of funds across different regions of the State: 1. Southern Kerala (Thiruvananthapuram, Kollam, Pathanamthitta & Alappuzha districts) 40 % 2. Central Kerala (Kottayam, Idukki, Ernakulam, Thrissur & Palakkad districts) 45 % 3. Northern Kerala (Malappuram, Kozhikode, Wayanad, Kannur and Kasaragod districts) 15 % Clearly, dispersal of tourist traffic away from the nodes of traditionally high concentration would require apportioning a larger share of developmental funds to north Kerala. The carrying capacity can be increased to some extent without additional investment, if the tourist season can be extended. The arrival of foreign tourists in particular is highly seasonal (October to March) and is influenced by the all- India tourist arrival pattern, as many foreign tourists combine their visit to Kerala with other states in India, including those in the up north. However, domestic tourist arrival shows a more balanced pattern and is sustained by offering attractive off-season packages during the monsoons. Tourist traffic in the lean season could be boosted through a ‘monsoon magic’ package catering to tourists from the Gulf. Other innovative products aimed at both foreign and high-end domestic tourists can also help extend the tourist season. Government’s long term role in tourism development Tourism is largely a private sector activity. Given various demands placed on the government’s administrative and financial resources in the Indian context, the government should plan for progressively lower levels of direct investments in and operation of tourism products and services. While the Kerala government already sees its role as primarily that of a catalyst and facilitator, a withdrawal plan would require strengthening of zoning & developmental guidelines, quality standards and administrative mechanisms so as to streamline planning, construction, operation and regulation of tourism projects. The role of local self governments in decision-making and other aspects will have to be clearly defined. DTPCs (District Tourism Promotion Councils) too would have to redefine their role and gradually move out of implementing and operating tourism projects. However, active involvement of the government would still be required in the following areas: Development of new destinations: An example is that of the proposed beach tourism project at Bekal. This is technically an excellent site, but there is hesitation on the part of the private sector to invest in a virgin area. If this situation continues, the government may have to seed further development by implementing and marketing one resort to start with. The government can eventually withdraw, once the destination picks up. This has already happened in one or two cases earlier, though not by design. Regulating and providing access to land: Scarcity of land inhibits private sector investments in relatively land intensive tourism projects in Kerala. One option would be to document all the vacant land available with various government departments so as to create a land bank. Appropriate portions of land may be made available for tourism projects as the state’s contribution, thus unlocking the hidden value of the unutilized land. Further, where appropriate, the government is also in a position to acquire land in a more equitable manner for designated tourism projects and contribute the same as government’s share. The government may offload such investments from time to time or could arrange for getting a continuous stream of revenue by way of lease rentals for the land. Such revenues could support the government’s tourism budget. Marketing: The private sector often confines itself to marketing individual properties and projects, while the government is left with the responsibility of marketing the State. This could change so that the private sector plays a lead role in the marketing of the State as well, possibly via a Tourism Promotion Board constituted in the joint sector. Nonetheless, the government would have to continue to coordinate marketing and promotional efforts and nurture an umbrella brand for the State. Tourist accommodation Tourist accommodation like hotels and resorts will have to increase in proportion to the tourist traffic. These investments will come almost entirely from private sector initiatives. At present, 50 % of hotel accommodation in Kerala is concentrated in Ernakulam and Thiruvananthapuram districts. A greater dispersal of tourist accommodation is desirable together with dispersal of tourist traffic. Constructions in local architectural style, tree top cottages, re-deployment of heritage homesteads as tourist accommodation, etc., may continue to be encouraged wherever applicable. On an average, 850 tourist accommodation rooms would need to be added each year to meet the growth in demand over the next two decades. This would comprise of about 200 rooms in the classified hotels and around 650 in the unclassified ones. Total investment towards creating such additional tourist accommodation and allied facilities would be of the order of Rs. 100 crores per annum. Transport and other infrastructure There has been steady improvement in the road, rail and air connections to Kerala and also in the road and rail networks and inland water transport facility within the State. The World Bank supported Kerala State Transport Project (KSTP) for upgrading 2810 km of roads and the project for four laning of NH-47 link to Kochi would substantially improve the condition of the road network in Kerala. With other improvements on the anvil, the overall situation would change dramatically for the better when we consider a long term 20 year horizon. The oft-repeated constraint about lack of direct scheduled flights to Kerala from the principal sources of international tourist traffic would get eased to the extent that such flights become commercially viable. Moreover, as the vast majority of foreign tourists combine Kerala with other states too on their itinerary, this by itself may not be the immediate prime constraint. Increasing the tourist inflow through charter flights is not seen as an attractive proposition as charter operators beat down prices to very low levels and bring in budget tourists on low-cost packages. This is no doubt true, but policies and actions may also have to be guided by prevailing circumstances. Other elements of infrastructure at the macro level such as water supply, sanitation, electricity, drainage & sewage, solid waste disposal, etc., would have to be adequately upgraded in the towns and cities with tourist potential based on multi-use justification in order to avoid constraints. Appropriate facilities would also have to be provided at the micro level at the actual tourist spots. Wherever applicable and feasible, alternatives such as rain water harvesting, usage of treated effluents for landscaping, utilizing salt water (in coastal areas) for toilet flushing, solar power for water heating, energy efficient building design and community operated sewage and solid waste disposal systems may be kept in mind for implementation. Economic, social & environmental impacts of tourism Tourism commands glamour and charisma. There is a common tendency to unwittingly over estimate economic benefits of tourism and ignore many of its costs. Employment multiplier effects of tourism and employment generation to investments ratios too are often over stated. Tourist surveys, tourism accounting models, etc., also come with their own baggage of unintended biases and limitations. For example, in the case of Kerala, the actual availability of hotel/resort beds is less than one-fourth of what would be required to accommodate the reported tourist inflows for the estimated average duration of stay per tourist. Planning done on the basis of unreliable data would tend to be faulty and can invite difficulties at a later stage. Therefore, care should be taken to adopt a robust tourism accounting methodology that reflects local realities. The normal pitfall of ignoring negative socio-cultural impacts of tourism should also be guarded against. Also, Environment Impact assessment (EIA) should be insisted upon for all major tourism projects, so that any negative environmental impacts are analysed and minimized. Kerala being an ecologically sensitive state, appropriate pollution control norms may be formulated at the state level in association with the State Pollution Control Board, so that all tourism projects of significant magnitude are brought under scrutiny. Implementation of these norms may be accompanied by a system of local level participation and/or public hearing for clearing projects that are above a certain scale. This will ensure that only projects appropriate to a given place are set up, thus addressing issues of economic, socio-cultural and ecological/environmental impacts at one go. Regional priorities in tourism planning Demographic and economic parameters indicate that land intensive developments are difficult to implement in the densely populated coastal areas. However, though tourism is in general a land intensive activity, Kerala is an example to show that backwaters and other water bodies can be put to advantageous use, thereby reducing pressure on land. Low density resorts and other developments can take place primarily in the interior highlands. Kozhikode and Kannur in particular can take on an increased role as important tourism nodes to divert part of the growth away from Kochi and Thiruvananthapuram. This is also in keeping with charting out a more rapid pace of tourism growth in northern Kerala. Other things remaining the same, the economically disadvantaged districts like Malappuram, Palakkad, Kannur and Pathanamthitta would deserve a better share of developmental activities. Principal tourism products – future planning & projects Kerala is far ahead of many other states in India in terms of planning & project implementation in tourism. The State is also a veritable treasure trove of tourism assets of diverse nature. There are at least 175 distinct tourist/pilgrim centres of varying degrees of importance and development potential across the State. Even to carry out selective improvements to these places on various fronts and to augment facilities and services would take well beyond the time horizon envisaged for the Perspective Plan. Also, given the innumerable project possibilities, specific projects would get identified and implemented from time to time in the private, public or joint sectors based on emergent factors. It would therefore not be quite meaningful in the present context to categorically recommend individual projects and their phasing beyond a five-year time frame. This Plan Document therefore focuses on providing broad directions for long term development across the principal tourism product categories. Though project types & variants, ideas & concepts, and possible project locations that emerged during the study are indicated for consideration, these are by no means exclusive or exhaustive, nor can they be claimed to be the most optimal. Heritage & cultural tourism Heritage & cultural tourism constitutes a dominant component among both domestic and foreign tourists visiting the State. Among the available assets, it is imperative to identify and focus upon those that are outstanding enough to attract and satisfy varied interests. Apart from developing Kochi as a heritage destination, there is perhaps scope for promoting a heritage circuit covering Kochi, Thrippunithura, Kodungalloor and Chennamangalam. Important museums may be developed to international standards with up-to-date interpretation systems and interactive audio visual facilities. Museum retailing is also a component that needs upgradation. Possible models for tourism development that would draw strength from the local culture, arts and lifestyle of Kerala include rural tourism, development of a heritage village, and business tourism packages incorporating cultural performances, local cuisine, etc. Suitable elements of these models could be incorporated into various projects, or separate projects along these lines could also be considered at appropriate locations in the State. Kerala has stricter entry regulations and dress codes for Hindu temples compared to other states in India. An issue that merits consideration of temple authorities is to relax the restrictions, at least selectively. Specified areas of important temples with exquisite sculpture, wood work, murals, temple museums, etc., can be considered to be thrown open to lay tourists during certain hours, with relaxed dress code, that does not compromise on basic decorum. Both Christianity and Islam came to Kerala long before they were introduced in other parts of India. Some of the churches associated with St. Thomas and others that are in close proximity to each other and also heritage mosques could form part of travel circuits appealing to tourists with special interests. The eco-tourism concept Awareness and interest in the concept of eco-tourism in Kerala is quite encouraging. Some vibrant initiatives such as the Thenmala Eco-Tourism Project are already in place. Given Kerala’s diverse natural resources, the concept can be developed further to encompass a wide gamut of eco-tourism activities. Due consideration may also be given to development of eco-tourism at various places already identified for this purpose. The real test would be to see eco-tourism practiced in letter and spirit on a larger canvas right across the entire State. Hill station tourism Kerala’s best known hill station, Munnar, has faced considerable deterioration over the years, though it is quite serene and idyllic compared to many other much trodden hill stations in India. Tourism development is also having a negative impact on the local plantation based economy. One suggestion that emerges is that to the extent possible, tourism development may be encouraged in places where the plantation or other form of local economy is on the downslide due to extraneous reasons. The focus of attention now is on the proposed large-scale hill station development at Wagamon in Idukki district, for which private participation is being scouted. Many other hilly areas in the State offer scope for various forms of tourism activities such as picnicking, trekking, rock climbing, etc., which need to be evaluated. Places like Ranipuram, Nelliampathy and Pythalmala could merit attention. With some developments already in place in parts of Wayanad district, it would be appropriate to explore the possibility of attracting further investments to this region to achieve economies of clustering and integration of tourism activities, so that they can benefit from common access roads, transportation and other facilities. Forest & wildlife tourism Development of tourism in forest areas has often been a subject of considerable debate. Quite clearly, all new tourist facilities should be created outside the protected area boundaries. This would eliminate the prime cause for conflict. Also, operators of tourist facilities should be active participants in conservation and improvement activities, as they have a long term stake in the same. The Tiger Trail (guided trekking programme for tourists) in the Periyar Tiger Reserve is projected as a model success story in eco-tourism in forest areas. Here, local people organize trekking along designated forest routes. It is said that poaching and other illegal activities have reduced in the area due to the presence of trekkers. Further encouragement of appropriate forms of forest & wildlife based tourism could be considered in/adjoining Thattekkad Bird Sanctuary and the Parambikulam, Wayanad (Muthanga) and Aralam Wildlife Sanctuaries in particular, after due evaluation. Nonetheless, tourism in forest areas is prone to be ecologically sensitive, and one has to tread with caution, with continuous monitoring of the costs and benefits. Further, forest and wildlife based tourism would have to be encouraged on a conservative level, and therefore cannot be expected to generate large scale employment and income generation. Backwater tourism While other forms of tourist attractions are found aplenty in different parts of India, the extensive backwaters are a distinct feature of Kerala, providing a unique opportunity for positioning as an exotic tourism product. The geographical expanse of the backwaters also makes it convenient and conducive to spread tourism activity across the State, thus dispersing accompanying economic benefits and mitigating the negative impacts. At present, most backwater resorts and houseboats are at the high end of the price spectrum and consequently out of reach of the average tourist, both domestic and foreign. Just as hotel accommodation and other facilities are available at various price points, the same should eventually happen with backwater tourism facilities as well. But the numbers and quality of facilities would have to be regulated, keeping in view the local carrying capacity in different places of tourist concentration. (This issue is applicable to almost all forms of tourism and practically to the whole of India. A densely populated third world country presenting numerous problems and squalid environs to the tourist cannot expect to attract high-spending foreign tourists in bountiful numbers. Offerings at various price segments are necessary in each category to attract a viable number of tourists, without compromising on basic standards.) One of the components of backwater tourism is the development of suitable islands in the backwaters to provide resort accommodation, recreation and other facilities. While progress has been made on developing Gundu and Pathiramanal islands, there are reportedly about 30 comparable islands in different parts of Kerala, some of them under private ownership. The development potential of some of these islands could be suitably capitalized upon in due course. A part of the West Coast Canal has been declared as National Waterway No.3. Priorities for development, rehabilitation or deepening/widening of this waterway and other canals would have to be decided by evaluating the combined benefits through use for tourism, inland water transport and irrigation. The Kerala Government has a proposal for comprehensive and integrated development of the backwaters across the entire state, which is likely to cost around Rs.3000 crores, and may need to be implemented with funding from international agencies. The backwaters have reportedly shrunk to about one-third their original extent over the last century, due to various developmental activities. The backwater areas are also subject to CRZ regulations. A systematic development plan as proposed is therefore quite in order, so as to ensure sustainable and eco-friendly development and utilisation of the backwaters. Many of the principal tourist attractions in Kerala are close to the coast. Therefore, feasibility of organising coastal cruise ship tours can also be explored in due course, depending on suitability of port facilities and market potential. This project would have to be implemented with private sector/foreign investment. Beach tourism Beach destinations are commonly sold through charters. When the proposed resort at Bekal (referred to earlier above) is ultimately in place, charter flights (possibly through Kozhikode or Mangalore airports) may perhaps have to be the route to take to attract occupancy at least during the initial period. Beaches and associated marine areas could offer a variety of options, as may be feasible, such as swimming, boating, wind & board surfing, water skiing, para sailing, snorkeling & scuba diving and sport fishing. A comparative graded evaluation of the potential beach areas in Kerala could be carried out and efforts could be focused on those that are appropriate for development. Many of the beaches in Kerala are small and scope for development is limited. Nonetheless, one of the beaches that perhaps merits serious evaluation is the Muzhappilangad beach in Kannur district, which stretches over a long length along the coast. Ayurvedic tourism With ayurvedic rejuvenation treatments becoming available widely in different parts of India and abroad, Kerala would have to strengthen its positioning as the ‘real’ destination for ayurveda, and clearly distinguish its product vis-à-vis those available at other places. The other possible threat is that a semi-medical product is offered as a product of relaxation, often ignoring necessary conditions and precautions. Should there be a medical mishap, it could generate considerable negative publicity and create a set back. Medical check-ups to the requisite degree of detail may be specified clearly for each form of treatment. These should be insisted upon before providing treatment in the certified ayurvedic centers. The experts may also evaluate and consider the need for liability insurance and/or any other precautionary measures. Distortion of traditional ayurveda and its commercialization is another issue of concern. One view is that once the novelty and uniqueness wears off, ayurvedic tourism in its present form may lose its prime position and may end up having to be offered as a mass product at reduced rates. The product can sustain itself in the long run against competition, provided it can attract repeat business and also sustained business from new customers through word of mouth publicity. This can happen only if one avoids distortion of traditional ayurveda and its commercialization for quick gains. Investments for tourism development Kerala’s Tourism Vision 2025 views tourism to be basically a private sector activity, with the State playing the role of a catalyst and facilitator. An oft quoted norm is that the private sector would invest four times that invested by the government. Loans for private sector projects would be available from banks and financial institutions including KSIDC, KFC, Tourism Finance Corporation of India, etc. Tourism infrastructure projects are proposed to be implemented hereafter, primarily through private investments. Though certain incentives and subsidies are being offered for tourism projects, in the long term, the policy is to phase out financial incentives and concessions and attract investments based on merits, by providing the necessary basic infrastructure and facilities. Further, even basic infrastructure projects are to be implemented with progressively increasing degree of financial participation by non-government entities. As observed earlier, the Kerala Government has proposed an unprecedentedly large outlay of over Rs.900 crores towards tourism during the Tenth Plan period. More than half the envisaged expenditure (Rs.500 crores) is towards general infrastructure projects to be implemented through various line departments. Providing for expenditure on general infrastructure projects in tourist centres under the tourism budget helps these proposals to receive priority. However, this overriding of the normal process of prioritizing general infrastructure projects is justifiable, provided the infrastructure created has multiple use and tourism generates surpluses to finance developmental projects for more deserving areas. A related issue is as to whether such large outlay on general infrastructure under the tourism budget is sustainable in the long run. There are also major basic infrastructure projects that would facilitate tourism, such as the integrated development of backwaters, Theerappadam project and the Kerala State Transport Project, that could draw upon finances from diverse sources including international funding agencies. The Central Government too would lend support on many projects. Given the above factors, though there is little doubt that the overall investments would move upwards, it is difficult to concretize a long-term investment plan as to what would be the total cost configuration and how exactly this would be phased out and financed. However, as the share of investments from the private sector and other sources would increase, the government’s expenditure on tourism should stabilize at the magnitude proposed for the Tenth Plan period, even during subsequent Plan Periods as well, without the need for a major increase. Accordingly, a broad-based phased investment pattern for tourism development, categorized across major heads, is tentatively suggested below. This would have to be moderated and detailed out from time to time, based on changing circumstances. Rs.crores Item head Short Term 2002-07 ** Medium Term 2007-12 Long Term 2012-22 Total a) Basic Infrastructure 500 500 1000 2000 b) Tourism Infrastructure (Product Development, Accommodation) 338 300 600 1238 c) Human Resources Development 10 20 40 70 d) Marketing, Publicity & Promotion 53 70 140 263 e) Others (Incentives & Subsidies) 10 10 20 40 GRAND TOTAL 911 900 1800 3611 ** As per Kerala Government’s Tenth Plan proposals. Inter-state co-operation in tourism development Another aspect is one of competition across states and possible avenues for co- operation. Issues commonly raised are about common taxation laws, smooth inter-state movement of tourist vehicles, etc. But more importantly, since natural tourism assets like wildlife sanctuaries, the Western Ghats and coastlines are distributed contiguously across states, an integrated approach to planning and development of tourism by the concerned states is essential in the long term. As states in a given region are often competing for a slice of the same cake, planning with some element of co-operation and consultation across states would be to the long term benefit of all concerned. On the other hand, completely independent planning can result in pitching up direct competition with each other and/or creating conflicting situations that can only be to the disadvantage of all. Need for tourism planning Planning for tourism is a must. Many experiences in different parts of the world have shown that unplanned and haphazard growth of tourism can produce harmful results, with irreparable damage to the environment and socio-cultural values of a society. There are finite limitations to tourism development, in terms of both physical and social carrying capacities of destinations. Tourism planning should aim at achieving sustainable development, so that the tourism resources are available for perpetual use. Objectives of tourism development 1. The principal objective of developing tourism is economic development, with the following sub-objectives: • Generating employment and income • Earning foreign exchange • Earning revenues for the government • As a catalyst for development of other sectors, to the extent applicable • Using tourism to pay for infrastructure development, where possible Other objectives are: 2. Achieving environmental and cultural objectives for which resources may not be available otherwise. 3. Providing opportunities for recreation, relaxation and education to citizens away from their homes. 4. Nurturing a sense of pride and identity. Important qualifications to the above objectives are: 1. Minimise adverse socio-cultural and environmental impacts of tourism. 2. Disperse economic development, to the extent applicable and possible, to the less developed regions of the State. 3. Integrate with overall development objectives of the State, and promote balanced development, without creating over-dependence on tourism. 4. Safeguard the security and health of the host population and also those of the tourists. The objectives of developing tourism are very important, because they are the basic determinants of tourism policy and plan. Planning - a continuous process with built-in flexibility The earlier approach of preparing an end-state ‘master plan’ for guiding and controlling future development patterns has been found to be too rigid. The end- state approach does not provide for responding to changing circumstances, and is therefore not feasible to implement over a long-term period. This Plan Document therefore views planning as a continuous process that must provide for flexibility depending on changing situations, while still achieving the basic development objectives. The flexibility approach implies that planning should be done incrementally, with continuous monitoring and feedback on previous development and evaluation of new trends, both of which may influence decision making on the next stage of development. This incremental planning can be done successively from the general to the more specific levels, during the course of implementation. Planning horizon Time horizon for this Plan Document is taken to be the 20-year period from 2002- 03 to 2021-22, coinciding with the 10th to the 13th Five-Year Plan periods. Even though time periods are established for convenience of programming, they should be considered flexible. The overall planning objectives need not be discarded just because certain time targets set may not be met with. The plan may be revised or rescheduled so as to maintain a balance between demand and supply, so that there is no wastage of resources, while still striving to meet the targets over the long term. Structure of the Plan Document This Plan Document has 21 chapters excluding the executive summary. Development objectives and planning approach are explained in this chapter (Chapter 1). The further chapters of this Document are organised as follows: 1. Brief district-wise listing of principal tourism assets; analysis and projections of tourist traffic (Chapters 2 & 3) 2. Outlining of Kerala government’s tourism vision, tourism projects and proposals (Chapters 4 to 7). These are largely taken on-board with observations, if any. No new projects are suggested at this stage, given the large numbers that are already proposed, planned or under implementation. Decisions on further projects should be mainly taken by the private sector, based on merits, within the overarching framework of the Plan. 3. Analysis of tourist accommodation status, transport and other infrastructure projects (Chapters 8 & 9) 4. Issues relating to human resources development, economic & social impacts of tourism and regional priorities in tourism development (Chapters 10 & 11) 5. Outline of principal tourism products to focus on, based on Kerala’s inherent strengths and relative advantages (Chapters 12 to 17). Tourist attractions – foundation for developing tourism Most often, the basic tourist attractions or tourism products available at a place provide the foundation for developing tourism. While other complementary/ supplementary products/features can be added later on, it would be difficult to develop tourism without substantial inherent attractions to start with. In this context, this chapter provides a district-wise listing and brief description of important tourism assets of Kerala. The information given is drawn from several sources – varieties of tourist literature, web sites and the ‘Green Symphony’ CD- ROM. Information on tourism assets of each district has been limited to one page, thereby resulting in a process of selection and editing. This has to some extent been done based on perceived relevance of the assets to tourism planning. Kerala’s tourism assets – categorisation The various tourist attractions in Kerala can be classified broadly as cultural attractions and natural attractions. In the listing that follows, most of the tourism assets have been assigned letter codes in the margin, based on the principal interests that they cater to. The coding pattern is given below. CULTURAL ATTRACTIONS NATURAL ATTRACTIONS T History, architecture, archeology B Beach C Culture, heritage, arts & crafts W Backwater U Museum, palace P Picnic spot O Fort H Hill station, hill, mountain peak R Religious place, pilgrimage centre, place of worship F Wildlife/bird sanctuary, forest E Waterfalls L Lake Pilgrimage centres/places of worship have received substantial representation in the listings. Although many of them may not have wide ecumenical appeal, they nevertheless attract a large number of devotees/pilgrims from far and near. Unless otherwise mentioned, distances of tourist places indicated in brackets are from the local district headquarters. Detailed evaluation, ranking or grading of tourist attractions in each category has not been possible, within the time frame that was available for the preparation of this Plan Document. Nevertheless, relative importance of tourist destinations has been suggested in the listings by the use of different front styles and font sizes as explained below. District headquarters and/or major tourist destinations reported to be attracting tourists in large numbers GURUVAYOOR Other popular, planned or potential tourist destinations of varying degrees of perceived relative importance/ development potential. KUMARAKOM MUZHAPPILANGAD BEACH EZHIMALA Karumadi Relative prominence by way of font style/letter size has been given based on the following criteria: 1. Current level of development & popularity of the tourism asset 2. Inclusion of the asset in Kerala Government’s tourism plans & proposals 3. Relatively unexplored location with apparent potential for future development The district-wise text is followed by seven maps. The first map (Exhibit 2.1) identifies the districts and district headquarters in Kerala, that would be repeatedly referred to in this Plan Document; and also provides an indication of the elevation contours in different parts of the State. The other six maps (Exhibits 2.2 to 2.7) locate selected tourist sites in Kerala that are currently popular and/or hold potential for the future, under six principal categories: 1. museums & monuments 4. wildlife sanctuaries & national parks 2. places of worship 5. backwater tourism nodes 3. hills & hill stations 6. beaches Imbalance between geographical spread of tourism assets and tourism development The list of assets and the maps very clearly bring out the following facts: 1. Most of the principal tourism assets in Kerala fall into half a dozen close-knit categories. 2. The tourism assets are spread out fairly uniformly across the whole of Kerala. 3. Although the currently more popular tourist destinations are concentrated in the southern and central parts of the State, there are many potential tourism assets in the northern districts. District-wise listing of principal tourism assets 1. THIRUVANANTHAPURAM DISTRICT THIRUVANANTHAPURAM CITY – State capital. Diverse tourism interests. R Sri Anantha Padmanabhaswamy Temple –City’s best-known landmark. Deity is 18-ft image of Vishnu reclining on celestial serpent Anantha. 16th century temple, has 368 sculptured stone pillars & mural paintings. 100-ft high gopuram in Dravidian style built by Travancore Maharaja in 1733. U Museum complex & zoo – Napier Museum, Shri Chithra Art Gallery (has paintings by Ravi Varma) and zoological-cum-botanical garden. U Kuthiramalika (Puthenmalika) Palace Museum – Built by the musician king Maharaja Swathi Thirunal. Paintings and other collections of the royal family. U Kanakakunnu Palace – Palace with landscaped garden illuminated after sunset. P B Shanghumukham Beach (8 km) – Beach near airport. Has indoor recreation club, matsya kanyaka (35 m long mermaid sculpture), starfish shaped restaurant & children’s traffic training park. Sunset watching. Water is polluted by urban effluents. W P AKKULAM Boat Club (8 km) – Picnic spot on backwaters; Boating, park, swimming pool. W P VELI Tourist Village (8 km) – Picnic spot. Veli lagoon meets Arabian sea here. Boating in backwater lagoon, 18-acre waterfront garden with modern sculptures, floating bridge. W R THIRUVALLAM (10 km enroute to Kovalam) – Serene backwater stretch. Canoe rides in backwaters. Has temple to Parasurama, the legendary founder of Kerala. B KOVALAM (16 km) – Most visited beach in Kerala – popular since 1930s. Comprises three adjacent crescent beaches. Accommodation to suit all budgets. Several ayurvedic centres. Handicraft and souvenir shops. B Chowara beach (south of Kovalam) - Virgin beach; new tourist destination with several heritage and ayurvedic resorts. R Vizhinjam (Fishing port south of Kovalam) - Has Rock Cave – 18th century granite cave temple with loose/incomplete sculptures/reliefs of Vinandhara Dakshinamurthy, Shiva and Parvathi. Also, marine aquarium. B Poovar – Known for Poovar Island Resort & Wilson Beach Resort. B R VARKALA (40 km) – Beach resort & pilgrim centre. High cliffs with mineral springs near coastline. Several resorts & hotels. Nature Care Centre offers yoga & massage. Sivagiri Mutt atop Sivagiri hill has Samadhi of Sree Narayana Guru, religious & social reformer. Papanasham beach with 2000-year old Janardhana Swamy Temple. B O Anjengo (Anchuthengu) (36 km) – Historical town between Arabian sea & Anjengo Kayal. East India Company built a fort with the permission of the queen of Attingal in 1695. Beach, ruins of fort and flag staff, tombs of Dutch and British are some places of interest. P R Aruvikkara (16 km) – Site of a mini dam supplying water to Thiruvananthapuram. Ancient rock shrine dedicated to Bhagavathi, on the banks of Karamana river. F P NEYYAR Wildlife Sanctuary & Neyyar Dam (32 km) – Popular picnic spot. Crocodile farm, lion safari park and boating in Neyyar dam reservoir. H Agasthyarkoodam – 1868 m ASL peak, part of Neyyar Sanctuary. Accessible by foot from Kottor near Neyyar Dam, Trekking with permission. E Meenmutty falls – Situated in Neyyar Sanctuary. H PONMUDI (61 km) – Hill station 915 m ASL. Deer park nearby. Golden valley – scenic viewpoint with natural springs. Trekking trails. U Koyikkal Palace, Nedumangad (18 km enroute to Ponmudi) – 15th century double storeyed Nalukettu building with gabled roof, museum of folklore & numismatics. F PEPPARA Wildlife Sanctuary (50 km, deviation enroute to Ponmudi) – Rich flora & fauna. Rugged terrain with rivulets. 2. KOLLAM DISTRICT W KOLLAM CITY – Situated on Ashtamudi Lake. Gateway to backwaters. Backwater boat tour route: Kollam – Alumkadavu – Alappuzha. Also has house boats & resorts. W P Picnic Village at Ashramam – Situated on backwater. Main centre of recreational activities in Kollam. 200 year old government guest house, adventure park, children’s traffic park, tourist boat club, Yatri Nivas. B P Mahatma Gandhi Beach & Park (2 km north) – Place for short outings and picnics. B T Thangasseri (5 km) – Seaside village of historical importance. Ruins of Portuguese/Dutch fort and 18th century churches and colonial bungalows. 144 ft high century old light house on beach. B Thirumullavaram Beach (6 km north) – Beach fringed with coconut palms. A popular local picnic centre. W ALUMKADAVU (23 km) – Picturesque village on Kayamkulam lake near Karunagapally. Half way enroute to Alappuzha from Kollam, by boat. Home of artisans who crafted the over 60 feet long kettuvalloms (traditional cargo boats) in yesteryears. These are now re- modeled as tourist house boats. P THENMALA (66 km) – Newly developed eco-tourism centre with boating facility in Kallada dam reservoir, garden, musical fountain, trekking path, etc. Entry point to Shenduruny wildlife sanctuary. F SHENDURUNY Wildlife Sanctuary – Formed around the Kallada irrigation project. Shenduruny valley is one of the richest floral areas of Kerala. Also home for elephants, tigers, leopards, bears, lion tailed macaques. E PALARUVI Waterfalls (75 km) – Palaruvi means ‘milky stream’. The 300 ft waterfall down the rocks, gives the impression of flowing milk. The water falls into a shallow pool, suitable for bathing/swimming. Wooded picnic spot. KTDC motel. Smaller cascades nearby. R KULATHUPUZHA (64 km) – Sri Dharma Sastha temple in forest area near Thenmala, on the right bank of Kulathupuzha river. Forest range famous for elephants. R ARIANKAVU (70 km) – Sri Sastha temple, 5 km from Palaruvi. Attracts pilgrims during Mandalapooja in December. 2.5 km railway tunnel nearby. R Mayyanad (10 km) – Has nine temples. Most important is Subramanya temple at Umayanallur, said to be consecrated by Adi Sankaracharya. R L SASTHAMKOTTA (29 km) – Has Kerala’s largest fresh water lake with scenic hills on three sides. Ancient Sastha temple on lake shore is an important pilgrim centre. R Ochira (34 km) – Parabrahma temple dedicated to universal consciousness. Unique feature is that there is no deity or idol. Known for Ochira Kali festival in mid-June – mock fight between groups of men dressed as warriors on the padanilam (battle field). They perform martial dance standing in knee-deep water, brandishing swords & shields and splashing water in all directions. Panthrandu Vilakku (twelve lamp festival) in Nov/Dec. R Matha Amrithanandamayi Ashram, Amrithapuri near Vallikkavu – Residence and headquarters of Matha Amrithanandamayi Devi. Accessible by road and boat. R PUNALUR (46 km) – Suspension bridge built in 1879 over Kallada river is star attraction. Lord Ayyappa temple at Sasthamkoram. Industrial town. R Rameshwara Temple – Dating from the 12th to 16th centuries with Pandyan influence in design. Tamil inscriptions, Vyala monster sculptures. R JATAYUPARA at Chadayamangalam – Huge rock where the mythical bird Jatayu is believed to have collapsed after failing in attempts to rescue Sita from Ravana. R KOTTUKAL Rock Cut Cave Temple (11 km from Chadayamangalam) – Idyllic example of rock cut temple architecture. 3. PATHANAMTHITTA DISTRICT PATHANAMTHITTA TOWN – Hub of pilgrim centres in Kerala. R MALAYALAPUZHA (8km) – Bhagavathy Temple has beautiful wall paintings and artistic stone carvings. A very popular pilgrim centre. Konni (11km) – Known for its elephant training centre. Reservoir. Agricultural region rich in cash crops like rubber, pepper, coffee, ginger, etc. Proposed eco-tourism centre. C Elavumthitta (12km) – Muloor Smarakam, memorial to Muloor, social reformer & poet. R Kozhencherry (13 km) – Venue of largest Christian gathering in Asia, known as Maramon Convention. Held in February-March each year on the banks of river Pamba at Maramon since over 100 years. Addressed by Christian scholars from all over the world. E Perunthenaruvi (36 km via Vachoochira) – 100 feet high waterfalls on the Pamba river. R SABARIMALA (72 km) – Most popular pilgrim centre in Kerala. Attracts 15 million pilgrims annually. Famous for Ayyappa Temple situated in a hilly, wooded region at 914 m ASL. Accessible only by foot from Pamba (4 km). Mandalapooja & Makara vilakku (Nov – Jan) is the peak pilgrim season. R Nilackal (17 km from Sabarimala) – Has old Shiva temple. R Pandalam (14 km from Chengannur) – Ayyappa, deity of Sabarimala, had his human sojourn here as son of the Raja of Pandalam. Valiyakoikal temple here was modeled on the Sabarimala shrine. Pilgrims worship here enroute to Sabarimala. Before Makaravilakku, ornaments of Ayyappa are taken from Pandalam to Sabarimala. R C Aranmula (10 km from Chengannur) – Temple town amid undulating green hillocks. Parthasarathi Temple on the banks of Pamba river is very popular. Aranmula snake boat race (Aranmula Vallamkali) is held on the last day of Onam festival (Aug-Sep). 30 feet snake boats each with 4 helmsmen, 100 rowers & 25 singers. Vijnana Kalavedi Cultural Centre - Residential courses in Kathakali, Mohiniyattam, Kalaripayattu, music, wood carving, etc. Foreigners camp to experience Kerala culture. Aranmula kannadi - Hand made polished metal mirrors make unique souvenirs. R ACHANKOVIL (80 km from Punalur) – Has Dharmasastha temple, believed to have been founded by Parasurama. The deity holds an ever-bright shield and sword in hand. R Thiruvalla - Sri Vallabha Temple – A large temple in Kerala style. Kathakali performance is staged here every evening. The name Thiruvalla originates from God Sri Vallabhan. Paliakara Church Has mural paintings. R Niranam (7 km from Thiruvalla) – Has one of the oldest Christian churches in India, believed to have been built by the apostle St. Thomas## in 52 A.D. Also the birthplace of a band of 14th century poets and social reformers popularly known as Niranam Kavikal or Kannassa Panikkaranmar, who re-rendered many Sanskrit works in Malayalam. R T Rock Cut Cave Temple (6 km from Thiruvalla) –Resembles Pallava style. Dated to 8th century A.D. ‘Sivalinga’ cut out of a rock is enshrined in a square cave. R C Mannadi Kavu (13 km from Adoor) – Ancient Bhagavathy temple here has exquisite stone sculptures. Kerala Institute of Folklore and Folk Arts functions here. Memorial to Veluthampi Dalawa, renowned freedom fighter of Travancore, who spent his last days here before he killed himself with his sword. H Charalkunnu – Picturesque hill station, provides panoramic view of nearby valleys. R Manjanikara Church – Mar Ignatius Elias III, the holy patriot of Anthoid while on a visit to India, died at this place in 1932. This place later developed into a pilgrim centre. ## St.Thomas, the apostle, arrived in A.D. 52 at Muciris (near modern Kodungalloor or Cranganore) with Jewish merchants, for the propagation of Christ’s message. It is locally believed that St. Thomas established seven and half churches in Kerala. Seven churches were established at Kodungalloor, Palayur, Paravur, Kokkomangalam, Niranam, Chayal and Kollam. The churches at Malayattoor and Tiruvamcode (near Kanyakumari) are together regarded as the half (small) church. Most of the churches are still in existence, though perhaps not in their original form. 4. ALAPPUZHA DISTRICT W ALAPPUZHA TOWN – ‘Venice of the East’ – situated on the banks of a network of canals, lakes and lagoons. Hub of houseboat operations and backwater cruises: from Alappuzha to Kollam, Kottayam & Kochi. Famous for Nehru Trophy Boat Race (Aug) and Tourism Snake Boat Race (Jan). B Alappuzha Beach – Long sandy beach. First light house on the west coast, built in 1862. Pier extending into the sea is about 140 years old. Vijaya Beach Park – picnic spot with children’s park & boating facilities. Sea View Park has boating facilities & swimming pool. R Mullackal Rajarajeshwari Temple – “Navarathri” festival is celebrated with procession of nine elephants. Cultural programmes including Ottan thullal are staged. R Latin Catholic Church – One of the oldest churches. R Kottamkulangara Mahavishnu & Devi Temples – Two temples in same compound. Mahavishnu temple was earlier situated in a pond, which is now covered with sand. B Marari Beach (15 km north)– Known for Marari Beach Resort C Chavara Bhavan (6 km from Alappuzha) – Ancestral home of the blessed Kuriakose Elias Chavara. Accessible only by boat. 250-year old beacon of light is preserved here. T Punnapra (near Alappuzha) – Memorial to Punnapra – Vayalar uprising (1946) - bitter struggle between communists & Travancore State Police. R St. Mary’s Church at Champakulam – Believed to be one of the seven established by St.Thomas, the apostle. Annual feast in October. W PATHIRAMANAL (14 km) – 10 acre picturesque island on Vembanad lake accessible only by boat (from Kumarakom & Muhamma). Covered with greenery & visited by rare migratory birds. Name means ‘Sands of midnight’. International backwater resort is to be developed here by Oberoi Group. W Kuttanad region / Q,S,T and R Block Kayals (canals) – ‘Rice bowl of Kerala’ in the heart of the backwaters between Alappuzha & Changanassery. Farming is done 1 to 2 m below seal level on land reclaimed from backwaters & protected by dykes. This amazing feature can be observed through leisurely cruise along the inland water ways. R Arthunkal (22 km north, near Cherthala) – St. Andrew’s Ferona Church established by Portuguese missionaries in 1851. ‘Arthunkal Perunnal’ –St. Sebastian feast is held in Jan. R Kokkomangalam Church (near Cherthala) – Established by St. Thomas. R Ambalappuzha (14 km south) – Has Sree Krishna Temple, built in typical Kerala style. Temple has paintings of Dasavatharam on inner walls of Chuttambalam. Famous for Palpayasam – milk porridge offered to the deity. Annual festival in March/April. 16th century poet Kunjan Nambiar staged his first Ottan Thullal, a satiric solo dance performance here. C R Karumadi (3 km east of Ambalappuzha) – Famous for its Karumadi Kuttan, a black granite figure of Buddha said to belong to the 9th - 11th century. U KRISHNAPURAM PALACE near Karthikapally (47 km) – This 18th century palace was built during the reign of Marthanda Varma of Travancore. Double storied structure of typical Kerala architecture – gabled roof, dormer windows, narrow corridors. Famous for one of Kerala’s largest mural paintings (14 ft x11 ft) depicting Gajendramoksham. Also has museum of sculptures, paintings & bronzes. Protected by State Archeology Department. R St. George Church at Edathua (24 km) - Established in 1810; located on the banks of Manimala river. Believed to heal mental disorders and other ailments. R Mannarsala Sree Nagaraja Temple, near Haripad (32 km) – Ancient temple of serpent god Nagaraja & consorts – Sarpa Yakshi & Naga Yakshi, in a panoramic 16-acre wooded site. Presided over by a priestess. Popular with women seeking to have a child. R Chettikulangara Bhagavathy Temple near Mavelikkara (5 km east of Kayamkulam) – Temple of Bhadrakali, supposed to possess miraculous powers. Famous for Kettukazhcha festival (February/March) – procession of tall decorated chariots, with brightly adorned images of horses, bullocks and epic heroes; cultural performances. 5. KOTTAYAM DISTRICT R KOTTAYAM TOWN – “Mecca of Publishing Industry”, home of periodicals. Valiapalli Church / St. Mary’s Church (2 km) – Built in 1550. Known for its two 8th century Persian granite Crosses with Pahlavi inscriptions. St. Mary’s Church, Cheriapalli (2 km) – Built in 1579 by Thekkumkur Maharajah. Blend of Kerala & Portuguese architecture. Has murals on biblical & non-biblical themes. Vimalagiri Church (Angathattupalli) – Cathedral of the Diocese of Vijayapuram built in Gothic style. 172 ft high main steeple is the highest church steeple in Kerala. St. Joseph’s Monastery at Mannanam (8 km) – Father Chavara Kuriakose Elias’ mortal remains are preserved here. Site of St. Joseph’s Press established in 1844, which printed ‘Nasrani Deepika’, one of the oldest newspapers in the State. Jama Masjid, Thazhathangadi (2 km) – One of the oldest mosques in India believed to be 1000 years old, is on the banks of Meenachil river. Thirunakkara Mahadeva Temple – 500 year old temple built by Thekkumkur Maharajah in Kerala style, has colourful murals. Its Koothambalam – building for cultural purposes, is one of the best in Kerala. Phalguna festival (April/May) attracts large numbers. W KUMARAKOM (16 km) - Fast developing backwater tourism destination. Resorts offer exclusive holiday options & houseboat stays/cruises. Tourist Village on Vembanad lake – scenic picnic spot with boating facility. F Kumarakom Bird Sanctuary alongside Vembanad lake has migratory birds like Siberian stork, egret, heron and teal. Can be explored by boat also. W Nattakom & Panachikad (10 km) – Quiet villages with scenic water bodies, lush greenery & migratory birds in summer. Recommended boat ride from Panachikad to Kumarakom. E P Aruvikkuzhi Waterfalls (18 km) – Picnic spot. 100 ft water fall amidst rubber plantations. R VAIKKOM (40 km) – Famous for Mahadeva temple. According to legend, temple was built by Parasurama, mythological creator of Kerala. Festival in Nov/Dec with elephant processions. Vaikkom was once capital of erstwhile Vadakkumkur kingdom. T Anchuvilakku – Stone lamp post in Kerala style near Changanassery boat jetty built by freedom fighter Veluthampi Dalawa. The five lamps are lit using kerosene. H Nadukani – Picturesque hill with bird’s eye view of vast meadows girded by huge rocks. P Karumbukayam-Meloram – Scenic place on Manimala river between Kanjirapally and Erumeli. Popular for occasional water fiestas organised by enthusiastic people. R Bharananganam (5 km east of Palai) – The 1000 year old St. Mary’s Church here features an attractive Grotto of Virgin Mary. Has entombed mortal remains of the blessed Sister Alphonsa (1916-1946) in a chapel next to the church. R St. Mary’s Church, Kuravilangad – Built in 355 AD on the high ranges of Kuravilangad town. It has an old bell with undeciphered inscription. R Ettumanoor (12 km) – 16th century Mahadeva Temple in Kerala style of temple architecture. Inner & outer walls have exquisite sculptures and murals, depicting scenes from Hindu mythology. Famous for painting of Nataraja in the gopuram and ezharaponnara (7 ½ elephants finished in gold). Central shrine has copper plated conical roof. R ERUMELI (60 km) – Vavarambalam Mosque dedicated to Vavar, friend of Ayyappa - deity of Sabarimala. Hindu pilgrims worship here before proceeding to Sabarimala. H ILAVEEZHAPOONCHIRA (55 km) – Means ‘valley where leaves don’t fall’, named as the place has no trees. Verdant landscape with 1000 m high hills. Highest point is Kannadipara. Valley of this rocky mountain reflects the morning sun with mirror like perfection. Mankunnu, Kodayathoormala & Thonippara hills are good for trekking. Pazhakakanam plateau with bamboo groves, meadows & wild flowers nourished by Todupuzha river & Kazhukankulimali waterfalls are nearby. During monsoons, the valley fills up to form a scenic lake. R Pundareekapuram (near Thalayolaparambu) – Famous for mural collection, believed to be the best in Kerala. Sanctum is decorated with murals depicting scenes from Hindu epics. 6. IDUKKI DISTRICT F THEKKADY (265 km from Thiruvananthapuram) Periyar Tiger Reserve – Most popular wildlife sanctuary in Kerala. Animals can be observed from boats in Periyar lake. Trekking with guides in small groups. Kumily (4 km from Thekkady) – Plantation town with accommodation & shopping facility. Mangala Devi Temple (15 km from Thekkady) – Located in dense woods at 1337 ASL. Trekking route. Peak commands a picturesque view. H MUNNAR (310 km from Thiruvananthapuram) – Hill station & popular resort town (1600 to 1800 m ASL) situated at the confluence of three mountain streams – Mudrapuzha, Nallathanni & Kundala. Mountain scenery with craggy peaks, tea estates, picture book settlements & winding lanes. Facilities for boating, cycle rental, trekking packages & tea factory visits. H DEVIKULAM (7 km from Munnar) – Hill station with velvet lawns. Sita Devi lake with mineral water springs & picturesque surroundings is a picnic spot. DTPC’s spice garden. L Mattupetty (13 km from Munnar) – 1700 m ASL. Indo-Swiss livestock project & dairy farm. Mattupetty lake & dam nearby provide a picnic spot with boating facility. Lock Heart Gap (13 km from Munnar) – View point. Adventure tourism and trekking Echo Point (15 km from Munnar) – Scenic place with natural echo phenomenon. Kundala (20 km from Munnar) – Picturesque tea plantation town on way to Top Station. Dam and lake, Tata Tea’s golf course. Aruvikkad Waterfalls is nearby. H Top Station (32 km from Munnar) – 1700 m ASL. Highest point on Munnar – Kodaikanal road. Offers a panoramic view. F H ERAVIKULAM National park (15 km from Munnar) –Established to protect Nilgiri Tahr. Rajamala, forms the tourism zone of the Park. Nilgiri Tahr can be seen here. Anamudi (17 km from Munnar) – (2695 m ASL). Highest peak in south India in the southern periphery of the Park. Suitable for trekking. P T Marayoor (40 km from Munnar) – Natural sandal wood trees. Forest dept’s sandalwood factory. Children’s park under canopy of a single banyan tree. Relics of megalithic age - ‘Muniyaras’ (tombs) believed to date from 1000 B.C. to 200 A.D. have cave paintings. E Cheeyappara & Valara water falls - Cheeyappara cascades down in seven steps. Place for trekking. Valara (10 km from Adimali) has a chain of waterfalls surrounded by forests. F CHINNAR Wildlife Sanctuary (60 km from Munnar) – Watch towers provide fascinating view. Massive Thoovanam water falls on river Chinnar is deep within the sanctuary. P F Idukki Arch Dam – World’s second & Asia’s first arch dam, 550 ft high & 650 ft wide. Boating facility in dam reservoir & hill view park. IDUKKI Wildlife Sanctuary is nearby. P Cheruthoni (1194 m ASL) – Near PAINAVU, headquarters of Idukki district. Breath taking views of distant areas. Accessible only by jeep. H PEERUMEDU – Plantation town, takes its name from Peer Mohammed – Sufi saint and close associate of erstwhile Travancore royal family. Once the summer retreat of the Travancore Maharajas; the palace is now converted to a government guest house. Kuttikanam (3 km from Peerumedu) – Hilly cardamom plantation area. Trekking. Thrissanku Hills (near Kuttikanam) – Rolling landscape – Ideal for long walks. Grampi (5 km from Peerumedu) – Parunthupara (eagle rock), view from high peaks. Pattumala (17 km from Peerumedu) – Means hill draped in silk. Lofty peaks, little streams & tea plantations. Velankanni Matha church at the hill top. Flower garden nearby. H VAGAMON (25 km from Peerumedu) – Trekkers’ delight at an altitude of 1100 m ASL, surrounded by meadows, valleys and tea gardens. Chain of three hills with religious shrines nearby. Vagamon is proposed to be developed as a prime eco-tourism destination. P Malankara (near Thodupuzha) – Picnic spot; Muvattupuzha Irrigation Project’s reservoir. H Kudayathoor Mala (6 km from Thodupuzha) – Picturesque hillock, suitable for trekking. E Thommankuthu waterfalls (20 km from Thodupuzha) – Small, but scenic waterfall. 7. ERNAKULAM DISTRICT W KOCHI CITY – ‘Queen of the Arabian Sea’. Spread over a cluster of islands on Vembanad lake & mainland (Ernakulam). Backwater tours. Fort Kochi – Historic town influenced by Portuguese, Dutch and British. R C Jewish synagogue –Built in 1568. Has scrolls of Old Testament, copper plates recording grants by Kochi rulers & hand painted blue Chinese ceramic tiles. Jew Town – Street leading to synagogue has curio shops. R T St. Francis Church – Built by Portuguese around 1546. Has crypts & tombstones of Portuguese nobles. Has Vasco da Gama’s grave stone, as he was first buried here. Mortal remains were later taken to Portugal. U Dutch Palace (Mattancherry Palace) – Built by Portuguese and gifted to Cochin Raja in 1555. Renovated by the Dutch in 1663. Has beautiful murals depicting scenes from Ramayana and Mahabharatha. T Chinese Fishing Nets – Huge cantilevered fishing nets, originally brought here by traders from the court of Kublai Khan. R Santa Cruz Basilica – Present building was commissioned in 1887 and has a grand interior. Originally built in 1558 by Portuguese. O Pallipuram Fort – On the northern fringe of Vypeen island. Built in 1503 by Portuguese, first fort built in India by Europeans. Hexagonal shaped & three storeyed. U Bolghatty Palace – Built in 1744 by the Dutch is now a heritage hotel run by Kerala Tourism Development Corporation. Located on Bolghatty island. W GUNDU ISLAND – Small island, coir products factory. Taj Group to develop resort. B Cherai Beach (45 km) – Near Vypeen island, ideal for swimming. U R THRIPPUNITHURA (9 km) – Was the seat of the Cochin Rajas. Hill Palace Museum - Paintings, epigraphy, furniture of the royal family are displayed. Poornathreyesa (Vishnu) Temple – Masterpiece of Chola architecture. R Chottanikkara Bhagawathi Temple (15 km; near Thrippunithura) – Deity is worshipped as Saraswathi, Bhadrakali and Durga at different times of the day. U Museum of Kerala History (10 km; Edappally) – Has statue of Parasurama, the sage who is said to have created Kerala. Life size figures depict important landmarks of civilization from neolithic age to modern era in Kerala. One hour sound and light shows. P R U ALUVA (21 km) –Pilgrim centre & summer picnic site on left bank of river Aluva. Chovvara – Old summer palace of erstwhile Cochin royal family, on right bank of Aluva. P Kodanadu (30 km from Kottayam) – Elephant training centre under forest department, amid high ranges near Perambavoor. Elephants trained for safari are provided to tourists. F THATTEKKAD Bird Sanctuary (20 km from Kothamangalam) – Between branches of Periyar river. Has 200 bird species Boat cruises from Bhoothathankettu to Thattekkad. P BHOOTHATHANKETTU (50 km) – Popular picnic & trekking spot, close to Thattekkad Bird Sanctuary. Boating in reservoir of Periyar Valley & Idamalayar irrigation project dams. R MALAYATTOOR (52 km) – St. Thomas Church on Malayattoor peak (609 m ASL). Has life-size statue of St. Thomas & imprint of his feet on a rock. He is said to have prayed here. T CHENNAMANGALAM (42 km) –A historical Jewish centre. Has remains of Oriental Jewish Synagogue in the old Jewish colony. Nearby are ruins of Vypeenkotta Seminary built by Portuguese (16th cen.) and ancient Syrian Catholic Church (13th cen.). R KALADI (45 km) – Birth place of Adi Sankaracharya, on the banks of river Periyar. Temples to Sri Sankara, Sarada Devi, Sri Krishna, International Temple (abode of peace). R Kothamangalam (55km) – 14 centuries old St. Thomas & St. Mary’s churches. R Kanjiramattom Mosque (30 km) - Erected over mortal remains of Sheikh Parid/Farid. Caparisoned elephants, traditional Muslim art forms like Oppana & Mappilappattu, pilgrims carrying sandalwood paste are highlights of Kodikuthu festival (Dec/Jan). 8. THRISSUR DISTRICT THRISSUR CITY R Vadakkumnathan Temple – Shiva temple, one of the largest in Kerala. Shrines & Koothambalam (temple theatre) have exquisite vignettes carved in wood. Houses a museum of wall paintings, wood carvings & art pieces. Is the venue of the famous Pooram festival celebrated in April-May, which includes procession of decorated elephants carrying ceremonial umbrellas. U Archaeological Museum – Picture gallery of mural paintings from all over Kerala. U Art Museum – Collection of wood carvings, metal sculptures and ancient jewellery. P Vilangankunnu Hill (7 km) – Picnic spot atop a small hill. R Arattupuzha (12 km south) – Known for the annual Pooram festival during March – April. Deities of 46 temples from neighbouring villages are brought at night on caparisoned elephants accompanied by music to the local temple of Lord Sastha. R Thriprayar Temple (South of Thrissur) – Rama temple with exquisite wood carvings, sculptures and mural paintings. Temple festival in November with parade of 17 elephants. R GURUVAYOOR (31 km) – 16th century Sree Krishna or Guruvayoorappan Temple. Walls of sanctum have exquisite mural paintings & carvings. 33.5 m high gold plated dhwajasthambham (flag post) adorns outer enclosure. 7m high dipasthambham (pillar of lamps) with 13 circular receptacles provides a gorgeous spectacle. Narayana Bhattathiri composed ‘Narayaneeyam’, at this temple. Popular venue for Hindu weddings & annaprasanams. Festival (Feb/March) - elephant processions. Punnathoorkotta (2 km from Guruvayoor) – Visitors can see the trained elephants of the Guruvayoor temple here. R Koodal Manikyam Temple near Irinjalakuda (21 km) – Ancient temple, only one in India with Bharatha (brother of Sree Rama) as deity. 11-day annual festival with 12 caparisoned elephants is held in April/May. C Cheruthuruthy (32 km) – Seat of Kerala Kalamandalam, a music and dance academy founded by poet Vallathol Narayana Menon in 1930. Imparts training in Kathakali, Mohiniyattam, Thullal and other art forms. Also arranges cultural programmes on request. P F PEECHI-VAZHANI Wildlife Sanctuary & Peechi Dam (20 km) – Dam site is a picnic spot with boating facility in the reservoir. Botanical garden & cascading fountains. R St. Thomas Church at Palayur, Chavakkad – One of the oldest churches in India, originally supposed to have been built by St. Thomas in A.D. 52. F CHIMMINI Wildlife Sanctuary – Sanctuary headquarters is at Echippara. Endowed with scenic beauty and varied wildlife. There is a dam across Chimmini river. T R KODUNGALLOOR (Cranganore) (50 km southwest) – Coastal port town of immense historical importance. Ancient centre of trade with Phoenicians, Greeks, Romans, Arabs. R St. Thomas Memorial Church – St. Thomas landed here in 52 A.D. This church established by him houses ancient relics. R Cheraman Juma Masjid – Originally believed to be built in 629 A.D. First juma masjid in India and the second in the world. A local king Cheraman Perumal is believed to have gone to Mecca, embraced Islam and got an existing temple in Kodungalloor converted into a mosque. The present building dates from the 16th century and is designed in Hindu architectural style. The mosque faces east, unlike other mosques, which face Mecca. E P ATHIRAPALLY (63 km) and Vazhachal waterfalls (68 km) – Two scenic waterfalls on the edge of Sholayar forest range, 5 km apart. Athirapally falls joins Chalakkudi river after plummeting 80 ft. This is a popular picnic spot. Dream World and Silver Storm amusement parks are nearby. Vazhachal is part of Chalakkudi river & is amidst dense forest. 9. PALAKKAD DISTRICT T R PALAKKAD TOWN O Palakkad Fort (Tipu’s fort) – Granite fort built by Hyder Ali in 1766. One of the best preserved forts in Kerala. Martyr’s Column & open-air auditorium are in the spacious fort grounds. A children’s park is on one side. R Kalpathy Siva Temple – 700 year old Viswanatha Swamy temple on the banks of river Kalpathy. Known for annual chariot festival in November. R Jain Temple – 32 X 20 feet granite temple has images of Thirthankaras & Yakshinis. P MALAMPUZHA Dam (10 km) – Garden complex around Malampuzha dam draws large holiday crowd. Gigantic sculpture of ‘Yakshi’ (enchantress) – masterpiece of famous sculptor Kanai Kunhiraman. Small Japanese style rock garden, rose garden, boating facility in reservoir, rope way, hanging bridge across canal, aquarium. Fantasy Park at Malampuzha has variety of rides - pirate boat, tora tora, water merry go around, etc. C Lakkidi (near Ottappalam) – Killikkurissimangalam is birth place of Kunjan Nambiar, Kerala’s satirist poet, regarded as progenitor of Ottan thullal, a form of solo dance narration. Poet’s house is preserved as a memorial by the Kerala Government. H Dhoni (15 km) – Hill station & trekking spot. Takes 3 hours trek from the base of Dhoni hills to reach this reserve forest area, with its small waterfall. Also farmhouse with Swiss cattle. U R Kollengode (19 km) – Has palace and Vishnu temple. C Chittur (15 km south east) – Known for Kongappa festival in February – March. The festival commemorates the victory of Nairs of Kochi over the militia of Kongunadu (Coimbatore). Chittur is also known for Kora grass mat making and granite carving. Chittur Gurumadom or Thunchath Acharyamadom – Memorial to Thunchath Ezhuthachan, the author of Adhyatma Ramayana. P KANJIRAPUZHA (24 km) – Reservoir of Kanjirapuzha dam. Evergreen forest ‘Vethilachola’ provides backdrop to the lake surrounded by hills. H T Alattur (24 km south-west) – Alattur or Velimala hill has ruins of an ancient temple atop the hill & a perennial natural spring. It also has a cave in the middle with mud partitions. L Meenkara (32 km) – Panoramic lake and aquarium. F SILENT VALLEY National Park (80 km) - Substantial stretch of evergreen rain forests. Transportation is possible only up to Mukkali (24 km from park). Rest of the way has to be covered by foot. Visitors are allowed only in a few places in the buffer zone. Facilities are rudimentary. Home of tribal people. Known for rare lion tailed macaque. F PARAMBIKULAM Wildlife Sanctuary (135 km) – Has the largest population of wild gaur (bison). Boating facility in Parambikulam reservoir. Trekking is allowed with prior permission. Kannimaram teak tree, said to be the largest in Asia is near Thunakadavu, headquarters of Parambikulam. H Attappady (38 km from Mannarkad) – Highland terrain with plantations & forests, fed by tributaries of river Cauvery. Largest tribal settlement in Kerala. Habitat of tribes like the Irulas & Mudugars. Malleshwaram peak is worshipped as a giant ‘Shivalinga’ by the tribals. H NELLIAMPATHY (75 km) – Hill station in Nelliampathy forest range, view of misty mountains & valleys interspersed with tea, coffee, cardamom, orange & teak plantations. Vantage view point with 100 m high waterfall near Seethagundu estate. Hills’ heights - 467 m to 1572 m (Padagiri or Nellikota peak). Trekking potential. Camping in community hall at Kaikatty. P Pothundy (17 km from Nelliampathy) – Pothundy reservoir complex – picnic spot and stop over point enroute to Nelliampathy. R Thrithala (75 km) – Kathil Madom temple on the banks of Bharathapuzha river is a domed structure of granite slabs built in the 9th /10th century. Marks transition from Chola to Pandya style of architecture. Nearby are ruins of a large fort with deep moat hewn out of laterite. 10 MALAPPURAM DISTRICT R MALAPPURAM TOWN - Jama’at Mosque – One of the most important mosques in Kerala. Nercha festival in April. Adjacent to the mosque is the mausoleum of Malappuram Shaheeds, whose brave exploits have been immortalized in the Malappuram ballads. Kottakkal (12 km south) – Has a fortified palace of the Kizhakke Kovilakam kings, a wing of Zamorins. Also, headquarters of Kottakkal Arya Vaidyasala, a pioneering private Ayurvedic institution established in 1903. Research centre and hospital. H NILAMBUR – Known for Canolly’s Plot, the world’s oldest teak plantation. Named after H.V. Connolly, then collector of Malabar district. Bamboo trees cover extensive area in the forest. Teak museum. Original home of Cholainaickans, the oldest tribe of Kerala C Tirur – Birth place of poet Thunchath Ramanuja Ezhuthachan, father of the Malayalam literature. ‘Thunchan Parambu’, where the 16th century poet was born, is highly venerated and its sand is held sacred and is used in vidyarambham, especially on Vijaya Dashami. R Thirunavaya (8 km south of Tirur) – Navamukunda Temple, believed to have been founded by nine saints. Mamamkam festival (grand assembly of rulers in Kerala), started by Cheruman Perumal, used to be held here once every 12 years up to 1755 to choose an emperor. Now, a martial arts festival of Kalarippayattu is held during summer on the sand banks of Bharathapuzha river. R Mambaram (26 km east of Tirur) – Muslim pilgrim centre. Famous for the Makhan – a shrine used primarily as a final resting-place for the principal Thangals. The Mambara Nercha is held in the month of Muharram near the tomb of Mambaram Thangal. R Manjeri - Karikkad Subramanya temple is unique for its architectural style. The temple at Thrikkalangode, near Manjeri, is known for its Manjeri Pooram festival in April. R KONDOTTI (18 km east of Manjeri) – 500 year old Pazhayangadi Mosque, which is venue of Valia Nercha festival during February – March. Associated with Muslim saint Mohammed Shah, also known as Kondotti Thangal. B T Tanur – Coastal fishing town of historical importance. One of the first Portuguese settlements in India. St. Francis Xavier visited in 1546. Beach, Keraladesapuram (Vishnu) Temple – one of the oldest in Kerala. R Angadippuram – Religious centre for both Hindus and Muslims. Thirumandhankunnu Temple – Principal deities are Shiva and Bhagavathi. Pooram festival in March/April attracts large number of devotees. Puthanangadi Mosque – Has Arabic inscriptions engraved on one of its planks. B Padinharekara Beach, near Ponnani – The beach offers a breathtaking view of the confluence of Bharathapuzha, Tirur Puzha and the Arabian sea. B Vallikunu Beach – Beach set in the middle of a coconut grove. W Biyyan Kayal – Waterway with boating facility. H Kodikuthimala – Perennial springs and green mountains. E Adyanpara – Waterfalls and lush jungles. 11 KOZHIKODE DISTRICT C KOZHIKODE CITY – Erstwhile capital of the Zamorins & trading port. P Mananchira Maidan – Originally palace tank of king Mana Vikrama. The historic maidan has been converted into an arcadia with landscaped lawns & gardens, artificial hills, sculptures, open air theatre & musical fountain. U Art gallery & Krishna Menon Museum (West Hill, 5 km) – Art Gallery has paintings of Ravi Varma among other collections. The section dedicated to V.K Krishna Menon displays his personal belongings. U Pazhassi Raja Museum (East Hill, 5 km) – Has mural paintings, bronzes, coins, models of temples, megalithic dolmonoid cysts, umbrella stones, etc. R Thali Shiva Temple – Important temple of erstwhile Zamorin kingdom, built in the 14th century. High laterite walls and expansive temple pond. W The backwaters of Kozhikode – Elathur, the Canoli canal and the Kallai river are favourite haunts for boating. W Korapuzha – An upcoming water sports destination. Venue of Korapuzha Jalotsavam. W F KADALUNDI (19 km from Kozhikode) – Bird Sanctuary spread over a cluster of islands surrounded by hillocks. Migratory birds gather during the season, starting from November. Also a potential backwater tourist centre. T Feroke – Ruins of a fort, believed to be built in 1788. More than a dozen tile factories. B C Beypore (10 km south) – Historical trading port and fishing centre at the mouth of Chaliyar river. Known for indigenous boat building technology. Mammoth traditional Arabian trading vessels known as Urus or Dhows were built by traditional ship builders here. Now wooden cabin cruisers and pleasure boats are built mainly for export. Beach has a bridge made of huge stones piled together, which makes a 2 km pathway into the sea. B T KAPPAD BEACH (16 km) – Vasco da Gama’s landing here in 1498 is commemorated by a small stone monument at the beach. Rocky promontories jutting out to the sea result in a beach of calm waters. 800 year old temple on rock. Ayurvedic health resort nearby. H P PERUVANNAMUZHI (60 km) – Peruvannamuzhi dam site. Reservoir has speed boat and row boat facilities. Also, uninhabited islands, bird sanctuary and crocodile farm. ‘Smaraka Thottam’, a garden built in memory of freedom fighters of the region. H TUSHARAGIRI (50 km east) – Two streams meet here to form the Chalippuzha river. River diverges into three waterfalls creating a snowy spray, which gives the name ‘Tusharagiri”. Highest waterfall is Thenpara, which falls 75 m. Trekking tracks; tribal area. T Vadakara (40 km) – Historical town – has a ruined fort. Was the scene of many exploits of Tacholi Othenan, the hero of Vadakkanpattu or the northern ballads of Kerala. Iringal – Birth place of legendary navigator Kunjali Marakkar, chief of Zamorin’s force. His sword is preserved in the house, which is under state archeology department. R Lokanarkavu Bhagavathi Temple (5 km from Vadakara) – Main deity is Goddess Durga, with two adjacent shrines to Vishnu and Shiva. Main Durga temple is believed to be over 1500 years old. Three rock cut caves in the temple premises have beautiful carvings & murals. This temple is frequently alluded to in the northern ballads of Kerala. R Kuttichira – Muccunti mosque has interesting stone inscriptions. B T Thikkoti Light house –Light house overlooking Velliyamkallu – a rock dreaded by mariners off Moodadi coast, was build after a ship wreck. Migratory birds visit this area. H Vellarimala – Kanjirapuzha, tributary of Chaliyar river, flowing along the rocky terrain forms several attractive waterfalls. Ideal for relaxing and trekking. 12 WAYANAD DISTRICT H R KALPETTA – District headquarters. Ananthanathaswamy Jain temple at Puliyarmala. H VYTHIRI – Picturesque hill town at 1300 ASL. H LAKKIDI (5 km from Vythiri) – Gateway to Wayanad. 700 m ASL at the crest of Thammasseri ghat pass. Picturesque hills, gurgling streams & luxuriant vegetation on the 12 km Adivaram – Lakkidi route. Lakkidi has one of the highest rainfalls in the world. L Pookot Lake (3 km from Lakkidi) - Fresh water lake surrounded by hills. Has boating facility, children’s park, handicrafts & spice emporium, fresh water aquarium. H Chembra Peak (14 km west) – Highest peak in Wayanad -2100m ASL. Panoramic surroundings with plantations and forests. A challenging trekking route. DTPC provides guides and trekking equipment and tents on hire. Meppadi hills nearby are similar. R Varambetta Mosque (15 km east) – 300 year old mosque, oldest in Wayanad. Built in traditional Kerala style with gabled roof. P Banasura Dam (21 km northwest) – Mini hydel project with largest earth dam in India. Park with flowering trees. Islands in the reservoir. View of Banasura hills in the background. R Glass Temple at Kottamunda (20 km) – Parswanatha Swamy Jain Temple on the slope of Vellarimala. Mirrors inside temple walls reflect thousands of images of the icons of Parswanatha Swamy and Padmavathi Devi in the sanctum sanctorum. E Sentinel Rock Waterfalls (22 km south) Waterfall tumbling down a height of 20m from a hilltop at Chooralmala near Meppadi. Ideal for rock climbing. E Kanthanpara Waterfalls (12 km southeast of Kalpetta) – Small yet scenic waterfall just about 30 m in height. E Meenmutty Waterfalls (12 km east of Meppadi) – Waterfall cascading in three tiers, down a spectacular height of 50 m. T Mananthavadi (32 km) – Last resting place of Veera Pazhassi Raja, the Lion of Kerala – who organised guerilla war against the British. Pazhassi Raja died a martyr’s death and was cremated here in 1805. Forest area at 500 m ASL. P Pazhassi Tourist Resort – Picnic spot with aquarium, coin operated toys & boating. R Valliyoorkavu (3 km east of Mananthavadi) – Durga temple, very popular among local tribal communities. Ten day annual festival in April with dances & music of the tribals. P Kuruva Island (17 km east of Mananthavadi) – 950 acres of evergreen forests on Kabani river. Home to rare birds, animals, orchids and herbs. Picnic spot. R THIRUNELLI (32 km) – Maha Vishnu temple beside river Papanasini amidst Brahmagiri hills. Shrine supported by 30 granite columns; ground paved with square granite slabs. H Pakshipathalam (10 km northeast of Thirunelli) – Can sight birds from watch tower at 1740 m ASL; accessible only by trekking. Steep hills, virgin forests and rivulets; trekking place. Cave used by ancient saints for meditation nearby. H T SULTHAN BATHERY - Hill station. Has fort built by Tipu Sultan in the 18th century. U Ambalavayal Heritage Museum (12 km south of Sulthan Bathery) – Houses artifacts & belongings of various tribes. Exhibits include rare 2nd century clay sculptures, ancient bows and arrows, stone weapons, etc. F WAYANAD Wildlife Sanctuary (16 km from Sultan Bathery) –Rich in flora and fauna – elephants, spotted deer, gaur, sambar, sloth bear. Tribals live in & around forest area. T Edakkal Caves (12 km south of Sulthan Bathery) – Archeological site with pre-historic petroglyphs. Two natural rock shelters formed by three huge boulders, at 1000 m ASL on Ambukutty hill. Contain pictorial writings of new stone age (7000 years old), with human & animal figures in peculiar head dresses along with swastik forms & symbols. One of the earliest centres of human habitation. Accessible only by trekking 5 km from Ambalavayal. E Chethalayam Waterfalls (12 km from Sultan Bathery) – One has to trek 4 km from Chethalayam on Pulpalli main road to view the waterfall. E Soochipara Waterfalls (22 km from Kalpetta) – Three-tiered waterfall in dense forest. 2 km walk from road. Cliff face near waterfall is suitable for rock climbing. 13 KANNUR DISTRICT KANNUR TOWN – “Great Emporia of Spice Trade” in Marco Polo’s travel records. Capital of erstwhile Kolathiri Rajas. B P Payyambalam Beach (2 km) – Popular picnic spot; clear stretch of sandy beach. Mortal remains of eminent persons from Kerala are laid to rest here. B Mappila Bay (3 km) – Beach with remnants of a temple and fort. A sea wall projecting from the fort separates the rough sea and inland water. Modern fishing harbour has been developed under Indo-Norwegian pact. O St. Angelo Fort (3 km) – A formidable triangular fort built of laterite, facing the Arabian sea, replete with moat and bastions. Originally built by Portuguese in 1505. Passed into the hands of Dutch, Ali Raja and British. Offers fascinating views of Mappila bay and Dharmadam island. R W PARASSINIKKADAVU (18 km) - Sri Muthappan Temple - Only temple in Kerala where Theyyam, a ritual dance, is performed every morning & evening. Presiding deity is Muthappan, hunter incarnation of Shiva. Follows unusual ritual of offering fish & toddy to the deity. Situated on banks of Valapattanam river. Boating facilities available. F Snake Park (15 km) – Dedicated to conservation of snakes. Has 150 snake species scientifically maintained in pits and glass cages. Snake demonstrations conducted every hour draw large crowds. Located amidst scenic setting in a sandalwood park. B MUZHAPPILANGAD BEACH (15 km, enroute to Thalassery) - One of the longest (4 km) and cleanest beaches in Kerala. Highway runs along its entire length, thus making it a ‘drive-in’ beach. Beach is protected by black rocks from deep currents, thus making the shallow waters safe for swimming. Dharmadam island is visible from here. B DHARMADAM Island (17 km) – Small 5 acre island covered with coconut palms & dense bushes has a beautiful beach. Permission is required to enter this privately owned island. B Kizhunna Ezhara Beach (12 km) – This beautiful stretch of sand is one of the most secluded beaches in Kerala. C Malayala Kalagramam, New Mahe (29 km) – This is a famous centre for arts and crafts. Conducts courses in painting, sculpture, music, dance and pottery. Has art gallery. R Thodeekulam Siva Temple (34 km, on Thalassery-Mananthavady road) – Famous for mural paintings. Believed to be 2000 years old. Associated with the Pazhassi Raja family. R Madayi Para (22 km) – Ancient mosque originally built in 1124 AD by Malik Ibn Dinar, a Muslim preacher from Arabia. Has a block of white marble brought by him from Mecca. Nearby is a dilapidated fort, built by Tipu Sultan. There is also a fine beach. P R EZHIMALA (25 km north) – Beautiful beach here has a hill nearby (286 m high). Atop the hill is a mosque having mortal remains of Sheikh Abdul Latif, a Muslim reformist. At the foot of the hill are a cave & an old burial chamber. Rare ayurvedic herbs are found in Ezhimala. Ezhimala was capital of the ancient Mooshika kings. Buddha is believed to have visited Ezhimala. Popular picnic spot. Naval academy is being developed here. F ARALAM Wildlife Sanctuary (35 km from Thalassery) – Tropical semi evergreen forest. Herds of deer, elephant, etc. P Pazhassi Dam (37 km) – Dam site with garden. Boating facility in reservoir. H PYTHAL MALA (65 km) – This enchanting hill station (1370 m ASL) is rich in flora and fauna. It is a 6 km trek to the top of the hills. There is a proposal to establish a zoo here. O Thalasseri – Thalasseri Fort – Square fort with massive walls & secret tunnels into the sea, located near beach. Built by the British in 1708. Grand gateway intricately carved huge door and a lighthouse are major attractions. U Arrackal Kottaram (3 km from Thalassery) – Palace of Arrackal Ali Rajas. T Gundert Bungalow – Residence of German missionary & scholar Rev. Dr. Herman Gundert (1814-1893). He compiled first Malayalam-English dictionary, published one of the first Malayalam newspapers-Paschimodayam & also built a church on Nattur hill. 14 KASARAGOD DISTRICT KASARAGOD TOWN – District headquarters O Chandragiri Fort (4 km from Kasaragod) – Built by Shivappa Naik in the 17th century. Small square shaped fort. Offers view of Chandragiri river and Arabian sea. Vantage point to watch sunset. Mosque and ancient Kizhur Sastha temple nearby. W Chandragiri Cruises – Backwater boat trips to nearby islands & palm groves available from Chandragiri bridge. BEKAL (16 km south of Kasaragod) - Planned to be developed as a major beach & backwater tourist destination. B P W Pallikere Beach – Walking distance from Bekal fort. Shallow water beach offers a scenic view of Bekal fort. Gardens & playground have been developed near the beach. Bekal Aqua Park – Offers boating facility in the backwaters near Pallikere beach/Bekal Hole backwaters. O Bekal Fort – Largest and best-preserved fort in Kerala. 130-ft high laterite structure shaped like a giant keyhole. The fort’s tall observation tower offers a view of Arabian sea, beach and surrounding areas. Believed to be built in the 1650s by Shivappa Naik of Ikkeri dynasty. Mosque built by Tipu Sultan and Hanuman temple at fort entrance. B Kappil Beach (22 km) – Remote & once secluded beach is becoming a tourist attraction. R Ananthapura Lake Temple (12 km northeast) – This 9th century temple set in a rock cut lake is the only lake temple in Kerala. It is believed to be the moolasthanam (original seat) of Ananthapadmanabhaswamy at Thiruvananthapuram. Deity is Padmanabhaswamy seated on Anantha. Theppotsavam of deity on canoes in the lake and Yakshagana performances are held during annual festival in April. W VALIYAPARAMBA (30 km from Bekal) – Perhaps the most scenic backwater stretch in Kerala. Fed by four rivers and dotted with numerous little islands. Valiyaparamba offers enchanting boat cruises. R W Kumbla (14 km northwest of Kasaragod) – Set on a picturesque lagoon separated from the sea by a sand pit & connected by a narrow channel. Was the seat of Kumbla kings who ruled the southern Tuluva kingdom. Sree Parthasarathi Temple at Munjankavu nearby. C W NILESWARAM – Cultural centre of the district. The Nileswaram palace today functions as the folk centre of the Dept of Archaeology. The town is also famous for its shrines and the Karl Bhavan Yoga and cultural centres. There are several ‘Kavus’, where nature, God and man commune in serene silence. Mannanpurathu kavu is the most important. R C B Manjeshwara – Known for Srimad Anantheshwara temple or Mahalingeshwara temple. Birth place memorial of Govinda Pai – patriarch of Kannada literature and poetry. Kanwatheertha beach (3 km from Manjeshwara) – A large swimming pool-like formation of the sea on the vast beach is the main attraction. R Bela (15 km north of Kasaragod) – Mother Doloru Church or Church of ‘Our Lady of Sorrows’ – oldest church in the district. Built in 1890 in Gothic style – rare architecture. R Madiyankulam Durga Temple – Architectural heritage property. Bhutha dance performed during annual festivals in May/June and Dec/Jan. P C Cheruvathur –A fascinating picnic spot. Sight from hill above is exquisite. Known for Veeramalakunnu – home of the illustrious poets and scholars of Kuttamath. H Kottancherry (30 km north east of Kanhangad) – Similar in scenic beauty to Kodaikanal. The rain forest near Konnakkad is ideal for trekking. H RANIPURAM (55 km) – 750 m ASL. Trekking trails and varied vegetation – evergreen shola & monsoon forests & grasslands. Accessible by jeep. DTPC cottages. R Thalankara – Malik Dinar Juma Masjid – Built in old carpentry style; believed to be one of the oldest mosques in India. Located near Arabian Sea. Built by a Muslim preacher Malik Mohammed Dinar, whose tomb lies adjacent to the mosque. Analysis of Tourist Statistics Tourist arrivals – numbers: Published tourist statistics report domestic and foreign tourist arrivals into Kerala during the year 2001 at 5.24 million and 0.21 million respectively (Exhibit 3.1). This is as collated by the Kerala Tourism Department, from the data obtained from hotels located in the principal tourist destinations of the State. As is the usual practice, if the same tourist camps in two different places, he gets counted twice. This overestimation is however claimed to be broadly counter balanced, as data is not fully captured from all hotels/lodges. Also, the published data does not capture pilgrims visiting Sabarimala (reported at 17.4 million during the year 2000!), as most of them do not stay in commercial hotels. Nonetheless, they too would have to be considered tourists, if one were to go by the liberal definition. But some members of Kerala’s hospitality and travel industry are of the opinion that the published statistics over-estimate the leisure tourist traffic that comes into Kerala. The view expressed is that there is multiple counting of foreign tourists at different locations, and also that many persons of Indian origin with foreign passports coming to visit friends and relatives are included. A modal estimate of actual foreign tourist arrivals is slightly over 100,000. Observations of this nature would however apply to the foreign tourist statistics compiled elsewhere as well, and are not unique to Kerala. As regards domestic tourists, the private travel industry members feel that real leisure tourism traffic in Kerala is about 1.5 to 2 million per annum, of which about 0.2 million may be considered as high spending. It is said that majority of those checking into hotels come for reasons other than leisure tourism such as business, official/personal work, etc. The reported growth in numbers is also said to be partly due to better data capturing over the years, rather than real increase in numbers. However, the definition of tourists would include visitors coming for business and other purposes as well. More importantly, one would have to go by the hard numbers for comparison across years and for certain elements of future planning, regardless of their limitations. The gut-feel estimates can only be viewed as explanatory/qualifying remarks. Tourist arrivals – growth rates: The compounded annual growth rates in domestic and foreign tourist arrivals into Kerala over the five-year period 1996 to 2001, work out to 3.5 % and 3.4 % respectively. However, the growth rates would be significantly higher if the period between 1995 and 2001 is considered – domestic: 5 % and foreign: 6.5 %. This is due to the unusually high increase in tourist arrivals between 1995 and 1996. Seasonality: Arrival of foreign tourists is more seasonal (October to March accounts for 66% of total annual arrivals) than domestic tourist arrivals, which is relatively uniform throughout the year (Exhibit 3.2). There is no notable change in the seasonality of domestic tourist arrivals over the 15-year period from 1987 to 2001. However, the pattern of foreign tourist arrivals suggests a progressive decline in the share of the October-December period, with a corresponding increase during the April–June quarter (Exhibit 3.3). Popular tourist destinations/regions: District-wise and centre-wise tourist arrivals to Kerala during the year 2000 is presented in Exhibit 3.4. Thrissur, Ernakulam, Thiruvananthapuram, Kozhikode and Palakkad districts report the highest number of total tourist arrivals. Southern and central regions of Kerala enjoy relatively larger share of up-market tourist traffic. In particular, northern Kerala’s share of foreign tourist arrivals is quite low (less than 5 %). The trends in destination-wise tourist statistics clearly indicate that while domestic tourists tend to show interest in places of religious interest and general recreation, foreign tourists are more attracted to beaches, backwaters and places of natural beauty/wildlife sanctuaries (Exhibit 3.5). Foreign tourists – principal sources & modes of arrival: U.K., Maldives, U.S.A., Germany and France, together contribute to more than 50% of foreign tourist arrivals to Kerala (Exhibit 3.6). Over the period from 1987 to 2000, there is an increase in the share of foreign tourist arrivals from U.K. and U.S.A. At the same time, there is a distinct decline in the share of tourist arrivals from some developed countries such as Germany, France, Italy, Switzerland and Australia (Exhibit 3.7). About two-thirds of foreign tourists come to Kerala by road and rail, after entering India through other states. Since 1993, there is a small but significant percentage of foreign tourist arrivals by ship (Exhibit 3.8). Tourist Traffic Projection Projection based on Kerala Tourism Vision’s targets: The Perspective Plan necessitates at least a broad quantification of the tourist traffic that can potentially and realistically be induced to visit the State, and also that the state government, in setting its tourism objectives, desires to attract. Kerala’s Tourism Vision 2025 envisages a growth rate of 7 % per annum in foreign tourist arrivals and 9 % growth in domestic tourist arrivals. These growth rates would translate to the following numbers: (Numbers) Year Foreign tourist arrivals (7 % annual growth) Domestic tourist arrivals (9 % annual growth) 2001 (base year data) 208,830 5,239,692 Projections based on Vision 2025 growth targets: 2006-07 293,000 8,062,000 2011-12 411,000 12,404,000 2016-17 576,000 19,085,000 2021-22 808,000 29,365,000 Even very small neighbouring countries like Sri Lanka and Maldives attract about 400,000 and 300,000 foreign tourists per annum respectively. But these figures are achieved by providing low-cost value-for-money packages and under duress to use tourism as one of the lead vehicles for economic growth. Thailand doubled its annual foreign tourist arrivals from 5 million in 1990 to 10 million by the year 2000. But the Amazing Thailand campaign was implemented under serious compulsions to ward off economic recession. Tourism products and services were offered at highly affordable prices. The growth in tourism was accompanied by considerable adverse socio-cultural impact on the society. Thailand is now re- positioning itself as a ‘family destination’. A four-fold growth in foreign tourist arrivals into Kerala in twenty years may therefore be difficult to achieve without compromises. An ambitious growth target has perhaps been set so as to ensure that at least a part of this is achieved. Further, the above projections suggest that domestic tourist arrivals would increase more than five-fold in two decades and would be comparable in magnitude to the State’s population itself. While many regions do have annual tourist inflows comparable to or even larger than their populations, it would be difficult to manage this under Indian circumstances, due to deficiencies and imbalances in infrastructure. Therefore, the growth rates projected in the Vision document may only be achieved during short periods and/or when the base is small. Growth rates of the magnitude envisaged are neither sustainable nor desirable in the long run. Alternative recommendation on growth rates to aim for: We would advocate aiming for a more conservative rate of growth in tourism in the long term for the following reasons: 1. Balancing tourism with corresponding development of necessary infrastructure, due to various demands on limited capital resources. 2. Premature aggressive marketing of a tourism product whose basic transport, accommodation, utility, health and security infrastructure are inadequate, and whose hospitality human resources are limited; can irrevocably damage a destination’s image. 3. Allowing residents time to gradually adjust to tourism and participate in its planning and socioeconomic benefits. 4. Avoiding imbalance in economic development and over-dependence on tourism. We have already seen that average growth rates of 3.5 % have been achieved in recent years in both domestic and foreign tourist arrivals to Kerala. The base of foreign tourist arrivals is small and this group has a higher percentage of niche interest and high spending tourists. One could therefore target a long-term growth rate of 5 % per annum for foreign tourist arrivals. The targeted long term growth rate for domestic tourist arrivals could remain at 3.5 % per year. Tourist traffic projections based on the above growth rates would be as in the table below. Year-wise intrapolations are provided in Exhibit 3.9. (Numbers) Year Foreign tourist arrivals (5 % annual growth) Domestic tourist arrivals (3.5 % annual growth) 2001 (base year data) 208,830 5,239,692 Moderated tourist traffic projections: 2006-07 267,000 6,223,000 2011-12 340,000 7,391,000 2016-17 434,000 8,778,000 2021-22 554,000 10,426,000 Without doubt, Kerala has achieved remarkably high growth rates in tourist arrivals in recent years, as it started with a relatively small base. Sustaining the same growth rate over a long period may only be possible at the cost of quality/spending power of the incoming tourist traffic. However, this may not be what the State desires, but may be compelled to accept only if other sectors of the economy fail to provide the necessary growth impetus. Even with moderate growth in tourist arrivals, increase in per capita tourist expenditure in real terms (net of inflation) and corresponding multiplier effects would have a significant positive impact on the State’s economy. Kerala’s tourist carrying capacity & need for dispersal of tourist inflows While moderating the growth rates above, we have implicitly taken into consideration the possible carrying capacity of Kerala as a tourist destination, without actually trying to quantify it. Carrying capacity analysis is an important element in determining the upper limit of desirable tourist inflows and the corresponding development of resources and facilities that should be planned for. It is much better to anticipate and plan for optimum development levels, than allow for saturation to be reached, and then take difficult and often expensive remedial measures. Carrying capacity is the maximum number of tourists/people who can use a site – 1. without unacceptable alteration in the physical environment, 2. without unacceptable decline in the quality of experience gained by visitors, and 3. without unacceptable adverse impact on the society, economy and culture of the tourist area. Carrying capacity measurement norms for various types of tourism projects are outlined in Exhibit 3.10. It is however difficult to quantify the carrying capacity for the state of Kerala as a whole. Though it is not uncommon to relate the number of tourist arrivals to the number of local inhabitants, this ratio itself could vary widely depending on a number of factors, including general infrastructure that is already in place. The carrying capacity of Kerala would be a function of the extent of clustering of major tourist attractions and the concentration of tourist traffic at the transit points. Without doubt, the major transit points of Thiruvananthapuram and Kochi already face various constraints. They cannot be overburdened without damage to the quality of tourist experience or an unviably high expenditure in augmenting infrastructure. The envisaged growth in tourist traffic can be handled conveniently and smoothly, if there is significant dispersal of traffic to other transit points and other tourist destinations of the State, especially in the northern districts. Exhibit 3.1 TRENDS IN DOMESTIC AND FOREIGN TOURIST ARRIVALS INTO KERALA (1986 TO 2001) Year Domestic tourists Foreign tourists Nos. Change % Nos. Change % 1986 423,756 50,841 1987 510,619 20.5 51,816 1.9 1988 582,050 14.0 52,083 0.5 1989 634,248 9.0 62,952 20.9 1990 866,525 36.6 66,139 5.1 1991 948,991 9.5 69,309 4.8 1992 994,140 4.8 90,635 30.8 1993 1,027,236 3.3 95,209 5.0 1994 1,226,722 19.4 104,568 9.8 1995 3,915,656 219.2 142,972 36.7 1996 4,403,002 12.4 176,855 23.7 1997 4,926,401 11.9 182,427 3.2 1998 4,481,714 -9.0 189,941 4.1 1999 4,888,287 9.1 202,173 6.4 2000 5,013,221 2.6 209,933 3.8 2001 5,239,692 4.5 208,830 -0.5 Note: 1. Change % column provides percentage variation over previous year. 2. There is a sudden increase in reported domestic tourist arrivals in 1995, due to increase in the hotels covered for data collection. Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.2 AVERAGE MONTH-WISE ARRIVAL PATTERN OF DOMESTIC AND FOREIGN TOURISTS INTO KERALA Month Percentage of annual arrivals (averaged over 15 years) Domestic tourists Foreign tourists Jan 8.9 13.7 Feb 7.7 11.8 Mar 7.5 9.7 Apr 8.4 6.8 May 9.3 4.8 Jun 6.9 3.6 Jul 7.9 4.5 Aug 8.1 6.9 Sep 8.7 7.3 Oct 9.0 8.1 Nov 8.6 10.3 Dec 9.0 12.4 Total 100.0 100.0 Note: 1. Data given above represents average of reported month-wise tourist arrival pattern from 1987 to 2001 2. Arrival of foreign tourists is more seasonal (October to March accounts for 66% of total annual arrivals) than domestic tourist arrivals, which is relatively uniform throughout the year. Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.3 TRENDS IN SEASONALITY OF DOMESTIC AND FOREIGN TOURIST ARRIVALS INTO KERALA (1987 TO 2001) Percentage of annual tourist arrivals Quarter Average over five year periods 15 year average 1987-91 1992-96 1997-01 Domestic Tourists Jan-Mar 25.8 23.4 24.2 24.1 Apr-Jun 23.2 24.4 24.9 24.6 Jul-Sep 23.7 27.0 23.8 24.7 Oct-Dec 27.3 25.3 27.1 26.6 Foreign Tourists Jan-Mar 34.5 33.7 36.5 35.3 Apr-Jun 11.9 14.8 16.6 15.3 Jul-Sep 16.8 21.3 17.6 18.7 Oct-Dec 36.8 30.2 29.3 30.8 Note: 1. There is no significant change in the seasonality of domestic tourist arrivals over the 15 year period from 1987 to 2001. 2. However, the pattern of foreign tourist arrivals suggests a progressive decline in the share of the October – December period, with a corresponding increase during the April – June quarter. Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.4 DISTRICT-WISE AND CENTRE-WISE TOURIST ARRIVALS TO KERALA (2000) Tourist arrivals in numbers District/Centre Domestic Foreign 1 Thiruvananthapuram 763,345 82,803 Thiruvananthapuram city 740,216 35,159 Kovalam 11,519 44,440 Others - Thiruvananthapuram 11,610 3,204 2 Kollam 96,103 8,997 3 Pathanamthitta 67,041 208 4 Alappuzha 127,719 12,013 Sub-Total: Southern Kerala 1,054,208 104,021 5 Kottayam 140,320 12,876 6 Idukki 209,639 24,842 Thekkady 166,970 21,543 Others - Idukki 42,669 3,299 7 Ernakulam 810,527 55,819 Kochi city 774,087 51,726 Others - Ernakulam 36,440 4,093 8 Thrissur 1,376,692 2,057 Thrissur city 255,731 1,804 Guruvayoor 1,120,961 253 9 Palakkad 300,888 1,517 Sub-Total: Central Kerala 2,838,066 97,111 10 Malappuram 241,740 856 11 Kozhikode 496,060 5,159 12 Wayanad 171,040 561 13 Kannur 76,565 1,415 14 Kasaragod 135,542 810 Sub-Total: Northern Kerala 1,120,947 8,801 TOTAL 5,013,221 209,933 Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.5 MOST POPULAR TOURIST DESTINATIONS IN KERALA AMONG DOMESTIC & FOREIGN TOURISTS Rank Destination Visitors % Domestic Tourists 1 Guruvayoor 37.0 2 Thiruvananthapuram 30.3 3 Kochi 23.3 4 Kozhikode 11.6 5 Thrissur 7.8 6 Palakkad 7.5 7 Thekkady 4.6 8 Kottayam 4.0 9 Kollam 2.7 10 Alappuzha 2.4 Foreign Tourists 1 Kochi 42.7 2 Kovalam 28.2 3 Thiruvananthapuram 27.5 4 Thekkady 10.8 5 Alappuzha 6.9 6 Kollam 4.7 7 Kottayam 4.2 8 Kozhikode 2.1 9 Thrissur 1.1 10 Palakkad 0.5 Note: 1. Visitors’ % column provides estimates of the average percentage of tourists to Kerala who visited the given destinations, based on available statistics for the period 1987 to 2001. 2. The data suggests that while domestic tourists tend to show interest in places of religious interest and general recreation, foreign tourists are more attracted to beaches, backwaters and wildlife sanctuaries. Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.6 IMPORTANT COUNTRIES AND REGIONS OF ORIGIN FOR FOREIGN TOURIST ARRIVALS INTO KERALA (AVERAGE FOR THE YEARS 1998 TO 2000) Rank Country Visitors % 1 U.K. 18.4 2 Maldives 9.8 3 U.S.A 8.6 4 Germany 8.2 5 France 7.0 6 Sri Lanka 6.3 7 Italy 3.7 8 Japan 3.6 9 Netherlands 3.2 10 Australia 3.1 11 Switzerland 3.1 12 Sweden 2.4 13 Canada 2.1 14 Belgium 1.6 15 Austria 1.6 16 Denmark 1.5 17 Spain 1.4 18 Singapore 1.2 19 New Zealand 1.0 20 Israel 1.0 21 Malaysia 1.0 Rank Region Visitors % 1 Europe 53.0 2 Asia 26.7 3 North America 11.0 4 Australia-New Zealand 4.1 5 Africa 0.5 6. Others/unknown 4.7 Note: Asia comprises: SAARC – 16.6 %; E./S.E. Asia – 6.7 %; W. Asia – 3.4 % Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.7 CHANGING PATTERNS IN FOREIGN TOURIST ARRIVALS INTO KERALA FROM THE TRADITIONAL MARKETS OF EUROPE, NORTH AMERICA, JAPAN & AUSTRALIA (TRENDS OVER THE PERIOD 1987 TO 2000) Sl. No. Country Average visitors % for the period 1987 to 90 1991 to 95 1996 to 00 1 U.K. 15.5 17.0 18.8 2 U.S.A 6.9 7.4 8.5 3 Germany 13.3 10.7 8.2 4 France 8.3 7.5 6.5 5 Italy 7.2 4.6 3.7 6 Japan 3.3 3.0 3.3 7 Switzerland 3.8 2.9 2.9 8 Australia 3.7 2.5 2.8 9 Canada 2.3 2.0 2.0 10 Spain 1.2 1.6 1.5 Note: 1. There is an increase in the share of tourist arrivals from U.K. and U.S.A. 2. At the same time, there is a distinct decline in the share of tourist arrivals from some developed countries such as Germany, France, Italy, Switzerland and Australia. Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.8 FOREIGN TOURIST ARRIVALS INTO KERALA – BY MODE OF ARRIVAL (%) Year Mode of arrival (%) Air Ship Road & Rail 1990 30.5 0.1 69.4 1991 35.3 0.1 64.6 1992 34.8 0.2 65.0 1993 34.2 3.5 62.2 1994 35.8 3.2 61.0 1995 34.8 2.7 62.5 1996 32.8 3.9 63.3 1997 35.6 2.9 61.6 1998 36.3 3.5 60.2 1999 31.1 3.7 65.2 2000 30.5 5.8 63.7 Average 33.6 3.2 63.1 Note: 1. About two-thirds of foreign tourists come to Kerala by road and rail, after entering India through other states. 2. Since 1993, there is a small but significant percentage of tourist arrivals by ship. Source: Tourist Statistics, Department of Tourism, Government of Kerala Exhibit 3.9 YEAR WISE MODERATED TOURIST TRAFFIC PROJECTIONS (2002-03 to 2021-22) (Numbers) Year Foreign tourist arrivals (5% annual growth) Domestic tourist arrivals (3.5% annual growth) 2001 (base year data) 208,830 5,239,692 Moderated tourist traffic projections 2002-03 219,000 5,423,000 2003-04 230,000 5,613,000 2004-05 242,000 5,809,000 2005-06 254,000 6,013,000 2006-07 267,000 6,223,000 2007-08 280,000 6,441,000 2008-09 294,000 6,666,000 2009-10 309,000 6,900,000 2010-11 324,000 7,141,000 2011-12 340,000 7,391,000 2012-13 357,000 7,650,000 2013-14 375,000 7,918,000 2014-15 394,000 8,195,000 2015-16 413,000 8,481,000 2016-17 434,000 8,778,000 2017-18 456,000 9,086,000 2018-19 479,000 9,404,000 2019-20 503,000 9,733,000 2020-21 528,000 10,073,000 2021-22 554,000 10,426,000 Exhibit 3.10 CARRYING CAPACITY – MEASUREMENT CRITERIA & CAPACITY NORMS MEASUREMENT CRITERIA: Each area and its type of tourism is unique, and the criteria for measuring carrying capacity would have to be specially defined for each place. However, the broad approach recommended by WTO is outlined below as a ready reference checklist. Two aspects need to be considered in determining carrying capacity: 1. Indigenous physical and social environment 2. Tourism image and tourist product (visitor satisfaction) Under indigenous environment, criteria for determining optimum capacity levels include the following: • Physical: a) Acceptable levels of visual impact and congestion b) Point up to which ecological systems are not damaged c) Conservation of land and marine flora and fauna d) Acceptable levels of air, water and noise pollution. • Economic: a) Extent of tourism that provides optimum overall economic benefit b) Level of tourism employment suited to the local community • Socio-cultural: a) Extent of tourism that can be absorbed without detriment to the socio- cultural life styles and activities of the community b) Level of tourism that will help maintain cultural monuments, arts, crafts, customs and traditions without detrimental effects. • Infrastructure: Adequate availability of – a) Transportation facilities and services b) Utility services (water, electricity, sewage & solid waste disposal, etc.) c) Other community facilities and services related to health and public safety. Contd... Exhibit 3.10 (Contd...) Criteria for determining carrying capacities relative to tourism image or visitor satisfaction levels include the following: • Physical: a) Overall cleanliness and pollution level of the destination environment b) Congestion of the destination environment, including tourist attraction features c) Attractiveness of landscape/townscape, including quality and character of architectural design d) Maintenance of ecological systems of natural attraction features. • Economic: a) Cost of holiday and ‘value for money’. • Socio-cultural: a) Intrinsic interest of the indigenous community and culture b) Quality of local arts, handicrafts, cuisine, cultural performance c) Friendliness of residents. • Infrastructure: Adequate availability of – a) Transportation facilities and services b) Utility services c) Other facilities and services. Some criteria are measurable (e.g., environmental pollution, employment). Certain criteria may set a maximum level (e.g., availability of water, developable land). Many criteria such as impact on cultural traditions can only be assessed qualitatively. Analysis of final carrying capacity must establish a balance among positive and negative factors. Peak tourist demand period must be considered in calculating carrying capacities, though techniques may be used to even out seasonality. Tourists may accept a higher saturation level in terms of crowding, for example, than do residents. Actual level of environmental damage may exceed both the residents’ and tourists’ perceptions of environmental impact. Contd... Exhibit 3.10 (Contd...) Carrying capacity analysis does not replace environmental or socio- economic impact assessment or continuous monitoring of the impacts of tourism. CAPACITY NORMS: Some standards for rural and recreational activities cited by WTO are as follows, expressed in visitors per day per hectare, except where indicated otherwise: Forest park : Up to 15 Suburban nature park : 15 to 70 High density picnicking : 300 to 600 Low density picnicking : 60 to 200 Sports/team games : 100 to 200 Golf : 10 to 15 Fishing/sailing : 5 to 30 Speed boating : 5 to 10 Water skiing : 5 to 15 Nature trails – hiking : 40 persons/day per km Nature trails – horse riding : 25 to 80 persons/day per km. Ski resorts : 100 skiers per hectare of trail ways Capacity standard for beaches is discussed separately in the chapter on beach tourism. Policy considerations & guidelines Tourism Policy a) should be in harmony with the basic objectives of developing tourism b) must balance economic, social and environmental concerns. Government’s Role Government should play an active role in creating a structure for tourism development by way of: a) setting forth objectives and policies b) making budget provision for tourism marketing & promotion c) adopting tourism-related legislation and regulations d) strengthening access and other infrastructure and most importantly, by e) ensuring local community participation in decision making regarding tourism development in their region, and f) providing a framework for promoting private sector investment in a wide gamut of tourism projects, thereby minimising government’s direct investment in the tourism sector. However, in order to promote the larger objective of developing a new form of tourism or directing tourism to a less developed region of the state, the government may at times have to be prepared to make up-front investments in tourism projects and divest at an appropriate stage later on. An example in point is the development of the historic Baker’s Bungalow as a KTDC resort and its subsequent conversion to a joint sector project. This initiative played a notable role in the emergence of Kumarakom as a tourist destination. Types of tourism to be developed would be a mix of a) varieties of general interest tourism for the masses in situations that can sustain large scale tourist inflow b) “quality” tourism with strictly controlled development aiming at high expenditure tourist markets in places that are ecologically or otherwise sensitive to large tourist inflows. The State’s Role in Tourism Development The Kerala Government increasingly seeks to play the role of a facilitator and catalyst, rather than that of an investor or operator in the tourism sector. Government plans to essentially focus on the following issues: 1. Marketing & promotion: Unique positioning and umbrella brand building for the State in the domestic and international markets in the light of increasing competition. 2. Ensuring sustainable development: Through appropriate legislation for ensuring quality, by laying down developmental guidelines, monitoring the activities and initiating corrective measures when needed. 3. Playing an active role in infrastructure development, i.e., transportation, water supply, electricity, etc. Increasing connectivity through facilitating air/rail connections. 4. Tourism friendly legislation - especially those related to taxation. Leisure tourism is largely price driven. If visitors have to pay a higher price for similar experiences available elsewhere at a lower price, they could be turned away. However, some alternative views that merit attention are: 1. In the interest of long-term development, the government could come forward to take the lead in developing new destinations and products, which would not be immediately viable for the private sector to get into. The government may consider this as an investment, which will reap dividends in the future. 2. Private sector may be encouraged to play a more pro-active and responsible role in tourism marketing and promotion. A professionally managed Tourism Promotion Board with majority private sector representation could be established along the lines of the Singapore Tourism Promotion Board and Thailand Tourism Authority. Kerala’s Tourism Policy The Government of Kerala declared tourism as an industry in 1986, thus extending several incentives that were available to industrial investments to the tourism sector as well. A Tourism Policy was formulated in 1998, whose objectives were: 1. To promote tourism with the tourist and the pilgrim as the focus 2. To provide special facilities to the religious, adventure and monument based traveler 3. To improve efficiency of the industry, for enhanced social and economic benefit 4. To ensure participation of all stake holders in society, including the travel trade & tourism industry 5. To provide quality services to all domestic & international consumers and stake holders 6. To prepare and implement Master Plans for integrated development and marketing of identified circuits 7. To improve, diversify and expand the marketing of the state’s tourism products. A Tourism Investment Guidance Cell (including representatives from financing organisations like KSIDC and KFC) has been formed to provide an effective forum to guide potential investors in the tourism sector. Incentive Schemes for tourism projects Schemes and incentives offered by Kerala’s tourism department are listed at Exhibit 4.1. State investment subsidy for tourism projects, tourist centres identified under the Destination Kerala Scheme and electricity tariff subsidy for tourism projects are covered in Exhibits 4.2 to 4.4. However, in the long term, the policy is to phase out all forms of financial incentives and concessions and attract investments based on merits, by providing the necessary basic infrastructure and facilities. District Tourism Promotion Councils The concept of District Tourism Promotion Councils (DTPC) is a unique feature of the tourism scenario in Kerala. It has received wide acclaim as a novel experiment in grass root level planning, implementation and operation of tourism projects. DTPCs are organised as autonomous societies for decentralised tourism planning, with district as the primary unit. DTPCs have the District Collector as the Chairman, which facilitates quick decision making at the government level. Day-to-day operations are managed by a Secretary, who is guided by an Executive Committee (with non-official representatives, who have a commitment to the place) and assisted by support staff. DTPCs have been primarily engaged in the following types of activities: 1. Proposing tourism and tourism-related infrastructure projects of relatively smaller magnitudes (such as children’s park, boating facility, aquarium, beautification/renovation of local tourist sites, etc.) to the tourism department for funding. Implementation is thereafter coordinated by DTPC through Nirmiti Kendras and line departments. 2. Operation of tourism projects such as tourist shelters, restaurants & cafeteria, boating, public parks, pay & use toilets, etc. 3. Creation of local awareness about benefits of tourism development through open forums, tourism clubs in schools/colleges and special campaigns. 4. Marketing of tourist sites in their respective local areas, organising local cultural/tourist festivals. DTPC had a small beginning in Kollam in 1985 and was gradually extended to other districts. DTPCs are relatively more organised and active in districts such as Kollam, Thiruvananthapuram, Alappuzha, Idukki and Kozhikode. Today, the assets of DTPCs are quite impressive. They have access to vast extent of vantage land that was available with the government, and have developed considerable infrastructure and tourist facilities. Although excellent in their basic concept and approach, DTPCs have not been uniformly successful in all the districts. Some of the principal drawbacks are: 1. Decisions regarding selection of projects tend to get politicised rather than being taken based on objective evaluation of merits. 2. DTPCs are not professionally managed. Secretaries, executive committee members and other staff are at times not suitably oriented, trained or competent to handle the affairs in an appropriate manner. Accounts and audit systems too are not strong enough. 3. Overstaffing is also a serious problem. There are too many employees, many of whom are employed on ad hoc basis and are low paid. On regularisation, they become a substantial financial burden, without commensurate productive output. At the time of field work in Kerala as part of this assignment, a Committee on Restructuring of DTPCs was in the process of carrying out a detailed analysis of the merits and demerits of DTPCs and a report was expected to be ready soon. However, a few quick observations would appear to be as follows: 1. The management of DTPCs needs to be professionalised. While policy decisions could be taken by political members, execution should be handled by qualified professionals in a systematised manner. 2. DTPCs should forge closer links with the local self governments and private organisations, and strengthen the system of public-private participation in decision making. 3. DTPCs could serve as nodal facilitation centres for tourists, as sources of guidance and support on all matters such as accommodation, transport, tourist guides, specific problems and difficulties, etc. 4. DTPCs should also be responsible for long term financial viability of the projects proposed by them, so that investments are made based on closer scrutiny. 5. There should be a balance between general infrastructure and revenue earning projects proposed by the DTPCs, so that DTPCs are better able to stand on their own feet. 6. Operations of tourism projects can also be selectively privatised, with DTPC earning a periodic lease/license fee. Exhibit 4.1 SCHEMES AND INCENTIVES OFFERED BY KERALA’S TOURISM DEPARTMENT Schemes offered by the Department of Tourism: 1. Approval of hotels (through Government of India) 2. Approval of restaurants (through Government of India) 3. Approval of motels 4. Approval of ayurveda centres 5. Approval of house boats 6. 'Grihasthali' for approval of heritage buildings 7. Approval of amusement parks, recreation centres, handicrafts emporia Financial incentives for approved projects: 8. Investment subsidy limited to 10% subject to a ceiling of Rs. 10 lakhs 9. Concession in electricity charges 10. Support to avail loans from state financial corporations (KSIDC & KFC) 11. Guidance and publicity support from the State Government. Exhibit 4.2 STATE INVESTMENT SUBSIDY FOR TOURISM PROJECTS Ever since tourism was declared an industry in 1986, incentives that were available to investors in industrial sectors have also been extended to the tourism sector. The State Investment Subsidy at present is 10% of the investment, subject to a maximum ceiling limit of Rs. 10 lakhs. Projects eligible for subsidies/concessions: i) Classified hotels (approved by the State/Central Government) ii) Motels (approved by Department of Tourism, Government of Kerala) iii) Restaurants (approved by Government of India’s Classification Committee) iv) Amusement parks & recreation centres (approved by Department of Tourism, Government of Kerala) v) Rope ways at tourist centres vi) Purchase of luxury cars (minimum of 5 cars), coaches, boats, aircraft, etc., by tour operators (approved by the State/Central Department of Tourism) vii) Construction of koothambalam/auditorium, etc., by schools/institutions teaching Kalaripayattu and traditional art forms of Kerala viii) Institutions teaching surfing, skiing, gliding, trekking and similar activities which promote tourism ix) Ayurveda centres (approved by Kerala’s Tourism Department) x) Building of traditional boats like chundan, iruttukuthy, veppu, kettuvallam and houseboats xi) Exclusive handicrafts emporia (approved by State/Central Department of Tourism) • Ayurveda centres/hotels within the Corporation limits of Thiruvananthapuram, Kochi and Kozhikode will not be eligible for investment subsidy. • Units that are enjoying any form of investment subsidy from any other department of the State/Central Government, will not be eligible for subsidy under this scheme. • Investment subsidy will be available for new units and also for expansion of existing units. The scheme of approval is restricted to projects located at the 24 tourist centres identified in the Destination Kerala Scheme of the Department of Tourism, Government of Kerala. Exhibit 4.3 TOURIST CENTRES LISTED IN THE DESTINATION KERALA SCHEME OF KERALA’S TOURISM DEPARTMENT 1. Thiruvananthapuram city 9. Thekkady 17. Parambikulam 2. Kovalam 10. Munnar 18. Nilambur 3. Ponmudi 11. Kochi city 19. Kozhikode city 4. Varkala 12. Kalady 20. Kappad 5. Kollam 13. Aluva 21. Kadalundi 6. Palaruvi 14. Guruvayoor 22. Wayanad 7. Alappuzha 15. Malampuzha 23. Muzhappilangad 8. Kumarakom 16. Nelliyampathy 24. Bekal Exhibit 4.4 ELECTRICITY TARIFF SUBSIDY FOR SPECIFIED TOURISM PROJECTS A five-year electricity tariff subsidy (to the extent of difference between commercial tariff and industrial tariff) is allowable to the following types of tourism projects: • Classified hotels (1 to 5 star, 5 star deluxe, heritage) • Motels (approved by Department of Tourism, Government of Kerala) • Restaurants (approved by Classification Committee of Government of India) • Amusement parks & recreation centres (approved by Department of Tourism, Government of Kerala) • Rope ways at tourist centres • Institutions teaching surfing, gliding, trekking and similar activities, which promote tourism (approved by Department of Tourism, Government of Kerala) • Ayurveda centres with tourism potential (approved by Tourism Dept, Govt of Kerala) • Heritage homes (approved by Tourism Dept, Govt of Kerala under Grihasthali scheme). The tourism units which undertake expansion/modernisation after five years of availing concessional tariff, will be eligible for concessional tariff for a further period of five years for the additional electricity charges paid by the unit due to expansion/modernisation. Source: Relevant Government Order dated September 26, 2000 The Kerala Government has recently adopted the ‘Tourism Vision 2025’, which sets the road map for long term tourism planning in the State. This has been drafted with considerable thought and careful deliberation, incorporating feedback from various stake holders. The Vision Document has been summarised below for ready reference. Vision To develop Kerala into an up-market tourist destination and to make use of tourism for socio-economic development in a sustainable manner, without harming the state’s environment, heritage and culture. Vision Targets 1. To increase earnings from tourism at 10% annually. 2. To achieve an annual growth rate of 7% in foreign tourist arrivals and 9% in domestic tourist arrivals. 3. To create direct employment for 10,000 persons every year. 4. To add 200 hotel rooms in star categories every year. 5. To innovate and promote at least one new tourism product/destination every year. SWOT Analysis STRENGTHS • Diverse attractions in a small land area • Stable law & order, personal safety • Good air, rail, road, telecom links • Availability of high quality manpower • Good brand image for targeting high spending tourists WEAKNESSES • Weak institutional mechanism for ensuring sustainable development • Inadequate civic amenities and infrastructure in tourist destinations • Distance from major markets in India • Limited international air connections OPPORTUNITIES • Untapped potential in heritage, back water, eco-friendly & health tourism • Prospective private investors interested in investing in Kerala (including NRKs) THREATS • Unbridled growth of tourism may result in environmental & cultural degradation • Over-dependence on tourism could lead to economic recession Strategy Tourism is basically a private sector activity. The state will play the role of catalyst and facilitator. 1. Strengthen the tourism sector so to serve as the growth vehicle for the state’s socio-economic development. 2. Promote sustainable tourism focusing on conservation of heritage & culture. 3. Strengthen institutional mechanism for regulated development of tourism, by enacting appropriate legislation. 4. Guarantee quality services in all sectors of tourism 5. Government to concentrate on basic infrastructure through coordinated effort of all line departments. 6. Tourism infrastructure and products to be developed through private sector and private-public partnership, with government acting as a facilitator and catalyst. 7. Promote tourism products focusing on backwaters, ayurveda, performing arts, cuisine and eco-tourism. 8. Create adequate quantity & quality of requisite human resources in the State. 9. Explore and develop new international and domestic markets for Kerala. Action Plan Action plans are listed corresponding to the strategy outlined above. Long term or overall action plans are highlighted in bold. 1. Strengthen the tourism sector so to serve as the growth vehicle for the state’s socio-economic development. • Create an apex body to sort out inter-sectoral issues for development of tourism • Conduct scientific studies on impact of tourism on income and employment through Tourism Satellite Accounting • Strengthen the collection of statistics on tourist arrivals and tourist profile • Conduct studies on potential of tourism sector compared to other sectors of the economy and also on inter-sectoral issues affecting tourism development • Conduct public awareness campaign about benefits of tourism through local bodies, District Tourism Promotion Councils and through the general education system • Department of Tourism to function as the nodal agency in coordinating all activities related to tourism, undertaken by diverse agencies; professionalise its functioning 2. Promote sustainable tourism focusing on conservation of heritage & culture. • Introduce legislation to conserve and preserve cultural and heritage properties • Work with INTACH, Art & Heritage Commission, etc., to synergise tourism and culture. Ensure that culture is not degraded by commercialisation • Educate the public on heritage conservation in partnership with industry 3. Strengthen institutional mechanism for regulated development of quality tourism, by enacting appropriate legislation. • Enact Tourism Conservation and Preservation Act, outlining planning, building and waste disposal regulations • Identify Special Tourism Zones and enforce the Act to regulate development • Encourage industry associations to impose self-regulations to prevent unethical activities • Involve local people in the planning and implementation stages of all projects • Assess carrying capacities of all tourist centres, prepare area development plans and regulate development accordingly • Make environment impact assessment a pre-requisite for clearance of all major projects • Revise laws on entertainment tax, luxury tax, sales tax, building tax, etc., to incorporate provisions for encouraging investors • Restructure Kerala Tourism Development Corporation • Stop District Tourism Promotion Councils from direct management of facilities. Identify new role for DTPCs in regulation and quality control • Review plans and their implementation periodically 4. Guarantee quality services in all sectors of tourism • Create an approval system for tourism units – accommodation, tour operation, tourist transportation, ayurveda centres, house boats, recreation centres, etc., - as a symbol of quality • Only approved units will find place in the Tourism Department’s publicity material and will be eligible for any concessions and incentives offered by the government • Encourage existing units to upgrade quality through enforcement of relevant legislation, wherever applicable • Allow only tourism units approved by the Tourism Department to function in the name of tourism in the State 5. Government to concentrate on basic infrastructure through coordinated effort of all line departments. • Implement basic infrastructure projects in tourist destinations – particularly water supply, solid & liquid waste disposal system - either directly or through line departments by giving financial assistance, if needed • Identify all major tourist roads, prepare a project report and pose for external financial assistance • Co-ordinate with other states, with the Government of India and with international tourism bodies like WTO, WTTC and financial bodies like UNDP, World Bank, ADB, etc., for seeking assistance in tourism development • Develop direct air connections from all major tourism markets to the three international airports in the State • Apex Body on tourism to meet regularly and address any issues related to provision of basic infrastructure to tourism units 6. Tourism infrastructure and products to be developed through private sector and private-public partnership, with government acting as a facilitator and catalyst. • Introduce single window clearance for tourism projects and simplify procedures • Establish separate cell in financial institutions (KSIDC and KFC) for tourism for fast clearance of tourism projects • Launch special campaigns for NRI investments in tourism • Encourage investors to take up connectivity projects between tourist destinations within the State by air and road. Develop major tourism roads on BOT basis • Try joint venture with major hotel chains in the country • Ensure withdrawal of government from direct running of all tourism business activities • Withdraw all financial investments to private sector and encourage investments in a competitive environment 7. Promote tourism products focusing on backwaters, ayurveda, performing arts, cuisine and eco-tourism. Backwaters • Construct boat terminals and waterside facility centres along houseboat cruise routes from Kollam to Ernakulam • Disperse backwater tourism to Malabar region by developing infrastructure at Chettuva, Kadalundi, Kozhikode, Parassinikkadavu, Neeleswaram, Valiyaparamba, etc. • Prepare a master plan for sustainable development of backwater tourism. Formulate a Backwater Tourism Development Authority with representatives from all stake holders to coordinate development for the sustainable use of backwaters for tourism • Institute annual award for most innovative backwater tourism product • Encourage quality upgradation of houseboats through incentives • Regulate activity along backwaters with respect to setbacks from the water front, design of buildings, solid waste and sewage disposal, etc. • Stop discharging sewage directly from tourism boats by enforcing usage of alternative methods • Link the waterways from Kovalam to Kasargod to enable operation of tourist boats including houseboats • Develop boat terminals, jetties, waterside facilities, fuel pumping stations, sewage pumping stations, etc., along the entire waterway route • Inter link all the major backwater nodes through road networks to enable easy transits • Establish proper solid and liquid waste water disposal system for the entire back waters so as to protect/enhance the quality of their ecology and environment Ayurveda • Strengthen the approval system and introduce a classification system to grade ayurveda centres based on the quality of facilities and services • Constitute a committee comprising all stake holders to constantly review the implications of using ayurveda as a tourism product • Allow only ayurveda centres approved by the tourism department to function at tourism centres in the name of tourism • Educate tourists about genuine ayurveda Eco-tourism • Formulate an eco-tourism strategy for Kerala through participatory planning process • Establish environment education centre and deer information centre at Thenmala, start trekking programme and bird watching trails, evolve strategy to attract private investment • Initiate one-day eco-tourism programme near Kallar Valley, Ponmudi and at Palaruvi • Initiate eco-tourism programme at Konni and Achankovil, followed by Pampa and Kochu Pampa backwaters, Wayanad and Idukki • Empower local people to benefit from emerging economic opportunities • Make special efforts to develop eco-tourism in tourist zones of forest areas in a manner that would help to conserve the forests • Develop pilgrim circuit connecting the Ayyappa temples at Kulathupuzha, Aryankavu and Achankovil • Develop plantation tourism involving public sectors, Oil Palm India Ltd and Rehabilitation Plantation Ltd, which fall in the region of Thenmala eco-tourism • Evolve a strategy to coordinate all departments and the private sector to synergise the development of eco-tourism and ensure its proper monitoring • Market eco-tourism products of Kerala in international forums as a distinct segment 8. Create adequate quantity and quality of requisite human resources within the State. • Strengthen KITTS, KIHMS and IHMCT to start new courses directly benefiting the tourism industry • Conduct continuous training programmes for taxi drivers, cooks, waiters, guides, information officers/assistants, etc. • Encourage starting of new institutions with quality standards in the private sector • Create a Board to regulate and approve institutions conducting tourism related courses • Open an institution of international repute in the State to train quality managerial manpower for the tourism sector • Create the best trained personnel in the tourism industry to cater to the needs both inside and outside the State 9. Explore and develop new markets for Kerala at domestic and international levels. • Focus on Europe, US, Japan, Gulf and domestic markets and strengthen marketing in the high yielding segments • Synergise with other South Asian countries to attract more regional tourists • Acknowledge the emerging economic super power status of China to attract more tourists Kerala Government’s Tenth Plan proposals for the tourism sector reflect the translation of the Vision Document into an envisaged action plan spread over the coming five years and therefore merit attention. Large outlays towards tourism & general infrastructure Kerala has taken the lead among Indian states in making substantial allocations in the State’s five-year plans for the tourism sector. A brief summary of Kerala’s Ninth Plan outlay for tourism is tabulated at Exhibit 6.1. The State’s proposed allocation for tourism in the Tenth Five Year Plan is over Rs.900 crores, which is a more than four-fold increase over the Rs.200 crores outlay during the Ninth Plan. Details of the draft proposals (prior to formal approval) for the Tenth Plan period are presented at Exhibit 6.2. The proposed expenditures on tourism by Kerala are an order of magnitude higher than that envisaged by most of the much larger states as well. But one has to note that more than half the envisaged expenditure (Rs.500 crores) is towards general infrastructure such as roads, water supply, sanitation, solid waste management, etc., that would be implemented through various line departments. Net of these proposals, the budget towards tourism as such would appear substantially lower, though still being far ahead of many other states. Providing for expenditure on general infrastructure projects in tourist centres under the tourism budget, helps these proposals to receive priority. However, this overriding of the normal process of prioritising general infrastructure projects is justifiable, provided the infrastructure created has multiple use and tourism generates surpluses to finance developmental projects for more deserving areas Sectoral and regional distribution of proposed outlays Though not exactly quantifiable, the proposed allocation towards different tourism sectors appears to be distributed as follows: Hills & hill stations : 35 % Beaches : 10 % Backwaters : 25 % Forests & wildlife : 5 % Heritage & culture : 25 % In a broad sense, the region-wise allocation would be approximately as below: Southern Kerala (Thiruvananthapuram, Kollam, Pathanamthitta & Alappuzha districts) 40 % Central Kerala (Kottayam, Idukki, Ernakulam, Thrissur & Palakkad districts) 45 % Northern Kerala (Malappuram, Kozhikode, Wayanad, Kannur and Kasaragod districts) 15 % Exhibit 6.1 KERALA’S NINTH PLAN OUTLAY FOR THE TOURISM SECTOR - A SUMMARY (Rs. crores) Annual Year Approved Actual 1997-98 35.00 34.97 1998-99 36.00 37.22 1999-00 36.00 34.97 2000-01 45.50 50.01 2001-02 39.66 47.00 TOTAL 192.16 204.17 The tourism department has focused on: • Infrastructure development at tourist centres • Development of beach and hill resorts • Promoting backwater tourism through integrated development of backwaters and waterways • Improvement of pilgrim facilities • Taking up conservation of heritage sites • Introduction of eco-tourism Source: State Planning Commission, Government of Kerala Exhibit 6.2 KERALA’S TENTH PLAN OUTLAY FOR THE TOURISM SECTOR ( D R A F T - 2002-03 TO 2006-07) (Rs. crores) Particulars Outlay for 2002-03 Total plan outlay Note 1. Tourist accommodation – guest houses 3.00 20.00 1 2. Kerala Tourism Development Corpn (KTDC) 0.01 1.00 2 3. Tourism Resorts (Kerala) Ltd (TRKL) 4.50 60.00 3 4. Bekal Resorts Development Corpn (BRDC) 2.00 20.00 4 5. Schemes for upgradation & creation of infrastructure at tourist centres: (A) Implementation by tourism department Implementation by line departments 12.00 30.00 152.00 500.00 5.A 5.B 6. Conservation, preservation & promotion of heritage, environment & culture 3.50 20.00 6 7. Development of eco-tourism products 1.00 5.00 7 8. Matching grants for schemes sponsored by Govt of India 6.00 60.00 8 9. Studies on tourism impact 0.50 3.00 10. Incentives for private sector (subsidies, etc.) 2.99 10.00 11. Strengthening & modernisation of tourism institutions (training/studies) 1.00 5.00 12. Marketing (promotions, trade fairs, travel marts, road shows, audio visuals) 10.00 40.00 13. District Tourism Promotion Councils (small magnitude promotion) 2.50 10.00 14. KITTS & KIHMS (Language lab, computers, library, kitchen & bakery eqpt, front office trg eqpt) 1.00 5.00 TOTAL 80.00 911.00 Note Explanation 1 Provides for only improvement of existing guest houses and completion of ongoing projects such as guest house at Palakkad and additional guest house at Ernakulam. No new projects. 2 Token provision during 2002-03 3 For investing in joint ventures –land bank project, golf course & innovative water sports projects 4 Government’s role is to develop quality infrastructure, drinking water and hygienic environment and promote the destination. BRDC has already been provided Rs.35 crores by the State so far. 5.A Refer List A 5.B Refer List B 6 Refer List C 7 2002-03 outlay is for new eco-tourism products at Wayanad, Idukki, Kollam, Pathanamthitta and Thiruvananthapuram districts; to make wildlife sanctuaries at Periyar, Muthanga, Tholpetty, Peppara, Shenduruny, etc., more tourist friendly; also for trekking, rock climbing, necessary infrastructure support for plantation and farm based tourist activities Tenth plan outlay is for development of new eco-tourism destinations, wild life sanctuaries and to promote plantation and farm based tourism activities 8 Refer List D LIST A: Infrastructure projects to be implemented by Tourism Department 1. Vagamon: Site development, development of facilitation centre, public amenities, lighting, signages, trekking routes, camping sites, botanical garden, organic garden, spice garden, fruit orchard, picnic grounds, parks, garden, etc. 2. Thiruvananthapuram: Theerapadam urban renewal project and public amenity centres 3. Kovalam: Beach renewal project, walkways, lighting, signages, public facilitation centres, beautification of beaches and surroundings, etc. 4. Ponmudi: Development of sites, wayside facilities, lighting and signages, trekking paths, camping sites, etc. 5. Munnar: Renewal of town centre, development of auxiliary tourist centres, etc. 6. Thekkady: Renewal of town centre, improving boating facilities and facilitation centres 7. Kochi: Beautification of town, lighting of backwater front and signages, construction of jetties, waterside amenities and water front development; development of Fort Kochi-Mattanchery area and beaches, etc. 8. Ashtamudi: Construction of boat terminals, water junction and jetties, etc. 9. Backwaters: Improvement of canals, development of boat terminals/jetties, water side facilities, lighting, signages, improving connectivity, resort infrastructure development, etc. 10. Varkala: Beach beautification, infrastructure development, etc. 11. Kumarakom: Development of facilitation centre, bus station, waterside facilities, internal roads and other infrastructure, etc. 12. Kozhikode: Beach development, amusement park project, development of auxiliary facilities, etc. 13. Wayanad: Renewal of town centre, development of auxiliary tourist centres, facilitation centres, information centres, lighting, signages, etc. 14. General: • Development of facilitation centres and pay & use toilets all along major tourism corridors in the State • Development of water sports, adventure sports, trekking, etc. • Expenditure towards ensuring quality in tourism products and services • During 2002-03, selected infrastructure projects are proposed to be taken up for development of innovative tourism products based on action plan to be prepared by the tourism department. LIST B: Infrastructure projects to be undertaken through line departments (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan Outlay 1. VAGAMON Improvement of Thekkady – Munnar road PWD (roads) 5.00 10.00 Improvement of Ullupooni – Moolamattom road PWD (roads) 3.00 5.00 Improvement of Vagamon – Kuttikkanam road PWD (roads) 5.00 8.00 Development of Upputhara – Vagamon road PWD (roads) 3.00 5.00 Development of water supply KWA -- 10.00 Sewage disposal schemes KWA -- 5.00 Development of 33 KV substation KSEB -- 10.00 Development of bus shelters, parking lots Local Self Govt 0.25 2.00 Development of shopping centres Local Self Govt -- 2.00 Development of fire station, medical clinic, police station, etc. Local Self Govt -- 1.00 TOTAL 16.25 58.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 2. THIRUVANANTHAPURAM Improvement of storm water drainage, foot paths and city roads PWD (roads) 10.00 Development of parking lots PWD (roads) 1.00 Cleaning of canals for Theerapadam Irrigation 10.00 Land acquisition, mechanical cleaning, etc., for Theerapadam Urban development 50.00 Sewage disposal KWA 10.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 82.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 3. KOVALAM Road connection to sea coast from NH 47 PWD (roads) -- 5.00 Water supply augmentation scheme KWA/LSG 5.00 10.00 Upgrading power supply KSEB -- 10.00 Solid & liquid waste management, cleaning of beaches & surroundings Local Self Govt 1.00 2.00 Development of parking lots Local Self Govt 2.00 TOTAL 6.00 29.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 4. PONMUDI Development of Thiruvananthapuram – Ponmudi road PWD (roads) 20.00 Water supply augmentation KWA 5.00 TOTAL 25.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 5. MUNNAR Road widening & improvement PWD (roads) -- 10.00 Solid & liquid waste management KWA -- 5.00 Water supply augmentation KWA 1.00 5.00 Power supply augmentation KSEB -- 5.00 Public amenities, parking, etc. Local Self Govt 0.50 2.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 1.50 28.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 6. THEKKADY Widening & improvement of K K road PWD (roads) 10.00 Solid & liquid waste management KWA 5.00 Water supply augmentation KWA 2.00 Public amenities, parking, etc. Local Self Govt 2.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 20.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 7. KOCHI Improvement of city roads and drainages (Fort Kochi – Mattanchery area in the first phase) PWD (roads) 2.50 25.00 Solid & liquid waste management KWA -- 10.00 Public amenities, parking, etc. Local Self Govt -- 2.00 Cleaning of public areas Local Self Govt -- 1.00 TOTAL 2.50 38.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 8. ASHTAMUDI – KOLLAM Improvement of roads leading to backwaters PWD (roads) 2.00 Improvement of canals Irrigation 5.00 Solid & liquid waste management KWA 5.00 Public amenities, parking, etc. Local Self Govt 2.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 15.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 9. BACKWATERS Improvement of road connectivity PWD (roads) -- 15.00 Improvement of canals Irrigation 1.75 25.00 Improvement of tunnels Irrigation -- 5.00 Drinking water facilities KWA -- 5.00 Power for major water junctions KSEB -- 10.00 Public amenities, parking, etc. Local Self Govt -- 2.00 Cleaning of public areas Local Self Govt -- 1.00 TOTAL 1.75 63.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 10. VARKALA Development of roads, drainages, etc. PWD (roads) 10.00 Solid & liquid waste management KWA 5.00 Public amenities, parking, etc. Local Self Govt 4.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 20.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 11. KUMARAKOM Development of Kottayam – Kumarakom road PWD (roads) 5.00 Improvement of canals Irrigation 10.00 Water supply scheme KWA 25.00 Solid & liquid waste management KWA 10.00 Public amenities, parking, etc. Local Self Govt 2.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 53.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 12. KOZHIKODE Improvement of city roads PWD (roads) 8.00 Solid & liquid waste management KWA 10.00 Public amenities, parking, etc. Local Self Govt 2.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 21.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 13. WAYANAD Widening & Improvement of roads leading to tourist destinations PWD (roads) 20.00 Water supply augmentation at tourist destinations KWA 5.00 Solid & liquid waste management KWA 5.00 Power supply augmentation at tourist destinations KSEB 5.00 Public amenities, parking, etc. Local Self Govt 2.00 Cleaning of public areas Local Self Govt 1.00 TOTAL 38.00 (Rs. crores) Project Executing agency Outlay for 2002-03 Total plan outlay 14. SABARIMALA Development of bye pass road to Sabarimala from Kilimanoor without touching Kottarakara and Adoor PWD (roads) 2.00 10.00 TOTAL 2.00 10.00 GRAND TOTAL OF ABOVE 30.00 500.00 LIST C: Projects for conservation, preservation & promotion of heritage, environment and culture Objectives of Tenth Plan outlay: Conducting carrying capacity studies and preparation of planning guidelines to conserve the heritage and environment of all major tourist centres Conservation, preservation and restoration of heritage properties Financial assistance for restoration/renovation of heritage buildings owned by private parties Promotion of local cultural programmes, fairs, festivals and boat races Development of cultural complexes at major tourist centres Projects under annual outlay for 2002-03 • Carrying capacity study and planning guidelines for tourist destinations • Conservation, preservation and restoration of heritage properties such as: Kanakakunnu Palace & heritage walk through Fort area, Thiruvananthapuram Fort Kochi area and various properties at Fort Kochi Hill Palace, Thrippunithura Kalpathy area of Palakkad Thazhathangadi at Kottayam Chennamangalam heritage area in Ernakulam district Jatayupara rock in Kollam district Kottakkal and other places • Under this scheme, restoration/renovation of heritage buildings owned by private parties, promotion of local cultural programmes, fairs, festivals and boat races and development of cultural complexes at major tourist centres are also included. LIST D: Matching grants for schemes sponsored by Government of India Each year the Government of India sanctions a good number of schemes with partial financial assistance. Balance amount is spent by the state government. Outlay for 2002-03 is for meeting the State’s share against the Rs.14 crores prioritised projects sanctioned by the Government of India during 2001-02: Development of multi-purpose tourist complex at Vallarpadam Innovative water sports – procurement of yacht for sea voyage Innovative water sports – procurement of power boats and two-seater micro speed boats Construction of Kerala Paryatan Bhavan at Fort Kochi Development of walkway along backwater shore at Kochi Jetties in Kochi backwaters Malampuzha illumination Scientific sewage disposal of houseboats Landscaping at Kanjirampuzha dam Wayside amenity at Punalur Pilgrims amenity centre at Kulanada House boat at Chettuva Preparation of tourism master plans for special tourism zones of Kovalam, Munnar, Eco- city project at Kumarakom Source: State Planning Commission, Government of Kerala This chapter provides an overview of important tourism projects in Kerala that are implemented or initiated by the Government, including those recently completed, ongoing and proposed. These details supplement Kerala Government’s Tenth Five Year Plan proposals for tourism, covered in the previous chapter. Exhibit 7.1 highlights the status of projects completed recently or under progress with Kerala’s Tourism Department. A list of projects recently implemented/being implemented with central government assistance is given at Exhibit 7.2. Even individual districts have impressive lists of projects under various stages of planning and implementation, by various agencies. Exhibits 7.3 and 7.4 provide examples of tourism projects in Ernakulam and Thrissur districts respectively. Master Plans are also drawn up for individual tourist destinations. An example of this is the proposed development of Neyyar Dam explained in Exhibit 7.5. Exhibit 7.6 lists the tourism, entertainment and real estate projects for which KSIDC has invited expressions of interest from project developers in the context of the Global Investors Meet to be held in January 2003. As observed in the previous chapter, Kerala’s Tenth Five-Year Plan’s proposals for tourism envisage a total investment of over Rs.800 crores in numerous projects. Of this, Rs.500 crores are earmarked for tourism-related general infrastructure projects and more than Rs.300 crores towards tourism projects. Further, the private sector too would implement many projects, particularly in the field of hotels, resorts, ayurvedic centres, theme parks, etc. Tourism is primarily a private sector activity. Going by the norm that the private sector would invest four times that invested by the government, total private sector investments into tourism over the next five years should be of the order of Rs.1200 crores. Investments in tourism would have to continue further on a scale comparable to or even larger than that proposed over the next five years. The essential difference would be that a greater proportion of investments, including that towards tourism-related infrastructure should come from the private sector. Several tourism project concepts and ideas and broad directions for the same have been touched upon in Chapters XII to XVII of this Document. Likewise, tourist accommodation requirements and infrastructure projects find a mention in Chapters VIII and IX respectively. It would not be quite meaningful to categorically decide upon individual projects beyond a five-year time horizon. Project proposals from prospective investors can be evaluated for their consonance with development guidelines, and decisions taken based on technical and financial feasibility at the time of actual investment. Exhibit 7.1 STATUS OF KERALA GOVERNMENT’S TOURISM DEVELOPMENT PROJECTS A. DESTINATION DEVELOPMENT 1. Development of Veli as an International Tourist Center 25 acres of land has been acquired at Veli tourist village for developing an amusement park, oceanarium and dolphinarium of international standards through private participation. 2. Thenmala as an International Eco-tourism Destination First phase of the project comprising a sculpture garden, amphitheatre, musical fountain, suspension footbridge, etc., was commissioned in December 2000. 3. Development of Kannur as a Major Tourist Destination in Malabar Muzhappilangad and Payyambalam beaches have been developed to attract domestic and international tourists. Meenkunnu, Dharmadam island, Thalassery fort and Kannur fort have also been developed as part of this project. 4. Face Lifting of Kovalam Beach Resort Development of roads, pathways, lighting and signages have been undertaken. Beach cleaning and lifeguard services are regularly offered. Guidelines have been prepared by the Town & Country Planning Department for controlled development of the destination. 5. Integrated Development of Fort Kochi The partially commissioned project components include construction of boat jetty, tourist amenity centre, food courts, area improvement schemes, beach side development, lighting, signages, etc. This project also includes construction of a Paryatan Bhavan comprising tourist bus stand, shops, public toilets and counters for tour operators, travel agents and hoteliers. Plan allocation has been made for this project components during the current year (2002-03). 6. Development of Pathiramanal as an International Backwater Resort Tourist Resorts (Kerala) Limited (TRKL) – government’s nodal agency for promoting private sector investment in tourism – has formed a joint venture company, Oberoi Kerala Hotel & Resorts Ltd (OKHRL) in association with the Oberoi Group. OKHRL is slated to implement this project. Contd... Exhibit 7.1 (Contd...) 7. Development of Vagamon as an International Hill Resort 751 hectares of land have been transferred from the Kerala Livestock Development Board to the Tourism Department. An International Hill Resort with star hotels, golf course, helipad, etc., is proposed to be developed with private participation in accordance with a master plan. Upgradation of access roads, water supply, electricity substation, etc., is planned to be taken care of by the government. B. INFRASTRUCTURE DEVELOPMENT 1. Intensive Backwater Development Status of various projects is as follows: a) World class house boat terminals at major backwater nodes: • Construction of house boat terminal at Kumarakom is in progress. • Land acquisition for house boat terminals at Alappuzha and Thaneermukkom. b) Integrated development of Pamba-Kuttanad backwater region: • Government of India has sanctioned construction of tourist resorts at Pallathuruthy, Nedumudi, Kotharathode and Vattakkayal. Land acquisition at all these centres is on. c) Integrated development of Ashtamudi backwaters: • Construction of Gateway Centre at Kollam is under way. • Water sports activities are being taken up in Ashtamudi backwaters with central government assistance. • Waterside amenities at Anandavalleeswaram and Kannettil are being taken up. d) Dispersal of backwater based tourism to Malabar area: • House boats have been sanctioned to Neeleswaram, Parassinikkadavu, Kozhikode and Chettuva. • Valiyaparamba is being developed as a major backwater centre. • Action is on for the development of basic infrastructure along potential cruise routes. e) Development of Kovalam-Kollam waterway for house boat operation: • Detailed study has been carried out. First phase of the project from Kovalam to Akkulam is being taken up by the Irrigation Department. Contd... Exhibit 7.1 (Contd...) f) Development of transit points along cruise routes: • Construction of waterside amenities at Kayamkulam and Alumkadavu is on. 2. Development of Budget Accommodation Facilities at Tourist/Pilgrim Centres a) Construction of Tourist Resorts at Paravur and Athirapally, and of Yatri Nivas at Malayattur, Peerumedu, Changanassery and Kozhikode has been completed. b) Construction of Yatri Nivas at Kalady, Guruvayur, Nelliampathy, Thirunelly, Kondotty, Munnar and Mannarkad is in progress. c) Construction of pilgrims amenity centres at Erumeli and Kulanada has started. 3. Tourist Reception & Facilitation Centres a) Construction of tourist reception centre at Nedumbassery international airport (Kochi) has been completed. b) Construction of tourist reception & facilitation centres at Munnar, Vythiri, Thekkady and Varkala is being take up. 4. Tourism Roads a) Basic improvements to Thekkady-Munnar road, Thekkady-Kumily road and tourism roads in Wayanad and Kollam districts have been completed. 5. Integrated Development of Museums a) Action has been initiated for the development of Napier Museum in Thiruvananthapuram and Hill Palace Museum in Thrippunithura with central government assistance. 6. Illumination of Historical Buildings a) Landscaping of Kanakakunnu palace gardens and construction of Sooriyakanthy Exhibition grounds on the palace premises, have been completed. A sound & light show project has been sanctioned. b) A project for illumination of VJT Hall has been sanctioned. 7. Development of Potential Dam-Sites for Tourism Activities a) Kanjirapuzha dam site has been developed into a new tourist destination after landscaping the surroundings. Main Source: Economic Review of Kerala, 1999-2000 & 2000-01 (Tourism Department, Government of Kerala) Exhibit 7.2 IMPORTANT PROJECTS IMPLEMENTED/BEING IMPLEMENTED WITH CENTRAL GOVERNMENT ASSISTANCE Important projects implemented/being implemented in recent times with central government assistance include the following. Estimated project costs are given in brackets for some of the projects. 1. Waterside amenities on Pamba-Kuttanad backwaters at Pallathuruthy, Nedumudi, Kotharathode and Vattakkayal. Rest houses with 10 rooms, restaurants & communication facilities (Rs.295 lakhs) 2. Development of water sports in Ashtamudi lake and other places (Rs 125 lakhs) 3. Renovation of boat jetty near Subash Park into a state-of-the-art landing site. Development of boat jetties at Ernakulam wharf and Mattancherry (Rs 125 lakhs) 4. Development of a walkway along the backwaters in Kochi (Rs 125 lakhs) 5. House boats for the Malabar region (Rs 25 lakhs) 6. Floating restaurant at Pathiramanal 7. Projects related to boat race – Nehru, Aranmula boat races (Rs. 106.32 lakhs) 8. Yatri Nivas with 10 rooms & restaurant at Mannarkad (Rs.97.2 lakhs) 9. Yatri Nivas at Munnar with 10 rooms, two VIP suites and a restaurant 10. Development of Mattancherry-Fort Kochi as a heritage destination (Rs.98 lakhs) 11. Bolghatty Palace restoration & landscaping (Rs 26.27 lakh) 12. Renovation of Hill Palace Museum at Thrippunithura and preservation of manuscripts using electronic equipment (Rs.105.8 lakhs) 13. Renovation of Napier Museum at Thiruvananthapuram (Rs. 50 lakhs) 14. Restoration of heritage buildings at Chennamangalam (Rs 16.65 lakh) 15. Aluva Palace modification (Rs 9.5 lakh) 16. Initial expenditure towards development of golf course, hotel and helipad on 2,000 acres of land at Vagamon (Rs. 50 lakhs) 17. KTDC’s ayurveda centre at Kumarakom (Rs.25 lakhs) 18. KTDC’s ayurveda centre at Bolghatty Palace, Kochi (Rs.25 lakhs) 19. Improvement of Kalady River ghat (Rs 25 lakh) 20. Tourist reception centres at Thekkady, Munnar & Vythiri 21. Trekking at Thenmala eco-tourism project (Rs 3.3 lakhs) Exhibit 7.3 TOURISM PROJECTS FOR ERNAKULAM DISTRICT Kerala government’s projects: The Kerala state government has about a dozen tourism projects for Kochi, totally costing around Rs. 113 crores. The important projects are listed below. Cost estimates of individual projects are mentioned in brackets. 1. Preservation of Mattanchery and Jew Town (Rs. 5 crores) 2. Construction of food courts at Broadway (Rs.1.2 crores) 3. Tourism complex at Vallarpadam (Rs.12 crores) 4. Extension of Marine Drive walkway up to Subash Park (Rs.0.80 crores) 5. Preservation of Chennamangalam Heritage Village (Rs.4 crores) 6. Integrated development of Kalady and Malayattoor pilgrim centres 7. Development of Kumbalangi island boat jetties (Rs 5 crores); water supply scheme and internal roads of the island (Rs 10 crores each) 8. Innovative water sports (Rs.2.67 crores) 9. Golf course (Rs.12 crores) Ernakulam DTPC’s projects: Ernakulam DTPC has taken up numerous projects for Kochi during 2002, which are recently completed or planned to be completed shortly. The cost estimates are given in brackets. 1. Beautification of Durbar Hall ground (Rs 50 lakhs) 2. Chinese net bridge, linking Children’s Park and Taj Boat Jetty on the Marine walkway (Rs 32 lakhs) 3. Musical fountain at Priyadarshini Children’s Park/Subash Park (Rs 23 lakhs) 4. Detailed city map of Kochi (Rs 30 lakhs) 5. Backwater boat service modeled after the Italian Gondola Kochi Corporation and district administration’s projects: In addition, the Kochi Corporation plans to erect a Queen of Arabian Sea statue at Marine Drive and also a rope way. Further, the district administration plans restoration of two landmarks - General Hospital and Maharaja’s College - situated next to each other. Rs 2-crore heritage protection project for the Maharaja College is aimed at restoring its lost glory and architectural splendour. Contd... Exhibit 7.3 (Contd...) Global Tourist Village at Nedumbassery: KSIDC has signed an MOU with the Bahrain based Mahnami Hotels & Resorts for the establishment of an international tourist village at Nedumbassery, near Kochi. The Rs.33 crore village will spread over an area of 24 acres. The Bahrain- based Mohammed Salahuddin Consulting Engineering Bureau will design and execute the project. The village will have buildings of different architectural styles from various nations and regions, comprising studios and one and two bedroom apartments. There will also be exclusively designed honeymoon cottages. The project would be a curtain raiser to the Global Investors’ Meet (GIM) scheduled in November, 2002. Kerala Gramam Project The Kochi Corporation is to float a global tender for preparing a project report for the Kerala Gramam project (meaning Kerala village project), which is to come up at Thanthonnithuruthu island in the Kochi backwaters. The plan is to develop the 100-acre island with access to infrastructure facilities, so that investors are attracted to set up hotels and business centres, while retaining the ambience of a typical Kerala village. It is proposed that the Corporation would sell about 25 acres of the land in advance and raise Rs.60 crores. This money would be used for dredging, bridge building, road development, setting up power and water supply network, etc. Exhibit 7.4 TOURISM PROJECTS FOR THRISSUR DISTRICT The State Tourism Department is to prepare a master plan for development of tourist centres in Thrissur district. The proposals include: • Development of Chalakkudy – Athirappally road (Rs.10 crores NABARD assistance)) • Bathing ghat and foot path at Athirappally (Rs.40 lakhs) • Tourism Reception Centre at Chalakkudy to be set up by DTPC • Motel-resort constructed by the State Plantation Corporation at Athirappally to be commissioned with clearance from the forest department • Sales-cum-exhibition centre of forest products and handicrafts to be started at Athirappally • Garden at Thumboormuzhi dam to be renovated and handed over to the tourism department by the irrigation department • Vazhani-Chimmoni road to be developed and boating facilities to be arranged at Chimmoni dam • Beautification of Thrissur and development of model streets, with the co- operation of Thrissur Corporation and commercial establishments. Exhibit 7.5 MASTER PLAN TO DEVELOP NEYYAR DAM Neyyar Dam is being developed as tourist destination of international standards in accordance with a master plan. The projected outlay is Rs.182.5 million. The development plan is being implemented in four phases in association with the District Tourism Promotion Council. Phase 1: Security cabin, facilitation centre, parking area, roads, bridges, children’s park, toilet blocks, swimming pool, cottages, boating facility Phase 2: Guest house, pavilion, crocodile park, additional cottages and boating facility Phase 3: Resort of international standards (Cost: Rs.70 million), rope way and development of the Safari Park Phase 4: Modernisation of the park (Cost of Rs.4 million), trekking facilities & other development works. Exhibit 7.6 TOURISM, ENTERTAINMENT AND REAL ESTATE PROJECTS FOR WHICH EXPRESSIONS OF INTEREST HAVE BEEN INVITED IN THE CONTEXT OF THE GLOBAL INVESTORS’ MEET Project Anticipated Investment (Rs.crores) 1. Lakeview Township, Thiruvananthapuram 100 2. Beach Resorts at Bekal, Kasaragod district 100 3. Eco Township, Kochi 80 4. Vagamon Hill Resort, Idukki district 1 50 5. Dream City Amusement Park, Kozhikode 2 50 6. Family Entertainment Centre, Kochi 50 7. Golf Course cum Tourist Resort, Kochi 40 8. Gandhivanam Wetland Eco-resort, Alappuzha 40 9. Film City at Chitranjali Studio Complex, Thiruvallam near Thiruvananthapuram 3 25 10. Modernisation cum Commercial Complex at KSRTC Bus Stations at 40 locations ## 11. Redevelopment of PWD Rest Houses at 25 locations ## TOTAL (excluding items 10 & 11 above) 535 Note: 1. 750 hectares of land is available in Idukki district for this project. 2. This was envisaged as an integrated tourism-cum-urban development project. A Dream City and sewage treatment plant were proposed to be established in Kozhikode, under private-public partnership on BOT basis, similar to Alanthur scheme in Tamil Nadu. Corporation of Kozhikode and Kerala Water Authority would be the public sector participants in this project. Some land from the revenue department has been acquired by the Water Authority for this purpose. 3. A theme park combining film shooting and entertainment/recreation facilities. ## To be decided based on various project parameters Contd… Exhibit 7.6 (Contd…) Some of the other projects that had been proposed by the Tourism Department to the Industries Department for inclusion in the Global Investors’ Meet are: 1. Kovalam re-development Water supply, sewerage and solid waste disposal schemes to be implemented on commercial lines. Water would be taken from Vellayani kayal to supply to this area. 2. Oceanarium at Akkulam Children’s park, boating facility and swimming pool are already available in Akkulam. An aquarium is also being set up. The proposal is to develop an oceanarium utilising the available government land. 3. Rope ways Rope ways similar to the one at Malampuzha are proposed to be put up at Veli, Akkulam and Neyyar dam. 4. Marina at Kochi A modern marina to be developed near Bolghatty Palace in Kochi. 5. Theerappadam project near Thiruvananthapuram This involves cleaning of canal and creating tourism infrastructure. 6. Imax theatre at Thrippunithura A multiplex theatre. Exemption from entertainment tax for seven years is proposed. Source: Kerala State Industrial Development Corporation & its press notification Types of Tourist Accommodation Tourist accommodation can be of various forms and many of these are already prevalent in Kerala, including some exclusive and innovative ones. The most common type of tourist accommodation is hotel, which includes: • City or downtown hotel, catering to both business and holiday travelers. • Business hotels catering to conferences and conventions and also general business and leisure travelers. • Airport hotels designed for use by transit passengers and also by business travelers flying in to hold quick meetings with local persons. • Hotels near railway and bus stations catering to transit travelers. • Resort hotels, which offer a special range of facilities and services, usually in an attractive environment and oriented to the holiday tourist market (examples include backwater resorts, ayurvedic resorts, etc.). Kerala has around 25,000 hotel & resort beds, with 8,500 of them being in the classified hotels and the rest in unclassified ones. Half of them are concentrated in Ernakulam and Thiruvananthapuram districts (Exhibits 8. 1 & 8.2). Other types of tourist accommodation include: • Floating accommodation, i.e., houseboats • Home stays, such as those under the Grihasthali scheme (Exhibit 8.3) • Residences/guest houses in plantation areas • Palace hotels – Former palaces converted to hotels (Example: ‘The River Retreat’ at Cheruthuruthy in Thrissur district) • Resorts built in heritage style of architecture (a prime example being ‘The Travancore Heritage’ at Chowara near Kovalam) • Apartment hotels – having residential units with kitchenettes for self catering • Time share resorts • Yatri Nivases, youth hostels, guest houses and motels providing relatively inexpensive and sometimes dormitory accommodation • Temple guest houses, bhajana mathams, dormitories for pilgrims • Tree top houses as have been developed in Wayanad • Camp grounds – camping sites, sometimes with rental tents and common toilet facilities • Caravan parks – parking place and facilities for mobile accommodation of motorized campers and trailers Mismatch between available tourist accommodation and estimated total tourist nights in Kerala Kerala currently receives 5 million domestic tourists and 0.2 million foreign tourists per annum. According to a recent tourist survey carried out in the year 2000, average duration of stay of domestic tourists in Kerala is estimated to be 6.5 days, and that of foreign tourists is estimated at 14.1 days. Foreign tourist arrivals are seasonal, while domestic tourist arrivals are spread out fairly uniformly throughout the year. Based on an accommodation occupancy factor of 75 % for domestic tourists and 60 % for foreign tourists, the number of accommodation beds required works out as below: 5,000,000 x 6.5 Domestic tourists: = 119,000 365 x 0.75 200,000 x 14.1 Foreign tourists: --------------------- = 13,000 365 x 0.60 In effect, more than 100,000 beds would be required to handle the estimated current tourist traffic. As against this, it is reported that there are only about 25,000 hotel & resort beds in Kerala, including 16,500 in the unclassified category. This suggests that the number of days spent by tourists in Kerala has perhaps been overestimated by a factor of four, or that there are at least 75,000 more unclassified hotel beds or other accommodation used by tourists. What is most likely is that the estimated duration of stay per tourist is not applicable to the entire base of tourists. Many domestic as well as foreign tourists combine visits to selected places in two to four states within a short span of time. A substantial number of tourists are from within the state or from near about places, who spend only one or two days for leisure travel or other purposes. Accommodation projections and land area requirements Nonetheless, we may proceed on the premise that the present availability of tourist accommodation beds in hotels and resorts in Kerala (about 25,000) is adequate to meet the current level of tourist traffic and thereby estimate incremental requirements to meet future growth. However, in order to be consistent with the available accommodation beds, we would have to take the average duration of stay in Kerala by a domestic tourist at 1.5 nights and that of a foreign tourist at 3.5 nights. Kerala’s Tourism Vision 2025 envisages adding 200 hotel rooms in star categories every year, which would in effect translate to adding 300 beds in the classified hotels and about 1000 beds per year including the unclassified ones. This appears to broadly agree with the projections made below. Going by the growth rate of 3.5 % per annum for domestic tourists and 5 % per annum for foreign tourists; the number of additional hotel beds required would be as follows: 175,000 x 1.5 Domestic tourists: -------------------- = 960 365 x 0.75 10,000 x 3.5 Foreign tourists: --------------------- = 160 365 x 0.60 In all, about 1,120 accommodation beds need to be added every year, spread across all categories of hotels and resorts. However, to cater to the high season demand (say, 90 % occupancy during a period of 150 days that would have to accommodate 60 % of total annual incremental traffic), about 1,300 additional beds may be required. The number of additional guest rooms required per annum may be estimated by dividing the number of beds by 1.5, which works out to about 850. This factor would in fact be around 1.7 for holiday oriented travel and closer to 1.2 for business oriented travel. A quick estimation of the corresponding land area required per annum is worked out below: Type of accommodation No. of additional rooms Units per acre Land area required (acres) Urban hotels 510 80 6 Hotels for wildlife & nature tourism 85 20 4 Medium to low density hill station, backwater & beach resorts 255 10 25 TOTAL 850 35 It would appear that about 700 acres of land would be required over the coming two decades to create tourist accommodation of the required level of spatial comforts and ambience. In addition, an equal extent of land would be required to create extensive recreation facilities. A land bank of 1,400 acres may therefore be required for tourist accommodation and allied facilities over the next two decades. Role of State tourism properties & their privatisation Kerala Tourism Development Corporation Ltd (KTDC) is the major public sector agency in the State, operating in the tourism sector. It runs a large chain of tourist accommodation facilities in different parts of Kerala and also provides tour/transport services. The list of KTDC’s tourist accommodation/hotel properties is provided at Exhibit 8.4. KTDC’s performance during recent years is summarized at Exhibit 8.5. It is well recognized that the government should act as a catalyst for tourism development, and that actual tourism-related products and services such as hotels and transport should best be provided by the private sector. Nonetheless, it is to be appreciated that KTDC has played a pivotal role in leading the private sector to set up quality accommodation facilities in both established and new tourist destinations. For example, KTDC’s Mascot Hotel was one of the few high-class hotels in Thiruvananthapuram before the establishment of numerous private luxury hotels. However, some of KTDC’s smaller motels and yatri nivases are in sub-optimal locations and are not doing well. In situations where its objective of playing a pivotal or catalytic role has been met with, the government can consider withdrawing its investments, by privatizing the hotel properties. The amounts redeemed thereby may be invested towards tourism development in virgin locations. But continued presence of the government may still be justifiable in a limited way in some places, in order to play a balancing/demonstrative role. Therefore, privatization of tourism properties may be undertaken gradually, considering the interest of tourism and tourists as a whole, rather than on considerations of financial returns alone. In fact, Kerala has initiated steps towards privatization and joint sector promotion of hotel properties over a decade ago. Tourist Resorts Kerala Ltd (TRKL) was set up as a subsidiary of KTDC in 1989. It is the nodal agency for promoting private sector investments in tourism. This company has in turn formed two joint sector companies – Taj Kerala Hotels & Resorts Ltd (TKHRL) and Oberoi Kerala Hotels & Resorts Ltd (OKHRL), in association with the Taj and Oberoi groups respectively. Other investment projects by TRKL include the land bank project, Veli-Akkulam project, etc. Another government promoted company - Bekal Resort Development Corporation Ltd (BRDC) too has plans for implementation of resorts at Bekal with private sector participation. TKHRL already has four operative hotel projects in Kumarakom, Thekkady, Varkala and Kochi. The properties at Kumarakom and Varkala were earlier government-owned, and these were transferred to the joint sector company. Though the government had earlier sustained losses on these properties, they played a pioneering role in developing Kumarakom and Varkala as tourist destinations. Exhibit 8.1 DETAILS OF ACCOMMODATION FACILITY IN CLASSIFIED HOTELS IN KERALA (1999 & 2000) (Numbers) Hotels category 1999 2000 Hotels Rooms Beds Hotels Rooms Beds Heritage 7 112 290 7 112 290 5 star deluxe 1 93 183 1 93 183 5 star 4 445 843 6 594 1141 4 star 9 571 904 9 571 904 3 star 24 1010 1872 39 1555 2892 2 star 35 938 1758 36 919 1740 1 star 24 740 1312 24 728 1290 TOTAL 104 3909 7162 122 4572 8440 Source: Economic Review of Kerala, 2000-01 (Tourism Department, Government of Kerala) Exhibit 8.2 NUMBER OF HOTEL BEDS & HOTELS IN KERALA - BY DISTRICTS AND CATEGORIES (1999) No. of hotel beds No. of hotels in brackets & italics District Heri- tage 5 * dlx 5 * 4 * 3 * 2 * 1 * Unclas- sified Total 1.Thiruvananthapuram 105 -- 359 376 317 171 177 4,045 5,550 (2) -- (1) (3) (4) (4) (4) (105) (123) 2. Kollam -- -- -- -- 81 70 -- 477 628 -- -- -- -- (2) (1) -- (9) (12) 3. Pathanamthitta -- -- -- -- -- 28 -- 409 437 -- -- -- -- -- (1) -- (11) (12) 4. Alappuzha 22 -- -- -- 104 82 34 730 972 (1) -- -- -- (1) (2) (1) (19) (24) 5. Kottayam 64 -- -- 27 142 109 62 393 797 (1) -- -- (1) (2) (3) (2) (10) (19) 6. Idukki -- -- -- 64 267 297 145 1,106 1,879 -- -- -- (1) (4) (6) (3) (29) (43) 7. Ernakulam 55 183 340 284 768 526 443 3,493 6,092 (2) (1) (2) (3) (8) (9) (6) (77) (108) 8. Thrissur 14 -- -- -- -- 214 108 2,135 2,471 (1) -- -- -- -- (3) (2) (46) (52) 9. Palakkad -- -- -- -- 193 64 32 896 1,185 -- -- -- -- (3) (1) (1) (21) (26) 10. Malappuram -- -- -- -- -- 30 -- 474 504 -- -- -- -- -- (1) -- (14) (15) 11. Kozhikode -- -- 144 99 -- 89 144 1,295 1,771 (1) (1) -- (2) (3) (20) (27) 12. Wayanad -- -- -- -- -- 32 -- 264 296 -- -- -- -- -- (1) -- (9) (10) 13. Kannur -- -- -- -- -- 46 60 670 776 -- -- -- -- -- (1) (1) (15) (17) 14. Kasaragod -- -- -- -- -- -- 68 788 856 -- -- -- -- -- -- (1) (15) (16) TOTAL 260 183 843 850 1,872 1,758 1,273 17,175 24,214 (7) (1) (4) (9) (24) (35) (24) (400) (504) Note: 1. Thiruvananthapuram and Ernakulam districts together account for nearly 50% of the total hotel accommodation in Kerala. 2. More than 70% of the hotel accommodation in the State is unclassified. 3. Average bed strengths have been assumed in situations where the number of beds in a hotel was not available. Source: Handbook on Accommodation 2000, Department of Tourism, Govt of Kerala Exhibit 8.3 GRIHASTHALI: SCHEME FOR CONSERVATION OF ARCHITECTURAL HERITAGE BY CONVERTING HOMESTEADS TO PROVIDE TOURIST ACCOMMODATION Kerala’s countryside abounds in sprawling traditional homesteads (e.g., nalukettus and ettukettus), most of which are fast going to ruins. Grihasthali is a scheme to preserve this architectural heritage by converting the homesteads into tourist accommodation with modern facilities. This also matches with the preference of foreign tourists to stay in traditional buildings and have a taste of authentic Kerala lifestyle during their visit. Grihasthali will also inspire public participation in the promotion and development of tourism in the State. The Department of Tourism has designed a package of incentives and financial assistance in collaboration with the Kerala Financial Corporation (KFC) and nationalised banks. Grihasthali also envisages registration of those properties where owners would not like to convert their buildings themselves, but are interested in identifying a potential partner/buyer for the property. This will help in the creation of an authentic database for prospective investors. Definition of a heritage building: Any building which is more than 50 years old and bears characteristics of the traditional Kerala architecture. Documents to be submitted along with the application: 1. Proof of ownership/lease of the building 2. Location plan showing the building’s access from major roads 3. Plan, elevation and section of the existing building 4. Plan, elevation and section of the building after incorporating the proposed alteration, certified by a qualified engineer 5. Site plan to scale showing available open spaces on all sides of the building 6. Estimate of the proposed renovation, certified by a qualified engineer 7. Photographs of the building, including interiors 8. Filled in form accepting tourism department’s regulatory conditions. If the applicant only wants to register the property and not undertake any renovation, only items 1, 2, 3, 5 and 7 above need be submitted. Incentives offered to approved projects: 1. Subsidy for preparation of project report up to 25% of the expenditure, subject to a maximum of Rs. 10,000/-. 2. Investment subsidy for approved projects, up to 25% of the investment for renovation subject to a maximum of Rs. 5 lakhs, payable after commencement of operations. 3. Financial assistance for the project through loans from KFC, banks, etc. Exhibit 8.4 KERALA TOURISM DEVELOPMENT CORPORATION LTD’S TOURIST ACCOMMODATION PROPERTIES Hotels 1. Agastiya House, Neyyar Dam, Kattakada 2. Hotel Aranya Nivas & Lake Palace, Thekkady, Idukki dist. 3. Hotel Bolgatty Palace, Kochi, Ernakulam dist. 4. Hotel Chaithram, Thiruvananthapuram 5. Garden House Hotel, Malampuzha, Palakkad dist. 6. Houseboat Holidays, Kavanattinkara, Kottayam dist. 7. Malabar Mansion, Kozhikode 8. Mascot Hotel, Thiruvananthapuram 9. Hotel Nandanam, Guruvayoor, Thrissur dist. 10. Hotel Periyar House, Thekkady, Idukki dist. 11. Hotel Samudra, Kovalam, Thiruvananthapuram dist. 12. Tea County (Hill Resort), Munnar, Idukki dist. 13. Water Scapes, Kumarakom, Kottayam dist. Motels 1. Motel Aaram, Kottarakkara, Kollam dist. 2. Motel Aaram, Palaruvi, Kollam dist. 3. Motel Aaram, Krishnapuram, Kayamkulam, Kollam dist. 4. Motel Aaram, Alappuzha, Alappuzha dist. 5. Motel Aaram, Vaikkom, Kottayam dist. 6. Motel Aaram, Valara, Idukki dist. 7. Motel Aaram, Erumayur, Palakkad dist. 8. Motel Aaram, Kuttipuram, Malappuram dist. 9. Motel Aaram, Vadakara, Kozhikode dist. 10. Motel Aaram, Mangattuparambu, Kannur dist. 11. Motel Aaram, Sulthan Bathery, Wayanad dist. 12. Motel Aaram, Thalappadi, Kasaragod dist. 13. Motel Aaram, Athirapally, Chalakudy, Thrissur dist. 14. KTDC Motel, Pathirapally, Alappuzha dist. Yatri Nivas 1. Mangalya, Guruvayoor, Thrissur dist. 2. Anjanam Cottages, Guruvayoor, Thrissur dist. 3. Yatri Nivas, Changanassery, Kottayam dist. 4. Yatri Nivas, Malayattoor, Ernakulam dist. 5. Yatri Nivas, Thrissur 6. Yatri Nivas, Alappuzha 7. Yatri Nivas, Kollam 8. Yatri Nivas, Kannur 9. Yatri Nivas, Peerumedu, Idukki dist. Exhibit 8.5 KERALA TOURISM DEVELOPMENT CORPORATION LTD’S PERFORMANCE HIGHLIGHTS (1999-2000 & 2000-01) (Rs. lakhs) Sl. No. Name of Units Average % occupancy (1999-00 & 2000-01) Income Profit/Loss 1999-00 2000-01 1999-00 2000-01 1. Mascot Hotel, Thiruvananthapuram 36 227.50 213.99 -0.44 -15.81 2. Hotel Chaithram, Thiruvananthapuram 56 241.18 214.93 -23.83 -35.65 3. Hotel Samudra, Kovalam 27 293.11 278.02 41.50 22.05 4. Hotel Aranya Nivas & Hotel Lake Palace, Thekkady 26 232.68 263.12 68.42 70.51 5. Hotel Periyar House, Thekkady 52 98.42 108.10 11.85 15.10 6. Bolgatty Palace Hotel, Kochi 44 54.49 63.10 -7.03 -9.85 7. Garden House, Malampuzha 45 71.36 55.60 10.91 2.36 8. Hotel Nandanam, Guruvayoor 35 39.62 33.78 3.49 -6.24 9. Mangalya, Guruvayoor 43 63.27 56.48 -1.57 -3.17 10. Hotel Aiswarya, Kottayam 43.92 --- -14.12 --- 11. Malabar Mansion, Kozhikode 62 109.16 117.64 13.76 6.18 12. Tea County Hill Resort, Munnar 56 27.54 147.27 -3.37 -15.27 13. Anjanam, Guruvayoor 45 4.23 4.04 -1.45 0.02 14. Motels Aarams 15 376.67 333.06 18.39 7.00 15. Yatri Nivases 45 139.49 204.56 -1.59 -2.66 16. Miscellaneous Group 172.49 188.83 -32.08 -14.73 17. Sabala Restaurants & Beer Parlours 1120.03 726.89 6.24 57.86 18. Transport Division, Thiruvananthapuram 42.32 --- -14.03 --- 19. T.R.C., Kochi 50.97 --- 3.96 --- GRAND TOTAL 3407.45 3096.45 79.01 63.77 Need for exclusive/complementary infrastructure for tourism development Development of adequate infrastructure for tourism becomes a particularly critical factor in developing countries like India, which face basic infrastructural constraints. Transport facilities and services, water supply, electricity, sewage and solid waste disposal, drainage and telecommunications are all components of infrastructure, typically required for tourism development. Infrastructure is also necessary to contain air & water pollution and congestion, and also for resource conservation such as recycling of sewage to provide water for landscaping. The basic infrastructure of an area meant for the host community can often serve the needs of tourism to only a limited extent. Additional investments are usually necessary to support tourism on a significant scale. Ideally, the multiple use of infrastructure built or improved to serve tourism, should financially justify the investment. Thus, tourism may help to pay partly for general infrastructure costs, this being one of its socio-economic benefits. However, in some cases, it may be necessary to construct new infrastructure, just for tourist facilities. Destination travel costs Cost of travel to the destination and the cost of using tourist facilities and services at the destination are important factors in attracting tourists. High costs would keep away general interest sight seeing tourists who often have comparable alternatives accessible to them at lower cost. Special interest tourists are usually more willing to pay a higher cost to pursue their travel interests. Domestic travel cost to Kerala is relatively higher because it is in one corner of the country, and domestic air fares are expensive. International travel cost to Kerala too is higher, as direct flight connections are limited. However, recent trends suggest that this situation would gradually change for the better in future. The major transport-related considerations therefore are: • Access of the State (Kerala) from principal markets abroad, and from other states/regions within India. • Internal transportation system within the state and access of individual tourist spots within the State. Kerala’s Infrastructure Vision A summarisation of Kerala’s Infrastructure Vision is provided at Exhibit 9.1, with a focus on the transportation sector, as access is the fundamental element of tourism infrastructure. The Infrastructure Vision has identified many proposals for the development of different types of infrastructure in the State, and has also drawn up various mechanisms for implementing the same. Further, the Kerala Infrastructure Development Bill envisages a transparent framework for participation by non-government entities in financing, construction, maintenance and operation of infrastructure projects. This covers the entire gamut of infrastructure projects including tourism projects, roads and urban transport. Wherever applicable, private participation in infrastructure projects may be configured in a manner that ensures a continuous stream of revenue to the government by way of annual licence fees /lease payments, etc. Transportation facilities and services Road transport: Exhibits 9.2 and 9.3 provide basic information on the road network in Kerala. Exhibit 9.4 marks the National Highways in Kerala, on a map. Important improvements that are necessary and in the pipeline are: 1. Four laning of the Salem-Kochi section of NH-47 as an additional spur of the Golden Quadrilateral Project. 2. Complete four laning of the coastal National Highways (NH-17 & NH-47) with by-passes at major urban nodes, so as to create a high-speed north- south corridor. This work has been completed in short stretches such as by-passes at Thiruvananthapuram and Kochi, and four laning of the Kochi- Cherthala segment. However, ribbon development along the highway could be a constraint in the smooth execution of certain segments of this project. 3. The Goshree Project connecting Vypeen, Vallarpadam and Bolghatty islands to the Ernakulam mainland would be a significant development. The most notable development is the scheduled commencement of the World Bank-backed Kerala State Transport Project (KSTP), popularly referred to as the Jumbo Road Project. This project envisages upgradation and maintenance of 2810 kms of roads across the State, of which 600 kms are being taken up in the first phase. The cost is estimated at Rs.1250 crores. Rail transport: The railway network in Kerala (Exhibit 9.5) has improved considerably over the years with the doubling and electrification of high traffic corridors. The commissioning of Konkan Railway has brought Kerala much closer to many places in the western and northern parts of the country. Ernakulam – Mulanthuruthi section is being doubled, which will eventually lead to doubling of the entire Ernakulam - Kayamkulam railway link via Kottayam. Interestingly, less-known potential tourist destinations like Thenmala and Nilambur have rail links, though these are low traffic routes with limited services. Among the needs for the future would be a high-speed rail corridor between Ernakulam and Thiruvananthapuram and doubling of the Shoranur – Mangalore and Thiruvananthapuram – Kanyakumari sections, to meet the growth in traffic. A somewhat controversial project is the proposed Angamali – Pamba (near Sabarimala) rail link, with an alignment that would minimise ecological damage. Air transport: Kerala has the unique distinction among Indian states of having three international gateways. However, international air access is primarily with the Middle Eastern countries, and caters to the sizeable Keralites working there (Exhibits 9.6 & 9.7). The Government of India’s civil aviation policy is not conducive to opening up the Indian skies freely to foreign airlines. Domestic airfares are unrealistically high and there are anomalies in international air fares to Kerala. However, going by available indications, one can expect rationalisation of air fares and improved air links in the foreseeable future. Among the positive developments taking place are: 1. Air India’s thrice a week Kochi-Delhi-Paris-New York flight from December 2. Night landing facilities at Karipur airport (Kozhikode) by the end of this year 3. Additional flights by Oman Air later this year linking Nedumbassery (Kochi) with Muscat and onward with London However, development of direct air links with Europe and North America would be gradual. The frequencies too would be low to start with. While chartered flights offer a possible solution, most chartered flight tours are low budget tours, characterised by intense price competition and wafer thin margins. Some chartered flights are already operating to Thiruvananthapuram, and this is not seen as a desirable way of achieving major growth in tourist traffic. The current hub and spoke pattern of air traffic, with major airports (Mumbai, Delhi, Chennai) serving as hubs for long distance high volume traffic, and distributing the same through a spoke system to other places, will continue to play a significant role for some time to come. Further, at least two-thirds of foreign tourists visiting Kerala, combine the visit to Kerala with other states in India. They make use of rail, road and air access to Kerala from other states. This too would continue to be a common practice as foreign tourists do not necessarily come to visit just one State in India. Other infrastructure -considerations in tourism planning Precise calculation of infrastructure needs such as water supply, electricity, etc., is not easily possible when planning for tourism at the State level. However, it is imperative that there is no serious shortfall in the overall availability of these infrastructure elements, to avoid impeding development of specific tourist sites. Quality of urban tourist centres and transit points have a significant role to play in tourism development. Kerala’s Urban Policy & Action Plan is summarised at Exhibit 9.8, with a focus on tourism related issues. A list of statutory urban areas is given at Exhibit 9.9. Availability of general infrastructure components would be important considerations in selecting/developing tourism areas and projects, and in establishing standards of infrastructure planning and engineering design at a more detailed level. Water supply is typically the most critical component in terms of local availability. Other infrastructure can usually be provided through additional investments. Satellite imageries and aerial photographs along with a comprehensive and updated database on physical infrastructure and land information through the application of Geographical Information System (GIS) can be effectively used for appropriate infrastructure planning and management. Important issues and considerations with regard to some of the general infrastructure elements in the context of tourism planning are outlined below. Water supply: Some of the alternatives to be kept in mind for implementation, where applicable and feasible are: • Rain water harvesting to meet part of the water requirement • Using treated sewage effluent for landscaping and golf course irrigation • Utilizing salt water for toilet flushing in coastal/island resorts by installing two separate water systems. Electricity: The following energy conservation measures can be adopted in designing tourist facilities, wherever possible: • Solar power for water heating in hotels/resorts • Environmentally sensitive building design to reduce air-conditioning costs. Sewage disposal: Hotels/resorts should not be allowed to discharge their sewage effluent directly into streams, rivers, lakes and seas. Where centralised common service area system does not exist or is inadequate, septic tank and leaching bed disposal technique may be adopted, depending on soil conditions. Large hotels/resorts and groups of hotels/resorts may justify their own independent sewage treatment and disposal system, and this could be insisted upon. Solid waste disposal: Where government/community operated solid waste collection and disposal system is not available, sanitary land fill, incineration, burning as a source of fuel energy, partial recycling and compaction are some of the available options. A combination of techniques is often the most practical. Exhibit 9.1 INFRASTRUCTURE VISION FOR KERALA – A SYNOPSIS In spite of a substantial incidence of taxation, Kerala is a highly indebted state (about Rs.30,000 crores). It has therefore become all the more imperative that private sector investment is encouraged by putting in place the necessary market structures and regulation. Kerala’s ‘infrastructure vision’ emphasizes creation of physical and social infrastructure with active private sector participation. The areas of priority identified are: energy, transport, sports, communication, urban infrastructure and industrial parks under physical infrastructure and education, healthcare and other civic amenities under social infrastructure. Roads: Major proposals in the roads sector include: • Conversion of Thiruvananthapuram–Kasaragod coastal highway into a ‘rubberised bitumen expressway’ • Creation of an alternative ‘hill highway’ between these two cities by upgrading and inter-linking existing roads in order to ease traffic on the coastal route • A super highway above the existing railway track between Thiruvananthapuram and Kasaragod is also under consideration, as this would avoid the need for fresh land acquisition. Proposed road developments: • 30 km. long airport-seaport highway connecting Cochin International Airport with the sea port • Link road to Kochi port as an offshoot of the NHDP Programme • 54 km. West Coast Highway from Ponnani to Kozhikode • East-West Corridor from Cherthala to Kodimatha • Marine Drive-NH-17 link road at Kochi • Munnar - Kodaikanal road • Investment of Rs. 47.65 crores under Pradhan Mantri Gram Sadak Yojana for rural roads • Kottayam-Kumarakom-Cherthala road • Sabarimala road • Road from Goshree bridge to NH 47 and NH 17 • Extension of Irumbanam- Kalamassery road • New road connecting NH 47 bye pass with Irumbanam – Kalamassery road Contd... Exhibit 9.1 (Contd...) Railways: The possibilities under railway network improvement are: • Doubling of the two Kochi – Thiruvananthapuram railway lines via Kottayam and also via Alappuzha • New railway lines like Angamaly-Sabarimala, Kottayam-Erumely, Kuttipuram – Guruvayoor • Mass Rapid Transit System in major cities (e.g., Sky Bus/Train is under consideration for Kochi, particularly to link airport to the city) • Expansion of railway electrification • Thiruvananthapuram - Kochi metro line. Inland water transport: Network of collection and delivery centres for cargo movement across the state. Development and deepening of canals for cargo and passenger movements and also for pleasure cruises. Port: Development of Vizhinjam as a major port Air transport: Intra-state air taxi service connecting all significant nodal centres in Kerala. Power supply is proposed to be augmented and cost reduced by establishing LNG based plants. Communications: Submarine cables landing in Kochi are already in place Various options available and used/proposed to be used for involving private sector in infrastructure development are: 1. Service contracts 11. Subordinate (mezzanine) debt financing 2. Management contracts 12. Dedicated funds & financing institutions for urban infrastructure 3. Leases 4. Concessions 13. Project initialisation fund 5. BOT, BOO, etc. 14. NRK Infrastructure Initiative Fund 6. Divestiture 15. Foreign Direct Investment (FDI) 7. Take out financing 16. Involvement of insurance sector 8. Consortium financing 17. Long term & low cost funds – pension, provident and insurance funds 9. Cash flow financing 10. Securitisation of receivables 18. Resource mobilisation by urban local bodies 11. Municipal bonds Exhibit 9.2 LENGTH OF ROADS IN KERALA (AS ON 1.4.2001) Sl. No. Type of road Length in kms. 1. National highways 1,560.10 2. State highways 3,890.27 3. Major district roads 11,469.52 4. Other district roads 5,243.78 5. Village roads 904.60 TOTAL LENGTH 23,068.27 Source: Economic Review of Kerala, 2000-01 Exhibit 9.3 NATIONAL HIGHWAYS IN KERALA Sl. No. NH No. From – to Length in kms. 1. NH – 47 Valayar – Kaliyikkavila 416.80 2. NH – 17 Thalappadi – Edappally 420.80 3. NH – 49 Bodimettu – Kundanoor 167.60 4. NH – 47 A Kundanoor – Willington Island 5.90 5. NH – 208 # Kollam – Ariyankavu 81.00 6. NH – 212 # Kozhikode – Muthanga 117.00 7. NH – 213 # Kozhikode – Palakkad 141.00 8. NH – 220 # Kollam – Theni 210.00 TOTAL LENGTH 1,560.10 Note: # Declared as National Highways in recent years. Source: Economic Review of Kerala, 2000-01 Map Exhibit 9.4 Map – Exhibit 9.5 Exhibit 9.6 KERALA'S AIR CONNECTIVITY THROUGH SCHEDULED PASSENGER FLIGHTS Domestic International Middle East Other places Thiruvananthapuram 1. Mumbai 1. Abu Dhabi 1. Colombo 2. Chennai 2. Bahrain 2. Male 3. Delhi 3. Dammam 3. Singapore 4. Bangalore 4. Doha 5. Kochi 5. Dubai 6. Tiruchi 6. Kuwait 7. Muscat 8. Riyadh 9. Sharjah Kochi 1. Mumbai 1. Abu Dhabi 1. Singapore 2. Chennai 2. Bahrain 3. Delhi 3. Dammam 4. Bangalore 4. Dhahran 5. Coimbatore 5. Doha 6. Goa 6. Dubai 7. Hyderabad 7. Kuwait 8. Kozhikode 8. Muscat 9. Thiruvananthapuram 9. Sharjah 10. Tiruchi 11. Agatti Kozhikode 1. Mumbai 1. Abu Dhabi 2. Chennai 2. Bahrain 3. Delhi 3. Doha 4. Coimbatore 4. Dubai 5. Goa 5. Fujairah 6. Kochi 6. Jeddah 7. Tiruchi 7. Kuwait 8. Muscat 9. Ras-al-Khaimah 10. Sharjah Main Sources: Airline time tables and press reports on air timings Exhibit 9.7 PASSENGER TRAFFIC IN KERALA’S AIRPORTS (1999-2000 & 2000-01) Sl. No. Airline 1999-2000 2000-01 Dom Int Tot Dom Int Tot Thiruvananthapuram 1. Indian Airlines 132,212 81,437 213,649 151,964 96,498 248,462 2. Air India 72,130 145,231 217,361 13,993 146,472 160,465 3. Jet Airways 76,982 -- 76,982 84,764 -- 84,764 4. Gulf Air -- 153,607 153,607 -- 143,896 143,896 5. Oman Air -- 66,327 66,327 -- 76,282 76,282 6. Kuwait Airways -- 67,591 67,591 -- 66,730 66,730 7. Qatar Airways -- 52,901 52,901 -- 92,412 92,412 8. Air Lanka -- 79,423 79,423 -- 83,843 83,843 9. Air Maldives -- 97,703 97,703 -- -- -- 10 Silk Air -- 12,056 12,056 -- 30,600 30,600 11. Chartered flights 8,054 8,054 -- 10,198 10,198 TOTAL 281,324 764,330 1,045,654 250,721 746,931 997,652 Kochi 1. Indian Airlines 108,032 50,225 158,257 154,434 82,029 236,463 2. Air India -- 144,512 144,512 -- 214,229 214,229 3. Jet Airways 181,706 -- 181,706 300,882 -- 300,882 TOTAL 289,738 194,737 484,475 455,316 296,258 751,574 Kozhikode 1. Indian Airlines 78,305 146,616 224,921 79,896 146,702 226,598 2. Air India 70,697 58,054 128,751 64,086 55,877 119,963 3. IA & AI joint venture -- 89,368 89,368 -- 80,771 80,771 4. Jet Airways 70,670 -- 70,670 53,937 -- 53,937 TOTAL 219,672 294,038 513,710 197,919 283,350 481,269 GRAND TOTAL 790,734 1,253,102 2,043,809 903,956 1,326,539 2,230,495 Source: Economic Review of Kerala, 2000-01 & (Airports Authority of India & Cochin International Airports Ltd) Exhibit 9.8 KERALA’S URBAN POLICY & ACTION PLAN – SELECTED HIGHLIGHTS Urban context and prioritisation policy: As per census data, about 26 per cent of Kerala’s population live in urban areas. However, effective urbanisation is higher because of ribbon development along the coastal transport corridors, resulting in an urban-rural continuum. The urban sector in Kerala comprises of five municipal corporations, 53 municipalities and 6 development authorities (Exhibit 9.9). Further to the 73rd and 74th constitutional amendments, spatial planning authority is given to the urban local bodies. The role of urban development authorities is therefore diminished. To avoid spreading of development expenditure thinly across the vast urban spread, the 58 statutory towns are prioritised as below, based on their present development status and future economic development potential: Priority 1: Kochi and Thiruvananthapuram Priority 2: Kozhikode Priority 3: Thrissur, Kannur, Kollam, Alappuzha, Palakkad and Kottayam urban agglomerations Priority 4: The remaining statutory towns Selected highlights of the action plan: The action plan is exhaustive and covers a wide gamut of issues. Only a few elements that have implication for tourism development are highlighted below. 1. Land procurement for public purposes to be achieved through urban land consolidation, by allocation of alternative land, transfer of development right, urban land reconstitution, creation of land banks, popularizing land lease, etc. 2. Schemes and regulations to be put in place for conservation of heritage structures; and adapting them for uses such as museums, etc. 3. Kerala Municipality Building Rules to be further amended to avoid arbitrariness in giving building permits and make optimum use of land. This is to facilitate construction of new hotels, thus augmenting accommodation facility for tourists. In order to upgrade the standards of hotels, they may even be given tax incentives. 4. Development of parks and open spaces including amusement parks, recreational walkways, etc., to be given appropriate priority. Conversion of existing recreational open spaces for other uses, to be prevented. 5. All developers including government agencies to attach Environment Impact Assessment statements to applications for major development projects. 6. Urban roads to be rehabilitated using the entire right-of-way, by clearing encroachments, providing end-to-end surfacing, footpaths, bus bays and parking lots. Government land to be identified to provide off-street parking. Exhibit 9.9 LIST OF MUNICIPALITIES, CORPORATIONS & URBAN DEVELOPMENT AUTHORITIES IN KERALA Municipalities: Sl. No. Town Year# Sl. No. Town Year# 1. Neyyattinkara 1913 28. Kunnamkulam 1948 2. Nedumangad 1978 29. Irinjalakuda 1936 3. Attingal 1924 30. Chalakkudy 1970 4. Varkala 1980 31. Kodungallur 1977 5. Paravoor(S) 1988 32. Chavakkad 1978 6. Punalur 1971 33. Gurvayur 1961 7. Pathanamthitta 1978 34. Palakkad 1866 8. Thiruvalla 1920 35. Chittoor -Thathamangalam 1947 9. Adoor 1990 36. Shoranur 1978 10. Alappuzha 1896 37. Ottappalam 1990 11. Kayamkulam 1909 38. Malappuram 1970 12. Cherthala 1952 39. Thirur 1971 13. Mavelikkara 1941 40. Manjeri 1978 14. Chenganoor 1978 41. Ponnani 1977 15. Kottayam 1923 42. Perinthalmanna 1990 16. Changanassery 1921 43. Koyilandi 1993 17. Vaikom 1919 44. Kalpetta 1990 18. Pala 1947 45. Kannur 1867 19. Thodupuzha 1978 46. Thalassery 1866 20. Aluva 1968 47. Mattannur 1990 21. Perumbavoor 1953 48. Vadakara 1958 22. North Parur 1912 49. Payyanur 1990 23. Muvattupuzha 1958 50. Kuthuparamba 1990 24. Thrippunithura 1978 51. Thaliparamba 1990 25. Angamaly 1978 52. Kasaragod 1966 26. Kothamangalam 1978 53. Kanhangad 1984 27. Kalamassery 1990 # - Year of constitution as municipality Contd... Exhibit 9.9 (contd...) Corporations: Sl. No. Name Year of constitution as Corporation. 1 Thiruvananthapuram 1941 2 Kochi 1967 3 Kozhikode 1962 4 Kollam 2000 5 Thrissur 2000 Urban Development Authorities: 1. Thiruvananthapuram Development Authority 2. Kollam Development Authority 3. Idukki Development Authority 4. Greater Cochin Development Authority 5. Thrissur Urban Development Authority 6. Kozhikode Development Authority There can be both positive and negative economic and socio-cultural impacts of tourism, depending on the type, intensity and pace of tourism development, as well as characteristics of the host society. However, significant economic benefits can accrue from tourism and negative socio-cultural impacts can be minimised through carefully planned and managed development. The earlier portions of this chapter try to quantify the positive benefits, while the possible negative effects are highlighted towards the latter half. Income from direct tourist expenditures The basic input for economic analysis of tourism is tourist expenditures. Based on the results of a tourist survey carried out in the year 2000, Kerala’s Tourism Department implicitly estimates earnings through direct expenditure by tourists during the year 2000 as follows: Number of tourists Avg daily expenditure per tourist (Rs.) Avg duration of stay in Kerala (days) Direct income from tourist expenditures (Rs. crores) Domestic: 5,013,221 682 6.5 2222.36 Foreign: 209,933 1,764 14.1 522.15 Total/avg: 5,223,154 725 6.8 2744.51 However, as already brought out in an earlier chapter on tourist accommodation, the average duration of stay does not appear to be representative of the entire population of tourists. If the above figures are correct, including multiplier effects, the total impact of tourism on Kerala’s economy would be an astounding Rs.10,000 crores, which is most unlikely. Earnings from foreign tourists for the year 2000, is reported at Rs.525.3 crores, which corresponds to the figure of Rs.522.15 crores worked out above, by utilising the published statistics and survey norms. However, this estimate too does not seem convincing as explained in the section below. Earnings from foreign tourists Earnings from foreign tourists to Kerala in Indian Rupees is reported to have increased by 3.31 times over the five-year period from 1995 to 2000, while number of foreign tourists has increased only by a factor of 1.47 (Exhibit 10.1). Even after adjusting for factors like inflation and change in the value of the Indian Rupee, the underlying assumption appears to be that the average foreign tourist to Kerala in the year 2000 spent 60% more in real terms, than the average foreign tourist to Kerala in 1995. Further, the average reported earning per foreign tourist to Kerala is rather high when compared to the average earning per foreign tourist to India as a whole. The estimated earning of Rs.25,000 per foreign tourist to Kerala (Rs.1,764 per day x 14.1 days works out to Rs.24,872. This has been rounded off to Rs.25,000) is supported by the findings the tourist survey carried out in the year 2000. However, discussions with representatives of the hospitality and travel industry suggest that this average is not applicable across the board for all foreign tourists. The opinion expressed is that about one-third of the foreign tourists coming to the State are low budget tourists, who spend frugally on accommodation, food and other services. A FICCI study estimates that every one million additional foreign visitors could translate into Rs.4,300 crores of revenue for the industry. But this could be at the all-India level. The average tourist would spend only a minor fraction of the total time spent in India in Kerala. Further, foreign exchange earnings from tourism would reduce to the extent of import content in the tourism product in terms of goods & services imported, advertising and promotional expenditures incurred abroad, agency commissions paid in foreign exchange, etc. Typically, in the Indian context, the import content may be taken to be around 5 per cent. Tourism’s contribution to Net State Domestic Product Kerala’s Net State Domestic Product (NSDP) at current prices for the year 1999- 2000 is reported at Rs.58,705 crores. According to Kerala Government sources, tourism contributes around Rs.3,500 crores, accounting for 6 % to the NSDP. Tourism Satellite Account – Tool for measuring economic impact of tourism The World Travel & Tourism Council India Initiative (WTTCII) and the Government of Kerala entered into an agreement in the year 2000, to initiate various actions for developing tourism in the state. A key component is to develop a Tourism Satellite Account (TSA) to measure and communicate the full economic impact of travel and tourism in Kerala, in terms of NSDP, job creation and government revenues. It aims to provide a solid, comprehensive and credible statistical information base, on the economic repercussions of tourism. It claims to go much beyond visitor arrivals and visitor expenditures as measures of success for the tourism industry. However, contrary to popular belief, building tourism is an extremely capital- intensive task. Expenditures on a variety of infrastructure, such as transportation (including airports & aircraft purchases), telecommunications, marketing, etc., do not appear to be adequately addressed in the TSA methodology, thus tending to over-estimate the beneficial impact of tourism. Employment Generation Employment generation from tourism falls into the following categories: 1. Direct employment in tourism enterprises, such as hotels & restaurants, tour operations and souvenir/tourist oriented shops 2. Indirect employment in the supplying sectors such as agriculture, fisheries and manufacturing 3. Induced employment of additional persons supported by the spending of income by the direct and indirect employees 4. Employment generated by construction of tourist facilities and related infrastructure, though this is temporary Based on an independent survey, Kerala’s Tourism Department reports that the tourism sector directly employs 1.28 lakh persons in the State. It is said that including indirect employment, the total employment generated is about 7 lakhs. Estimation of direct employment: Employment generated by hotels can be completely considered as direct employment generated by tourism, without much error. Kerala currently has about 8,500 beds in the classified hotels and around 16,500 beds in the unclassified hotels. Going by the norm of 1 employee per bed in the upper class of hotels and 0.5 employees per bed in the other classes of accommodation, the total number of employees in the hotels/accommodation sector would be of the order of 17,000. The other direct employment generating segments are tour operators, transporters, restaurants, shopping establishments and other tourism service providers. However, public transport vehicles, taxis/auto rickshaws, restaurants and shops cater mostly to the local population. The extent of usage by tourists would be minuscule as compared to the total. Considering this aspect, the estimated direct employment figure is definitely not conservative. Estimation of indirect & induced employment: A realistic estimate of the employment multiplier effect would be about 2.5. Therefore, total employment supported by tourism in Kerala is likely to be around 4.5 lakhs. Employment - investment ratio: Employment is also measured in economic terms, with respect to how much investment is required to produce one job, or contribution per employee to income from tourism. Although tourism is often portrayed as a labour intensive activity, the typically high cost of constructing good quality accommodation and related infrastructure requires substantial investment to be made for each job generated, although non-hotel jobs may be some what less capital intensive. Low quality accommodation costs less, but also employs fewer persons per room. A FICCI study reportedly states that every one million rupees of additional investment into the tourism sector has the potential to generate 47.5 jobs. And every direct job leads to the creation of another 11 indirect jobs! The World Travel & Tourism Council (WTTC) has forecast that if India has to keep up with the world average, it would have to generate 25 million new jobs in the travel and tourism sector by the year 2010. Even if Kerala were to target to achieve 3 per cent of this, it would mean that about 8 lakh additional jobs would have to be created in the State in ten years, or 80,000 per annum. Quite obviously, these figures are dangerously bullish and misleading. Employment projections: Kerala’s Tourism Vision 2025 targets to generate direct employment for 10,000 persons every year. Even this would be quite difficult to achieve, unless the momentum of growth in tourism is kept up consistently. Including employment multiplier effects, if this target is achieved, one would generate about 35,000 jobs per annum through tourism. Human resources development: More important than job generation would be to ensure availability of suitable human resources for the tourism sector. At the final point of service delivery, the tourist has to have a pleasant experience. Willingness to work long and irregular hours, good communication skills, knowledge of different languages and a polite attitude are among the principal traits required for a successful career in the tourism sector. The Kerala Government has taken numerous steps in this direction, both in terms of strengthening formal long and short term training in various skills and also in creating awareness among taxi/auto rickshaw drivers and such others regarding how they could interact with tourists and others. Kerala has maintained a fairly good pace of growth in tourism in recent years, both in terms of quantity and quality. Surprisingly, it is however said that majority of the students completing the Post-Graduate Diploma in Tourism Administration from KITTS (Kerala Institute of Tourism & Travel Studies, Thiruvananthapuram) get placed outside Kerala; and that the demand within the State is limited. Big companies in the tourism sector together employ only a limited number of people. Many of the formally trained personnel are compelled to join smaller enterprises at lower remuneration. Nevertheless, there is substantial potential for hotel management and catering institute students in the catering and guest relations sections of large hospitals and corporate houses, apart from hotels. Kerala Government’s initiatives to contain negative impact of tourism Kerala’s Tourism Department has taken a number of initiatives to contain the negative impact of tourism, many of which have been alluded to at appropriate places elsewhere in this Document. A couple of other steps taken are briefly mentioned below. A ‘Tourism, Conservation, Preservation and Trade Act’ has been drafted and is under active consideration for enactment. The objectives of this act are: 1. To provide for the conservation and preservation of tourist areas. 2. To provide for approval of persons/agencies/institutions dealing with travel and tourism that offer quality services. 3. To regulate courses of instruction in subjects related to hospitality studies. 4. To take care of incidental and ancillary matters. However, some sections of the hospitality and travel industry feel that they are not adequately informed of the need for and implications of this Act. Also, carrying capacity studies for fragile tourist destinations are being carried out and destination level master plans are being got prepared for many places, to ensure systematic development. Nevertheless, in one’s enthusiasm to develop tourism, one cannot afford to overlook certain possible negative effects. These are explained in the sections below. Tourism – A double edged sword The much-touted and bullish ‘facts and figures’ on tourism often may not stand rigorous tests of validity and reliability, due to inherent limitations and biases in data capturing and analysis. Disproportionate government expenditure on tourism encouraged by such data, could result in relative neglect (though unintentional) of other sectors of the economy and deprive development elsewhere. This could also lead to neglect of deserving communities from necessary facilities. A tourism-led economic growth could result in a gradual over-dependence on this sector, so as to eventually reach a point from which there is no turning back, in spite of any negative impact that may be experienced due to over-exposure to tourism. Tourism inevitably leads to social and cultural influences on the host community. It would be hard to accept only the economic influences and shun the others. The key issue would be to assimilate the beneficial influences in a harmonious manner, and isolate the ones that may be harmful. Likewise, traditional cultural and art forms – dance, music, festival celebrations, handicrafts, etc., which are put to use for tourism development, would necessarily have to undergo some changes so as to be interpretable and presentable to a different audience. Only a very niche and discerning target group could accept our art and culture in their pure and esoteric forms. Such changes are already taking place, for example in the case of ayurvedic rejuvenation treatments, which are offered in numerous hotels and resorts all over the state. The question is as to how would the extent of acceptability of such changes be shaped and decided. Like industry, tourism too tends to concentrate in already developed and popular areas, that provide agglomeration benefits to the investors. It is difficult to disperse tourism to new areas, as it is to disperse industrial development. Tourism is a land-intensive activity. This aspect would be very important for a state like Kerala. Tourism is also seasonal, more so in Kerala, due to its heavy monsoon. Accommodation and other tourist facilities fall vacant during the off-season. On the other hand, civic services and allied infrastructure, which are not adequate to meet the peak demand, would crack under the strain of tourism. It is therefore very important to recognise that as with any other sector of the economy, tourism too is a double edged sword, and one cannot be carried away by its positive impacts alone, thereby completely overlooking the negative ones. Negative impacts of tourism – need for early recognition & timely remedial action The concurrent negative effects of tourism are inevitable, but condonable only up to a threshold limit. Such effects are listed below so that one can be vigilant to recognise them early and take remedial actions before the situation gets out of hand. Land: • Increased land prices due to tourism-related development and speculation in land • Pressure to convert agricultural land to non-agricultural purposes, using every means to circumvent any laws that come in the way • Pressure to flout building regulations, to derive maximum benefit from available land Supplies & infrastructure: • Increased general cost of living, shortage of commodities during peak tourist season. Only a portion of the local population derives economic benefit from tourism. But the negative impact affects the entire population. • Pressure on civic services such as storm water drains, sewers • Villages face electricity & water shortages due to preferential supplies to tourist centres and hotels • Insufficient transport facilities to meet the requirements of both locals and tourists Social and cultural impact: • Full-moon beach parties, drugs, child sex abuse, prostitution, ogling, eve- teasing and indecent behaviour • Commercialisation and vulgarisation of local folk traditions, arts and festivals, resulting in a loss to the originality of the performances • Increased dependence on foreign tourists results in ‘racism’ by way of relatively shoddy treatment to domestic tourists • Tourists too face problems such as drug related arrests, harassment and extortion, physical abuse and molestation of foreign tourists Economic impact: • Displacement of local people, often without suitable resettlement and rehabilitation • Alienation of pristine properties, through long leases or sale to private developers • Local people may be denied access to sites, which they hitherto enjoyed Environmental impact: • Proliferation of shacks, low cost and sub-standard tourist amenities • Attempt to regulate by an approval system could backfire as well, with a spurt in amenities that get ‘approval’ through political lobbying A further note of caution is sounded at Exhibit 10.2. Environmental Impact Assessment Environment Impact Assessment (EIA) should be insisted upon for all major tourism projects. This is to ensure that any negative environmental impacts are analyzed and minimized. Also, if developers know that an EIA must be made, they would be more inclined to adopt the environmental planning approach, to avoid having to later modify their plans. EIA models are primarily designed to study the impact on the physical environment, but sometimes also include socio-cultural and economic impacts resulting therefrom. The idea is that an evaluation of the total financial, economic, environmental and socio-cultural costs and benefits of tourism plans and projects should be made, to arrive at a meaningful overall assessment. A basic EIA evaluation matrix is presented at Exhibit 10.3, which serves as a checklist or guideline for summarizing and synthesizing the physical environmental impacts, so that a comprehensive evaluation may be made of all the factors. Specimens of EIA summaries for an amusement park and for boating & water-based activities are given at Exhibits 10.4 and 10.5 respectively. Each factor may be evaluated in terms of possible types and extent of impact. Definition of levels of impact (for example – none, minor, moderate and serious) will need to be made so that the evaluation is systematic. For some factors, such as air and water pollution, quantitative assessment is possible. For other factors, such as landscape aesthetics, qualitative evaluation must be made. Kerala being an ecologically sensitive state, appropriate pollution control norms may be formulated at the state level in association with the State Pollution Control Board, so that all tourism projects of significant magnitude are brought under the net. Implementation of these norms should be accompanied by a system of local level participation and/or public hearing for clearing projects that are above a certain scale. This will ensure that only projects appropriate to a given place are set up, thus addressing issues of economic, socio-cultural and ecological/environmental impacts at one go. Exhibit 10.1 ANALYSIS OF REPORTED EARNINGS FROM FOREIGN TOURISTS TO KERALA Year Reported earning from foreign tourists to Kerala (Rs. crores) Implied earning per foreign tourist to Kerala (Rs.'000) Reported earning per foreign tourist to India* (Rs.'000) Average earning per foreign tourist – Kerala’s as percentage of India’s Implied earning per foreign tourist to India* (US dollars) 1 2 3 4 5 6 1986 17.07 3.36 N.A. N.A. N.A. 1987 17.41 3.36 N.A. N.A. N.A. 1988 17.50 3.36 N.A. N.A. N.A. 1989 21.15 3.36 16.63 20.2 998.7 1990 26.99 4.08 19.39 21.0 1080.5 1991 28.28 4.08 29.04 14.0 1186.6 1992 59.75 6.59 40.02 16.5 1305.8 1993 105.72 11.10 43.70 25.4 1393.4 1994 116.11 11.10 45.56 24.4 1450.9 1995 158.76 11.10 47.88 23.2 1431.4 1996 196.38 11.10 50.50 22.0 1507.5 1997 273.20 14.98 53.11 28.2 1429.1 1998 302.08 15.90 57.12 27.8 1357.7 1999 416.07 20.58 64.40 32.0 1486.2 2000 525.30 25.02 66.93 37.4 1465.1 Note: 1. * Excluding nationals of Pakistan and Bangladesh, as visitors from these two countries primarily fall in to the VFR category. 2. A very rapid increase in earning per tourist to Kerala is estimated between 1998 and 2000, thus resulting in doubling of reported total earnings within three years (1997 to 2000), in spite of only a modest increase in tourist arrivals. 3. N.A. = Not available. Sources: 1.Tourist Statistics, Department of Tourism, Government of Kerala 2. Tourism Statistics, Ministry of Tourism, Government of India Exhibit 10.2 A NOTE OF CAUTION BASED ON EXPERIENCES IN GOA AND OTHER TOURIST DESTINATIONS IN INDIA Hotel & travel staff in the budget tourism category tend to be poorly paid and employed for only six months in a year, despite the high cost of living in tourist places. Downturn in operations in the off-season leading to delayed payment of salaries and employee strikes are not uncommon. Realtors build large apartment-blocks during boom periods. These are sold to NRIs and others, thereafter leased back and hired out to tourists. This leads to cut-throat competition, particularly in a depressed market, with apartment blocks masquerading as hotels. As charter operators want cheap accommodation, there is a mad rush towards rent-back apartments. Builder lobbies have defaced the once-pristine environs of many popular hill stations in India. Many of them have become centres of complete chaos during the peak tourist season. The fragile local eco-systems have been seriously affected and the people’s culture and lifestyle have either been thoroughly modified or commoditised. Hotels facing low occupancy rates and those housing charter tourists (in Goa) face problems of receiving payments. Charter companies keep bargaining for lower prices. Profits are thin and bills are not paid regularly. Charter markets are volatile and keep changing directions. Over-concentration in certain areas often adds to the glut. Excessive and high-cost infrastructure created over the years means that some businessmen have no option but to continue with the charters often at progressively reduced rates, year after year. Many luxury hotels may be eventually compelled to go in for tie-ups with larger groups, to face up to the competition. Entry of global players results in downsizing/retrenchment of workers and also a further price war. 40-50 per cent discounts are often offered on the rack rates. Efforts to privatise old and historic properties and other major tourism assets could also run into trouble, as rival parties allege favouritism and political interference in the decision. Though domestic tourists far outnumber foreign tourists, it is believed that foreign tourists account for bulk of the tourist spending. This results in extra-preferential treatment to the foreigners, which at times outrages domestic tourists. Local muscle power could enter tourism, with growing fight over the cake, which more people have to share. Battles between "shacks" and luxury hotels, taxi-drivers and coach operators, etc., get triggered. Foreigners may tend to stay for long periods - set up shops in the beach belts, engaging in carpentry, running restaurants, beer shacks, fast food outlets, travel and tours, excursions and adventure tourism. Private tour operators could take droves of tourists to ecologically fragile interior places, without adequate precautions, leading to rapid environmental degradation. Eventually, well-heeled tourists turn their back. Rapid degradation in tourist facilities, infrastructure and civic amenities sets in, making the place a has-been destination. Exhibit 10.3 ENVIRONMENTAL IMPACT ASSESSMENT MATRIX - A CHECKLIST Type of Impact Extent of Impact None Minor Moderate Serious Comments 1. Air pollution 2. Surface water pollution, including rivers, streams, lakes, ponds & coastal waters 3. Ground water pollution 4. Pollution of domestic water supply 5. Noise pollution, in general and during peak periods 6. Solid waste disposal problems 7. Water drainage & flooding problems 8. Damage/destruction of flora & fauna 9. Ecological damage, including land & water areas, wetlands, and plant & animal habitats in general 10. Land use & circulation problems within the project area 11. Land use & circulation problems in nearby areas 12. Pedestrian & vehicular congestion in general and during peak periods 13. Landscape aesthetic problems (building design, landscaping, signage, etc.) 14. Environmental health problems, such as malaria and cholera 15. Damage to historic, archaeological & cultural sites 16. Damage to important environmental features, such as large trees, hilltops & unusual geological formations 17. Erosion, landslides, etc. 18. Damage to project from natural hazards - earthquakes, volcanic eruptions floods, hurricanes Source: Tourism Planning: An Integrated and Sustainable Development Approach, by Edward Inskeep Exhibit 10.4 SPECIMEN EIA SUMMARY FOR AN AMUSEMENT PARK Type of Impact Extent of Impact None Minor Moderate Serious Comments Air pollution  Smoking, genset exhausts, etc. Surface water pollution  Ground water pollution  Pollution of domestic water supply  Noise pollution, in general and during peak periods  Noise from equipment & crowd Solid waste disposal problems  During peak season - large number of visitors Water drainage & flooding problems  Damage/destruction of flora & fauna  Some of the natural flora and fauna might be destroyed or removed. Possible effect of spillage of fuels Ecological damage, including both land & water areas, wetlands, and plant & animal habitats in general  Land use & circulation problems within the project area  Land use & circulation problems in nearby areas  Damage to historic, archaeological & cultural sites  Damage to important environmental features, such as large trees, hilltops, & unusual geological formations  Erosion, landslides, etc.  Damage to project from natural hazards - earthquakes, volcanoes, floods, hurricanes  Note: The above statement is only meant to provide an indication of the principal types of impact that may be applicable and their likely relative extent of impact. Exhibit 10.5 SPECIMEN EIA SUMMARY FOR BOATING & WATER-BASED ACTIVITIES Type of Impact Extent of Impact None Minor Moderate Serious Comments Air pollution  Exhaust from motorised boats Surface water pollution  Waste from tourist boats Ground water pollution  Pollution of domestic water supply  Noise pollution, in general and during peak periods  Noise from boats Solid waste disposal problems  From visitors Water drainage & flooding problems  Damage/destruction of flora & fauna  Ecological damage, including both land & water areas, wetlands, and plant & animal habitats in general  Land use & circulation problems within the project area  Land use & circulation problems in nearby areas  Damage to historic, archaeological & cultural sites  Damage to important environmental features, such as large trees, hilltops, & unusual geological formations  Erosion, landslides, etc.  Damage to project from natural hazards - earthquakes, volcanoes, floods, hurricanes  Location on river/water body bank Note: The above statement is only meant to provide an indication of the principal types of impact that may be applicable and their likely relative extent of impact. This chapter brings out possible regional priorities in tourism planning within Kerala, considering demographic, economic and other issues. However, these could only be additional considerations, provided, it is prima facie meaningful to invest in tourism development in a given region. In this chapter, south, central and north Kerala are defined as indicated below. South Kerala: Thiruvananthapuram, Kollam, Pathanamthitta and Alappuzha districts Central Kerala: Kottayam, Idukki, Ernakulam, Thrissur and Palakkad districts North Kerala: Malappuram, Kozhikode, Wayanad, Kannur and Kasaragod districts Demographic issues District-wise highlights of selected population data are presented in Exhibit 11.1. Though not directly evident from the data given here, population density is quite high in the coastal plains. Consequently, large-scale land intensive developments are difficult to implement here. However, the higher population results in a greater level of social carrying capacity. The interior highlands are comparatively sparsely populated. Availability of land for low density resort and other developments is higher here. But care has to be taken that prime forest land or other ecologically or economically sensitive land is not diverted for tourism purposes. Social carrying capacity also becomes an issue in small communities. Districts such as Kannur, Ernakulam, Kozhikode, Thiruvananthapuram, Alappuzha and Thrissur are relatively more urbanised, and have comparatively stronger infrastructure to serve as nodal points for tourism. Thiruvananthapuram and Ernakulam-Kochi are already major tourism nodal points, followed by Kozhikode. In order to disperse tourism to other areas and ease congestion in the two prime nodes, the positions of Kozhikode and Kannur in particular may be strengthened. This would also facilitate growth of tourism in north Kerala. Other urban areas (Exhibit 11.2) can be developed to serve as minor hubs through the development of commensurate accommodation and other facilities. At present, 50 per cent of hotel accommodation in Kerala is concentrated in Ernakulam and Thiruvananthapuram districts. Economic parameters The tertiary sector’s contribution to Kerala’s Net State Domestic Product (NSDP) has increased significantly in recent years, with a corresponding decline in the share of the primary sector. The share of the secondary sector has remained practically unchanged (Exhibit 11.3). The primary sector’s contribution to NSDP is highest in Idukki, Wayanad, Pathanamthitta and Kasaragod districts, as a result of plantation and forest areas (Exhibit 11.4). Areas of intensive irrigated rice cultivation in some parts of the coastal plains would also be an important component of the economy that should not be disturbed in one’s zest for developing tourism. Malappuram district has the lowest per capita income, way below the state average. Palakkad, Alappuzha, Kannur, Pathanamthitta and Kozhikode districts too have lower than state average per capita incomes (Exhibit 11.5). Other things remaining the same, these districts would deserve greater investments in tourism and other economic activities, to facilitate improvement in income levels. Kollam, Ernakulam, Alappuzha, Kannur and Thrissur are the only districts having at least 4 per cent of the total population employed in industries (Exhibit 11.6). This suggests that alternative opportunities should preferably be created. Kerala has very high levels of unemployment. Work seekers as a percentage of the population is highest in south and central Kerala, due to higher education levels, migration to the principal urban nodes and lack of corresponding employment opportunities (Executive 11.7). Perhaps more opportunities could be created in the northern part of the state, which is less saturated in all respects. Land utilisation & environmental considerations An oft-repeated observation is that as compared to most other states in India, Kerala has very little vacant/unutilised land that can be offered for tourism development. Going by the criterion that barren and uncultivable land could be utilised for certain types of tourism projects, Palakkad, Kasaragod, Malappuram, Ernakulam and Thrissur districts would stand out as the most likely regions for establishing tourism projects that can make do with such land (Exhibit 11.8). More importantly, preparation of a composite map of the State showing the environmentally sensitive areas and development constraints would be an important starting point, to ensure that tourism does not generate ecological problems. Such an exercise could also form the basis for preparing and adopting an environmental law, applicable to all types of development. The environmentally sensitive areas may be delineated based on several criteria: • Prime agricultural lands, such as irrigated paddy fields • Lands that contain important flora and fauna • Areas of important geological features • Pattern of ground water aquifers Other aspects that could be considered and mapped are: • Areas unsuitable for development due to physiological or other constraints • Areas distant from tourist entry points and complementary tourist attractions Such analysis would help to identify suitable places for tourism development in a systematic manner. Exhibit 11.1 DISTRICT-WISE HIGHLIGHTS OF SELECTED POPULATION DATA FOR KERALA (2001 CENSUS) Sl. No. District Population (million) Persons per sq.km. Decadal growth % 1991-01 Urban population % 1 Thiruvananthapuram 3.235 1476 9.78 33.78 2 Kollam 2.584 1038 7.33 18.03 3 Pathanamthitta 1.232 574 3.72 10.03 4 Alappuzha 2.105 1496 5.21 29.36 5 Kottayam 1.953 722 6.76 15.35 6 Idukki 1.129 252 6.96 5.07 7 Ernakulam 3.098 1050 9.09 47.56 8 Thrissur 2.975 981 8.70 28.21 9 Palakkad 2.617 584 9.86 13.62 10 Malappuram 3.630 1022 17.22 9.81 11 Kozhikode 2.878 1228 9.87 38.25 12 Wayanad 0.787 369 17.04 3.76 13 Kannur 2.412 813 7.13 50.46 14 Kasaragod 1.203 604 12.30 19.42 KERALA 31.839 819 9.42 25.97 Source: 1. Statistics for Planning 2001, Govt. of Kerala 2. Census of India, 2001 Exhibit 11.2 URBAN CENTRES IN KERALA WITH 50,000+ POPULATION (2001 CENSUS) S. No. Urban centre District Population 1 Kochi U.A. (including Kalamassery, Thrippunithura, Edathala, Aluva, etc.) Ernakulam 1,355,406 2 Thiruvananthapuram U.A. Thiruvananthapuram 889,191 3 Kozhikode U.A. (including Beypore, Cheruvannur, etc.) Kozhikode 880,168 4 Kannur U.A. (including Thalassery, etc.) Kannur 498,175 5 Kollam U.A. Kollam 379,975 6 Thrissur U.A. Thrissur 330,067 7 Alappuzha U.A. Alappuzha 282,727 8 Palakkad U.A. Palakkad 197,281 9 Kottayam U.A. Kottayam 172,867 10 Malappuram U.A. Malappuram 170,364 11 Cherthala U.A. Alappuzha 141,512 12 Guruvayoor U.A Thrissur 138,676 13 Kanhangad U.A. Kasaragod 129,364 14 Vadakara U.A. Kozhikode 123,965 15 Kodungallur U.A. Thrissur 94,881 16 Ponnani (M) Malappuram 87,356 17 Manjeri (M) Malappuram 83,704 18 Kasaragod (M) Kasaragod 76,011 19 Neyyattinkara (M) Thiruvananthapuram 69,435 20 Quilandy (M) Kozhikode 68,970 21 Payyannur (M) Kannur 68,711 22 Chittur-Thathamangalam U.A. Palakkad 67,928 23 Thaliparamba (M) Kannur 67,441 24 Kayamkulam (M) Alappuzha 67,151 25 Thiruvalla (M) Pathanamthitta 56,828 26 Nedumangad (M) Thiruvananthapuram 56,138 27 Tirur (M) Malappuram 53,650 28 Changanassery (M) Kottayam 52,445 29 Kunnamkulam (M) Thrissur 51,585 Note: 1. U.A. = Urban Agglomeration; M = Municipality 2. Populations indicated against urban agglomerations include those of out growths and contiguous towns also. Source: Census of India, 2001 Exhibit 11.3 SECTORAL DISTRIBUTION OF KERALA’S NET STATE DOMESTIC PRODUCT AT CONSTANT PRICES (1993-94 TO 1999-2000) Base year 1993-94 Year Total NSDP (Rs lakhs) Sectoral break-up (percentage) Primary Secondary Tertiary 1993-94 2,385,107 32.2 20.3 47.5 1994-95 2,590,792 32.6 21.0 46.4 1995-96 2,694,747 30.9 21.2 47.9 1996-97 2,802,645 30.6 20.3 49.1 1997-98 2,863,315 28.2 20.5 51.3 1998-99 2,985,358 27.0 20.5 52.5 1999-00 3,111,132 25.8 20.5 53.7 Source: Statistics for Planning 2001, Government of Kerala (Department of Economics & Statistics) Exhibit 11.4 DISTRICT WISE SECTORAL DISTRIBUTION OF KERALA’S NET STATE DOMESTIC PRODUCT AT CONSTANT PRICES Sl. No. District Sectoral break-up (percentage) Primary Secondary Tertiary 1 Thiruvananthapuram 22 19 59 2 Kollam 33 22 46 3 Pathanamthitta 38 12 50 4 Alappuzha 16 29 55 5 Kottayam 29 16 55 6 Idukki 59 9 33 7 Ernakulam 21 25 54 8 Thrissur 21 25 55 9 Palakkad 27 19 54 10 Malappuram 31 15 54 11 Kozhikode 27 19 54 12 Wayanad 53 7 40 13 Kannur 30 21 49 14 Kasaragod 35 24 42 KERALA 28 20 52 Note: District wise sectoral percentages presented above are averages of available data for recent years. Source: Economic Review of Kerala, 2000-01 (Department of Economics & Statistics, Govt of Kerala) Exhibit 11.5 DISTRICT-WISE PER CAPITA INCOME AT CONSTANT PRICES (1997-98 TO 1999-2000) (Rs.) District 1997- 98 1998- 99* 1999- 2000** Average % change 1999-2000 over 1997- 98 Thiruvananthapuram 9455 9776 10252 9828 + 8.4 Kollam 9180 9469 10088 9579 + 9.9 Pathanamthitta 8990 9230 9699 9306 + 7.9 Alappuzha 8723 9066 9253 9014 + 6.1 Kottayam 9873 10160 10973 10335 +11.1 Idukki 10083 10226 9629 9979 - 4.5 Ernakulam 11223 11656 11709 11529 + 4.3 Thrissur 9442 9792 10624 9953 +12.5 Palakkad 7836 8085 8549 8153 + 9.1 Malappuram 6558 6771 6764 6698 + 3.1 Kozhikode 9011 9339 9668 9339 + 7.3 Wayanad 9054 9179 10790 9674 +19.2 Kannur 9126 9389 9348 9288 + 2.4 Kasaragod 9769 10014 9452 9745 - 3.2 KERALA 9079 9371 9678 9376 + 6.6 * Provisional estimate * * Quick estimate Source: Statistics for Planning 2001, Government of Kerala Exhibit 11.6 DISTRICT WISE INDUSTRIAL EMPLOYMENT Sl. No. District In registered factories as on 31.12.1999 In small scale units as on 31.3.1999 Total industrial employment Industrial employment as % of district population in 2001 1 Thiruvananthapuram 29,799 79,233 109,032 3.37 2 Kollam 145,699 140,655 286,354 11.08 3 Pathanamthitta 10,945 29,390 40,335 3.28 4 Alappuzha 25,413 87,220 112,633 5.35 5 Kottayam 18,410 66,871 85,281 4.37 6 Idukki 8,102 17,708 25,810 2.29 7 Ernakulam 72,325 121,863 194,188 6.27 8 Thrissur 43,382 80,648 124,030 4.17 9 Palakkad 24,823 70,732 95,555 3.65 10 Malappuram 10,667 33,864 44,531 1.23 11 Kozhikode 29,870 65,201 95,071 3.30 12 Wayanad 2,725 10,584 13,309 1.69 13 Kannur 24,253 77,007 101,260 4.20 14 Kasaragod 4,482 28,883 33,365 2.77 KERALA 450,895 909,859 1,360,754 4.27 Source: 1. Statistics for Planning 2001, Government of Kerala 2. Economic Review of Kerala, 2001 (Directorate of Economics and Statistics) Exhibit 11.7 DISTRICT WISE WORK SEEKERS AS PERCENTAGE OF TOTAL POPULATION Sl. No. District No. of work seekers as on 31.10.2000 Work seekers as % of district population in 2001 1 Thiruvananthapuram 619,468 19.2 2 Kollam 498,564 19.3 3 Pathanamthitta 157,576 12.8 4 Alappuzha 377,331 17.9 5 Kottayam 283,280 14.5 6 Idukki 133,185 11.8 7 Ernakulam 425,196 13.7 8 Thrissur 348,886 11.7 9 Palakkad 285,350 10.9 10 Malappuram 245,088 6.8 11 Kozhikode 373,497 13.0 12 Wayanad 855,80 10.9 13 Kannur 256,286 10.6 14 Kasaragod 96,584 8.0 KERALA 4,185,871 13.1 Source: Economic Review of Kerala, 2002-01 (Directorate of Employment & Training) Exhibit 11.8 DISTRICT-WISE LAND UTILISATION PATTERN IN KERALA Sl. No. District Total area (sq.km.) Utilisation pattern (%) Agri- culture # Forest Non- agri uses@ Barren /uncult i-vable Others* 1 Thiruvananthapuram 2,192 67.1 22.8 9.0 0.3 0.8 2 Kollam 2,491 57.9 32.3 8.4 0.1 1.3 3 Pathanamthitta 2,642 35.9 57.8 5.2 0.2 0.9 4 Alappuzha 1,414 76.4 -- 16.5 0.1 7.0 5 Kottayam 2,203 82.5 3.7 10.1 0.8 2.9 6 Idukki 5,019 42.3 50.7 2.8 1.7 2.5 7 Ernakulam 2,407 77.3 3.5 14.6 4.0 0.6 8 Thrissur 3,032 52.7 34.6 8.6 3.9 0.2 9 Palakkad 4,480 48.8 31.0 9.5 9.3 1.4 10 Malappuram 3,550 57.2 28.5 7.6 5.6 1.1 11 Kozhikode 2,344 70.4 17.7 9.8 1.5 0.6 12 Wayanad 2,131 55.8 37.1 4.3 2.4 0.4 13 Kannur 2,966 70.6 16.4 8.9 2.6 1.5 14 Kasaragod 1,992 74.8 2.9 8.5 8.6 5.2 KERALA 38,863 59.0 27.8 8.2 3.9 1.1 Note: 1. # Includes net sown area, land under miscellaneous crops, permanent pastures & grazing land. 2. @ Includes human habitation, industries, etc. 3. * Includes cultivable waste & fallow land. Source: Kerala at a Glance 1998 – Directorate of Economics & Statistics, Govt of Kerala Cultural attractions in Kerala Museums, palaces, places of worship and forts constitute the principal physical assets under heritage and culture tourism. Complementing these are cultural and religious festivals, performing arts, martial arts, fine arts, handicrafts & cuisine. The Kerala style of architecture with gabled roof buildings, cultural festivals/performances, handicrafts and cuisine lend a distinct identity to the State. Kerala really does not have magnificent historical monuments and major archaeological sites, which form the mainstay of tourism in many other parts of India. Nevertheless, heritage and cultural tourism constitutes the dominant component among both domestic and foreign tourists visiting the State. Among the available assets, it is imperative to identify and focus upon those that are outstanding enough to attract and satisfy the varied interests of both overseas and domestic tourists, and are also readily accessible to accommodation areas and population centres. Heritage & cultural tourism in urban areas Major cities like Thiruvananthapuram, Kochi and Kozhikode serve as gateways to their respective regions and also have significant tourist attractions in themselves such as museums, parks, historic places, shopping areas, etc. Planning in urban areas is constrained because most urban attractions are located in congested city centres, and that is also where most tourists wish to stay in order to see as much as possible in short time periods. The solution lies in redevelopment and conservation of traditional city centres, which is the approach being taken the by the Kerala Tourism Department. Plans are afoot to improve down town areas including the Fort area of Thiruvananthapuram and the Fort Kochi heritage sites. However, tourism cannot be seen as a panacea for inner city redevelopment and revitalization as it may not be able to fully meet and justify the cost of necessary improvements. Expenditures on urban development should be based on diversified economic use and not create an over-reliance on tourism. Urban tourism plan should be prepared as part of or integrated with the comprehensive development plan, to avoid conflict with other projects and priorities. The Tourism Department has several proposals for Fort Kochi including a Tourist Amenity Centre with various facilities. The project, planned by INTACH (Indian National Trust for Art & Cultural Heritage), is estimated to cost Rs. 4.9 million. Legal regulations for preservation of historic heritage areas of cities and towns may be essential to preserve their character. New developments would have to be disallowed, unless they are compatible with the historic character. Incentives may have to be offered to restore existing buildings and renovate interiors for modern functions, as otherwise no owner would like to retain an existing building merely for its heritage value, unless it can be put to economic use. Because of their narrow and obsolete street patterns, control of vehicular traffic and pollution affecting the historic buildings could become a significant problem. Wherever possible, complete or partial pedestrianisation would be a solution, by creating parking areas outside the designated historic zone. Modern entertainment and relaxation avenues such as public parks, promenades, and various recreation centres can supplement the available attractions, and provide opportunities for outings to both tourists and locals. The newly formed Centre for Studies in Culture and Heritage of Cochin (CSCHC) plans to evolve strategies for preservation, conservation and effective management of the cultural heritage of Kochi, including Kodungalloor (Cranganore), Chennamangalam and Thrippunithura. The ancient port town of Muciris, is believed to have existed near the converging point of River Periyar and the sea, near Kodungalloor. CSHC is taking initiatives to identify heritage properties, which have so far not been listed. CSCHC will also extend support for their conservation and management. This brings to the fore the possible concept of a heritage circuit comprising of Kochi, together with Thrippunithura, Chennamangalam and Kodungalloor, all of which are fairly close by. The Tourism Department has also taken up improvement works in some museums like the Napier Museum and Hill Palace Museum. The end objective should be to develop important museums including the Madhavan Nair Foundation and Kerala History Museums to international standards with up-to- date interpretation systems and interactive audio-visual facilities. Sound and light show is already available in one of the museums. Museum retailing is also an important component that needs upgradation. Replicas of interesting items in the museum, other artifacts, books, audio-visual cassettes/CDs, etc., could be sold through such outlets. Such mementos would make the visit to the museums more memorable to the tourists. Presented at Exhibits 12.1 to 12.3 are brief expositions on three possible models for tourism development that would draw strength from the local culture, arts and life style of Kerala. Suitable elements of the same could be incorporated into other projects or separate projects along the models outlined could also be considered at suitable locations. Cultural festivals, performing arts, martial arts, fine arts, handicrafts & cuisine Kerala’s religious/cultural festivals and celebrations such as Thrissur Pooram, boat races in Alappuzha and such others attract considerable tourist interest. Performing, ritual and martial art forms like Kathakali, Theyyam and Kalarippayattu have also been receiving exposure. However, the considerable wealth of mural arts available in various temples is not accessible to all tourists. Local cuisine too would be an added element, if widely offered and popularised in hotels and restaurants frequented by tourists. This potential is not adequately exploited. Handicrafts are already available but could be improved in variety and quality, with emphasis on maintaining authenticity. Important handicraft items from Kerala are wood carvings & models of rose wood, sandal wood, etc. (snake boats, elephants, figurines), coir & coconut shell products, sea shell products, papier mache & wood products (Kathakali masks, etc.), percussion instruments (small size chenda, maddalam, mridangam and edakka carved out of logs), granite idols, cast bell metal work and jewellery. Religious tourism – ringing the prayer bells Kerala has a mosaic of religious places of Hindu, Christian and Muslim faiths. The popular ones among these attract pilgrims/devotees from different parts of Kerala and also from outside the State, particularly on special occasions. A large number of Hindu temples in Kerala are managed by Devaswom Boards. There are nearly 1,300 temples under the Travancore Devaswom Board (TDB) alone, which controls temples in the erstwhile Travancore State. Similarly, the Cochin Devaswom Board has nearly 400 temples in its jurisdiction in the former Cochin State. Then comes Malabar Devaswom Board, which too manages hundreds of temples. The larger temples have temple guest houses/bhajana mathams that provide basic accommodation and facilities at affordable costs. One view is that the sanctity of places of worship would get diluted and they would get commercialised if associated with tourism. However, pilgrims and devotees too are tourists by definition, when they camp at a location away from their place of residence. The pilgrim centres too need infrastructure and other facilities, just like other tourist centres (Refer Exhibit 12.4 on Sabarimala). The religious tourism market is too large to be ignored. Also, many pilgrims do expect better facilities, travel comfortably and camp in good hotels. The Central Tourism Department has identified Guruvayoor, Kerala’s most popular pilgrim centre after Sabarimala, as one of the important pilgrim centres in India, the development of which it would like to support. Kerala has stricter entry regulations and dress codes for Hindu temples compared to other states in India. An issue that merits consideration of temple administrators is to relax the restrictions, at least selectively. Specified portions of important temples with exquisite sculpture, wood work, murals, temple museums, etc., can be considered to be thrown open to lay tourists during certain hours, with relaxed dress code, that does not compromise on basic decorum. Both Christianity and Islam came to Kerala long before they were introduced in other parts of India. Some of the churches associated with St.Thomas and others that are in close proximity to each other and also heritage mosques could form part of travel circuits focused at tourists with special interests. Exhibit 12.1 RURAL TOURISM – A HOLISTIC AND UNIQUE CONCEPT IN CULTURE & LIFESTYLE TOURISM Rural tourism offers immense potential in employment, infrastructure development and income generation in the rural setting. However, rural tourism can also cause damage, if not pursued in a responsible and sustainable manner. The benefits, nonetheless, if they actually accrue, outweigh the negatives. Rural tourism could be centered on a historical site, a heritage property, a plantation/farm, a pilgrim/cultural centre, a place of scenic beauty, etc. One alternative is to develop an existing village with some product(s) of tourist interest into a ‘tourist village', where tourists can camp and spend a few days. An entire village can be cleaned, repaired, restored, provided with traditional pathways, street lanterns, landscaping, etc., to offer an idyllic setting. However, this requires not only an acceptance and active involvement by the local population, but also a clear understanding as to how to go about it in a manner that would minimise negative effects. A model implementation method is to form a village committee, involving local elected representatives, opinion leaders from among the local population, officials from various departments, NGOs, architectural schools/firms, etc. Among the many possible benefits, such a scheme would improve the general quality of life, stimulate entrepreneurship among local people (some of whom may set up accommodation facilities, establish profitable businesses in handicrafts, etc.) and prompt them to acquire various types of formal and informal education and skills. But this approach definitely has a high degree of risk. Traditional hospitality may be supplanted by a mercenary attitude, there could be distortion/ commercialisation of indigenous forms of art and culture and a threat to traditional vocations. A simpler interim alternative would be to identify clusters of tourist spots in the hinterland of urban centres (that reflect the local life styles) having reasonable infrastructure and develop circuits that can be covered through day trips. This is already being done to some extent, by combining backwater tours with visits to fishing communities, coir making units, etc. However, the proposed Kerala Gramam (Kerala Village) project at Thanthonnithuruthu island in the Kochi backwaters would be more of a usual commercial venture with hotels and business centres set in a rural ambience, and does not follow the pattern suggested above. Exhibit 12.2 HERITAGE VILLAGE –A THEME DESTINATION PROVIDING A SLICE OF LOCAL LIFESTYLE AND TRADITIONS An alternative to rural tourism is to create a heritage village in a green field site. This side steps some of the risks and difficulties associated with developing rural tourism, though at the cost of compromising on authenticity. The principal objective of a heritage village is once again to provide foreign tourists and NRIs in particular, a feel for the local social and cultural life and traditional cuisine set in appropriate accommodation. Of late, such demand has been exploited by the private sector in different parts of India, such as Sterling Swamimalai (Tamilnadu), Vishala (Ahmedabad) and the havelis in Rajasthan. A similar concept blending with Kerala’s culture can be developed. There are relatively few resorts of this kind and this market niche offers good scope. It is estimated that about 100 acres of land may be required to develop the heritage village fully. The Department of Tourism may have to identify and make available suitable land on long lease (say, for 30 years initially) to potential investors for this purpose. However, it is important that the heritage village is close to a major tourist node/district headquarters. The core elements of the heritage village concept are: • Accommodation with all modern comforts built in the architectural style of the region. The accommodation should preferably be a cluster of independent cottages laid out in a rural setting for up-market tourists. • A tourist complex with a capacity of 150 beds can be considered. • An exclusive restaurant offering local cuisine. The restaurant should be manned by people in local traditional costumes, and the dishes could be served in a traditional setting. The restaurant can be used to popularize local food items and traditional sweet & savories. • Other restaurants to cater to various tastes. • There could be an artisans’ complex housing around 50 artisan families. This complex could be integrated with an exhibition hall/gallery. • A village bazaar selling various items of local/regional produce. Handicraft and handloom items of the region can find a market here. • A mini horticultural garden with species of trees, creepers and ornamentals specific to the state can be developed. This can be designed similar to gardens described in ancient literature. • To cater to children of different age groups, theme worlds can be created based on local fables and mythological characters. Contd… Exhibit 12.2 (Contd...) • A conference hall with a business centre can also be incorporated. • Folk dances and other local performing arts of the region may be organized in an amphitheatre. A-state-of-the-art auditorium with a seating capacity of 200 people can be developed. Other additional features of the heritage village, which can be developed in stages are: • A museum/art gallery displaying artifacts covering agricultural implements, cooking utensils, toys, pooja articles, costumes, other articles of household use, etc., of different periods and places in Kerala. • An artificial lake and man-made forest can be developed. • A complex incorporating features of traditional architecture may be built, where sound and light shows can be conducted on the heritage of the state. • A science and technology centre can be considered. A centre for educating children on environment with appropriate landscaping can be developed. The above concept will provide a refreshing break to a foreign tourist from visits to other types of tourist sites. However, the assistance of professional institutions such as the National Institute of Design, Ahmedabad, ought to be taken to develop the concept. Brand development and marketing would be very essential to make the venture successful. The project cost of the heritage village is estimated to be Rs 30 crores, in the first phase. Additional investments may be made in phases to add more features. The revenue inflows would be from accommodation rents, food & beverages, rent and royalty from crafts village, income from conference hall, amphitheatre, children’s world, horticultural garden, etc. Exhibit 12.3 BUSINESS TOURISM – ATTRACTING THE ‘MICE’ ON A CULTURAL PLANK ‘Meetings, incentives, conventions and exhibitions’ (MICE) form the new mantra of tourism development. Business tourism is a growing segment, with higher spending power and potential for combining business with pleasure. While Kerala is not a significant business destination, its calm and serene environs could make it an attractive meeting venue for corporates. This would also introduce business and professional decision makers to the state, which in turn can open the gates for investments in other areas. Hotels and resorts focusing on foreign tourists can increase occupancy during the lean April-September season, by focusing on the meetings and seminars market, through appropriate packages as may be necessary. Hotels/resorts with traditional architecture and ambience, can position themselves to offer business tourism packages incorporating cultural performances, local cuisine, ayurvedic rejuvenation, etc., that could lend uniqueness and special image to the product. Kerala is in one corner of the country and far removed from the main business centres. Though remoteness itself could lend enigma and fascination, the high domestic air fares make it unattractive. However, neighbouring states of Karnataka, Tamil Nadu and Andhra Pradesh are well ahead into industrialisation, and could provide the potential to tap business tourism. This opportunity includes business meetings, small conferences, in-house training, all combined with holidays in exotic locations in the state. Further, Kerala is also in the international crossroads between the Middle East/Europe and Far East/Australia. Kerala already has air links with the Middle East and Singapore. This advantage could be utilised to attract the international community for business tourism to the state. Though seemingly far fetched at present, this could be developed gradually with a clear vision and concerted efforts. This would essentially require upgradation of relevant infrastructure – communication facilities, business lounges at airports, conference and business facilities in hotels & resorts, innovative packages for combining business with pleasure, brand building and marketing of Kerala as a business/conference destination. One could rightly say that the Kerala Gramam project referred to in the previous Exhibit is oriented along these lines. Exhibit 12.4 SABARIMALA – DEVASWOM BOARD’S MASTER PLAN TO EASE CAPACITY CONSTRAINTS The Ayyappa temple at Sabarimala (Pathanamthitta district), is the largest revenue earner for the Travancore Devaswom Board (TDB) and has found a place in the Guinness Book for the maximum number of pilgrims visiting any religious site during a single day. The pilgrim inflow into Sabarimala has increased from 12.1 million in 1995 to million in the year 2000. Annual revenue is of the order of Rs.600 million. The temple is open only during specific days/periods during the year. Consequently, there is peak rush, especially during the December-January mandala pooja and makara vilakku period. Over 10 million devotees throng the shrine during this short two-month season alone. Crowd management and providing various amenities and facilities become Herculean tasks. Although there was a proposal to keep the temple open almost right through the year, it has not been possible to take such a decision. The shrine falls within the Periyar Tiger Reserve area. Fuel wood collection from the forest, more demand for forest land for new constructions, threat of a proposed Angamali – Sabarimala railway line, etc., are some of the problems. Pilgrims too face problems in terms of shortage of hygienic food and water, sanitation, accommodation, parking space, medical amenities, etc. But the main concern is one of pollution and consequent health hazard to both humans and wildlife. The threat of an epidemic looms large during every pilgrim season. A recent Assembly Environment Committee report has expressed grave concern about the possibility of an epidemic during the pilgrim season. It says that Pamba has become one of the most polluted rivers in Kerala. The Committee is surprised that nothing much has been done in spite of the fact that the Sabarimala temple brings substantial revenue to the Travancore Devaswom Board and the Kerala government, and has suggested an action plan. The huge quantum of human excreta floating in the Pamba river is a major hazard. About 1,200 tonnes of excreta clogs into the Pamba each season. A large number of pilgrims and residents along the river banks use the water from the Nunanjar and the Pamba for drinking and bathing. Besides, many rural water supply schemes depend on them. Wild animals die due to consumption of contaminated water, bacteria infested food discarded by the pilgrims and also due to consumption of plastic carry bags, which litter the route despite a ban on carrying plastic bags to Sabarimala. Pilgrims leave behind donkeys brought to carry loads to the hill shrine. These become carriers of contagious diseases to wild animals, especially predators and scavengers. Contd... Exhibit 12.4 (Contd...) Further, around 500 tonnes of coconut shells, 10 tonnes of plastic, paper and various other packing materials are reported to be generated during each season. 150 tonnes of firewood are consumed per season. The four-kilometre forest route from Pamba to Sabarimala is degraded, with stall owners clearing the foliage at will. Several plans and proposals have been put forward to remedy the situation at various times. Some water supply, sanitation and other projects have been implemented from time to time, which have at best served as stop-gap or half- hearted measures. However, the camping of the pilgrims at Pamba (from where the 4-km trek to the shrine starts) is seen to be the principal constraint. Limitations on further development on forest land in the Tiger Reserve prevents augmentation of accommodation, water supply, sanitation, parking and other facilities. One suggestion is that pilgrims coming in from certain directions should not be allowed through Pamba, and should be diverted through other routes to Sabarimala. It has also been recommended in various contexts in the past that the practice of pilgrims camping at Pamba itself should be discontinued. The recent Sabarimala Master Plan got prepared by the Travancore Devaswom Board adopts this as the principal route to find a solution. The master plan proposes setting up of an integrated base camp spread over 119 acres near Nilakkal temple, an area now under lease with the Farming Corporation of India, which has developed rubber plantations. The lease expires in December 2002, and Devaswom Board’s principal submission is that this land should be made available to it subsequently. The Board plans to develop this land into a self-contained township with all amenities to ease the pressure during the peak pilgrim season. Pilgrims could be taken in TDB’s vehicles from here to Pamba and they could return without staying there. From this camp, the authorities could also control the flow, by sending in more people only after an earlier batch has returned. The distance from Pamba to Nilakkal is 12 km and this could be reduced further to 6 km by developing the existing ghat road via the Attathodu Girijan colony. An alternative route could also be developed by linking Erumeli and Pamba, by extending the existing road by 10 km from Thulappalli to Pamba. Another 25 acres of land are sought at the base camp, the Sannidhanam hilltop and also along the trekking path for initiating various development programs. Sources: 1. Discussions with Travancore Devaswom Board 2. Sri Sabarimala Development – A Perspective Plan, Travancore Devaswom Board, May 2001 3. Various press reports on Sabarimala Eco-tourism is a concept that can be applied to any nature-related tourism product, including hill stations, areas of natural beauty, forests & wildlife, and even beaches and backwaters. This chapter begins with the concept of eco-tourism and goes on to focus on hill station tourism. Forests & wildlife, beaches and backwaters are covered in the chapters that follow. Eco-tourism – a model for ensuring sustainable tourism Eco-tourism is nature-based tourism that involves understanding and appreciation of the natural environment, in an ecologically sustainable manner, while producing economic opportunities that make conservation of natural resources beneficial to local people. Eco-tourism is a new concept in tourism and is a fast growing segment, internationally. Kerala’s lush green western ghat region and forest areas provide ample scope for development of eco-tourism. Eco-tourism is relatively less demanding in terms of infrastructure, thereby having a lower impact on the environment. For eco-tourism to be sustained, environment and management planning for the natural area are necessary. The plan should ensure protection of the local environment and ecology, and also establish as to how sufficient income can be provided to the area to support improved management. Possible eco-tourism activities include: 1. Trekking 5. Study of flora & fauna 8. Staying in natural caves 2. Nature/wilderness trails 6. Ecological studies 9. Camping in the outdoors 3. Rock climbing 7. Elephant/horse riding in natural/forest areas 4. Mountaineering In the planning process, care should be taken to ensure the participation of component players of the tourism industry and other stake holders such as the private sector, local communities, NGOs, etc. The Thenmala Eco-tourism Project (Exhibit 13.1) is proudly claimed to be India’s first planned eco-tourism destination. While the concept has been systematically planned, the first phase implemented so far is primarily a general tourism product catering to mass tourism, with a focus on natural environment and orientation of the tourist about the importance of sustainable tourism. One would have to wait for implementation of further phases of the project and their successful operations. The Thenmala Eco-tourism Promotion Society has ideas for many more eco- tourism projects in the forest and hilly areas of the State (Exhibit 13.2). An earlier booklet on the subject too had identified several potential eco-tourism destinations (Exhibit 13.3), which in effect are sites of natural scenic beauty, hill stations or forest areas, with potential for tourism development. Nevertheless, the awareness and interest in eco-tourism as a concept is what is encouraging and the real test would be to see it actually practised in letter and spirit across the State. Sustainable tourism in hill stations and hilly areas Kerala’s best known hill station today is Munnar, which attracts about 50,000 tourists per annum. Munnar is a far cry from the usual crowded and congested hill stations like Ooty and Mussourie. It is relatively calm and serene. However, Munnar too has seen considerable deterioration and there is no place for complacency. If the growth in tourism goes unchecked, it could become another Ooty in the not too distant future. The encouraging signs however are that the use of plastic bags has been recently banned in Munnar and that a carrying capacity study for this place is carried out. An important issue that rises in the case of Munnar and other areas of this kind is the balance between the local plantation economy and tourism. For example, Tata Tea alone provides employment to about 21,000 persons in a 30 km radius around Munnar. It is important to ensure that the plantation economy of this region is not tipped off its balance due to the growth of tourism. The fully self- contained and insulated economy of the plantation region has become open to the vagaries of the outside world. With the growth in tourism, local people say they are affected by increased prices of day to day consumable items, auto rickshaw fares, etc. Safety and privacy have reduced. The tourism season increases absenteeism in the plantations. Munnar town has become dirtier over the years. While the water supply position is reasonable, solid waste disposal is a problem and the power system is overloaded. Opening up these areas to tourism poses other problems as well. The lake at Devikulam for example is in the middle of a large labour colony and its water is used for drinking. Boating and other tourist activities would therefore bring in accompanying detrimental effects. Plantations and the accompanying facilities primarily constitute a working area and any intrusion in the name of tourism disturbs the ongoing primary activity. One suggestion that emerges is that tourism development should be encouraged more in places where the plantation or other form of local economy is on the downslide due to extraneous reasons. It is said that the region around Peerumedu would be a suitable location going by this criterion. Opportunities for further development of tourism in hill stations and hilly areas Places of scenic beauty in the hilly areas of the State provide several opportunities such as the following, depending on the features of a given place: 1. Pleasure driving with stops at scenic view points 4. Camping 2. Picnicking in outdoor recreation areas 5. Rock climbing 3. Short/long distance trekking in natural areas with conservation 6. Lake/river boating/rafting Remote scenic areas offer opportunities for adventure-oriented tourists. Nelliampathy in Palakkad district evidently offers potential for gliding. There is a 300-meter high formation with good air flow. However, standby helicopter evacuation service would have to be available in readiness in case of a medical emergency, for serious adventure tourism such as mountain climbing and river rafting in remote areas. The primary focus now is on the proposed large-scale development in Wagamon in Idukki district for which private participation is being scouted for. With some developments already in place in parts of Wayanad district, it would be appropriate to explore the possibility of further investments in this region to achieve economies of clustering and integration of tourism activities, so that they can benefit from common access roads, transportation and other facilities. Other places like Pythalmala, Ranipuram, etc., would have to be evaluated and suitably developed. Road-oriented advertising signs (strictly controlled and regulated) in appropriate scenic places can be used to generate revenues. The revenues can be used for attractive landscaping. Hilly areas can be sensitive to tourism from ecological, environmental and also economic angles. Care should be taken to ensure that places for development are chosen with proper analysis and only such infrastructure and tourism activities are encouraged that do not disturb or negatively impact upon the place. Exhibit 13.1 THENMALA ECO-TOURISM PROJECT The first phase of the Thenmala Eco-tourism Project, claimed to be India's first planned eco-tourism destination, was commissioned in January 2001. The project cost for the phase completed so far, is Rs.1560 million. This was designed and developed by Thenmala Eco-tourism Promotion Society (TEPS), a government organisation established in 1998. The project envisages three major components, i.e., eco-friendly general tourism, eco-tourism and eco- pilgrimage circuit. The operational heart of the project has been built around the Kallada irrigation dam (in Kollam district) in a 60-acre area flanked by forests. All facilities have been built to blend with the trees. What has primarily been completed in the first phase is the eco-friendly general tourism area organised under different zones: Cultural Zone: 1. Facilitation Centre – information & entry tickets for all zones; built in Kerala’s traditional architectural style 2. Shop Court 3. Restaurant by KTDC – caters to all tourists 4. Musical dancing fountain 5. Amphi-theatre – semi-circular open air theatre Adventure Zone: Leisure Zone: 1. Pathways 4. Sculpture garden 2. Board walk 5. Resting points 3. Sway bridge 6. Tree & sculpture lighting (dynamic & static) Other facilities are: • Boating in the Kallada reservoir inside the Shenduruny Wildlife Sanctuary. Tourists are taken to the boat landing site in battery powered road vehicles. • Deer Rehabilitation Centre fosters spotted, sambar and other species of deer. When the population reaches optimum level, they will be released into the woods. Nature park for children with tree top huts, swings, etc. Contd... Exhibit 13.1 (Contd...) A unique package is developed to facilitate trekking activities in association with the Forest Department. The Palaruvi falls site nearby has been improved and is being managed through a participatory process involving local people. Perennial water flow is envisaged at the fall by providing water conservation measures in the upper reaches of the falls. The eco-tourism component envisages one to three day guided trekking tours and two-day bird watching programmes in the Shenduruny Wildlife Sanctuary. The following are proposed in the second phase: • Setting up of "Deep Woods" – Environmental education centre & sanctuary interpretation centre between Kallada irrigation dam and saddle dam at Pallamvetty. Other facilities planned are Nakshatravanam (nursery of trees associated with birth stars), tree huts, view decks, self guided nature trails. • Development of 10 satellite spots around Thenmala in Kollam, Pathanamthitta and Thiruvananthapuram districts at Palaruvi, Arippa, Kulathupuzha, Aryankavu, Achankovil, Konni, Pamba, Kochu Pamba, Umayar and Ponmudi. • Development of an eco-pilgrimage circuit by linking the Sree Dharma Sastha (Ayyappa) temples at Kulathupuzha, Aryankavu and Achankovil, while ensuring that there is no environmental degradation. • Fountains on both sides of the Kallada river downstream to create better ambience • Butterfly park, first of its kind in India, to be implemented by the Kerala Forest Research Institute Private initiative is expected in providing accommodation, transport facility, etc. Accommodation for tourists is proposed to be developed outside the forests, close to nearby townships such as Punalur, Kulathupuzha and Kottarakkara. Sources: Discussions with Thenmala Eco-tourism Promotion Society and Thenmala Eco-tourism Promotion Society’s literature on the Project Exhibit 13.2 PROPOSED FOREST BASED ECO-TOURISM PILOT PROJECTS Ten places in forest and ecologically sensitive areas are proposed to be developed as eco- tourism pilot projects over a period of two years: 1. Agastyarvanam Biological Park, Thiruvananthapuram district Development of facilities for wilderness trails, trekking ,etc., in degraded forest areas. As a major centre of excellence for nature education and conservation. 2. Konni, Pathanamthitta district Forest area (60 to 997 m. elevations). Soft eco-tourism near Konni and core eco- tourism in interior forest areas. Soft eco-tourism could include elephant rides, soft treks, visit to nearby water falls, river bathing. Core eco-tourism activities are to be managed by Vana Samrakshana Samithi, a committee of local people. 3. Thattekkad Bird Sanctuary, Ernakulam district Undulating terrain (35 m to 523 m), reservoir formed by the Bhoothathankettu barrage and other features make this a potential eco-tourism destination. 4. Mangalavanam, Kochi city This is a small patch of land near the seashore, which harbours a variety of birds and can be developed into an eco-tourism product. 5. Nelliampathy, Palakkad district Hill station (about 1000 m ASL), with extensive cardamom plantations 6. Parambikulam Wildlife Sanctuary, Palakkad district Three artificial lakes within the sanctuary facilitate boating, and animals can be viewed closely from boat and minibus. 7. Silent Valley National Park, Palakkad district Evergreen forest with rich bio-diversity 8. Nilambur, Malappuram district Teak plantation area. Old DFO Bungalow on a hilltop can be a location for nature camps. Trekking to Nedumkayam, etc. Elephant rides in forest areas. 9. Muthanga (part of Wayanad Wildlife Sanctuary), Wayanad district There is an elephant camp and a perennial stream for bathing. This is a suitable base for trekking. Elephant rides can also be arranged. 10. Aralam Wildlife Sanctuary, Kannur district Can be an ideal spot for imparting nature education for people from Kannur and Kasaragod districts. Source: Thenmala Eco-tourism Society’s note on the subject Exhibit 13.3 POTENTIAL ECO-TOURISM DESTINATIONS IN KERALA Sl. No. Name of place/project District Remarks/ Status 1. Thenmala eco- tourism project Kollam First phase commissioned. Adjoins Shenduruny wildlife sanctuary 2. Kumarakom Kottayam A popular backwater resort and bird sanctuary on Vembanad lake. Planned development proposed for the future 3. Wagamon Idukki Major hill station project planned with private participation 4. Munnar Idukki Popular hill station, affected by growth in tourism. Upgradation and improvements proposed 5. Bhoothathankettu Ernakulam Irrigation reservoir in forest surroundings. Picnic, boating and trekking spot 6. Athirappally - Vazhachal falls Thrissur Two scenic water falls in Sholayar forest range – picnic spot 7. Nelliampathy Palakkad Hill station amidst forests and plantations 8. Nilambur Malappuram Teak plantation and extensive forests with bamboo trees 9. Peruvannamuzhi Kozhikode Dam reservoir surrounded by natural forests. Has boating, mini zoo and crocodile park 10. Thirunelli Wayanad Maha Vishnu temple on the banks of Papanashini river amidst sylvan Brahmagiri hills 11. Kuruva Islands Wayanad Islands in Kabani river. Main island has two fresh water lakes. Migratory birds seen here 12. Pythalmala Kannur Hill station (1370 m ASL), rich in flora & fauna. Trekking 13. Ranipuram Kasaragod 750 m ASL. Trekking trails and varied vegetation. Natural beauty is comparable to Ooty Source: ‘Ecotourism in Kerala’, 1999, Dept of Public Relations, Govt of Kerala Forest department’s concerns about tourism development in protected areas Kerala has about 26 % of its land area under forests, though effective coverage is said to be about 19 %. The State has 12 wildlife sanctuaries and two national parks. These protected areas are listed at Exhibit 14.1. A profile of the 14 protected areas is provided at Exhibit 14.2. These sanctuaries and national parks prima facie offer considerable potential for tourism promotion, with their abundant flora and fauna combined with scenic landscapes and water bodies. If marketed well, they could attract general interest tourists and also those with special interests such as animal/bird watchers, botanists, trekkers, etc., in substantially larger numbers than they do today. At the time of field-work associated with this assignment, only the management plans for the period 1990 to 2000 were available for most of the sanctuaries/national parks. Quite understandably, the forest department’s management plans have been conservative and cautious about initiatives for tourism promotion. The forest management policy endeavours to reconcile the demand to conserve the bio- diversity of the forests on the one hand and to meet the demands of society on the other. Kerala’s forest department is in a way glad that with the exception of Thekkady (Periyar Tiger Reserve), the forest areas of the State are not much affected by tourism, and is keen not to be burdened with similar problems elsewhere. Inherently, the forest department would like to have full control over tourism in the protected areas, so that it can be regulated within limits. The prime concern is that once a foothold is given to others, it could eventually lead to uncontrolled intrusion. The standing example quoted is that of Thekkady, where there is dual control on tourism with both the forest and tourism departments providing tourist facilities and services within the protected area. Both the forest department and Kerala Tourism Development Corporation (KTDC) operate tourist boats, resulting in the animals being disturbed umpteen times every day by the roar of the diesel boats. Due to the heavy rush of tourist and visitor traffic and employment considerations, the sanctuary cannot be closed even during the January– March forest fire season or during heavy monsoons. KTDC is running three luxury hotels within the protected area. Several elephants and other smaller animals have been electrocuted by the electric line supplying power to these hotels. Hotel guests, drivers and employees move in and out of the sanctuary at various times, without regard to the entry and exit timings stipulated by the forest department. The annual revenue from tourism in Thekkady is about Rs.75 lakhs, but the forest department feels that this is not a good proposition. The forest department is not particular about the earnings from tourism and does not want to lose focus by diverting its attention to this activity beyond the bare minimum. On the other hand, where only the forest department is taking care of tourist requirements, the facilities provided are meagre. No doubt the forest department’s lodges are quite inexpensive and easily affordable by the average tourist. But there is severe constraint in the quantity and quality of accommodation and allied facilities, thus affecting the level of enjoyment and satisfaction on the part of the tourists. Approach to sustainable tourism development in forest areas The basic approach for planning of such natural tourist attractions is application of he environment planning approach, which emphasizes designing visitor facilities and visitor use in a manner that does not degrade the natural environment, but rather facilitates achieving of the conservation objectives. It is important to realise that when managed properly, the forest areas provide an opportunity to educate visitors about nature conservation, and also create economic opportunities for local people, and win support for protection of natural heritage. There is need to harmonise the concerns and view points of environmentalists and tourist professionals, as encouraging visitors to experience and enjoy nature first-hand is the best way to educate them about the value and fragility of our forests, by providing them with satisfying and moving experiences. For this, we clearly need to set up better, safer, more sensitive and much more aesthetic infrastructure than is currently available. In this context, it would be appropriate to take a look at the National Wildlife Action Plan’s views on tourism, which are summarised at Exhibit 14.3. The overall approach envisaged therein is to plan for tourism in the protected areas in a manner that would help to conserve them, rather than degrade them. Quite clearly, all new tourist facilities should be created outside the protected area boundaries. This would eliminate the prime cause for conflict. Further, it is not enough for tourism facilities to merely avoid disturbing habitats next to which they are located. They should also be active participants in the protection of the parks and wildlife therein, as they have a stake in the same. Owners of tourist facilities can contribute to restoring the outskirts of the protected areas by tree planting, constructing watch towers and watering holes, helping with watch-and-ward and intelligence gathering. These objectives can be achieved effectively if the tourist facilities employ local people who are well versed with the ways of the forest. The staff for tourism interpretation and guiding should also be preferably drawn from among the local people through suitable training, as they would be better sensitised to wildlife management and ecological conservation. Also, mechanism needs to be established to allocate funds earned from tourism directly back to park protection. Not all the wildlife sanctuaries/national parks can be exposed to tourism in equal measure. For example, tourism may be severely limited in ecologically fragile areas like the Silent Valley National Park. It is important to establish carrying capacities based on various types of possible use such as day tours, hiking, camping, etc., in reconciliation with the optimum visitor use levels possible for each type of activity. In places with relatively higher carrying capacities, tourist facilities and services may be created at various price points so that all categories of tourists, including the host community, have the opportunity of experiencing the natural areas. Traffic to ecologically more fragile and sensitive areas can be limited, through higher pricing and other forms of control. The design of tourist facilities should be regulated through environment controls and also blend harmoniously with the local environs. The Tiger Trail in Periyar Tiger Reserve is projected as a model success story in eco- tourism in forest areas. Here, local people form a Vana Samrakshana Samiti (Forest Protection Organisation) in association with the forest department and organise trekking along designated forest routes. The trekking programmes are bid for by tour operators. The highest bidder among the tour operators gets to market the same internationally for a period of three years. The successful bidder pays an annual fee (currently Rs.21 lakhs), which is shared between the Vana Samrakshana Samiti and the forest department to meet expenses and salaries towards the trekking operations. A total of 150 trekking trails are organised each year, with five members per programme, so that environmental impact is minimised. A novel feature is that there are former poachers among the guides. It is said that poaching and other illegal activities have reduced in the area due to the presence of trekkers. Nonetheless, tourism in forest areas is prone to be ecologically sensitive, and one has to tread with caution, with continuous monitoring of the costs and benefits. Exhibit 14.1 LIST OF SANCTUARIES & NATIONAL PARKS IN KERALA Sl. No. Name of WLS/NP District Area (in sq.km.) Year of formation 1. Neyyar WLS Thiruvananthapuram 128.00 1958 2. Peppara WLS Thiruvananthapuram 53.00 1983 3. Shenduruny WLS Kollam 100.32 1984 4. Periyar WLS (Tiger Reserve) Idukki & Pathanamthitta 777.54 1950 5. Eravikulam NP Idukki 97.00 1978 6. Chinnar WLS Idukki 90.42 1984 7. Idukki WLS Idukki 70.00 1976 8. Thattekkad Bird Sanctuary Ernakulam 25.16 1983 9. Peechi-Vazhani WLS Thrissur 125.00 1958 10. Chimmini WLS Thrissur 85.00 1984 11. Parambikulam WLS Palakkad 285.00 1973 12. Silent Valley NP Palakkad 89.52 1980 13. Wayanad (or Muthanga) WLS Wayanad 344.44 1973 14. Aralam WLS Kannur 55.00 1981 TOTAL 2325.40 Note: WLS – Wildlife Sanctuary; NP = National Park Main Source: Forest Department, Government of Kerala Exhibit 14.2 PROFILE OF SANCTUARIES & NATIONAL PARKS IN KERALA Given below is a brief profile of the fourteen wildlife sanctuaries/national parks in Kerala, from a tourism point of view. 1. Neyyar Wildlife Sanctuary Location: Thiruvananthapuram district, Neyyattinkara & Nedumangad taluks Access: 30 km from Thiruvananthapuram city. Motorable road. Area: Total – 128 sq.km. Core – 60 sq.km. Topography: 90 to 1868 m ASL. Highest peak – Agasthiarkoodam (1868 m). Rugged terrain with rushing brooks, flat meadows and gentle to steep slopes. Rainfall: 2800 mm (predominantly southwest monsoons) Vegetation: Mainly moist deciduous forest, some tropical evergreen and semi-evergreen forest, extensive grasslands, eucalyptus plantations in degraded areas. Rare medicinal plant species in Agastiar hills. Wildlife: Elephant, gaur, sambar, spotted deer, barking deer, wild boar, wild dog, sloth bear, porcupine, jungle cat, leopard, tiger, Nilgiri langur, reptiles, birds. Water body: Neyyar irrigation dam reservoir (14.32 sq.km.) Tourism: 1. Crocodile farm, lion safari park (20 ha), deer park (2 ha), boat rides on reservoir. Trekking to Agasthiarkoodam with permission. 2. KTDC’s conducted tours from Thiruvananthapuram. Accommodation: 1. Youth hostel and rest house at Neyyar 2. Rest house at Meenmutty 3. Agasthya House (KTDC) 4. Inspection bungalow/dormitory of forest/irrigation department. Contd... 2. Peppara Wildlife Sanctuary Location: Thiruvananthapuram district, Nedumangad taluk Access: 50 km by road from Thiruvananthapuram Area: Total – 53 sq.km. Topography: 90 to 177 m ASL. Hilly terrain with rivulets. Rainfall: 3000 mm (both southwest & northeast monsoons) Vegetation: Evergreen, semi evergreen & deciduous forests. Wildlife: Elephant, gaur, sambar, wild boar, tiger, Nilgiri langur, Malabar squirrel, water birds, snakes, moths, butterflies. Water body: Reservoir (5.82 sq.km.) of Peppara dam across Karamana river, commissioned in 1983 to augment water supply to Thiruvananthapuram. Tourism: Information centre & office at Peppara. Accommodation: Kerala Water Authority’s dormitory & project house. Other: There are 13 tribal settlements in the sanctuary. 3. Shenduruny Wildlife Sanctuary Location: Kollam district, Pathanapuram taluk Access: 66 Km by road from Kollam. 70 Km from Thiruvananthapuram. Thenmala railway station nearby. Area: Total – 100.32 sq.km. Topography: 90 to 1550 m. Rugged terrain, gentle to steep slopes. Rainfall: 3200 mm. Vegetation: Tropical evergreen, semi evergreen & deciduous forests. Forest plantations. Wildlife: Bonnet macaque, gaur, sambar, palm squirrel, mouse deer, elephant, tiger, leopard, snakes. Water body: Reservoir (13.72 sq.km.) of Parappar irrigation dam built across Shenduruny and Kulathupuzha rivers. Contd... Tourism: 1. Water spread area of Parappar reservoir is tourism zone. Boating facility in reservoir. 2. Forest trekking trails along the right & left banks of the reservoir. 3. Adjoins the recently commissioned Thenmala Eco-tourism project, thus increasing its potential to attract tourists. Accommodation: 1. PWD rest house at Thenmala. 2. Tourist lodge/dormitory planned at Kalamkunnu Other: 1. The name Shenduruny comes from a local tree species called Chenkuruny. 2. There is a large mesolithic cave (5210 – 4420 B.C.). Can hold 20 people & has paintings similar to those in mesolithic caves of central India. 4. Periyar Tiger Reserve Location: Idukki district Access: Entry point is Thekkady. 190 km by road from Kochi and 272 km from Thiruvananthapuram. Area: Total – 777.54 sq.km. (Core: 350 sq.km., Buffer: 427 sq.km.) Topography: 100 to 2016 m ASL. Rainfall: 2500 mm Vegetation: Dense evergreen, semi evergreen and deciduous forests, open grasslands, flowering plants and orchids. Wildlife: Elephant, leopard, tiger, Indian porcupine, wild sloth bear, common palm civet, mouse deer, wild dog, sambar, gaur, barking deer, Nilgiri langur, king cobra, aquatic birds. Water body: Periyar lake (26 sq.km.) formed by the construction of dam across Mullaperiyar river in 1895. Boat cruise on the lake is the easiest way to watch wildlife in the reserve. Lake has numerous islets. Contd... Tourism: One of the finest and most popular wildlife sanctuaries in Kerala. Attracts over 300,000 tourists & visitors per annum, including 10,000 foreign tourists. Tourism zone is 50 sq.km. and overlaps with buffer zone. Only sanctuary in India where wild elephants and other animals can be observed and photographed at close quarters from the safety of a boat. Tourist facilities: • Boating on Periyar lake by forest department, KTDC and Peerumedu wildlife preservation society • Elephant and horse rides at boat landing • Forest department’s snack bar at boat landing • Jeeps available for safaris • Trekking to Mangaladevi hills, Mullakkudy, Thannikudy, Vellimala, etc., are arranged by the forest department. Mangaladevi – Kannagi Temple falls on the northern boundary of the Reserve. • Periyar Tiger Trail – Unique, nature-friendly project with the aim of converting former poachers into tourist trekking guides and defenders of the forest. • Nature Camps are conducted for students and members of various Nature Clubs. Accommodation: 1. Three KTDC’s hotels – Lake Palace, Aranya Nivas and Periyar House are within the sanctuary. 2. Forest department’s rest houses at Idappalayam, Manakavala, Mullakkudy and Thannikkudy. All have watch towers. Six dormitories are available for participants of nature awareness camps. 3. Caravan park where tourists can stay in their vehicles. 4. PWD inspection bungalow. 5. Private lodges at Kumily (nearest town, 4 km from Thekkady). Other: Sabarimala is on the southern fringe. Development works for Sabarimala pilgrims has direct effect on wildlife and vegetation. The peak pilgrim season coincides with the forest fire season. Exhibit 14.2 (Contd...) 5. Idukki Wildlife Sanctuary Location: Idukki district, Thodupuzha & Udumpanchola taluks. Access: 40 km by road from Thodupuzha. Area: 70 sq.km. Topography: 450 to 748 m ASL. Highest peak – Kizhakkilachimala (748 m). Rainfall: 2200 mm. Vegetation: Evergreen, semi evergreen and deciduous forest; grass lands. Wildlife: Elephant, deer, bear, leopard, tiger, wild pig, hornbill, kingfisher, wood pecker, cobra, viper, python, rat snake. Water body: Idukki Arch Dam (hydro-electric project), Cheruthoni Dam and Kulamavu Dam have formed a 33 sq.km. reservoir. Tourism: Tourism zone is restricted to the water spread area of 33 sq.km. Boating facility in reservoir –provides scenic view of hills, grasslands and sholas. Animals can be sighted particularly during early morning and evening, when they come to the reservoir for water. Boating is restricted to two routes – towards Kulamavu and Seethakayam. Accommodation: 1. Forest rest house at Vellappara, which is the headquarters of the sanctuary. 2. PWD’s rest house. 3. KSEB’s inspection bungalow at Vazhathoppu. 4. Private hotels at Cheruthoni, Kattappana and Thodupuzha. Contd... Exhibit 14.2 (Contd...) 6. Eravikulam National Park Location: Idukki district, Devikulam taluk. Access: 15 km north of Munnar, a popular hill station. 135 km by road from Kochi. Area: 97 sq.km. Topography: 1400 to 2694 m ASL. Anamudi (2694 m), the highest peak south of the Himalayas is on the southern side of the Park. Rainfall: 4500 mm. One of the wettest regions of the world. Park is closed to visitors during the monsoon. Vegetation: Rolling grasslands and high level shola forests. Wildlife: 1. Eravikulam National Park was established to protect the Nilgiri Tahr and these are found in significant numbers here. 2. Atlas moth – one of the largest moths is seen here. 3. Tiger, panther, wild dog, civet cat, jungle cat, Nilgiri langur, wild boar. Water body: No significant water body, except for Eravikulam lake. Tourism: Tourism zone is in the southern end near Rajamala. This zone assures sighting of the Nilgiri tahr at close quarters. Anamudi peak is a popular trekking destination. This is a small park with a fragile ecosystem and exposure to tourism would have to be limited. Accommodation: Private lodges in Munnar and Devikulam. Contd... Exhibit 14.2 (Contd...) 7. Chinnar Wildlife Sanctuary Location: Idukki district, Devikulam taluk Access: 60 km from Udumalpet in Tamil Nadu Area: 90.422 sq.km. Topography: 500 to 2100 m ASL. Rugged undulating terrain. Highest peaks – Kottakombumalai (2144 m), Vellaikalmalai (1863 m), Viriyoottumalai (1845 m). Rainfall: 1000 mm. Has only 48 rainy days in a year (northeast monsoons). Lies in a rain shadow area. Vegetation: Thorny scrub forest with xerophytic species. Dry deciduous forest, high sholas & wetlands. Wildlife: Second habitat of the endangered giant grizzled squirrel. Elephant, gaur, spotted deer, panther, sambar, Hanuman langur, rabbit, peacock, etc. Water body: No major water body. Tourism: Marayoor-Udumalpet road cuts through the entire width of the sanctuary from Karimutti to Chinnar. This offers the opportunity of watching wildlife at close quarters from the road, without venturing into the jungle. Churulipatty-Chinnar-Kottar stretch and 50 m on either side of Marayoor-Udumalpet road form the tourism zone. Marayoor sandalwood forest and Thoovanam waterfalls are located in the sanctuary. There are trekking trails in the forest area. At present there is no facility for tourists. Accommodation: 1. None at present for tourists within the sanctuary. 2. Government guest house at Marayoor - headquarters of the sanctuary. 3. Private hotels/lodges at Munnar, Marayoor and Udumalpet (Tamil Nadu). Contd... Exhibit 14.2 (Contd...) 8. Thattekkad Bird Sanctuary Location: Ernakulam district. Access: 13 km north east of Kothamangalam. Kothamangalam- Pooyamkutty road bifurcates the sanctuary. Area: 25.16 sq.km. Topography: 35 to 523 m ASL. Highest point is Njayapilli peak (523 m). Rainfall: 2500 mm. Vegetation: Tropical evergreen, semi evergreen and deciduous forests; patches of grasslands. Wildlife: Over 250 bird species – Rare birds like Crimson- throated barbet, bee-eater, sun bird, etc. Also Indian roller, cuckoo, common snipe, crow pheasant and others. Leopard, bear, porcupine, etc., are also sighted. Water body: No major water body. Periyar and Idamalayar rivers abut the sanctuary. Tourism: Tourists zone is on either side of Thattekkad-Ovunkal and Thattekkad-Kuttampuzha roads as also the view point from Kottikal to Ovunkal through Periyar river by boat. Visitors have to access the tourism zone through Thattekkad ferry. Accommodation: PWD rest house near Bhoothathankettu dam. Private lodges at Kothamangalam. Other: Developed by the untiring efforts of Dr. Salim Ali, the renowned ornithologist, who is reported to have identified 167 bird species here. Contd... Exhibit 14.2 (Contd...) 9. Chimmini Wildlife Sanctuary Location: Thrissur district, Mukundapuram taluk. Access: Echippara, sanctuary’s HQ, 24km by road from Thrissur Area: 85 sq.km. Topography: 40 to 1116 m. Highest point – Punda peak (1116 m). Rainfall: 2980 mm. Vegetation: Deciduous, semi evergreen and evergreen forests. Wildlife: Leopard, elephant, bear, wild pig, wild bison, tiger, etc. Water body: Reservoir (10 sq.km.) of Chimmini river dam. Tourism: 1. Tourism is negligible as the sanctuary is not well known and there are no amenities for tourists. 2. Reservoir area & surroundings can be developed with entrance to the sanctuary from Echippara. Accommodation: 1. Inspection bungalow near the dam 2. Private lodges at Amballoor (12 km). 10. Peechi – Vazhani Wildlife Sanctuary Location: Thrissur district. Access: Peechi, sanctuary’s HQ is 20 km east of Thrissur. NH 47 cuts through the sanctuary. 98 km from Kochi. Area: 125 sq.km. Topography: 45 to 923 m. Highest peak - Ponmudi (923 m). Rainfall: 3000 mm. Vegetation: Wet deciduous forest; orchids & rare medicinal plants. Wildlife: Leopard, tiger, fox, wild dog, elk, barking deer, birds Water body: Peechi and Vazhani dam reservoirs. Tourism: Tourism zone (3500 ha) around Peechi reservoir (boating facility). Visitors are mainly from Thrissur. Kerala Forest Research Institute is at Peechi. Accommodation: Rest house at Peechi. Exhibit 14.2 (Contd...) 11. Silent Valley National Park Location: Palakkad district. Access: 40 km from Mannarkad. Vehicular traffic is allowed only up to Mukkali, nearly 24 km from the Park. Rest of the way has to be covered on foot or by forest department’s vehicle up to the source of the river Kuntipuzha. Area: 89.52 sq.km. Rainfall: Heavy summer rains. Vegetation: Dense tropical evergreen forest with about 1000 plant species, many of them rare and endangered. Wildlife: Fair representation of wildlife species. Also rare species like lion tailed macaque, Peshwa’s bat, hairy winged bat, limb less amphibians, unusual butterflies, moths, etc. Perhaps the closest to a virgin forest in the entire Western Ghats. Home to India’s largest stretch of tropical evergreen rain forests, and a large number of wild animals, thanks to its difficult terrain and remoteness. Tourism: 1. Number of visitors is less than 1000 per year. 2. Private vehicles are restricted to Mukkali-Chindakki area. 3. Very limited and rudimentary facilities for visitors. The objective is to keep disturbance to the minimum by ensuring that only serious wildlife & eco-tourism enthusiasts visit the place. Accommodation: Forest department’s rest house (Visitors are not usually allowed overnight stay). Other: Named as Silent Valley by the British who ventured into these forests a century ago, as there was evidently no sound of cicadas here. More likely is that the name is derived from the local name - Sairandhri Vanam, wherein Sairandhri has become Silent in English. Contd... Exhibit 14.2 (Contd...) 12. Parambikulam Wildlife Sanctuary Location: Palakkad district. Access: 60 km from Pollachi (Tamil Nadu) by road. Area: 285 sq.km. Topography: 600 to 1444 m ASL. Highest point – Karimala Gopuram (1444 m). Rainfall: 1700 mm (mainly southwest monsoon). Vegetation: Wet and dry evergreen, tropical evergreen and semi evergreen forests. 9000 ha. Of teak plantations. Wildlife: Bonnet macaque, lion tailed macaque, Nilgiri langur, loris, tiger, leopard, jungle cat, crocodile, varanus, birds. Water body: Three dam reservoirs – Parambikulam reservoir (21.2 sq.km.), Thoonacadavu reservoir (4.33 sq.km.), Parivarippallam (2.89 sq.km.). Tourism: 1. Boating on Parambikulam reservoir. 2. Sanctuary tour with guides. 3. 5 km from Thoonacadavu - the sanctuary’s headquarters – is ‘kannimaram’ – a giant teak tree of 40 m height and 6.4 m girth, said to be Asia’s largest. Accommodation: 1. Forest rest house at Thoonacadavu 2. Tree house in reserve forest area in Thoonacadavu 3. Accommodation at Parambikulam project 4. Hotels in Pollachi (Tamil Nadu) Contd... Exhibit 14.2 (Contd...) 13. Wayanad Wildlife Sanctuary Location: Wayanad district. Access: Good road links. Sultan Bathery, Muthanga & Tholpetty (70 km away) are important centres of the sanctuary. Area: 344.44 sq.km. Topography: 650 to 1158 m ASL. Gently undulating, with occasional hillocks. Highest peak – Karottimala (1158 m). Rainfall: 2000 mm. Vegetation: Moist deciduous forest with semi evergreen patches; grasslands and bamboo. Wildlife: Elephant, tiger, panther, jungle cat, wild dog, bison, deer, monitor lizard, snakes, birds. Tourism: Normally only day visits are taking place. Accommodation: Private lodges at Sultan Bathery. Other: Pazhassi Raja fought the British in a guerilla warfare from these forests. Tribals and others live on the fringes of the forest. 14. Aralam Wildlife Sanctuary Location: Kannur district. Access: 45 km from Kannur and Thalassery. Area: 55 sq.km. Topography: 50 to 1145 m. Highest point – Katti Betta peak (1145 m). Rainfall: 3000 mm. Vegetation: Tropical evergreen and semi evergreen forests. Teak and eucalyptus forest plantations. Wildlife: Deer, boar, elephant, sloth bear, sambar, bison, leopard, jungle cat, squirrels. Water body: No major water body. Accommodation: Private lodges at Irutty, near the sanctuary. Exhibit 14.3 NATIONAL WILDLIFE ACTION PLAN ON TOURISM The National Wildlife Action Plan makes the following point s on the issue of tourism: • Tourism demands must be subservient to and in consonance with the conservation interests of Protected Areas (PA) and wildlife. • Develop national guidelines on tourism within PAs. Ways of benefiting local people directly by tourism should be specified in the guidelines. • Eco-tourism must primarily involve and benefit local communities. • Develop tourism management plans for each PA. Also, conduct surveys of existing accommodation and tourist facilities within PAs. • The Wildlife Institute of India should develop impact assessment techniques and standards that can be used by PA managers to evaluate the negative impacts of tourism on soil, water resources, vegetation, animal life, sanitation or waste disposal and cultural environments. • Develop stringent standards of waste disposal, energy and water consumption and construction plans and materials used therein. • A ceiling on the number of tourists and tourist vehicles permitted to enter the PA should be specified. The PA managers must be empowered to use their discretion in closing off certain areas of the PA, for example, an area where a tiger has littered. • Set up State and Union Territory eco-tourism advisory boards that will regulate tourism activities. Representatives of local people living near PAs, local NGOs and PA managers to be a part of these boards to develop and regulate tourism activities. While beaches, hill stations, forests and other forms of tourist attractions are found aplenty in different parts of India, the extensive backwaters are a distinct feature of Kerala, providing a unique opportunity for positioning as an exotic tourism product. Backwaters – nature’s gift to God’s own Country Kerala is gifted with an expansive body of meandering brackish waters, commonly referred to as backwaters. The total area of the backwaters is over 200,000 hectares (Exhibit 15.1). The backwaters include large lakes formed by ocean inlets (lagoons and estuaries) and interconnecting river deltas and canals, which stretch irregularly along the lengthy coast of the state (Exhibit 15.2). They form an attractive and economically valuable feature of Kerala, providing excellent water transportation in the coastal plains. The largest among the ocean inlets is the Vembanad Lake, with an area of 200 sq. km., which opens out into the Arabian Sea at Kochi. Some of the other important backwaters are Ashtamudi and Kayamkulam lakes. A list of estuaries and lagoons in Kerala is given below. Estuaries: 1. Uppala 2. Kumbala 3. Mogral 4. Chandragiri 5. Kalanad 6. Bekal 7. Chittari 8. Karingote 9. Ezhimala/Ramapuram 10. Valapattanam 11. Dharmadom 12. Thalassery 13. Mahe (Pondicherry) 14. Kottukkal 15. Elathur 16. Kallai 17. Beypore 18. Kadalundi 19. Chettuva 20. Ponnani 21. Vembanad 22. Kayamkulam 23. Ashtamudi 24. Paravur 25. Edava-Nadayara 26. Kadinamkulam 27. Anjengo 28. Veli Lagoons: 1. Kavvayi 2. Agalapuzha 3. Enamakkal- Mannakkodi 4. Muriad 5. Kodungalloor- Vadapuzha 6. Sasthamkotta 7. Vellayani Backwater tourism –status and developments Backwaters provide scenic, unspoiled beauty accompanied by the charming, slow pace of life along their banks. This makes them attractive for tourism development. The most common tourism related activities are: • Backwater resorts with luxury rooms/cottages on the waterfront, integrated with ayurvedic rejuvenation centres, cultural programmes, water sports facilities, etc. • Houseboat cruising on the backwaters using the reworked kettuvallams (cargo barges) of olden times. Kerala’s Tourism Department has several projects under implementation for the development of tourism infrastructure in the backwater region. Backwater tourism is also one of the thrust areas identified in the Tourism Vision 2025. A comprehensive tourism signage scheme has been implemented in the backwaters between Kollam and Kochi and a digital tourist map has also been got prepared. Places in north Kerala that are suitable for backwater based tourism activities have been identified by NATPAC through an extensive survey. Development plans have been proposed for boating and tourism activities. Local fishermen object to bigger tourist vessels operating in the smaller canals. Narrow and shallow canal stretches would therefore require dredging, if they are to take on additional traffic. Apart from house boats, suitable areas would have to be identified for extending the operations of regular motor boats, high speed boats and large tourist ferries that may carry 50 to 200 passengers. A significant component of backwater tourism is development of suitable islands in the backwaters to provide resort accommodation, recreation and other facilities. There are reportedly about 30 small islands in different parts of Kerala, some of them such as Dharmadom under private ownership. CRZ norms will apply to the development of such islands. Gundu island in the Kochi backwaters has been recently handed over by the Government to the Taj Group. A modern tourist facility on the lines of the Singapore Sentosa Centre is proposed to be established here. Pathiramanal, a 70-acre island near Kottayam, has been given to the Oberoi Group for the development of an international convention centre. Backwaters are a relatively unique and attractive feature of Kerala. The potential for tourism in this sector is immense and what has been exploited is relatively small in comparison. The geographical spread of the backwaters also makes it convenient and conducive to spread the tourism activity across the state, thus dispersing accompanying economic benefits and mitigating the negative impacts. At present, most back water resorts and house boats are at the high end of the spectrum and consequently out of reach of the average tourist, both domestic and foreign. Just as hotel accommodation and other facilities are available at various price points, the same should eventually happen with back water tourism facilities as well. But the numbers would have to be regulated keeping in view the local carrying capacity in different places of tourist concentration. Need for sustainable development of backwater areas The backwaters have reportedly depleted to about one-third their original size over the last century. They have suffered shrinkage due to bunding and reclamation for agriculture, urban development & habitation, harbours, aquaculture, resorts, etc. Large-scale reclamation of water bodies, pollution from excess fertilizers and pesticides and mining for lime shells contribute to the ecological changes to a great extent. As a result, this important coastal life support system is facing threat and the marine resources are depleting. Even though the Coastal Regulation Zone notification is intended to protect the shrinking backwaters and coastal areas of the State, the implementation of the same has not so far been entirely effective. A Coastal Zone Management Plan for Kerala State (COZMAP) has been prepared to address this issue. The Kerala Government has constituted the Kerala Coastal Zone Management Authority to deal with issues related to coastal zone management, monitoring and enforcement of the provisions of CRZ notifications. But environmentalists fear that the Authority could in many cases recommend relaxation of CRZ regulations for development projects. Some local NGOs and stakeholders have in the past reportedly expressed that improper developmental activities (including beach/backwater resorts) are gradually destroying the backwaters, and also negatively affecting their ecology, natural resources and traditional employment potential; and that the developments have also prevented local people from accessing the beaches. On the other hand, extension of the CRZ notifications to cover backwater areas (Exhibits 15.3 & 15.4) magnifies the area covered under CRZ ten-fold in a coastal area that is already very densely populated. This imposes a serious constraint on all kinds of developmental activities. There is therefore a strong need for analysing the situation considering all views, so as to ensure sustainable and eco-friendly development of the backwaters. Integrated development project for the backwater region In this context, the Kerala Government is already in the process of getting an integrated master plan prepared for sustainable development of the backwaters and is also envisaging the constitution of a Backwater Tourism Development Authority. These steps should augur well for the orderly development of all economic activities associated with and along the backwaters. A part of the West Coast Canal has been declared as National Waterway No. 3. This has triggered several actions by the Inland Waterways Authority of India: • Some narrow stretches of the Kollam – Kottappuram section of this waterway are proposed to be widened by land acquisition. • The section between Kollam and Kochi is being dredged. • NATPAC has conducted a techno-economic feasibility study for extension of National Waterway No. 3 up to Kovalam in the south and Kasaragod in the north, with prioritisation of stretches for implementation, based on traffic density and feasibility. (At present, there is a 367-km long navigable canal extending from Thiruvananthapuram to Tirur.) • Plans are also afoot for developing the West Coast Canal between Mahe and Valapattanam so as to make it navigable. Funds would have to be mobilised from external agencies to develop this stretch. • There is also a proposal to extend the T.S. Canal up to Kolachal in Tamil Nadu and to provide a canal link between Kovalam and Poovar. Priorities for development, rehabilitation or deepening/widening of canals would be dictated more by the needs of inland water transport and irrigation, rather than tourism. Planning for tourism can be integrated with the general planning for the backwaters so as to take advantage from the improvements to the waterways. This could in turn trigger planning of wayside facilities, backwater resorts, etc., along suitable stretches of the backwaters. The total cost of all the projects proposed for long term development of the backwaters is reportedly likely to cost around Rs.3000 crores. These would have to be taken up in portions, based on priority, technical and financial feasibility and availability of funds. Funding from various sources including multilateral funding agencies is envisaged. A related development is the proposed “Theerappadam” project (coastal path development). This envisages improvement of the T.S. Canal (also called Parvathi Puthanar Canal) at a total cost of Rs.950 crores. The first phase would cover a 16-km stretch from Kovalam to Akkulam, and would involve construction of walkway, development of commercial space and tourist facilities. Cruise Ship Tourism International cruise ships have made stopovers at Kochi in the recent past. One disadvantage is that passengers on the cruise ship would in most cases make only day time visits, and would not even get counted as tourists. Nonetheless, such arrangements can be strengthened to provide greater visibility to Kerala as a destination on the world’s tourist map. Many of the principal tourist attractions in Kerala are close to the coast. Therefore, feasibility of organising coastal cruise ship tours can also be explored, depending on suitability of port facilities en-route and market potential. This project would have to be implemented with private sector/foreign investment. The travel circuit may have to include tourist destinations in neighbouring states/countries as well. Exhibit 15.1 INLAND WATER SPREAD AREA IN KERALA Type of inland water Area (hectares) Rivers 85,000 Tanks and ponds 3,300 Reservoirs 29,635 Brackish water, lakes, backwater & estuaries 242,600 Total 360,535 Source: Statistics for Planning 2001, Government of Kerala (Fisheries Department) Exhibit 15.2 DISTRICT-WISE DISTRIBUTION OF COASTLINE IN KERALA District Coastline Length in kms % to total 1 2 3 1. Thiruvananthapuram 78 13.2 2. Kollam 37 6.3 3. Alappuzha 82 13.9 4. Ernakulam 46 7.8 5. Thrissur 54 9.2 6. Malappuram 70 11.8 7. Kozhikode 71 12.0 8. Kannur 82 14.0 9. Kasaragod 70 11.8 Kerala 590 100.0 Source: Statistics for Planning 2001, Government of Kerala (Fisheries Department) Exhibit 15.3 LIST OF PLACES IN KERALA CATEGORISED UNDER CRZ-I AND CRZ-II CRZ-I Places of outstanding natural beauty/ecological importance and historical/heritage areas (Only places of tourist interest under CRZ-I are listed below) 1. Poovar South 2. Kovalam 3. Shanghumukham 4. Veli 5. Anjengo Fort 6. Papanasam – Varkala 7. Thangassery 8 Thirumullavaram 9. Ambalappuzha 10 Arthunkal 11. Coast of Vaikkom 12. Portions of Fort Kochi, Mattancherry 13. Chennamangalam 14. Thalassery Fort 15. Dharmadam - Edakkad 16. Valapattanam – Naratt 17. Bekal CRZ-II Developed areas close to the coastline – mainly, designated urban areas (Corporation/municipal limits of the urban centres listed below) 1. Thiruvananthapuram 2. Varkala 3. Paravur 4. Kollam 5. Kayamkulam 6. Alappuzha 7. Cherthala 8 Vaikkom 9. Thrippunithura 10 Kochi 11. Parur 12. Kodungalloor 13. Chavakkad 14. Ponnani 15. Tirur 16. Kozhikode 17. Vadakara (Badagara) 18. Thalassery 19. Kannur 20. Payyanur 21. Kanhangad 22. Kasaragod Note: Major portions of Kerala’s coastal areas fall under CRZ-III category. Exhibit 15.4 IMPORTANT ELEMENTS OF CRZ REGULATIONS THAT WOULD INFLUENCE TOURISM-RELATED DEVELOPMENTS IN KERALA 1. Development along rivers, creeks and backwaters is regulated up to the distance where tidal effect of the sea is experienced. 2. In case of rivers, creeks and backwaters, regulation applies to both sides, and the set back distance shall not be less than 100 metres from the high tide line (HTL) or the width of the river, creek or backwaters, whichever is less. 3. The above set back distance may be reduced to 50 metres or the width of the river, creek or backwater, whichever is less, only for constructing dwelling units for local inhabitants in non-CRZ-I areas, under specified conditions, such as population density being not less than 400 persons per sq.km. 4. Golf courses, hotels, etc., can be permitted in CRZ-III of notified SEZ. Development of hotels/beach resorts may be permitted between 200 and 500 metres of HTL in designated areas of CRZ-III. 5. All uninhabited islands are classified under CRZ-I category, subject to continuation of existing rights and uses. 6. Coastal roads/railways are not permitted within CRZ-I areas. 7. Reclamation of kayals is not permitted within CRZ-I areas. 8. Parks, play grounds, green zones and other non-buildable areas falling within CRZ-II areas are categorised as CRZ-III. 9. ORZ (Ocean Regulation Zone) regulations restrict reclamation of sea for human settlement, construction of artificial islands, etc. Discharge of wastes into coastal and marine waters is also regulated. Exhibit 15.5 KERALA GOVERNMENT’S SCHEME FOR APPROVAL/ CLASSIFICATION OF HOUSE BOATS OPERATED IN THE BACKWATERS – A SUMMARY With the increasing popularity of houseboat cruising, the number of houseboats has increased to more than 100. There have been some complaints regarding the upkeep and maintenance of some of the houseboats. In this context, the following scheme provides for grading of existing house boats which maintain the prescribed quality standards into Gold and Silver Star categories, and also to give Green Palm certificate as a symbol of eco- friendliness to those house boats which adopt environment friendly practices in their operations. Only house boats which are approved by the Tourism Department under this scheme will be eligible for the 10% State investment subsidy. GOLD & SILVER STAR CATEGORISATION 1. Essential conditions: i) General construction of the house boat should be good. Hull & valavara should be of good condition. Flooring should be of marine plywood. ii) Sizes of various rooms shall not be less than the following: Bed room - 80 sq.ft. & minimum 7 ft. width; living/dining - 80 sq.ft.; kitchen - 20 sq.ft.; attached toilet - 20 sq.ft., with minimum 3 ft. width; common toilet - 10 sq.ft.; passages - 3 ft wide. iii) All bed rooms shall be provided with attached toilet. There shall be a common toilet for the use of staff. The toilets meant for guests shall be western type and shall be cleanly maintained. iv) Kitchen must be protected from hazard (a) by fire proofing, using fireproof materials, and (b) by providing at least two fire extinguishers. v) Storage hold in the kitchen should be hygienic. Food materials on board must be packed and stored in clean environment. vi) Fuel storage shall not be near the kitchen. vii) All house boats shall have at least two life buoys and two fire buckets. viii) Furniture used in the house boats shall be of good standard. ix) Clean and good quality linen, blankets, towels, etc., shall be used. Crockery and glassware should be of high quality. x) All house boats must keep updated log books and tourist records. xi) The staff interacting with the guests in supplying food, etc., shall wear uniform. xii) Boat shall have valid license from the appropriate authority for plying in the backwaters. Contd... Exhibit 15.5 (Contd...) xiii) Name & approval number shall be painted in bold letters on both sides of the boat. 2. Optional Conditions: i) Construction of the houseboat has distinctive qualities of luxury. ii) Boat is well furnished with superior carpets, curtains, furniture, fittings, etc. iii) There are alternative arrangements for not discharging the solid wastes and sewage to the backwater, by providing septic tank or chemical toilets. iv) The boat is battery operated. v) There is provision for electricity on board to provide lights and fans for 24 hours. vi) There is provision for running hot water and cold water - 24 hours. vii) There is arrangement for purifying water on board. viii) A refrigerator or ice box on board is provided. ix) There is arrangement for providing food as per the "Menu of Guest's Choice" on board. x) The staff interacting with guests are fluent in English and experienced. 3. Houseboats that fulfill all the "essential conditions" and more than 5 of the 10 "optional conditions" mentioned above would be awarded “God Star Classification”. Other boats satisfying the essential conditions will be awarded “Silver Star Classification”. 4. All houseboats approved by Department of Tourism shall fly a flag on the houseboat top with Gold or Silver Star as the case may be, as a symbol of recognition. The flag will be the flag approved by Department of Tourism. GREEN PALM CERTIFICATE Those houseboats, which adopt environmental friendly practices in their operation, will be given “Green Palm Certificate” as a symbol of eco- friendliness. Specific actions to be undertaken for obtaining this certificate are: i) Alternative arrangement for not discharging solid wastes and sewage into the backwater may be made, by providing septic tank or bio- chemical toilets. ii) Alternative sources of energy for fuel, such as solar power for lighting, heating, etc., may be used wherever possible. iii) A system of separating recyclable and non-recyclable garbage emanating from the operation and disposing of non-biodegradable garbage in a responsible way so as not to harm the local environment. Contd... Exhibit 15.5 (Contd...) iv) Convert wherever possible from the use of polythene bags to paper bags, cloth bags and other alternatives. v) Introduce the use of recycled paper for stationery and other publicity materials. vi) As far as possible use locally available materials for the construction of boats and furniture. vii) At least 75% of the workers employed will be from the districts of operation. viii) If out board engines are used for the houseboats, obtain certificate from competent authority every three months on its adherence to pollution norms. Source: Relevant Government Order dated April 3, 2000 Selection of potential beach tourism destinations Beaches and associated marine areas could offer a variety of options, as may be feasible, such as: a) sunbathing e) water skiing b) swimming f) para sailing c) boating g) snorkeling & scuba diving d) wind & board surfing h) sport fishing Such options would enable the beach destinations to attract both general interest tourists who seek relaxation and recreation, as well as special interest tourists who engage in water sport activities. A comparative graded evaluation of the potential beach areas in Kerala could be carried out on the following characteristics, and efforts could be focused on those that are appropriate for development: • Length and width of the sand area, and extent of tidal action. • Availability and scope for further development of accommodation/resort, recreation and other facilities in the vicinity. • Water characteristics of depth, type of bottom material, pollution level, water currents & any danger to swimmers, wave conditions & suitability for body and board surfing. • Direction and extent of wind, suitability for sailing and wind surfing. • Angle of slope of the beach, topography/rock formations and vegetation near the beach; special visual assets, if any. • Suitable locations for development of piers, if necessary. • History of erosion or deposition of the beach. • Under water characteristics – topography, quality of coral or other sea life, or potential hazards to divers, snorkellers, if any. • Accessibility - proximity to an urban node, access road, parking space, etc. • Carrying capacity and present traffic level. • Possibility of developing special attractions such as marine park/oceanarium in future. However, a systematic exercise has already been carried out at the all-India level about a decade ago by a renowned international consultant and Bekal in Kasaragod district in north Kerala was identified as one of the most suitable locations for beach-related tourism development. The present status of this project is covered later in this chapter. Need for and scope of development regulations The world over, beaches have tended to become mass tourism destinations, causing severe environmental degradation of coastal areas and loss of local cultural identity. To avoid this pitfall, it would be necessary to put in place an institutional mechanism whereby higher spending tourists are attracted, without excessive increase in accommodation and tourist arrivals, as the latter event would seriously jeopardise ecological and cultural qualities of the land. In Kovalam, for example, much of the hotel accommodation is in the unclassified category. Consequently, low budget tourists and backpackers constitute a significant percentage of tourists, including foreigners. Therefore, beach and marine areas of the State could have conservation measures applied in the form of designated tourism and non-tourism zones with appropriate development controls. The following steps would therefore have to be initiated for sustainable tourism development along beaches and coastal areas: • Zoning regulations and other legal requirements such as quality standards and development density. • Involvement of the local self-government body and travel/tourism industry association so as to forge a strong link between the government and private sectors, to ensure appropriate course of action for the future. Carrying capacity standard Capacity of beaches is one of the most studied of all tourism capacity standards, partly because they are a prime tourism resource and have too often been over developed. Beaches are easily measured in terms of length of sea frontage and width. Various standards apply to beach capacity, depending on the local situation. Beach density can vary from as high as 1.5 sq.m. per person in Mediterranean and North Sea beaches during summer, to as low as 30 sq.m. per person in the tropical beaches. A common capacity standard prescribed for good quality beach resorts is 10 sq.m. of beach area and 1 metre of beach frontage per person using the beach. Beach turnover at such resorts is typically 1.5 to 3 persons per day, with 20 % of users swimming, and the rest relaxing on the beach. Total number of tourists that can be absorbed by a high-quality beach-oriented resort can be calculated based on these standards. Regulatory framework for beach resorts Some of the carrying capacity standards and regulations established for resort development in Maldives are listed below. These may be worth emulating, depending on the applicability: • Control of tree cutting so that natural appearance and facade of the beach are maintained. • Maximum area to be utilised by buildings is 20 percent with two storey buildings allowed. This is meant to conserve land area so that there is sufficient vegetation around the buildings. • Control on height of buildings and suitable landscaping to complement the natural vegetation that must be preserved. • Architectural control of resort buildings so that they are well integrated into the local environment and tropical climate. Use of local building materials encouraged. • All guest rooms should be facing the beach with a minimum of 5 meters of linear beach available in front of each room. 68 percent of the total beach length may be used for guestrooms, 20 percent for general resort facility frontage and the remaining 12 percent left as open space. • Design of boat piers so that they do not result in beach erosion. • Requirement of adequate water supply – combination of restricted use of ground water, rainwater harvesting and desalination. • Requirement of proper sewage disposal system that does not pollute ground water or lagoon waters. • Solid waste disposal system should utilize controlled incinerators, compaction and disposal in deep-water areas. • Empty cans are to be compressed and plastic materials to be separately collected. • Encouragement of underground electric, cable lines - overhead wires are discouraged. • Strict control on collection of corals, sea shells and certain types of fish. Potential beach destinations in Kerala Bekal Bekal in north Kerala is known for its historical fort and pristine beach. The central government declared Bekal as a Special Tourism Area in 1992, and approved the project to transform Bekal into a well-planned model tourist destination with comprehensive infrastructure, premium holiday resorts and excellent service support, with eco-friendliness as the abiding principle. The Kerala government formed the Bekal Resorts Development Corporation (BRDC) in 1995 for implementing the project. The project also attracted considerable controversy in its early days, as people were displaced from several fishing villages. BRDC has acquired 190 acres of land spread across six plots in the coastal belt between Kanhangad and Kasaragod. The plots vary in extent from 25 to 45 acres each. Each plot has access either to the sea beach or the backwaters and is proposed for development into a resort hotel. BRDC has made provision for power and water supply to the sites. Simultaneously, power and water supply were also augmented in the nearby villages. BRDC has also developed a park, children’s playground, tourist facilitation centre and boat club at the Pallikere beach near Bekal. BRDC has also taken other initiatives for improvement of tourism facilities in the district (Kasaragod). These include provision of tourist house boats at Valiyaparamba and establishment of a boat club in Chandragiri. Trekking facilities are to be provided and roads are to be developed at Ranipuram hill station and improvements are proposed at Chandragiri Fort. But going back to the Bekal project, originally one or two resorts were planned to be established in the public sector. But now, the stand taken is that all the projects should come up in the private sector. The private sector is cautious about investing in a relatively virgin area. It is hoped that there would be some positive development during the forthcoming Global Investors Meet. If however, there is none, the government may have to go back to its earlier proposal of taking up one of the resort projects on its own, in order to build confidence in the location among the private sector. The principal problem facing tourism development in north Kerala is that the destinations here are not well known. Also, access and other supporting infrastructure are relatively weak. Nevertheless, a strong product and persistent marketing efforts would bear fruit in the long run. Kovalam near Thiruvananthapuram is Kerala’s best known and most popular beach destination. As referred to earlier, this place has faced degeneration and downslide in recent times. It is now being re-developed as per a master plan with more secure accommodation for tourists, paid public toilets, clean and leakage- free drainage system, better drinking water facility, etc. Waste material from the coastal area is to be collected and dumped in the fertilizer plant at Vilappilsala. Tourist wardens are to be appointed to provide better security for tourists. The number of massage centers along the coastal line will be restricted and licenses will be granted only to those having the requirements proposed by the Department. Vizhinjam is a coastal fishing village quite close to Kovalam. Vizhinjam reportedly has several geographical and natural advantages to become one of the major ports on the West Coast of India. It would be only ten miles from the international shipping routes besides having a natural depth of 20 metres within one nautical mile from the shore. Minimum littoral movement and suspended sedimentation in the area provides it the potential to emerge as the deepest port on the west coast of India. A major advantage in Vizhinjam is that its depth can be maintained without heavy maintenance or dredging. Vizhinjam can attract a substantial chunk of ocean traffic from the West and Sri Lanka. If and when the proposal to develop Vizhinjam as a major port takes shape, it could seriously affect Kovalam’s position as a major tourist destination. Varkala: Due to a spillover resulting from the over saturation of Kovalam, foreigners started coming to Varkala (about 50 km to the north of Kovalam) in small numbers some years ago. The numbers have been growing steadily. What makes the coastline of Varkala exceptional is its landscape. The towering cliff provides an astounding view of the beach, the sea, surrounding paddy fields and coconut trees. Varkala also has a resort hotel, which was earlier a KTDC property. But most people come on day time visits. The beach is also small and does not offer scope for major development. There are several beaches in Kerala close to the principal urban areas. For example, beautification and renovation of the Payyambalam Beach at Kannur is in progress under the auspices of the District Tourism Promotion Council. Roads and drainage system have been built as part of the scheme. There is also a plan to develop the backwater at Payyambalam into a lake. There are also beaches adjoining Thiruvananthapuram, Kollam, Alappuzha and other urban centres. However, beaches close to the major cities would essentially serve as picnic spots and recreation centres. Among the relatively secluded beaches, some like the beaches at Kappad and Marari are small. Nonetheless, one of the beaches which perhaps merits serious evaluation is the Muzhappilangad beach in Kannur district, which stretches over a long length along the coast. Advantages enjoyed by Kerala in offering ayurveda as a tourism product The ayurvedic system of healthcare is practised all over India. However, Kerala enjoys certain innate advantages in promoting this as a tourism product: 1. A strong ayurvedic tradition, which has evolved into a modern network of ayurvedic pharmaceutical companies, medical colleges, training centres, etc. 2. Forests and medicinal gardens with a wealth of herbs and medicinal plants. 3. Equitable climate and a distinct monsoon season. (The cool and dust-free atmosphere during the monsoons opens up the body’s pores to the maximum, thus making it most receptive to herbal oils and massage therapy.) Ayurveda has emerged as an important USP in the promotion of tourism in Kerala. The 'Kerala Vision 2025' envisages ayurveda as a thrust area to concentrate upon and develop to the fullest possible extent. In fact, almost all tourist resorts in Kerala have some or the other kind of ayurvedic packages that are highly flexible, both economically as well as in terms of time commitment required (Exhibit 17.1). There is increased awareness and publicity about Kerala as a prime destination for ayurveda. Competition and need for distinctive positioning of Kerala’s product However, a variety of therapeutic/rejuvenating massages/packs, etc., are offered as part of the tourism experience in different parts of the world. Ayurveda itself is offered in Sri Lanka and facilities for ayurvedic treatment/rejuvenation are also becoming increasingly available in Europe and U.S.A. Most importantly, ayurvedic centres are also mushrooming in major cities across India, such as Bangalore, Delhi, etc. (Some of these are established by organisations from Kerala itself). As this trend continues, Kerala would have to strengthen its positioning as the ‘real’ destination for ayurveda, and clearly distinguish its product vis-a-vis those available at other places. Need for precaution in administering ayurvedic rejuvenation packages Ayurveda is considered to be devoid of side effects. However, definite precautions have to be taken while administering ayurvedic treatment too. For example: • Pizhichil (oil bath) is not recommended for persons with serious liver and renal problems. • Blood parameters should be checked and kept at safe levels before commencing any of the intensive treatments. • Whole body Njavarakizhi (rice bundle massage) is not recommended for patients suffering from diabetes, obesity, cardiac, hepatic and renal problems. • Sirodhara (head bath with oil, medicated milk or curd) is not recommended in cases of cerebral thrombosis. • Intensive steam baths affect vital parameters and should be done under the guidance of a physician. Ayurveda literally means “science of life”. It adopts a holistic approach and aims at restoring and constantly maintaining the body’s natural equilibrium through judicious application of herbal massages, special diets, body therapies, etc., accompanied by special diet/dietary restrictions, appropriate rest and a regimen of approved/non-approved activities. Treatment and medication are to be individualistic, based on an understanding of the person’s constitution. An ideal ayurvedic regimen is to be followed for at least two to three weeks. Certain massages require purgatives and other pre-treatment. Ayurvedic massages are being widely offered by very many hotels, resorts, etc., all over Kerala (Exhibit 17.2). No basic medical check up is carried out in most cases, when the customer/patient looks apparently healthy. Should there be a mishap anywhere, it could not only lead to a medico-legal case, but the incident could receive wide publicity, resulting in a negative backlash. The Tourism Department’s certification system for ayurvedic centres (Exhibit 17.3) largely confines itself to infrastructural parameters. In a way, it also shifts the onus of patronising the uncertified ayurvedic centres on the tourist/customer. But this is not a complete insurance against bad publicity, in case any one’s health of life is affected. If something untoward happens in a certified ayurvedic centre, the situation could be worse. One has to be conscious that a semi-medical product is being offered as a product of relaxation. Procedures and precautions have therefore to be strictly followed. The experts may therefore have to evaluate and consider the need for liability insurance and/or other precautionary measures. Commercialisation and distortion of traditional ayurveda Traditional practitioners of ayurveda feel that commercialisation of ayurveda as a tourism product and its strong association with massages has distorted its image. They feel that the trend of every recognised hotel and resort offering commericialised ayurvedic rejuvenation/therapy is not healthy. Traditional ayurveda requires a lot of time on the part of the patient. Direct sun and swimming are forbidden. The minimum term for a cure is 15 days. Only a small minority of the tourists goes through full treatments following a proper regimen. Most of them do not follow up on their treatment/cure as proposed by the ayurvedic physician. There is definitely a discrepancy between the real traditional ayurveda and the rejuvenation packages offered by the hotels/resorts. Many of those who have such oil massages may find it refreshing, but not necessarily real value for money. Once the novelty wears off, ayurvedic tourism in its present form may lose its unique position and may end up having to be offered as a mass product at reduced rates. The product can sustain itself in the long run against competition, provided it can attract repeat business and business from new customers through word of mouth publicity. The traditional practitioners of ayurveda feel that this can happen only if one avoids distortion and commercialisation for quick gains. Strengthening of Kerala’s position as the home of ayurveda The classification of ayurvedic centres also needs to bring in a strong element of measuring their competence in the full range of ayurvedic science and their commitment to the ayurvedic system. Traditional ayurveda must be promoted by competent ayurveda authorities for domestic and foreign tourists, both in India and abroad. Promotional activities will therefore have to emphasize that Kerala is where ayurveda is in continuous practice for thousands of years and is widely practised to this day in its original form. Furthermore, the difference between traditional ayurveda and rejuvenative ayurveda has to be clearly demarcated. The term ayurveda itself is generic and is widely used and misused, understood and misunderstood in different parts of the world. A distinct positioning of the facilities offered in Kerala will therefore be necessary. It is very important to maintain quality in treatment and rejuvenation regimens so that visiting tourists will become ambassadors of ayurveda to the whole world. One has to also recognise that ayurveda would be a niche element in Kerala’s tourism economy. It would definitely serve as a strong catalyst to generate interest in the State and help extend tourist stays, but may not grow to be a major contributor to numbers and revenues independently by itself. Exhibit 17.1 AYURVEDIC HEALTH HOLIDAY PROGRAMMES Ayurveda offers two kinds of holiday options – rejuvenative and therapeutic. A brief outline of these options is given below. REJUVENATION PROGRAMMES • Abhyanga (General total body massage with herbal oils for rejuvenation) • Elakizhi or Patraswedam (Entire body massage with warm herbal poultices to revitalise the skin and improve skin tone) • Sweda Karma (Body sudation through medicated steam baths to eliminate impurities, thereby refreshing skin tone, reducing unwanted fat, etc.) • Beauty Care (Skin care through various face packs; hair care through application of various herbal/natural products; intake of herbal tea). • Body Slimming (Through medicated herbal powder & oil massages, diet of herbal juices, etc.). • Meditation and Yoga (Mental and physical exercise to help attain peace of mind, hone concentration and improve one’s health). • Panchakarma treatment (Five-fold process of cleansing carried out through Vamana – emesis, virechana – purgation, oil-based snehavasti – enema, decoction-based niruhavasti – enema, and nasyam – nasal medication for general mental and physical well being). • Rasayana Chikitsa (Comprehensive rejuvenation therapy through various massages, internal medicines and medicated steam/herbal baths) • Kayakalpa Chikitsa (Treatment to retard the aging process through medicines, diet and body care). THERAPEUTIC PROGRAMMES (Rejuvenation programmes too adopt some of the common therapies listed below.) • Dhara – Steady pouring of herbal oils/medicated milk or buttermilk on the forehead/whole body. Variations include:  Siro Dhara (Pouring oil/medicated liquid on head/forehead only)  Sarvanga Dhara (For both head and body)  Oordhwanga Dhara (For diseases of eyes, ears and skin)  Takra Dhara (To treat memory loss, severe head ache, etc.) • Snehapanam (Intake of medicated ghee in graded doses for specified periods; to alleviate osteoarthritis, leukemia, etc.). Contd... Exhibit 17.1 (Contd...) • Njavarakizhi or Shashtika Pinda Swedam (Body massage with rice poultice to induce perspiration and bring about biochemical balance; to treat wasting muscles, arthritis/joint pain, sports injuries, spondylitis, etc.). • Marma Chikitsa (Massage to 108 vital points – ‘marma’s – in the body which control various functions; for musculo-skeletal ailments due to trauma or accidents. Also has pleasurable benefit – releases energy to all parts of the body). • Udvarthanam (Therapeutic massage with herbal powders; for paralysis/hemiplegia, obesity and certain rheumatic ailments). • Shirovasthi (Pouring of herbal oil into a leather cap tank fitted over the head; for dryness of nostrils, mouth & throat, facial paralysis, central nervous system disorders). • Kateevasthi (Medicine is placed in a supporting container above the lumbo sacral area; for prevention and treatment of back pain). • Nasyam (Inhalation of medicated preparations and neck/face massage; for sinusitis, migraine and chronic cold). • Karnapooranam (Medicated oil treatment for 5 to 10 minutes daily to treat specific ear ailments). • Tharpanam (Keeping medicated oil or ghee over the eyes with the help of a small supporting container; to prevent cataract and strengthen optic nerves). • Vamanam (Induced vomiting; purification treatment for gastrointestinal disorders, asthma, mental illnesses). Exhibit 17.2 DISTRICT-WISE DISTRIBUTION OF APPROVED AYURVEDA CENTRES As per published records, there were 29 ayurveda centres approved by the Kerala Tourism Department, whose distribution pattern is tabulated below. (Numbers) Sl. No. District Ayurvedic hospital/ Health Centre Ayurvedic holiday resort Hotel/ general resort Total 1. Thiruvananthapuram 2 4 3 9 2. Kollam -- -- 2 2 3. Alappuzha -- 1 -- 1 Sub-total: SOUTH KERALA 2 5 5 12 4. Kottayam -- -- 3 3 5. Idukki -- 2 2 4 6. Ernakulam -- 1 -- 1 7. Thrissur -- 2 -- 2 8. Palakkad 2 2 -- 4 Sub-total: CENTRAL KERALA 2 7 5 14 9. Kozhikode -- 1 1 2 10. Wayanad -- -- 1 1 Sub-total: NORTH KERALA -- 1 2 3 GRAND TOTAL 4 13 12 29 The main observations are: 1. Hotels/general resorts form a significant proportion of the approved ayurvedic centres. 2. The approved ayurvedic centres are concentrated in south and central Kerala, with relatively few being in north Kerala. Exhibit 17.3 KERALA GOVERNMENT’S SCHEME FOR CLASSIFICATION OF AYURVEDA CENTRES – A SUMMARY The growing popularity of ayurveda poses a possibility for misuse, which can lead to a backlash. In 1998, in order to ensure standards and curb the mushrooming of unauthentic centres, the Kerala Government introduced a uniform approval scheme for ayurveda centres fulfilling specified conditions, without quality gradation. A revised scheme was introduced recently to classify ayurveda centres, so as to differentiate the level and quality of facilities and services in the approved ayurveda centres. The ayurveda centres will now be classified into Olive Leaf and Green Leaf categories based on quality standards maintained by them as prescribed below. CRITERIA FOR OLIVE LEAF CERTIFICATE Technical Personnel: • Treatments/therapies should be done only under the supervision of a qualified physician with a recognised degree in ayurveda. • There should be at least two masseurs (one male and one female) having sufficient training from ayurveda institutions recognised by the Government. • Males should be massaged only by male masseurs, and females by female masseurs. Quality of Medicine and Health Programme: • The centre should offer only programmes that are approved by the approval committee. • The health programmes offered at the centre should be clearly exhibited along with time taken for each. The generally approved time limit for a massage is 45 minutes. • Medicines used should be from an approved and reputed firm. The medicines should be labeled and exhibited at the centre. Equipment: The Centre should have at least the following equipment: • One massage table (minimum 7ft x 3ft) in each treatment room, made of good quality wood/fibre glass • Gas or electric stove • Medicated hot water facility for bathing and other purposes • Facility for sterilisation Every equipment and apparatus should be clean and hygienic. Contd... Exhibit 17.3 (contd...) Facilities: • Minimum two treatment rooms (one for males and one for females) having minimum size of 100 sq.ft., with sufficient ventilation. Attached bathroom (not less than 20 sq.ft.) should have proper sanitary fittings; floors and walls should be finished with tiles. • One consultation room (minimum 100 sq.ft.), equipped with BP apparatus, stethoscope, examination couch, weighing machine, etc. • Separate resting room (minimum 100 sq.ft.), if the centre is not attached with a hotel/ resort/hospital. • General construction of the building should be good. Locality and ambience, including accessibility, should be suitable. Furnishing of rooms should be of good quality. The entire building, including surrounding premises, should be kept clean and hygienic. CRITERIA FOR GREEN LEAF CERTIFICATE The following additional facilities are essential to get Green Leaf Certificate: • General construction and architectural features of the building should be of very high standard. The furnishing, curtains, fittings, etc., should be of superior quality materials. • There should be adequate parking space in the premises. • The bathroom should have facilities for steam bath. The following are additional desirable conditions to get Green Leaf Certificate. • There should be separate hall for meditation/yoga. • The centre should be at a picturesque location with greenery in abundance and serene atmosphere. • There should be herbal garden attached to the centre. Only ayurveda centres which are classified/approved by Department of Tourism, will be eligible for claiming 10% state investment subsidy or electricity tariff concession offered by the Department of Tourism, Government of Kerala. Only such centres will be considered for giving publicity and promotion through print and electronic media by the Department. Source: Relevant Government Order

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Andhra Pradesh Tourism Policy Tourism Policy SUNRISE STATE OF ANDHRA PRADESH TOURISM POLICY 2015-2020 SUNRISE STATE ANDHRA PRADESH I invite you to Sunrise Andhra Pradesh, the treasure-trove of opportunities. My government is fully committed to making Andhra Pradesh as one of the top three states in India by 2020. Our ideas are big and our vision is global. Join us in growth and prosperity. - Nara Chandrababu Naidu Chief Minister of Andhra Pradesh Table of Contents Contents 1. Preamble 4 Sunrise Andhra Pradesh 4 Tourism potential in Andhra Pradesh 4 Mission-based approach to developing tourism 5 2. Tourism investment policy approach 6 Policy vision 6 Policy objectives 6 Policy targets 7 Policy validity 7 Policy Instruments 7 Tourism Investment strategy 8 Uniform Tourism Zone across the State 8 3. Tourism Infrastructure projects 9 Eligible Tourism Infrastructure projects 9 Private sector investments in Tourism Infrastructure projects : Fiscal Incentives 10 Complementary/Linkage Infrastructure Development Assistance 10 Land Conversion Charges 11 Registration and Stamp duty 12 VAT/CST/SGST 12 Luxury Tax 12 Entertainment Tax 13 Energy Tariffs 13 Tourism Infrastructure projects accorded ‘Industry’ status for specified purposes 13 PPP investments in Tourism Infrastructure Projects : Fiscal Incentives 13 Land Conversion Charges 13 Allotment of Land for PPP projects 13 Registration and Stamp duty 14 VAT/CST/SGST 14 Luxury Tax 14 Entertainment Tax 15 Energy Tariffs 15 Tourism Infrastructure projects accorded ‘Industry’ status for specified purposes ......... 15 Complementary/Linkage Infrastructure Development 15 Government projects under Tourism Infrastructure : Fiscal Incentives 15 Mega Tourism Infrastructure projects 15 Additional incentives for Tourism Infrastructure projects 16 Performance based incentives 16 Marketing incentives 16 Special conditions for Tourism Infrastructure projects 16 4. Tourism Services 17 Eligible Tourism Services 17 Incentives for setup and operations of Tourism Services 18 Investment subsidy 19 Marketing support for Tourism Services 20 Special conditions for Tourism Services 20 5. Institutional arrangements 21 Enabling a conducive environment for tourism investments 21 State Tourism Promotion Board (STPB) 21 State Tourism Promotion Committee (STPC) 21 Empowered Committee (EC) 22 Commissionerate of Tourism (CoT) 22 6. Marketing and Promotion of Andhra Pradesh for Tourism 23 7. Skill Development and Capacity Building in Tourism sector 24 Promote Andhra Pradesh as tourism education hub 24 Promote capacity building programs across entire tourism eco-system 25 Safety & Security of Tourists 25 8. Annexure 26 Abbreviations 27 Definitions 27 1PREAMBLE Sunrise Andhra Pradesh Andhra Pradesh is the State of Opportunities. The State now targets to be among the top 3 states in India by 2022 and a developed state by 2029. With the second longest coastline of 974 kilometers in the country, a rich historical and cultural heritage, ancient and spiritual temples, serene valleys and hills; the new state of Andhra Pradesh with 13 districts holds vast tourist potential, hitherto. Andhra Pradesh is strategically located on the south-eastern coast of India and is a natural gateway to East & South-East Asia. The state has a population of 4.93 crore (Census - 2011), accounting for 4% of country’s population. The State provides an amalgamation of factors conducive to high growth and accelerated development, such as strong infrastructure, highly talented technical manpower, enterprising population and dynamic leadership. These offer immense opportunities for ushering in growth, development and resurgence of the State- the ‘Sunrise State’. Tourism potential in Andhra Pradesh Tourism in India has grown by leaps and bounds over the years, with each region of India contributing something to its splendor and exuberance. The ‘Incredible India’ campaign which showcases the best that India has to offer to tourists, now commands worldwide attention. Andhra Pradesh has the distinction of being a leading tourism destination in India and is presently, the third most visited State in terms of domestic tourism. In 2013, 152.1 million domestic tourists visited Andhra Pradesh, which was about 13.3% of the total domestic tourism market. The State is a microcosm within itself – offering unmatched tourism potential to investors and tourists. It offers multitude of theme-based options to explore across its length and breadth. As part of its Tourism Mission strategy, the State offers nine major Tourism themes: 1) Beach & Water-based 2) Eco-tourism 3) Buddhist 4) Religious 5) Heritage 6) Meetings, Incentives, Conferences, and Exhibitions (MICE)& Infrastructure development 7) Recreation/Adventure 8) Spiritual/Wellness 9) Medical These nine major themes are further categorized into 42 sub-themes. 04 Andhra Pradesh Tourism Policy 2015-2020 Service Sector Mission Urban Development Mission Primary Sector Mission Realization of SwarnAndhra Vision 2029 Social Empowerment Mission Industry Sector Mission Infrastructure Mission Knowledge and Skill Development Mission Mission-based approach to developing tourism Government of Andhra Pradesh (GoAP) has envisaged a Mission- based approach to firmly set Andhra Pradesh on the path of sustainable development and growth. Seven missions have been identified to provide support in managing externalities and enhance inter-departmental synergy for improving outcomes and reducing delays. The Service Sector Mission would focus on enhancing job opportunities and providing further fillip to sectors such as tourism, construction, hospitality, financial services, education, IT and other allied activities. The Tourism sub-mission will work under the ambit of the Service Sector Mission. The Tourism sub-mission will primarily focus on two key aspects: a) Theme-based development: It will focus on developing tourism projects under themes of beach & water-based, eco-tourism, Buddhist, religious, heritage, MICE & infrastructure development, recreation/adventure, spiritual/wellness and medical. b) Destination-based development through Hub & Spoke model: It will focus on developing tourism circuits on a hub & spoke model. The emphasis will be on developing five important tourism hubs (Visakhapatnam, Vijayawada, Tirupati, Rajahmundry- Kakinada and Srisailam-Nagarjuna Sagar) by 2020, and all other district headquarters as tourism hubs by 2029. Through this policy, GoAP endeavors to make the state more conducive and attractive for potential investors and provide an impetus to the tourism sector. GoAP firmly believes that this sector can be a major growth engine for economic development, employment generation and eradication of poverty by promoting investments in the tourism sector. 2TOURISM INVESTMENT POLICY APPROACH Andhra Pradesh is on the threshold of evolving as the most preferred tourist destination in the country. The State offers myriad experiences to tourists, and multifarious opportunities to investors. The proactive Tourism Policy, coupled with abundant and world-class tourism opportunities available in the State, shall place the State on the tourism map of the world. The intrinsic potential of developing Tourism Infrastructure Projects and Services in Andhra Pradesh, when leveraged effectively and creatively, would make the State highly competitive and possibly, unmatched across other domestic and international destinations. GoAP aims to create an enabling environment to encourage private investments. The State will provide potential private investors with excellent support infrastructure and access to a host of scenic locations, virgin beaches, backwaters, pristine forest areas and divine destinations for developing world-class Tourism Infrastructure Projects and Services. To develop Andhra Pradesh as one of the most preferred tourist destinations through sustained investments, robust Tourism Infrastructure Projects & Services, and provide world-class diverse tourist experience. Tourism shall be a major engine of economic growth in Andhra Pradesh, enabling socio- economic development of the state through enhanced revenues, employment generation and significantly contributing to the GDP of the state. The objectives of this policy are: a) To position Andhra Pradesh as a globally recognized tourism destination b) To become the most preferred choice for tourism investments in the country c) To enable tourism sector to become a significant employment generator d) To deliver world-class experiences by offering unique and diverse Tourism Infrastructure Projects and Services e) To nurture and sustain the rich culture, heritage and environment of the State 06 Andhra Pradesh Tourism Policy 2015-2020 Policy Targets In line with the objectives, the following targets have been set: a) To be the most preferred State in India for domestic tourist arrivals, and among top 12 states for international tourist arrivals b) To facilitate investments in the tourism sector to the tune of Rs 10,000 crore and contribute 7% to the State GDP by 2020 c) To facilitate creation of 5 lakh additional jobs in the tourism sector Policy Validity a) The Policy will be valid from date of notification to March 31, 2020. b) The Tourism Policy 2015-20 will supersede any GO/Circular issued earlier, which are in contravention to the provisions of this policy. Policy Instruments Various policy instruments have been detailed in this policy document to facilitate achievement of the policy targets: } Enabling a conducive environment for setting up and operating tourism infrastructure projects and services } Incentives to encourage and promote private investments } Industry status for Tourism Infrastructure projects for specified purposes } Comprehensive skill development and capacity building in the tourism sector } Marketing & branding of the sunrise state as a globally recognized tourist destination and facilitating investments through a dedicated Investment Promotion team Tyda, Araku Kolleru Lake, West Godavari GoAP envisages that a majority of new projects in the Tourism sector will be driven by private sector investment. A relatively smaller proportion of projects will be through Public-Private Partnerships (PPP) and direct government investment. a) Private Sector Projects: To ensure that Tourism Infrastructure projects & services, facilities and standards are among the best in the world, the Government aims to primarily attract private sector investments in tourism sector, including purchase/lease of land to undertake Tourism Infrastructure projects or Tourism Services b) PPP Projects: PPPs can be established across all the major themes and sub-themes identified under the Tourism Mission strategy. This may include developing/ operating/ maintaining Tourism Infrastructure Projects or offering Tourism Services on behalf of, or in partnership with, the State Government. c) Government Projects: GoAP, through a designated government agency, will undertake select tourism projects where government investment is required to drive tourist activities. To achieve the target investment of Rs 10,000 crore by 2020, the Tourism Department will develop a Shelf of Projects outlining the investment opportunities in the State. However, this list is indicative and not exhaustive. A Land Bank for Tourism Projects will also be created and maintained to ensure timely grounding of Tourism Infrastructure projects. Tourist destinations are spread across the State. However, while the attractions are wide spread, tourist inflow is not. In order to balance tourist inflows and encourage maximum investment in the State, the Tourism Policy emphasizes minimum restrictions and maximum incentives to all investors. Accordingly, incentives in this Policy are proposed to be applied uniformly across the State, irrespective of the location of the Tourism Infrastructure Project or Tourism Service. 3TOURISM INFRA- STRUCTURE PROJECTS In line with the vision of the Tourism Policy, GoAP is committed to providing maximum incentives and concessions to encourage private investments for setting up and operating Tourism Infrastructure Projects in Andhra Pradesh as detailed below. Eligible Tourism Infrastructure projects a) The State Government has identified the following Tourism Infrastructure Projects based on the priorities and alignment with the state’s aspirations: i. Hotels (Three-Star or above category hotels as per guidelines of Ministry of Tourism, Government of India) ii. Resorts, including beach resorts, jungle resorts, hill resorts etc. (Three-Star or above category hotels as per guidelines of Ministry of Tourism, Government of India) iii. Heritage Hotels (Heritage Basic, Heritage Classic, Heritage Grand as per guidelines of Ministry of Tourism, Government of India) iv. Amusement Parks v. MICE Centers vi. Golf Courses vii. Botanical Gardens viii. Urban/Rural Haats ix. Tourism & Hospitality Training Institutes x. Wayside Amenities xi. Spiritual/Wellness Centers xii. Museums b) To be eligible for incentives, the project needs to be a new Tourism Infrastructure Project and compliant with the definitions and minimum requirements as prescribed in Section 8.2. c) Tourism Department will periodically review the list of eligible Tourism Infrastructure Projects and propose inclusions / deletions / modifications, wherever necessary. Andhra Pradesh Tourism Policy 2015-2020 Penukonda Fort, Anantpur Private sector investments in Tourism Infrastructure projects: Fiscal Incentives Complementary / Linkage Infrastructure Development Assistance a) Tourism Department will work with other concerned departments to ascertain, and link up, provision of major connecting infrastructure required to be established for the specific Tourism Infrastructure Project b) In addition, Tourism Department will provide incentives from the tourism budget for ‘Complementary/Linkage Infrastructure Development Assistance’ to support investors in providing last-mile connectivity for establishing comprehensive Tourism Infrastructure Projects in the State. c) The incentive will be targeted to provide support to investors in the form of establishing or, where already available, strengthening complementary / linkage infrastructure as per the specific requirement of the Tourism Infrastructure Project, but not exceeding the total complementary / linkage infrastructure cost. d) Complementary / linkage infrastructure could be in the form of: i. Road access a. From an existing road up to the project site b. Where a road is not available, the Government will provide all necessary revenue record information for the investor to acquire Right of Way. ii. Power connectivity a. From an existing transmission/distribution line till the project site b. Switching station and transformer at the project site can be covered iii. Water and Sewerage connection a. Connection charges, road cutting charges, plumber costs b. Connectivity to Sewage Pumping Station / Sewage Treatment Plant 10 iv. Transport infrastructure a. Facilitate cab services from nearest airport / railway station / bus station for tourist activity b. Bus stand at closest feasible point on the APSRTC route v. Communication network a. Facilitate access to network connectivity for mobile, internet connectivity vi. Health services a. Facilitate access to ambulance services vii. Security services a. Project Site to be covered for safety & security under the jurisdiction of the nearest police station b. Mobile police patrolling in the vicinity of the project site, as deemed feasible by the local police station e) The responsibility for applying and procuring all required approvals for establishing / strengthening complementary / linkage infrastructure will rest with the private investor. The Tourism Department will render necessary assistance as and when required f) The total cost of the Tourism Infrastructure Project will be as per the Appraisal Report prepared by a Scheduled Commercial Bank and duly certified by a registered Chartered Accountant (CA). The incentives towards Complementary / Linkage infrastructure will be applicable as per the provisions below: Total Project Cost <Rs 50 crores Total Project Cost from Rs 50-100 crores Total Project Cost from Rs 100 - 200 crores Up to a maximum of 5% of To t a l Pr o j e c t C o s t , excluding the cost of land, or Rs 2 crore, whichever is less, but not exceeding the total complementary / linkage infrastructure cost Up to a maximum of 7.5% of Total Project Cost, excluding the cost of land, or Rs 5 crores, whichever is less, but not exceeding the total complementary/ linkage infrastructure cost Up to a maximum of15% of To t a l Pr o j e c t C o s t , excluding the cost of land, or Rs10 crores, whichever is less, but not exceeding the total complementary / linkage infrastructure cost g) In case of Mega Projects with significant tourist impact, GoAP may provide for higher fund allocation for provision of Complementary / Linkage infrastructure on case-to- case basis, but not exceeding the total complementary / linkage infrastructure cost. a) Private investors will follow due approval process for conversion of land for Tourism Infrastructure Projects as required by the Revenue Department or Urban Development Authority b) If conversion of land is permitted by the relevant government authority, GoAP will waive the Non-Agriculture Land Assessment (NALA) tax or Land Use Conversion charge, as applicable. Andhra Pradesh Tourism Policy 2015-2020 Araku, Visakhapatnam Papikondalu, East Godavari Registration and Stamp duty a) Incentives have been provisioned towards reimbursement of Registration and Stamp duty charges for the first time only and will be applicable for one of the following: a. Land bought for Tourism Infrastructure projects or b. Land taken on lease for Tourism Infrastructure projects or c. Development Agreement charges for land taken on development agreement for Tourism Infrastructure projects b) GoAP will provide 100% reimbursement on Registration and Stamp duty for all Tourism Infrastructure Projects c) Additionally, if a private investor has registered land within the last two (2) years, and chooses to develop a Tourism Infrastructure Project on such land, GoAP will reimburse 100% of the registration and stamp duty charges towards such investors d) Reimbursement towards Registration and Stamp Duty charges will be subject to certification by the Registration Department and by the Commissionerate of Tourism after commencement of operations VAT/CST/SGST a) VAT will be charged at 5% for all new Tourism Infrastructure Projects from date of commencement of operations. GoAP will make necessary amendments to the relevant clause(s) in the Andhra Pradesh Value Added Tax Act 2005. The proposed VAT rate shall also be applicable for existing three star and above category hotels in the state. b) The Tourism Unit is entitled to only collect VAT/CST/SGST at the rate prescribed and pay the same to the Government. c) Incentive for VAT will be reviewed when GST is introduced. Luxury Tax a) GoAP will provide 100% exemption of Luxury Tax for all new Tourism Infrastructure Projects meeting the minimum requirements in Section 8.2 for a period of 3 years from date of commercial operations. During this period of exemption, Tourism Unit shall not collect any Luxury Tax. 12 b) After 3-years of commencing commercial operations of the Tourist Unit, Luxury tax shall be applicable as per existing laws c) Incentive for Luxury Tax will be reviewed when GST is introduced. a) GoAP will provide 100% exemption of Entertainment Tax for first 3 years from date of commercial operations. During this period of exemption, Tourism Unit shall not collect any Entertainment Tax. b) Incentive for Entertainment Tax will be reviewed when GST is introduced. a) All Tourism Infrastructure projects (new as well as existing) which avail High Tension (HT) connection, will be charged as per the rates provided in the “H.T. Category-III: Airports, Railway Station and Bus Stations” in the Andhra Pradesh Electricity Regulatory Commission (APERC) Tariffs. b) The tariff shall be applicable after the Energy Department issues necessary orders, following due process. 3.2.8 Tourism Infrastructure projects accorded ‘Industry’ status for specified purposes a) To encourage and accelerate rapid world-class tourism infrastructure development, GoAP shall accord industry status to new Tourism Infrastructure Projects, compliant with the definitions in Section 8.2, during the policy period for the following purposes: i. GoAP will work with Government of India for facilitating inclusion of Tourism Infrastructure projects to be eligible for availing loans at par with Industries ii. Special incentives like ‘accelerated depreciation’ which Government of India may provide to new industries in Andhra Pradesh as ‘special status’ will be made available for new Tourism Infrastructure projects a) The incentives towards Land Conversion Charges will be applicable as per the provisions in Section 3.2.2 a) A dedicated land bank shall be created by the Tourism Department and regularly updated for undertaking Tourism Projects on PPP basis. b) The policy of land allotment on long lease for eligible Tourism Infrastructure Projects will be continued. The lease tenure can be maximum up to 33 years at the first instance, unless specified otherwise for Mega Tourism Projects. Where the developer has complied with all the terms and conditions of the lease or license during the tenure, they shall be eligible for an automatic extension. The terms of the next lease will be determined by the policy prevailing at that point of time. However, the “Right of First Refusal” will be given to the existing developers/operators as defined in the RFPs & Agreements. 13 Andhra Pradesh Tourism Policy 2015-2020 Orvakal, Kurnool Orvakal, Kurnool c) Competitive and transparent bidding will be adopted in projects initiated by GoAP. Notice inviting participation will be adequately publicized and the bid process shall be specified in the advertisement. d) GoAP Guidelines for Public Private Partnerships will be applicable for Tourism Infrastructure projects. e) For setting up of Tourism Infrastructure projects that are proposed on government land, lease rent of 2% of 'Basic Market Value' of the land from the Date of Possession, as per the valuation of the concerned sub-registrar office, will be charged to the developers with a 5% annual increase. f) The investor will also be required to provide other securities and performance guarantees as specified in the specific tender document, besides making an up front onetime payment covering all project development costs. g) Normally, the bidding parameter will be Additional Development Premium (ADP), which shall be a percentage of annual gross revenue of the Tourism Infrastructure Project or minimum annual assured amount, whichever is higher. h) As per the Project Feasibility Report and specific project details, the percentage of annual gross revenue may be fixed, and the minimum annual assured amount may be used as the bidding parameter or the minimum annual assured amount may be fixed and the percentage of annual gross revenue may be used as the bidding parameter. i) GoAP may also opt for models like Joint Venture, Special Purpose Vehicle, Equity, Annuity etc. for select Mega Tourism Infrastructure Projects. j) In cases where a private sector investor submits an unsolicited or suo-motu proposal; not initiated by the Government, the “Swiss Challenge Approach” shall be followed, as enunciated in GoAP “Guidelines for Public Private Partnerships” and as per provisions of APIDE Act. 3.3.3 Registration and Stamp duty a) The incentive towards Registration and Stamp duty charges will be applicable as per the provisions in Section 3.2.3 a) The incentive towards VAT//CST/SGST will be applicable as per the provisions in Section 3.2.4 a) The incentive towards Luxury Tax will be applicable as per the provisions in Section 3.2.5 14 Maredumilli, East Godavari a) The incentives towards Entertainment Tax will be applicable as per the provisions in Section 3.2.6 a) Incentives towards specified purposes will be as per the provisions in Section 3.2.7 3.3.8 Tourism Infrastructure projects accorded ‘Industry’ status for specified purposes a) Incentives towards specified purposes will be as per the provisions in Section 3.2.8 a) While preparing the Project Feasibility report of the PPP project, where the Tourism Department feels that the provision of Complementary/Linkage Infrastructure Development will help faster project implementation, Tourism Department will work with other concerned departments for establishment of required major Complementary/Linkage Infrastructure, as per the provisions in Section 3.2.1, and provide last-mile connectivity subject to the maximum limits prescribed in Section 3.2.1. These will be appropriately included in the bid document for the specific PPP project. In cases where select Tourism Infrastructure Projects are undertaken by GoAP, through a designated government agency, the incentives and support to be provided would be based on internal government decisions on a case-to-case basis. a) All projects with investment above Rs. 200 crores, irrespective of the location in the State, will be treated as Mega tourism projects. Additional incentives and concessions on a case-to-case basis may be granted with approval of the STPB/STPC or the SEDB as the case may be. b) For Mega Tourism projects implemented on PPP mode, formation of Special Purpose Vehicles (SPV) may be explored 15 Andhra Pradesh Tourism Policy 2015-2020 Puligundu,Chittoor Mypadu Beach, Nellore Additional incentives for Tourism Infrastructure projects Performance based incentives a) GoAP will institutionalize Tourism awards for rewarding best performing Tourism Infrastructure Projects in the State based on various parameters. Guidelines for the same will be published separately. Marketing incentives a) Government of Andhra Pradesh will facilitate a central booking engine through the Andhra Pradesh tourism website b) Support will be provided by the State Government for leading tourism units under Tourism Infrastructure Projects to participate in Tourism events in India and abroad. Guidelines for the same will be published separately. c) GoAP will advertise Tourism Infrastructure Projects in brochures and other print material of Andhra Pradesh Tourism. Special conditions for Tourism Infrastructure projects a) Incentives provisioned in this Policy shall not be applicable for any existing Tourism Infrastructure project that is being expanded, modified or upgraded. b) For incentives proposed in this policy to be applicable for a new Tourism Infrastructure project, commercial operations must start before March 31, 2020. c) While extending incentives, subsidies and concessions, it shall be a general condition that the total financial commitment from GoAP, including incentives mentioned in 3.2.1, 3.2.2 and 3.2.3 for private sector investments and 3.3.1, 3.3.3 and 3.3.9 for PPP projects, shall not exceed 20% of the Total Project Cost of the Tourism Infrastructure Project, excluding the cost of land. This condition will also be applicable for Mega Tourism Infrastructure Projects. 16 TOURISM SERVICE Andhra Pradesh provides an incredible amount of opportunities for offering world-class tourism services across a wide range of themes, and GoAP is keen to usher investments from quality tourism service operators. Eligible Tourism Services a) The State Government has identified the following Tourism Services based on the priorities and alignment with the State's aspirations: i. Beachside shacks ii. Water sports (sailing, windsurfing, jet skiing, scuba diving, river rafting, kayaking, snorkeling, paddling, etc.) iii. Water ride/sailing facilities (sail boats, houseboats, glass bottom boats, amphibious, hovercraft, seaplanes, etc.) iv. Sea/ River/Canal Cruises v. Adventure services (Parasailing, paragliding, camping/trekking/hiking services, cycling trails, nature trails etc.) vi. Ropeways vii. Heli-tourism viii. Farm Tourism Services ix. Rural Tourism Services x. Heritage walks xi. Caravan tourism xii. Inbound travel & tour operators xiii. Cab services / car hire services catering to tourists xiv. Food courts/stalls at tourist destinations xv. Rest rooms at tourist destinations xvi. Cloak rooms at tourist destinations Andhra Pradesh Tourism Policy 2015-2020 Simhachalam Temple, Visakhapatnam xvii. Parking facilities at tourist destinations xviii. Souvenir shops at tourist destinations xix. Light & sound/laser shows at tourist destinations xx. Audio-video guide services at tourist destinations b) The Government encourages beachside services such as tonga rides, animal rides, children play area, beach volleyball, etc. However, these services will not be eligible for incentives. c) The list of Tourism Services is only indicative and not exhaustive. Tourism Department will periodically review the list of Tourism Services and shall propose inclusions/ deletions/ modifications as per the market demand and suggestions of the Industry. d) GoAP will bring out special policies/guidelines with clear procedures for registration, classification, certification and operation of Tourism Services in the State. e) Tourism Services need to be compliant with the definitions and minimum requirements as prescribed in Section 8.2. Incentives for setup and operations of Tourism Services Various provisions for incentives and concessions to encourage private investments for setting up and operating Tourism Services in Andhra Pradesh are made as detailed below. 18 Investment subsidy a) GoAP will provide Investment Subsidy to investors for setting up and operating the following Tourism Services in Andhra Pradesh. Tourism Service Total Project Cost <Rs.1crore Total Project Cost from Rs.1-10 crore Total Project Cost from Rs.10-20 crore } Water sports } Water ride / sailing facilities } Sea / River cruises } Ropeways } Heli-tourism } Caravan tourism } Audio-video guide services at tourist destinations 15% of value of Total Project Cost, excluding the cost of land 15% of value of Total Project Cost, excluding the cost of land, or Rs.1.25 crore, whichever is less 15% of value of Total Project Cost, excluding the cost of land, or Rs. 2 crore, whichever is less b) The Total Project Cost will be evaluated by a Government registered Valuer. The Tourism Service will need to be approved by the relevant Regulatory Authority for the particular Tourism Service, and will only then be eligible for receiving Investment subsidy c) Investment subsidy will be reimbursed in slabs of i. 20% (at time of commissioning for commercial operations) ii. 30% (end of first year of commercial operations) iii. 50% (end of second year of commercial operations) Borra Caves, Visakhapatnam Andhra Pradesh Tourism Policy 2015-2020 Gooty Fort, Anantpur Akkanna, Madanna Caves, Vijayawada d) GoAP will support building of Complementary/Linkage Infrastructure which becomes essential for the provision of the Tourism Service by way of construction of Jetties (facilitating water ride/sailing facilities; sea/river cruises); parking spaces (caravan services); helipads (heli-tourism), etc. based on the demand from the market and proposals received from investors. This support will be up to 20% of the cost of building of Complementary/Linkage infrastructure or Rs.25 lakhs, whichever is less. e) GoAP may provide any other support on case-by-case basis after due examination for investments greater than Rs.20 crores in Tourism Services. However, the support will not exceed 20% of the total project cost, excluding the cost of land. Marketing support for Tourism Services a) GoAP will provide support for Tourism Services at tourist destinations through marketing of services as part of the State’s tourism megabrand campaigns and facilitate tie-ups with outbound tour operators in other states / countries. Special conditions for Tourism Services a) Incentives provisioned in this Policy shall not be applicable for any existing Tourism Service that is being expanded, modified or upgraded. b) For incentives proposed in this policy to be applicable for a new Tourism Service, commercial operations must start before March 31, 2020 c) While extending incentives, subsidies and concessions, it shall be a general condition that the total financial commitment from GoAP, including incentives mentioned in 4.2.1 (a) and 4.2.1 (d) shall not exceed 20% of the Total Project Cost of the Tourism Service, excluding the cost of land, if any. 20 INSTITUTIONAL ARRANGEMENTS Enabling a conducive environment for tourism investments a) In addition to the incentives proposed, GoAP is committed to facilitate a conducive environment for setup and operations of Tourism Infrastructure Projects and Tourism Services, and will accord highest priority to improving ‘ease of doing business’. b) Timely clearances and responsive post-investment facilitation services have been identified as the cornerstone for improving business environment and boosting investor confidence. c) Institutional arrangements are put in place to secure accelerated development of tourism in state and to address all inter-departmental issues while monitoring and securing the development of tourism in the state. State Tourism Promotion Board (STPB) a) STPB will be the apex level decision making body in the State for approving projects, incentives, policies and monitoring project implementation in the tourism sector b) STPB will be chaired by the Honorable CM of Andhra Pradesh and the respective ministers are the Board Members. The Board equals a Cabinet Sub-committee with the power to amend/ update relevant government policies and with an overarching responsibility of developing the Tourism sector in Andhra Pradesh. c) STPB will periodically monitor and review implementation of the tourism policy. It will also be empowered to take policy decisions on uni-sector or multi-sector issues. The decisions of the STPB will be converted to Government Orders. State Tourism Promotion Committee (STPC) a) The State Tourism Promotion Committee (STPC) is the evaluation & execution committee under the STPB to structure tourism projects in the state. b) State Tourism Promotion Committee (STPC) will be responsible for the following: i. Provide guidance for development of Tourism in the state ii. To address multi departmental issues for expeditious resolutions iii. To periodically monitor the implementation of Tourism Infrastructure projects and Tourism Services and extension of incentives and concessions iv. To holistically integrate Tourism sector with the other sectors of Government in order to strengthen infrastructure while bridging the gaps in basic infrastructure such as connectivity, energy requirements, etc. Andhra Pradesh Tourism Policy 2015-2020 Dolphin nose, Visakhapatnam v. To resolve any issues related to pending clearances on account of non-resolution of inter-departmental issues c) The State Tourism Promotion Committee (STPC) will be set up with the following composition: i. Chief Secretary to Government, CHAIRMAN ii. Secretary to Government, Tourism Department iii. Secretary to Government, Finance Department iv. Secretary to Government, Planning Department v. Secretary to Government, Irrigation Department vi. Secretary to Government, Energy Department vii. Secretary to Government, Revenue Department (Commercial Taxes & Excise) viii. Secretary to Government, Revenue (Land & Registration) Department ix. Managing Director, APTDC x. Commissioner, Tourism, MEMBER SECRETARY & CONVENOR xi. Any other relevant officer can be invited to participate in the STPC with the permission of the CHAIRMAN d) In view of formation of the proposed “State Economic Development Board (SEDB)”, the SEDB will replace the STPB as the apex level decision making body in the state. In such case, the STPB & STPC will be subsumed under the SEDB. Empowered Committee (EC) a) For faster implementation of PPP projects it is proposed that the Empowered Committee (a Cabinet sub-committee) shall continue. However the role of EC may be strengthened to resolve implementation issues to avoid delay in PPP project implementation Commissionerate of Tourism (CoT) a) The Commissionerate of Tourism (CoT) shall be strengthened to function as a Tourism “Investment Facilitation Cell” and “Single Desk Bureau” b) The Investment Facilitation Cell shall be responsible for inviting & processing tourism investment proposals received in the state. The Cell shall attend road shows, solicit investment, carry out initial due-diligence on investment proposal received 22 ANDHRA PRADESH FOR TOURISM a) There is a need to position Andhra Pradesh as a preferred tourist destination across the globe through effective marketing and promotion to align with the influx of investments for Tourism Infrastructure project and Tourism Services in the state. b) GoAP will undertake the following initiatives to build a strong brand to attract local, domestic and international tourists: i. Develop Mega Brand campaigns to attract tourists and major tourism investments in the State through a focused marketing & promotion strategy via conventional and digital/social media channels ii. Prioritize top 5 countries/ states where aggressive marketing is required to attract maximum investors and tourist arrivals. iii. Develop ‘APEX’ – Andhra Pradesh Expert program for inbound tour & travel operators to identify, train, license and develop tour & travel operators to be well- versed with Andhra Pradesh tourism and act as focal points for attracting tourist arrivals in the state. iv. Organize familiarization tours of national and international tour operators, travel writers and photographers in Andhra Pradesh v. Facilitate participation of tourism investors/entrepreneurs investing in Tourism Infrastructure Projects and Tourism Services in Andhra Pradesh at renowned national / international events / exhibitions to promote the State and Tourism unit(s). 23 SKILL DEVELOPMENT & CAPACITY BUILDING IN TOURISM SECTOR Skills and service are key tenets that will drive superior tourist experience in Andhra Pradesh. Meeting the demand for skilled workforce becomes essential to keep pace with the sustainable growth of tourism sector. The Government of India, through the Ministry of Tourism, has taken a number of initiatives towards skill development under Scheme of Capacity Building for service providers and Scheme of Assistance to institutes providing tourism related skills like Institutes of Hotel Management and Indian Institutes of Tourism and Travel Management. GoAP will undertake the following initiatives to cater to the demand for skilled manpower in the tourism sector, and raise awareness of tourism and importance of good customer service in local communities. The endeavor of GoAP is to cultivate a pool of trained world- class manpower for the Tourism Industry. Promote Andhra Pradesh as tourism education hub a) All new education institutes, focused on Hospitality Education, and/or set up in collaboration with foreign institutions/ experts, will be classified as Tourism Infrastructure Projects and will be eligible for incentives in line with other eligible Tourism Infrastructure Projects as proposed in Section 3 b) Andhra Pradesh State Skill Development Corporation (APSSDC) will develop strategy and undertake initiatives to promote skill development in the hospitality and tourism sector c) GoAP aims to establish a Tourism University with international technical collaboration. This is projected to give a fillip to Sunrise Andhra Pradesh and position it as a Tourism education hub in India. d) To improve the quality of education and promote Andhra Pradesh as a Tourism education hub, the existing institutions will be strengthened and new institutions will be promoted through the proposed Tourism University. 24 Andhra Pradesh Tourism Policy 2015-2020 Promote capacity building programs across entire tourism eco-system Concerted efforts are required for augmenting existing training infrastructure through provision of additional training institutes and enhancing the capacity and infrastructure of the existing institutes. As part of this Policy, the State Government will promote the following: a) Vocational training institutes for skilling people in the hospitality sector for roles such as tour guides, tour operators, travel agents, drivers, chefs, tourism service operators, tourism security agencies, etc. b) Training institutes empanelled by National Skill Development Corporation (NSDC) or the Andhra Pradesh State Skill Development Corporation (APSSDC) c) Existing players in hospitality industry will be encouraged to conduct relevant courses in hospitality/tourism in the state d) Dedicated in-house training centers for skilling people in the hospitality sector Safety & Security of Tourists a) Special tourist police/ stations will be deployed at all major Tourist destinations with special emphasis on safety of women tourists. Presence of women security police will ensure focused safety of women tourists. b) At all major destinations, GoAP will establish Tourist Safety & Guidance centers to ensure a pleasant trip for tourists. A 24 * 7 tourist contact center will ensure full time support to the tourists. c) Special sensitization campaigns will be implemented for women & children tourists, and tourists in general in Andhra Pradesh, and such campaigns will be publicized on global and national platforms. Kondapalli Fort, Vijayawada ADP Additional Development Premium APERC Andhra Pradesh Electricity Regulatory Commission APIDE Andhra Pradesh Infrastructure Development Enabling Act APSSDC Andhra Pradesh State Skill Development Corporation APTDC Andhra Pradesh Tourism Development Corporation CA Chartered Accountant CoT Commissionerate of Tourism CRZ Coastal Zone Regulation CST Central Sales Tax EC Empowered Committee GDP Gross Domestic Product GoAP Government of Andhra Pradesh GST Goods and Service Tax HT High Tension MICE Meetings, Incentives, Conferences, and Exhibitions NALA Non-Agricultural Land Assessment NSDC National Skill Development Corporation PPP Public Private Partnership RFP Request for Proposal Rs. Indian Rupee SEDB State Economic Development Board SGST State Goods and Service Tax SPV Special Purpose Vehicle STPB State Tourism Promotion Board STPC State Tourism Promotion Committee VAT Value Added Tax Andhra Pradesh Tourism Policy 2015-2020 ‘Tourism Undertaking’ means a legal entity under relevant law engaged or to be engaged in one or more tourism projects. 2. NEW TOURISM UNIT A ‘New Tourism Unit’ means a new Tourism Infrastructure Project or Tourism Service set up for the first time by a Tourism Undertaking which satisfies the conditions indicated, and have commenced their commercial operations within the Policy Period; i.e, date of commercial operations falls between date of notification of this Policy and March 31, 2020. The term ‘Total Project Cost’ for Tourism Infrastructure Projects, which meet the criteria in Clause 6 below shall include: i. Land/area in effective possession and as required for the project ii. Building i.e. any built-up area used for the eligible unit including administrative buildings, residential quarters and accommodation for all such facilities, as required for the running of the unit iii. Plant and machinery i.e. tools and equipment including water sports equipment, tents, other equipment as are necessarily required and exclusively used for sustaining the working of the eligible unit but will not include vehicles, furniture and fixtures, cutlery, crockery and utensils iv. Cost of development of fencing, construction of roads, landscaping and other infrastructure facilities etc. which the eligible unit has to incur under the project v. Vehicles used for specific tourist activities vi. Installation charges vii. Technical know-how including cost of drawing and know-how fees Kolleru Lake, West Godavari Draksharamam, West Godavari The term ‘Total Project Costs’ for Tourism Services, which meet the criteria in Clause 7 below, shall include: i. Land/area in effective possession and as required for the project ii. Plant, machinery and movable / immovable equipment, i.e. tools and equipment including water sports equipment, tents, other equipment as are necessarily required and exclusively used for sustaining the working of the Tourism Service iii. Cost of development of fencing, landscaping, infrastructure facilities (example, jetties, helipads etc.) which the eligible unit has to incur under the project iv. Movable and immovable equipment, including transport vehicles specifically required for offering the Tourism Service 4. INELIGIBLE INVESTMENT The following investment shall not be covered under Total Project Costs and will be ineligible for incentives viz. i. Working Capital ii. Goodwill iii. Second-hand plant and machinery purchased or shifted iv. Interest capitalized v. Consumables stores, inventories for maintenance or repairs vi. Any investments in any asset which has a life span of less than five years vii. Know-how fees or cost of drawing payable to a sister concern of eligible unit 5. DATE OF COMMERCIAL OPERATIONS Date of Commercial Operations of a Tourism Unit is the date on which the Tourism Unit is open to tourists on a commercial basis, after due testing, trial running and commissioning under relevant Government rules 28 Andhra Pradesh Tourism Policy 2015-2020 6. TOURISM INFRASTRUCTURE PROJECTS: S. No. 1. 2. 3. Tourism Infrastructure Project Hotels (Three- Star or higher category hotels as per guidelines of Ministry of Tourism, Government of India) Resorts Heritage Hotels Definition Hotels generally cater for both business and leisure customers, so they need to have a range of products to suit each type. The facilities provided may range from a basic bed and storage for clothing, to luxury features like spa. Larger hotels may provide additional guest facilities such as a swimming pool, business center, childcare, conference facilities and social function services. Resorts are hotels that are built specifically as a destination in itself to create a captive trade, The defining characteristic of a resort hotel is that it exists purely to serve another attraction. It is located in an area associated with recreation and leisure, such as beach side, forest area, hillside, etc. It normally offers facilities for sports and recreational activities. Hotels that are located in places that capitalize on its connection with heritage. The façade, architectural features and general construction should have the distinctive qualities and ambience in keeping with the traditional way of life of the area. Minimum requirements } Star Rating - 3 Star or above; as per guidelines of Ministry of Tourism, Govt. of India } Located near and around beach, hills, forest, water body, etc. } Star Rating – 3 Star or above; as per guidelines of Ministry of Tourism, Govt. of India } Desirable that the resort offers at least one facility connected with the location that helps to attract tourists } Minimum category – Heritage Basic as per guidelines of Ministry of Tourism, Govt. of India. The guidelines prescribe that minimum 50% of the floor area was built before 1950 } Must be located on heritage property Orvakal, Kurnool Dindi Resorts, Rajahmundry 29 S. No. Tourism Infrastructure Project Definition Minimum requirements 4. Amusement Parks Amusement parks are commercially operated enterprises that offers rides, games, and other forms of entertainment. They are generally equipped with stalls for games and refreshments, entertainment shows, recreational devices such as a Ferris wheel, roller coaster, etc. This will also include Theme Parks specifically oriented towards tourism in which landscaping, buildings, and attractions are based on one or more specific themes, such as jungle wildlife, fairy tales, cartoon characters, mythology, etc. Examples of Amusement Parks which are eligible: Disneyland, Universal Studios, Imagica etc. } Built over minimum land area - 10 acres } Includes entertainment facilities such as, rides, games etc. } Food stalls/court } Standalone commercial multiplexes will not be treated as Amusement Parks, and as such will and not be eligible for incentives 5. MICE Centers MICE Centers are designed to hold conventions and exhibitions, where individuals and groups gather to promote and share common business interests. Such centers generally contain at least one large convention hall, mini convention halls, exhibition halls, hotel and parking facilities. The exhibition halls can also be suitable for major trade shows and product exhibitions to promote their products during conventions. } Minimum seating capacity of 2,000 pax, with built- up area of minimum 20,000 sft of convention area } Three (3) Star or above category hotel (as per guidelines of Ministry of Tourism, Govt. of India) } Exhibition Center with facility for set up of temporary / permanent stalls } Other additional optional facilities may include: - Shopping mall, with or without multiplex - Food court / Restaurants 6. Golf Courses It is a large open area of land landscaped for playing of golf. These courses also have clubs, small resorts or eating joints associated with them. } Built over minimum land area of 75 acres } Minimum 9-holes course } Club House with minimum built up area of 5,000 sqft Andhra Pradesh Tourism Policy 2015-2020 Chandragiri Fort, Tirupati S. No. Tourism Infrastructure Project Definition Minimum requirements 10. Wayside amenities Wayside amenities are established to facilitate a hassle free trip for tourists. They are built at tourist destinations or along the state / national highway for the use of tourists. Some of the facilities that are provided at Wayside Amenities include: } Clean drinking water access } Built over minimum 1 acre land with built up area of minimum 2,000 sqft } Minimum facilities to be offered - ISO-certified toilets with separate toilets for gents, ladies, differently-abled - Food court - Communication facilities - Shop with basic products for tourists - Car parking facilities for minimum twenty 4- wheeler vehicles } Desirable to be setup close to petrol / diesel filling station } Toilets } Restaurants / Food courts } ATM facilities } Cloak room } Shops } Communication services 11. Spiritual / wellness Centers Spiritual / Wellness centers aim to revive energy, provide a platform for personal introspection, promote positive health, treat diseases by providing different services such as spa, yoga, meditation, skin care treatment etc. Examples of eligible Spiritual / Wellness centers – Ananda Spa, Jindal farms etc. } For spiritual centers, - Auditorium or well- covered open area with seating capacity of minimum 500 people - Accommodation facilities for minimum 100 people } For wellness centers, - Certified/licensed medicinal facilities with at least 20 well- trained staff - Well-trained yoga teachers with relevant certifications - Minimum 25 rooms, of quality equivalent to three star or above categories of hotels 12. Museum Institutions that showcases collection of public or private artifacts and other objects of scientific, artistic, cultural, or historical importance and makes them available for public viewing through exhibits that may be permanent or temporary. } Built up area of at least 10,000 sq ft. 7. TOURISM SERVICES Andhra Pradesh Tourism Policy 2015-2020 S. No. 1. 2. 3. 4. Tourism Service Beachside Shacks Water sports (sailing/wind surfing, scuba diving, water skiing, river rafting, kayaking) Water Ride / Sailing facilities Sea / River Cruises Definition Beach shacks are temporary structures made of haystack / tent material that are built on or next to a beach with facilities for basic food, sun lounges, shade umbrellas etc. Beach shacks must conform with Coastal Regulation Zone (CRZ) guidelines Water sports include water related adventure / leisure activities such as sailing, wind surfing, scuba diving, water skiing, river rafting, kayaking, snorkeling, paddling, etc. Water transport facilities are used for the movement of tourists to visit local places and enjoy local scenery through modes such as sail boats, house boats, glass bottom boats, amphibious, hovercraft, seaplanes etc. Sea/River cruises are trips taken for pleasure along a sea or river. It is a short duration trip that generally spanning a few hours or a few days. Minimum requirements } Should be not more than 500 meters away from GoAP/APTDC approved tourist beaches } Should have space of sit- down service for minimum 10 pax, serving food with approved standards of hygiene and quality } Should not be more than one storey or 200 sq. meters in built up area } Separate Guidelines will be issued by Government of Andhra Pradesh } Should be at a tourist destination and not be used for regular ferrying of passengers } Operators must be registered with local regulatory authorities } Capacity to host a minimum of 25 passengers (river cruise) and 50 passengers (sea cruise) } Facilities for on-board dining, accommodation and entertainment Shilathoranam, Tirupati Undavalli Caves, Krishna Dist. 33 S. No . Tourism Infrastructure Project Definition Minimum requirements 5. Adventure Services Adventure services involve exploration or travel with perceived (and possibly actual) risk, and potentially requiring specialized skills and physical activity. These may include activities such as parasailing, paragliding, camping / trekking / hiking services, cycling trails, nature trails and rock climbing. } A company operating these activities must be registered with Adventure Tour Operators Association of India or Ministry of Tourism } Guidelines issued by Ministry of Tourism for recognition of approved Adventure Tour Operator should be adhered to 6. Ropeways A transport system for people, used especially in tourist destinations in mountainous areas, in which carriers are suspended from moving cables powered by a motor. } Design of the Aerial Ropeway shall be in accordance with the guidelines issued by Bureau of Indian Standards, MoEF (GoI) and any other guidelines issued by Central / State Government } Structure and the overall system should be built considering the climate factors in the particular region } Ropes/Cables should be of highest quality 7. Heli-Tourism Heli-Tourism provides travelers/tourists to explore, see and visit places via helicopter. It provides easier access to places of attraction and otherwise fairly inaccessible areas and helps maximize visitors' time to visit other places. It also provides a route for extreme sports, and it provides opportunities to visitors to explore remote areas that have the potential to become new tourism destinations. } Licensed operators by the Ministry of Civil Aviation } Approved standard quality helicopter meeting all regulatory norms } Pilots must have Commercial Helicopter Pilot License (CHPL) S. No. 8. 9. 10. Tourism Infrastructure Project Farm tourism Rural Tourism Services Heritage Walks Definition Farm tourism is a form of niche tourism that involves any farm-based operation or activity that brings visitors to a farm. There are wide range of activities such as learning about fruits and vegetables, poultry, animal rides, or shopping in farm gift shops. Rural tourism is a form of niche tourism that promotes pre-identified villages to preserve and promote rural lifestyle, local arts/ culture / handicrafts / handlooms to tourists Heritage walks are way to explore the history of a city/town/village. Professional guides take the tourists on a tour through different historical / heritage monuments across the location. Minimum requirements } Traditional accommodation (farmstays, camps etc.), local cuisine, local farming methods, etc. } Guided walks and farm trails } Farm activities } Applicable for services promoting rural lifestyle, local arts / culture/ handicrafts / handlooms offered at pre-identified villages under Heritage Tourism category } Home stay in traditional accommodation } Shop / Museum promoting local arts / handicrafts / handlooms etc. } Serving hygienic local cuisine to tourists } Guided tours of village for tourists } Licensed tour guides Andhra Pradesh Tourism Policy 2015-2020 Kondapalli Fort, Krishna Dist. Puligundu, Chittoor 35 S. Tourism Definition Minimum requirements No. Infrastructure Project 11. Caravan Tourism Caravans promote family oriented tours by providing basic facilities for stay and travel, including bedrooms and kitchen and can be used to reach places at tourist circuits/ destinations where adequate hotel accommodations may not be available. This would include vehicles viz. Recreational Vehicle(RV), Campervans, Motor Homes etc. } Minimum features of Caravan as prescribed under Ministry of Tourism guidelines on Caravan Tourism } Caravan Park - Presence of sufficient caravan parks in the identified locations - Caravan parks shall have all necessary trading licences/ NOCs from concerned authorities, including fire NOC - Standardization of electricity, water and sewage connections to ensure total compatibility with Caravan specifications in India 12. Inbound Tour Operators / Travel Agents Inbound Tour Operators are operators who make arrangements for transport, accommodation, sight-seeing, entertainment and other tourism related services in Andhra Pradesh for foreign and/or domestic tourists } Recognition granted by Ministry of Tourism as approved Inbound Tour Operator and valid during policy period } All Ministry of Tourism guidelines for Recognition/ Renewal or Extension as an approved Inbound Tour Operator are to be adhered to Focus of Inbound Tour Operator should be to attract tourists to Andhra Pradesh 13. Cab services / Car hire services focusing on tourism Provision of car transport services to tourists, travel agents and other service providers for transfers, sight- seeing and journeys to tourist destinations. } Recognition granted by Ministry of Tourism as approved Domestic Tour Operator, and valid during policy period } All Ministry of Tourism guidelines for Recognition/ Renewal or Extension as an approved Tourist Transport Operator are to be adhered to S. No. 14. Tourism Infrastructure Project Food courts / Restaurants at tourist destinations Definition Food courts are generally an indoor plaza or common area within a tourist facility that is contiguous with the counters of multiple food vendors and provides a common area for self-serve dining. Standalone restaurants at tourist destinations will also be included in this category Minimum requirements } Minimum office space in Andhra Pradesh (in line with minimum requirements as per above mentioned guidelines) } Operation of minimum of 6 tourist cars with proper tourist permits issued by the Road Transport Authority or the concerned authorized agency for commercial tourist vehicles } Drivers should have working knowledge of English, Hindi & Telugu. } Located at tourist destination } Food court - Minimum 3 different vendors at food court serving different types of cuisine - At least one well- recognized food chain serving food and beverages, with a minimum presence in 10 other locations in India - At least one vendor serving local Andhra cuisine - Common dining area } Restaurant - All mandatory licenses required to setting up and operating a restaurant including Food Business Operator license, Food Safety License, Eating House License, Health / Trade License Andhra Pradesh Tourism Policy 2015-2020 Gandikota Lake, Kadapa Gandikota Fort, Kadapa 37 S. No. Tourism Infrastructure Project Definition Minimum requirements 15. Rest rooms at tourist destinations Rest rooms are rooms or small buildings containing one or more toilets. They are generally small constructions built near tourist places, famous parks, crowded landmarks, major public attractions. Rest rooms may have different services such as baby changing station, shower facilities, bathing facilities etc. } Located at tourist destination } Rest rooms must be certified by proper authorities following international standards } Use of ISO certified equipment } Provisions for separate rest rooms for male, female and differently-abled } Appropriate measures for ensuring proper hygiene, water and sanitation arrangements 16. Cloak rooms at tourist destinations Cloak rooms at tourist destinations where passengers / tourists can keep their luggage for a specific amount of time. This service is generally useful for day travelers, pilgrims and tourists visiting tourist destinations. } These can be 24-hour manned facilities or can have fixed timings based on tourist inflow } Proper arrangement of racks } Provision for charging nominal fee for the items 17. Parking facilities at tourist destinations Parking facilities at tourist destinations including services such as Park and ride, Valet Parking } Minimum capacity for parking of 100 cars 18. Souvenir Shops at Tourist Destinations Souvenirs attain immense value when people visit different places of their liking. These shops enable tourists to buy traditional handicrafts, handlooms and regional items. } Above 50% of the products must be sourced from local manufacturers, and artisans S. No. 19. 20. Tourism Infrastructure Project Light & Sound / Laser Shows at tourist destinations Audio / Video guide services at tourist destinations Definition These shows are hosted at places of historic importance and help the tourists familiarize with the rich heritage of the place. Audio / Video guide services are available at tourist destinations to transmit cultural and historical commentary of the tourist destination. The devices may be made available for rent to tourists during the tour. Minimum requirements } Proper seating arrangements for minimum 50 tourists } System for controlling lighting and sound } Adequate power arrangements } Provides information and history of the tourist destination guided by number markings. } Can have GPS-guided audio/video navigation of the destination as an optional value-addition } Content validated by local authority / Tourism Department } Audio available in multiple international and Indian languages as per specific tourist destination. Andhra Pradesh Tourism Policy 2015-2020 Bhavani Island, Vijayawada 39 Dhyana Buddha, Amaravati Baruva Beach, Srikakulam Belum Caves, Kurnool Konaseema, Rajahmundry Horsley Hills, chittoor Kanakdurga Temple, Vijayawada Gandikota, Kadapa Puligundu, Chittoor Government of Andhra Pradesh Principal Secretary to Government (Tourism) Government of Andhra Pradesh AP Secretariat, South-H Block, 1st Floor Hyderabad - 500022, India Phone: +91-40-23459939 Email: prlsecy_trsm@ap.gov.in Commissioner Department of Tourism Government of Andhra Pradesh Tank Bund Road, Hyderabad - 500063, India Phone: +91-40-23452492, Fax: +91-40-23450310 Email: commr_trsm@ap.gov.in Managing Director Andhra Pradesh Tourism Development Corporation Ltd. 3-5-891, Tourism House, Himayatnagar Hyderabad - 500029, India Phone: +91-40-23262151 Fax: +91-40-23261801 Email: md@aptdc.gov.in Toll free: 1800-42-545454 www.aptourism.gov.in www.aptdc.gov.in Follow us on GOVERNMENT OF ANDHRA PRADESH

Andaman and Nicobar island tourism policy Tourism policy GOVERNMENT OF INDIA MINISTRY OF TOURISM AND CULTURE DEPARTMENT OF TOURISM MARKET RESEARCH DIVISION Final Report On 20 YEAR PERSPECTIVE PLAN FOR SUSTAINABLE TOURISM DEVLOPMENT IN UNION TERRITORY OF CHANDIGARH March 2003 Submitted by India Tourism Development Corporation TLC Marketing Pvt. Ltd. Deloitte Touche Tohmatsu India Private Limited 20 year Perspective Tourism Master Plan for Chandigarh Contents for the 20 Year perspective Tourism Master Plan 1. Executive Summary 1 2. The approach a. Guidelines for developing 20 year perspective Master Plans as issued by the Department of Tourism, Government of India 6 b. Background of Consortium partners 11 i. ITDC ii. Deloitte Touche Tohmatsu iii. TLC Marketing Pvt Ltd c. Approach 15 d. Approach to Environmental Impact Assessment 19 3. Background on the State 21 a. History b. Physical features, Flora and Fauna c. Current infrastructure i. Access – Road, Rail, Air ii. Water & Sewage iii. Power – Electricity iv. Industrial Estates – list of major corporates d. Demographics versus other Northern States District Profiles e. Chandigarh Headquartered Corporate Houses 4. Current Tourism scenario in the State 38 a. Current Chandigarh Tourism Policy b. Inventory of Accommodation c. Current Tourism Statistics 1 20 year Perspective Tourism Master Plan for Chandigarh i. By city ii. Comparative with other Indian States – employment, project spends d. Taxes on Tourism activities e. Fairs & Festivals f. Roles of relevant bodies i. State Tourism Development ii. Urban Development & Town Planning iii. Industrial Development g. Tourism activities of contiguous States 5. Assessment of Tourism Attractions of the State 65 a. How other “City States” have developed tourism b. Inventory of attractions i. Versus criteria ii. By type of tourist and linkages c. Current State Tourism Policy versus National Tourism Policy d. Potential markets and market segments for the State e. Shortlisted projects f. Approach to Environmental Impact Assessments 6. Marketing State Tourism. Case studies of Kerala, Rajasthan and Uttaranchal 79 7. Implementation of shortlisted projects 90 a. Setting up a system for coordination of Departments b. Assessing the economic impact of tourism 2 20 year Perspective Tourism Master Plan for Chandigarh c. Setting up Police outposts d. Setting up a system for accreditisation of shops and transporters e. Creating a Tourist/ Cultural Centre f. Promoting traditional cuisine g. Horse race track & Club h. Amusement park i. Linking the sightseeing j. Conference Centre k. Adventure Tourism and Wildlife Tourism 8. Attracting the Private Sector investments in Tourism 126 9. Summary Tables 147 a. Prioritisation of projects b. Job creation c. Funding of projects d. Visitor numbers e. Economic impact 3 EXECUTIVE SUMMARY This 20 year perspective Tourism Master Plan for Chandigarh attempts to identify short, medium and long term tourism projects for the Union Territory of Chandigarh using the National Tourism Policy as a guideline. However, all existing and planned projects of Chandigarh Tourism have also been addressed. In these cases, thoughts that complement/ supplement the current thinking have also been listed. We have examined the success of several other “City States” and how they have positioned themselves. Very few, like the Vatican, have the benefit of historical attractions. Some like the Bahamas, Bermuda and Mauritius have natural attractions like beaches. Some traditional trading centers like Hong Kong, Singapore and Dubai have developed as financial hubs. In nearly all cases, however, city states have developed man made attractions with an emphasis on world class recreation and leisure. Gambling – Macau, Monaco & Sun City Horse Racing in Hong Kong & Dubai Sporting events – Singapore, Hong Kong, Dubai, Monaco and Sun City Entertainment events – in all the above, Seychelles etc. Interestingly, most do not rely on immediate neighbouring countries as source markets. Several suggested projects do not have any precedent in India. As such, projections of usage and hence revenues are difficult to make. However, these projects have been endorsed by knowledgeable individuals in the Travel & Tourism industry based on their personal experiences. The Plan makes some observations on current practice. Several specific actions and projects have been recommended. These have been divided into those projects to develop and sustain tourism infrastructure and those that generate visitors. These are summarized in the following pages. In all cases, the involvement of the private sector has been examined. The Plan shortlists the following projects Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission approach” on the lines of Rajasthan’s Rajiv Gandhi Mission on Tourism Development a. Coordination between Chandigarh Tourism/ Chandigarh Hotels/ Town Planning/ PWD (B&R)/ PHD/ Police/ Trade Associations/ NHAI/ Indian Railways b. The Mission should have a mission statement, a manageable number of objectives and specific activity milestones for effective review. 2. Assessing the Economic Impact of Tourism in Chandigarh. Tourism will not get the attention it deserves unless it can demonstrate the economic and social benefits it generates. a. We have suggested annual surveys and the use of multipliers to measure the impact of tourism investments and of tourist spendings 3. Tourism Police outposts. Safety and security are a major concern of travelers. a. We have suggested Tourism Police outposts be set up in the proposed “Tourist Centres” in Chandigarh. The list of locations can be expanded over the Plan period. 4. Accreditisation of Shops and transporters. These are two areas where most tourists feel most insecure in terms of being cheated. a. For shops, we have suggested accreditising shops that have price tagged items and a reasonable return/ refund policy. Shops will carry a Chandigarh Tourism plaque and be advertised in an official map. For Taxis/ auto rickshaws. Must be metered and carry tariff cards. These will be identified with a plaque 5. Cultural/ Tourism Information Centre. This should showcase Chandigarh and be a cross between Dilli Haat and The National Crafts Museum. This center should provide information and reservation capabilities for potential tourists to Chandigarh and neighbouring States. These will provide employment to artisans/ performing artists a. We recommend arts/ crafts, State cuisine and performing arts be showcased b. We recommend some permanent stalls backed by open spaces for stall for celebrating State festivals c. Incorporated into “Recreation & Leisure Centres” in Kishangarh 6. Promoting Traditional Cuisines. Chandigarh has eight neighbouring States each with a rich cultural tradition. We propose that food and cultural festivals be held on a regular basis. We further propose that the existing facility of Kalagram, which has held successful festivals in the past, be utilised. 7. Horse Race Track & Club. There is no good Horse Race track in North India. North India is also home to about 10 stud farms. Hotels in cities like Pune and Bangalore have their week end occupancies boosted by punters from major metros. The Race Club can have other facilities to attract a permanent membership. 8. Amusement park. The Rock Garden/ Sukhna Lake/ Golf Course area is already one hub of tourist activity. An area for an amusement park, for a Sports Complex and a Tourist Health Resort have already been ear-marked in the Chandigarh Master Plan. We propose the Amusement Park be marketed to families traveling Delhi- Shimla with young children to encourage an overnight break. 9. Linking the sightseeing. The distance between the Rock Garden and the area identified for the Amusement park is a long walk but a short auto-rickshaw ride. We propose a vintage narrow gauge railway be set up to link all the points in this Recreation & Entertainment area. 10. Conference Center to attract Business Travellers. Chandigarh Tourism has already identified a plot in Sector 31 next to the CII Regional HQ. We believe that this can cement Chandigarh as the commercial center of North India. 11. Developing the City Centre – Sector 17 – as a social and cultural hub. There is already a trend in this direction. We recommend a partnership between the Sector 17 shop owners and Chandigarh Tourism to develop a calendar of events. We also recommend a relaxation in Excise rules in terms of bar licence costs and hours of operation. 12. Adventure Tourism & Wildlife Tourism. We do not recommend any additional activity in this area other than the ongoing levels. 13. Attracting the Private Sector. We have recommended a package of incentives to attract the Private Sector to invest in tourism related projects in Chandigarh. In all visitor generating projects we have recommended roles for the private sector As a “City State”, Chandigarh does not have the scope – or the space - to develop new projects over a 20 year time span. There is no particular need either in terms of funds or manpower to spread the suggested projects. Guidelines of Dept. of Tourism for 20 year Perspective Tourism Master Plans 1. Year wise phasing of investments required having regard to resources available 2. Plan should indicate short term & long term plans, targets and ground realities. 3. Plan should indicate all activities by agency with timeframes 4. Assess the existing tourism scenario in the state/UT with respect to existing traffic levels and inventory of - Natural resources - Heritage & other socio-cultural assets - Quantitative/ demographic factors - Services & infrastructure available 5. Plan should review the status of existing development/ investment for the development of tourism in the region 6. List and evaluate existing potential tourist destinations and centers and categorise them on the basis of - inventory of attractions - infrastructure available - degree of popularity - volume of traffic flow 7. Plan should analyse and categorise existing destinations and centers as - stand alone - part of a circuit - niche attractions for special interests 8. Plan should assess the existing infrastructure levels at identified destinations/ centers in terms of - quality of roads/ transportation facilities - civic amenities - en route transit facilities - boarding and lodging facilities 9. Plan should assess traffic flow for assessment of infrastructure requirements based on - Past growth - Suggested links and integration - Future expected developments - Likely investments from State - Investment climate/ incentive for private sector 10. Plan should attempt indicative cost configuration of likely investment on infrastructure under different heads and prioritise investment needs over 20 years 11. Plan should identify existing as well as new tourism projects including - expansion/ augmentation, - upgradation of services/ facilities - Destinations & centers 12. Plan should undertake product conceptualization cum feasibility for identified projects covering - locational evaluation - schematic product planning - quantification of individual product parameters - assessment of investment levels - project viability 13. Action plan for implementation of identified projects along with development of infrastructure in conformity with - State/ Central policy objectives & guidelines - National development and funding agencies - WTO’s Bali declaration 14. Project wise potential for employment generation including for women 15. Projection of domestic and foreign tourist arrivals for each proposed tourist place 16. Prioritise schemes based on employment potential and tourist arrivals 17. Prepare inventory of existing accommodation including paying guest and proposed needs split by various providers including various State Govt depts 18. Each project to be scutinised and finalized with a view to suggesting State Tourism projects to foreign funding agencies 19. Explore sources of funding such as FIs, TFCI. - Suggest incentives for private sector 20. Suggest institutional machinery in the State to oversee/ supervise the development of Tourism infrastructure 21. Build in facilities for performance of local artistes, cultural troupes 22. Cultural complexes to be suggested with the financial help of the State Dept of culture 23. Handicraft shops to be suggested. These can be run by women 24. Include development of potential health resorts. 25. Plan should have an Executive summary 26. Plan should include attractive packages/ schemes to attract private sector investments 27. Environmental issues shouls be dealt with in sufficient detail and EIA made in respect of new projects 28. Plans should include - carrying capacities - instruments of spatial and land use planning - instruments for architectural controls - strategy for local community participation & protection of cultural identity - Awareness programmes for local 29. Measures for mitigating adverse environmental impact and rehabilitation 30. Strategy for privatisation of State and State Tourism Corp owned tourism related properties 20 year Perspective Tourism Master Plan THE CONSORTIUM We believe that 20-year Tourism Master Plans require detailed knowledge in several domains. To address this need we have formed a consortium of experts. The consortium comprises of India Tourism Development Corporation – ITDC – Consultancy Division with relevant past experience in Master Plans, Technical Consultancy and project execution. TLC Marketing Pvt.Ltd, a marketing consultancy empanelled by The World Tourism Organisation (WTO), Madrid for various aspects of Tourism Development. TLC Marketing will ensure a balanced tourism plan that is marketable to both developers and the Tourist industry Deloitte Touche Tohmatsu, an international firm of Chartered Accountants and consultants with a wide range of experience in perspective planning in various industries. Deloitte Touche Tohmatsu also have access to their global expertise in the area of Tourism Master Planning. RELEVANT EXPERIENCE India Tourism Development Corporation ITDC was established in 1966 with the objective of developing tourism infrastructure and promoting India as a tourism destination. ITDC has a Consultancy Division which has completed many projects. ITDC has the capability of conducting Techno-Economic feasibility studies, providing Engineering and Technical Services, Mangement Consultancy and Advisory services, consultancy for Adventure Tourism. Assignments already completed by ITDC include Feasibility Reports for hotel projects in Baroda, Calicut, Cochin, Kanpur, Kohlapur, Lucknow, Nagpur, Nainital, Pine, Rishikesh, Varanasi, Raipur, New Delhi, Calcutta, Bangalore and Agartala 20 year Perspective Tourism Master Plan Tourism Master Plans for Assam, Nagaland, Orissa, Pondicherry, Sikkim, Punjab and Tripura. Technical consultancy for multiple hotels, youth hostels, forest lodges and restaurants Special projects for Rail Yatri Niwas, Indian Railways Catering, College of Combat, Institute of Water Sports at Goa. Project consultancy/ Execution – 28 hotels, the IITTM in Gwalior. TLC Marketing Pvt Ltd. The Directors of TLC Marketing have been involved with Tourism Development for almost 30 years and have had exposure to Tourism Planning in Egypt, Mexico and India. This has been mainly from the project developer’s aspect and are familiar with the requirements of the parties that invest in Tourism Development. They are also familiar with all aspects of tourism including resorts, cruises, timeshare, charters, conferences etc. Some relevant projects undertaken by the directors of TLC Marketing include Study for the India Convention Promotion Bureau on promoting conferences of various sizes to India Assignment with The Planning Commission for Tourism Development Plans for Uttaranchal and Uttar Pradesh. This included the development of a “tourist train” concept Review of Hotel classification norms covering Heritage and Resort hotels for the Govt. of India, Department of Tourism Feasibility studies for business and leisure hotels at over 40 destinations all India. Entry strategy for a hotel company into India looking at mid level hotels. This involves studying business destinations across India Strategy for a chain of Ayurvedic Spas, initially in the North of India Entry strategy into Timeshare for both mid-market and Luxury Resorts Launch of an Outbound Adventure Tour Operator 20 year Perspective Tourism Master Plan Deloitte Touche Tohmatsu India Private Limited Deloitte Touche Tohmatsu believes that for achieving a client’s business objectives, a variety of knowledge and skills are required. Our national coverage and international experience allows access to professionals in the industry and other areas of specialisations. Our clients include government bodies, non-government organisations, public sector organisations, private companies and international agencies. Brief details of some of our assignments in the hospitality, tourism and entertainment sectors is set out below: International assignments in hospitality and the tourism sector are detailed below: • Privatisation of Hungary Hotels, which comprises some 45 hotels and over 250 restaurants, in association with the Swiss Bank Corporation and Cazenove & Co. Our UK offices worked with our Budapest office on this extensive assignment. • Business valuation of Astir Hotel Company. We assisted the National Bank of Greece on the proposed sales as part of the Government’s privatisation programme. • Advised the public enterprises reform and divestiture secretariat of the Ministry of Finance, Government of Uganda, on the divestiture of Government owned hotels. • Valuation of four state-owned hotels in Morocco prior to their intended privatisation and sale for the Government of Morocco. In conjunction with the Deloitte & Touche Corporate Finance Group, investment memoranda were subsequently prepared to assist in the privatisation process. Indian assignments in Hospitality and Tourism Sector • Strategic advice to Quality Inns Private Limited. • Business plan for a holiday resort based in Kerala. This is under implementation. • Advisory services provided to an international chain of hotels • Business advisory services for Resort Condominiums International • Business advisory services for Singapore based company, for setting up operations in India in the area of serviced apartments and estate development. 20 year Perspective Tourism Master Plan • Business valuation and due diligence review for Landbase India Limited, • Business advisory services for The Radisson Hotel. • Entry strategy, valuation, negotiations and joint venture identification for Keystone and Venkys. • Trade survey for travel agents and tour operators for a large multinational company. • Review of project parameters and returns compiled for the airport expansion planned for Chennai by the Airports Authority of India. • Economic Feasibility study for setting up a permanent Trade Fair Venue, Madras International Exposition Limited, under the aegis of Federation of Indian Export Organisations (FIEO). Privatisation/ Disinvestment experience • Bharat Heavy Plates & Vessels Ltd., Visakhapatnam • RBL Limited, Calcutta • Tractors Corporation Limited • Bharat Goldmines Limited • Lamps Division of HMT Limited • Paradeep Phosphates Limited Ongoing disinvestments assignments include • IDCOL Cement Limited • The Fertiliser and Chemicals Travancore Limited • Instrumentation Limited • Braithewaite & Co. Limited • Bharat Heavy Plate limited 20 year Perspective Tourism Master Plan APPROACH Our approach is as follows 1. Review existing Tourism Policy a. This is reviewed in conjunction with stated National Tourism Policy as State Tourism activities should be in synch with National Policy b. Thisis also reviewed in terms of “Best Practice” of other Indian States and some Internationally successful players. 2. Validate Proposed projects a. Plans still to be implemented were reviewed to validate their broad feasibility 3. Suggest new Tourism Products a. This is done with costs, revenues, timelines and responsibilities. b. A broad Economic Impact assessment is made for each suggested product for both primary and secondary effects. Objective Our objective is to develop 20-year Perspective Tourism Master Plans that encourage sustainable tourism by achieving a balance between the growth of tourism on one hand and the impact on natural, heritage and cultural resources on the other. Criteria The Critical Criteria would be that the Plan should be viable. In other words, it should be attractive and marketable to all agencies involved – The traveler, the Travel industry, State and Government agencies, Financial Institutions, Tourism project developers and last but not least to the local population. The Plan will Clearly indicate short term and long term projects and targets Identify agencies involved and the actions required to be taken by each 20 year Perspective Tourism Master Plan Ensure that each action will have a time frame and an indicative cost Ensure each project will also indicate possible developers and possible sources of funding. Financial structuring arrangements, where relevant will also be indicated. Endeavour to involve the private sector in the development of the plans. This will ensure a buy-in to the finished product. Be based on secondary data – published data, supplied by the State and information obtained in discussions with informed individuals. METHODOLOGY Conduct Inventories Identify existing and potential - attractions - Infrastructure - Access - Environmental impact - Human factors Identify Specific projects Develop balanced Tourist products around each identified attraction Detailed Project analysis Identify each element, the possible developers, sources of funds, incentives etc Final Recommendations Shortlist projects, prioritise over 20 years. - Tourist projections - Employment and other economic benefits Identifying the attractions – the reasons for visiting. 1. The first step would be to make an inventory of all possible visitor attractions both current and potential. These would be studied under a. Long stay – natural and activity resorts such as hill/ beach/ health & fitness/ sports/ wildlife/ shopping and other activities 20 year Perspective Tourism Master Plan b. Short Stay destination – Business visitors, conferences, weekend stays, pilgrimage c. Short stay itinerary – where the attraction is part of an itinerary and dependent on other links 2. Each attraction will be assessed for “Carrying capacity” using absolute numbers as well as indices such as Tourists/ sq.km, Tourists/ 1000 population. This assessment will use international benchmarks and Best Practices. 3. The Environmental sensitivities will be addressed by a strategy to measure the impact on a. Air quality b. Water and water bodies c. Nature, both flora and fauna d. And on the attraction itself. 4. Based on the above, an assessment of the present and future needs of infrastructural services will be undertaken to cover a. Water b. Electricity c. Sewage and waste disposal d. Communications 5. Based on the potential markets for visiting the attraction, an assessment of the present and future requirements for access will be identified by a. Road b. Rail c. Air d. Water transport 6. There are Human Factors that will also be addressed. These will cover a. Employment b. Inflationary impact c. Cultural impact d. Alienation of locals/ Displacement 20 year Perspective Tourism Master Plan Identifying and Conceptualising Specific Tourism Products Having assessed the attractions available and the broad feasibility of each, the Plan will e develop a balanced Tourist product around each attraction. The Tourist product consists of the following 1. The attraction – the reason for the visit 2. Accommodation – requirements at each level a. Propose incentives for balanced development 3. Recreational facilities – to supplement the attraction. Eg. a hill resort could have rock climbing, paragliding, river & lake fishing, golf, entertainment and shopping 4. Local transportation a. Airport/ station transfers, shuttles, city sightseeing, public transportation 5. Information a. Signage, guides, brochures, photo ops 6. Wayside amenities a. Rest stops, service stations 7. Safety & Security a. Accreditisation of shops etc b. Tourism police Detailed Analysis and Final Recommendations After identifying the Tourism Products to be developed, the Plan will prioritise them over the 20-year perspective, each project will be analysed to detail The key agencies/ organizations involved in developing the product The investment required Identify possible investors and sources of funds and the processes to access these Possible incentives for the development Identify environmentally threatened places and buildings for restoration. Projection of tourist numbers – domestic and international Employment potential – occupations and income levels Other economic, social and cultural benefits Suggestions on marketing the products Environmental Impact Assessment Studies Environmental Impact Assessment (EIA) studies are complex exercises. They are also dependent on the specific projects. For example, projects next to water bodies would require a much deeper assessment of impact on water than other projects that would confine the study to the impact on ground water resources. In the Technical Bid for this project, the Consortium had clearly stated that we are not competent to undertake EIA and would not include them in the final report. However, we are listing out the essential aspects of EIAs. Each attribute must be monitored on a regular basis. Frequency of monitoring may vary from daily for some air samples to annually for soil characteristics. EIAs are best undertaken by specialist organizations like TERI, TARA etc. Attribute Parameters Ambient air quality SPM, RPM, SO2, NO2, CO, CO2, HC etc. Usually 24 hour samples twice a week. Meteorology Surface wind speed and direction, temperatures, relative humidity, rainfall Water quality Physical, Chemical and bacteriological parameters of surface and ground water Ecology Existing flora and fauna. For environmentally sensitive projects, inventory and state of health Noise levels Noise levels in DB(A) Light Lighting levels and impact on fauna, insects Soil Characteristics Parameters relating to agriculture and afforestation potential Land use Trends in land use change for different categories Socio Economic aspects Socio-economic characteristics, labour force characteristics, population statistics and existing amenities, current inflation Geology and mining Geological history, minerals details Hydrology Drainage area and pattern, nature of streams, acquifier characteristics of the area 20 year Perspective Tourism Master Plan for Chandigarh HISTORY India attained Independence in 1947; but in the process the territory of British India was partitioned to form India and Pakistan. The large and prosperous Province of Punjab, was divided and Lahore, its capital, fell within the borders of Pakistan, leaving Indian Punjab without a capital. Those who had been compelled to migrate to India keenly felt the loss of Lahore, a city much loved by its inhabitants. Though there was a temporary secretariat at Shimla in Himachal Pradesh, the political leadership decided on the construction of a modern and accessible capital. In March 1948, the Government of Punjab in consultation with the Government of India approved a 114.59 sq. km tract of land at the foot of the Shivalik Hills in Ropar district as the site of the new capital. The city was named after the Mother Goddess Chandi, (Chandi - Goddess of Power + garh - fortress). The temple of the Goddess is on Chandigarh-Kalka Road. The temple is known by the name of Chandi Mandir. Prior to the construction of Chandigarh, the present site was a typical rural tract, with a rainfed subsistence agricultural economy. It was dotted with 24 village settlements, surrounded by cultivated land parcelled into consolidated irregular, small fields. Each settlement had a number of mango groves remnants of which are still visible in parts of the city. There were banyan or pipal trees within the settlements or near village ponds. The majority of houses were kutcha or partially pucca. Among the physical features, the choes, with their broad, shallow, and dry sandy beds, constituted an important element of landscape. These represented undulations in an otherwise level topography. Hills and mountains provided a panoramic background. The new city was needed not only to serve as a capital but also to resettle thousands of refugees who had been uprooted from West Punjab. India’s first Prime Minister, Jawaharlal Nehru enthusiastically supported the project and took sustained interest in its 20 year Perspective Tourism Master Plan for Chandigarh execution. When he visited the project on April 2, 1952, he declared: “Let this be a new town symbolic of the freedom of India, unfettered by the traditions of the past, an expression of the nation’s faith in the future.... The new capital of Punjab will be christened as Chandigarh-a name symbolic of the valiant spirit of the Punjabis. Chandigarh is rightly associated with the name of Goddess Chandi — Shakti, or power.” The responsibility for the design was given to the French architect Le Corbusier or the Crow. With the help of his cousin Pierre Jeanneret, and that of the English couple Maxwell Fry and Jane Drew (alongwith a number of Indian architects prominent amongst them Chief planner Narinder S. Lamba & Chief Engineer J.C. Verma) Chandigarh, the present capital, came into existence at the foothills of the Shivaliks. Profile of People It was built in 1953 and serves as the capital of two states, i.e. Punjab and Haryana. It is administered by the Central Government and is hence classified as an Union Territory. Since 1986 there has been much talk about officially handling it to Punjab on the basis of demography. The issue however continues to be a matter of discussion with many political disputes. Chandigarh had to be a city of migrants as it was built on the land acquired and cleared of existing settlements. One of its objectives was to rehabilitate persons displaced from Pakistan in 1947. Early settlers in the city were government officials transferred from Shimla, the temporary capital of Punjab after partition and displaced persons from Pakistan in search of a new home. According to 1991 census data, around two-third of the city's population were migrants, the remaining one-third were locally born. About one-third of the migrants hail from Punjab, Uttar Pradesh comes next, having contributed one-fifth of them. Haryana, Himachal Pradesh and Delhi are other important contributors of migrants. The city has 20 year Perspective Tourism Master Plan for Chandigarh attracted migrants from distant states, such as Bihar, Tamil Nadu, West Bengal and Maharashtra. The number of migrants from Nepal is also considerable. Over one-half of migrants to Chandigarh came from other urban places; the rest had a rural base. An urban origin was more typical of migrants from nearby states, such as Punjab, Haryana, Delhi, and Jammu and Kashmir. Migrants from relatively distant states, such as Uttar Pradesh, Bihar, and Tamil Nadu, mostly had a rural origin. According 1991 census the Pakistan-born displaced persons reduced to about 4% of all in-migrants. In the early sixties, they accounted for nearly 40% of the total population. PHYSICAL FEATURES Location Chandigarh is located in the Northern part of India and bound by two states, Chandigarh has Punjab to its north and west and Haryana to its south and east. Chandigarh lies at 30o 44'N latitude, 76o 53"E longitude. 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Map 20 year Perspective Tourism Master Plan for Chandigarh ROAD MAP Road Transportation The Union Territory of Chandigarh is well served with by an excellent network of roads. The National Highway 21 ( Ambala – Simla) and 22 ( Chandigarh – Manali) link Chandigarh to rest of the country Buses of seven State Road Corporations connect Chandigarh with many cities and towns of neighboring states. The important cities that are connected by buses with Chandigarh are Delhi, Dehradoon, Simla, Manali, Jammu and major Towns of Punjab and Haryana. 20 year Perspective Tourism Master Plan for Chandigarh National Highway Development Project – Golden Quadrilateral & North South East West Corridors Note: Red Line: North South East West Corridors Blue Line: Golden Quadrilateral 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Rail Network : Rail Transportation Chandigarh is well connected on the rail network. The main railway routes passing through Haryana are: Kalka-Delhi, Chandigarh-Delhi, Kalka-Amritsar, Kalka-Jodhpur,Kalka-Hawrah,Amritsar-Hawrah, Kalka- Sir Ganganagar (Rajasthan). 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Air Network: Air Transportation Chandigarh Airport is 12 kms. from City Centre, Indian Airlines and Jet Airways connect Chandigarh with Delhi, Leh and Amritsar. Jet has daily flights Delhi – Chandigarh – Delhi. Indian Airlines has a weekly flight Leh – Chandigarh – Leh. 20 year Perspective Tourism Master Plan for Chandigarh Physical Features The geographical area of the U.T. Chandigarh is 114 sq. km. and another 25.42 sq. km. of the hilly area, which has now been declared as 'Sukhna Wildlife Sanctuary' was acquired for soil conservation works. Chandigarh lies at 280 feet above sea level, with an average altitude of 362m (m.s.l.). The location of Chandigarh is unique as it lies in the foot hill region and is also adjacent to the plains of north India. As such it contains the vegetation of the foot hills and the north Indian plains.Chandigarh has 27 villages in its jurisdiction and two satellite towns, Sahibzada Ajit Singh Nagar, conveniently shortened to SAS Nagar, now Mohali, in the Punjab territory and Panchkula in the Haryana territory. Climate Four seasons are noticeable as (i) the rainy season (late-June to mid-September); (ii) the post monsoon or transition season (mid September to mid-November); (iii) the winter of cold season (mid November to mid-March) and (iv) summer or hot season (mid-March to Mid-June). Southwest monsoons commence in late June and usually continue up to mid-September when there are high intensity showers and the weather is hot and humid. May and June are the hottest months of the year with mean daily maximum temperature being about 40oC and mean daily minimum temperature being about 25oC.January is the coldest month with a mean maximum being around 24oC and a mean minimum being around 1.8oC. Fauna In the small and large water bodies there are about a dozen types of fishes, of which Mahseer , Thail and Rohu are more well known. The common frog is Rana tigrina (Indian Tiger Frog) but the other ones are Indian Rice Frog and Indian Burrowing Frog. Two types of tortoise are found. Three four types of lizards are found in buildings, lawns, hedges, etc. and one of these attracts the attention by its brilliant vermilion colour during mating season. Snakes are of quite a many types as Russels Viper, Cobra, Blind Snake, Indian Python, Sand Cobra, Rat Snake etc. 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh has numerous types and the permanent population of birds, which may consist of over 100 different kinds. There are also migratory birds visiting during winter from as far off a region as Siberia. It is estimated that about 100 to 200 types of birds primarily visit Sukhna Lake. The number of migratory birds varies from year to year. The common mammals are Grey Musk, Shrew Monkey, Langur, Flying Fox, Tickellis Bat, Stripped Squirrel, Indian Rat, Common Rat, House Mouse, Porcupine, Indian Hare, Common Mongoose, Stripped Hyena, Jackal, Indian Fox, Nilgai, Blackbuck and Chital. Flora The flora of Chandigarh area is in fact very rich, existence of 860 species of flowering plants in Chandigarh and its neighborhood. This excludes the ornamentals species whose number is anybody's guess because amongst the residents of Chandigarh and neighboring areas garden culture and love for ornamental herbs and shrubs is fast growing. Chandigarh region is home to number of plant species with Medicinal importance. Areas like Shivalik Reserve Forests, Sukhna Catchment area, Rock Garden, Rose Garden, adjoining villages, are among the various places where different kinds of Medicinal plants and few to endangered species of the same can be found. The most fascinating feature of the City's landscaping is perhaps the Tree Plantation along avenues, open spaces, green belts and around building complexes. The total forest cover in Chandigarh is 32.42 sq. km., which forms 23.5% of the total area. The green spaces like Parks, Gardens, Green belts, Leisure valley and Road avenues etc. are in addition to the forest cover of 23.5 %. Thus the green cover in the city is more than 33 % with 26 types of flowering trees and 33 types of evergreen trees in Chandigarh. 20 year Perspective Tourism Master Plan for Chandigarh DEMOGRAPHIC INDICATORS Unit Year Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi Chandi All India Pradesh Kashmir Pardesh Pradesh garh Sq.Km. 1982 44212 55673 222236 443446 50362 342239 294411 1483 114 3287263 Share in India Percent 1982 1.34 1.69 6.76 13.49 1.53 10.41 8.96 0.05 0 100 Population Million 1991 16.46 5.17 7.72 66.18 20.28 44 139.11 9.42 0.64 846.3 Share in India Percent 1991 1.94 0.61 0.91 7.82 2.4 5.2 16.44 1.11 0.08 100 Population Density Per sq.km. 1991 372 93.0 76.0 149.0 403.0 129.0 473.0 6352.0 5632.0 274.0 Avg Annual Growth in Percent 1981-91 2.42 1.89 2.54 2.38 1.89 2.5 2.27 4.15 3.54 2.14 Population (1981-91) Population (Projection) Million 2001 20.1 6.8 10.1 81.2 23.8 54.5 174.3 14.4 0.8 1012.4 Urban Population (Projection) Million 2001 27.5 - - 26.9 31.9 25.4 22.7 - - 28.8 Sex Ratio Females/ 1991 865 976 923 931 882 910 879 827 790 927 1000males Urbanisation Ratio Percent 1991 24.6 8.7 25.5 23.2 29.5 23.0 19.8 90.0 89.7 27.0 Urban Density Per sq.km. 1991 5309 2114 3132 6054 4997 2238 4364 14313 8433 4092 Death Rate Per '000 1996 8.1 8 - 11.1 7.5 8.9 10.2 6.05 4.1 9 Live Birth Rate Per '000 1996 28.2 23 - 32.4 23.5 32.3 34 24.6 16.9 27.5 Work Participation Rate Percent 1991 31 42.83 NA 42.82 30.88 38.87 32.20 31.64 34.94 37.46 Male Percent 1991 48.51 50.64 NA 52.26 54.22 49.30 49.68 51.72 54.34 51.55 Female Percent 1911 10.76 34.81 NA 32.68 4.40 27.40 12.32 7.36 10.39 22.25 Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh MACRO ECONOMIC INDICATORS Unit Year Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi All India Pradesh Kashmir Pardesh Pradesh Net State Domestic Product (NSDP) at Factor Cost*: - At current prices Rs. Million 1998-89 383990 49310 58120 610187.8 342900 **586500 1527260 365040 8755940 - At 1980-81 prices Rs. Million 1997-98 75450 $14,190 #17540 147480 101420 @116480 273650 *75740 323820 - At 1993-94 prices Rs. Million 1998-99 254090 NA NA NA NA **379720 971390 251650 NA NSDP Growth 1980-81 prices Percent 1997-98 1.1 NA NA 3.1 2 @0.4 2.2 3.3 87.3 Gross State Domestric Product Rs. Million 1997-98 374270 65040 72930 708320 503580 678050 1299770 445100 NA Per Capita Income at 1993-94 Rs. 1998-99 13084 8864 6658 7350 15504 7694 5890 19091 9739 Prices* 2.00 Sectoral Shares: - Agriculture Percent 1997-98 39 27.6 43 41.4 44 **34.2 37 1 31 - Industry Percent 1997-98 21 32.3 8 26.3 15 **24.088 20 83 28 - Services Percent 1997-98 40 40.1 49 32.3 41 **41.72 43 16 41 Sectoral Growth Rates: - Agriculture Percent 1995-96 -6 9 4 -2 0 -6 2 -40 -1 - Forestry & Logging Percent 1995-96 7 10 5 -12 1 2 -25 - -1 - Fishing Percent 1995-96 16 10 14 15 8 -12 6 3 5 - Mining & Quarrying Percent 1995-96 1 14 10 5 16 -18 1 -58 7 - Manufacturing Percent 1995-96 9 13 3 11 10 6 4 13 14 Per Capita Consumption Rs. 1995 5127 4347 7080 3442 5750 4503 3852 NA NA Expenditure * Note: Owing 10 differences in source material used, figures for different States are not strictly comparable. $: 1995-96 #: 1996-97 @: 1998-99 **: 1999-2000 Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh MINIMUM MONTHLY WAGES OF WORKMEN Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi Pradesh Kashmir Pardesh Pradesh Chandigarh With effect from Jul-00 Jan-99 Mar-93 Mar-00 Nov.99 Feb-00 Jan-96 UNSKILLED 1914.86 1530 NA 825 1796.5 1560 1920 2419 1350 SEMI UNSKILLED A 1964.86 1695 NA 928 1941.55 928 2220 2585 1495 SEMI UNSKILLED B 1989.86 NA NA NA 1875.45 NA NA NA NA SKILLED A 2039.86 1950 NA 1032 2104.55 1032 2660 2843 1657 SKILLED B 2064.86 NA NA NA 1983.45 NA NA NA NA HIGHLY SKILLED 2114.86 NA NA NA NA NA NA NA NA EDUCATIONAL FACILITIES SCENARIO Recognised Educational Institutions in Northern Region (1998 - 99) State University Professional Colleges for High Middle / Sr.Basic Primary/Jr. * Education general Education School/Jr. School Basic College School HARYANA 5.00 45.00 169.00 3785.00 1788.00 10269.00 HIMACHAL PRADESH 3.00 6.00 557.00 1525.00 1189.00 7732.00 JAMMU & KASHMIR 3.00 12.00 38.00 1351.00 3104.00 10483.00 MADHYA PRADESH 17.00 70.00 413.00 8341.00 21108.00 86858.00 PUNJAB 5.00 64.00 193.00 3325.00 2527.00 12633.00 RAJASTHAN 10.00 70.00 267.00 5633.00 14807.00 35077.00 UTTAR PRADESH 28.00 174.00 676.00 8339.00 20675.00 94476.00 DELHI 11.00 24.00 64.00 1459.00 601.00 2676.00 CHANDIGARH 2.00 7.00 12.00 107.00 34.00 48.00 NORTHERN REGION 84.00 472.00 2389.00 33865.00 65833.00 260252.00 % TO ALL INDIA 35.44 22.17 31.88 30.12 34.62 41.52 INDIA 237.00 2129.00 7494.00 112438.00 190166.00 626737.00 * Includes Deemed Universities and Institutes off National Importance Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh WATER SUPPLY Items Unit Period 1990-91 1998-99 1999-2K 2000 - 01 1 2 3 4 5 6 No. of Water Works Nos. NA 5 5 5 (Cums.) No. of Metered Connection Nos. 74892 82184 84294 120000 No. of Un-metered Nos. 9360 23464 23656 20241 Connection WATER CONSUMPTION (A) Domestic Kiloliters 67933 5227262 5334897 5943761 (B) Commercial / Industrial Kiloliters 7992 1833205 1881295 4940444 Per Capita Consumption Kiloliters 97 70 67 95 20 year Perspective Tourism Master Plan for Chandigarh POWER Items Unit Period 1990-91 1998-99 1999-2K 2000 - 01 1 2 3 4 5 6 Electricity Consumed Lakh KWH 5240.80 8401.89 8491.04 8715.36 Per capita Consumption KWH 816 988 964 955 Agricultural Consumption Lakh KWH 12.71 25.58 26.59 23.02 Industrial Consumption Lakh KWH 2005.16 1792.34 1865.46 1916.35 20 year Perspective Tourism Master Plan for Chandigarh POPULATION DATA 2001 - CENSUS (P) Population Total Rural Urban Population as per 2001 Persons 900914 92118 808796 Census Males 508224 56837 451387 Females 392690 35281 357409 Decennial Population Growth Absolute 258899 25932 232967 1991 - 2001 %age +40.33 +39.18 +40.46 Density of Population Sex PerSq.Kms 7903 2658 10194 Ratio No.of females per 1000 773 621 792 Males Population of 0-6 years* (I) Absolute 109293 14007 95286 Persons Males 59238 7562 51676 Females 50055 6445 43610 (II) Percentage of Total 12.13 15.21 11.78 Population Persons Males 11.66 13.30 11.45 Females 12.75 18.27 12.20 Literacy : (I) Absolute 647208 59547 587661 Persons Males 384563 40178 344385 Females 262645 19369 243276 (II) Literacy Rate 81.76 76.23 82.36 Persons Males 85.65 81.54 86.16 Females 76.65 67.17 77.53 * 6 years means completed 6 years as on 01.03.2001 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Corporates Name of the Organisation State Amrit Banaspati Co. Ltd. Chandigarh Bank of Punjab Limited Chandigarh Bhushan Industires Limited Chandigarh Bhushan Steel & Strips Ltd Chandigarh Chandigarh Distillers & Bottlers Ltd. Chandigarh Chandigarh Industrial & Tourism Development Corporation Chandigarh Control & Switch Gear Company Ltd. Chandigarh Dhillon Kool Drinks & Beverages Chandigarh Golden Laminates Limited Chandigarh Gorz-Beckert Asia Ltd Chandigarh Guru Nanak Paper Mills Ltd. Chandigarh IPF - Vikram India Ltd. Chandigarh Indian Acrylics Limited Chandigarh Indo - Swift Limited Chandigarh Industrial Cables India Limited Chandigarh JC Coach Builders Limited Chandigarh Kamla Dials & Devices Ltd. Chandigarh Khandelia Oil & General Limited Chandigarh Metro Expoters Limited Chandigarh Modern Steel Limited Chandigarh Mohan Meaken Limited Mohangram (Chandigarh) Munak Chemicals Limited Chandigarh PCP International Ltd. Chandigarh Punjab Alkalies & Chemicals Ltd Chandigarh Punjab Chemicals & Pharmaceuticals Ltd Chandigarh Punjab State Civil Supplies Corpn. Ltd Chandigarh The Punjab State Co-oop Milk Producer's Federations Ltd Chandigarh Rana Polycot Limited Chandigarh Shivalik Agro Poly Product Limited Chandigarh Singhania & Co. Chandigarh Surya Medicare Limited Chandigarh Variendera Agro Chemicals Limited Chandigarh Winsome Textiles Industries Ltd Chandigarh POPULATION DATA 2001 - CENSUS (P) Population Total Rural Urban Population as per 2001 900914 92118 808796 Census Persons Males 508224 56837 451387 Females 392690 35281 357409 Decennial Population 258899 25932 232967 Growth 1991 - 2001 Absolute %age +40.33 +39.18 +40.46 Density of Population PerSq.Kms 7903 2658 10194 Sex Ratio No.of females 773 621 792 per 1000 Males Population of 0-6 years* (I) Absolute 109293 14007 95286 Persons Males 59238 7562 51676 Females 50055 6445 43610 (II) Percentage of 12.13 15.21 11.78 Total Population Persons Males 11.66 13.30 11.45 Females 12.75 18.27 12.20 Literacy : (I) Absolute 647208 59547 587661 Persons Males 384563 40178 344385 Females 262645 19369 243276 (II) Literacy Rate 81.76 76.23 82.36 Persons Males 85.65 81.54 86.16 Females 76.65 67.17 77.53 * 6 years means completed 6 years as on 01.03.2001 Name of the Organisation State Amrit Banaspati Co. Ltd. Chandigarh Bank of Punjab Limited Chandigarh Bhushan Industires Limited Chandigarh Bhushan Steel & Strips Ltd Chandigarh Chandigarh Distillers & Bottlers Ltd. Chandigarh Chandigarh Industrial & Tourism Development Corporation Chandigarh Control & Switch Gear Company Ltd. Chandigarh Dhillon Kool Drinks & Beverages Chandigarh Golden Laminates Limited Chandigarh Gorz-Beckert Asia Ltd Chandigarh Guru Nanak Paper Mills Ltd. Chandigarh IPF - Vikram India Ltd. Chandigarh Indian Acrylics Limited Chandigarh Indo - Swift Limited Chandigarh Industrial Cables India Limited Chandigarh JC Coach Builders Limited Chandigarh Kamla Dials & Devices Ltd. Chandigarh Khandelia Oil & General Limited Chandigarh Metro Expoters Limited Chandigarh Modern Steel Limited Chandigarh Mohan Meaken Limited Mohangram (Chandigarh) Munak Chemicals Limited Chandigarh PCP International Ltd. Chandigarh Punjab Alkalies & Chemicals Ltd Chandigarh Punjab Chemicals & Pharmaceuticals Ltd Chandigarh Punjab State Civil Supplies Corpn. Ltd Chandigarh The Punjab State Co-oop Milk Producer's Federations Ltd Chandigarh Rana Polycot Limited Chandigarh Shivalik Agro Poly Product Limited Chandigarh Singhania & Co. Chandigarh Surya Medicare Limited Chandigarh Variendera Agro Chemicals Limited Chandigarh Winsome Textiles Industries Ltd Chandigarh 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Tourism Policy Chandigarh Tourism has declared the following vision “ Tourism as a major industry in Chandigarh is to be developed by Providing leadership, organizational and strategic direction, Improving the quality of tourism products, Developing places of tourist interest, Providing necessary facilities for all categories of tourist and Marketing Chandigarh’s Tourism products internationally and domestically So as to provide employment and economic, environmental, social and cultural benefits to the citizens of the city beautiful – Chandigarh” In the new economic scenario, Chandigarh Tourism has recognized the need to involve the private sector in the development of tourism infrastructure in conjunction with the Government. The following activities are included in the ‘Tourism Industry’ Accommodation facilities Restaurants and fast food facilities Transportation facilities Tourist entertainment Souvenirs With this background, the objectives have developed as 1. Employment generation. Tourism generates both direct and indirect employment 2. Attract private investment 3. Preserve heritage and tradition. As Chandigarh is a new city, the traditions are related with gardens and festivals 4. Preserve the environment 20 year Perspective Tourism Master Plan for Chandigarh 5. Diversification of the Tourism product into adventure sports, entertainment, leisure etc. 6. To provide adequate publicity both domestic and international 7. Create accommodation facilities – renovate and upgrade existing facilities 8. Develop human resources for Hospitality and Tourism. The following strategic projects have been suggested to implement these objectives 1. Develop Chandigarh as a convention city – attract the MICE segment 2. Eco- tourism wildlife park around the Sukhna Bird sanctuary 3. Sound & Light show at the Rock Garden 4. Further development of Tourist amenities at Sukhna Lake 5. Amusement park 6. Translites and signeages for the convenience of tourists 7. Tourist information center to house other State Tourism offices as well as railways, airlines and trade associations 8. Promotion of Rail Tourism – in particular on the Kalka-Shimla line 9. Promotion of Kalagram as a showcase for the Northern States 10. Development of innovative tourism packages o Buddhist places o Pilgrimages - Hindu and Sikh o Holiday packages to Hill stations o Heritage packages o Adventure packages o NRI packages 11. Promotion of off-season tourism 12. Special Tourism packages for NRIs 13. Development of Chandigarh as a Film City 14. Integrate the police to safeguard the interests of tourists 15. Promotion of week end golf packages 20 year Perspective Tourism Master Plan for Chandigarh Another major initiative has been an attempt to integrate Tourism Development in the Northern States of Punjab, Haryana, Himachal Pradesh and Jammu & Kashmir via a ‘Tourism Advisory Board’. The Board would have the Tourism Secretaries of the participating states as members, the Chairmanship rotating between the States. The Board would also have prominent persons from the Tourism industry as members. The primary role is seen as Working out a strategy for integrated approach for promotion of tourism in the region Promotion of interstate Tourism via programmes such as Tourism Trade fairs & Exhibitions Setting up joint information centers Organising interstate package tours Collaboration on Tourism promotion schemes Joint participation in Traevl Industry Trade fairs Joint cultural festivals Linkages of websites Part of this initiative would be to declare a Special Tourism Area for a radius of 100 Km around Chandigarh with the prime objective of allowing the free movement of designated tourism vehicles. 20 year Perspective Tourism Master Plan for Chandigarh FAIRS & FESTIVALS Chandigarh citizens celebrate several festivals that are uniquely their own. The Festival of Gardens This is a three-day extravaganza organized in the last week of February; included on the national calendar of festivals. Initially called the Rose Festival it intended to encourage people to stroll through the Rose Garden and enjoy the sight of the blooms. Each year the festival grew: now it includes performances of music and dance, both classical and folk, flower shows, events for children, exhibitions by local artists, photographers and craftsman and a wide range of amusements. Since 1997 it is known as the Festival of Gardens. The city pulls out all the stops for this celebration, reminiscent of ancient India's Vasant Utsav in honor of spring. April Fools' Day (April 1) On this day poets from all over the country gather at Chandigarh to recite verses in a jocular vein. Even those who do not ordinarily enjoy poetry look forward to the Maha Moorkh Sammelan, or Conclave of Colossal Fools. No other city in India hosts such a gathering. Baisakhi Baisakhi is the first day of the new year in the traditional Vikrami calendar, it celebrates the wheat harvest, and it is one of the high points of the year for Sikhs as it is anniversary of the founding of Khalsa. As the capital of two basically agrarian states, Punjab and Haryana, this day sees festivities organized by both the state governments as well as the Administration of the UT, and of course many institutions in the city. 20 year Perspective Tourism Master Plan for Chandigarh The Mango festival This festival is held in June. Mango-growers from all over India are invited to enter their prize fruits in the various competitions. Visitors to the fair can see and taste all the traditional varieties of the fruit as well as the latest hybrids from the agricultural universities. It is also an occasion for agro-industries, and food industries processing mango into jams, pickles and canned fruit to display their wares. TEEJ Teej is a traditional holiday celebrated by women in the middle of the monsoon season-generally around the first week of August. The Rock Garden with its swings and pavilions is the festival venue and the day is basically a grand picnic with songs and dances, purchase of new bangles, painting the hands with mehndi. The Indo-Pak Mushaira This gathering in December brings together poets from India and Pakistan. The significance of this event is felt especially by the older generation whose memories go back to the years before the partition of India. For the younger generation it brings home the deep commonalties of language and culture that unite the people of two nations. The Chrysanthemum Show - in December turns the Terraces Flower Garden in the city's Sector 33 into a multi-coloured wall-to-wall carpet of chrysanthemums. Hundreds of varieties of the flower are on display and city gardeners vie for coveted honours in the competitions. The Plaza Carnival 20 year Perspective Tourism Master Plan for Chandigarh This Carnival is on every-Saturday-night is held on an open-air stage set up in Sector 17's central piazza. The weekly three-hour programme draws a large crowd and provides an opportunity for talented local singers, dancers, magicians, comedians, actors and acrobats to do their stuff. The Chandigarh Carnival This carnival is a three-day event celebrated in the second week of November shortly before or after Nehru's birth anniversary on November 14,otherwise known as Children's Day. The carnival opens with a colourful procession, which everyone is encouraged to join. The carnival is a time for students to show their talent (or simply have fun) and elders too participate in a number of competitions and exhibits. 20 year Perspective Tourism Master Plan for Chandigarh Roles of relevant bodies in Tourism The main bodies that generate and cater to leisure and business travel to the State are 1. CITCO – Chandigarh Industrial & Tourism Corporation 2. Urban Development and Town Planning Chandigarh Tourism. The Chandigarh Industrial & Tourism Development Corporation Limited (CITCO) was set up in 1974 for construction and allotment of industrial sheds and for supply of iron & steel to the industries in Chandigarh. Its original name was Chandigarh Small Industries and Development Corporation Limited (CSIDC). The Chandigarh Administration transferred Hotel Mountview and other cafeterias to the Corporation in 1982. It's name was first changed to Chandigarh Industrial & General Development Corporation Limited (CIGDC) and finally to Chandigarh Industrial & Tourism Development Corporation Limited (CITCO). In terms of Tourism responsibilities, Chandigarh Tourism plays both developmental and operational roles. Its prime areas of responsibility are 1. Promotion of Chandigarh and its attractions as destinations 2. Creation of tourism related infrastructure 3. Development of accommodation and restaurants 4. Activities pertaining to the preservation of art, culture, history and heritage of the State 5. Establishment of recreation and leisure facilities 6. Tourism related human resource development 7. Promotion of package tours 8. Information and signage 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Tourism is a profitable venture. A short overview of its performance over various activities is given below Unit Hotel Mountview 1997-98 Rs. - Lacs Sale Profit 824.55 215.71 1998-99 Rs. - Lacs Sale Profit 891.57 266.84 1999-00 Rs. - Lacs Sale Profit 1093.08 323.97 Hotel Shivalikview Hotel Parkview Chef Lakeview 677.08 127.68 111.28 145.49 9.98 16.04 651.46 121.22 117.20 81.74 -47.61 12.43 673.31 124.21 160.69 91.11 -4.60 39.98 Chef Bus Stand Rock Garden Canteen Canteens Tours & Travels 41.56 5.44 9.50 10.47 -14.55 -3.00 -18.59 -15.48 38.50 6.61 17.41 9.80 -10.07 0.14 -23.02 -15.24 36.89 1.24 16.88 7.96 -10.84 -0.54 -23.03 -13.54 20 year Perspective Tourism Master Plan for Chandigarh URBAN PLANNING The Department is headed by the Chief Architect who is the Ex-officio Secretary, Urban Planning. The Department consists of two wings. Architectural Wing Town planning Wing Architectural Wing This wing has five basic duties: • To design buildings for the Chandigarh Administration and work entrusted to it by various departments of the Central and State governments and autonomous bodies • To Co-ordinate with the various wings of the Engineering Department both in the planning and construction phases and to incorporate structural designs and other engineering services into the buildings. • Architectural supervision during the course of construction of works designed by the deptt. • To scrutinize building plans submitted to the Estate Office for approval of the Administration and to inspect commercial buildings for issuance of completion certificates by the Estate Office. The Chief Architect's jurisdiction encompasses the entire Union Territory. Town Planning Unit The Town Planning Unit consist of Senior Town Planner with supporting team of Divisional Town Planner, asstt, Town Planners and other draftsmen in different grades. The Senior Town Planner is responsible for implementing the Chandigarh Master Plan proposals. He prepares project reports dealing with different aspects of the development of the city and its surrounding area. He plans 20 year Perspective Tourism Master Plan for Chandigarh Industrial Development As this, along with Chandigarh Tourism, is part of CITCO, there is complete coordination within their roles and no overlaps. The Corporation was set-up in 1974 primarily for supplying raw-material to the small scale industries and for construction and allotment of industrial sheds. Some more activities were added subsequently. The details of the industrial activities in chronological order are as under: Year Activity 1974 Construction and allotment of industrial sheds. Supply of iron and steel to the SSI Units. 1978 Industrial Development and Facility Centre ( IDFC ). This Centre was setup with the assistance of Industries Department . 1979 Emporium as marketing outlet for the products of SSI units. 1992 Supply of Petroleum products- Agents for IPCL (Indian Petro Chemical Limited) 2000 Consignment Agency of Steel Authority of India Limited (SAIL) 20 year Perspective Tourism Master Plan for Chandigarh the Phase-II and II sectors and the left out pockets of Phase I and II with the aim of bring areas under intensive utilization. HE scrutinizes building plans and cases concerning construction in areas falling under the Periphery Control Act. He studies Urban trends, which will require plan revisions and plans for changing traffic and transportation needs. Rehabilitation and resettlement of squatters settlements and other rehabilitation housing projects come under his purview and he also outlines the statutory zoning plans in respect of land for commercial/residential/cultural/educational purposes. In accordance with the Estate Officer, the Senior Town Planner releases land for auction and sets plinth levels. He provides guidance to the Chandigarh Housing Board and prepares plan for the development schemes of Manimajra. He is involved in planning for the integrated development of the Chandigarh Inter-State Region. The Senior Town Plan's jurisdiction encompasses the entire area of the Union Territory of Chandigarh. 20 year Perspective Tourism Master Plan for Chandigarh Activities of contiguous states UTTAR PRADESH After the formation of separate hill state of Uttaranchal, UP doesn’t account for any breath taking topography as is associated with Uttranchal. Its most important physical feature is the River Ganges, which traverses the length of the state and accounts for some of the oldest cities/ regions of the world. Rivers are a significant physical feature and tourism resource. All important tourist destinations of UP have an attractive riverfront that can be developed. UP Government is concentrating on improving river-based experience by way of improving ghats, improving the experience at the ghats, encouraging water sports, river cruise, Better destination management at key tourism centers by way of urban decongestion, traffic management, ghats and river experience improvement and better accommodation facilities at Varanasi ,Allahabad and Agra. Product Innovation and better packaging of existing products a. The Bundelkhand area has a rich inventory of heritage properties. Lack of connectivity, infrastructure and communication facilities makes it difficult to create a tourism experience. Plans are to start a tourism train to provide connectivity, accommodation and basic infrastructure in a single product. It also provides a “theme” that is attractive and marketable. b. Agra as an International convention and events center. Plans to set up a international size convention facility. Agra has the advantage of instant international positive name recognition. It is well connected with Delhi gateway. Agra has numerous monuments besides Taj Mahal and numerous possible excursions extensions. Agra has ample accommodation in different ranges. 20 year Perspective Tourism Master Plan for Chandigarh UTTRANCHAL Tourism has been identified to have the potential to become the main stay of Uttranchal’s economy, and needs to be developed in planned and time bound manner. To achieve this objective the state has taken following steps The state has constituted a high-level Tourism Development Board, which will replace the existing tourism directorate. The role of the board will be a. Formation of a policy and strategy for development of tourism in Uttranchal b. Preparation of plans and guidelines for developing and strengthening tourism related infrastructure in the state c. Establish standards/norms for and forming policy guidelines for various tourism activities d. Strategy for mobilizing private sector participation and investments in the private sector. e. Single window Information and assistance center. Outsourcing Expertise The Uttranchal tourism board empanelled more than hundred experts/ agencies to seek services of specialists and consultancy agencies. The board identified seven projects and awarded the work to different agencies. These projects are master plans, which dovetail all developments and have a long-term perspective for sustainable tourism products. Destination Management The existing tourism centers need destination management plans to maintain and improve their effectiveness. Haridwar, Mussoorie, Nainital and Rishikesh being the key hubs through which pass the maximum number of tourists in the region would require immediate attention. 20 year Perspective Tourism Master Plan for Chandigarh Plans need to be made for better connectivity, city decongestion, improvements of accommodation etc. The master plan is being prepared for the Char Dham route, and same might be planned for other important destinations mentioned above. New Destinations New tourism destinations have been identified which will develop and marketed as spokes to hubs. These new destinations will also help in decongesting the hubs. Private Sector Participation The areas and opportunities have been identified for the private sector which are development of accommodation facilities for different categories of tourists, tourist resorts, specialized food restaurants, facilities for adventure sports, amusement parks etc. To make these investment opportunities attractive special incentives and concessions have been planned. 20 year Perspective Tourism Master Plan for Chandigarh RAJASTHAN Tourism is a significant contributor to the economy to Rajasthan economy. Rajasthan has adopted the mission approach for tourism sector to accord very high priority and ensure planned and time bound growth and development of tourism industry in the state to make it a truly “people’s industry” in Rajasthan. a. Rajasthan has estimated tourist accommodation of 19000 rooms in 772 hotels and as per assessment of the state tourism department, 20000 additional rooms will be required by year 2005.The state has decided to encourage more private investment. The state will encourage private investment in developing ancient buildings and heritage properties as tourist resorts; this will have dual advantage of preservation of heritage properties and additional accommodation. b. Traditionally Rajasthan has been depending on it heritage to attract tourists. Rajasthan Government is looking at ways and means of enhancing the tourist products. o The State has rich forest reserves and national parks like Sariska, Bharatpur- Ghana and Rathambore. Other areas, which have the potential for Wildlife, will be promoted. o Rajasthan has rich and varied heritage of handicrafts, handlooms and other products, which are appreciated by and purchased by tourists visiting the State. Efforts will be made to improve direct access of tourists to artisans. RTDC will develop shopping arcades in their existing properties and provide space to artisans to display and market their products. Efforts will be made to set up Shilpgrams and a Handicrafts Museum. o Experience has shown that Fairs and festivals have great tourist appeal and promotional value. Some of the fairs and festivals have become internationally popular like the Pushkar and Dessert Festival, 20 year Perspective Tourism Master Plan for Chandigarh Jaisalmer. The Government proposes to consolidate the facilities at such places to make these fairs and festivals more attractive. c. Destination Management o In view of possible exploitation of tourists, Government of may enact a suitable legislation for regulating tourism trade. o The Department of tourism will be empowered to license and inspect such establishments as are engaged in providing services of to tourists. Since there is an existing procedure for classification of Hotels, such establishments will not be brought under the purview of the legislation to avoid duplication of regulatory procedures. o Complaints received through tourists may be readdressed through Tourist Assistance Force. o Care will be taken to avoid unrestricted entry of tourists beyond the carrying capacity of National Parks and Sanctuaries. DELHI Delhi has a rich inventory of heritage properties. Delhi is one of the two major gateways to the country. Delhi has done very little to promote tourism in the state. This tourist has to come to Delhi for visiting all the popular tourist destinations in North India. Delhi is planning to set up 6/8 more Delhi Hatt type of facilities in different parts of Delhi. Efforts are being made to rejuvenate Tuglakabad Fort area. PUNJAB Punjab has done very limited to promote tourism in the state. It has limited heritage assets and the same have been neglected. The Golden Temple or Darbar Sahib is the most frequented pilgrimage center of the state. The Patiala Fort houses the National Sports Academy.Lately the Sheesh Mahal has been used as a backdrop to organize music concerts and contests and the area around the property has been improved. 20 year Perspective Tourism Master Plan for Chandigarh CHANDIGARH HOTELS HOTEL SECTOR AMAR 22 A ALANKAR 22 A AROMA 22 C CHANDIGARH 22 C CLASSIC 35 C DIVYADEEP 22 B G.K. INTERNATIONAL 35 C HERITAGE 35 C HIMANI'S 35 C JASMINE 35 C JAMES PLAZA 17 JULLUNDHAR 22 B KAPIL 35 B KC RESIDENCY 35 D KWALITY RESIDENCY 22 A Le CROWN 35 B MAYA PALACE 35 B METRO 35 35 C MONARCH 35 B MOUNTVIEW 10 B PANKAJ 22 A PARK INN 35 PICCADILY 22 B REGENCY 35 B RIKHI 35 B SAMRAT 22 D SHIVALIK VIEW 17 D SOUTHEND 35 C SUNBEAM 22 B CHANDIGARH YATRI 24 B NIWAS PRESIDENT 26 C SOLITAIRE NAC Shivalik Enclave PANCHKULA HOTELS North Park Panchkula - Shimla Road Prabhat Inn *** Panchkula - Shimla Road Oscar Regency Panchkula - Shimla Road Vikrant Panchkula - Shimla Road ZIRAKPUR HOTELS Mark Royal (10 Kms from Panchkula) Bristol (10 Kms from Panchkula) Shagun (10 Kms from Panchkula) Grow Green (10 Kms from Panchkula) NO OF ROOMS 16 12 30 16 14 14 28 14 17 14 N/A 16 13 26 14 16 26 16 14 156 14 26 48 25 16 16 13 57 20 26 30 20 12 50 30+ Info. Not avail. 12 (approx) 20 year Perspective Tourism Master Plan for Chandigarh State Luxury tax on room Qualifying rate -Rs Actual/ Published Sales tax on Food Sales Tax on softbeverages Sales tax on Liquor Annual Bar licence -Rslakhs Excise onconsumption- BeerRs Excise onconsumption-liquorRs Electricity / unit Elcetricity demandMonthperKVA/ 10 for Andhra Pradesh 5% 300 pub 8% 8% 8% hotel nil nil 4.61 108 Assam 20% all pub 7% nil nil 0.5 1.95+75% 3.75+75% 3.70+ 5% 70 Arunachal nil nil nil nil nil nil 0.5 nil nil 2.15 Bihar 7% 151 act 6+1% 11+1% 25+2% 3 1 6.75 2.92 125 Delhi 10% 500 act 8% 10% 20% 4.5 to 7.5 5.25 to 7.0 Goa 15% 500 pub 15% 20% on foreign 0.6 2.90 to 3.30 110 Gujarat 20% 500 act 12% 0.2 3.5 +45% Haryana nil nil NA 10% 20% 20% 5.75 4.02 Himachal Pradesh 10% 150 pub 8% 33% on out of state 0.7 2.8 Jammu & Kashmir 2% 8% 32% 1 3.18 Karnataka 15% 1,000 pub 10% 10% Indian 10% Foreign 60% 2.08 6.2 Kerala 15% 500 act 9% Local 5% imported 13 2 100% Madhya Pradesh 10% all act 9% 10% nil 2 3.63 122 Maharashtra 10% 1,200 act 20% 20% 20% 1.18 to 3.71 2.64 Orissa nil nil nil 8% Indian nil imported 20% 1.5 3.45 Punjab nil nil nil 9% nil nil 1.2 7.95 88 3.39 120 Indian nil imported Rajasthan 8% 1,200 act 14% 50.6% 1.5 to 6.0 11 31 3.72 20 year Perspective Tourism Master Plan for Chandigarh State Luxury tax on room Qualifying rate -Rs Actual/ Published Sales tax on Food beverages Sales Tax on soft Sales tax on Liquor - Rs lakhs Annual Bar licence Beer - on Rs consumption Excise liquor - on Rs consumption Excise Electricity / unit per KVA/ Month Elcetricity demand Sikkim nil nil nil 8% nil nil 0.06 2.5 Tamil Nadu 20% all Pub 8% 2.2 4 Uttaranchal 5% Uttar Pradesh 5% 1,000 act 8% out of state 32.6% 8 per hotel 8 48 4.13 West Bengal 10% a/c act 17% imported 30% daily 1 to 25 30 to 175 4.88 Chandigarh nil Source : FHRAI 20 year Perspective Tourism Master Plan for Chandigarh Transport taxes Token tax/ qtr Tax perseat/km Tax per day Tax per month Tax per week Total permonth All IndiaTouristPermitpermonth Delhi 35 seat coach 1675 560 1600 Ambassador 850 285 Esteem 1300 433 Haryana 35 seat coach a/c 8.53 4000 35 seat coach non a/c 8.31 Ambassador/ Esteem 875 291 Qualis- 9 seats 3175 1058 Punjab 35 seat coach 3175 nil Ambassador/ Esteem 800 267 Qualis- 9 seats 1000 333 UP & Uttaranchal 35 seat coach 14500 485 4835 Ambassador/ Esteem 730 243 Qualis- 9 seats 4350 1450 Gujarat 35 seat coach 9000 36000 Rajasthan 35 seat coach 20610 20610 2025 Ambassador 1000 1000 Qualis- 9 seats 3400 3400 Himachal Pradesh 35 seat coach 12000 4000 4000 Ambassador/ Esteem 386 130 Qualis- 9 seats 3250 1085 Madhya Pradesh 35 seater coach 3400 21600 Qualis/ Ambasador 210 Source : All India Transporters Association/ PHD Chamber of Commerce Employment in Hotels & restaurants Own Account Ent Establishments Total Number Employed Number Employed Number Employed Andhra Pradesh 69979 131,082 26504 134,009 96483 265,091 Arunachal 446 823 1029 4,740 1475 5,563 Assam 12005 18,186 14713 56,020 26718 74,206 Bihar 39822 62,201 21599 81,870 61421 144,071 Delhi 10917 14,822 10642 65,402 21559 80,224 Goa 1740 2,578 1189 9,331 2929 11,909 Gujarat 14759 22,622 12945 66,042 27704 88,664 Haryana 11971 15,360 5426 18,682 17397 34,342 Himachal Pradesh 7931 9,937 3214 11,651 11145 21,585 Jammu & Kashmir Karnataka 60093 103,972 34429 160,522 94522 264,494 Kerala 71472 101,290 27483 103,657 98955 204,947 Madhya Pradesh 39248 57,836 24412 96,007 63660 153,843 Maharashtra 47828 73,828 52237 312,763 100065 386,591 Manipur 2174 4,400 794 3,169 2968 7,569 Meghalaya 2222 4,430 3100 11,767 5322 16,197 Mizoram 1010 1,635 619 1,706 1629 3,341 Nagaland 589 1,301 949 4,179 1538 5,480 Orissa 34811 60,779 18007 68,292 52818 129,071 Punjab 10006 13,503 6694 23,984 16700 37,487 Rajasthan 29426 38,606 14820 50,224 44246 88,830 Sikkim 261 593 398 1,809 659 2,402 Tamil Nadu 85563 139,566 36637 167,673 122200 307,239 Uttar Pradesh 73911 103,649 28760 102,230 102671 205,879 West Bengal 68179 92,019 26508 115,903 94687 207,922 Andaman & Nicobar Chandigarh Daman & Diu Dadra & Nagar Haveli Lakshwadeep Pondicherry Source : department of Tourism Transport taxes Token tax/qtr Tax perseat/km Tax per day Tax permonth Tax per week Total permonth All IndiaTouristPermitpermonth Delhi 35 seat coach 1675 560 1600 Ambassador 850 285 Esteem 1300 433 Haryana 35 seat coach a/c 8.53 4000 35 seat coach non a/c 8.31 Ambassador/ Esteem 875 291 Qualis- 9 seats 3175 1058 Punjab 35 seat coach 3175 nil Ambassador/ Esteem 800 267 Qualis- 9 seats 1000 333 UP & Uttaranchal 35 seat coach 14500 485 4835 Ambassador/ Esteem 730 243 Qualis- 9 seats 4350 1450 Gujarat 35 seat coach 9000 36000 Rajasthan 35 seat coach 20610 20610 2025 Ambassador 1000 1000 Qualis- 9 seats 3400 3400 Himachal Pradesh 35 seat coach 12000 4000 4000 Ambassador/ Esteem 386 130 Qualis- 9 seats 3250 1085 Madhya Pradesh 35 seater coach 3400 21600 Qualis/ Ambasador 210 Source : All India Transporters Association/ PHD Chamber of Commerce 20 year Perspective Tourism Master Plan for Chandigarh Approach to Assessment of Attractions Successful tourism products are those developed to meet the demands of existing and potential markets. These market segments have also been analysed. While analyzing the attractions of Chandigarh, we kept in mind both Chandigarh Tourism Policy and the National Tourism Policy. The approach has been 1. Identification of market segments 2. Listing of all attractions in Chandigarh 3. Mapping the relationship between Chandigarh Tourism and National Tourism Policies 4. Study of “Best Practice” in other City States 5. From the above, a shortlisting of projects. 1 Fitness Trail High Court The Open Hand/ Dove – symbol of Chandigarh Rock Garden scuplture Marketing State Tourism Three case studies are attached – Kerala, Rajasthan and Uttaranchal – representing “Best Practice” in the Indian context. Recently, Maharashtra has been very active in promotion. Some pertinent observations are 1. Get the basics in place. In other words set the right conditions for enhancing infrastructure for tourism. Some specific actions taken a. Common approach by all Govt.Departments. Rajasthan’s Rajiv Gandhi Mission and Uttaranchal’s Tourism Development Board ensure that various Govt.Depts and private sector are involved in Tourism plans b. Giving Tourism Industry status. Kerala did this in 1986, Rajasthan in 1989 c. Outsource expertise. Uttaranchal and Rajasthan both utilize professionals for surveys and feasibility studies d. Involve Private sector. Kerala Tourism formed JVs with two major hotel chains to attract investments. It has further set up a Tourism Investment Agency. Rajasthan offered further assistance to develop Heritage hotels. Uttaranchal has earmarked accommodation, restaurants, adventure sports, amusement parks for private development. e. Develop Human resources. Rajasthan and Uttaranchal are encouraging private sector to set up Hotel management and Food craft institutes. There is emphasis on guide training and certification. Uttaranchal plans specialist training facilities for adventure sports. Kerala set up an Institute of Tourism & Travel Studies in 1988 in addition to the IHMCT in Kovalam. f. Emphasis on civic infrastructure. Identified by Uttaranchal as a key area. 2. Enhance the Tourism product. Apart from traditional reasons for visits a. Kerala – Ayurveda and Traditional festivals like Boat races, Elephant March, Nishagandhi Dance festival. Also developing a new Hill Station b. Rajasthan – Direct access to Handicrafts and Handloom artisans, Fairs and festivals, Wildlife. c. Uttaranchal – Adventure sports 3. Concentrate on a few destinations/ activities a. Kerala – Ayurveda, Calicut-Kasargod, Quilon-Alleppey b. Uttaranchal – four hubs of Haridwar, Mussoorie, Nainital and Rishikesh. Adventure sports c. Goa – holidays d. Rajasthan - Heritage 4. Manage Destinations. Involve host population – Rajasthan positions this as a ‘peoples industry’, better connectivity, city decongestion, Safety & Security of tourists – Kerala thinking of an insurance scheme, restricting entry into sensitive areas like National Parks, Registration of establishments catering to tourist needs 5. Product Positioning. Each State needs to develop a USP. a. Kerala – God’s own Country b. Uttaranchal – Every season is the reason c. Goa – 365 days on holiday 6. Promotion to target markets. a. Market segmentation – Relevant market segments, both domestic and international, should be identified geographically and by reason for visit. Eg. Kerala also targets NRIs b. Distribution – Ability to reserve hotels/ tours in source markets c. Sales - Participation in domestic and International trade fairs, familiarization trips for identified agents, sales offices in key markets d. Communications - Focused advertising in trade and travel related media, PR, Interactive websites, e-mail magazines, sweepstake prizes for high profile contests, familiarization trips for identified journalists i. Kerala has hired an agency in the US e. Database maintenance f. Marketing alliances – on-line airlines/ transporters, neighbouring States, destination co-op marketing. How other City States/ small countries position themselves Chandigarh is similar in situation to the city states and small countries around the world. The chart below attempts to analyse some of the more successful city states in terms of their drawing power City State Attractions Singapore Trading - Was a trading post to the Far East – Now a Financial hub – Connectivity to the world Manmade attractions – Jurong Bird Park, Night Safari, Sentosa Island & ropeway, Acquarium – Shopping, night markets – Golf Hongkong – now part of Trading China, but mainly unchanged Shopping Sports – Horse racing, rugby Macau Gambling – Casino/ Jai Alai Formula 1 races Monaco Gambling Casino & entertainment Formula 1 races Dubai Trading – similar to Singapore Shopping Sports – horse racing, power boats, golf, tennis, cricket Events Mauritius/ Bahamas/ Bermuda Beaches Off-shore companies Sun City, South Africa Casino, Golf,water sports, events Very few City States have the benefit of historical attractions such as at the Vatican. Some like Bahamas, Bermuda and Mauritius have the natural attractions of beaches. Most, however, have had to depend on manmade attractions. It is obvious that those city states that have had a history of trading, have managed to develop themselves as World Financial Centers. As part of this development, they have installed infrastructure for communications, in particular, very broadband channels for Internet. Another off shoot of this development is the growth in media. Dubai, in fact, is building a media city. However, the one striking feature in all these cases is the emphasis on world class standard Recreation and Leisure facilities. While facilities have been created for visitors, they are also used by the residents. – Gambling is a major attraction in Macau, Monaco and Sun City. – Horse racing is big in Hongkong and Dubai. – Sporting events attract people to Singapore, Hongkong, Dubai, Monaco and Sun City. – Entertainment Events are held in Sun City, Dubai, Hongkong, Singapore, Bahamas, Bermuda, Seychelles etc We believe that Chandigarh does have the potential to become a successful city state based on its own draw. It is interesting to note that city States like Dubai, Singapore, Bahamas, Bermuda, Mauritius etc do not rely on their immediate neighbours. Market segments for Chandigarh Tourism Market Segment Potential demand Potential Solutions Residents of Chandigarh Recreation and Leisure appear to be the main 1. Multiplex cinema halls demands. However, Chandigarh residents tend to 2. Amusement Park finish their working days relatively early and night 3. Night food bazaar cum entertainment entertainment demand is limited. 4. Horse Racing Neighbouring States Delhi 1. Transit traffic, specially families with small 1. Delhi - Transit Stopover traffic to Shimla or children on their way to Kulu/ Manali. These start 2. Haryana Kulu/ Manali later in the day from Delhi and the children get 3. Punjab - Short breaks restless after 4 to 5 hours. A good reason to stop 4. Himachal Pradesh Haryana would be an Amusement park. - Recreation & Leisure 2. Recreation & leisure. See comments above. None - Shopping of the contiguous states has developed good R&L - Business facilities except possibly the Gurgaon and - Meetings & Conferences Faridabad districts bordering Delhi. Punjab 3. Shopping. While Jalandhar and Ludhiana have now - Recreation & Leisure got good shopping facilities, they are still behind - Shopping the range offered by Sector 17. If this is combined - Business with R&L, it makes a powerful attraction. - Meetings & conferences 4. Business. This is normally connected with Himachal Pradesh Government. - Recreation & Leisure 5. Meetings and conferences. Chandigarh being the - Shopping State Capital of Haryana and the Punjab as well as - Medical the Northern Region HQ for several trade bodies, can satisfy this need 6. Medical. Medical facilities at the PGI are excellent. The new Fortis Hospital in Mohalli can also contribute to Chandigarh room occupancies Market Segment Potential demand Potential Solutions The Rest of India Apart from transit to HP, and a very small market No strong offer to attract this segment interested in architecture, the tourism demands from the rest of India are not met by Chandigarh NRIs – Also those of Chandigarh is the Gateway to the Punjab NRI’s could be encouraged to expose their children, many Punjab origin NRI Marriages of whom are negative to India, to the modern city beautiful - Chandigarh Other Foreign No real demand State Tourism Policy > Improving the Developing vs. National Tourism quality of places of Policy tourism tourist vvvv products interest Place Tourism on the Concurrent list Effective linkages and close coordination between Departments Safety & Security of Accreditisation Tourists of Shops, transporters Tourism Accounting System Computerisation Concentrate on one major project as State USP World Heritage sites as opportunity to expand cultural Tourism Themed Cultural Sound & Light Attractions at Rock Garden Providing necessary facilities for tourists Effective signages Have police posts at Tourism Information centres Provide a central reservation facility. Provide linkage between Rock Garden and Sukhna Lake and planned amusement park Other Chandigarh has already declared Tourism as an industry in 1994. However, incentives and concessions need to be reviewed Constitute a State Tourism Board/ Tourism Advisory Council Initiate a system for tracking tourism spends Secretariat & High Court complex?? Develop a documentary on the planning and development of Chandigarh State Tourism Policy Improving the Developing Providing Other > quality of places of necessary vs. National Tourism tourism tourist facilities for Policy products interest tourists vvvv Capitalise on Run regular Food traditional cuisines Festivals featuring foods from other States. Actively promote village tourism Exploit the potential of Sukhna Bird Create wildlife sanctuaries sanctuary awareness of the fauna Develop Adventure Improve the Development tourism with safety tourist amenities of the Sports standards at Sukhna lake. center at Kishangarh Recreation & leisure Develop a Dinner Develop an Multiplex Explore the are a vital component cruise on Sukhna amusement possibility of a of the local & regional Lake park. Race Track. This domestic tourism will help week market end occupancies in the hotels MICE to be developed Develop a for tourism, trade and convention commerce centre Develop Eco-tourism Create Develop the through grassroots, environmental Botanical community based consciousness garden movement through gardens Capitalise on the growing awareness of India’s holistic healing traditions Development of Incorporate shopping centers for traditional arts traditional crafts and and crafts with information on them Kalagram State Tourism Policy Improving the Developing Providing Other > quality of places of necessary vs. National Tourism tourism tourist facilities for Policy products interest tourists vvvv Promote the events, The quality of the A daily night fairs and festivals both Saturday Sector market can be locally and in the main 17 entertainment developed markets needs to be reviewed Provide the Convention infrastructure for center Business travel The following projects have been shortlisted Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Visitor generating projects 6. Promoting traditional cuisine 7. Horse Race track 8. Amusement Park 9. Linking the sightseeing 10. Conference center to attract business travelers 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism 13. Attracting the Private Sector Project 1 Effective linkages and close coordination between Departments There is a need to set up a system in Chandigarh to coordinate with other departments whose work has a bearing on Tourism. 1) Currently the following Government agencies have a direct impact on tourism products a) CITCO. Here, both Industrial development and Tourism come under the same department. b) Town Planning c) PWD (B&R) d) PHD for water, sewage & sanitation e) Police 2) Private bodies that are directly involved in tourism are the local chapters of a) FHRAI/ HAI b) TAAI/ IATO c) Transporters association 3) Indirect involvement by private sector corporations for business travel requirements and their related associations i) FICCI/ ASSOCHAM/ PHDCC etc. ii) Informed and committed individuals with current or potential interest in the State 4) Some Central Government agencies are also involved. These are a) NHAI b) Indian railways Two related approaches have been used by other Indian States Rajasthan has used a ‘mission’ approach whereby they have set up the Rajiv Gandhi Tourism Mission. This has the commitment from all State Ministries of giving tourism priority treatment. Uttaranchal is the first State to constitute a ‘Tourism Advisory Board’ with participation of both the Government and private sector The roles in planning and identification of projects, problems and solutions are similar. They vary in that the ‘Tourism Advisory Board’ is a body constituted under an Act with broad powers. The ‘Mission Approach’ is not a legal body and is probably easier to implement in states where tourism is not a major industry. Rajasthan - The Mission Approach This is exemplified by Rajasthan’s Rajiv Gandhi Mission on Tourism Development. While not a legal entity, the mission has A nodal agency in the Dept of Tourism, Art and Culture Collaborating agencies o RTDC o Dept of Urban Development o Dept of Archaeology & Museums o PWD o General Administration & Civil Aviation o Forest & Environment o Industries Dept o Devasthan Dept o West Zone Cultural Centre o Khadi & Village Industry Board o Archaeological Survey of India The Mission is structured with a Chairman – Chief Minister Empowered committee chaired by the Chief Secretary Mission Director – Secretary Tourism, Art & Culture District level Sub-Mission – Chairman is District Collector Site/ Local – mini mission A Mission Statement has been defined. Ten Mission objectives have been identifies and a 12 point strategy developed to implement the objectives. The mission statement seeks “To make Tourism the peoples industry”. The objectives and strategy were developed with the help of task forces that surfaced problems and solutions on a variety of subjects including Policy needs. 10 Milestones have been defined and for each milestone specific activity and deadlines detailed. The mission Director coordinates with other departments as well as professionals. The Directorate has the following Advisors Advisor Heritage Advisor Handicrafts Advisor Economist Advisor Media & Marketing Advisor Human Resource Development Advisor Research & Development Advisor Ecology/ Sociology As well as consultants from the private sector 1. Uttaranchal - Constitution of a Tourism Development Board A high level Tourism Development Board has replaced the Tourism Directorate. The responsibilities of this board are a. Formulation and Strategy for development of tourism in Uttranchal b. Preparation of plans and guidelines for developing and strengthening tourism related infrastructure in the state. c. Preparation of plans for various tourist segments and activities, identification and development of projects and ensuring their timely implementation. d. Establishment of standard / norms and framing of policy guidelines for various tourism activities. e. Formulation of a strategy for mobilizing private sector participation and investment in the tourism sector. f. A single window solution to all tourism related information, sanction for projects, escort services for obtaining clearances and approvals from other departments. 2. Identifying Key Projects - Based on the present tourist interest and the future potential in each destination. 3. Outsourcing Expertise - The tourism board empanelled more than hundred experts/ agencies to seek services of specialists and consultancy agencies. 4. Destination Management - The existing tourism centers need destination management plans to maintain and improve their effectiveness. Plans to be made for better connectivity, city decongestion, improvements of accommodation etc. 5. New Destinations - New tourism destinations have been identified which will developed and marketed as spokes to hubs to help in decongesting the hubs. 6. Private Sector Participation - The areas of accommodation facilities, tourist resorts, specialized food restaurants, facilities for adventure sports, amusement parks etc. Special incentives and concessions have been planned. 7. Human Resource Development - Plans to upgrade existing institutes and set up new institutes for diploma and degree training programmes. a) Specialist training for activities like adventure sports etc. b) Self-employment opportunities for local residents to encourage maximum participation of the host community. 8. Infrastructure Development Establishment of world class infrastructure facilities will be the highest priority of Uttranchal government. In order to do this, special efforts are being made to mobilize institutional resources and private sector investment and participation. Recommendation We recommend that Chandigarh start with a mission approach. This would require the backing of the Governor and the Chief Secretary to make it successful. The mission approach provides the coordination required and gives tourism a better profile with other departments. Project 2 Tourism Accounting System Tourism will not get the attention it deserves unless the positive impacts can be demonstrated. Several measures of the changes in economic activity can be generated. The most common are Changes in Sales or spending - The spending of visitors within the local area becomes sales or receipts for local businesses Changes in regional incomes - This is the sum of wages & salaries accruing to workers in these businesses and owners income and profits Changes in employment - Number of jobs supported by the given level of Sales. What is required to be measured for an impact analysis is the changes that occur with the introduction or closing down of facilities. In simple terms, the economic impact is Economic impact= change in # of visitors * average spend/visitor* Multiplier A visitor is defined by someone who lives outside the region so only ‘new’ spendings are measured. The overall impact is normally arrived at by c) Measuring distinct visitor segments eg. Day trips, transit, stayover, business travel, Government expenditure on tourism related activities including museums, cultural activities, recreational parks etc. d) Measuring spending in distinct categories – lodging, restaurants, meals, petrol etc. e) Allocating spending to receiving sectors and applying ratios and multipliers The first two measure primary effects. Secondary effects are of two types a) Indirect effects are changes in spending, income and jobs within the region in sectors that supply goods and services to the tourism sector. This requires an input-output matrix. b) Induced effects are the increased spends by residents from the incomes earned in tourism and the supporting sectors. Multipliers are required to capture the secondary effects and are generally sxpressed as a ratio to direct effects. These can be sales, income and employment multipliers. The World Bank has estimated that for every Rs 10 lakhs invested in India, the following number of direct jobs are created In Tourism projects 47.5 jobs In Hotels and restaurants 89.0 jobs In agriculture 44.7 jobs In Manufacturing 12.7 jobs Tata Consultancy Service has also estimated that for every direct job created in tourism, 4.62 indirect jobs are created in ancillary areas. The World Travel & Tourism Council uses a ‘Direct Revenue Multiplier’ in tourism of 2.07. While the intention of the Ministry of Tourism is to get a better understanding of the positive effects of tourism, at this stage the mechanism is not in place to collect the details in all sectors. Recommendation We suggest that Chandigarh Tourism puts in place a mechanism to collect data on direct effects. This may initially be in the form of annual surveys extrapolated to cover the State and calculated using the multipliers above. This will give Chandigarh Tourism the hard data required to substantiate the benefits of Tourism. Project 3 SAFETY & SECURITY SPECIAL TOURISM POLICE The National Tourism policy states that “There is a need for the creation of a special tourism police force for deployment at major tourist destinations. This will provide travelers security through a spirit of courtesy and hospitality.” While the creation of a special force at State level may not be feasible, the spirit of providing a sense of security to travelers is an important aspect. At the very least, all Tourist information centers – see note on the concept – should have a police outpost which can deal with crimes against tourists. The awareness of these police outposts should be widely created with hotels, restaurants and shopping centers in the relevant districts. There is no cost involved in this activity PROJECT 4. ACCREDITISATION OF SHOPS AND TRANSPORT AGENCIES Two other areas where most tourists feel insecure in the sense of being cheated are Tourist shops and transportation. It is suggested that Chandigarh Tourism institute a system of accrediting these establishments. For shops, the requirements are simple All items will be price tagged All sales will be subject to return in undamaged condition Shops will carry the accreditisation plaque/ sticker with the number of the monitoring agency For transport, again requirements can be kept simple Taxis/ rickshaws will be metered or carry a tariff sheet No fare will be refused if the taxi/ rickshaw is at a stand Participating transport will carry a plaque/ sticker with the number of the monitoring agency Participating transport drivers may be asked to wear a uniform In both cases, complaints will be taken up with the offending shop/ vehicle owner. A repeat complaint will bar the shop/ vehicle from carrying the plaque/ sticker. Recommendation We recommend that Chandigarh Tourism issue a tourist-cum-shopping guide – preferably in the form of a Chandigarh map - listing accredited shops and transporters. Maps should be given free at hotels, Sukhna Lake, Rock Garden and Sector 17 market. The cost of the guide can be recovered by advertising and sale of guides. PROJECT 6 PROMOTING TRADITIONAL CUISINES Indian cuisine is not just a trend internationally – no longer represented by just Tandoori Chicken – but within the country there is a growing interest in regional cuisine. Kerala vegetarian and non-vegetarian restaurants are thriving. Gujarati, Konkan, Chettinad and Punjabi outlets are being well patronized in the metros. In the past, extremely successful food festivals have been held at Kala Gram. Kalagram is an ideal venue between Chandigarh and Panchkula. It is suggested that State Tourism departments be contacted to conduct food festivals on an ongoing basis. Some arrangement will need to be worked out with the North Region Cultural Centre, but as this is a win-win situation for both parties – and the general public, this should be possible. Kalagram may require additional parking facilities. The neighbouring States of Himachal, Punjab, Uttar Pradesh, Uttaranchal, Haryana, Rajasthan, Jammu & Kashmir and Delhi can all be approached to hold festivals in Chandigarh. Chandigarh Tourism is also looking at promoting outbound traffic to adjoining States, and they may wish to use this platform more often. If the months of May to July are excluded, it should be possible to organize a festival every month, thereby giving Chandigarh residents and visitors an additional area of recreation and leisure. The festivals should be accompanied with performing arts and display the State handicrafts. Recommendation We recommend food festivals of various states be held at Kala Gram on an ongoing basis. This activity does not require much additional infrastructure and is in fact a revenue generating activity. Visitor numbers Past food festivals at Kalagram have generated 4-5000 visitors per festival over a 3-4 day festival period. If festivals are held monthly at a fixed period, say second weekend of the month or the full moon nights, the numbers can be sustained. 9 festivals x 5,000 visitors per festival = 45,000 visitors Revenues Revenues to Chandigarh Tourism/ Kalagram will be generated by entrance tickets and stall rentals. Stall owners – handicrafts/ F&B – will have direct sales revenues. Assume expenditure @ Rs 50 per visitor for handicrafts/ F&B/ parking 9 Food & Cultural Festivals/ annum Entrance fees = Rs 10 x 45,000 Stall rentals @ Rs5000 x 9 festival x 15 stalls Revenues to stall owners 45,000 x Rs 50 Costs = Rs 4.5 lakhs = Rs 6.75 lakhs = Rs 22.5 lakhs Venue costs are minimal as infrastructure exists. There will be promotional costs Project 12 Wildlife Tourism The Government of India, Department of Tourism has identified the development of wildlife sanctuaries as a priority item. Specific suggestions are to improve the quality of tourist facilities including Visitor information/ interpretation centers. Chandigarh has the Sukhna Bird sanctuary. As a reserved forest, people are not allowed without permission. This area should not be developed further. However, Chandigarh also has a wealth of flora. While the gardens attempt to highlight this, it is not generally known that there are over 1000 variety of trees in Chandigarh. Recommendation We do not recommend any additional expenditure other than that normally budgeted for this activity. Project 12 A Adventure Tourism Chandigarh has limited scope for adventure tourism. Apart from promoting serious boating – rowing, sculls, sailing, regattas - in Sukhna Lake, the area is not conducive to pursuing adventure tourism. Recommendation We do not recommend any additional expenditure on this activity other than that normally budgeted. Upgrading the facilities for the above can be taken up by the private sector. Project 5 Concept for Cultural / Tourism Information Centres These should be part of the City ‘Recreation and Leisure’ complex, and are envisioned as centers to showcase the State – a cross between Dilli Haat and National Crafts Museum. At the very least they should have 1. Tourist office with all information on the State 2. Central reservation capabilities for hotel and tour packages. a. These can be manned/ funded by the State Hotel Association & State Travel agent associations b. Space can also be rented to airlines, railways and travel trade associations. 3. A permanent live exhibition of the State’s traditional lifestyle, arts and crafts. This can be modeled on the National Crafts Museum. a. Artisans sell their goods directly and/ or through a central shop. The center provides a platform for the artisan on a revenue share or straight lease. b. State produce can also be sold e.g Basmati rice 4. A permanent restaurant featuring the State cuisine. a. This should be leased with stipulations on the menu and service standards b. The area can also carry periodic photo exhibits/ art exhibits. 5. Some permanent shops can be incorporated and leased out. a. Factory outlets of manufacturers based in the State is one example. 6. An open air amphitheatre to showcase the State’s performing arts a. This should also have screening facilities for documentaries b. This can be leased for private functions including marriages, film shooting 7. Open spaces for putting up stalls for celebrating State festivals a. These can be handicrafts and food stalls leased to private parties. 8. Space should also be allotted to other State Tourism bodies 9. A police outpost where problems faced by tourists can be addressed. Estimated costs for construction of this cultural centers are Activity Budget Tourist office building with space for State tourist offices, Central 50 lakhs reservations office, restaurant and police outpost, other offices Live exhibition of State’s arts and crafts, permanent shops 10-15 lakhs Open air amphitheatre – 750-100 persons 10 lakhs Space for temporary stalls for State festivals 2 lakhs Recommendation This should be set up in the amusement park area planned near Sukhna lake. Visitor numbers The objective of this facility is to provide service, not generate additional visitors, though there will be an indirect effect. Revenues Office rentals 10 offices x Rs10,000/ month Restaurant rental @ Rs 20,000/ month Shop rentals 10 shops x Rs 20,000/ month Amphitheatre rentals 20 functions @ Rs 20,000 Costs = Rs 12.0 lakhs = Rs 2.4 lakhs = Rs 24.0 lakhs = Rs 4.0 lakhs Ongoing costs are for maintenance and common utilities @ Rs 24 lakhs/ year. Funding The initial capital required is Rs 70-75 lakhs. Breakeven is achieved in 4-5 years and thereafter, it is a profitable operation. Attracting the Private Sector While there appears to be no requirement to incentivise the building of hotels, there are other tourism related activities that would need incentives to attract the private sector. We recommend that Chandigarh Government consider the following to develop a package of incentives.. INCENTIVES FOR TRAVEL & LEISURE INDUSTRY 1. Assistance on project report preparation 2. Concessional land for specified projects 3. Entertainment tax exemption for 5 years 4. Capital investment subsidy of 20% subject to a maximum of Rs 20 lakhs 5. Recommendation of loans to Financial Institutions 6. Interest subsidy on loans from approved financial institutions 7. Energy subsidy 8. Concessions on stamp duties/ reimbursement – urban areas, rural areas 9. Concessions on Change in land use fees 10. Excise licence fees concessions 11. Concession on Transport taxes on vehicles used for this activity. INVOLVING THE NON TRAVEL & LEISURE SECTOR IN TOURISM ACTIVITIES Chandigarh has over 25 corporates and PSUs with turnovers of over Rs 100 crores. These all have some commitment to Chandigarh and can be approached for sponsoring various activities that can improve the tourist experience. Greening of the environment – road dividers, green belts, parks Cleaning of the environment – garbage bins and collection Sponsorships of o signage o projects such as handicraft villages o events such as local festivals o information kiosks o tourist literature The companies may be compensated in terms of exposure available. It is also common to have directional signs to the company premises. Project 7 Horse Race Course Horse racing is an activity that draws week end traffic. In India, the main race tracks are in Mumbai and Kolkata. These depend largely on the local population with free income. However, Pune and Bangalore both have successful race tracks where the attendance is from outside the city. The race season in these two cities fills hotels over the normally low weekends. Revenue sources for Race Clubs are Club memberships Sponsorship of Corporate boxes Club house activities F&B concessions/ sales Gate money from attendees. Sponsorship of races. Programme sales Programme advertising Horses pay to race/ stable Share of tote Off-season revenues are buoyed by off track betting. Race tracks around the country pay for live telecasts via satellite. o This brings in viewership of about 2 lakh people Race tracks are also labour intensive, both for the track and for anciliary activities like stud farms, training paddocks, stables and for manning the accommodations for staff, trainers jockeys etc. A quality race course with a 2000 meter track requires an area of about 200 acres depending on the shape of the plot. On clear grounds, a race track can be laid in 100 acres. The area around Chandigarh and Delhi have the best stud farms in the country. Many are owned by political figures. There are at least 10 stud farms in the North where horses are bought for racing across the country. Owners of stud farms currently need to travel to other race tracks to promote their products. The Delhi Race Course does not cater to quality horse races. Setting up a race track is complicated. Tracks like Hongkong, Singapore, Malaysia, Kentucky etc all have their own systems and one suitable for Chandigarh will need to be worked out in conjunction with stud farms, race horse owners, authorities etc. The modern tote systems are totally electronic and cost upto Rs 2 crores. They are backed by broadband access to allow off track betting and satellite broadcast/ reception. The indicated expense of setting up an entire race course with track, club house, stabling, accommodation, tote machines etc is in the region of Rs 40-50 crores minus cost of land. The facility is usually given on long lease. Note Mr. Narendra Lagad from Pune is an acknowledged authority on setting up race courses. He has set up one in Kandy, Sri Lanka. (Contacts are 020-6879495/ 6870217/ 098220-28285 e-mail : narendralagad@hotmail.com ) Recommendation Chandigarh further examine the feasibility of including a Race Course in the Master Plan. The Club can have other sports facilities to attract memberships. Accommodation for out of town visitors should also be examined. The entire project should be in th private sector. Visitor numbers Race attendees 15 race days x 5000 attendees = 75,000 30 off track x 1000 attendees = 30,000 Club Members Permanent members = 500 Out station members = 300 Revenues 1. Gate money Race days 75,000 x Rs50 = Rs 37.5 lakhs Off track 30,000 x Rs 20 = Rs 6.0 lakhs 2. Club memberships 500 members x Rs 2 lakhs = Rs 1000 lakhs 300 outstation x Rs 75,000 = Rs 225 lakhs 3. Monthly dues + usage 300 x Rs 1000 = Rs 3.0 lakhs 300 x Rs 400 = Rs 1.2 lakhs 4. Company sponsored boxes 10 x Rs 5 lakhs/ year = Rs 50 lakhs 5. F&B concessions 45 days x 5 concessions x Rs5000 = Rs 11.25 lakhs 6. Programme sales 1 programme per 4 attendees xRs 10 = Rs 2.6 lakhs 7. Programme advertising @ Rs 1 lakh a programme x 45 = Rs 45 lakhs 8. Race charges 15 races x 8 horses x Rs 5000 = Rs 6.0 lakhs 9. Share of tote 5% of 105K attendees x Rs 200 per = Rs 105 lakhs Plus royalties for live telecasts. Costs - Ongoing 1. Race purses/ prizes – At least 2 prizes per meet can be sponsored by Corporate Houses. 2. Personnel – This includes a. Tote supervisors/ tellers/ gate entrance/ horsemen’s book keeper b. Racing secretariat/ starter/ announcer/ stewards/ paddock judge. Some of these can be voluntary positions c. Club house personnel d. Track maintenance/ security 3. Equipment maintenance. This can be outsourced 4. Insurance 5. Utilities 6. Track Maintenance 7. Advertising. Programme printing Funding recommendation The requirement is Rs 40-50 crores plus cost of land. The entire project should be tendered to the Private Sector. There are a variety of ways this can be managed from JV to fixed leases to profit/ revenue sharing. Project 8 Amusement Park Attracting tourists en route to Himachal Pradesh Up to less than ten years ago, given the state of the highways and the quality of cars, most tourists driving from Delhi to the Himachal destinations of Shimla and Kullu- Manali required up to 6 hours to reach the Chandigarh environments. For many, especially those on their way to Kullu-Manali or those traveling with young children, a stop-over in Chandigarh was very convenient. Today, the distance is covered in 4 hours or less and Chandigarh is now accessed before lunch. Given that the average person can comfortably drive 400 Km or 6 hours a day, they can easily reach Shimla. Also given the fact that car ownership is increasing at over 18% a year and that domestic tourism is increasing at 5% a year, traffic to Himachal out of Delhi will only increase over the next decade. The increased tourism promotion activity of Uttaranchal will also spur the HP Government to promote tourism more actively. Therefore, it is imperative that some portion of the transit traffic to Kullu-Manali is attracted to overnight in Chandigarh. The logical segment to attract is those traveling with children as children tire of long car trips. In short, the attraction should be oriented to children. Therefore, we propose an amusement cum water park. The water park would be a major attraction as most movement to the hills is in the Summer months. This need not be on the scale of a Disney World, but the rides and facilities of Appu Ghar but with quality equipment would suffice. This would also be a facility for the local population of Chandigarh, providing reasonably priced family entertainment, currently available in very limited scope. The ideal location for this facility would be in the Kishangarh area, adjacent to the current leisure areas of Sukhna Lake, the Golf course and the Rock Garden. This has already been identified by Chandigarh Town Planning. The park should be marketed to the specific segment of families with small children traveling to Kulu/ Manali. Possible facilities in an amusement park are listed below. While weekend usage will be high, it is necessary to balance the products to drive traffic throughout the week and throughout the day. The analysis below attempts this. Weekday usage Invest Direct Indirect Attraction AM PM Night ment jobs jobs Amusement Park - Ferris Wheel, slides, rides, dodgem cars Med Hi Hi Animal rides Med Hi Lo Bowling Med Hi Hi Casino/ Slot Machines Lo Med Hi Cultural Centre - Dilli Haat style to showcase the State Hi Hi Hi Fairground stalls - games of chance and skill Med Med Hi Food Court - Vishala/ Chowkidana Lo Lo Hi Go-karting Lo Lo Hi Kiddies play centre - Primeplay, Softlands Hi Hi Med Mini-golf - Putt Putt Med Med Hi Science Centre- Eg. Panorama in Kurukshetra Hi Hi Lo Shopping mall - designer shops a la Santushti, factory outlets, discount clubs Hi Hi Med Roller Skating rink Lo Med Hi Swimming Pool - heated(?) Hi Hi Hi Water Park Lo Med Hi Mini - Zoo Hi Hi Med Name of Park Area in Annual Entrance fees excluding video acres Visitors games and some selected rides. lakhs Child below 1 metre free. Essel World, Gorai 64 18–20 Child Rs.200/ Adult Rs 250 Water Kingdom, Gorai 24 12-14 Child Rs225/ Adult Rs 275 Nicco Park, Kolkata 40 12-13 Kishi Kintha, Chennai 10 VGP Universal, M’puram 8 Appu Garh, Delhi 6-7 MGM, Chennai 5-6 Fun city, Chandigarh 4 Child Rs140/ Adult Rs 140 Fun & Food Village, Delhi 12 5 Nicco Bhubhaneswar 15 2-2.5 Nicco Jamshedpur 8 2-2.5 Great Escapes, Nagpur 2 Visitor numbers Given that Fun City, with its less than prime location, attracts around 5 lakh visitors a year, and that the recommended location can easily attract highway traffic to Himachal, it is not unreasonable to base visitor numbers at 5 lakhs a year going up to 7 over 3-4 years. Visitor spends Factoring in student discounts and free children, Essel World/ Water Kingdom average Rs 175 per visitor. In Chandigarh, the average will probably be around Rs 150. In addition, visitors spend on parking, F&B and souvenirs as also on specialized rides and video games. An average visitor spend on items other than entrance is taken at Rs 50 per visitor. Therefore revenues can be assumed to be 5 lakhs x Rs 150 = Rs 7.5 crores on entrance fees and a further 5 lakhs x Rs 50 = Rs 2.5 crores on other items. Total revenues Rs 10 crores Costs It costs roughly Rs 1.0 crore an acre to create an amusement park. The investment in Chandigarh will be in the region of Rs 15 crores. Funding It is recommended that Chandigarh Tourism tenders the entire project to private sector. There a variety of ways this can be done from JV to various types of leases. Marketing This will be done by the amusement park operator. Project 9 Linking the sightseeing Chandigarh Tourism has recently introduced the Hop-on Hop-off bus linking the sightseeing of Chandigarh in an extremely user-friendly manner. This works very well for attractions that are fairly wide spread from each other where customers are willing to wait the 15 minutes to half an hour for the next lift. However, when attractions are relatively close together, waiting for the bus versus walking to the next attraction becomes a dilemma and an irritant. The main case in point is the 1 km distance between the Rock Garden and Sukhna Lake, both ‘must see’ attractions of Chandigarh. The walk versus the wait for the bus, specially with children, are both unattractive options! The other alternative option is to pay a hefty fare to the auto rickshaws It is understood that Chandigarh Town Planning has proposed leisure activities in the area beyond the Lake and between the existing Golf Course and Kishangarh. These are A sports complex Health resort/ picnic huts Amusement park This, along with the activities already existing in the Sukhna Lake area, make this area a hub of leisure activities, visited by all Chandigarh tourists and most Chandigarh residents. There are several possible solutions to ease this situation for the Chandigarh tourist. Regulate the auto rickshaws to charge the official fares o Auto rickshaws will probably boycott the stand as the potential fare is the minimum drop of flag amount. o It is probably not economically viable to increase the number of buses that would be required to increase frequency over the entire circuit. Introduce a shuttle bus between the two places o This would require one more bus to shuttle every 10 minutes o Customers may not be willing to pay any amount over and above the basic Hop-on Hop-off fare for a bus service that is seen to be part of the same system. Introduce a novel form of cheap transport between the two locations. Some alternatives o Animal drawn buggies o An elevated monorail/ rail system It has been indicated that a 2 Km elevated track would be extremely costly. The monorail is necessarily electric o A conventional rail track with ‘antique’ engines and coaches in miniature. This would be like the narrow gauge railway to Matheran/ Darjeeling. The engine would be a diesel/ electric engine and could be designed like the ‘Fairy Queen’. This would be an attraction in it’s own right. A diesel/ electric train can be run very cost-efficiently. Pollution versus a steam train is minimal Recommendation It is recommended that a narrow gauge track and rake be commissioned to the private sector. Revenues From ticket sales The Rock Garden receives an average of 3,000 – 5,000 visitors a day. All visitors to the Rock Garden also go to Sukhna Lake. With the development of the Recreational Area, the Sports complex, the Tourist & Healht Resort and the Amusement park, the number of visitors can only increase. If 35 -40% of the visitors use the transport, which is an attraction in itself, this is roughly 1500 passengers a day @ Rs 5/ passenger = Rs 2.25 lakhs/ month. If running/ maintenance costs are 50%, net profits are Rs 1 lakh a month for a 70 month breakeven. If the Amusement Park and Tourist Health and Sports Centre are developed in Kishangarh, the numbers will rise dramatically. In addition, there will be opportunity of generating revenues from advertising on the train. Costs The estimated cost for setting down 2 Km of track is Rs 20 lakhs and the cost of the train, 4 coaches with 50 passenger capacity is Rs 20 lakhs. The engine is Rs 30 lakhs for a total project cost of Rs 70 lakhs Sources of funds It is recommended that this project be funded by Chandigarh Tourism. The Indian railways may be approached to set up a mini rail museum in this area. Marketing There is no marketing and promotion necessary and hence no specific marketing costs. Project 10 Conference Centre for Business Travel Businessmen travel to Meet buyers Meet suppliers Visit Home/ branch offices Incentive travel – where the travel is an incentive reward for better performance Attend conferences – own company and business associations The first three reasons for travel cannot be influenced by third parties. Business travel however can be generated to particular destinations through incentive travel and through conferences, conventions and exhibitions. Apart from road, rail and air access which is a common essential to develop these activities, and which is adequate in Chandigarh, each of the above also has its own requirements. Incentive Travel Incentive destinations are typically not those with cultural attractions but those with a wide range of leisure activities and nightlife. The participants of an incentive group are all prize winners of performance awards and are looking for a fun time in a place that ordinarily would be out of reach of their pockets or regular family holiday destinations. Chandigarh is not suited for incentive travel. Meetings, Conventions and Exhibitions Meetings and conferences These are traditionally organized by companies for their own staff, distribution chain and, occasionally, suppliers. They are company need-based to communicate messages that require some interaction to a medium sized audience. The size of the company in terms of number of people and the spread of distribution are the prime drivers of meetings and conferences. Apart from companies headquartered in Chandigarh, those headquartered in the surrounding districts of the Punjab and Haryana are also candidates for holding meetings and conferences in Chandigarh. A listing of such companies is attached. Conventions and Seminars These are meetings held for multiple organizations interested in the same topic. They are usually organized by industry associations, professional associations, management associations, universities and NGOs to discuss topics of common interest. Among the more common conventions are various medical disciplines, religious, environmental subjects etc. However, the local chapter of the association needs to drive the organization of conventions and seminars. Typically, a bid document is put up to the national body that then may make an inspection trip to view facilities. The bid is normally submitted with comprehensive back-up documentation which apart from the core expertise is exhibited, the documentation covers extra-curricular activities during the day for spouses and evening and night entertainment, accommodation facilities, transportation etc. The local chapter must also organize the convention/ seminar. This can be fairly complicated and many organizations do not have in-house expertise. Successful conventions require that organizers are educated in meetings management. Cities that have evolved as convention destinations generally have a dedicated ‘Convention Visitors Bureau’ that works with local organizations to generate conventions. The Bureau has full time employees and a committee made up of representatives from the local tourism, hospitality, transport facilities as well as Associations. The attachment gives some organizations that can generate conventions in Chandigarh. Exhibitions Exhibitions are held to display products. These may be organized by Companies – A launch of new products is usually accompanied by an exhibition Associations – Manufacturing associations, agricultural associations and other industry associations including travel, automobile, job fairs all require exhibition area. Exhibition halls, typically being unfurnished have multi usage potential such as marriages, concerts and other social events. It appears that there is scope for a meetings facility in Chandigarh. Given that hotel capacities, both current and in the future, will be contained by town planning, the conference facility should not be too large. Chandigarh Town Planning has already identified a 7 acre plot in Sector 31, next to the CII Northern region Headquarters. Recommendation It is suggested that this offers A venue for General Body meetings of 600-800 persons (Approx 600-800 sq.mtr). This would be auditorium seating 3-4 break-out rooms. These are not with any fixed seating but should have capacities ranging from 50 to 150 persons theatre style.( Approx 400 sq.mts) Exhibition area of approximately 1500 sq.mtr Business center facilities Restaurant and snack Bar Parking Visitor numbers Typically, utilization of convention and exhibition area space is taken at 25% of capacity, even though it is possible to use spaces more than once a day. Exhibition area space may be better utilised as it has multi-functionality for social occasions. A 600 seat auditorium with break out rooms should see a throughput of roughly 55,000 persons a year. The exhibition space will have utilization for both exhibits and social functions. These are mutually exclusive. If the space is used 25% for exhibitions - 90 days a year including set up and knock down times – in other words exhibits available for 60-65 days, throughput of visitors will be 60-65,000. Of the 270 days available for social functions, we can take a utilization of 40% or 100 days with an average marriage attendance of 500 pax, this will be 50,000 pax. Visitor revenues Revenues from conference hall Rentals per event @ Rs 20,000/event x 90 days = Rs 18 lakhs F&B on attendance of 55,000 x Rs 200 = Rs 110 lakhs Revenues from exhibition hall Rentals per event @ Rs 20,000 x 90 days = Rs 18 lakhs F& B on attendance of 60,000 x Rs 25 = Rs 15 lakhs Revenues on Social functions Attendance 50,000 x Rs 200 = Rs 100 lakhs Total = Rs 261 lakhs Cost The total cost of construction of approximately 3000 sq.mtrs convention center will be in the region of Rs 8-10 crores. Landscaping 7 acres with parking will be around Rs 15 Lakhs. Profitability of rental income is around 80% - Rs 29 lakhs - and F&B income around 50% - Rs 112 lakhs for a total profitability of Rs 140 lakhs approx. Project viability break even in 5 –7 years. Funding Sources Part of the cost of construction can be de-frayed by Corporates paying to have some of the break-out rooms and possibly the main auditorium named after their company/ founder. ASSOCHAM has done this successfully with their HQ in Delhi. Marketing A convention promotion bureau should be set up. Potential clients for conferences and conventions both in India and abroad are easily identified from ICCA and other association lists. The convention bureau will need to work with their India Chapters to prepare attractive bid documents. Project 11 Energising the City Centre Sector 17 is the City Centre of Chandigarh. While most sectors have their own markets for daily essentials, Sector 17 is where aspirational ‘Lifestyle’ products are retailed. The market has been designed with vast pedestrian spaces and is eminently suitable to be developed as a social and entertainment hub. Apart from the months of May & June, Chandigarh weather is suitable for outdoor activities Evenings - Mid March to end April, July to November During the Day - December to mid March A social and entertainment hub would require Shopping for aspirational items. This trend already exists in Sector 17. Opening hours should allow for late shopping. Night market stalls of handicraft items should be allowed Special Sales periods/ Shopping Carnivals should be announced in advance Range of F&B outlets. There is a reasonable range of outlets. These should be encouraged. Liquor licences should be made more easily available and extension of service should be allowed till 1am. Entertainment Movie Halls/ multiplexes/ open air movies and documentaries Video parlours/ Bowling alleys/ slot machines Street entertainment. Local performing artists and those performing at Kalagram, All the Chandigarh festivals could be moved to Sector 17 – April Fools Day, Mango Festival, Indo-Pak Mushaira, Chrysanthamum Show Administration Energising the City Centre would require the active involvement of the Sector 17 shop keepers who have the most to gain from this initiative. They should be brought into the very initial planning stages. These activities do not require large funding, but coordination is crucial for success. Committees comprised of shop keepers and Chandigarh Administration should be formed for various types of activities. Funding As noted, large funds are not required. It should be possible to levy a small cess on shop turnover to fund activities. Marketing This is aimed to provide a focal point for Chandigarh residents. Communicating events will not require more than posters in Sector 17 and other sector markets. Attracting Private Sector Investment In Tourism Sector 1. Taxes 1.1 Rationalisation of taxes Expenditure tax is imposed by National Government while Luxury tax by State Governments. With the Expenditure tax, which is being levied at 10% where room charges are Rs. 3000 or more, being discontinued from 1 June 2003 as per the Union Budget 2003 and no Luxury tax levied, Chandigarh has an advantage over its neighbouring States. Incase in future Expenditure tax or any other tax is levied, then it is preferable to review the effect of total tax while calculating the taxes to be levied on the hotel industry. Moreover these taxes may be charged on the actual room tariff rather on published tariff rate card. 1.2 Other taxes In addition Service tax by Center and Entertainment tax by UT are also being imposed on the hotels. In the Union Budget 2003 services provided by the Hotels are exempted from Service tax. The rates of these taxes, together with expenditure tax and luxury tax, may be decided considering the composite tax (indirect taxes) rate for the hotel industry. The composite tax on hotel industry in India vis-à-vis neighbouring countries is presented in the table below: Composite Tax on Country Hotel Industry (%) India 30* Indonesia 21 Thailand 17 Malaysia 15 Singapore 14 Source: PHDCCI * Estimation includes 10% expenditure tax. 1.3 Sales Tax The Sales tax on beverages and liquor is 12% in the UT, which is moderately higher, compared to other states like Uttar Pradesh, Himachal Pradesh, Punjab, Delhi, etc. Keeping in view the tax structure of other States and especially neighbouring States, Chandigarh may reconsider the sales tax rates for these. 1.4 Transport tax Chandiragh has no transport tax while its neighbouring states Punjab and Haryana are charging the same. A single point tax collection system may be implemented in order to simplify the procedure and ensure smooth movement of tourist inter-states. Further, the tax rate per quarter levied on air-conditioned and non air-conditioned tourist vehicles may be limited by an overall cap amount for the country. 1.5 Power The cost of electricity is a major component in the overall cost structure for a hotel and hence may need to be maintained in line with other comparative States. 1.6 Foreign exchange earnings The UT may consider requesting the Centre for the extension of the time frame of income tax exemption on export earning under section 80HHD of the Income Tax Act 1961. The tourism sector may be granted this extension as like other exporters they too export their services and earn foreign exchange for the country. However, we may mention that it is unlikely that Centre will agree to this request as it has announced phasing out of such incentives. 1.7 Income Tax The UT may also request Centre for providing investments in hotels as well as other industry in the tourism sector with Tax Holiday for a pre-determined period which can be decided in consultation with the various departments and the private sector participants. In order to promote new investments in a particular industry, request for tax holiday for about 5 years for new investments, applicable for 2 year from the current financial year, may be sought. This may likely create positive interest among private sector to invest in these industries with in 2 years to avail the tax holiday. Here too, we may like to mention that the Centre providing such benefits is very unlikely. 2. Investment 2.1 Land rates The Government may consider providing land at concessional rates for construction of hotels and other infrastructure for tourism by private investor. Alternatively, Government may provide land free of cost and acquire stake in the new project constructed on it by private sector through a join venture. The Government has draft a joint venture policy for attracting private sector, a review of which is also incorporated in this report. 2.2 Stamp duty Chandigarh may consider reducing the stamp duty levied especially in the area related to pilgrimages, rural area, etc. 2.3 One window clearance Chandigarh may provide one window clearance to the prospective private sector willing to invest in the UT. This will ensure speedy and efficient investment procedure for the private sector thereby attracting necessary investments. 3. Administrative Structure 3.1 Tourism Advisory Board The UT may strive towards constituting a board or a council comprising members from Tourism Development Corporation, Investment Promotion Board, Industrial Development Corporation, National Tourism Corporation/Department, etc. which will be primarily responsible for co-ordination and monitoring of tourism related activities and projects to ensure proper implementation of Tourism Policy. A detailed suggestion is set out in this report earlier. 3.2 Tourism Development Fund The UT may implement Targeted Funding approach by creating Tourism Development Fund (TDF) which will be recipient of all revenues generated from tourism and tourism related businesses. The Fund will be created by raising low interest loans from multilateral agencies that are actively involved in providing financial assistance to public/private sectors for infrastructure development. A Special Purpose Vehicle may be created where all the funds raised will be parked and a deployed in developing infrastructure to enhance tourism sector. The identification of infrastructure for the development can be done in consultation with other administrative bodies, which are also responsible in developing infrastructure of the state to ensure proper co-ordination between all such bodies. 4. Infrastructure The Government may try to identify areas of strategic importance and involve private sectors in non-strategic areas. Further it may try to segregate core and non-core activities involved in the areas of strategic importance e.g. maintenance of railway platform, maintenance of bus station, etc. and allow private sectors in these activities. Such activities may be provided on a license basis, lease basis, etc. as decided after a proper study of the same. The funds raised by disinvesting of these non-core activities can be utilised in developing infrastructure of the UT. 5. Promotion Chandigarh may plan for an advertising strategy, which will attract tourist from the desired regions and thus benefiting the tourism industry in the UT. This will increase the interest of the private sector in investing in the tourism sector in the UT. The advertising strategy may include amongst others: Shopping festivals, Fun and Fair festivals, Rural art and handicraft festivals, etc. Options for Attracting Private Sector Participation The projects in tourism, like infrastructure projects, too have long gestation period and requires huge capital investment initially. Further, the feasibility of tourism related projects are contingent on development and quality of infrastructure of the region like power, road, railway, water and communications. No single individual agency either the private sector or the Government could finance the sector all alone as the investment required are large and the risk too is relatively higher. Hence part of the load of development of tourism sector may be shared by the inclusion of private sector There are primarily two ways of sharing the responsibility with the private sector: Attracting Private Sector for new projects on all alone basis, Creating Public Private Partnership for new projects, Creating Public Private Partnership for existing projects owned by Government bodies, and Privatisation of existing projects to private sector. A brief note on each method of involving private sector is set out below: 1. Attracting Private Sector for new projects: The private sector may be attracted towards new projects related to tourism like Leisure centers, entertainment parks, theatres, health spa, hotels, etc. by providing incentives for such investments. The list of incentives, applicable period, industry, investment amount, etc may be decided once the type of industry in the tourism sector is identified where Government would like the private sector to accept the responsibility. 2. Creating Public Private Partnership for new projects: The strategy to encourage Public Private Partnership include creating a Tourism Development Finance Company and developing alternative options for partnerships. 2.1 Tourism Development Finance Company A TDFC may be formed with the investment from various state as well as centre owned financial institutions and inviting private sector and international agencies too may be considered. The main role of TDFC will to promote investment in tourism sector by providing long term debt and equity for the same. 2.2 Alternative Models The alternative models for Public Private Partnership for new projects is set out below: Build Operate Transfer (BOO) The private participant invest, executes the project, runs the business and transfer the property to the Government after the agreed span of period is over. Build Operate Lease Transfer (BOLT) The private sector will invest, execute the project, operate the business and then transfer the assets to the Government on completion of agreed span of time. After the hand over of the assets to the Government the private participant will get fixed income by way of lease, which is agreed during the inception. Build Own Operate and Transfer (BOOT) The private sector will invest, execute the project, own the assets created, operate the business and then transfer the assets to the Government on recovery of investments made at a designated rate of return. Until such time the hand over of the assets to the Government is completed, the private participant is responsible for maintenance and operation of the assets. 3. Creating Public Private Partnership for existing projects owned by Government bodies: The private sector may be interested in few existing projects owned by the Government, which the latter may like to share the responsibility of day-today-operation of the business but at the same time would also like to retain stake in the assets. We may like to mention that such properties may be spun-off as a separate entity and private sector may be invited to run the business in following two ways: Formation of Joint Venture by inclusion of a private strategic partner: The private participant will invest funds in the new entity (existing project spun-off) and in return the Government will provide stake in the entity. While the private participant will be primarily be responsible for operating and strategic management decisions, approval of key decisions will required an concurrence from the Government. Issuing license for management control to private parties and retaining ownership with the Government: The private participant neither provides any fund to the Government nor invests funds in the existing project. The ownership of the entity lies with the Government whereas the day-to-day operations are carried out by the private participant for a fixed fee or a revenue sharing model as agreed upon. 4. Privatisation of existing projects to private sector: The step wise strategy for privatisation of the tourism related properties is set out below: 4.1 Setting up a Commission The UT/Center may initiate the process of privatisation by setting up a Privatisation Commission (or Disinvestment Commission) for the purpose of privatisation of Government owned Tourism related properties. The commission will be primarily responsible for reviewing all properties with respect to the financial status of the properties, priority of privatisation, the strategic importance of the property, etc. 4.2 Identification of Tourism Properties Subsequently, the commission will identify the Government owned properties related to tourism to be disinvested and the approach in which the privatisation process will be adopted. The various strategies, which may be considered for the privatisation, are set out below: a. The related properties may be clubbed together and privatised, b. Create chain of hotels, chain of restaurants, chain of dhabas, etc and privatise each chain, c. Sell certain properties on stand alone basis, etc. d. Create a trail and sell the trail, etc. We may mention that the Government may appoint an advisor at this stage to assist in the process of formulation of detailed property-wise strategy, implementation of the strategy, structuring of the deals in terms of creation of Special Purpose Vehicles, spun-off of units, regulatory requirements, etc. marketing of the transactions and advise Government in the process till the transactions are completed. A detailed scope of work for the advisor may be drafted once the list of properties to be privatised in prepared. Funding Of Tourism Projects Type of Funds The funds required to be raised for projects can be categorised broadly under three heads: Equity, Quasi equity, and Loans. The mix of funding will depend upon the nature of project undertaken, the risk involved, the cash flows envisaged in future, creation of physical assets in order to leverage the project, etc. Source of Fund Most of the Financial Institutes provide all kinds of plain vanilla funds, which are set out above. In addition, they also provide funds such as syndicate loans, Interest rate hedging/swaps, currency hedging loans, etc. in order to match the requirements of the projects. An indicative list of Financials Institutions who may be approached for assistance in investments in Tourism sector are set out below: 1. Domestic Financial Institutes Tourism Finance Corporation of India Infrastructure Leasing Finance of India Industrial Development Bank of India Industrial Finance Corporation of India ICICI Limited Industrial Development Finance Corporation Limited Investment Institutes Life Insurance Corporation of India General Insurance Corporation of India United Trust of India State Financial Institutes Haryana State Industrial Development Corporation Haryana Financial Corporation 2. International Financial Institutes International Monetary Fund World Bank Asian Development Bank International Finance Corporation(only to private sector) KFW Line of Credit International Bank of Reconstruction Overseas Private Investment Corporation Application for Fund There is no standard application form for financing a project as it varies from one Financial Institution to another. A company or entrepreneur, foreign or domestic, seeking to establish a new venture can approach the FI by submitting an Investment Proposal. The proposal submitted to FI for consideration should include the preliminary information as set out in Annexure A. Terms and conditions of Funding Terms A list of terms, which are usually a part of any funding agreement, is set out below: Currencies The currency of the loan/fund to be disbursed by the Lender, payment of interest and repayment of the principal amount to the Lender is specified under this head. Lending Rate Lending rate can be broadly of three types: Floating rate: 6-month London Interbank offered rate (LIBOR) for the US dollar and Japanese Yen and 6-month euro interbank offered rate (EURIBOR) for the euro plus a lending spread. Fixed rate : The cost of Bank’s fixed rate borrowing of US dollars, Japenese yen or Swiss francs plus a lending spread. Resetter : Its is similar to fixed rate loans for the initial period which is tailored to the borrower’s need after a specified period. It is charged as a % per annum on progressive amount of undisbursed loan Commitment Fee balance. Its is a flat percentage fee of the loan amount Front-End Fee As may be determined based on project needs and could comprise of a Maturity grace period and a repayment period with final maturity. Following conversion options would be available subject to the Bank’s Loan Conversion conversion procedures as may be applicable at the time of conversion. Options Transaction Fees Disbursement schedule Prepayment Cancellation Repayment Lending Rate Reset / Payment Dates Currency Conversion: The undisbursed amounts/disbursed amounts in whole or part of the undisbursed balance/disbursed amount of the loan may be converted into the three offered currencies. Interest Rate Conversion: The floating lending rate on the whole or part of the disbursed balance may be converted into a fixed-rate at the prevailing market rate or vice versa for whole or part of the loan's residual maturity. Interest Rate Caps and Collars: A cap or collar on the floating lending rate may be purchased for up to the entire disbursed amount, for the whole or part of the residual maturity. A transaction fees may be charged pertaining to the above referred loan conversion. Amount and timing of loan disbursement are structured as per the project needs. All or part of the disbursed and outstanding loans may be prepaid. Floating rate loans could be prepaid on an interest payment due date without a prepayment premium. Prepayment of floating rate loans on a date other than the interest payment due date will attract payment of a premium based on the difference, if any, between the rate at which the proceeds from the prepayment could be reinvested and Bank’s funding cost for the prepaid amount. Prepayment of fixed rate loans or floating rate loans that involve conversion and a corresponding hedge requiring termination will attract payment of hedge unwinding costs, if any. Borrower may cancel all or a part of the undisbursed balance at any time. Equal principal or annuity repayments. Lending rate for floating rate loans are generally reset every six months on an interest payment date. Interest payment are generally due either on the 1st or 15th day of a calendar month and semiannually thereafter. Conditions The primary objective of introducing conditions while providing loan/funds is to ensure that the proceeds of the loan are used only for the purposes for which the loan was granted and with due attention to considerations of economy and efficiency. Thus, the Lender’s loan documents (e.g., loan agreement, guarantee agreement, where relevant project agreement, etc.) stipulate the loan covenants that are considered necessary to ensure the efficient implementation of, and the full realisation of benefits from, projects financed by Lender. The loan covenants can be divided broadly into two categories: general covenants and special covenants: (i) General Covenants General covenants are standard assurances and undertakings that the Lender requires from all borrowers, guarantors, if any, and executing agencies for projects financed by the loans regardless of the special features of a particular project. General covenants include obligations on the part of the borrower, guarantor, if any, and the executing agency: to carry out the project with diligence and efficiency; to repay the loan; to procure goods and services and engage consultants in accordance with specified procedures; to maintain project records and accounts; to provide local currency funds, facilities, and other resources required for carrying out the project; to submit financial statements/ progress reports; and to establish and maintain adequate auditing arrangements with the provision that the Lender will retain the option to communicate directly with the auditors. (ii) Special Covenants Special covenants are those assurances and undertakings which the Lender considers necessary or desirable to obtain from the borrower, guarantor, if any, and the executing agency for each project, having regard to the special features, identified difficulties, and reference points for monitoring of each project. Special covenants are an important part of the loan documents and are so designed that compliance with these covenants will further ensure the successful implementation of the project, sustainable operation of the facilities, and full realization of its benefits. They also provide a basis for the Lender to monitor project implementation and performance. To facilitate monitoring of compliance, special covenants should indicate, wherever possible, the dates by which compliance is expected of various items therein, on the basis of a realistic assessment of project-specific requirements and the related government policy and procedure. Where special circumstances so warrant, special covenants may be used to require the borrower, if any, or the executing agency/guarantor to undertake necessary action even after completion of project implementation so as to ensure sustainability of project benefits. Compatibility of Loan Covenants with Local Laws Covenants are generally compatible with local laws, administrative practices and procedures, sectoral/subsectoral requirements, and socioeconomic conditions of developing member countries. Interventions required Sr Suggestions Agencies Involved 1 Taxation Rationalisation, reduction and SEB, Finance Department tax holidays. and Government of India 2 Land rates Concession CITCO 3 One window Creation of a body for one stop CITCO and SEB clearance processing 4 Structure Creation of a Tourism Advisory Government of Chandigarh Body Creation of Tourism Finance Deparment and Development Fund CITCO 5 Infrastructure Development of infrastructure CITCO, PWD, Finance and involvement of private Department. sector 6 Marketing Promotion of Chandigarh CITCO Tourism 7 Attracting Private Providing incentives SEB, Ministry of Finance and Sector Participation Government of India, L&DO New Joint Ventures (PSP) CITCO, Finance Department Joint Ventures for existing CITCO projects Privatisation CITCO and Finance Department Annexure A IN\DICATIVE INVESTMENT PROPOSAL OUTLINE There is no standard form for applications. This is an indicative framework providing key heads to be covered in an Investment Proposal to be submitted for funding. 1. Executive Summary Summarise all the important points of the proposal. 2. Lender’s role Propose an equity, debt, or cofinancing arrangement. 3. Background to the project Brief introduction and history of the borrower State the need to undertake the project. Briefly describe the project, including the implementation and operation philosophy. Specify the support obtained from government, lending institutions and investors for the project. State the need for the assistance required from the Lender. 4. The Market Describe the market and marketing arrangements. Include all the following: Basic market orientation: local, national, regional, or export. Projected production volumes, unit prices, sales objectives, and market share of proposed venture. Potential users of products and distribution channels to be used. Present sources of supply for products. Future competition and possibility that market may be satisfied by substitute products. Tariff protection or import restrictions affecting products. price sensitivity market risks Critical factors that determine market potential. 5. Feasibility Study Present a feasibility study establishing the technical, financial, economic, and environmental viability of the project, prepared by a reputable consultant. 5.1Technical feasibility, manpower, resources, and environment: Brief description of the process. Availability of manpower and of infrastructure facilities (transport and communications, power, water, etc.). Breakdown of projected operating costs by major categories of expenditures. Proposed location in relation to markets, infrastructure and manpower. Proposed capacity in comparison with other known competitors. Potential environmental issues and how these issues are addressed. 5.2 Cost Estimates Provide cost estimates for the project, analyzed two ways: major cost category local and foreign currency cost. 5.3 Investment requirements, project financing, and returns: Estimate of total project cost, broken down into land, construction, installed equipment, and working capital, indicating foreign exchange component. Proposed financial structure of venture, indicating expected sources and terms of equity and debt financing. Type of financing (loan, equity, quasi-equity, a combination of financial products, etc.) and amount required from the Lender. Projected financial statement, information on profitability, and return on investment. Critical factors determining profitability. 5.4 Financial and Economic Evaluation Calculate the economic and financial rates of return as well as return on the equity investment. 5.5 Analysis Analyze the risks in implementing and operating the project with the accompanying mitigating measures showing which party will bear the risk and/or pay for the mitigating measures. The risk analysis should be accompanied by a list of proposed insurance coverages for both implementation and operation of the project. 6. Ownership of the project Describe the proposed ownership and management structure of the project. 7. Government support and regulations: Project in context of government economic development and investment program. Specific government incentives and support available to project. Expected contribution of project to economic development. Outline of government regulations on exchange controls and conditions of capital entry and repatriation. 8. Environmental Aspects Provide a site-specific environmental impact assessment report, highlighting environmental impacts and mitigating measures, prepared by an acceptable consulting firm in accordance with Lender’s guidelines. 9. Permitting and Licensing List all permits and clearances required for implementing and operating the project, the issuing authority, and the date of issue or expected issue. 10. Implementation Arrangements Explain the implementation and contractual arrangements for the project, including the construction and supervision methodology. Make sure the followings are included: a bar chart showing major scheduled achievements and completion for each of the major components of the project draft construction contracts sources of possible cost increases and delays Detailed description of liquidated damage provisions and performance bond requirements. Attracting Private Sector Investment In Tourism Sector 1. Taxes 1.1 Rationalisation of taxes Expenditure tax is imposed by National Government while Luxury tax by State Governments. With the Expenditure tax, which is being levied at 10% where room charges are Rs. 3000 or more, being discontinued from 1 June 2003 as per the Union Budget 2003 and no Luxury tax levied, Chandigarh has an advantage over its neighbouring States. Incase in future Expenditure tax or any other tax is levied, then it is preferable to review the effect of total tax while calculating the taxes to be levied on the hotel industry. Moreover these taxes may be charged on the actual room tariff rather on published tariff rate card. 1.2 Other taxes In addition Service tax by Center and Entertainment tax by UT are also being imposed on the hotels. In the Union Budget 2003 services provided by the Hotels are exempted from Service tax. The rates of these taxes, together with expenditure tax and luxury tax, may be decided considering the composite tax (indirect taxes) rate for the hotel industry. The composite tax on hotel industry in India vis-à-vis neighbouring countries is presented in the table below: Composite Tax on Country Hotel Industry (%) India 30* Indonesia 21 Thailand 17 Malaysia 15 Singapore 14 Source: PHDCCI * Estimation includes 10% expenditure tax. 1.3 Sales Tax The Sales tax on beverages and liquor is 12% in the UT, which is moderately higher, compared to other states like Uttar Pradesh, Himachal Pradesh, Punjab, Delhi, etc. Keeping in view the tax structure of other States and especially neighbouring States, Chandigarh may reconsider the sales tax rates for these. 1.4 Transport tax Chandiragh has no transport tax while its neighbouring states Punjab and Haryana are charging the same. A single point tax collection system may be implemented in order to simplify the procedure and ensure smooth movement of tourist inter-states. Further, the tax rate per quarter levied on air-conditioned and non air-conditioned tourist vehicles may be limited by an overall cap amount for the country. 1.5 Power The cost of electricity is a major component in the overall cost structure for a hotel and hence may need to be maintained in line with other comparative States. 1.6 Foreign exchange earnings The UT may consider requesting the Centre for the extension of the time frame of income tax exemption on export earning under section 80HHD of the Income Tax Act 1961. The tourism sector may be granted this extension as like other exporters they too export their services and earn foreign exchange for the country. However, we may mention that it is unlikely that Centre will agree to this request as it has announced phasing out of such incentives. 1.7 Income Tax The UT may also request Centre for providing investments in hotels as well as other industry in the tourism sector with Tax Holiday for a pre-determined period which can be decided in consultation with the various departments and the private sector participants. In order to promote new investments in a particular industry, request for tax holiday for about 5 years for new investments, applicable for 2 year from the current financial year, may be sought. This may likely create positive interest among private sector to invest in these industries with in 2 years to avail the tax holiday. Here too, we may like to mention that the Centre providing such benefits is very unlikely. 2. Investment 2.1 Land rates The Government may consider providing land at concessional rates for construction of hotels and other infrastructure for tourism by private investor. Alternatively, Government may provide land free of cost and acquire stake in the new project constructed on it by private sector through a join venture. The Government has draft a joint venture policy for attracting private sector, a review of which is also incorporated in this report. 2.2 Stamp duty Chandigarh may consider reducing the stamp duty levied especially in the area related to pilgrimages, rural area, etc. 2.3 One window clearance Chandigarh may provide one window clearance to the prospective private sector willing to invest in the UT. This will ensure speedy and efficient investment procedure for the private sector thereby attracting necessary investments. 3. Administrative Structure 3.1 Tourism Advisory Board The UT may strive towards constituting a board or a council comprising members from Tourism Development Corporation, Investment Promotion Board, Industrial Development Corporation, National Tourism Corporation/Department, etc. which will be primarily responsible for co-ordination and monitoring of tourism related activities and projects to ensure proper implementation of Tourism Policy. A detailed suggestion is set out in this report earlier. 3.2 Tourism Development Fund The UT may implement Targeted Funding approach by creating Tourism Development Fund (TDF) which will be recipient of all revenues generated from tourism and tourism related businesses. The Fund will be created by raising low interest loans from multilateral agencies that are actively involved in providing financial assistance to public/private sectors for infrastructure development. A Special Purpose Vehicle may be created where all the funds raised will be parked and a deployed in developing infrastructure to enhance tourism sector. The identification of infrastructure for the development can be done in consultation with other administrative bodies, which are also responsible in developing infrastructure of the state to ensure proper co-ordination between all such bodies. 4. Infrastructure The Government may try to identify areas of strategic importance and involve private sectors in non-strategic areas. Further it may try to segregate core and non-core activities involved in the areas of strategic importance e.g. maintenance of railway platform, maintenance of bus station, etc. and allow private sectors in these activities. Such activities may be provided on a license basis, lease basis, etc. as decided after a proper study of the same. The funds raised by disinvesting of these non-core activities can be utilised in developing infrastructure of the UT. 5. Promotion Chandigarh may plan for an advertising strategy, which will attract tourist from the desired regions and thus benefiting the tourism industry in the UT. This will increase the interest of the private sector in investing in the tourism sector in the UT. The advertising strategy may include amongst others: Shopping festivals, Fun and Fair festivals, Rural art and handicraft festivals, etc. Options for Attracting Private Sector Participation The projects in tourism, like infrastructure projects, too have long gestation period and requires huge capital investment initially. Further, the feasibility of tourism related projects are contingent on development and quality of infrastructure of the region like power, road, railway, water and communications. No single individual agency either the private sector or the Government could finance the sector all alone as the investment required are large and the risk too is relatively higher. Hence part of the load of development of tourism sector may be shared by the inclusion of private sector There are primarily two ways of sharing the responsibility with the private sector: Attracting Private Sector for new projects on all alone basis, Creating Public Private Partnership for new projects, Creating Public Private Partnership for existing projects owned by Government bodies, and Privatisation of existing projects to private sector. A brief note on each method of involving private sector is set out below: 1. Attracting Private Sector for new projects: The private sector may be attracted towards new projects related to tourism like Leisure centers, entertainment parks, theatres, health spa, hotels, etc. by providing incentives for such investments. The list of incentives, applicable period, industry, investment amount, etc may be decided once the type of industry in the tourism sector is identified where Government would like the private sector to accept the responsibility. 2. Creating Public Private Partnership for new projects: The strategy to encourage Public Private Partnership include creating a Tourism Development Finance Company and developing alternative options for partnerships. 2.1 Tourism Development Finance Company A TDFC may be formed with the investment from various state as well as centre owned financial institutions and inviting private sector and international agencies too may be considered. The main role of TDFC will to promote investment in tourism sector by providing long term debt and equity for the same. 2.2 Alternative Models The alternative models for Public Private Partnership for new projects is set out below: Build Operate Transfer (BOO) The private participant invest, executes the project, runs the business and transfer the property to the Government after the agreed span of period is over. Build Operate Lease Transfer (BOLT) The private sector will invest, execute the project, operate the business and then transfer the assets to the Government on completion of agreed span of time. After the hand over of the assets to the Government the private participant will get fixed income by way of lease, which is agreed during the inception. Build Own Operate and Transfer (BOOT) The private sector will invest, execute the project, own the assets created, operate the business and then transfer the assets to the Government on recovery of investments made at a designated rate of return. Until such time the hand over of the assets to the Government is completed, the private participant is responsible for maintenance and operation of the assets. 3. Creating Public Private Partnership for existing projects owned by Government bodies: The private sector may be interested in few existing projects owned by the Government, which the latter may like to share the responsibility of day-today-operation of the business but at the same time would also like to retain stake in the assets. We may like to mention that such properties may be spun-off as a separate entity and private sector may be invited to run the business in following two ways: Formation of Joint Venture by inclusion of a private strategic partner: The private participant will invest funds in the new entity (existing project spun-off) and in return the Government will provide stake in the entity. While the private participant will be primarily be responsible for operating and strategic management decisions, approval of key decisions will required an concurrence from the Government. Issuing license for management control to private parties and retaining ownership with the Government: The private participant neither provides any fund to the Government nor invests funds in the existing project. The ownership of the entity lies with the Government whereas the day-to-day operations are carried out by the private participant for a fixed fee or a revenue sharing model as agreed upon. 4. Privatisation of existing projects to private sector: The step wise strategy for privatisation of the tourism related properties is set out below: 4.1 Setting up a Commission The UT/Center may initiate the process of privatisation by setting up a Privatisation Commission (or Disinvestment Commission) for the purpose of privatisation of Government owned Tourism related properties. The commission will be primarily responsible for reviewing all properties with respect to the Funding Of Tourism Projects Type of Funds The funds required to be raised for projects can be categorised broadly under three heads: Equity, Quasi equity, and Loans. The mix of funding will depend upon the nature of project undertaken, the risk involved, the cash flows envisaged in future, creation of physical assets in order to leverage the project, etc. Source of Fund Most of the Financial Institutes provide all kinds of plain vanilla funds, which are set out above. In addition, they also provide funds such as syndicate loans, Interest rate hedging/swaps, currency hedging loans, etc. in order to match the requirements of the projects. An indicative list of Financials Institutions who may be approached for assistance in investments in Tourism sector are set out below: 1. Domestic Financial Institutes Tourism Finance Corporation of India Infrastructure Leasing Finance of India Industrial Development Bank of India Industrial Finance Corporation of India ICICI Limited Industrial Development Finance Corporation Limited Investment Institutes Life Insurance Corporation of India General Insurance Corporation of India United Trust of India financial status of the properties, priority of privatisation, the strategic importance of the property, etc. 4.2 Identification of Tourism Properties Subsequently, the commission will identify the Government owned properties related to tourism to be disinvested and the approach in which the privatisation process will be adopted. The various strategies, which may be considered for the privatisation, are set out below: a. The related properties may be clubbed together and privatised, b. Create chain of hotels, chain of restaurants, chain of dhabas, etc and privatise each chain, c. Sell certain properties on stand alone basis, etc. d. Create a trail and sell the trail, etc. We may mention that the Government may appoint an advisor at this stage to assist in the process of formulation of detailed property-wise strategy, implementation of the strategy, structuring of the deals in terms of creation of Special Purpose Vehicles, spun-off of units, regulatory requirements, etc. marketing of the transactions and advise Government in the process till the transactions are completed. A detailed scope of work for the advisor may be drafted once the list of properties to be privatised in prepared. State Financial Institutes Haryana State Industrial Development Corporation Haryana Financial Corporation 2. International Financial Institutes International Monetary Fund World Bank Asian Development Bank International Finance Corporation(only to private sector) KFW Line of Credit International Bank of Reconstruction Overseas Private Investment Corporation Application for Fund There is no standard application form for financing a project as it varies from one Financial Institution to another. A company or entrepreneur, foreign or domestic, seeking to establish a new venture can approach the FI by submitting an Investment Proposal. The proposal submitted to FI for consideration should include the preliminary information as set out in Annexure A. Terms and conditions of Funding Terms A list of terms, which are usually a part of any funding agreement, is set out below: Currencies The currency of the loan/fund to be disbursed by the Lender, payment of interest and repayment of the principal amount to the Lender is specified under this head. Lending Rate Lending rate can be broadly of three types: Floating rate: 6-month London Interbank offered rate (LIBOR) for the US dollar and Japanese Yen and 6-month euro interbank offered rate (EURIBOR) for the euro plus a lending spread. Fixed rate : The cost of Bank’s fixed rate borrowing of US dollars, Japenese yen or Swiss francs plus a lending spread. Resetter : Its is similar to fixed rate loans for the initial period which is tailored to the borrower’s need after a specified period. It is charged as a % per annum on progressive amount of undisbursed loan Commitment Fee balance. Its is a flat percentage fee of the loan amount Front-End Fee As may be determined based on project needs and could comprise of a Maturity grace period and a repayment period with final maturity. Following conversion options would be available subject to the Bank’s Loan Conversion conversion procedures as may be applicable at the time of conversion. Options Transaction Fees Disbursement schedule Prepayment Cancellation Repayment Lending Rate Reset / Payment Dates Currency Conversion: The undisbursed amounts/disbursed amounts in whole or part of the undisbursed balance/disbursed amount of the loan may be converted into the three offered currencies. Interest Rate Conversion: The floating lending rate on the whole or part of the disbursed balance may be converted into a fixed-rate at the prevailing market rate or vice versa for whole or part of the loan's residual maturity. Interest Rate Caps and Collars: A cap or collar on the floating lending rate may be purchased for up to the entire disbursed amount, for the whole or part of the residual maturity. A transaction fees may be charged pertaining to the above referred loan conversion. Amount and timing of loan disbursement are structured as per the project needs. All or part of the disbursed and outstanding loans may be prepaid. Floating rate loans could be prepaid on an interest payment due date without a prepayment premium. Prepayment of floating rate loans on a date other than the interest payment due date will attract payment of a premium based on the difference, if any, between the rate at which the proceeds from the prepayment could be reinvested and Bank’s funding cost for the prepaid amount. Prepayment of fixed rate loans or floating rate loans that involve conversion and a corresponding hedge requiring termination will attract payment of hedge unwinding costs, if any. Borrower may cancel all or a part of the undisbursed balance at any time. Equal principal or annuity repayments. Lending rate for floating rate loans are generally reset every six months on an interest payment date. Interest payment are generally due either on the 1st or 15th day of a calendar month and semiannually thereafter. Conditions The primary objective of introducing conditions while providing loan/funds is to ensure that the proceeds of the loan are used only for the purposes for which the loan was granted and with due attention to considerations of economy and efficiency. Thus, the Lender’s loan documents (e.g., loan agreement, guarantee agreement, where relevant project agreement, etc.) stipulate the loan covenants that are considered necessary to ensure the efficient implementation of, and the full realisation of benefits from, projects financed by Lender. The loan covenants can be divided broadly into two categories: general covenants and special covenants: (i) General Covenants General covenants are standard assurances and undertakings that the Lender requires from all borrowers, guarantors, if any, and executing agencies for projects financed by the loans regardless of the special features of a particular project. General covenants include obligations on the part of the borrower, guarantor, if any, and the executing agency: to carry out the project with diligence and efficiency; to repay the loan; to procure goods and services and engage consultants in accordance with specified procedures; to maintain project records and accounts; to provide local currency funds, facilities, and other resources required for carrying out the project; to submit financial statements/ progress reports; and to establish and maintain adequate auditing arrangements with the provision that the Lender will retain the option to communicate directly with the auditors. (ii) Special Covenants Special covenants are those assurances and undertakings which the Lender considers necessary or desirable to obtain from the borrower, guarantor, if any, and the executing agency for each project, having regard to the special features, identified difficulties, and reference points for monitoring of each project. Special covenants are an important part of the loan documents and are so designed that compliance with these covenants will further ensure the successful implementation of the project, sustainable operation of the facilities, and full realization of its benefits. They also provide a basis for the Lender to monitor project implementation and performance. To facilitate monitoring of compliance, special covenants should indicate, wherever possible, the dates by which compliance is expected of various items therein, on the basis of a realistic assessment of project-specific requirements and the related government policy and procedure. Where special circumstances so warrant, special covenants may be used to require the borrower, if any, or the executing agency/guarantor to undertake necessary action even after completion of project implementation so as to ensure sustainability of project benefits. Compatibility of Loan Covenants with Local Laws Covenants are generally compatible with local laws, administrative practices and procedures, sectoral/subsectoral requirements, and socioeconomic conditions of developing member countries. Interventions required Sr Suggestions Agencies Involved 1 Taxation Rationalisation, reduction and SEB, Finance Department tax holidays. and Government of India 2 Land rates Concession CITCO 3 One window Creation of a body for one stop CITCO and SEB clearance processing 4 Structure Creation of a Tourism Advisory Government of Chandigarh Body Creation of Tourism Finance Deparment and Development Fund CITCO 5 Infrastructure Development of infrastructure CITCO, PWD, Finance and involvement of private Department. sector 6 Marketing Promotion of Chandigarh CITCO Tourism 7 Attracting Private Providing incentives SEB, Ministry of Finance and Sector Participation Government of India, L&DO New Joint Ventures (PSP) CITCO, Finance Department Joint Ventures for existing CITCO projects Privatisation CITCO and Finance Department Annexure A IN\DICATIVE INVESTMENT PROPOSAL OUTLINE There is no standard form for applications. This is an indicative framework providing key heads to be covered in an Investment Proposal to be submitted for funding. 1. Executive Summary Summarise all the important points of the proposal. 2. Lender’s role Propose an equity, debt, or cofinancing arrangement. 3. Background to the project Brief introduction and history of the borrower State the need to undertake the project. Briefly describe the project, including the implementation and operation philosophy. Specify the support obtained from government, lending institutions and investors for the project. State the need for the assistance required from the Lender. 4. The Market Describe the market and marketing arrangements. Include all the following: Basic market orientation: local, national, regional, or export. Projected production volumes, unit prices, sales objectives, and market share of proposed venture. Potential users of products and distribution channels to be used. Present sources of supply for products. Future competition and possibility that market may be satisfied by substitute products. Tariff protection or import restrictions affecting products. price sensitivity market risks Critical factors that determine market potential. 5. Feasibility Study Present a feasibility study establishing the technical, financial, economic, and environmental viability of the project, prepared by a reputable consultant. 5.1Technical feasibility, manpower, resources, and environment: Brief description of the process. Availability of manpower and of infrastructure facilities (transport and communications, power, water, etc.). Breakdown of projected operating costs by major categories of expenditures. Proposed location in relation to markets, infrastructure and manpower. Proposed capacity in comparison with other known competitors. Potential environmental issues and how these issues are addressed. 5.2 Cost Estimates Provide cost estimates for the project, analyzed two ways: major cost category local and foreign currency cost. 5.3 Investment requirements, project financing, and returns: Estimate of total project cost, broken down into land, construction, installed equipment, and working capital, indicating foreign exchange component. Proposed financial structure of venture, indicating expected sources and terms of equity and debt financing. Type of financing (loan, equity, quasi-equity, a combination of financial products, etc.) and amount required from the Lender. Projected financial statement, information on profitability, and return on investment. Critical factors determining profitability. 5.4 Financial and Economic Evaluation Calculate the economic and financial rates of return as well as return on the equity investment. 5.5 Analysis Analyze the risks in implementing and operating the project with the accompanying mitigating measures showing which party will bear the risk and/or pay for the mitigating measures. The risk analysis should be accompanied by a list of proposed insurance coverages for both implementation and operation of the project. 6. Ownership of the project Describe the proposed ownership and management structure of the project. 7. Government support and regulations: Project in context of government economic development and investment program. Specific government incentives and support available to project. Expected contribution of project to economic development. Outline of government regulations on exchange controls and conditions of capital entry and repatriation. 8. Environmental Aspects Provide a site-specific environmental impact assessment report, highlighting environmental impacts and mitigating measures, prepared by an acceptable consulting firm in accordance with Lender’s guidelines. 9. Permitting and Licensing List all permits and clearances required for implementing and operating the project, the issuing authority, and the date of issue or expected issue. 10. Implementation Arrangements Explain the implementation and contractual arrangements for the project, including the construction and supervision methodology. Make sure the followings are included: a bar chart showing major scheduled achievements and completion for each of the major components of the project draft construction contracts sources of possible cost increases and delays Detailed description of liquidated damage provisions and performance bond requirements. Prioritisation of selected projects Activity Short term Medium Long term 1-5 years term 5-10 10-20 years years Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Visitor generating projects 6. Promoting traditional cuisine 7. Horse Race track 8. Amusement Park 9. Linking the sightseeing 10. Conference center to attract business travelers 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Job creation Potential of Projects Activity Total Project Direct jobs Indirect cost created jobs created Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Nil Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Rs 10 lakhs 50 50 Chandigarh through annual surveys and the use per year of multipliers 3. Setting up police outposts in the new concept Nil 5 20 “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops Nil 5 20 and transportation 5. Creating Tourist/ Cultural center Rs 75 lakhs 350 1000 Visitor generating projects 6. Promoting traditional cuisine Nil 7. Horse Race track Rs40 –50 1000 4600 crores 8. Amusement Park Rs 30 crores 1000 4000 9. Linking the sightseeing Rs 70 lakhs 100 400 10. Conference center to attract business travelers Rs 10 crores 300 1200 11. Developing the City Centre Nil ? 12. Adventure tourism & Wildlife Tourism Nil - Funding of Projects Activity Total Cost to Other project cost Govt funding sources Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Rs 10 lakhs/ Rs 10 lakhs/ Chandigarh through annual surveys and the use yr year of multipliers 3. Setting up police outposts in the new Nil Nil concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of Negligible Neglibible shops and transportation 5. Creating Tourist/ Cultural center Rs 75 Lakhs Rs 75 lakhs Corporate Visitor generating projects 6. Promoting traditional cuisine Nil 7. Horse Race track Rs 40-50 Variable Pvt Sector crores 8. Amusement Park Rs 30 crores Variable Pvt Sector 9. Linking the sightseeing Rs 70 lakhs Rs 70 lakhs Lease 10. Conference center to attract business Rs 10 crores Rs 10 crores Some travelers Corporate 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Nil Economic impact of short term projects Activity Total Potential Multiplier Project Ongoing Effect Cost Revenues Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Rs 75 lakhs Rs 42 lakhs Rs85 lakhs Visitor generating projects 6. Promoting traditional cuisine Nil Rs 33 lakhs Rs70 lakhs 7. Horse Race track Rs 40-50 Rs 3.13 Rs 6.5 crores crores crores 8. Amusement Park Rs 30 Rs 10 Rs 20 crores crores crores 9. Linking the sightseeing Rs 70 lakhs Rs 27 lakhs Rs 55 lakhs 10. Conference center to attract business Rs 10 Rs 2.6 Rs 5.5 travelers crores crores crores 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Cultural/ Tourist centres Project Funding-Rs lakhs 75 Funding Yrs 1-5 75 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Rental/ lease- Rs.lakhs 5% 42.4 44.52 46.75 49.08 51.54 54.11 56.82 59.66 62.64 Operational Costs 5% 24 25.2 26.46 27.78 29.17 30.63 32.16 33.77 35.46 Operating profits 18.4 19.32 20.29 21.3 22.37 23.48 24.66 25.89 27.19 Traditional Cuisine Project Funding-Rs lakhs Nil Revenues Visitor numbers 000's 5% 45000 47250 49613 52093 54698 57433 60304 63320 66485 69810 Visitor spends-Rs.lakhs Rs 60/ 5% 27.02 28.37 29.79 31.28 32.85 34.49 36.21 38.02 39.92 41.92 Rental/ lease- Rs.lakhs 5% 6.75 7.09 7.44 7.81 8.20 8.61 9.05 9.50 9.97 10.47 Total Revenues 33.77 35.46 37.23 39.1 41.05 43.1 45.26 47.52 49.9 52.39 Operational Costs-Rs lakhs 5% 24 25.20 26.46 27.78 29.17 30.63 32.16 33.77 35.46 37.23 Operational Profits 9.77 10.26 10.77 11.31 11.88 12.47 13.10 13.75 14.44 15.16 Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Horse Race Track & Club Project Funding-Rs lakhs 5,000 Funding Yrs 1-5 4,000 Funding Yrs 6-10 1,000 Funding Yrs 10-20 Revenues- Rs lakhs Visitor numbers 000's 5% 105.0 110.3 115.8 121.6 127.6 134.0 140.7 Club Memberships 25/yr 600 625 50 50 50 50 50 50 50 Monthly dues 5% 4.2 4.41 4.63 4.86 5.11 5.36 5.63 Corporate Boxes 5% 50 52.50 55.13 57.88 60.78 63.81 67.00 Programme 5% 47.6 49.98 52.48 55.10 57.86 60.75 63.79 Share of tote/ Race charges 5% 111 116.55 122.38 128.50 134.92 141.67 148.75 Gate money-Rs.lakhs 5% 43.5 45.68 47.96 50.36 52.87 55.52 58.29 Rental/ lease- Rs.lakhs 5% 11.25 11.81 12.4 13.02 13.67 14.36 15.08 Total Revenues 600 625 317.6 330.9 345 359.7 375.2 391.5 408.5 Amusement Park Project Funding-Rs lakhs 3,000 Funding Yrs 1-5 3,000 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Visitor numbers 000's 5% 500 525 551.3 578.8 607.8 638.1 670 703.6 738.7 Visitor spends-Rs.lakhs Rs200/ 5% 1000 1050 1103 1158 1216 1276 1340 1407 1477 Total Revenues 1000 1050 1103 1158 1216 1276 1340 1407 1477 Note : These two projects should be tendered out. The above spreadsheets give Operational revenues and visitor numbers for decision making purposes Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Linking the sightseeing Project Funding-Rs lakhs 70 Funding Yrs 1-5 70 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Visitor numbers 000's 550 5% 550 577.5 606.4 636.7 668.5 702 737.1 773.9 812.6 Visitor spends-Rs.lakhs Rs5/ 10% 27.5 31.76 33.35 35.02 36.77 38.61 40.54 42.56 44.69 Operational Costs-Rs lakhs 5% 15 15.75 16.54 17.36 18.23 19.14 20.1 21.11 22.16 Operational Profits 12.5 16.01 16.81 17.65 18.54 19.46 20.44 21.46 22.53 Conference Centre Project Funding-Rs lakhs 1,000 Funding Yrs 1-5 1,000 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Conference visitors 000s 5% 55 57.75 60.64 63.67 66.85 70.2 73.71 77.39 81.26 Visitor spends-Rs.lakhs Rs200/ 5% 110 121.3 127.3 133.7 140.4 147.4 154.8 162.5 170.6 Rentals -Rs lakhs 5% 18 18.9 19.85 20.84 21.88 22.97 24.12 25.33 26.59 Exhibition visitors 000s 5% 60000 63000 66150 69458 72930 76577 80406 84426 88647 Visitor spends-Rs.lakhs Rs 25/ 5% 15 16.54 17.36 18.23 19.14 20.1 21.11 22.16 23.27 Rentals- Rs lakhs 5% 18 18.9 19.85 20.84 21.88 22.97 24.12 25.33 26.59 Social function visitors 000s 5% 50000 52500 55125 57881 60775 63814 67005 70355 73873 Visitor spends-Rs.lakhs Rs200/ 10% 100 115.5 121.3 127.3 133.7 140.4 147.4 154.8 162.5 Total Revenues 261 291.1 305.7 321 337 353.8 371.5 390.1 409.6 Operational Costs-Rs lakhs 5% 112 117.6 123.5 129.7 136.1 142.9 150.1 157.6 165.5 Operational Profits 149 173.5 182.2 191.3 200.9 210.9 221.5 232.5 244.1

Tripura Tourism Policy Tourism Policy Tourism Policy 2020 - 25 Shri Biplab Kumar Deb Hon’ble Chief Minister, Tripura MESSAGE I am delighted to learn that the Department of Tourism is bringing out the “Tourism Policy 2020-2025”. I understand that tourism in Tripura has come a long way and it is one of main engines of economic development. The initiative taken by the Department like launching Paryatan Sahayak Prakalp scheme for promoting entrepreneurship, introducing tourist friendly activities like audio guides, guides, eco- friendly vehicles, development of destinations like Chabimura, Unkaoti, Matabari and Neermahal are praiseworthy. The impact of these initiatives will be visible in coming years and will help in transforming Tripura as one the most important tourist destination in India. I hope that the Department will continue to play the perfect host to tourists from around the world by presenting the best we have as a destination and also at the same time preserving the tradition, culture, values and the interest of the people of Tripura. I hope that the Tourism Policy will be a guiding document for all the stakeholders to promote Tripura as a premier tourist destination. Wishing all success. Biplab Kumar Deb Shri Pranajit Singha Roy Hon’ble Minister, Tourism, Government of Tripura MESSAGE The tourism sector in Tripura has been growing consistently with lot of innovative activities being undertaken. However it has been observed that this growth has been in an unorganised manner with all the stakeholders of this sector working independently. It has been felt that all these stakeholders have to be brought together so that the vision of Tripura being a world class tourist destination is realised. This policy formulation is one of the steps towards achieving this vision. Tourism in Tripura began very small and has been growing consistency. Today the state attracts more than 5 lakh domestic and foreign tourist every year and has created a mark for itself on the tourism map of the country. I expect the tourism sector to grow more. This policy aims at facilitating this growth and at the same time ensuring that this growth in accordance with the traditional and cultural values of the state. The Government also aims to provide an environment conducive to the growth of the tourism sector so that all the stakeholders especially private investors are encouraged. This policy document also aims to provide this framework of conducive working environment. The policy document has been prepared after consultation with various stakeholders as at various stages and it focuses on identifying thrust areas for tourism in the State, the strategy to be adopted to make Tripura a world class destination, encouraging private partnerships, boosting local entrepreneurship and local community involvement in promoting tourism and all the same preserving the environment, heritage and culture of the state. I believe that this policy will strengthen the tourism sector of the State and will contribute not only for development of tourism but in overall economic development of the State. Pranajit Singha Roy Tourism Policy of Tripura 1. Preamble Global Tourism Scenario: A large number of people are travelling across the world- be it for work, pleasure or for enjoying the natural beauty or to understand the different cultures. As one of the most prominent human activities with positive outcomes, Tourism facilitates understanding of history, culture and traditions of our nation as well as of other countries. It promotes national integration, universal brotherhood and social integration. It offers opportunities for people to people exchange, generating employment opportunities, earning foreign exchange and this raising living standards. According to the annual analysis quantifying the global economic and employment impact of travel and tourism in 185 countries, World Travel & Tourism Council’s (WTTC) research reveals that the sector has grown at 3.9% during 2018. It contributed to $8.8 trillion to the global economy and accounted for 319 million jobs, equivalent to one in every ten jobs. Tourism Scenario in India Tourism sector is one of the largest employment generators in India and plays a very significant role in promoting inclusive growth of the less-advanced sections of the society. According to India Tourism Statistics 2019 published by Ministry of Tourism, Govt. of India, Foreign Tourist Arrivals in India in 2018was 10.56 million and witnessed annual growth of 5.2%. The estimated Foreign Exchange Earnings from tourism during 2018 was Rs.1, 94,892 Cr with annual growth rate of 9.6%1.Domestic tourist visits to all States and UTs in 2018 was 1854.9 Million registering annual growth rate of 11.9%. The Indian tourism industry is responsible for creating 23 million direct jobs (or 5.5% of total jobs in India) and 36.6 million direct and indirect jobs (or 8.7% of total jobs in India). Tourism Scenario in Tripura: Tripura is a hilly North-Eastern State of India blessed with natural rich topography, unique geographical location with tropic of cancer passing through its heart. The State, an abode of rich floral and faunal biodiversity, unique landscapes and moderate climate throughout the year has immense potential for tourism .Peaceful co-existence of nineteen indigenous tribes along with Bengali and Manipuri communities in the State, their diverse cultural streams and faiths, traditional art, music and festivals, beautiful handloom and handicrafts constitute irresistible charm as a tourist destination. It has spellbound rock cut sculptures of archaeological significance, Buddhist pilgrimage sites and the royal palaces that add to the charm. During 2018-19, total 5,29,879 tourists visited Tripura including 1,12,955 foreign tourists. 1India Tourism Statistics 2019; Ministry of Tourism, Govt. of India The bulk of foreign tourists are from Bangladesh followed by tourists from USA, Canada and UK. Though in small numbers, tourists from Serbia, Sweden, Hungary and New Zealand visited Tripura in 2018-19. Tourist arrival registered 10% annual growth during 2018-19. Evolution of Tourism sector in Tripura: Tourism has been declared as an Industry in Tripura way back in1987. Realizing the potential of Tourism in the socio-economic development of the State, the State Government has set up Tripura Tourism Development Corporation Limited in 2008 for professional management and giving further impetus to tourism sector in the State. The Corporation has been registered in 2009 and since it’s functioning the revenue generation is continuously increasing indicating the opportunity for further expansion of this sector. Earlier Tourism Department was part of Information and Cultural Affairs Department but in 2013 a separate Tourism Directorate has been set up and it acts as an administrative department for the Tourism Corporation. People’s outlook towards tourism in the state: The sociable, art loving, ritualistic and festive character of local people is very conducive for tourism development in the State. People’s outlook towards tourism is positive and full of enthusiasm as this has potential for socio-economic development of the local communities. In fact, community participation in tourism development will be vital for success of tourism in Tripura. 2. Need for Tourism Policy in Tripura Tourism continued to develop in an unorganised manner with various departments engaged in tourism development and facilitation but working in isolation with each other. Thus, a need for a joint and collaborative approach has been felt which would address tourism in a holistic manner through an integrated approach. There is an urgent need to consolidate all existing missions and plans, and together with strong participation of the tourism stakeholders to develop Tripura as preferred tourist destination. Considering ever growing and changing tourism industry, the policy shall provide guidance for bringing sustainability through inclusive growth, enhancing capacities of tourism stakeholders as well as for developing regulatory frameworks, which shall ensure quality experience for visitors to the State. At this stage of tourism development, the visitors’ perspectives also need to be factored in. Increasingly people are looking for authentic and distinctive experiences. Additionally, need to conserve the culture and nature has gained even more importance. This requires a comprehensive guiding document in the form of a policy for shaping Tripura’s tourism sector, which has been a long felt need in the state. 3. Vision To promote sustainable tourism in Tripura, with emphasis on enhancing tourist experience, placing Tripura on tourism map of the world as one of the leading tourist destinations and also enabling economic and social development by linking tourism with the livelihood opportunities for local communities. 4. Mission a. To make Tripura nationally and internationally acclaimed all-season Tourist destination. b. To provide world class amenities and facilities to the tourists at all destinations and also provide well managed public amenities on the highways. c. To highlight rich culture, heritage, wildlife, bio-diversity so as to provide unique experience of unexploited wonderland to the tourists. d. To disseminate Tripura’s rich history, cultural and traditional aspects related to the ancient kingdom. e. To facilitate involvement of private sector in establishment and management of tourism infrastructure. f. To encourage local communities in management of tourist destinations as well as hosting activities like home-stay. g. To generate employment opportunities for the local communities in sectors directly and indirectly linked with the tourism. 5. Guiding Principles The tourism policy will be based on the following guiding principles: a. Promotion of religious tourism based by developing places of worship of all faiths. b. To promote eco-tourism in the State in collaboration with the Forest Department. c. Undertake measures to provide best experience to the tourists in terms of information, logistics amenities, security and hospitality. d. Establish active and coordinated participation of Government departments, voluntary organizations, the local community and other stakeholders of tourism sector. e. Set up an institutional mechanism to promote private investment. f. To create enabling framework for public-private partnerships in developing tourism products, projects and services. 6. Validity period of Policy This policy shall remain in force for five years from the date of its issuance and projects started/established/ expanded operationally during such period shall qualify for benefits/exemption/concessions under the provision of this Policy. However, tourism projects established / expanded before the issuance of this policy shall be dealt with as per the provisions of the then prevailing policy. 7. Strategy The following will be the strategy to be adopted to realise the vision of development of Tourism in Tripura: A) Tourism Infrastructure Optimization: The development of infrastructure is key for promoting tourism in the State. This will be taken up in the following ways. i. Destination and Basic Infrastructure Development: a. Destination development will be taken up through Central Govt and State Govt schemes. For each destination, a master plan will be developed, so that comprehensive development of amenities and facilities is ensured. While planning the tourism destinations, Global Sustainable Tourism Council (GSTC) Criteria will be adhered by the Tourism Department, which is aimed to bring all stakeholders together to achieve sustainable tourism. GSTC Criteria serve as the global baseline standards for sustainability in travel and tourism. They are the result of a worldwide effort to develop a common language about sustainability in tourism. They are arranged in four pillars listed as sustainable management, Socio economic impacts, Cultural impacts and Environmental impacts (including consumption of resources, reducing pollution and conserving biodiversity and landscapes). b. Department of Tourism (DoT) will collaborate with State Govt. Departments like Urban Development, PWD, Transport, Tripura State Electricity Corporation amongst others for continuous improvement and maintenance of basic infrastructure such as roads, drinking water, power, hygiene, transport, and solid waste management. c. Priority areas will include setting up of hotels, restaurants, spas and resorts, tourist centres, parking areas, entertainment centres, amusement parks, ropeways, golf course, standardized budget accommodation etc. d. New tourism destinations across the State will be identified and prioritized for development. Every year 1-2 destinations will be focused so that they can be developed in all respects for the tourists. e. Efforts to include Tourism related aspects in action plan of all departments, particularly Forest, Handloom and Handicrafts, Information and Cultural Affairs for promotion of fairs and festivals of Tripura as listed in Annexure-1,Public Works Department, Industry (for tea tourism), Horticulture and other Departments of the State for holistic development. f. Highest priority will be accorded to conservation and preservation of natural resources and beauty at eco-tourism destinations. ii. Development of Way Side Amenities a. Way side amenities will include setting up cafeteria, souvenir shop, parking facility, toilet complex etc on the major roads leading to tourist destinations. b. The way side amenities will be developed on the government land along the National / State High ways or near the tourist locations, or developed in private land by the interested entrepreneur. c. All way side amenities to carry out the brand name of Tripura Tourism. d. In case of government land, the tourism department will ensure that land is allotted / leased to the Tourism Department with a provision to be managed by the Tripura Tourism Development Corporation Limited (TTDCL) and TTDCL will do the bid management for developing the way side amenities in that location. The land leasing will be taken up as per the guidelines formulated by the State Government from time to time. e. In case of private land, the owner of the land or any other person after seeking due permission or arrangement with the owner of the land, can propose to set up way side amenities. The proposal will be given to Tourism Department, which will examine and provide approval. In this case the developer will require to pay a royalty or commission to State Government, as per the procedure laid down. f. Way side amenities will be promoted under the Paryatan Sahayak Prakalp (Details included in Annexure II) scheme launched by Department of Tourism. iii. Development of Tourist Circuits a. Tourist Circuits linking Eco-Tourism, religious and entertainment places of interests to the tourist will be designed and developed. b. Based on the profile of the tourists i.e. domestic and foreign, separate tourist packages will be developed and marketed in the suitable forums. c. Special efforts will be made to develop international tourist circuit and promote in Bangladesh. The places involved will be Moynamoti in Bangladesh along with Pilak and Boxanagar in Tripura that can be developed as archaeological / Buddhist tourist circuits. d. Similarly, there are 6 Shaktipeethas in Bangladesh which can be linked with Tripura Sundari Shaktipeetha in Tripura and developed into an international religious circuit. e. Along these circuit routes, Home stay will be promoted to provide lifestyle and cultural experience of Tripura to the tourists. B) Improving Connectivity: i. Efforts would be taken to ensure direct flights from major cities to Agartala. ii. Operationalisation of Kailashahar Airport, will help to reach Unakoti and Jampui Hills tourists destinations conveniently. iii. There are 22 helipads in Tripura. Therefore, helicopter tourism can be promoted and “Tripura Hawai Darshan” will be started by using the services of Pawan Hans every weekend. iv. The Tourism Department will also work with the Indian Railways and IRCTC for providing affordable tourist packages. v. Tourism Department will work with the NHAI, PWD Department and Rural Development department to improve the connectivity to Tourist Destinations on priority. vi. The Tourism Department in coordination with the concerned departments of the State, will take steps to ensure proper hygienic conditions and to prevent the exploitation of tourists on national and state highways and at tourist places. vii. Police and Highway Patrol to be ensured on all major state and national highways connecting major tourism destinations in co-ordination with Home Department and Highway Authorities C) Human Resource Development: i. In service sector like tourism, availability of skilled staff is essential for delivery of hospitality services professionally. The Government will invest in human resource development so that the managerial and technical skill is made available with the State. Tourism Department will facilitate the operationalisation of Hotel Management Institute at Anandnagar at the earliest ii. All the personnel directly and indirectly engaged in the tourism sector will be trained in hospitality related aspects with assistance from National level apex institutes-like IITM, IIFM, IHMs, etc. DoT shall put emphasis on youth, women, under privileged and disadvantaged sections of the society. Skill trainings and Capacity Building workshops shall be organized to make them employable in the tourism sector. iii. Professional guides will be trained, certified and deployed at tourist locations and at arrival points. iv. Service related training will be provided periodically to all the registered home stay owners, restaurant staff and hoteliers and their staff so that the tourists enjoy warm hospitality during their stay in the State. v. Feedback and 3rd Party Skill Assessment of Trainings provided and Trainees after completion of trainings shall be carried out. vi. DoT will also encourage Hoteliers/Travel Operators/Tour Agents to induct trained and certified guides/workforce for better absorption in the tourism sector. vii. A pool of consultants / experts shall be empanelled to provide necessary training like general etiquettes, English speaking and other languages, cooking, nature guides, heritage guides, resort operations etc as per the demand of the industry. viii. Convergence with Central government schemes like Hunar se Rozgar Yojana of Ministry of Tourism and other ministries shall be ensured. ix. Licensing and certification of tour guides shall be ensured to standardize their services and accreditation of travel agents shall be promoted x. Tourism sector institutions of the State shall be encouraged to include sustainable development strategies as part of their curriculum. xi. Emphasis on capacity building of Local Communities: a. Special incentive scheme “Paryatan Sahayak Prakalp” has been adopted to promote entrepreneurship and people participation in development of tourism related infrastructure & services in Tripura, where subsidised interest loans upto Rs. 5 Lakhs are given to youths. b. Transparent guidelines and standard procedures will be laid down to allow local communities to participate in the management of the tourist destinations and services. c. Active participation of local bodies will be ensured by sensitizing them towards tourism. d. In promoting the local cuisine, costume, art, handicraft and local heritage etc, involvement of local communities is crucial and it will be encouraged. e. Retail outlets for local products, arts, crafts, cuisine, etc will be encouraged wherever feasible f. Community kitchens and cluster of public conveniences at rural locations will be encouraged largely through private entrepreneurs/SHGs D) Marketing & Promotion: i. Social media and digital media will be used widely for marketing the tourist destinations. This will be key for advertisement and promotion strategy. ii. Along with this, destination and package wise new brochures, posters will be printed and short films on destinations will be developed. iii. One key area for marketing and promotion is the Information centres situated in airport, railway station and integrated check posts. The existing information centers will be upgraded and new such information centers will be planned in major airports and railways stations. iv. The participation in leading national and international tourism fairs will be taken up strategically so as to market the tourist destinations in a better way. v. Familiarization tours of the leading tour operators of the country and overseas will be taken up in major tourist destinations so that they are marketed well in the State. vi. Road shows in key national and international markets will be taken up to promote the tourist destinations vii. Signage’s of the international class will be installed on the national, state and at the important tourist highways and stations. viii. Destination Management Organizations (DMO) will be promoted locally, first at Agartala for promoting destinations in concerted manner for standardization of services. DMOs are non-government professional body that market a destination by attracting right quantum of tourists and synergizes activities at local tourist destinations. Responsibilities of a DMO include: • Facilitate reservations for villas, resorts, hotels, homestays • Provide travel management and guides • Act as local partners for group and event organizers • Acts as receptive agents for travel agents, tour operators • Training and capacity building activities for local communities • Tourism products and business development ix. DoT shall undertake initiatives to develop Coffee table books, Documentaries and knowledge material for tourists. These will focus on diversity of Tripura such as its flora, fauna, heritage, festivals and local culture covering tourism destinations x. A 5 year calendar of events across Tripura will be developed including 5 signature events that will be organized annually. Indigenous products will be promoted as part of the event calendar xi. The advertisement will be taken up by the Tripura Tourism Development Corporation Limited (TTDCL) as accordingly approved by the board of TTDCL from time to time. xii. Emphasis towards attracting International Tourists: It has been observed that international tourists prefer visiting places with rich cultural heritage, eco-friendly locations and the locations that offer them unique experience. As Tripura has all these types of locations, steps should be taken to attract international tourists. As the first step to attract international tourists, a detailed strategy will be created for top 5 visiting countries to catalyse the demand of inbound tourism including strategic link up with overseas tourism boards. a. Making linkages with the international circuits of religious and cultural significance and marketing the tourist destinations. b. Efforts will be taken to ensure travel, accommodation bookings and transit seamless and comfortable to the tourists. c. All efforts will be made to access national as well international tourist markets for marketing, branding, promotion of local Tourism Products. d. Comprehensive feedback mechanism of tourist experience shall be developed. E) Attracting Private Investments: i. To encourage establishment of tourism projects through private investment, land bank at suitable locations will be identified and created by the tourism department. ii. As tourism has been accorded the status of Industry, the, Incentives, Subsidies/Concessions will be made available to augment the establishment of various tourism facilities like hotels and resorts in the State, like to any other industry. iii. Private transport operators will be linked to tourism areas and encouraged to provide quality transport services. iv. To encourage MICE (Meetings, Incentives, Conferences and Exhibitions) Tourism in the State, establishment and management of convention centres with private investment will be promoted. v. To provide quality accommodation to tourists in the state, establishment of star category hotels with private investment will be encouraged. F) Safety & Security i. A disaster management plan will be created for major tourist destinations to brace for any eventuality. A dedicated helpline number will be launched exclusively for the tourists. ii. To provide safeguard for tourist, tourist police / private security persons will be deployed at various locations. An assessment will be made regarding the requirement of the police personnel / private security guards and they will be sensitised accordingly. iii. Tourism Department shall liaison with mobile operators to ensure efficient connectivity for all tourism destinations in the state especially far-flung areas iv. Tourists will be provided with information with the better use of information technology and communication mediums. Through mobile based applications they will be provided tourism information. v. Tourist destinations will be equipped with modern telecommunication facilities and ICT. vi. Enabling appropriate accessibility for physically challenged will be promoted at key tourist destinations. 8. Thrust Areas of Tourism in Tripura Eco Tourism Eco-Tourism is a new concept, developed around the idea of travelling to places of natural beauty, moving around and staying at places bestowed with nature for few days. It involves participation of local communities in overall economic development of area, learning environment friendly way of life and support conservation efforts while observing nature and wildlife. Tripura has immense scope for eco-tourism. The State is virtually free from industrial pollution. Its green forests, blue hills, enchanting rivers are basis on which eco- friendly tourism can be developed through: a. Tripura is an ideal place for developing eco-tourism activities like jungle safaris, trekking, rock climbing, forest trails, nature walks, angling, camping etc. All these activities are to be conducted in a manner that promotes awareness of the environment and helps maintain the ecological balance. b. Wildlife Tourism is an integral part of Eco Tourism. At present there are 04 (four) Sanctuaries, 02 (two) National Parks. Department of Toursim proposes to work actively with the Wildlife Wing of the Forest Deptt. to further develop and improve wildlife parks/zoos, bird watching towers and other public utility services for the facility of the tourists. Initiatives shall be taken in collaboration with the Forest Department to preserve/protect these areas from mass tourism flows and development. c. Development of Lakes and wetlands is also part of eco-tourism. The department will take steps in coordination with the Forest Department to maintain and enhance their beauty by undertaking development in an integrated manner. d. Policy for Eco-tourism in Forest & Wildlife areas has been outlined by Government of India. It will be followed as and where applicable. e. Forest Department will also make an endeavour to declare some areas for eco-friendly recreation. f. Creation of infrastructural facilities like good quality tents, cottages-on-stilts with provisions for ethnic food and other logistics will be taken up in the eco tourism sites along with river cruise, water sports etc. g. Dumbur lake will be developed into world class destination with the financial assistance of the Central Government / Externally Aided Project in order to develop activities like water sports, angling, bird watching, setting up of house boats, development of artificial beaches etc. h. Nature Camps, Eco-friendly accommodation, trekking and nature walks, visitor interpretation centers amongst others shall be promoted. i. Guides and naturalists shall be trained and certified in coordination with the Forest Department. j. TTDCL will conduct feasibility study to create cycle trails near selected rivers, natural parks and sanctuaries to discover natural and cultural aspects of the region. k. TTDCL will create interpretation center to promote edutainment in forest sector. Adventure Tourism: a. There is a need to make comprehensive adventure tourism promotion plan for the State by laying down the regulatory framework for enforcement of safety standards.TTDCL shall set out eligibility criteria for entities aspiring to enter the Adventure Tourism segment to safeguard the tourists from the perils of the various adventure tourism activities b. For the promotion of adventure sports, the TTDCL will identify the various adventure sports activities that can be taken up at different location and they will be developed in public private partnership mode. As the first step, TTDCL will work in close coordination with Adventure Tour Operators & Associations to frame resource mapping for developing potential adventure tourism activities. c. To attract private investment in Adventure tourism, TTDCL can offer land on lease or license. Procedure to offer the land on lease shall be followed in accordance with the guidelines issued by the State Government from time to time. d. As training and safety standards are key to adventure sports, training on different aspects of the adventure sports to the youths, will be facilitated by TTDCL. e. TTDCL will make provision for quality equipment needed for adventure activities. These shall be made available in the nearest tourism department office. f. TTDCL will market and promote adventure destinations and expeditions in domestic and international platforms. Spiritual Tourism: a. A detailed infra-gap assessment shall be carried out at major pilgrimage destinations to address the key infrastructure issues in collaboration with Temple Trusts. b. Service Level Agreements for maintaining cleanliness and hygiene with professional agencies in the domain shall be undertaken. c. Funding from CSR shall also be explored for solid waste management, provisioning of tourist amenities etc at prominent pilgrimage destinations. d. Smart solutions will be promoted in collaboration with Temple Trusts to implement services like Wi-Fi, CCTV cameras, display screens, Prasad vending cash cards, visitor management amongst others. e. With the help of local bodies regular cleanliness drives shall be ensured at religious destinations. f. TTDCL shall create Tourist Facilitation Centres to enhance tourists experience at religious destinations. These centres shall ensure centralized booking facilities, tourist information, food etc. g. Tourism Department plans to develop Tripura Sundari Matabari Temple as world class tourist destination in consultation with the Mandir Trust.Along with tourist amenities, Tourism Department will also develop Ropeway from Udaipur Railway Station upto Matabari temple, in PPP mode. This ropeway will become a major tourist attraction. h. Tourism department in collaboration with other States, will market Tripura Sundari Temple as part of shaktipeeth circuit. These efforts will be especially with Assam, so that all tourist visiting Kamakhya can also visit Tripura Sundari temple. i. An annual seven days Kharchi Mela at Old Agartala Chaturdas temple during the month of July has come to be as known as Mahamillan utsav of the tribal & non-tribal, where lakhs of people and Sadhus congregate. This shall be highlighted in publicity campaigns in domestic tourist circuits with an appropriate tagline giving forceful punch to spiritual tourism. j. The Buddhist circuit in Tripura comprising Benuban Vihar, Mahamuni and Nabincharra will be promoted, especially in South East Asia to attract tourists. TTDCL will conduct road shows in the South East Asian countries to promote Buddhist Tourism. k. With similar focus, the centres of other faiths also will be developed and promoted in the relevant market segments. Ethnic Tourism: a. Tripura is a unique in it’s cultural and ethnic diversity. The State is a home land to 19 ethnic tribes and groups, each having its own cultural heritage, life customs, religious beliefs, language, food habits, folk songs and dances which are rich and varied. b. TTDCL shall conduct Social Impact Assessment in collaboration with the Department of Tribal Welfare and Department of Forest for development of eco-ethnic tourism activities in due consultation with representatives from tribal communities. This will ascertain their willingness to participate in eco-ethnic tourism activities. c. A detailed resource mapping study shall be undertaken by analyzing the market potential of eco ethnic tourism d. Only activities and facilities having least impact on the natural resources and the tribal culture shall be permitted. e. Marketing strategies shall be developed for promotion of eco ethnic tourism activities based on sound market research and segmentation analysis and make wide use of electronic, print and cyber media. f. Destinations thus identified shall be developed in accordance with the carrying capacity of the region, and also ensured that the activities causes minimal disturbance to the social diaspora and natural ecosystem g. Tourism infrastructure for promoting eco ethnic tourism activities shall be environment friendly, low impact aesthetic architecture, including solar energy, waste recycling, rainwater harvesting, natural cross-ventilation and proper sewage disposal and merging with the surrounding habitat. h. TTDCL shall work in close coordination with Tripura Handloom & Handicrafts Development Corporation to promote the tribal products i. Accreditations like Craft Mark, Geographical Indication (GI) shall be promoted for the products developed by the tribal people, to adhere to the principals of fair trade. j. TTDCL will identify villages to develop the traditional architecture and tourism related infrastructure. k. TTDCL will also identify in the existing tourist locations and also new locations to provide the experience of local cuisine, handloom and handicrafts, art and dance forms. Efforts will be undertaken to form Village tourism Committees (VTC) in such tourist locations for effective management of tourism enterprises. SHGs of villages shall be promoted to work as supporting VTCs. l. appropriate synergies would be ensured with financial institutions to provide funds for renovating the rural homes so as to ensure attractive, clean and comfortable stay of visiting tourists. m. Some of the identified activities for promotion under eco-ethnic theme are as under:  Rural Immersion Programmes including festivals and folklore  Rural Homestays  Local cuisine  Handicraft development  Participation in tribal rituals  Tribal Sports  Village walks and Jungle Treks, Bird watching etc. Film Tourism: a. The objective will be to project and establish, Tripura as an ideal shooting destination, and for this an exhaustive publicity campaign shall be taken up by the tourism department. b. Film Tourism is an area which can be explored in Tripura, as till date no major films were shooted here. To promote film tourism, the producers need to be given incentives so that they find a reason to do shooting here. c. Also film producers face various difficulties in co-ordinating with different departments while asking permission for local level shooting. Tourism Department will co-ordinate with these departments to obtain the legal mandatory permissions needed for film producers. This service can be extended to the concerned producer company on best effort basis d. It will also be required to declare Director Tourism as the sole authority for granting all type of permissions related to film shootings and the fee thus be collected by the Tourism department could be further remitted to the concerned departments. e. In addition to this the department will invite investment from private parties for setting up of the film cities, studios and hiring of filming equipment etc. for which govt. land could be provided on PPP basis. f. Organize familiarization tours for major production houses in India and across the world for key tourist destinations in Tripura. g. To ensure safety and security to the film makers a separate film shooting wing will be formed in collaboration with the Home Department and respective District Tourism Officers on the concerned area. h. TTDCL shall lease out various instruments available for film shooting in close coordination with other departments like Education, Culture, amongst others. i. TTDCL in consultation with the production houses will retain film shooting sets/structures which can have touristic value. Tea & Golf Tourism: a. There are 54 Tea Estates in Tripura. Coordination with the management of the tea gardens can effectively do a lot in promoting tea tourism in the State. Tourism Department will engage and persuade some of the willing tea gardens to be a partner in the tea tourism packages. The quantum of land allowed and activities permitted shall be as per the provisions of TLR& LR Act as amended from time to time. b. Traditional houses in Tea Estates could be converted into home stays wherein the tourists could enjoy the beauty right from tea plantations upto tea packaging. Many of these tea gardens can be developed to have golf courses. c. TTDCL will also organise Tea Festivals in consultation with the Tea Board. Wellness Tourism: a. A detailed market plan shall be developed to promote medical & wellness tourism in association with concerned stakeholders including reputed medical institutions and practitioners, medical service providers, amongst others. b. Focus would be towards offering medical as well as wellness facilities to the rural/sub- urban regions of the State by developing seamless connectivity to the destinations. c. TTDCL shall also include these centres in it packages and promote them at national and international platforms like travel marts, road shows etc. d. Apart from this Tourism Department also proposes to develop ayurvedic spa /health resorts in association with the private sector at various locations in the State. e. Training the youth in Panchkarma and other therapies will also be undertaken by tourism department through concerned departments. Heritage Tourism: a. Heritage zones will be earmarked around site like Unakoti, Udaipur, Pilak, Baxanagar, etc and accordingly master plans will be developed for comprehensive tourism development of the region. To improve the maintenance of these destinations efforts will be taken to create ownership among locals. Feasibility of creating heritage trails will be also considered. b. Greater coordination with Archaeological Survey of India (ASI) will be ensured and all efforts will be taken to make “UNAKOTI”- a World Heritage Site. c. To increase length of stay of tourists’ development of tourist villages near existing heritage attractions will be encouraged by engaging local communities. Border Tourism: a. TTDCL will encourage tourism activities along the bordering areas of the state. Intensive marketing and promotional activities will be adopted to increase tourist visits from neighbouring states. b. Access to infrastructure to these destinations shall be developed by collaborating with other state agencies to enable smooth commute. Arts, Crafts and Souvenirs: a. Promotion of local art and culture, generation of income and employment as it is a major component of tourism policy. The tourism department will endeavour to encourage the development of souvenir industry linked to local crafts, events and places which would promote a distinctive image of the State both within and outside the State. The private sector will also be encouraged to patronize and promote local folk, culture and crafts for the visiting tourists. b. Development of souvenir industry including standardised packaging is of utmost importance for which leading institutions and voluntary organisations in the country like NID, NIFT, IIPD, NCDPD etc will be actively engaged. 9. Role of Tripura Tourism Development Corporation Ltd: The role of Tripura Tourism Development Corporation Ltd (TTDCL) for implementation of tourism policy is important. The role of the Corporation will be as follows; i. While providing tourism services, the TTDCL shall play a crucial role in establishment, expansion, marketing and advertisement of tourism related infrastructure and services. ii. TTDCL shall identify new areas for development of Tourism destinations and facilities through public and private investment. iii. TTDCL shall focus on management of core tourist services, and as per the need will be allowed to hand over its units to private sector for operation under management agreement or on a long-term lease. iv. To resolve issues related to tourism promotion, management and operations, effective steps shall be taken up in co-ordination with stakeholders of tourism industry. v. Tourism projects shall be established and appropriate support to investors to invest in new undeveloped areas with tourism potential shall be streamlined. vi. As and when required TTDCL can expand its units and develop new areas of tourism through profits realized. vii. TTDCL shall take up up-gradation and maintenance of tourist lodges and other assets regularly to provide better facilities to the tourists. viii. TTDCL shall set up a Project Monitoring Unit (PMU) for taking up intense promotional activities, attracting private investments, investor facilitation, providing incentives and subsidies to investors. 10. Tourism Projects The following activities will be treated as tourism projects to avail various facilities and subsidies as applicable under the Schemes of the State and Central Governments. The definitions of these projects will be updated as per the guidelines issued by Ministry of Tourism, Government of India and Department of Tourism, Government of Tripura, from time to time: • Hotel (Star, Deluxe and Standard Class). • Health Farm/Resort/Health and Wellness Resort. • Resort, Camping Site and Fixed tenting units. • Wayside Amenities. • Heritage Hotel. • Facilities for Meetings, Incentives, Conferences and Exhibitions (MICE). • Museum/Aquarium/Theme Parks. • Bed and Breakfast /Home Stay Units. • Golf Course. • Rope way. • Water Park and Water Sports. • Amusement Park. • Adventure tourism. • Cruise Tourism and House Boats. • Film studio and development of infrastructure and installation of equipment for film making. • Sound and light show/ Laser show. • Other activities related to tourism as notified by Tourism Department of Central / State Government, from time to time. 11. Investor Facilitation and Promoting Private partnerships i. Tripura Tourism Development Corporation Limited (TTDCL) shall function as the nodal agency for investor facilitation under this policy. ii. The engagement of private partners for suitable tourism projects will be according to the guidelines issued by the State Government from time to time. iii. For Investment Promotion in Tourism, Corporation shall work in coordination with Directorate of Industries and Tripura Industrial Development Corporation also to provide permissions, incentives and subsidies for the enterprises and projects in Tourism sector. iv. At State level, for implementation of Investment promotion activities, for granting of permissions / registration / no objections / licenses to Investor of establishment of Tourism Projects, Deputy Managing Director, TTDCL shall be nominated as the single point of contact. v. The Deputy MD shall get resolved all such Investment related proposals in tourism sector through the committees constituted at State and District level and coordinate with various departments for necessary approvals. vi. Private projects where forest/revenue clearances are needed will be dealt on priority within a specified time not exceeding 30 days. 12. Planning for Future Developments Tourism shall plan holistically for all its future tourism developments, in order to achieve the same the following practices shall be adopted: i. Tourism Roadmap The department shall undertake the exercise to create a long-term tourism roadmap of the state. In doing so TTDCL shall engage consultants, as required, to prepare a comprehensive tourism roadmap covering the detailed resource mapping exercises of potential and new tourism destinations. Thus, TTDCL can prioritize these destinations and make action plans for implementation. TTDCL shall also engage experienced operations/experts in various domains to get domain specific information on various destinations. One of the scope of services under the tourism roadmap exercise will be identify potential tourism projects. TTDCL shall use the Tourism Roadmap while preparing its own annual tourism budgets and adhere to the roadmap for seamless integration of the action plan. ii. Tourism Investment Summits The department along with TTDCL shall organize tourism investment summits as an annual affair, as it brings down the investors under one roof and facilitates the investments in tourism domain. Secondly, it is an excellent platform for the State Tourism Department to showcase various projects that are on offer for private sector participation. iii. Convergence of Tourism Projects The department shall ensure that it benefits from various schemes that are centrally sponsored for tourism development and related works. Some of the schemes targeted towards the same are Swadesh Darshan, PRASAD, HRIDAY, AMRUT, Swachh Bharat Mission, Skill Development Mission etc. TTDCL shall apply under the mentioned schemes and gain funds for tourism development. Apart from these, TTDCL shall also make a framework to utilize CSR related funds at tourism destinations. TTDCL shall also encourage projects which are green and uses renewable energy as practice by providing them faster approvals and simultaneously providing special incentives to be decided on case to case basis. 13. Incentives and Subsidy for Tourism Projects The State Government has granted the status of Industry to the Tourism Sector in 1987. The incentives and subsidies as promoted by the industry department and as detailed out in Tripura Industrial Investment Promotion Incentive Scheme 2017 and subsequent amendments will be applicable to the projects undertaken for tourism department. 14. Allotment of land for establishing Tourism Projects through private investment i. The State Government can make land available for establishment and development of all types of Tourism Units as per the existing procedures. ii. All Development Authorities, Agartala Municipal Corporation, Municipality Councils, Tripura Housing Board, Nagar Panchayat, Gram Panchayat, Forest, Industry Department and District Collectors would be requested to identify suitable land for the establishment of Tourism units, as per the requirement. iii. After demarcation and ensuring the land is encumbrance free and other issues, and after recommendation by the land allotment committees, the identified land will be sent by the concerned District Magistrate and Collector, to the revenue department for allotment / lease in favour of Tourism department. iv. Land so identified shall be set apart and reserved for tourism units. Information of such Land Bank would be made available on the Website of concerned Body/ District Collector/ Revenue Department and on Tourism department Website. v. Such identified Government land / land on which assets are erected and are transferred to the Tourism Department would be developed as per prevalent guidelines of the Government. vi. Tourism department through TTDCL will put the land to the identified use, either directly or through leasing /licensing out such land in and open, fair and transparent manner for investments, operations and management by the private investor. vii. Similarly any assets like heritage properties or any other assets that can be promoted under tourism, will be taken up by Tourism Department and operationalised through TTDCL. viii. The procedure for leasing out of Government land allotted / leased to Tourism Department will be according to the guidelines issued by the State Government from time to time. 15. Constitution of State/District Tourism Promotion Council: i. State Tourism Promotion Council (STPC) a. The State Tourism Promotion Council shall be established at the State Level. This Council under the Chairmanship of Hon’ble Chief Minister, shall be constituted with nominated stakeholders in tourism sector. b. The State Tourism Council shall be empowered to take decision for various schemes and projects emanating out of the State Tourism Policy. c. The Council shall meet as and when necessary and at least once in a quarter d. The functions of STPC shall be as follows; • Review the implementation and effectiveness of the State Tourism policy and undertake necessary amendments if required to achieve the objectives of the policy • Recommend enabling institutional structure necessary to implement this policy including establishing effective single window clearance system • Prioritize the current projects and review implementation targets • Advise on interdepartmental coordination on matters related to this policy • Invite industry stakeholders to understand their challenges and adopt suitable measures to mitigate the same • Establish a governance structure for regular management of each major destination/ tourism asset • Strategy to devise Brand, Communication and Promotion plan • Strategy towards being an enabler through PPP projects • Unlock Tourism inhibitors like land acquisition, etc. ii. District Tourism Promotion Council a. In various parts of State, cultural and tourism centric events are organized at local levels. Therefore, at each district level, District Tourism Promotion Council (DTPC) shall be constituted under the chairmanship of the District Magistrates and Collectors. b. While the State Tourism Council will drive the policy initiatives, the roll out of specific initiatives will reside with District Tourism Councils for smooth implementation of tourism projects at district level. This is essentially a decentralized arrangement, where local government engage with industry partners to promote tourism. c. Following are the key responsibilities: • Clear planning covering locations, events, etc. • Coordinate fund allocation by agencies as per budgets • Monitor implementation of the projects and assistance to private stakeholder to facilitate investments • Planning, Implementation and Regulation at the tourist sites in greater detail as set out by STC. • Identify land parcels for tourism development in the district • Nodal agency for ideas and information related to tourism at the district • Develop economically viable Tourism Projects for development • License, regulate and accreditation of tourism ventures as per the Tourism Department guidelines • Encourage/facilitate travel writers, media and bloggers for promoting places of tourist interest in the district • Prepare the local event list at the district level • Facilitate convergence of resources of various agencies for the development of tourism infrastructure& development and updation of tourism information for districts • Organize and facilitate training programs for the benefit of stakeholders in the tourism industry • Facilitate the formation of local tourism destination development bodies with local community participation for development of tourism assets • Facilitate and support the development of eco-tourism societies • Promote the development of tourism master plans for each district • Skill profiling of local population to create lists for guides, freelancers, photographers, home-stay addresses and develop a tourism service provider database 16. Tourism Excellence Awards Annual Tourism Awards will be instituted for recognition of excellence in tourism products and services as also for contribution to the growth of tourism in the State. The various categories are mentioned below: a. Best Entrepreneur in Tourism b. Best Woman Entrepreneur in Tourism c. Best Start-up in Tourism d. Most Innovative Tourism Project e. Best ICT-enabled Tourism Project f. Best-maintained Tourism Asset (Swachhta-Puraskar) g. Recognition to Hotels, Tour Operators, Agents h. Green Tourist operator taken up eco-friendly tourism measures. (Significantly contributing to the growth of Tourism in the State). 17. Implementation of Tourism Policy In order to make available required facilities/ rebate/ license etc. to tourism projects concerned departments shall issue necessary guidelines, notifications or amend the rules. In this context, if difference of opinion arises or difficulties emerge, then matters including clarifications/ explanations / disputes shall be placed before the Empowered Committee comprising of following members under the Chairmanship of Chief Secretary for resolution:- • Principal Chief Conservator of Forests • Principal Secretary, Finance • Principal Secretary, Tourism • Principal Secretary, Information and Cultural Affairs • In-charge Secretary of department related with the case • Director Tourism , shall be the Member Secretary. Committee may take decision in accordance with the prevailing policy and the decision thus taken shall be final and binding on all concerned and its compliance shall be mandatory for the concerned department. Committee shall discharge all the responsibilities mandated under this policy. ***** A. LIST OF FAIRS & FESTIVALS OF TRIPURA ANNEXURE - I Fairs & Festivals Venue & Time Pous Sankranti Fair At Tirthamukh every year in January Pilak Tourism & Archaeological Festival At Pilak every year in Non.-Dec. Rajarshi Festival At Bhubaneshwari Temple every year in the month of May. Ashokastami Festival At Unakoti every year in April Goria Festival Month of Baisakh (April) for 7 days Buddha Purnima Festival Every year in the month of May at Udayan Buddha Vihar, Lord Buddda Temple &Mahamuni Pagoda. Kharchi Festival At ChaturdashDevta Temple every year in July Boat Race Festival At Rudrasagar Lake &Gandacherra every year in August Chabimura Festival At Chabimura every year in September/October Dumboor Festival Every year in October/ November at Gandachara Diwali Festival At Matabari every year in October / November Neermahal Tourism Festival At Neermahal every year in December B. TOURIST INFORMATION CENTRE AND CORPORATE OFFICE ADDRESS 1. Tripura Tourist Information Centre, Head Office of Tripura Tourism Development Corporation Ltd,Swetmahal, Palace Compound, Agartala, Tripura, Phone: +913812325930 2. Tripura Tourist Information Centre, Agartala Maharaja Bir Bikram Kishore Manikya Airport, Tripura Phone: +913812342394 3. Tripura Tourist Information Centre, Akhaura Integrated Check Post, Agartala, Tripura, 4. Tripura Tourist Information Centre, Netaji Subhash Chandra International Airport, Kolkata, West Bengal, Phone +91 9432985706/ +91 9038244957. 5. Tripura Tourist Information Centre, Tripura Bhawan, 1- Pretoria Street, Kolkata-71, West Bengal, Phone:+9133 22825703/ 0624/ 2297, E-mail:- tripuratourism.kol@gmail.com . 6. Tripura Tourist Information Centre, Tripura Bhawan, Salt Lake, Kolkata, West Bengal, Phone: +913323340213. 7. CORPORATE OFFICE:Tripura Tourism Development Corporation Ltd, Swetmahal, Palace Compound, Agartala, Tripura West, Pin – 799001, Phone: +913812325930, e-mail: tripuratourism09@rediffmail.com ,Website:www.tripuratourism.gov.in ***** ANNEXURE - II GOVERNMENT OF TRIPURA TOURISM DEPARTMENT ******** Guidelines for the “Interest subvention scheme” to promote entrepreneurship in tourism sector. 1. Background: a. Tripura has very high potential to become a great tourist destination in the North East India. There are many tourist locations in the State that are not well known across the country and there are many more tourist locations that are yet to be explored. In order to enable the tourism sector in Tripura to grow, the best strategy is to involve all the stakeholders and simultaneously create an eco-system to increase the number of stakeholders. b. Hence the scheme ‘’PARYATAN SAHAYAK PRAKALP’’ on interest subvention scheme for tourism sector is being proposed to promote the people involvement in tourism sector in Tripura. 2. Objective: The objective of the scheme is to promote entrepreneurship in tourism sector by providing interest subsidy to eligible persons to enable them to take up activities in tourism sector. Through this scheme, it is intended to facilitate the access of loans to tourism related projects and upon successful repayments, as an incentive, the interest component will be borne by the State Government. 3. Details of the Scheme: a. The interest subvention scheme is to promote entrepreneurship in Tourism Sector. b. This scheme will be applicable only to loans taken up for tourism related activities, up to maximum of Rs. 5.00 lakh per loan per person. c. Bank may extend loan beyond Rs. 5.00 lakh as per project cost and security offering within their norms. But, the support from the Government on interest subvention will be extended only upto the loan of Rs. 5.00 lakh. d. If the borrower repays the loan regularly to the bank then as an incentive at the end of every 6 months the interest component will be paid back to the beneficiary. e. The interest subvention will be paid for a period of first 5 years only calculated from the day of sanction of the loan. After that for the remaining period of the loan, the interest will be paid by the borrower. f. The amount of interest repaid under the scheme will be calculated at 8% interest rate or actual interest rate, whichever is lower. g. Borrower will contribute 5% of the project cost as margin. h. The following projects can be taken up under this scheme a. Home stay facilities b. Way side amenities – pay and use toilets, restaurant, dhabas etc. c. Boats – Speed boats, house boats, shikara etc d. Water / adventure sport facilities e. Promoting heritage tourism, eco-tourism etc f. Managing yoga / ayurvedic facilities near tourist locations g. Eco friendly transport near the tourist zones h. Any other innovative projects related to tourism sector 4. Eligibility Criteria: a. Individuals above 18 years of age upto the age of 50 years will be eligible for this scheme. b. Preference will be given to unemployed youths and to those who have completed graduation or diploma in Hotel Management or Travel and Tourism or undergone any skill development in Tourism related skills under the Prime Minister Kushal Vikash Yojana (PMKVY) or any others schemes will also get preference during the course of selection. c. Only one person from a family will be eligible for this scheme. d. Only if the borrower pays regular EMI, then the interest component will be repaid by the Government. If he/she defaults the payment for three consecutive months, as verified by the banker, then he/she will automatically cease to be the beneficiaries of the scheme. e. The borrower shall not be entitled to receive subvention facility in case of becoming a loan defaulter and unable to repay the loan within loan repayment schedule fixed by the bank. 5. Procedure: a. The scheme will be implemented by Tripura Tourism Development Corporation Ltd (TTDCL). b. Applications will be received on continuous basis throughout the year, through online portal (www.tripuratourism.gov.in ). c. All the applications received in previous month will be examined by the committee on 10th of next month and if 10th is a holiday then on the immediate next working day. d. A committee with representatives of Industry department and Bankers will be formed to examine the projects. The members of the Committee will be as follows • MD,TTDCL :- Chairperson • Representative of Industry Department : - Member • Lead District Manager (West Tripura) : - Member • RM, State Bank of India : - Member • RM, UBI : - Member • MD, Tripura Gramin Bank : - Member • MD,TSCB : - Member • Any other invitee members as per the requirement. e. The committee will assess the project proposal both from the suitability to the overall tourism development plan of the State and also for its financial soundness. f. The such recommended applications will be forwarded to the banks for sanctioning of the loan. The respective banks after sanction of the loan will inform TTDCL. g. After the sanction and loan disbursal, the bankers will keep a record of repayment of the loans. All such loans where repayments are regular, interest component of these loans will be calculated and forwarded to TTDCL, once in every six month i.e. as on 1st July and 1st January. TTDCL will then pay the interest of all such regular repaying loans to the respective beneficiary as per the details provided by the bank subject to maximum of 8% of interest rate. h. There will be periodical supervision of the Tourism Department on the scheme and on the projects undertaken for necessary facilitation or handholding. 6. Loan Tracking: The loan tracking will be undertaken by the concerned Bank disbursing the loan. The Lead Bank shall maintain a detailed statement of loan repayments on the basis of quarterly information furnished by the concerned Banks. A Nodal Officer will be appointed from the side of TTDCL and one each from the Banks participating in the Scheme for coordination. 7. Repayment of loans: The loans are to be repaid to the concerned Bank disbursing the loan as per its terms and conditions. The interest subvention support from the government will be released twice in a year. The bank will submit consolidated statement (borrower wise) to the department with their declaration with their repayment status of the loan. In case of any loan account turned to NPA beneficiary will not be allowed to receive the interest subvention from the government. However, on up gradation of the loan account to standard account within the tenure of loan, the borrower will be entitled to receive the interest subvention. The repayment of the loan by the candidates should be between the bank and candidates and no guarantee shall be given by the Government. However, government may extend support on recovery process as it extending in other loan scheme. 8. Implementation: The project should be implemented within 3 (three) months of granting the Loan and should start earning income within one year. If the project is not started within three months then it will cease to be sponsor by the scheme. The Loan amount must be spent only for the sanctioned project. Diversion of the Loan amount to any other purpose is strictly prohibited. END Application for “Paryatan SahayakPrakalp” To, The Managing Director, Tripura Tourism Development Corporation Ltd, Swetmahal, Palace Compound, Agartala, Tripura West. Sir/ Madam, I would like to avail the benefit of “Interest Subvention Scheme for Tourism Sector”. The required details are furnished hereunder:- 1. Name of theApplicant:- (In Block Letters) 2. Father/ Husband/ GuardiansName:- 3. Full address of theapplicant:- (a) Habitation/Area- (b) Gram Panchayat/ Ward No- (c) Block/Nagar Panchayat/Municipal Corporation- (d) Sub-division- (e) P/S- (f) District- (g) Mobile No- (h) AadharNo- 4. Date ofBirth:- 5. Gender:- Male/Female 6. Caste:- ST/SC/OBC/UR 7. Economic Status:- APL/BPL/AdhocBPL/NFSA 8. EducationalQualification:- (Highest) 9. Skill Development Training(if any):- 10. Project Details:- (a) Name of theProject:- (b) Location of theProject:- (c) Total Cost ofProject:- (d) Whether New Project or ExistingProject:- (e) Personal investment other than BankLoan:- (f) Preferred bank for loan:- 1. Bank name:- 2. Branch name:- (g) Expected Return PerYear:- (h) Scope of Employment Generation:- If any, then for how manypersons:- (i) Detail project proposal enclosed:-Yes/No 11. Accountdetails: b) Name of the Bank &Branch: c) Accountnumber: d) IFSC code of the bank: e) PAN CardNo: I do hereby declare that the details furnished above are true and best of my knowledge and belief. I further request you to kindly grant my application and oblige thereby. Date:- Place: - ----------------------------------- Signature of the Applicant .................................................... For Official Use Only................................................... I do hereby recommended this application of Sri/Smt............... ................................................,Address....................................................................................... .................................................................................................................................................... ......................................... for availing of “Interest Subvention Scheme for Tourism Sector”. Date:- Place:- MANAGING DIRECTOR Tripura Tourism Development Corporation Ltd. Swetmahal, Place Compound, Agartala, Tripura ................................................................................................................................... ................. N: B: - Documents to be submitted by the applicant (Xerox Copy):- 1) PRTC/Citizenship ofCandidate. 2) ROR. 3) RationCard. 4) AadharCard. 5) Admit Card/SchoolCertificate. 6) Caste Certificate in case ofST/SC/OBC. 7) Qualification Certificate. 8) Training Certificate ifany. 9) A hand sketch map of the Location of ProposedProject. 10) Copy of bank passbook. END Page 29 of 29

Punjab Tourism Policy Tourism Policy DEPARTMENT OF TOURISM, GOVERNMENT OF PUNJAB PUNJAB STATE TOURISM POLICY, 2018 PUNJAB STATE TOURISM POLICY, 2018 "Today, after years of sustained and consistent growth, tourism has become one of the fastest growing economic sectors in the world. Tourism has become one of the major players in international commerce, and represents at the same time one of the main income sources for many developing countries and resultant socio-economic benefits for the local people. Modern day tourism is characterized by inclusive and sustainable economic growth; social inclusiveness, employment generation and poverty alleviation; resource efficiency, environmental preservation and climate change; cultural values, diversity and heritage; and mutual understanding, peace and security". UNWTO TABLE OF CONTENTS I. BACKGROUND 2 II. TOURISM POLICY, STRATEGY, AND TACTICS 4 III. PUNJAB TOURISM POLICY 6 IV. VISION 7 V. MISSION 7 VI. PILLARS 7 1 BACKGROUND The Global Tourism Scenario 1. Over the years, tourism has seen‎ rapid diversification to become one of the fastest growing economic sectors the world over. Tourism accounts for 10 per cent of global GDP, 7 per cent of total world exports and 30 per cent of world services exports. International tourist arrivals have recorded an average 4 per cent or more annual growth since 2009, and for the first time, reached the one billion mark in 2012. One in eleven jobs globally comes from tourism, and therefore, modern tourism is closely associated with employment and income generation, and development, and has assumed the role of a key driver for socio-economic‎ progress of developing countries. 2. In 2016, international tourism recorded 1235 million international/cross border movements, achieving a growth of 3.90 per cent over 2015. During the same year, the total tourist expenditure touched US $ 1220 billion, recording a growth of 2.0 per cent over 2015. The Regional Tourism Scenario 3. Asia and the Pacific region was one of the fastest growing regions in the world. The region recorded 308 million international tourists in 2016, achieving a growth of 8.6 per cent over 2015. The total tourist expenditure during the same year was US$ 366.70 billion, recording a growth of 4.8 per cent over 2015. The National Tourism Scenario 4. Tourism in India too has seen a consistent growth over the past decade. International tourism to India grew from 2.54 million in 2005 to 8.80 million in 2016, showing an increase of almost 220 percent. Tourism also continues to play an important role in country’s foreign exchange earnings. In 2016, foreign exchange earnings (FEE) from tourism were US $ 22.92 billion, recording a growth of 8.8 per cent over 2015. 5. The domestic tourism scene in India, likewise, has been very encouraging. While domestic tourist visits in 2001 were 237 million, the number grew to 1631.55 million in 2016, showing an increase of almost 505 per cent over a period of 15 years. Domestic tourist movements in 2016 recorded a growth of 12.7 per cent over 2015 which was 1431.97 million. Tourism in Punjab 6. With its rich and varied cultural, and historical and religious heritage, natural and scenic beauty, human-made attractions, a wealth of folklore, fairs, festivals, cuisine, arts and crafts, and above all, a very warm and hospitable people, Punjab has all the elements which a destination can ever aspire for. The State, both the granary and shield of India, enjoys a high per capita income and living standards. The State has made huge investments in the tourism and culture sector in recent years which was possible due to financial resources devoted by the State Government out of its own budget as well as the assistance provided by the Asian Development Bank through the IDIPT project. 2 7. Some of the recent initiatives of the State government have started yielding good results. During 2016, there were a total of 6,59,736 international tourists who visited the State as compared to 2,42,579 in 2015 while the number of domestic tourists was 3,87,03,325 in 2016 as against 2,57,96,379 in 2015. This made Punjab 13 in rank in domestic arrivals and 10 in foreign tourist arrivals in the country. 8. Punjab has a glorious history and it is famous as the land of the great Sikh Gurus. It has a world-class heritage of religious shrines, forts and palaces, ancient and historical monuments, wetlands and areas of natural beauty. It is also famous for its handicrafts, woodcrafts and intricately designed rich traditional patterns, motifs and needlework products. The city of Ludhiana has emerged as a great production center for woolen garments and bicycles. Due to its rich historical legacies, forts, religious shrines, wetlands, arts and handicrafts, the State offers a wide variety of savors to all kinds of visitors. 9. The Government recognizes and appreciates the potential of tourism in the State as the game changer. This updated policy document builds on the earlier Punjab Tourism Policy 2003 and embodies the Government’s vision of tourism as an engine of inclusive growth through sustainable and responsible tourism. The government is well conversant of the UNWTO’s ‘Global Code of Ethics for Tourism’ and its underlying ten principles, which broadly cover the economic, social, cultural and environmental dimensions of travel and tourism, viz. • tourism's contribution to mutual understanding and respect between peoples and societies; • tourism as a vehicle for individual and collective fulfillment; • tourism, a factor of sustainable development; • tourism, a user of the cultural heritage of mankind and contributor to its enhancement; • tourism, a beneficial activity for host countries and communities; • obligations of stakeholders in tourism development; • right to tourism; • liberty of tourist movements; • rights of the workers and entrepreneurs in the tourism industry; and • implementation of the principles of the Global Code of Ethics for Tourism. 10. A conscious and concerted effort has been made by the Government of Punjab to incorporate these codal principles in this policy. 3 II. TOURISM POLICY, STRATEGY, AND TACTICS Definition and Purpose of a Government Tourism Policy 11. A short definition of public policy is: “a course or principle of action adopted and pursued by a government to guide decisions and achieve rational outcomes1”. This definition could be broadened as: “a purposive and consistent course of action produced as a response to a perceived problem of a constituency, formulated by a specific political process, and adopted, implemented, and enforced by public agency(ies).” The implications of this definition include the following: - Public policy is decided by specific organs of government through established procedures. - “Purposive and consistent course of action" suggests goals and the absence of logical contradictions. - The phrase "produced as a response to a perceived problem of a constituency" implies that government is responsive to its citizens and voters. - The policy should result in actions that must be administered, implemented and put into practice in a manner consistent with the stated intentions. - The action that might bring about a public policy must adopt a definite directional path and it needs to be identified which organization(s) has jurisdiction and might feasibly respond. - Usually, a policy statement is followed by formal adoption, appropriate legislation, executive order, or administrative rule-making, all of which becomes legally binding. 12. Essentially tourism destination strategy provides a “game plan” or decision-making guide for ensuring that the policy is implemented optimally. It is a general, undetailed plan of action, encompassing a long period of time, to achieve the policy goals2. As there is always an element of uncertainty about the future, strategy is more about a set of options ("strategic considerations") than a fixed plan. Two elements underpin the rationale for strategy, namely: • It guides considerations in allocating finances and manpower for implementing the policy because the available resources are seldom adequate; and • It is all about gaining (or being prepared to gain) a position of advantage over competing destinations or best-exploiting emerging possibilities. http://www.oxforddictionaries.com ; http://en.wikipedia.org/wiki/Policy; http://profwork.org 2http://www.citeman.com 4 13. Tactics is the tool to implement strategy, and is subordinated to the main goal of strategy. Tactics are the actual means used to gain an objective, while strategy is the overall campaign plan, which may involve complex operational patterns, activity, and decision-making that lead to tactical execution. • The policy is typically contained in a formal policy document which will be adopted, and will normally be followed by legislation that will enable and ensure adherence. • The strategy is generally contained in one or more strategic plans, formulated by the institutions that are mandated to ensure implementation of the policy. • The tactics are usually contained in the annual action plans of the various parties and partner organizations involved in implementing the strategy. Policy Strategy Tactics Five-year Tourism Policy Three-year Tourism Growth Annual Organizational Action Plan(s) Document Plan Enabling Legislation and Regulations 5 III. PUNJAB TOURISM POLICY 14. The policy vision and goal(s) aim at attracting high-value tourism through responsible and sustainable development of sensitive tourism resources, will constitute the core of the State’s tourism policy. The policy includes key principles that underpin the vision (e.g. local communities’ involvement, concentration on small and medium-sized business development, an emphasis on local job and income creation, special consideration for women and youth, environmental preservation and conservation, etc.), and set long-term targets for tourism growth and establish the positioning upon which Punjab as a destination will differentiate itself from other competing tourism destinations. The policy provides a range of statements to voice the Government’s intent regarding sustainable development, cultural preservation, development of arts, community/rural-based tourism advancement, small business stimulation, human resource development, training for enterprises, attracting and hosting tourism markets and segments within these markets, etc. It clarifies the roles and responsibilities of the various agencies involved in tourism and develop an institutional framework for implementing and advancing the policy. 15. Flowing from the policy, the strategic plan (strategy), to be ed at a later stage, will provide specific, actionable guidelines for achieving the policy goals and statements over the next three to five years. This would typically include measurable growth targets, a brand identity for communicating the market positioning, a target market strategy (e.g. touring segments, specific cultural and rural tourism niche markets, etc.), priority cultural product development initiatives, specific incentives for small business development in tourism- related arts and cultural industries, outline of training programmes and initiatives, suggested marketing thrusts and campaigns, pilot community projects, partnership opportunities with the private sector, etc. There would ideally be a single destination strategy, with all public and private partners following and supporting the same strategic guidelines and reviewing it regularly to ensure it remains in tune with macro-economic and social goals. The strategic plan would include an outline implementation plan over the lifespan of the strategy indicating programmes, priorities, outline budgets, indicative time frames and parties/agencies involved. 16. Following the policy and strategic guidelines, various tactical, immediate actions emanating from the destination strategy will be included in the annual action plans of parties involved in tactical implementation. These usually include a variety of Government Departments (e.g. Culture, Transport, Environment, etc.) the PHTPB and other government agencies, private sector associations and companies, non-governmental organizations (NGOs), community based organizations (CBOs), etc. In many cases, the tourism aspects will form a small part of a partner’s overall action plan. The action plans will contain detailed actions to implement and monitor the tourism strategic plan over a short time span (e.g. a financial or a calendar year) with clear actions, timeframes, responsible parties, budgets, etc. The action plans of the various implementing partners would be regularly coordinated based on the strategy, with the Department of Tourism/PHTPB taking the lead in this regard. 6 IV. VISION 17. The policy vision for the next five years is to establish Punjab as a world-class destination, offering a unique, different and memorable experience to tourists, ensuring sustainable and responsible tourism development, and firmly turning tourism into an engine for fostering socio-economic development in the State. V. MISSION 18. The Government’s mission is to work relentlessly to double the annual tourist visits in the State from 25 million to 50 million in the next five years by creating new infrastructure and improving the existing one, particularly on site facilities such as access roads, parking lots, public toilets, food and beverage retail outlets, appropriate product development, promoting tourism through effective and efficient marketing and promotion campaigns, forging partnerships with private sector for investments in tourism-related projects, building linkages with travel and tourism trade, and development of appropriate human resources to provide quality services and facilities to tourists. VI. PILLARS 19. The State's tourism policy is based on the following pillars (but not limited to, and not listed in the order of priority), and as the policy rolls on and strategies and tactical plans are put into place, more pillars may be added as the situation warrants. Thus, the tourism policy framework will enjoy a considerable amount of flexibility and the ability to adapt itself to ever-changing, economic, social and political scenarios. The policy is not static but a dynamic one, and would remain proactive throughout its life cycle. • Tourism Advisory Council 20. A Tourism Advisory Council (TAC), chaired by the Minister of Tourism and Cultural Affairs, with the Principal Secretary for Tourism and the Director of Tourism as members, would be constituted to guide and supervise the policy implementation. The TAC would be responsible for inter-departmental coordination on matters concerning other government departments which are directly or indirectly involved in the tourism sector in the State; coordination with the Ministry of Tourism, Government of India; consultation and collaboration with the private sector, especially the accommodation sector and the travel trade; media relations; investors; major marketing and promotion campaigns; and other policy decisions. The TAC would co-opt members from the private sector, NGOs, community leaders, professional/educational institutions, academics, Archaeological Survey of India, and other organizations/agencies on "needs" basis. One of the major responsibilities of the TAC would be to carry out regular review and monitoring of the policy and strategy implementation, provide appropriate guidelines to implementing agents, and take corrective actions, wherever required. The overall planning, 7 development and marketing process would have an in-built mechanism for qualitative and quantitative monitoring through periodical action audits. As and when required, the TAC may approach the Hon. Chief Minister and/or the Council of Ministers for appropriate decision-making and guidance. In the absence of the Minister for Tourism, the TAC would be chaired by the Principal Secretary of the Department of Tourism. • Infrastructure and Superstructure Development 21. The State would make constant efforts to improve the existing infrastructure at established destinations as well as to create new infrastructure at potential destinations. Infrastructure improvement/development would include access roads, water and power supply, street lighting, solid waste disposal, medical facilities, communications, landscaping, and any other action(s) required to make destinations appealing and attractive to tourists. The development of superstructure would follow infrastructure development. This would include accommodation units, food and beverage retail outlets, local transport services, guides, small kiosks, collateral materials, and other tourist services and facilities which would add to the overall quality of tourists' experience. The qualitative and quantitative monitoring of the progress of infrastructure and superstructure development would fall directly under the ambit of the TAC. • Product Development and Diversification 22. Currently, product development and diversification in Punjab is at a standstill with over-reliance on the products which were established many years ago and are now showing signs of “product fatigue”. To an extent, they are also becoming stale with the consequence that the percentage of repeat visitation to Punjab is extremely low with the exception of the Golden Temple. Therefore, there is a great need to adopt a policy of new product development and diversification, both, thematic and geographical, bearing in mind the following essential elements: Further product development and diversification would be a continuous process. Efforts would be made to identify resources which are not ‘run of the mill’ resources but those which are different and unique, and have the capacity to develop on a ‘stand-alone’ basis. This would ensure a new and different experience for tourists. Any product development and diversification exercise would be undertaken after an extensive site inspection and taking into account factors such as connectivity, proximity to markets, existing infrastructure, resource evaluation, outdoor activities which can be offered, and demand analysis. Particular attention would be paid to the development of specialized trails attractive to new markets and segments (e.g. adventure tourism, cuisine tourism). Travel trade would be actively involved in product development so that their assessment can be taken into account with specific regard to demand, markets and specific segments. 8 Adequate care will be taken to ensure that product development exemplifies the authenticity of the tourism and cultural resources of the State. d) Rural Tourism and Local Community Development 23. It is common knowledge that a growing segment of urban population is interested in visiting the rural areas and understanding their perspective leading to an increase in demand for rural tourism. The development of rural tourism is the consequence of emerging changes in rural areas resulting in diversification and broadening of activities. 24. Rural tourism is first and foremost a matter of rich and attractive supply which must be appropriately packaged for domestic and international demand. It is indeed a source of synergy through partnerships – a stimulus for the involvement of communities, local authorities and institutional cooperation. 25. There is no doubt that rural tourism is indeed an integral and significant component of the State’s tourism product, with infinite appeal for international and domestic tourists. It not only offers a unique experience but also development opportunities to local communities. 26. While preparing a classified and qualitative inventory of the tourism resources of the State, it was concluded that Punjab has extremely attractive resources for the development of rural tourism which have tremendous potential to be converted into viable and attractive products having an appeal for a wide range of domestic and international markets. Rural tourism can form an essential and integral link in the overall product chain of Punjab. The development of rural tourism would not only broaden the tourism product base of the State but also ensure that the economic benefits of tourism accrue to the rural population by creating job and income opportunities, particularly for women and youth. 27. The Government of Punjab would take the advantage of the rich rural attractions of the State and integrate it as a significant component of its tourism product. However, the following elements must be kept in mind while undertaking rural tourism development: 28. The State Government is of the firm view that a rural tourism community development initiative cannot succeed without the active participation and involvement of local communities. Any such initiative should aim to achieve a high level of inclusive growth. A well- structured and well-planned rural tourism with focus on poverty alleviation can significantly bring long-term benefits to local communities and disadvantaged groups. 29. It is therefore imperative that any planning and development process should adopt a consultative approach to take the opinion and views of local communities into account. The State would give special consideration to create job, income and entrepreneurship opportunities for women and youth (including tourism’s supply chains) which would lead to their economic and social empowerment. 9 30. Identification of rural tourism sites, circuit or clusters is critical and requires detailed site visits, stakeholder meetings and professional expertise, using baseline parameters of the tourism asset base, local community interest, tourism industry expectation, connectivity with other tourism locations and the rural-urban link. 31. At the same time, it is the joint responsibility of the public and private sector to ensure that comprehensive policies, strategies and enforcement instruments are in place to mainstream sustainability in rural tourism development. 32. The State would make every possible effort to make optimal use of environmental resources, respect the socio-cultural authenticity of the resources, and conserve tangible and intangible heritage. 33. Similarly, constant endeavors would be made to ensure the economic and financial viability of rural enterprises, reduce the leakages, and further strengthen the backward and forward linkages. e) Public Private Sector Partnership 34. As is universally acknowledged, effective public-private sector partnership is indeed critical for the success of any tourism development initiative. While the public sector’s role would focus on policy and strategy formulation, legislation and regulation, sustainable development, macro-level marketing and promotion, and creation of a conducive climate for the sector’s growth, the private sector’s role would mainly concern operation and management of services and facilities with due emphasis on quality, micro-level marketing and promotion, and providing a rich and unforgettable experience to tourists. 35. The State and the public sector as a whole will take all major policy and strategic decisions after ascertaining the views of the private sector. The underlying idea is that all critical decisions must have the ownership of both the sectors. There would be a regular consultative process between the public and private sector through the constitution of a Coordination Committee. Seminars and workshops would be organized more frequently which would not only ensure exchange of ideas but also review and monitoring of the development process. 36. Public and private sector would collaborate to issue periodical news bulletins for the media and the public at large to heighten the awareness about tourism sector's development in the State, and its social, economic and environmental benefits. f) Support to Small and Medium-scale Enterprises 37. Small and medium-scale tourism enterprises should be motivated to provide a high-quality tourism experience to tourists. To ensure this, it is essential to facilitate investments in setting up facilities and services, and their regular maintenance in order to meet basic quality standards. 10 38. Special plans would be drawn up to support the development of local enterprises to operate small businesses in both urban and rural areas, home-stays, guest houses, campsites, catering, transport and related ancillary facilities. Local enterprises would be provided with business development services in areas such as business planning, financial management, product development and packaging, human resource development, and marketing. 39. The public sector would take appropriate measures to offer micro-finance opportunities (e.g. soft loans, working capital, matching grants), and fiscal and monetary incentives to these enterprises. g) Linkages with Travel Trade 40. The international tourism and travel industry recognizes tour operators as “interpreters and coordinators of tourism demand, be it national or international”. The definition is apt because it is tour operators who conduct continuous research in domestic and international markets, are familiar with the market trends, have in depth knowledge of established and potential markets and segments within these markets, and have profile of tourists and their travel habits and preferences. In short, they have a perpetual finger on the market pulse. Stretching a little too far, it is often said that tour operators can often make or break a destination. 41. The Government of Punjab would soon promulgate a strategy for the registration and accreditation of tour operators to derive optimum benefits from their experience and expertise. 42. The tour operators shall be divided into two distinct categories: international and domestic. They would be further sub-divided: international tour operators who specialize in handling NRI business and domestic tour operators who have a specific interest in rural tourism. To achieve this, the Government will forge special alliances with the Indian Association of Tour operators (IATO) and the Association of Domestic Tour Operators of India (ADTOI). 43. A register of accredited tour operators shall be maintained by PHTPB which will provide them with all the information pertaining to tourism development in the State, new developments in the pipeline for advance marketing and market awareness, and ongoing and new marketing and promotion activities. 44. PHTPB will provide the tour operators kit for promotional activities, assist them with electronic brochure support whereby a page or two are specially devoted to Punjab, invite them for familiarization tours (FAMTOURS) so that they can get first-hand information of the tourism product(s) of the State, and involve them in domestic and international trade fairs and road shows for the joint marketing and promotion of Punjab as an attractive destination. 45. These steps would ensure in the long-term that Punjab earns the loyalty of registered tour operators who would have an obligation to market Punjab through their own channels. 11 h) Leisure and Recreation 46. Leisure has often been defined as a quality of experience or as free time. Free time is spent away from business, work, domestic chores, and education, as well as necessary activities such as eating and sleeping. Leisure as experience usually emphasizes dimensions of perceived freedom and choice. Other definitions as synonyms include free time, spare time, idle hours, time off, breathing space, respite, relief, ease, peace and quiet. 47. With the hustle and bustle of urban areas and modern high-pressured life, more and more people are looking for avenues to undertake leisure activities away from their living environment. They prefer to take short breaks, away from the world of laptops and mobile phones, and in relative peace and calm. They are looking for opportunities which are far from the madding crowd, in peace and serenity, where nature is still nature – unhurried, uncommon and unspoilt- where they can pursue some of their hobbies, catch a fish, read a book, paint a picture, capture photographs, take a nap in sylvan surroundings or simply do nothing at all and do it beautifully. 48. As part of its tourism policy, the Government of Punjab intends to set up leisure areas at selected locations in the State for people who are looking for leisure and solitude. To achieve this objective, the State Government will select suitable locations in different parts of the State where leisure areas can be located. These areas can be in the foothills of the Shivaliks or at locations such as Harike Wetlands, Kanjili Wetlands or the Keshopur Community Reserve in Gurdaspur. The areas would be selected on the following basis: - scenic and natural beauty; - not much habitation around; - easily accessible; - has enough land for parking and setting up catering and toilet facilities; and - availability of water and power supply. 49. The State Government would select the areas based on the aforementioned parameters and landscape them with the assistance of a qualified landscape architect. Every care would be taken to ensure that the original character of the site such as land contours, are maintained and the landscaping is done in such a way that it merges with the local environment. The initiative would be implemented on public private sector partnership, with the Government providing landscaped sites, and power and water supply, while the private sector would provide food and beverage services, parking facilities, and paid toilets. 12 i) Tapping the Untapped Potential of NRIs 50. According to latest statistics, Indians are the largest diaspora population in the world. A little more than 20 million Indians live abroad in almost all the continents. The largest Indian non- Middle Eastern, non-South African and non-African population is in the United States of America (3,183,063), followed by the United Kingdom (1,451,862), Canada (1,200,000), Australia (390,000), Italy (160,000), Germany (112,000) and France (85,000). While most of the Indian diaspora living in the United States, the United Kingdom, Canada and Australia are second or third generation Indians, those living in Italy, Germany and France are still the first generation but gradually moving on to the second generation. Many Indians in the USA, UK and Canada fall into the category of billionaires and millionaires, a majority of them are professionals (doctors, engineers, IT specialists, scientists, lawyers and academics) while others run medium and small scale businesses. 51. A quick review of the profile of Indians living in selected aforementioned countries would reveal that they have double-income households, own real estate, have more than one vehicle, their children go to private schools and universities and, have substantial savings. They generally take two holidays (many combine business with pleasure), a short holiday of 7-10 days which is closer to their place of residence, and another one which is long-haul and may last up to 3-4 weeks. This trend is a clear indicator that they have disposable time and income. 52. The profile further reveals that overseas Indians who generally visit India belong to the first or second generation and, do so for religious purposes and family events such as weddings, birthdays and anniversaries. A majority of them stay with relatives and friends, do not use any commercial facilities, and they generally play it by the ear when the occasion comes to decide what to do and where to go. Often their travel within India is decided by their friends or relatives and is not guided by their own tastes and preferences. 53. The current generation of Indians abroad (both second and/or third generation), for a variety of reasons, do not choose India as their holiday destination, and, instead, prefer to go to California, Miami, Las Vegas, Mexico and the Caribbean (in the case of USA), those in Canada go to the USA or to the uninhabited areas of Canada, those living in the U.K. opt for Scotland or mainland Europe while those living in Germany, Italy and France prefer either Scandinavia or warmer destinations within Europe such as Spain and Portugal for beach holidays. For Australians, the preferred destination is either New Zealand or smaller island nations of the South Pacific. 54. Unfortunately, no structured effort has been made by India or any Indian state to target this particular segment of the overseas Indians. Thus, they skip India for lack of information or knowledge of what India has to offer by way of a well-established and mature destination with a variety of attractions for every age, every pocket and every taste. The Government of Punjab will come up with a dedicated set of strategies to specifically target the second and third generation overseas Indians in selected international markets and 13 motivate them to visit Punjab, keeping in view the fact that a large proportion of overseas Indians in these markets comprise Sikhs and Punjabis. The dedicated strategy would comprise the following: • Based on the statistics provided by the Ministry of Tourism, and the PHTPB, individual marketing and promotion plans would be drawn up for each selected market. These would include electronic and print advertising, electronic informative media campaigns, marketing through tour operators and travel agents, special contacts with interest groups to aim at group visitation (banks, insurance companies, clubs, etc.) and participation in trade fairs and exhibitions such as ITB, Berlin and WTM, London. • A dedicated unit would be created within the Marketing Department of the Punjab Tourism and Heritage Promotion Board (PHTPB) to look after NRI visitors. • Regular electronic mailing and print material would be provided to the tour operators who are based in these markets with regular updates. For this purpose, full use will be made of the tour operators database prepared by the World Tourism Organization (UNWTO). • Wherever possible, promotional visits to these markets would be undertaken by the Minister of Tourism and Cultural Affairs, the Principal Secretary and the Director of Tourism. • Whenever possible, road shows will be organized in these markets showcasing the wide variety of attractions that Punjab has to offer. This is proposed to be achieved in collaboration with the Government of India Tourist offices in London, New York, Los Angeles, Toronto, Frankfurt, Milan Paris and Sydney. • Marketing and promotion campaigns would be primarily thematic in nature and based on themes such as “Trace your Roots”, “Punjab Retreat”, “Taste Punjab”, “Punjab in Style”, “Festive Punjab”, and “Punjab Agritours”. • Every possible effort would be made by Punjab Tourism to ensure that the visit by NRIs is not confined to sightseeing but shift towards experience. • The website of Punjab Tourism would have a dedicated page for NRIs in which all the relevant information of contemporary interest to NRIs would be provided. 14 • In addition to advance marketing and promotion at the point of generation of visitors who like to travel with a pre-determined and fixed itinerary, special marketing campaigns would be launched to attract visitors who are already in Punjab on a flexible itinerary and motivate them to visit places of tourist interest in the State. j) Promotion of Medical Tourism 55. Owing to the economical but effective cost of treatment as compared with the expenses incurred in Western countries, India is fast becoming a destination for Medical travel. Over the years Punjab has established itself as a preferred destination for Healthcare and travel for Medical purposes. At present world class Hospital infrastructure is available in Punjab where advance treatment and services by qualified and professional doctors are available. Government of India has already developed a policy on medical tourism and issued guidelines for the promotion of medical tourism. Visa norms for the medical tourism have also been made easier. As such, there is a large scope for the State of Punjab to promote medical tourism in the State. In order to tap the untapped /under-tapped potential of Punjab in Medical Tourism Sector, the Department will issue separate Operational guidelines for this purpose. k) Promotion of Film Tourism in Punjab. 56. According to an estimate, the Bollywood Film industry is growing at the rate of about 11% annually. The culture of Punjab has always attracted the film makers to shoot in Punjab, as it has wide diversity to offer ranging from agriculture fields, hillocks, rivers, water bodies, good infrastructure and rich craft. In fact, Punjab has inherent advantages relating to its scenic locations, incredible cultural diversity, rich history and lilting music. Moreover, the Bollywood and Pollywood films also showcase Punjab which helps in promotion of other forms of tourism in the State. The Government of India has already introduced reforms to make film making and shooting easier for the international and domestic film makers. As such, the time is ripe for the State of Punjab to develop a strategic policy framework with a mission to attract national and international production houses, support local production crews and develop necessary mechanism conforming to the ease of doing business like single window clearance system etc. Separate detailed guidelines shall be formulated by the Department in this regard. l) Heritage Properties as Heritage Hotels 57. Punjab has a wide range of properties having Heritage value and which can be put to adaptive re-use and which have the potential to be converted into Heritage Hotels for international and domestic tourists. 58. Heritage hotels hold a great appeal for both domestic and international tourists. While States like Rajasthan, Goa, Himachal, Madhya Pradesh and some of the North-Eastern states have taken timely action to convert such properties into hotels, Punjab has yet to take a step forward in this direction. 15 59. The Government of Punjab will separately formulate a detailed strategy and operational guide lines for the transformation of selected havelis/ properties into heritage hotels suitable for occupation by both domestic and international tourists. The Government shall provide Incentives for such ventures in accordance with Industrial and Business Development Policy, 2017. m) Human Resource and Skills Development 60. All human resource development initiative would be undertaken after an objective and realistic “needs analysis” keeping in view the specific nature of a local l tourism resource. Such an initiative should result in a human resource development plan which should be implemented in accordance with a pre-agreed work plan. It should also provide for an effective review and monitoring mechanism to measure the efficacy of a specific programme/ project. 61. In general, skill development and capacity building programmes would focus on basic hospitality, housekeeping, food production, hygiene, language skills and, tour guiding (as appropriate to the tourism resource/s of the area). Tourism education programmes would be concentrated on general tourism management, marketing and promotion, sustainable development and other subjects of contemporary interest and concern to the industry in the State. 62. The State would also make arrangements to conduct refresher programmes for those who have experience but no formal training, short-term courses for the new entrants to the industry, on-the-job practice sessions for the beginners, and repeat programmes for those who want to further refine their knowledge and skills. 63. Wherever possible, state-run training institutions should be taken on board to draw up the curricula of the training programmes as well as to implement them. Efforts will also be made to enlarge the tourism focus beyond 5-star properties by fully recognizing Punjab tourism's plus points such as the Golden Temple, Harike, Attari and special interest activities like water sports. n) Investments and Incentives 64. With a view to promoting investments in tourism-related projects in the State, the Government would prepare an investment portfolio for the information and motivation of potential investors. The investment portfolio would include projects pertaining to accommodation, transport, organization of conducted tours, conferences and conventions, and related fields. 65. The State would continue to provide fiscal and monetary incentives to the investors such as treating tourism at par with other industries (tourism as an industry), tax holidays, power and water subsidy, exemption from house tax and transfer fee (except registration charges), and entertainment tax, particularly for amusement parks and leisure facilities. 16 66. The State would organize investment forums in Punjab and major cities of India in collaboration with PIDB to attract direct investments in tourism projects. o) Marketing and Promotion 67. The State will initiate marketing and promotion activities only after a well-structured marketing action plan is formulated jointly by the public and private sector. Any ad hoc approach would be avoided. All marketing action would be focused on well-researched and pre-identified target markets and segments. 68. Optimum use would be made of electronic techniques as well as the social media. This implies that marketing operations would be managed by a team of well-qualified and experienced professionals. For this purpose, the Marketing Department of the PHTPB would be further strengthened. 69. Participation in trade fairs and exhibitions would be on a selective basis. Initially, Punjab Tourism and partners would participate in major domestic trade events in collaboration with organisations like ADTOI etc. Some of the possible events are: TTF (Delhi, Chennai, Hyderabad, Kolkata, Mumbai and Pune), IITM (Bangalore, Chennai and Hyderabad), and GTM. Only after the first phase of the product development is completed in all respects that initiatives should be taken to participate in international events such as ITB, Berlin and WTM, London, although officials of Punjab Tourism would visit these fairs to raise awareness about Punjab as a tourist destination. 70. Familiarization Tours (FAMTOURS) for domestic and international tour operators and the media (electronic and print) would be organized on a regular basis in association with ADTIO and IATO, and in accordance with the guidelines formulated by UNWTO. An annual plan media plan would be prepared for print production and media advertising, including the vernacular press, suitably backed up by a review and monitoring mechanism to assess the cost-effectiveness and efficacy of marketing actions. 71. Expansion of the Punjab tourism product portfolio and anticipated short-term arrivals/demand from domestic and international FITs and GIT in 2019-2020 needs strategized marketing, product development, shift from B2B to both B2B and B2C, partnerships, capacity building, PPP monitoring and evaluation. p) Circuit Touring 72. In order to offer Punjab's best and diversified tourism products to tourists, the supply chain of Punjab Tourism would be presented to domestic and international markets wrapped in attractive and appealing packages. The underlying idea is that tourists should not be confined to a single tourist centre but undertake multiple destination touring. Thus, the most appropriate approach is to adopt a "hub and spoke" strategy wherein one central destination acts as the hub for the circuit while secondary and tertiary destinations constitute points of excursion. Such an approach would result in the extension of the duration of stay of tourists with resultant economic benefits for the sector as a whole. 17 73. In addition, the circuit touring concept would be promoted through thematic circuits which would attract the segment of the market which is interested in a specific destination or theme. Some of the thematic circuits which would be promoted include: the Heritage Circuit, the Mughal Circuit; the Maharajah Circuit; the Sufi Circuit; Amritsar Circuit; the Patiala Trail, the Ludhiana Circuit; the Chandigarh Circuit; the Nature Circuit; the Ferozepur Circuit (comprising the Indo-Pak frontier trail), Taste Punjab, the Punjab Retreat, Fashionable Punjab, Punjab in Style, Festive Punjab, and Punjab Agritours. These circuits and trails would undergo detailing by working out particular itineraries coupled with accommodation, transport and sightseeing arrangements. 74. The guidelines for the operational aspect would be framed and issued separately. ---------- 18

China Intl Ceramic Industry Fair http://en.cerambath.org As the largest ceramic and bathroom exhibition in Asia, the Foshan International Ceramic and Bathroom Fair (short for CERAMBATH) has been successfully held for 34 sessions. By bringing together 800 leading brands of ceramic tiles and bathroom products, it is considered the first commercial window and becomes an important communication platform to showcase new technologies, new products and new trends in the ceramic sector.

SMART FACTORY Expo https://www.sma-fac.jp/ SMART FACTORY Expo is Japan's largest exhibition of technologies and products related to smart factories, such as IoT / M2M solutions, FA technologies, industrial robots, green energy solutions and factory equipment, etc.

BIO Japan Exhibition htt://www.ics-expo.jp BioJapan has played an important role in facilitating interaction between Japanese and global companies / organizations and in stimulating new business opportunities for almost two decades. Top business development, licensing and partnership management professionals, R&D staff and executives from biotech companies from around the world will gather in Yokohama in October 2020 for the 22nd iteration of BioJapan. More than 1,300 organizations from around 34 countries are expected to participate in the event, to carry out the 12,000 business meetings planned over the course of the three days.

TTF https://www.ttfotm.com Since 1989, TTF has been providing an annual marketing platform and opportunity to network with the travel industry in 9 major cities, culminating in the grand finale: OTM, India's leading travel trade show based on the number of sellers, buyers and rented area. .

Japan IT Autumn Edition https://www.japan-it-autumn.jp/ Top IT trends attracting the attention of the IT industry, from business automation, information security, cloud, web marketing, software development and the data center, will be featured as specialist exhibitions. The next show will be more attractive with two recently launched shows: Embedded & Edge Computing Expo and Software & Apps Development Expo. Solve your IT problems and find the best solutions with 11 IT trade shows.

Fiera Del Levante https://fieradellevante.it/ The process of improving the Fiera del Levante began on November 7, 2017, with the signing of the concession contract to Nuova Fiera del Levante Srl for the remodeling and management of the areas of the Fairgrounds owned by the Autonomous Authority Fiera del Levante . The signing of the contract concludes the public test procedure started in 2014, in execution of regional law n. 2/2009 and its implementing regulation no. 25/2013. Nuova Fiera del Levante Srl is 85% made up by the Bari Chamber of Commerce and 15% by Bologna Fiere Spa and has the concession from the Exhibition Center, where the identified trade fair and congress events are held by regional law. With the signing of the concession contract, the procedure with which the Fiera del Levante had drawn up, in execution of the regulations, the path of rehabilitation and revitalization of the fairgrounds ended positively.

AGRAMA BERN https://agrama.ch AGRAMA is the most important Swiss fair in the field of agricultural and forestry technology. Organized since 1977 by the Swiss Association of Agricultural Machinery (ASMA), AGRAMA takes place every 2 years at the BERNEXPO site in Bern. The AGRAMA from November 26 to 30, 2020 will unfortunately have to be postponed due to the uncertainty surrounding Covid-19. The new date of the event will be announced shortly. The main information platform on support for investment decision making, AGRAMA is the essential meeting place for those passionate about agricultural and forestry techniques. With an exhibition area of about 60,000 m2 and the presence of more than 50,000 visitors, it is a 5-day meeting place for a public consisting mainly of decision makers, specialists and other users from the agricultural and forestry sector. .

NEPCON https://www.nepconchina.com/ NEPCON China 2021 will be held at the Shanghai World Expo Convention and Exhibition Center from April 2021. As an international event for the electronics manufacturing industry, it will focus on the exhibition of assembly technology equipment and technology. on surface (SMT), welding and dispensing. , smart factory and automation, test and measurement, and new electronic materials. The Expo will attract more than 500 exhibitors and brands, showcasing innovative solutions to more than 30,000 professional buyers from EMS / OEM / ODM factories of consumer electronics and hot industries and fields such as 5G, communications, smart home, IoT, automotive electronics and semiconductors. . packaging. NEPCON China 2021 will specially launch innovative pavilion and conferences such as the Electronic Microassembly and SiP Process Pavilion, the Electronic Microassembly and SiP Process Conference, the 2021 AWC Conference on Development and Testing Technologies for NEV Electromobility System and the Dream Factory. of Smart Manufacturing. Conference, at the same time as Smart Factory and Automation Technology Expo, to lead the future trend of smart manufacturing in the electronics industry. By participating in NEPCON China, recognized industry forums and high-level conferences, business recommendation and matchmaking services, and a new product guide tour, visitors can get new industry technologies, learn about trends in products and achieve a one-stop shop. purchasing.

Hannover Messe https://www.hannovermesse.de HANNOVER MESSE is the most important international platform and hot spot for industrial transformation, with excellent innovations or unusual products. Here you will find all the data that clarifies one thing even more: participation is an absolute "must"!

EMITT https://www.emittistanbul.com As one of the top five tourism fairs in the world, EMITT annually attracts some 45,000 industry professionals and tourists seeking new and exciting travel opportunities from destinations and travel service companies around the world. The fair is a valuable business platform that brings new business and cooperation opportunities to the Turkish and global travel sectors. EMITT features country pavilions, vacation destinations, summer and winter tourism, outdoor tourist destinations, hotels and resorts, tour operators, travel agencies, and much more.

ILDEX Vietnam 2022 http://www.ildex-vietnam.com The last ILDEX Vietnam was held in 2018, ILDEX Vietnam has been postponed numerous times due to the COVID-19 pandemic. However, now that the situation is improving to almost the post-COVID period, the demand from the Asian Pacific livestock market remains high, or even higher. So it is time for us to restart our business activities. This year marks the eighth edition of the trade exhibition for the livestock and aquaculture industries in the Vietnam market, neighboring countries, and also the Asia region. ILDEX Vietnam is structured to be an international trade exhibition covering many sectors, including pigs, poultry, dairy, eggs, farm management, and meat processing. In addition, top domestic and international companies will be presenting their products to top buyers and industry professionals in Vietnam. Moreover, for over 20+ years, the organizer has promoted the Vietnamese market as a destination for international investors. According to the records of ILDEX Vietnam 2018, the exhibition attracted 1,924 international participants from 40 countries during the 3 days of the exhibition, with more than 100 successful meeting requests. But then, ILDEX Vietnam 2022 will be held from 3-5 August 2022 at the Saigon Exhibition and Convention Center, Ho Chi Minh City, Vietnam. We are confident that the exhibition will serve the region’s livestock and aquaculture industries’ strong market thanks to the professional organizer, VNU Asia Pacific, along with the reliable local partner, Minh Vi Exhibition & Advertisement Services Co., Ltd – VEAS, supported by VIV worldwide, as well as industry partners, associations, and media partners internationally and locally.

ITB India https://www.itb-india.com The inaugural ITB India is a 3-day annual business-to-business trade show and convention organized to connect you with the Indian travel market. ITB India brings together top travel industry leaders and international exhibitors from various segments of MICE, Leisure, Corporate and Travel & Technology. Take advantage of ITB India to capture the fast growing markets of India and South Asia, to forge new partnerships and strengthen existing business relationships with the biggest players in India.

POLICY Following policies of different states , UTs and Government of India have been featured and the list is ever-growing. Education Policy * Energy Policy and Renewable Energy Policy * Environmental Governance * Tourism Policy * Taxation Policy and Development * Poverty and Social Disparity * Urban Policy and Community Development * Finance, Banking & Monetary Policy * Industrial Policy & MSME Development * Strategic Relation and Security Andaman and Nicobar island tourism policy GOVERNMENT OF INDIA MINISTRY OF TOURISM AND CULTURE DEPARTMENT OF TOURISM MARKET RESEARCH DIVISION Final Report On 20 YEAR PERSPECTIVE PLAN FOR SUSTAINABLE TOURISM DEVLOPMENT IN UNION TERRITORY OF CHANDIGARH March 2003 Submitted by India Tourism Development Corporation TLC Marketing Pvt. Ltd. Deloitte Touche Tohmatsu India Private Limited 20 year Perspective Tourism Master Plan for Chandigarh Contents for the 20 Year perspective Tourism Master Plan 1. Executive Summary 1 2. The approach a. Guidelines for developing 20 year perspective Master Plans as issued by the Department of Tourism, Government of India 6 b. Background of Consortium partners 11 i. ITDC ii. Deloitte Touche Tohmatsu iii. TLC Marketing Pvt Ltd c. Approach 15 d. Approach to Environmental Impact Assessment 19 3. Background on the State 21 a. History b. Physical features, Flora and Fauna c. Current infrastructure i. Access – Road, Rail, Air ii. Water & Sewage iii. Power – Electricity iv. Industrial Estates – list of major corporates d. Demographics versus other Northern States District Profiles e. Chandigarh Headquartered Corporate Houses 4. Current Tourism scenario in the State 38 a. Current Chandigarh Tourism Policy b. Inventory of Accommodation c. Current Tourism Statistics 1 20 year Perspective Tourism Master Plan for Chandigarh i. By city ii. Comparative with other Indian States – employment, project spends d. Taxes on Tourism activities e. Fairs & Festivals f. Roles of relevant bodies i. State Tourism Development ii. Urban Development & Town Planning iii. Industrial Development g. Tourism activities of contiguous States 5. Assessment of Tourism Attractions of the State 65 a. How other “City States” have developed tourism b. Inventory of attractions i. Versus criteria ii. By type of tourist and linkages c. Current State Tourism Policy versus National Tourism Policy d. Potential markets and market segments for the State e. Shortlisted projects f. Approach to Environmental Impact Assessments 6. Marketing State Tourism. Case studies of Kerala, Rajasthan and Uttaranchal 79 7. Implementation of shortlisted projects 90 a. Setting up a system for coordination of Departments b. Assessing the economic impact of tourism 2 20 year Perspective Tourism Master Plan for Chandigarh c. Setting up Police outposts d. Setting up a system for accreditisation of shops and transporters e. Creating a Tourist/ Cultural Centre f. Promoting traditional cuisine g. Horse race track & Club h. Amusement park i. Linking the sightseeing j. Conference Centre k. Adventure Tourism and Wildlife Tourism 8. Attracting the Private Sector investments in Tourism 126 9. Summary Tables 147 a. Prioritisation of projects b. Job creation c. Funding of projects d. Visitor numbers e. Economic impact 3 EXECUTIVE SUMMARY This 20 year perspective Tourism Master Plan for Chandigarh attempts to identify short, medium and long term tourism projects for the Union Territory of Chandigarh using the National Tourism Policy as a guideline. However, all existing and planned projects of Chandigarh Tourism have also been addressed. In these cases, thoughts that complement/ supplement the current thinking have also been listed. We have examined the success of several other “City States” and how they have positioned themselves. Very few, like the Vatican, have the benefit of historical attractions. Some like the Bahamas, Bermuda and Mauritius have natural attractions like beaches. Some traditional trading centers like Hong Kong, Singapore and Dubai have developed as financial hubs. In nearly all cases, however, city states have developed man made attractions with an emphasis on world class recreation and leisure. Gambling – Macau, Monaco & Sun City Horse Racing in Hong Kong & Dubai Sporting events – Singapore, Hong Kong, Dubai, Monaco and Sun City Entertainment events – in all the above, Seychelles etc. Interestingly, most do not rely on immediate neighbouring countries as source markets. Several suggested projects do not have any precedent in India. As such, projections of usage and hence revenues are difficult to make. However, these projects have been endorsed by knowledgeable individuals in the Travel & Tourism industry based on their personal experiences. The Plan makes some observations on current practice. Several specific actions and projects have been recommended. These have been divided into those projects to develop and sustain tourism infrastructure and those that generate visitors. These are summarized in the following pages. In all cases, the involvement of the private sector has been examined. The Plan shortlists the following projects Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission approach” on the lines of Rajasthan’s Rajiv Gandhi Mission on Tourism Development a. Coordination between Chandigarh Tourism/ Chandigarh Hotels/ Town Planning/ PWD (B&R)/ PHD/ Police/ Trade Associations/ NHAI/ Indian Railways b. The Mission should have a mission statement, a manageable number of objectives and specific activity milestones for effective review. 2. Assessing the Economic Impact of Tourism in Chandigarh. Tourism will not get the attention it deserves unless it can demonstrate the economic and social benefits it generates. a. We have suggested annual surveys and the use of multipliers to measure the impact of tourism investments and of tourist spendings 3. Tourism Police outposts. Safety and security are a major concern of travelers. a. We have suggested Tourism Police outposts be set up in the proposed “Tourist Centres” in Chandigarh. The list of locations can be expanded over the Plan period. 4. Accreditisation of Shops and transporters. These are two areas where most tourists feel most insecure in terms of being cheated. a. For shops, we have suggested accreditising shops that have price tagged items and a reasonable return/ refund policy. Shops will carry a Chandigarh Tourism plaque and be advertised in an official map. For Taxis/ auto rickshaws. Must be metered and carry tariff cards. These will be identified with a plaque 5. Cultural/ Tourism Information Centre. This should showcase Chandigarh and be a cross between Dilli Haat and The National Crafts Museum. This center should provide information and reservation capabilities for potential tourists to Chandigarh and neighbouring States. These will provide employment to artisans/ performing artists a. We recommend arts/ crafts, State cuisine and performing arts be showcased b. We recommend some permanent stalls backed by open spaces for stall for celebrating State festivals c. Incorporated into “Recreation & Leisure Centres” in Kishangarh 6. Promoting Traditional Cuisines. Chandigarh has eight neighbouring States each with a rich cultural tradition. We propose that food and cultural festivals be held on a regular basis. We further propose that the existing facility of Kalagram, which has held successful festivals in the past, be utilised. 7. Horse Race Track & Club. There is no good Horse Race track in North India. North India is also home to about 10 stud farms. Hotels in cities like Pune and Bangalore have their week end occupancies boosted by punters from major metros. The Race Club can have other facilities to attract a permanent membership. 8. Amusement park. The Rock Garden/ Sukhna Lake/ Golf Course area is already one hub of tourist activity. An area for an amusement park, for a Sports Complex and a Tourist Health Resort have already been ear-marked in the Chandigarh Master Plan. We propose the Amusement Park be marketed to families traveling Delhi- Shimla with young children to encourage an overnight break. 9. Linking the sightseeing. The distance between the Rock Garden and the area identified for the Amusement park is a long walk but a short auto-rickshaw ride. We propose a vintage narrow gauge railway be set up to link all the points in this Recreation & Entertainment area. 10. Conference Center to attract Business Travellers. Chandigarh Tourism has already identified a plot in Sector 31 next to the CII Regional HQ. We believe that this can cement Chandigarh as the commercial center of North India. 11. Developing the City Centre – Sector 17 – as a social and cultural hub. There is already a trend in this direction. We recommend a partnership between the Sector 17 shop owners and Chandigarh Tourism to develop a calendar of events. We also recommend a relaxation in Excise rules in terms of bar licence costs and hours of operation. 12. Adventure Tourism & Wildlife Tourism. We do not recommend any additional activity in this area other than the ongoing levels. 13. Attracting the Private Sector. We have recommended a package of incentives to attract the Private Sector to invest in tourism related projects in Chandigarh. In all visitor generating projects we have recommended roles for the private sector As a “City State”, Chandigarh does not have the scope – or the space - to develop new projects over a 20 year time span. There is no particular need either in terms of funds or manpower to spread the suggested projects. Guidelines of Dept. of Tourism for 20 year Perspective Tourism Master Plans 1. Year wise phasing of investments required having regard to resources available 2. Plan should indicate short term & long term plans, targets and ground realities. 3. Plan should indicate all activities by agency with timeframes 4. Assess the existing tourism scenario in the state/UT with respect to existing traffic levels and inventory of - Natural resources - Heritage & other socio-cultural assets - Quantitative/ demographic factors - Services & infrastructure available 5. Plan should review the status of existing development/ investment for the development of tourism in the region 6. List and evaluate existing potential tourist destinations and centers and categorise them on the basis of - inventory of attractions - infrastructure available - degree of popularity - volume of traffic flow 7. Plan should analyse and categorise existing destinations and centers as - stand alone - part of a circuit - niche attractions for special interests 8. Plan should assess the existing infrastructure levels at identified destinations/ centers in terms of - quality of roads/ transportation facilities - civic amenities - en route transit facilities - boarding and lodging facilities 9. Plan should assess traffic flow for assessment of infrastructure requirements based on - Past growth - Suggested links and integration - Future expected developments - Likely investments from State - Investment climate/ incentive for private sector 10. Plan should attempt indicative cost configuration of likely investment on infrastructure under different heads and prioritise investment needs over 20 years 11. Plan should identify existing as well as new tourism projects including - expansion/ augmentation, - upgradation of services/ facilities - Destinations & centers 12. Plan should undertake product conceptualization cum feasibility for identified projects covering - locational evaluation - schematic product planning - quantification of individual product parameters - assessment of investment levels - project viability 13. Action plan for implementation of identified projects along with development of infrastructure in conformity with - State/ Central policy objectives & guidelines - National development and funding agencies - WTO’s Bali declaration 14. Project wise potential for employment generation including for women 15. Projection of domestic and foreign tourist arrivals for each proposed tourist place 16. Prioritise schemes based on employment potential and tourist arrivals 17. Prepare inventory of existing accommodation including paying guest and proposed needs split by various providers including various State Govt depts 18. Each project to be scutinised and finalized with a view to suggesting State Tourism projects to foreign funding agencies 19. Explore sources of funding such as FIs, TFCI. - Suggest incentives for private sector 20. Suggest institutional machinery in the State to oversee/ supervise the development of Tourism infrastructure 21. Build in facilities for performance of local artistes, cultural troupes 22. Cultural complexes to be suggested with the financial help of the State Dept of culture 23. Handicraft shops to be suggested. These can be run by women 24. Include development of potential health resorts. 25. Plan should have an Executive summary 26. Plan should include attractive packages/ schemes to attract private sector investments 27. Environmental issues shouls be dealt with in sufficient detail and EIA made in respect of new projects 28. Plans should include - carrying capacities - instruments of spatial and land use planning - instruments for architectural controls - strategy for local community participation & protection of cultural identity - Awareness programmes for local 29. Measures for mitigating adverse environmental impact and rehabilitation 30. Strategy for privatisation of State and State Tourism Corp owned tourism related properties 20 year Perspective Tourism Master Plan THE CONSORTIUM We believe that 20-year Tourism Master Plans require detailed knowledge in several domains. To address this need we have formed a consortium of experts. The consortium comprises of India Tourism Development Corporation – ITDC – Consultancy Division with relevant past experience in Master Plans, Technical Consultancy and project execution. TLC Marketing Pvt.Ltd, a marketing consultancy empanelled by The World Tourism Organisation (WTO), Madrid for various aspects of Tourism Development. TLC Marketing will ensure a balanced tourism plan that is marketable to both developers and the Tourist industry Deloitte Touche Tohmatsu, an international firm of Chartered Accountants and consultants with a wide range of experience in perspective planning in various industries. Deloitte Touche Tohmatsu also have access to their global expertise in the area of Tourism Master Planning. RELEVANT EXPERIENCE India Tourism Development Corporation ITDC was established in 1966 with the objective of developing tourism infrastructure and promoting India as a tourism destination. ITDC has a Consultancy Division which has completed many projects. ITDC has the capability of conducting Techno-Economic feasibility studies, providing Engineering and Technical Services, Mangement Consultancy and Advisory services, consultancy for Adventure Tourism. Assignments already completed by ITDC include Feasibility Reports for hotel projects in Baroda, Calicut, Cochin, Kanpur, Kohlapur, Lucknow, Nagpur, Nainital, Pine, Rishikesh, Varanasi, Raipur, New Delhi, Calcutta, Bangalore and Agartala 20 year Perspective Tourism Master Plan Tourism Master Plans for Assam, Nagaland, Orissa, Pondicherry, Sikkim, Punjab and Tripura. Technical consultancy for multiple hotels, youth hostels, forest lodges and restaurants Special projects for Rail Yatri Niwas, Indian Railways Catering, College of Combat, Institute of Water Sports at Goa. Project consultancy/ Execution – 28 hotels, the IITTM in Gwalior. TLC Marketing Pvt Ltd. The Directors of TLC Marketing have been involved with Tourism Development for almost 30 years and have had exposure to Tourism Planning in Egypt, Mexico and India. This has been mainly from the project developer’s aspect and are familiar with the requirements of the parties that invest in Tourism Development. They are also familiar with all aspects of tourism including resorts, cruises, timeshare, charters, conferences etc. Some relevant projects undertaken by the directors of TLC Marketing include Study for the India Convention Promotion Bureau on promoting conferences of various sizes to India Assignment with The Planning Commission for Tourism Development Plans for Uttaranchal and Uttar Pradesh. This included the development of a “tourist train” concept Review of Hotel classification norms covering Heritage and Resort hotels for the Govt. of India, Department of Tourism Feasibility studies for business and leisure hotels at over 40 destinations all India. Entry strategy for a hotel company into India looking at mid level hotels. This involves studying business destinations across India Strategy for a chain of Ayurvedic Spas, initially in the North of India Entry strategy into Timeshare for both mid-market and Luxury Resorts Launch of an Outbound Adventure Tour Operator 20 year Perspective Tourism Master Plan Deloitte Touche Tohmatsu India Private Limited Deloitte Touche Tohmatsu believes that for achieving a client’s business objectives, a variety of knowledge and skills are required. Our national coverage and international experience allows access to professionals in the industry and other areas of specialisations. Our clients include government bodies, non-government organisations, public sector organisations, private companies and international agencies. Brief details of some of our assignments in the hospitality, tourism and entertainment sectors is set out below: International assignments in hospitality and the tourism sector are detailed below: • Privatisation of Hungary Hotels, which comprises some 45 hotels and over 250 restaurants, in association with the Swiss Bank Corporation and Cazenove & Co. Our UK offices worked with our Budapest office on this extensive assignment. • Business valuation of Astir Hotel Company. We assisted the National Bank of Greece on the proposed sales as part of the Government’s privatisation programme. • Advised the public enterprises reform and divestiture secretariat of the Ministry of Finance, Government of Uganda, on the divestiture of Government owned hotels. • Valuation of four state-owned hotels in Morocco prior to their intended privatisation and sale for the Government of Morocco. In conjunction with the Deloitte & Touche Corporate Finance Group, investment memoranda were subsequently prepared to assist in the privatisation process. Indian assignments in Hospitality and Tourism Sector • Strategic advice to Quality Inns Private Limited. • Business plan for a holiday resort based in Kerala. This is under implementation. • Advisory services provided to an international chain of hotels • Business advisory services for Resort Condominiums International • Business advisory services for Singapore based company, for setting up operations in India in the area of serviced apartments and estate development. 20 year Perspective Tourism Master Plan • Business valuation and due diligence review for Landbase India Limited, • Business advisory services for The Radisson Hotel. • Entry strategy, valuation, negotiations and joint venture identification for Keystone and Venkys. • Trade survey for travel agents and tour operators for a large multinational company. • Review of project parameters and returns compiled for the airport expansion planned for Chennai by the Airports Authority of India. • Economic Feasibility study for setting up a permanent Trade Fair Venue, Madras International Exposition Limited, under the aegis of Federation of Indian Export Organisations (FIEO). Privatisation/ Disinvestment experience • Bharat Heavy Plates & Vessels Ltd., Visakhapatnam • RBL Limited, Calcutta • Tractors Corporation Limited • Bharat Goldmines Limited • Lamps Division of HMT Limited • Paradeep Phosphates Limited Ongoing disinvestments assignments include • IDCOL Cement Limited • The Fertiliser and Chemicals Travancore Limited • Instrumentation Limited • Braithewaite & Co. Limited • Bharat Heavy Plate limited 20 year Perspective Tourism Master Plan APPROACH Our approach is as follows 1. Review existing Tourism Policy a. This is reviewed in conjunction with stated National Tourism Policy as State Tourism activities should be in synch with National Policy b. Thisis also reviewed in terms of “Best Practice” of other Indian States and some Internationally successful players. 2. Validate Proposed projects a. Plans still to be implemented were reviewed to validate their broad feasibility 3. Suggest new Tourism Products a. This is done with costs, revenues, timelines and responsibilities. b. A broad Economic Impact assessment is made for each suggested product for both primary and secondary effects. Objective Our objective is to develop 20-year Perspective Tourism Master Plans that encourage sustainable tourism by achieving a balance between the growth of tourism on one hand and the impact on natural, heritage and cultural resources on the other. Criteria The Critical Criteria would be that the Plan should be viable. In other words, it should be attractive and marketable to all agencies involved – The traveler, the Travel industry, State and Government agencies, Financial Institutions, Tourism project developers and last but not least to the local population. The Plan will Clearly indicate short term and long term projects and targets Identify agencies involved and the actions required to be taken by each 20 year Perspective Tourism Master Plan Ensure that each action will have a time frame and an indicative cost Ensure each project will also indicate possible developers and possible sources of funding. Financial structuring arrangements, where relevant will also be indicated. Endeavour to involve the private sector in the development of the plans. This will ensure a buy-in to the finished product. Be based on secondary data – published data, supplied by the State and information obtained in discussions with informed individuals. METHODOLOGY Conduct Inventories Identify existing and potential - attractions - Infrastructure - Access - Environmental impact - Human factors Identify Specific projects Develop balanced Tourist products around each identified attraction Detailed Project analysis Identify each element, the possible developers, sources of funds, incentives etc Final Recommendations Shortlist projects, prioritise over 20 years. - Tourist projections - Employment and other economic benefits Identifying the attractions – the reasons for visiting. 1. The first step would be to make an inventory of all possible visitor attractions both current and potential. These would be studied under a. Long stay – natural and activity resorts such as hill/ beach/ health & fitness/ sports/ wildlife/ shopping and other activities 20 year Perspective Tourism Master Plan b. Short Stay destination – Business visitors, conferences, weekend stays, pilgrimage c. Short stay itinerary – where the attraction is part of an itinerary and dependent on other links 2. Each attraction will be assessed for “Carrying capacity” using absolute numbers as well as indices such as Tourists/ sq.km, Tourists/ 1000 population. This assessment will use international benchmarks and Best Practices. 3. The Environmental sensitivities will be addressed by a strategy to measure the impact on a. Air quality b. Water and water bodies c. Nature, both flora and fauna d. And on the attraction itself. 4. Based on the above, an assessment of the present and future needs of infrastructural services will be undertaken to cover a. Water b. Electricity c. Sewage and waste disposal d. Communications 5. Based on the potential markets for visiting the attraction, an assessment of the present and future requirements for access will be identified by a. Road b. Rail c. Air d. Water transport 6. There are Human Factors that will also be addressed. These will cover a. Employment b. Inflationary impact c. Cultural impact d. Alienation of locals/ Displacement 20 year Perspective Tourism Master Plan Identifying and Conceptualising Specific Tourism Products Having assessed the attractions available and the broad feasibility of each, the Plan will e develop a balanced Tourist product around each attraction. The Tourist product consists of the following 1. The attraction – the reason for the visit 2. Accommodation – requirements at each level a. Propose incentives for balanced development 3. Recreational facilities – to supplement the attraction. Eg. a hill resort could have rock climbing, paragliding, river & lake fishing, golf, entertainment and shopping 4. Local transportation a. Airport/ station transfers, shuttles, city sightseeing, public transportation 5. Information a. Signage, guides, brochures, photo ops 6. Wayside amenities a. Rest stops, service stations 7. Safety & Security a. Accreditisation of shops etc b. Tourism police Detailed Analysis and Final Recommendations After identifying the Tourism Products to be developed, the Plan will prioritise them over the 20-year perspective, each project will be analysed to detail The key agencies/ organizations involved in developing the product The investment required Identify possible investors and sources of funds and the processes to access these Possible incentives for the development Identify environmentally threatened places and buildings for restoration. Projection of tourist numbers – domestic and international Employment potential – occupations and income levels Other economic, social and cultural benefits Suggestions on marketing the products Environmental Impact Assessment Studies Environmental Impact Assessment (EIA) studies are complex exercises. They are also dependent on the specific projects. For example, projects next to water bodies would require a much deeper assessment of impact on water than other projects that would confine the study to the impact on ground water resources. In the Technical Bid for this project, the Consortium had clearly stated that we are not competent to undertake EIA and would not include them in the final report. However, we are listing out the essential aspects of EIAs. Each attribute must be monitored on a regular basis. Frequency of monitoring may vary from daily for some air samples to annually for soil characteristics. EIAs are best undertaken by specialist organizations like TERI, TARA etc. Attribute Parameters Ambient air quality SPM, RPM, SO2, NO2, CO, CO2, HC etc. Usually 24 hour samples twice a week. Meteorology Surface wind speed and direction, temperatures, relative humidity, rainfall Water quality Physical, Chemical and bacteriological parameters of surface and ground water Ecology Existing flora and fauna. For environmentally sensitive projects, inventory and state of health Noise levels Noise levels in DB(A) Light Lighting levels and impact on fauna, insects Soil Characteristics Parameters relating to agriculture and afforestation potential Land use Trends in land use change for different categories Socio Economic aspects Socio-economic characteristics, labour force characteristics, population statistics and existing amenities, current inflation Geology and mining Geological history, minerals details Hydrology Drainage area and pattern, nature of streams, acquifier characteristics of the area 20 year Perspective Tourism Master Plan for Chandigarh HISTORY India attained Independence in 1947; but in the process the territory of British India was partitioned to form India and Pakistan. The large and prosperous Province of Punjab, was divided and Lahore, its capital, fell within the borders of Pakistan, leaving Indian Punjab without a capital. Those who had been compelled to migrate to India keenly felt the loss of Lahore, a city much loved by its inhabitants. Though there was a temporary secretariat at Shimla in Himachal Pradesh, the political leadership decided on the construction of a modern and accessible capital. In March 1948, the Government of Punjab in consultation with the Government of India approved a 114.59 sq. km tract of land at the foot of the Shivalik Hills in Ropar district as the site of the new capital. The city was named after the Mother Goddess Chandi, (Chandi - Goddess of Power + garh - fortress). The temple of the Goddess is on Chandigarh-Kalka Road. The temple is known by the name of Chandi Mandir. Prior to the construction of Chandigarh, the present site was a typical rural tract, with a rainfed subsistence agricultural economy. It was dotted with 24 village settlements, surrounded by cultivated land parcelled into consolidated irregular, small fields. Each settlement had a number of mango groves remnants of which are still visible in parts of the city. There were banyan or pipal trees within the settlements or near village ponds. The majority of houses were kutcha or partially pucca. Among the physical features, the choes, with their broad, shallow, and dry sandy beds, constituted an important element of landscape. These represented undulations in an otherwise level topography. Hills and mountains provided a panoramic background. The new city was needed not only to serve as a capital but also to resettle thousands of refugees who had been uprooted from West Punjab. India’s first Prime Minister, Jawaharlal Nehru enthusiastically supported the project and took sustained interest in its 20 year Perspective Tourism Master Plan for Chandigarh execution. When he visited the project on April 2, 1952, he declared: “Let this be a new town symbolic of the freedom of India, unfettered by the traditions of the past, an expression of the nation’s faith in the future.... The new capital of Punjab will be christened as Chandigarh-a name symbolic of the valiant spirit of the Punjabis. Chandigarh is rightly associated with the name of Goddess Chandi — Shakti, or power.” The responsibility for the design was given to the French architect Le Corbusier or the Crow. With the help of his cousin Pierre Jeanneret, and that of the English couple Maxwell Fry and Jane Drew (alongwith a number of Indian architects prominent amongst them Chief planner Narinder S. Lamba & Chief Engineer J.C. Verma) Chandigarh, the present capital, came into existence at the foothills of the Shivaliks. Profile of People It was built in 1953 and serves as the capital of two states, i.e. Punjab and Haryana. It is administered by the Central Government and is hence classified as an Union Territory. Since 1986 there has been much talk about officially handling it to Punjab on the basis of demography. The issue however continues to be a matter of discussion with many political disputes. Chandigarh had to be a city of migrants as it was built on the land acquired and cleared of existing settlements. One of its objectives was to rehabilitate persons displaced from Pakistan in 1947. Early settlers in the city were government officials transferred from Shimla, the temporary capital of Punjab after partition and displaced persons from Pakistan in search of a new home. According to 1991 census data, around two-third of the city's population were migrants, the remaining one-third were locally born. About one-third of the migrants hail from Punjab, Uttar Pradesh comes next, having contributed one-fifth of them. Haryana, Himachal Pradesh and Delhi are other important contributors of migrants. The city has 20 year Perspective Tourism Master Plan for Chandigarh attracted migrants from distant states, such as Bihar, Tamil Nadu, West Bengal and Maharashtra. The number of migrants from Nepal is also considerable. Over one-half of migrants to Chandigarh came from other urban places; the rest had a rural base. An urban origin was more typical of migrants from nearby states, such as Punjab, Haryana, Delhi, and Jammu and Kashmir. Migrants from relatively distant states, such as Uttar Pradesh, Bihar, and Tamil Nadu, mostly had a rural origin. According 1991 census the Pakistan-born displaced persons reduced to about 4% of all in-migrants. In the early sixties, they accounted for nearly 40% of the total population. PHYSICAL FEATURES Location Chandigarh is located in the Northern part of India and bound by two states, Chandigarh has Punjab to its north and west and Haryana to its south and east. Chandigarh lies at 30o 44'N latitude, 76o 53"E longitude. 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Map 20 year Perspective Tourism Master Plan for Chandigarh ROAD MAP Road Transportation The Union Territory of Chandigarh is well served with by an excellent network of roads. The National Highway 21 ( Ambala – Simla) and 22 ( Chandigarh – Manali) link Chandigarh to rest of the country Buses of seven State Road Corporations connect Chandigarh with many cities and towns of neighboring states. The important cities that are connected by buses with Chandigarh are Delhi, Dehradoon, Simla, Manali, Jammu and major Towns of Punjab and Haryana. 20 year Perspective Tourism Master Plan for Chandigarh National Highway Development Project – Golden Quadrilateral & North South East West Corridors Note: Red Line: North South East West Corridors Blue Line: Golden Quadrilateral 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Rail Network : Rail Transportation Chandigarh is well connected on the rail network. The main railway routes passing through Haryana are: Kalka-Delhi, Chandigarh-Delhi, Kalka-Amritsar, Kalka-Jodhpur,Kalka-Hawrah,Amritsar-Hawrah, Kalka- Sir Ganganagar (Rajasthan). 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Air Network: Air Transportation Chandigarh Airport is 12 kms. from City Centre, Indian Airlines and Jet Airways connect Chandigarh with Delhi, Leh and Amritsar. Jet has daily flights Delhi – Chandigarh – Delhi. Indian Airlines has a weekly flight Leh – Chandigarh – Leh. 20 year Perspective Tourism Master Plan for Chandigarh Physical Features The geographical area of the U.T. Chandigarh is 114 sq. km. and another 25.42 sq. km. of the hilly area, which has now been declared as 'Sukhna Wildlife Sanctuary' was acquired for soil conservation works. Chandigarh lies at 280 feet above sea level, with an average altitude of 362m (m.s.l.). The location of Chandigarh is unique as it lies in the foot hill region and is also adjacent to the plains of north India. As such it contains the vegetation of the foot hills and the north Indian plains.Chandigarh has 27 villages in its jurisdiction and two satellite towns, Sahibzada Ajit Singh Nagar, conveniently shortened to SAS Nagar, now Mohali, in the Punjab territory and Panchkula in the Haryana territory. Climate Four seasons are noticeable as (i) the rainy season (late-June to mid-September); (ii) the post monsoon or transition season (mid September to mid-November); (iii) the winter of cold season (mid November to mid-March) and (iv) summer or hot season (mid-March to Mid-June). Southwest monsoons commence in late June and usually continue up to mid-September when there are high intensity showers and the weather is hot and humid. May and June are the hottest months of the year with mean daily maximum temperature being about 40oC and mean daily minimum temperature being about 25oC.January is the coldest month with a mean maximum being around 24oC and a mean minimum being around 1.8oC. Fauna In the small and large water bodies there are about a dozen types of fishes, of which Mahseer , Thail and Rohu are more well known. The common frog is Rana tigrina (Indian Tiger Frog) but the other ones are Indian Rice Frog and Indian Burrowing Frog. Two types of tortoise are found. Three four types of lizards are found in buildings, lawns, hedges, etc. and one of these attracts the attention by its brilliant vermilion colour during mating season. Snakes are of quite a many types as Russels Viper, Cobra, Blind Snake, Indian Python, Sand Cobra, Rat Snake etc. 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh has numerous types and the permanent population of birds, which may consist of over 100 different kinds. There are also migratory birds visiting during winter from as far off a region as Siberia. It is estimated that about 100 to 200 types of birds primarily visit Sukhna Lake. The number of migratory birds varies from year to year. The common mammals are Grey Musk, Shrew Monkey, Langur, Flying Fox, Tickellis Bat, Stripped Squirrel, Indian Rat, Common Rat, House Mouse, Porcupine, Indian Hare, Common Mongoose, Stripped Hyena, Jackal, Indian Fox, Nilgai, Blackbuck and Chital. Flora The flora of Chandigarh area is in fact very rich, existence of 860 species of flowering plants in Chandigarh and its neighborhood. This excludes the ornamentals species whose number is anybody's guess because amongst the residents of Chandigarh and neighboring areas garden culture and love for ornamental herbs and shrubs is fast growing. Chandigarh region is home to number of plant species with Medicinal importance. Areas like Shivalik Reserve Forests, Sukhna Catchment area, Rock Garden, Rose Garden, adjoining villages, are among the various places where different kinds of Medicinal plants and few to endangered species of the same can be found. The most fascinating feature of the City's landscaping is perhaps the Tree Plantation along avenues, open spaces, green belts and around building complexes. The total forest cover in Chandigarh is 32.42 sq. km., which forms 23.5% of the total area. The green spaces like Parks, Gardens, Green belts, Leisure valley and Road avenues etc. are in addition to the forest cover of 23.5 %. Thus the green cover in the city is more than 33 % with 26 types of flowering trees and 33 types of evergreen trees in Chandigarh. 20 year Perspective Tourism Master Plan for Chandigarh DEMOGRAPHIC INDICATORS Unit Year Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi Chandi All India Pradesh Kashmir Pardesh Pradesh garh Sq.Km. 1982 44212 55673 222236 443446 50362 342239 294411 1483 114 3287263 Share in India Percent 1982 1.34 1.69 6.76 13.49 1.53 10.41 8.96 0.05 0 100 Population Million 1991 16.46 5.17 7.72 66.18 20.28 44 139.11 9.42 0.64 846.3 Share in India Percent 1991 1.94 0.61 0.91 7.82 2.4 5.2 16.44 1.11 0.08 100 Population Density Per sq.km. 1991 372 93.0 76.0 149.0 403.0 129.0 473.0 6352.0 5632.0 274.0 Avg Annual Growth in Percent 1981-91 2.42 1.89 2.54 2.38 1.89 2.5 2.27 4.15 3.54 2.14 Population (1981-91) Population (Projection) Million 2001 20.1 6.8 10.1 81.2 23.8 54.5 174.3 14.4 0.8 1012.4 Urban Population (Projection) Million 2001 27.5 - - 26.9 31.9 25.4 22.7 - - 28.8 Sex Ratio Females/ 1991 865 976 923 931 882 910 879 827 790 927 1000males Urbanisation Ratio Percent 1991 24.6 8.7 25.5 23.2 29.5 23.0 19.8 90.0 89.7 27.0 Urban Density Per sq.km. 1991 5309 2114 3132 6054 4997 2238 4364 14313 8433 4092 Death Rate Per '000 1996 8.1 8 - 11.1 7.5 8.9 10.2 6.05 4.1 9 Live Birth Rate Per '000 1996 28.2 23 - 32.4 23.5 32.3 34 24.6 16.9 27.5 Work Participation Rate Percent 1991 31 42.83 NA 42.82 30.88 38.87 32.20 31.64 34.94 37.46 Male Percent 1991 48.51 50.64 NA 52.26 54.22 49.30 49.68 51.72 54.34 51.55 Female Percent 1911 10.76 34.81 NA 32.68 4.40 27.40 12.32 7.36 10.39 22.25 Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh MACRO ECONOMIC INDICATORS Unit Year Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi All India Pradesh Kashmir Pardesh Pradesh Net State Domestic Product (NSDP) at Factor Cost*: - At current prices Rs. Million 1998-89 383990 49310 58120 610187.8 342900 **586500 1527260 365040 8755940 - At 1980-81 prices Rs. Million 1997-98 75450 $14,190 #17540 147480 101420 @116480 273650 *75740 323820 - At 1993-94 prices Rs. Million 1998-99 254090 NA NA NA NA **379720 971390 251650 NA NSDP Growth 1980-81 prices Percent 1997-98 1.1 NA NA 3.1 2 @0.4 2.2 3.3 87.3 Gross State Domestric Product Rs. Million 1997-98 374270 65040 72930 708320 503580 678050 1299770 445100 NA Per Capita Income at 1993-94 Rs. 1998-99 13084 8864 6658 7350 15504 7694 5890 19091 9739 Prices* 2.00 Sectoral Shares: - Agriculture Percent 1997-98 39 27.6 43 41.4 44 **34.2 37 1 31 - Industry Percent 1997-98 21 32.3 8 26.3 15 **24.088 20 83 28 - Services Percent 1997-98 40 40.1 49 32.3 41 **41.72 43 16 41 Sectoral Growth Rates: - Agriculture Percent 1995-96 -6 9 4 -2 0 -6 2 -40 -1 - Forestry & Logging Percent 1995-96 7 10 5 -12 1 2 -25 - -1 - Fishing Percent 1995-96 16 10 14 15 8 -12 6 3 5 - Mining & Quarrying Percent 1995-96 1 14 10 5 16 -18 1 -58 7 - Manufacturing Percent 1995-96 9 13 3 11 10 6 4 13 14 Per Capita Consumption Rs. 1995 5127 4347 7080 3442 5750 4503 3852 NA NA Expenditure * Note: Owing 10 differences in source material used, figures for different States are not strictly comparable. $: 1995-96 #: 1996-97 @: 1998-99 **: 1999-2000 Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh MINIMUM MONTHLY WAGES OF WORKMEN Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi Pradesh Kashmir Pardesh Pradesh Chandigarh With effect from Jul-00 Jan-99 Mar-93 Mar-00 Nov.99 Feb-00 Jan-96 UNSKILLED 1914.86 1530 NA 825 1796.5 1560 1920 2419 1350 SEMI UNSKILLED A 1964.86 1695 NA 928 1941.55 928 2220 2585 1495 SEMI UNSKILLED B 1989.86 NA NA NA 1875.45 NA NA NA NA SKILLED A 2039.86 1950 NA 1032 2104.55 1032 2660 2843 1657 SKILLED B 2064.86 NA NA NA 1983.45 NA NA NA NA HIGHLY SKILLED 2114.86 NA NA NA NA NA NA NA NA EDUCATIONAL FACILITIES SCENARIO Recognised Educational Institutions in Northern Region (1998 - 99) State University Professional Colleges for High Middle / Sr.Basic Primary/Jr. * Education general Education School/Jr. School Basic College School HARYANA 5.00 45.00 169.00 3785.00 1788.00 10269.00 HIMACHAL PRADESH 3.00 6.00 557.00 1525.00 1189.00 7732.00 JAMMU & KASHMIR 3.00 12.00 38.00 1351.00 3104.00 10483.00 MADHYA PRADESH 17.00 70.00 413.00 8341.00 21108.00 86858.00 PUNJAB 5.00 64.00 193.00 3325.00 2527.00 12633.00 RAJASTHAN 10.00 70.00 267.00 5633.00 14807.00 35077.00 UTTAR PRADESH 28.00 174.00 676.00 8339.00 20675.00 94476.00 DELHI 11.00 24.00 64.00 1459.00 601.00 2676.00 CHANDIGARH 2.00 7.00 12.00 107.00 34.00 48.00 NORTHERN REGION 84.00 472.00 2389.00 33865.00 65833.00 260252.00 % TO ALL INDIA 35.44 22.17 31.88 30.12 34.62 41.52 INDIA 237.00 2129.00 7494.00 112438.00 190166.00 626737.00 * Includes Deemed Universities and Institutes off National Importance Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh WATER SUPPLY Items Unit Period 1990-91 1998-99 1999-2K 2000 - 01 1 2 3 4 5 6 No. of Water Works Nos. NA 5 5 5 (Cums.) No. of Metered Connection Nos. 74892 82184 84294 120000 No. of Un-metered Nos. 9360 23464 23656 20241 Connection WATER CONSUMPTION (A) Domestic Kiloliters 67933 5227262 5334897 5943761 (B) Commercial / Industrial Kiloliters 7992 1833205 1881295 4940444 Per Capita Consumption Kiloliters 97 70 67 95 20 year Perspective Tourism Master Plan for Chandigarh POWER Items Unit Period 1990-91 1998-99 1999-2K 2000 - 01 1 2 3 4 5 6 Electricity Consumed Lakh KWH 5240.80 8401.89 8491.04 8715.36 Per capita Consumption KWH 816 988 964 955 Agricultural Consumption Lakh KWH 12.71 25.58 26.59 23.02 Industrial Consumption Lakh KWH 2005.16 1792.34 1865.46 1916.35 20 year Perspective Tourism Master Plan for Chandigarh POPULATION DATA 2001 - CENSUS (P) Population Total Rural Urban Population as per 2001 Persons 900914 92118 808796 Census Males 508224 56837 451387 Females 392690 35281 357409 Decennial Population Growth Absolute 258899 25932 232967 1991 - 2001 %age +40.33 +39.18 +40.46 Density of Population Sex PerSq.Kms 7903 2658 10194 Ratio No.of females per 1000 773 621 792 Males Population of 0-6 years* (I) Absolute 109293 14007 95286 Persons Males 59238 7562 51676 Females 50055 6445 43610 (II) Percentage of Total 12.13 15.21 11.78 Population Persons Males 11.66 13.30 11.45 Females 12.75 18.27 12.20 Literacy : (I) Absolute 647208 59547 587661 Persons Males 384563 40178 344385 Females 262645 19369 243276 (II) Literacy Rate 81.76 76.23 82.36 Persons Males 85.65 81.54 86.16 Females 76.65 67.17 77.53 * 6 years means completed 6 years as on 01.03.2001 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Corporates Name of the Organisation State Amrit Banaspati Co. Ltd. Chandigarh Bank of Punjab Limited Chandigarh Bhushan Industires Limited Chandigarh Bhushan Steel & Strips Ltd Chandigarh Chandigarh Distillers & Bottlers Ltd. Chandigarh Chandigarh Industrial & Tourism Development Corporation Chandigarh Control & Switch Gear Company Ltd. Chandigarh Dhillon Kool Drinks & Beverages Chandigarh Golden Laminates Limited Chandigarh Gorz-Beckert Asia Ltd Chandigarh Guru Nanak Paper Mills Ltd. Chandigarh IPF - Vikram India Ltd. Chandigarh Indian Acrylics Limited Chandigarh Indo - Swift Limited Chandigarh Industrial Cables India Limited Chandigarh JC Coach Builders Limited Chandigarh Kamla Dials & Devices Ltd. Chandigarh Khandelia Oil & General Limited Chandigarh Metro Expoters Limited Chandigarh Modern Steel Limited Chandigarh Mohan Meaken Limited Mohangram (Chandigarh) Munak Chemicals Limited Chandigarh PCP International Ltd. Chandigarh Punjab Alkalies & Chemicals Ltd Chandigarh Punjab Chemicals & Pharmaceuticals Ltd Chandigarh Punjab State Civil Supplies Corpn. Ltd Chandigarh The Punjab State Co-oop Milk Producer's Federations Ltd Chandigarh Rana Polycot Limited Chandigarh Shivalik Agro Poly Product Limited Chandigarh Singhania & Co. Chandigarh Surya Medicare Limited Chandigarh Variendera Agro Chemicals Limited Chandigarh Winsome Textiles Industries Ltd Chandigarh POPULATION DATA 2001 - CENSUS (P) Population Total Rural Urban Population as per 2001 900914 92118 808796 Census Persons Males 508224 56837 451387 Females 392690 35281 357409 Decennial Population 258899 25932 232967 Growth 1991 - 2001 Absolute %age +40.33 +39.18 +40.46 Density of Population PerSq.Kms 7903 2658 10194 Sex Ratio No.of females 773 621 792 per 1000 Males Population of 0-6 years* (I) Absolute 109293 14007 95286 Persons Males 59238 7562 51676 Females 50055 6445 43610 (II) Percentage of 12.13 15.21 11.78 Total Population Persons Males 11.66 13.30 11.45 Females 12.75 18.27 12.20 Literacy : (I) Absolute 647208 59547 587661 Persons Males 384563 40178 344385 Females 262645 19369 243276 (II) Literacy Rate 81.76 76.23 82.36 Persons Males 85.65 81.54 86.16 Females 76.65 67.17 77.53 * 6 years means completed 6 years as on 01.03.2001 Name of the Organisation State Amrit Banaspati Co. Ltd. Chandigarh Bank of Punjab Limited Chandigarh Bhushan Industires Limited Chandigarh Bhushan Steel & Strips Ltd Chandigarh Chandigarh Distillers & Bottlers Ltd. Chandigarh Chandigarh Industrial & Tourism Development Corporation Chandigarh Control & Switch Gear Company Ltd. Chandigarh Dhillon Kool Drinks & Beverages Chandigarh Golden Laminates Limited Chandigarh Gorz-Beckert Asia Ltd Chandigarh Guru Nanak Paper Mills Ltd. Chandigarh IPF - Vikram India Ltd. Chandigarh Indian Acrylics Limited Chandigarh Indo - Swift Limited Chandigarh Industrial Cables India Limited Chandigarh JC Coach Builders Limited Chandigarh Kamla Dials & Devices Ltd. Chandigarh Khandelia Oil & General Limited Chandigarh Metro Expoters Limited Chandigarh Modern Steel Limited Chandigarh Mohan Meaken Limited Mohangram (Chandigarh) Munak Chemicals Limited Chandigarh PCP International Ltd. Chandigarh Punjab Alkalies & Chemicals Ltd Chandigarh Punjab Chemicals & Pharmaceuticals Ltd Chandigarh Punjab State Civil Supplies Corpn. Ltd Chandigarh The Punjab State Co-oop Milk Producer's Federations Ltd Chandigarh Rana Polycot Limited Chandigarh Shivalik Agro Poly Product Limited Chandigarh Singhania & Co. Chandigarh Surya Medicare Limited Chandigarh Variendera Agro Chemicals Limited Chandigarh Winsome Textiles Industries Ltd Chandigarh 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Tourism Policy Chandigarh Tourism has declared the following vision “ Tourism as a major industry in Chandigarh is to be developed by Providing leadership, organizational and strategic direction, Improving the quality of tourism products, Developing places of tourist interest, Providing necessary facilities for all categories of tourist and Marketing Chandigarh’s Tourism products internationally and domestically So as to provide employment and economic, environmental, social and cultural benefits to the citizens of the city beautiful – Chandigarh” In the new economic scenario, Chandigarh Tourism has recognized the need to involve the private sector in the development of tourism infrastructure in conjunction with the Government. The following activities are included in the ‘Tourism Industry’ Accommodation facilities Restaurants and fast food facilities Transportation facilities Tourist entertainment Souvenirs With this background, the objectives have developed as 1. Employment generation. Tourism generates both direct and indirect employment 2. Attract private investment 3. Preserve heritage and tradition. As Chandigarh is a new city, the traditions are related with gardens and festivals 4. Preserve the environment 20 year Perspective Tourism Master Plan for Chandigarh 5. Diversification of the Tourism product into adventure sports, entertainment, leisure etc. 6. To provide adequate publicity both domestic and international 7. Create accommodation facilities – renovate and upgrade existing facilities 8. Develop human resources for Hospitality and Tourism. The following strategic projects have been suggested to implement these objectives 1. Develop Chandigarh as a convention city – attract the MICE segment 2. Eco- tourism wildlife park around the Sukhna Bird sanctuary 3. Sound & Light show at the Rock Garden 4. Further development of Tourist amenities at Sukhna Lake 5. Amusement park 6. Translites and signeages for the convenience of tourists 7. Tourist information center to house other State Tourism offices as well as railways, airlines and trade associations 8. Promotion of Rail Tourism – in particular on the Kalka-Shimla line 9. Promotion of Kalagram as a showcase for the Northern States 10. Development of innovative tourism packages o Buddhist places o Pilgrimages - Hindu and Sikh o Holiday packages to Hill stations o Heritage packages o Adventure packages o NRI packages 11. Promotion of off-season tourism 12. Special Tourism packages for NRIs 13. Development of Chandigarh as a Film City 14. Integrate the police to safeguard the interests of tourists 15. Promotion of week end golf packages 20 year Perspective Tourism Master Plan for Chandigarh Another major initiative has been an attempt to integrate Tourism Development in the Northern States of Punjab, Haryana, Himachal Pradesh and Jammu & Kashmir via a ‘Tourism Advisory Board’. The Board would have the Tourism Secretaries of the participating states as members, the Chairmanship rotating between the States. The Board would also have prominent persons from the Tourism industry as members. The primary role is seen as Working out a strategy for integrated approach for promotion of tourism in the region Promotion of interstate Tourism via programmes such as Tourism Trade fairs & Exhibitions Setting up joint information centers Organising interstate package tours Collaboration on Tourism promotion schemes Joint participation in Traevl Industry Trade fairs Joint cultural festivals Linkages of websites Part of this initiative would be to declare a Special Tourism Area for a radius of 100 Km around Chandigarh with the prime objective of allowing the free movement of designated tourism vehicles. 20 year Perspective Tourism Master Plan for Chandigarh FAIRS & FESTIVALS Chandigarh citizens celebrate several festivals that are uniquely their own. The Festival of Gardens This is a three-day extravaganza organized in the last week of February; included on the national calendar of festivals. Initially called the Rose Festival it intended to encourage people to stroll through the Rose Garden and enjoy the sight of the blooms. Each year the festival grew: now it includes performances of music and dance, both classical and folk, flower shows, events for children, exhibitions by local artists, photographers and craftsman and a wide range of amusements. Since 1997 it is known as the Festival of Gardens. The city pulls out all the stops for this celebration, reminiscent of ancient India's Vasant Utsav in honor of spring. April Fools' Day (April 1) On this day poets from all over the country gather at Chandigarh to recite verses in a jocular vein. Even those who do not ordinarily enjoy poetry look forward to the Maha Moorkh Sammelan, or Conclave of Colossal Fools. No other city in India hosts such a gathering. Baisakhi Baisakhi is the first day of the new year in the traditional Vikrami calendar, it celebrates the wheat harvest, and it is one of the high points of the year for Sikhs as it is anniversary of the founding of Khalsa. As the capital of two basically agrarian states, Punjab and Haryana, this day sees festivities organized by both the state governments as well as the Administration of the UT, and of course many institutions in the city. 20 year Perspective Tourism Master Plan for Chandigarh The Mango festival This festival is held in June. Mango-growers from all over India are invited to enter their prize fruits in the various competitions. Visitors to the fair can see and taste all the traditional varieties of the fruit as well as the latest hybrids from the agricultural universities. It is also an occasion for agro-industries, and food industries processing mango into jams, pickles and canned fruit to display their wares. TEEJ Teej is a traditional holiday celebrated by women in the middle of the monsoon season-generally around the first week of August. The Rock Garden with its swings and pavilions is the festival venue and the day is basically a grand picnic with songs and dances, purchase of new bangles, painting the hands with mehndi. The Indo-Pak Mushaira This gathering in December brings together poets from India and Pakistan. The significance of this event is felt especially by the older generation whose memories go back to the years before the partition of India. For the younger generation it brings home the deep commonalties of language and culture that unite the people of two nations. The Chrysanthemum Show - in December turns the Terraces Flower Garden in the city's Sector 33 into a multi-coloured wall-to-wall carpet of chrysanthemums. Hundreds of varieties of the flower are on display and city gardeners vie for coveted honours in the competitions. The Plaza Carnival 20 year Perspective Tourism Master Plan for Chandigarh This Carnival is on every-Saturday-night is held on an open-air stage set up in Sector 17's central piazza. The weekly three-hour programme draws a large crowd and provides an opportunity for talented local singers, dancers, magicians, comedians, actors and acrobats to do their stuff. The Chandigarh Carnival This carnival is a three-day event celebrated in the second week of November shortly before or after Nehru's birth anniversary on November 14,otherwise known as Children's Day. The carnival opens with a colourful procession, which everyone is encouraged to join. The carnival is a time for students to show their talent (or simply have fun) and elders too participate in a number of competitions and exhibits. 20 year Perspective Tourism Master Plan for Chandigarh Roles of relevant bodies in Tourism The main bodies that generate and cater to leisure and business travel to the State are 1. CITCO – Chandigarh Industrial & Tourism Corporation 2. Urban Development and Town Planning Chandigarh Tourism. The Chandigarh Industrial & Tourism Development Corporation Limited (CITCO) was set up in 1974 for construction and allotment of industrial sheds and for supply of iron & steel to the industries in Chandigarh. Its original name was Chandigarh Small Industries and Development Corporation Limited (CSIDC). The Chandigarh Administration transferred Hotel Mountview and other cafeterias to the Corporation in 1982. It's name was first changed to Chandigarh Industrial & General Development Corporation Limited (CIGDC) and finally to Chandigarh Industrial & Tourism Development Corporation Limited (CITCO). In terms of Tourism responsibilities, Chandigarh Tourism plays both developmental and operational roles. Its prime areas of responsibility are 1. Promotion of Chandigarh and its attractions as destinations 2. Creation of tourism related infrastructure 3. Development of accommodation and restaurants 4. Activities pertaining to the preservation of art, culture, history and heritage of the State 5. Establishment of recreation and leisure facilities 6. Tourism related human resource development 7. Promotion of package tours 8. Information and signage 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Tourism is a profitable venture. A short overview of its performance over various activities is given below Unit Hotel Mountview 1997-98 Rs. - Lacs Sale Profit 824.55 215.71 1998-99 Rs. - Lacs Sale Profit 891.57 266.84 1999-00 Rs. - Lacs Sale Profit 1093.08 323.97 Hotel Shivalikview Hotel Parkview Chef Lakeview 677.08 127.68 111.28 145.49 9.98 16.04 651.46 121.22 117.20 81.74 -47.61 12.43 673.31 124.21 160.69 91.11 -4.60 39.98 Chef Bus Stand Rock Garden Canteen Canteens Tours & Travels 41.56 5.44 9.50 10.47 -14.55 -3.00 -18.59 -15.48 38.50 6.61 17.41 9.80 -10.07 0.14 -23.02 -15.24 36.89 1.24 16.88 7.96 -10.84 -0.54 -23.03 -13.54 20 year Perspective Tourism Master Plan for Chandigarh URBAN PLANNING The Department is headed by the Chief Architect who is the Ex-officio Secretary, Urban Planning. The Department consists of two wings. Architectural Wing Town planning Wing Architectural Wing This wing has five basic duties: • To design buildings for the Chandigarh Administration and work entrusted to it by various departments of the Central and State governments and autonomous bodies • To Co-ordinate with the various wings of the Engineering Department both in the planning and construction phases and to incorporate structural designs and other engineering services into the buildings. • Architectural supervision during the course of construction of works designed by the deptt. • To scrutinize building plans submitted to the Estate Office for approval of the Administration and to inspect commercial buildings for issuance of completion certificates by the Estate Office. The Chief Architect's jurisdiction encompasses the entire Union Territory. Town Planning Unit The Town Planning Unit consist of Senior Town Planner with supporting team of Divisional Town Planner, asstt, Town Planners and other draftsmen in different grades. The Senior Town Planner is responsible for implementing the Chandigarh Master Plan proposals. He prepares project reports dealing with different aspects of the development of the city and its surrounding area. He plans 20 year Perspective Tourism Master Plan for Chandigarh Industrial Development As this, along with Chandigarh Tourism, is part of CITCO, there is complete coordination within their roles and no overlaps. The Corporation was set-up in 1974 primarily for supplying raw-material to the small scale industries and for construction and allotment of industrial sheds. Some more activities were added subsequently. The details of the industrial activities in chronological order are as under: Year Activity 1974 Construction and allotment of industrial sheds. Supply of iron and steel to the SSI Units. 1978 Industrial Development and Facility Centre ( IDFC ). This Centre was setup with the assistance of Industries Department . 1979 Emporium as marketing outlet for the products of SSI units. 1992 Supply of Petroleum products- Agents for IPCL (Indian Petro Chemical Limited) 2000 Consignment Agency of Steel Authority of India Limited (SAIL) 20 year Perspective Tourism Master Plan for Chandigarh the Phase-II and II sectors and the left out pockets of Phase I and II with the aim of bring areas under intensive utilization. HE scrutinizes building plans and cases concerning construction in areas falling under the Periphery Control Act. He studies Urban trends, which will require plan revisions and plans for changing traffic and transportation needs. Rehabilitation and resettlement of squatters settlements and other rehabilitation housing projects come under his purview and he also outlines the statutory zoning plans in respect of land for commercial/residential/cultural/educational purposes. In accordance with the Estate Officer, the Senior Town Planner releases land for auction and sets plinth levels. He provides guidance to the Chandigarh Housing Board and prepares plan for the development schemes of Manimajra. He is involved in planning for the integrated development of the Chandigarh Inter-State Region. The Senior Town Plan's jurisdiction encompasses the entire area of the Union Territory of Chandigarh. 20 year Perspective Tourism Master Plan for Chandigarh Activities of contiguous states UTTAR PRADESH After the formation of separate hill state of Uttaranchal, UP doesn’t account for any breath taking topography as is associated with Uttranchal. Its most important physical feature is the River Ganges, which traverses the length of the state and accounts for some of the oldest cities/ regions of the world. Rivers are a significant physical feature and tourism resource. All important tourist destinations of UP have an attractive riverfront that can be developed. UP Government is concentrating on improving river-based experience by way of improving ghats, improving the experience at the ghats, encouraging water sports, river cruise, Better destination management at key tourism centers by way of urban decongestion, traffic management, ghats and river experience improvement and better accommodation facilities at Varanasi ,Allahabad and Agra. Product Innovation and better packaging of existing products a. The Bundelkhand area has a rich inventory of heritage properties. Lack of connectivity, infrastructure and communication facilities makes it difficult to create a tourism experience. Plans are to start a tourism train to provide connectivity, accommodation and basic infrastructure in a single product. It also provides a “theme” that is attractive and marketable. b. Agra as an International convention and events center. Plans to set up a international size convention facility. Agra has the advantage of instant international positive name recognition. It is well connected with Delhi gateway. Agra has numerous monuments besides Taj Mahal and numerous possible excursions extensions. Agra has ample accommodation in different ranges. 20 year Perspective Tourism Master Plan for Chandigarh UTTRANCHAL Tourism has been identified to have the potential to become the main stay of Uttranchal’s economy, and needs to be developed in planned and time bound manner. To achieve this objective the state has taken following steps The state has constituted a high-level Tourism Development Board, which will replace the existing tourism directorate. The role of the board will be a. Formation of a policy and strategy for development of tourism in Uttranchal b. Preparation of plans and guidelines for developing and strengthening tourism related infrastructure in the state c. Establish standards/norms for and forming policy guidelines for various tourism activities d. Strategy for mobilizing private sector participation and investments in the private sector. e. Single window Information and assistance center. Outsourcing Expertise The Uttranchal tourism board empanelled more than hundred experts/ agencies to seek services of specialists and consultancy agencies. The board identified seven projects and awarded the work to different agencies. These projects are master plans, which dovetail all developments and have a long-term perspective for sustainable tourism products. Destination Management The existing tourism centers need destination management plans to maintain and improve their effectiveness. Haridwar, Mussoorie, Nainital and Rishikesh being the key hubs through which pass the maximum number of tourists in the region would require immediate attention. 20 year Perspective Tourism Master Plan for Chandigarh Plans need to be made for better connectivity, city decongestion, improvements of accommodation etc. The master plan is being prepared for the Char Dham route, and same might be planned for other important destinations mentioned above. New Destinations New tourism destinations have been identified which will develop and marketed as spokes to hubs. These new destinations will also help in decongesting the hubs. Private Sector Participation The areas and opportunities have been identified for the private sector which are development of accommodation facilities for different categories of tourists, tourist resorts, specialized food restaurants, facilities for adventure sports, amusement parks etc. To make these investment opportunities attractive special incentives and concessions have been planned. 20 year Perspective Tourism Master Plan for Chandigarh RAJASTHAN Tourism is a significant contributor to the economy to Rajasthan economy. Rajasthan has adopted the mission approach for tourism sector to accord very high priority and ensure planned and time bound growth and development of tourism industry in the state to make it a truly “people’s industry” in Rajasthan. a. Rajasthan has estimated tourist accommodation of 19000 rooms in 772 hotels and as per assessment of the state tourism department, 20000 additional rooms will be required by year 2005.The state has decided to encourage more private investment. The state will encourage private investment in developing ancient buildings and heritage properties as tourist resorts; this will have dual advantage of preservation of heritage properties and additional accommodation. b. Traditionally Rajasthan has been depending on it heritage to attract tourists. Rajasthan Government is looking at ways and means of enhancing the tourist products. o The State has rich forest reserves and national parks like Sariska, Bharatpur- Ghana and Rathambore. Other areas, which have the potential for Wildlife, will be promoted. o Rajasthan has rich and varied heritage of handicrafts, handlooms and other products, which are appreciated by and purchased by tourists visiting the State. Efforts will be made to improve direct access of tourists to artisans. RTDC will develop shopping arcades in their existing properties and provide space to artisans to display and market their products. Efforts will be made to set up Shilpgrams and a Handicrafts Museum. o Experience has shown that Fairs and festivals have great tourist appeal and promotional value. Some of the fairs and festivals have become internationally popular like the Pushkar and Dessert Festival, 20 year Perspective Tourism Master Plan for Chandigarh Jaisalmer. The Government proposes to consolidate the facilities at such places to make these fairs and festivals more attractive. c. Destination Management o In view of possible exploitation of tourists, Government of may enact a suitable legislation for regulating tourism trade. o The Department of tourism will be empowered to license and inspect such establishments as are engaged in providing services of to tourists. Since there is an existing procedure for classification of Hotels, such establishments will not be brought under the purview of the legislation to avoid duplication of regulatory procedures. o Complaints received through tourists may be readdressed through Tourist Assistance Force. o Care will be taken to avoid unrestricted entry of tourists beyond the carrying capacity of National Parks and Sanctuaries. DELHI Delhi has a rich inventory of heritage properties. Delhi is one of the two major gateways to the country. Delhi has done very little to promote tourism in the state. This tourist has to come to Delhi for visiting all the popular tourist destinations in North India. Delhi is planning to set up 6/8 more Delhi Hatt type of facilities in different parts of Delhi. Efforts are being made to rejuvenate Tuglakabad Fort area. PUNJAB Punjab has done very limited to promote tourism in the state. It has limited heritage assets and the same have been neglected. The Golden Temple or Darbar Sahib is the most frequented pilgrimage center of the state. The Patiala Fort houses the National Sports Academy.Lately the Sheesh Mahal has been used as a backdrop to organize music concerts and contests and the area around the property has been improved. 20 year Perspective Tourism Master Plan for Chandigarh CHANDIGARH HOTELS HOTEL SECTOR AMAR 22 A ALANKAR 22 A AROMA 22 C CHANDIGARH 22 C CLASSIC 35 C DIVYADEEP 22 B G.K. INTERNATIONAL 35 C HERITAGE 35 C HIMANI'S 35 C JASMINE 35 C JAMES PLAZA 17 JULLUNDHAR 22 B KAPIL 35 B KC RESIDENCY 35 D KWALITY RESIDENCY 22 A Le CROWN 35 B MAYA PALACE 35 B METRO 35 35 C MONARCH 35 B MOUNTVIEW 10 B PANKAJ 22 A PARK INN 35 PICCADILY 22 B REGENCY 35 B RIKHI 35 B SAMRAT 22 D SHIVALIK VIEW 17 D SOUTHEND 35 C SUNBEAM 22 B CHANDIGARH YATRI 24 B NIWAS PRESIDENT 26 C SOLITAIRE NAC Shivalik Enclave PANCHKULA HOTELS North Park Panchkula - Shimla Road Prabhat Inn *** Panchkula - Shimla Road Oscar Regency Panchkula - Shimla Road Vikrant Panchkula - Shimla Road ZIRAKPUR HOTELS Mark Royal (10 Kms from Panchkula) Bristol (10 Kms from Panchkula) Shagun (10 Kms from Panchkula) Grow Green (10 Kms from Panchkula) NO OF ROOMS 16 12 30 16 14 14 28 14 17 14 N/A 16 13 26 14 16 26 16 14 156 14 26 48 25 16 16 13 57 20 26 30 20 12 50 30+ Info. Not avail. 12 (approx) 20 year Perspective Tourism Master Plan for Chandigarh State Luxury tax on room Qualifying rate -Rs Actual/ Published Sales tax on Food Sales Tax on softbeverages Sales tax on Liquor Annual Bar licence -Rslakhs Excise onconsumption- BeerRs Excise onconsumption-liquorRs Electricity / unit Elcetricity demandMonthperKVA/ 10 for Andhra Pradesh 5% 300 pub 8% 8% 8% hotel nil nil 4.61 108 Assam 20% all pub 7% nil nil 0.5 1.95+75% 3.75+75% 3.70+ 5% 70 Arunachal nil nil nil nil nil nil 0.5 nil nil 2.15 Bihar 7% 151 act 6+1% 11+1% 25+2% 3 1 6.75 2.92 125 Delhi 10% 500 act 8% 10% 20% 4.5 to 7.5 5.25 to 7.0 Goa 15% 500 pub 15% 20% on foreign 0.6 2.90 to 3.30 110 Gujarat 20% 500 act 12% 0.2 3.5 +45% Haryana nil nil NA 10% 20% 20% 5.75 4.02 Himachal Pradesh 10% 150 pub 8% 33% on out of state 0.7 2.8 Jammu & Kashmir 2% 8% 32% 1 3.18 Karnataka 15% 1,000 pub 10% 10% Indian 10% Foreign 60% 2.08 6.2 Kerala 15% 500 act 9% Local 5% imported 13 2 100% Madhya Pradesh 10% all act 9% 10% nil 2 3.63 122 Maharashtra 10% 1,200 act 20% 20% 20% 1.18 to 3.71 2.64 Orissa nil nil nil 8% Indian nil imported 20% 1.5 3.45 Punjab nil nil nil 9% nil nil 1.2 7.95 88 3.39 120 Indian nil imported Rajasthan 8% 1,200 act 14% 50.6% 1.5 to 6.0 11 31 3.72 20 year Perspective Tourism Master Plan for Chandigarh State Luxury tax on room Qualifying rate -Rs Actual/ Published Sales tax on Food beverages Sales Tax on soft Sales tax on Liquor - Rs lakhs Annual Bar licence Beer - on Rs consumption Excise liquor - on Rs consumption Excise Electricity / unit per KVA/ Month Elcetricity demand Sikkim nil nil nil 8% nil nil 0.06 2.5 Tamil Nadu 20% all Pub 8% 2.2 4 Uttaranchal 5% Uttar Pradesh 5% 1,000 act 8% out of state 32.6% 8 per hotel 8 48 4.13 West Bengal 10% a/c act 17% imported 30% daily 1 to 25 30 to 175 4.88 Chandigarh nil Source : FHRAI 20 year Perspective Tourism Master Plan for Chandigarh Transport taxes Token tax/ qtr Tax perseat/km Tax per day Tax per month Tax per week Total permonth All IndiaTouristPermitpermonth Delhi 35 seat coach 1675 560 1600 Ambassador 850 285 Esteem 1300 433 Haryana 35 seat coach a/c 8.53 4000 35 seat coach non a/c 8.31 Ambassador/ Esteem 875 291 Qualis- 9 seats 3175 1058 Punjab 35 seat coach 3175 nil Ambassador/ Esteem 800 267 Qualis- 9 seats 1000 333 UP & Uttaranchal 35 seat coach 14500 485 4835 Ambassador/ Esteem 730 243 Qualis- 9 seats 4350 1450 Gujarat 35 seat coach 9000 36000 Rajasthan 35 seat coach 20610 20610 2025 Ambassador 1000 1000 Qualis- 9 seats 3400 3400 Himachal Pradesh 35 seat coach 12000 4000 4000 Ambassador/ Esteem 386 130 Qualis- 9 seats 3250 1085 Madhya Pradesh 35 seater coach 3400 21600 Qualis/ Ambasador 210 Source : All India Transporters Association/ PHD Chamber of Commerce Employment in Hotels & restaurants Own Account Ent Establishments Total Number Employed Number Employed Number Employed Andhra Pradesh 69979 131,082 26504 134,009 96483 265,091 Arunachal 446 823 1029 4,740 1475 5,563 Assam 12005 18,186 14713 56,020 26718 74,206 Bihar 39822 62,201 21599 81,870 61421 144,071 Delhi 10917 14,822 10642 65,402 21559 80,224 Goa 1740 2,578 1189 9,331 2929 11,909 Gujarat 14759 22,622 12945 66,042 27704 88,664 Haryana 11971 15,360 5426 18,682 17397 34,342 Himachal Pradesh 7931 9,937 3214 11,651 11145 21,585 Jammu & Kashmir Karnataka 60093 103,972 34429 160,522 94522 264,494 Kerala 71472 101,290 27483 103,657 98955 204,947 Madhya Pradesh 39248 57,836 24412 96,007 63660 153,843 Maharashtra 47828 73,828 52237 312,763 100065 386,591 Manipur 2174 4,400 794 3,169 2968 7,569 Meghalaya 2222 4,430 3100 11,767 5322 16,197 Mizoram 1010 1,635 619 1,706 1629 3,341 Nagaland 589 1,301 949 4,179 1538 5,480 Orissa 34811 60,779 18007 68,292 52818 129,071 Punjab 10006 13,503 6694 23,984 16700 37,487 Rajasthan 29426 38,606 14820 50,224 44246 88,830 Sikkim 261 593 398 1,809 659 2,402 Tamil Nadu 85563 139,566 36637 167,673 122200 307,239 Uttar Pradesh 73911 103,649 28760 102,230 102671 205,879 West Bengal 68179 92,019 26508 115,903 94687 207,922 Andaman & Nicobar Chandigarh Daman & Diu Dadra & Nagar Haveli Lakshwadeep Pondicherry Source : department of Tourism Transport taxes Token tax/qtr Tax perseat/km Tax per day Tax permonth Tax per week Total permonth All IndiaTouristPermitpermonth Delhi 35 seat coach 1675 560 1600 Ambassador 850 285 Esteem 1300 433 Haryana 35 seat coach a/c 8.53 4000 35 seat coach non a/c 8.31 Ambassador/ Esteem 875 291 Qualis- 9 seats 3175 1058 Punjab 35 seat coach 3175 nil Ambassador/ Esteem 800 267 Qualis- 9 seats 1000 333 UP & Uttaranchal 35 seat coach 14500 485 4835 Ambassador/ Esteem 730 243 Qualis- 9 seats 4350 1450 Gujarat 35 seat coach 9000 36000 Rajasthan 35 seat coach 20610 20610 2025 Ambassador 1000 1000 Qualis- 9 seats 3400 3400 Himachal Pradesh 35 seat coach 12000 4000 4000 Ambassador/ Esteem 386 130 Qualis- 9 seats 3250 1085 Madhya Pradesh 35 seater coach 3400 21600 Qualis/ Ambasador 210 Source : All India Transporters Association/ PHD Chamber of Commerce 20 year Perspective Tourism Master Plan for Chandigarh Approach to Assessment of Attractions Successful tourism products are those developed to meet the demands of existing and potential markets. These market segments have also been analysed. While analyzing the attractions of Chandigarh, we kept in mind both Chandigarh Tourism Policy and the National Tourism Policy. The approach has been 1. Identification of market segments 2. Listing of all attractions in Chandigarh 3. Mapping the relationship between Chandigarh Tourism and National Tourism Policies 4. Study of “Best Practice” in other City States 5. From the above, a shortlisting of projects. 1 Fitness Trail High Court The Open Hand/ Dove – symbol of Chandigarh Rock Garden scuplture Marketing State Tourism Three case studies are attached – Kerala, Rajasthan and Uttaranchal – representing “Best Practice” in the Indian context. Recently, Maharashtra has been very active in promotion. Some pertinent observations are 1. Get the basics in place. In other words set the right conditions for enhancing infrastructure for tourism. Some specific actions taken a. Common approach by all Govt.Departments. Rajasthan’s Rajiv Gandhi Mission and Uttaranchal’s Tourism Development Board ensure that various Govt.Depts and private sector are involved in Tourism plans b. Giving Tourism Industry status. Kerala did this in 1986, Rajasthan in 1989 c. Outsource expertise. Uttaranchal and Rajasthan both utilize professionals for surveys and feasibility studies d. Involve Private sector. Kerala Tourism formed JVs with two major hotel chains to attract investments. It has further set up a Tourism Investment Agency. Rajasthan offered further assistance to develop Heritage hotels. Uttaranchal has earmarked accommodation, restaurants, adventure sports, amusement parks for private development. e. Develop Human resources. Rajasthan and Uttaranchal are encouraging private sector to set up Hotel management and Food craft institutes. There is emphasis on guide training and certification. Uttaranchal plans specialist training facilities for adventure sports. Kerala set up an Institute of Tourism & Travel Studies in 1988 in addition to the IHMCT in Kovalam. f. Emphasis on civic infrastructure. Identified by Uttaranchal as a key area. 2. Enhance the Tourism product. Apart from traditional reasons for visits a. Kerala – Ayurveda and Traditional festivals like Boat races, Elephant March, Nishagandhi Dance festival. Also developing a new Hill Station b. Rajasthan – Direct access to Handicrafts and Handloom artisans, Fairs and festivals, Wildlife. c. Uttaranchal – Adventure sports 3. Concentrate on a few destinations/ activities a. Kerala – Ayurveda, Calicut-Kasargod, Quilon-Alleppey b. Uttaranchal – four hubs of Haridwar, Mussoorie, Nainital and Rishikesh. Adventure sports c. Goa – holidays d. Rajasthan - Heritage 4. Manage Destinations. Involve host population – Rajasthan positions this as a ‘peoples industry’, better connectivity, city decongestion, Safety & Security of tourists – Kerala thinking of an insurance scheme, restricting entry into sensitive areas like National Parks, Registration of establishments catering to tourist needs 5. Product Positioning. Each State needs to develop a USP. a. Kerala – God’s own Country b. Uttaranchal – Every season is the reason c. Goa – 365 days on holiday 6. Promotion to target markets. a. Market segmentation – Relevant market segments, both domestic and international, should be identified geographically and by reason for visit. Eg. Kerala also targets NRIs b. Distribution – Ability to reserve hotels/ tours in source markets c. Sales - Participation in domestic and International trade fairs, familiarization trips for identified agents, sales offices in key markets d. Communications - Focused advertising in trade and travel related media, PR, Interactive websites, e-mail magazines, sweepstake prizes for high profile contests, familiarization trips for identified journalists i. Kerala has hired an agency in the US e. Database maintenance f. Marketing alliances – on-line airlines/ transporters, neighbouring States, destination co-op marketing. How other City States/ small countries position themselves Chandigarh is similar in situation to the city states and small countries around the world. The chart below attempts to analyse some of the more successful city states in terms of their drawing power City State Attractions Singapore Trading - Was a trading post to the Far East – Now a Financial hub – Connectivity to the world Manmade attractions – Jurong Bird Park, Night Safari, Sentosa Island & ropeway, Acquarium – Shopping, night markets – Golf Hongkong – now part of Trading China, but mainly unchanged Shopping Sports – Horse racing, rugby Macau Gambling – Casino/ Jai Alai Formula 1 races Monaco Gambling Casino & entertainment Formula 1 races Dubai Trading – similar to Singapore Shopping Sports – horse racing, power boats, golf, tennis, cricket Events Mauritius/ Bahamas/ Bermuda Beaches Off-shore companies Sun City, South Africa Casino, Golf,water sports, events Very few City States have the benefit of historical attractions such as at the Vatican. Some like Bahamas, Bermuda and Mauritius have the natural attractions of beaches. Most, however, have had to depend on manmade attractions. It is obvious that those city states that have had a history of trading, have managed to develop themselves as World Financial Centers. As part of this development, they have installed infrastructure for communications, in particular, very broadband channels for Internet. Another off shoot of this development is the growth in media. Dubai, in fact, is building a media city. However, the one striking feature in all these cases is the emphasis on world class standard Recreation and Leisure facilities. While facilities have been created for visitors, they are also used by the residents. – Gambling is a major attraction in Macau, Monaco and Sun City. – Horse racing is big in Hongkong and Dubai. – Sporting events attract people to Singapore, Hongkong, Dubai, Monaco and Sun City. – Entertainment Events are held in Sun City, Dubai, Hongkong, Singapore, Bahamas, Bermuda, Seychelles etc We believe that Chandigarh does have the potential to become a successful city state based on its own draw. It is interesting to note that city States like Dubai, Singapore, Bahamas, Bermuda, Mauritius etc do not rely on their immediate neighbours. Market segments for Chandigarh Tourism Market Segment Potential demand Potential Solutions Residents of Chandigarh Recreation and Leisure appear to be the main 1. Multiplex cinema halls demands. However, Chandigarh residents tend to 2. Amusement Park finish their working days relatively early and night 3. Night food bazaar cum entertainment entertainment demand is limited. 4. Horse Racing Neighbouring States Delhi 1. Transit traffic, specially families with small 1. Delhi - Transit Stopover traffic to Shimla or children on their way to Kulu/ Manali. These start 2. Haryana Kulu/ Manali later in the day from Delhi and the children get 3. Punjab - Short breaks restless after 4 to 5 hours. A good reason to stop 4. Himachal Pradesh Haryana would be an Amusement park. - Recreation & Leisure 2. Recreation & leisure. See comments above. None - Shopping of the contiguous states has developed good R&L - Business facilities except possibly the Gurgaon and - Meetings & Conferences Faridabad districts bordering Delhi. Punjab 3. Shopping. While Jalandhar and Ludhiana have now - Recreation & Leisure got good shopping facilities, they are still behind - Shopping the range offered by Sector 17. If this is combined - Business with R&L, it makes a powerful attraction. - Meetings & conferences 4. Business. This is normally connected with Himachal Pradesh Government. - Recreation & Leisure 5. Meetings and conferences. Chandigarh being the - Shopping State Capital of Haryana and the Punjab as well as - Medical the Northern Region HQ for several trade bodies, can satisfy this need 6. Medical. Medical facilities at the PGI are excellent. The new Fortis Hospital in Mohalli can also contribute to Chandigarh room occupancies Market Segment Potential demand Potential Solutions The Rest of India Apart from transit to HP, and a very small market No strong offer to attract this segment interested in architecture, the tourism demands from the rest of India are not met by Chandigarh NRIs – Also those of Chandigarh is the Gateway to the Punjab NRI’s could be encouraged to expose their children, many Punjab origin NRI Marriages of whom are negative to India, to the modern city beautiful - Chandigarh Other Foreign No real demand State Tourism Policy > Improving the Developing vs. National Tourism quality of places of Policy tourism tourist vvvv products interest Place Tourism on the Concurrent list Effective linkages and close coordination between Departments Safety & Security of Accreditisation Tourists of Shops, transporters Tourism Accounting System Computerisation Concentrate on one major project as State USP World Heritage sites as opportunity to expand cultural Tourism Themed Cultural Sound & Light Attractions at Rock Garden Providing necessary facilities for tourists Effective signages Have police posts at Tourism Information centres Provide a central reservation facility. Provide linkage between Rock Garden and Sukhna Lake and planned amusement park Other Chandigarh has already declared Tourism as an industry in 1994. However, incentives and concessions need to be reviewed Constitute a State Tourism Board/ Tourism Advisory Council Initiate a system for tracking tourism spends Secretariat & High Court complex?? Develop a documentary on the planning and development of Chandigarh State Tourism Policy Improving the Developing Providing Other > quality of places of necessary vs. National Tourism tourism tourist facilities for Policy products interest tourists vvvv Capitalise on Run regular Food traditional cuisines Festivals featuring foods from other States. Actively promote village tourism Exploit the potential of Sukhna Bird Create wildlife sanctuaries sanctuary awareness of the fauna Develop Adventure Improve the Development tourism with safety tourist amenities of the Sports standards at Sukhna lake. center at Kishangarh Recreation & leisure Develop a Dinner Develop an Multiplex Explore the are a vital component cruise on Sukhna amusement possibility of a of the local & regional Lake park. Race Track. This domestic tourism will help week market end occupancies in the hotels MICE to be developed Develop a for tourism, trade and convention commerce centre Develop Eco-tourism Create Develop the through grassroots, environmental Botanical community based consciousness garden movement through gardens Capitalise on the growing awareness of India’s holistic healing traditions Development of Incorporate shopping centers for traditional arts traditional crafts and and crafts with information on them Kalagram State Tourism Policy Improving the Developing Providing Other > quality of places of necessary vs. National Tourism tourism tourist facilities for Policy products interest tourists vvvv Promote the events, The quality of the A daily night fairs and festivals both Saturday Sector market can be locally and in the main 17 entertainment developed markets needs to be reviewed Provide the Convention infrastructure for center Business travel The following projects have been shortlisted Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Visitor generating projects 6. Promoting traditional cuisine 7. Horse Race track 8. Amusement Park 9. Linking the sightseeing 10. Conference center to attract business travelers 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism 13. Attracting the Private Sector Project 1 Effective linkages and close coordination between Departments There is a need to set up a system in Chandigarh to coordinate with other departments whose work has a bearing on Tourism. 1) Currently the following Government agencies have a direct impact on tourism products a) CITCO. Here, both Industrial development and Tourism come under the same department. b) Town Planning c) PWD (B&R) d) PHD for water, sewage & sanitation e) Police 2) Private bodies that are directly involved in tourism are the local chapters of a) FHRAI/ HAI b) TAAI/ IATO c) Transporters association 3) Indirect involvement by private sector corporations for business travel requirements and their related associations i) FICCI/ ASSOCHAM/ PHDCC etc. ii) Informed and committed individuals with current or potential interest in the State 4) Some Central Government agencies are also involved. These are a) NHAI b) Indian railways Two related approaches have been used by other Indian States Rajasthan has used a ‘mission’ approach whereby they have set up the Rajiv Gandhi Tourism Mission. This has the commitment from all State Ministries of giving tourism priority treatment. Uttaranchal is the first State to constitute a ‘Tourism Advisory Board’ with participation of both the Government and private sector The roles in planning and identification of projects, problems and solutions are similar. They vary in that the ‘Tourism Advisory Board’ is a body constituted under an Act with broad powers. The ‘Mission Approach’ is not a legal body and is probably easier to implement in states where tourism is not a major industry. Rajasthan - The Mission Approach This is exemplified by Rajasthan’s Rajiv Gandhi Mission on Tourism Development. While not a legal entity, the mission has A nodal agency in the Dept of Tourism, Art and Culture Collaborating agencies o RTDC o Dept of Urban Development o Dept of Archaeology & Museums o PWD o General Administration & Civil Aviation o Forest & Environment o Industries Dept o Devasthan Dept o West Zone Cultural Centre o Khadi & Village Industry Board o Archaeological Survey of India The Mission is structured with a Chairman – Chief Minister Empowered committee chaired by the Chief Secretary Mission Director – Secretary Tourism, Art & Culture District level Sub-Mission – Chairman is District Collector Site/ Local – mini mission A Mission Statement has been defined. Ten Mission objectives have been identifies and a 12 point strategy developed to implement the objectives. The mission statement seeks “To make Tourism the peoples industry”. The objectives and strategy were developed with the help of task forces that surfaced problems and solutions on a variety of subjects including Policy needs. 10 Milestones have been defined and for each milestone specific activity and deadlines detailed. The mission Director coordinates with other departments as well as professionals. The Directorate has the following Advisors Advisor Heritage Advisor Handicrafts Advisor Economist Advisor Media & Marketing Advisor Human Resource Development Advisor Research & Development Advisor Ecology/ Sociology As well as consultants from the private sector 1. Uttaranchal - Constitution of a Tourism Development Board A high level Tourism Development Board has replaced the Tourism Directorate. The responsibilities of this board are a. Formulation and Strategy for development of tourism in Uttranchal b. Preparation of plans and guidelines for developing and strengthening tourism related infrastructure in the state. c. Preparation of plans for various tourist segments and activities, identification and development of projects and ensuring their timely implementation. d. Establishment of standard / norms and framing of policy guidelines for various tourism activities. e. Formulation of a strategy for mobilizing private sector participation and investment in the tourism sector. f. A single window solution to all tourism related information, sanction for projects, escort services for obtaining clearances and approvals from other departments. 2. Identifying Key Projects - Based on the present tourist interest and the future potential in each destination. 3. Outsourcing Expertise - The tourism board empanelled more than hundred experts/ agencies to seek services of specialists and consultancy agencies. 4. Destination Management - The existing tourism centers need destination management plans to maintain and improve their effectiveness. Plans to be made for better connectivity, city decongestion, improvements of accommodation etc. 5. New Destinations - New tourism destinations have been identified which will developed and marketed as spokes to hubs to help in decongesting the hubs. 6. Private Sector Participation - The areas of accommodation facilities, tourist resorts, specialized food restaurants, facilities for adventure sports, amusement parks etc. Special incentives and concessions have been planned. 7. Human Resource Development - Plans to upgrade existing institutes and set up new institutes for diploma and degree training programmes. a) Specialist training for activities like adventure sports etc. b) Self-employment opportunities for local residents to encourage maximum participation of the host community. 8. Infrastructure Development Establishment of world class infrastructure facilities will be the highest priority of Uttranchal government. In order to do this, special efforts are being made to mobilize institutional resources and private sector investment and participation. Recommendation We recommend that Chandigarh start with a mission approach. This would require the backing of the Governor and the Chief Secretary to make it successful. The mission approach provides the coordination required and gives tourism a better profile with other departments. Project 2 Tourism Accounting System Tourism will not get the attention it deserves unless the positive impacts can be demonstrated. Several measures of the changes in economic activity can be generated. The most common are Changes in Sales or spending - The spending of visitors within the local area becomes sales or receipts for local businesses Changes in regional incomes - This is the sum of wages & salaries accruing to workers in these businesses and owners income and profits Changes in employment - Number of jobs supported by the given level of Sales. What is required to be measured for an impact analysis is the changes that occur with the introduction or closing down of facilities. In simple terms, the economic impact is Economic impact= change in # of visitors * average spend/visitor* Multiplier A visitor is defined by someone who lives outside the region so only ‘new’ spendings are measured. The overall impact is normally arrived at by c) Measuring distinct visitor segments eg. Day trips, transit, stayover, business travel, Government expenditure on tourism related activities including museums, cultural activities, recreational parks etc. d) Measuring spending in distinct categories – lodging, restaurants, meals, petrol etc. e) Allocating spending to receiving sectors and applying ratios and multipliers The first two measure primary effects. Secondary effects are of two types a) Indirect effects are changes in spending, income and jobs within the region in sectors that supply goods and services to the tourism sector. This requires an input-output matrix. b) Induced effects are the increased spends by residents from the incomes earned in tourism and the supporting sectors. Multipliers are required to capture the secondary effects and are generally sxpressed as a ratio to direct effects. These can be sales, income and employment multipliers. The World Bank has estimated that for every Rs 10 lakhs invested in India, the following number of direct jobs are created In Tourism projects 47.5 jobs In Hotels and restaurants 89.0 jobs In agriculture 44.7 jobs In Manufacturing 12.7 jobs Tata Consultancy Service has also estimated that for every direct job created in tourism, 4.62 indirect jobs are created in ancillary areas. The World Travel & Tourism Council uses a ‘Direct Revenue Multiplier’ in tourism of 2.07. While the intention of the Ministry of Tourism is to get a better understanding of the positive effects of tourism, at this stage the mechanism is not in place to collect the details in all sectors. Recommendation We suggest that Chandigarh Tourism puts in place a mechanism to collect data on direct effects. This may initially be in the form of annual surveys extrapolated to cover the State and calculated using the multipliers above. This will give Chandigarh Tourism the hard data required to substantiate the benefits of Tourism. Project 3 SAFETY & SECURITY SPECIAL TOURISM POLICE The National Tourism policy states that “There is a need for the creation of a special tourism police force for deployment at major tourist destinations. This will provide travelers security through a spirit of courtesy and hospitality.” While the creation of a special force at State level may not be feasible, the spirit of providing a sense of security to travelers is an important aspect. At the very least, all Tourist information centers – see note on the concept – should have a police outpost which can deal with crimes against tourists. The awareness of these police outposts should be widely created with hotels, restaurants and shopping centers in the relevant districts. There is no cost involved in this activity PROJECT 4. ACCREDITISATION OF SHOPS AND TRANSPORT AGENCIES Two other areas where most tourists feel insecure in the sense of being cheated are Tourist shops and transportation. It is suggested that Chandigarh Tourism institute a system of accrediting these establishments. For shops, the requirements are simple All items will be price tagged All sales will be subject to return in undamaged condition Shops will carry the accreditisation plaque/ sticker with the number of the monitoring agency For transport, again requirements can be kept simple Taxis/ rickshaws will be metered or carry a tariff sheet No fare will be refused if the taxi/ rickshaw is at a stand Participating transport will carry a plaque/ sticker with the number of the monitoring agency Participating transport drivers may be asked to wear a uniform In both cases, complaints will be taken up with the offending shop/ vehicle owner. A repeat complaint will bar the shop/ vehicle from carrying the plaque/ sticker. Recommendation We recommend that Chandigarh Tourism issue a tourist-cum-shopping guide – preferably in the form of a Chandigarh map - listing accredited shops and transporters. Maps should be given free at hotels, Sukhna Lake, Rock Garden and Sector 17 market. The cost of the guide can be recovered by advertising and sale of guides. PROJECT 6 PROMOTING TRADITIONAL CUISINES Indian cuisine is not just a trend internationally – no longer represented by just Tandoori Chicken – but within the country there is a growing interest in regional cuisine. Kerala vegetarian and non-vegetarian restaurants are thriving. Gujarati, Konkan, Chettinad and Punjabi outlets are being well patronized in the metros. In the past, extremely successful food festivals have been held at Kala Gram. Kalagram is an ideal venue between Chandigarh and Panchkula. It is suggested that State Tourism departments be contacted to conduct food festivals on an ongoing basis. Some arrangement will need to be worked out with the North Region Cultural Centre, but as this is a win-win situation for both parties – and the general public, this should be possible. Kalagram may require additional parking facilities. The neighbouring States of Himachal, Punjab, Uttar Pradesh, Uttaranchal, Haryana, Rajasthan, Jammu & Kashmir and Delhi can all be approached to hold festivals in Chandigarh. Chandigarh Tourism is also looking at promoting outbound traffic to adjoining States, and they may wish to use this platform more often. If the months of May to July are excluded, it should be possible to organize a festival every month, thereby giving Chandigarh residents and visitors an additional area of recreation and leisure. The festivals should be accompanied with performing arts and display the State handicrafts. Recommendation We recommend food festivals of various states be held at Kala Gram on an ongoing basis. This activity does not require much additional infrastructure and is in fact a revenue generating activity. Visitor numbers Past food festivals at Kalagram have generated 4-5000 visitors per festival over a 3-4 day festival period. If festivals are held monthly at a fixed period, say second weekend of the month or the full moon nights, the numbers can be sustained. 9 festivals x 5,000 visitors per festival = 45,000 visitors Revenues Revenues to Chandigarh Tourism/ Kalagram will be generated by entrance tickets and stall rentals. Stall owners – handicrafts/ F&B – will have direct sales revenues. Assume expenditure @ Rs 50 per visitor for handicrafts/ F&B/ parking 9 Food & Cultural Festivals/ annum Entrance fees = Rs 10 x 45,000 Stall rentals @ Rs5000 x 9 festival x 15 stalls Revenues to stall owners 45,000 x Rs 50 Costs = Rs 4.5 lakhs = Rs 6.75 lakhs = Rs 22.5 lakhs Venue costs are minimal as infrastructure exists. There will be promotional costs Project 12 Wildlife Tourism The Government of India, Department of Tourism has identified the development of wildlife sanctuaries as a priority item. Specific suggestions are to improve the quality of tourist facilities including Visitor information/ interpretation centers. Chandigarh has the Sukhna Bird sanctuary. As a reserved forest, people are not allowed without permission. This area should not be developed further. However, Chandigarh also has a wealth of flora. While the gardens attempt to highlight this, it is not generally known that there are over 1000 variety of trees in Chandigarh. Recommendation We do not recommend any additional expenditure other than that normally budgeted for this activity. Project 12 A Adventure Tourism Chandigarh has limited scope for adventure tourism. Apart from promoting serious boating – rowing, sculls, sailing, regattas - in Sukhna Lake, the area is not conducive to pursuing adventure tourism. Recommendation We do not recommend any additional expenditure on this activity other than that normally budgeted. Upgrading the facilities for the above can be taken up by the private sector. Project 5 Concept for Cultural / Tourism Information Centres These should be part of the City ‘Recreation and Leisure’ complex, and are envisioned as centers to showcase the State – a cross between Dilli Haat and National Crafts Museum. At the very least they should have 1. Tourist office with all information on the State 2. Central reservation capabilities for hotel and tour packages. a. These can be manned/ funded by the State Hotel Association & State Travel agent associations b. Space can also be rented to airlines, railways and travel trade associations. 3. A permanent live exhibition of the State’s traditional lifestyle, arts and crafts. This can be modeled on the National Crafts Museum. a. Artisans sell their goods directly and/ or through a central shop. The center provides a platform for the artisan on a revenue share or straight lease. b. State produce can also be sold e.g Basmati rice 4. A permanent restaurant featuring the State cuisine. a. This should be leased with stipulations on the menu and service standards b. The area can also carry periodic photo exhibits/ art exhibits. 5. Some permanent shops can be incorporated and leased out. a. Factory outlets of manufacturers based in the State is one example. 6. An open air amphitheatre to showcase the State’s performing arts a. This should also have screening facilities for documentaries b. This can be leased for private functions including marriages, film shooting 7. Open spaces for putting up stalls for celebrating State festivals a. These can be handicrafts and food stalls leased to private parties. 8. Space should also be allotted to other State Tourism bodies 9. A police outpost where problems faced by tourists can be addressed. Estimated costs for construction of this cultural centers are Activity Budget Tourist office building with space for State tourist offices, Central 50 lakhs reservations office, restaurant and police outpost, other offices Live exhibition of State’s arts and crafts, permanent shops 10-15 lakhs Open air amphitheatre – 750-100 persons 10 lakhs Space for temporary stalls for State festivals 2 lakhs Recommendation This should be set up in the amusement park area planned near Sukhna lake. Visitor numbers The objective of this facility is to provide service, not generate additional visitors, though there will be an indirect effect. Revenues Office rentals 10 offices x Rs10,000/ month Restaurant rental @ Rs 20,000/ month Shop rentals 10 shops x Rs 20,000/ month Amphitheatre rentals 20 functions @ Rs 20,000 Costs = Rs 12.0 lakhs = Rs 2.4 lakhs = Rs 24.0 lakhs = Rs 4.0 lakhs Ongoing costs are for maintenance and common utilities @ Rs 24 lakhs/ year. Funding The initial capital required is Rs 70-75 lakhs. Breakeven is achieved in 4-5 years and thereafter, it is a profitable operation. Attracting the Private Sector While there appears to be no requirement to incentivise the building of hotels, there are other tourism related activities that would need incentives to attract the private sector. We recommend that Chandigarh Government consider the following to develop a package of incentives.. INCENTIVES FOR TRAVEL & LEISURE INDUSTRY 1. Assistance on project report preparation 2. Concessional land for specified projects 3. Entertainment tax exemption for 5 years 4. Capital investment subsidy of 20% subject to a maximum of Rs 20 lakhs 5. Recommendation of loans to Financial Institutions 6. Interest subsidy on loans from approved financial institutions 7. Energy subsidy 8. Concessions on stamp duties/ reimbursement – urban areas, rural areas 9. Concessions on Change in land use fees 10. Excise licence fees concessions 11. Concession on Transport taxes on vehicles used for this activity. INVOLVING THE NON TRAVEL & LEISURE SECTOR IN TOURISM ACTIVITIES Chandigarh has over 25 corporates and PSUs with turnovers of over Rs 100 crores. These all have some commitment to Chandigarh and can be approached for sponsoring various activities that can improve the tourist experience. Greening of the environment – road dividers, green belts, parks Cleaning of the environment – garbage bins and collection Sponsorships of o signage o projects such as handicraft villages o events such as local festivals o information kiosks o tourist literature The companies may be compensated in terms of exposure available. It is also common to have directional signs to the company premises. Project 7 Horse Race Course Horse racing is an activity that draws week end traffic. In India, the main race tracks are in Mumbai and Kolkata. These depend largely on the local population with free income. However, Pune and Bangalore both have successful race tracks where the attendance is from outside the city. The race season in these two cities fills hotels over the normally low weekends. Revenue sources for Race Clubs are Club memberships Sponsorship of Corporate boxes Club house activities F&B concessions/ sales Gate money from attendees. Sponsorship of races. Programme sales Programme advertising Horses pay to race/ stable Share of tote Off-season revenues are buoyed by off track betting. Race tracks around the country pay for live telecasts via satellite. o This brings in viewership of about 2 lakh people Race tracks are also labour intensive, both for the track and for anciliary activities like stud farms, training paddocks, stables and for manning the accommodations for staff, trainers jockeys etc. A quality race course with a 2000 meter track requires an area of about 200 acres depending on the shape of the plot. On clear grounds, a race track can be laid in 100 acres. The area around Chandigarh and Delhi have the best stud farms in the country. Many are owned by political figures. There are at least 10 stud farms in the North where horses are bought for racing across the country. Owners of stud farms currently need to travel to other race tracks to promote their products. The Delhi Race Course does not cater to quality horse races. Setting up a race track is complicated. Tracks like Hongkong, Singapore, Malaysia, Kentucky etc all have their own systems and one suitable for Chandigarh will need to be worked out in conjunction with stud farms, race horse owners, authorities etc. The modern tote systems are totally electronic and cost upto Rs 2 crores. They are backed by broadband access to allow off track betting and satellite broadcast/ reception. The indicated expense of setting up an entire race course with track, club house, stabling, accommodation, tote machines etc is in the region of Rs 40-50 crores minus cost of land. The facility is usually given on long lease. Note Mr. Narendra Lagad from Pune is an acknowledged authority on setting up race courses. He has set up one in Kandy, Sri Lanka. (Contacts are 020-6879495/ 6870217/ 098220-28285 e-mail : narendralagad@hotmail.com ) Recommendation Chandigarh further examine the feasibility of including a Race Course in the Master Plan. The Club can have other sports facilities to attract memberships. Accommodation for out of town visitors should also be examined. The entire project should be in th private sector. Visitor numbers Race attendees 15 race days x 5000 attendees = 75,000 30 off track x 1000 attendees = 30,000 Club Members Permanent members = 500 Out station members = 300 Revenues 1. Gate money Race days 75,000 x Rs50 = Rs 37.5 lakhs Off track 30,000 x Rs 20 = Rs 6.0 lakhs 2. Club memberships 500 members x Rs 2 lakhs = Rs 1000 lakhs 300 outstation x Rs 75,000 = Rs 225 lakhs 3. Monthly dues + usage 300 x Rs 1000 = Rs 3.0 lakhs 300 x Rs 400 = Rs 1.2 lakhs 4. Company sponsored boxes 10 x Rs 5 lakhs/ year = Rs 50 lakhs 5. F&B concessions 45 days x 5 concessions x Rs5000 = Rs 11.25 lakhs 6. Programme sales 1 programme per 4 attendees xRs 10 = Rs 2.6 lakhs 7. Programme advertising @ Rs 1 lakh a programme x 45 = Rs 45 lakhs 8. Race charges 15 races x 8 horses x Rs 5000 = Rs 6.0 lakhs 9. Share of tote 5% of 105K attendees x Rs 200 per = Rs 105 lakhs Plus royalties for live telecasts. Costs - Ongoing 1. Race purses/ prizes – At least 2 prizes per meet can be sponsored by Corporate Houses. 2. Personnel – This includes a. Tote supervisors/ tellers/ gate entrance/ horsemen’s book keeper b. Racing secretariat/ starter/ announcer/ stewards/ paddock judge. Some of these can be voluntary positions c. Club house personnel d. Track maintenance/ security 3. Equipment maintenance. This can be outsourced 4. Insurance 5. Utilities 6. Track Maintenance 7. Advertising. Programme printing Funding recommendation The requirement is Rs 40-50 crores plus cost of land. The entire project should be tendered to the Private Sector. There are a variety of ways this can be managed from JV to fixed leases to profit/ revenue sharing. Project 8 Amusement Park Attracting tourists en route to Himachal Pradesh Up to less than ten years ago, given the state of the highways and the quality of cars, most tourists driving from Delhi to the Himachal destinations of Shimla and Kullu- Manali required up to 6 hours to reach the Chandigarh environments. For many, especially those on their way to Kullu-Manali or those traveling with young children, a stop-over in Chandigarh was very convenient. Today, the distance is covered in 4 hours or less and Chandigarh is now accessed before lunch. Given that the average person can comfortably drive 400 Km or 6 hours a day, they can easily reach Shimla. Also given the fact that car ownership is increasing at over 18% a year and that domestic tourism is increasing at 5% a year, traffic to Himachal out of Delhi will only increase over the next decade. The increased tourism promotion activity of Uttaranchal will also spur the HP Government to promote tourism more actively. Therefore, it is imperative that some portion of the transit traffic to Kullu-Manali is attracted to overnight in Chandigarh. The logical segment to attract is those traveling with children as children tire of long car trips. In short, the attraction should be oriented to children. Therefore, we propose an amusement cum water park. The water park would be a major attraction as most movement to the hills is in the Summer months. This need not be on the scale of a Disney World, but the rides and facilities of Appu Ghar but with quality equipment would suffice. This would also be a facility for the local population of Chandigarh, providing reasonably priced family entertainment, currently available in very limited scope. The ideal location for this facility would be in the Kishangarh area, adjacent to the current leisure areas of Sukhna Lake, the Golf course and the Rock Garden. This has already been identified by Chandigarh Town Planning. The park should be marketed to the specific segment of families with small children traveling to Kulu/ Manali. Possible facilities in an amusement park are listed below. While weekend usage will be high, it is necessary to balance the products to drive traffic throughout the week and throughout the day. The analysis below attempts this. Weekday usage Invest Direct Indirect Attraction AM PM Night ment jobs jobs Amusement Park - Ferris Wheel, slides, rides, dodgem cars Med Hi Hi Animal rides Med Hi Lo Bowling Med Hi Hi Casino/ Slot Machines Lo Med Hi Cultural Centre - Dilli Haat style to showcase the State Hi Hi Hi Fairground stalls - games of chance and skill Med Med Hi Food Court - Vishala/ Chowkidana Lo Lo Hi Go-karting Lo Lo Hi Kiddies play centre - Primeplay, Softlands Hi Hi Med Mini-golf - Putt Putt Med Med Hi Science Centre- Eg. Panorama in Kurukshetra Hi Hi Lo Shopping mall - designer shops a la Santushti, factory outlets, discount clubs Hi Hi Med Roller Skating rink Lo Med Hi Swimming Pool - heated(?) Hi Hi Hi Water Park Lo Med Hi Mini - Zoo Hi Hi Med Name of Park Area in Annual Entrance fees excluding video acres Visitors games and some selected rides. lakhs Child below 1 metre free. Essel World, Gorai 64 18–20 Child Rs.200/ Adult Rs 250 Water Kingdom, Gorai 24 12-14 Child Rs225/ Adult Rs 275 Nicco Park, Kolkata 40 12-13 Kishi Kintha, Chennai 10 VGP Universal, M’puram 8 Appu Garh, Delhi 6-7 MGM, Chennai 5-6 Fun city, Chandigarh 4 Child Rs140/ Adult Rs 140 Fun & Food Village, Delhi 12 5 Nicco Bhubhaneswar 15 2-2.5 Nicco Jamshedpur 8 2-2.5 Great Escapes, Nagpur 2 Visitor numbers Given that Fun City, with its less than prime location, attracts around 5 lakh visitors a year, and that the recommended location can easily attract highway traffic to Himachal, it is not unreasonable to base visitor numbers at 5 lakhs a year going up to 7 over 3-4 years. Visitor spends Factoring in student discounts and free children, Essel World/ Water Kingdom average Rs 175 per visitor. In Chandigarh, the average will probably be around Rs 150. In addition, visitors spend on parking, F&B and souvenirs as also on specialized rides and video games. An average visitor spend on items other than entrance is taken at Rs 50 per visitor. Therefore revenues can be assumed to be 5 lakhs x Rs 150 = Rs 7.5 crores on entrance fees and a further 5 lakhs x Rs 50 = Rs 2.5 crores on other items. Total revenues Rs 10 crores Costs It costs roughly Rs 1.0 crore an acre to create an amusement park. The investment in Chandigarh will be in the region of Rs 15 crores. Funding It is recommended that Chandigarh Tourism tenders the entire project to private sector. There a variety of ways this can be done from JV to various types of leases. Marketing This will be done by the amusement park operator. Project 9 Linking the sightseeing Chandigarh Tourism has recently introduced the Hop-on Hop-off bus linking the sightseeing of Chandigarh in an extremely user-friendly manner. This works very well for attractions that are fairly wide spread from each other where customers are willing to wait the 15 minutes to half an hour for the next lift. However, when attractions are relatively close together, waiting for the bus versus walking to the next attraction becomes a dilemma and an irritant. The main case in point is the 1 km distance between the Rock Garden and Sukhna Lake, both ‘must see’ attractions of Chandigarh. The walk versus the wait for the bus, specially with children, are both unattractive options! The other alternative option is to pay a hefty fare to the auto rickshaws It is understood that Chandigarh Town Planning has proposed leisure activities in the area beyond the Lake and between the existing Golf Course and Kishangarh. These are A sports complex Health resort/ picnic huts Amusement park This, along with the activities already existing in the Sukhna Lake area, make this area a hub of leisure activities, visited by all Chandigarh tourists and most Chandigarh residents. There are several possible solutions to ease this situation for the Chandigarh tourist. Regulate the auto rickshaws to charge the official fares o Auto rickshaws will probably boycott the stand as the potential fare is the minimum drop of flag amount. o It is probably not economically viable to increase the number of buses that would be required to increase frequency over the entire circuit. Introduce a shuttle bus between the two places o This would require one more bus to shuttle every 10 minutes o Customers may not be willing to pay any amount over and above the basic Hop-on Hop-off fare for a bus service that is seen to be part of the same system. Introduce a novel form of cheap transport between the two locations. Some alternatives o Animal drawn buggies o An elevated monorail/ rail system It has been indicated that a 2 Km elevated track would be extremely costly. The monorail is necessarily electric o A conventional rail track with ‘antique’ engines and coaches in miniature. This would be like the narrow gauge railway to Matheran/ Darjeeling. The engine would be a diesel/ electric engine and could be designed like the ‘Fairy Queen’. This would be an attraction in it’s own right. A diesel/ electric train can be run very cost-efficiently. Pollution versus a steam train is minimal Recommendation It is recommended that a narrow gauge track and rake be commissioned to the private sector. Revenues From ticket sales The Rock Garden receives an average of 3,000 – 5,000 visitors a day. All visitors to the Rock Garden also go to Sukhna Lake. With the development of the Recreational Area, the Sports complex, the Tourist & Healht Resort and the Amusement park, the number of visitors can only increase. If 35 -40% of the visitors use the transport, which is an attraction in itself, this is roughly 1500 passengers a day @ Rs 5/ passenger = Rs 2.25 lakhs/ month. If running/ maintenance costs are 50%, net profits are Rs 1 lakh a month for a 70 month breakeven. If the Amusement Park and Tourist Health and Sports Centre are developed in Kishangarh, the numbers will rise dramatically. In addition, there will be opportunity of generating revenues from advertising on the train. Costs The estimated cost for setting down 2 Km of track is Rs 20 lakhs and the cost of the train, 4 coaches with 50 passenger capacity is Rs 20 lakhs. The engine is Rs 30 lakhs for a total project cost of Rs 70 lakhs Sources of funds It is recommended that this project be funded by Chandigarh Tourism. The Indian railways may be approached to set up a mini rail museum in this area. Marketing There is no marketing and promotion necessary and hence no specific marketing costs. Project 10 Conference Centre for Business Travel Businessmen travel to Meet buyers Meet suppliers Visit Home/ branch offices Incentive travel – where the travel is an incentive reward for better performance Attend conferences – own company and business associations The first three reasons for travel cannot be influenced by third parties. Business travel however can be generated to particular destinations through incentive travel and through conferences, conventions and exhibitions. Apart from road, rail and air access which is a common essential to develop these activities, and which is adequate in Chandigarh, each of the above also has its own requirements. Incentive Travel Incentive destinations are typically not those with cultural attractions but those with a wide range of leisure activities and nightlife. The participants of an incentive group are all prize winners of performance awards and are looking for a fun time in a place that ordinarily would be out of reach of their pockets or regular family holiday destinations. Chandigarh is not suited for incentive travel. Meetings, Conventions and Exhibitions Meetings and conferences These are traditionally organized by companies for their own staff, distribution chain and, occasionally, suppliers. They are company need-based to communicate messages that require some interaction to a medium sized audience. The size of the company in terms of number of people and the spread of distribution are the prime drivers of meetings and conferences. Apart from companies headquartered in Chandigarh, those headquartered in the surrounding districts of the Punjab and Haryana are also candidates for holding meetings and conferences in Chandigarh. A listing of such companies is attached. Conventions and Seminars These are meetings held for multiple organizations interested in the same topic. They are usually organized by industry associations, professional associations, management associations, universities and NGOs to discuss topics of common interest. Among the more common conventions are various medical disciplines, religious, environmental subjects etc. However, the local chapter of the association needs to drive the organization of conventions and seminars. Typically, a bid document is put up to the national body that then may make an inspection trip to view facilities. The bid is normally submitted with comprehensive back-up documentation which apart from the core expertise is exhibited, the documentation covers extra-curricular activities during the day for spouses and evening and night entertainment, accommodation facilities, transportation etc. The local chapter must also organize the convention/ seminar. This can be fairly complicated and many organizations do not have in-house expertise. Successful conventions require that organizers are educated in meetings management. Cities that have evolved as convention destinations generally have a dedicated ‘Convention Visitors Bureau’ that works with local organizations to generate conventions. The Bureau has full time employees and a committee made up of representatives from the local tourism, hospitality, transport facilities as well as Associations. The attachment gives some organizations that can generate conventions in Chandigarh. Exhibitions Exhibitions are held to display products. These may be organized by Companies – A launch of new products is usually accompanied by an exhibition Associations – Manufacturing associations, agricultural associations and other industry associations including travel, automobile, job fairs all require exhibition area. Exhibition halls, typically being unfurnished have multi usage potential such as marriages, concerts and other social events. It appears that there is scope for a meetings facility in Chandigarh. Given that hotel capacities, both current and in the future, will be contained by town planning, the conference facility should not be too large. Chandigarh Town Planning has already identified a 7 acre plot in Sector 31, next to the CII Northern region Headquarters. Recommendation It is suggested that this offers A venue for General Body meetings of 600-800 persons (Approx 600-800 sq.mtr). This would be auditorium seating 3-4 break-out rooms. These are not with any fixed seating but should have capacities ranging from 50 to 150 persons theatre style.( Approx 400 sq.mts) Exhibition area of approximately 1500 sq.mtr Business center facilities Restaurant and snack Bar Parking Visitor numbers Typically, utilization of convention and exhibition area space is taken at 25% of capacity, even though it is possible to use spaces more than once a day. Exhibition area space may be better utilised as it has multi-functionality for social occasions. A 600 seat auditorium with break out rooms should see a throughput of roughly 55,000 persons a year. The exhibition space will have utilization for both exhibits and social functions. These are mutually exclusive. If the space is used 25% for exhibitions - 90 days a year including set up and knock down times – in other words exhibits available for 60-65 days, throughput of visitors will be 60-65,000. Of the 270 days available for social functions, we can take a utilization of 40% or 100 days with an average marriage attendance of 500 pax, this will be 50,000 pax. Visitor revenues Revenues from conference hall Rentals per event @ Rs 20,000/event x 90 days = Rs 18 lakhs F&B on attendance of 55,000 x Rs 200 = Rs 110 lakhs Revenues from exhibition hall Rentals per event @ Rs 20,000 x 90 days = Rs 18 lakhs F& B on attendance of 60,000 x Rs 25 = Rs 15 lakhs Revenues on Social functions Attendance 50,000 x Rs 200 = Rs 100 lakhs Total = Rs 261 lakhs Cost The total cost of construction of approximately 3000 sq.mtrs convention center will be in the region of Rs 8-10 crores. Landscaping 7 acres with parking will be around Rs 15 Lakhs. Profitability of rental income is around 80% - Rs 29 lakhs - and F&B income around 50% - Rs 112 lakhs for a total profitability of Rs 140 lakhs approx. Project viability break even in 5 –7 years. Funding Sources Part of the cost of construction can be de-frayed by Corporates paying to have some of the break-out rooms and possibly the main auditorium named after their company/ founder. ASSOCHAM has done this successfully with their HQ in Delhi. Marketing A convention promotion bureau should be set up. Potential clients for conferences and conventions both in India and abroad are easily identified from ICCA and other association lists. The convention bureau will need to work with their India Chapters to prepare attractive bid documents. Project 11 Energising the City Centre Sector 17 is the City Centre of Chandigarh. While most sectors have their own markets for daily essentials, Sector 17 is where aspirational ‘Lifestyle’ products are retailed. The market has been designed with vast pedestrian spaces and is eminently suitable to be developed as a social and entertainment hub. Apart from the months of May & June, Chandigarh weather is suitable for outdoor activities Evenings - Mid March to end April, July to November During the Day - December to mid March A social and entertainment hub would require Shopping for aspirational items. This trend already exists in Sector 17. Opening hours should allow for late shopping. Night market stalls of handicraft items should be allowed Special Sales periods/ Shopping Carnivals should be announced in advance Range of F&B outlets. There is a reasonable range of outlets. These should be encouraged. Liquor licences should be made more easily available and extension of service should be allowed till 1am. Entertainment Movie Halls/ multiplexes/ open air movies and documentaries Video parlours/ Bowling alleys/ slot machines Street entertainment. Local performing artists and those performing at Kalagram, All the Chandigarh festivals could be moved to Sector 17 – April Fools Day, Mango Festival, Indo-Pak Mushaira, Chrysanthamum Show Administration Energising the City Centre would require the active involvement of the Sector 17 shop keepers who have the most to gain from this initiative. They should be brought into the very initial planning stages. These activities do not require large funding, but coordination is crucial for success. Committees comprised of shop keepers and Chandigarh Administration should be formed for various types of activities. Funding As noted, large funds are not required. It should be possible to levy a small cess on shop turnover to fund activities. Marketing This is aimed to provide a focal point for Chandigarh residents. Communicating events will not require more than posters in Sector 17 and other sector markets. Attracting Private Sector Investment In Tourism Sector 1. Taxes 1.1 Rationalisation of taxes Expenditure tax is imposed by National Government while Luxury tax by State Governments. With the Expenditure tax, which is being levied at 10% where room charges are Rs. 3000 or more, being discontinued from 1 June 2003 as per the Union Budget 2003 and no Luxury tax levied, Chandigarh has an advantage over its neighbouring States. Incase in future Expenditure tax or any other tax is levied, then it is preferable to review the effect of total tax while calculating the taxes to be levied on the hotel industry. Moreover these taxes may be charged on the actual room tariff rather on published tariff rate card. 1.2 Other taxes In addition Service tax by Center and Entertainment tax by UT are also being imposed on the hotels. In the Union Budget 2003 services provided by the Hotels are exempted from Service tax. The rates of these taxes, together with expenditure tax and luxury tax, may be decided considering the composite tax (indirect taxes) rate for the hotel industry. The composite tax on hotel industry in India vis-à-vis neighbouring countries is presented in the table below: Composite Tax on Country Hotel Industry (%) India 30* Indonesia 21 Thailand 17 Malaysia 15 Singapore 14 Source: PHDCCI * Estimation includes 10% expenditure tax. 1.3 Sales Tax The Sales tax on beverages and liquor is 12% in the UT, which is moderately higher, compared to other states like Uttar Pradesh, Himachal Pradesh, Punjab, Delhi, etc. Keeping in view the tax structure of other States and especially neighbouring States, Chandigarh may reconsider the sales tax rates for these. 1.4 Transport tax Chandiragh has no transport tax while its neighbouring states Punjab and Haryana are charging the same. A single point tax collection system may be implemented in order to simplify the procedure and ensure smooth movement of tourist inter-states. Further, the tax rate per quarter levied on air-conditioned and non air-conditioned tourist vehicles may be limited by an overall cap amount for the country. 1.5 Power The cost of electricity is a major component in the overall cost structure for a hotel and hence may need to be maintained in line with other comparative States. 1.6 Foreign exchange earnings The UT may consider requesting the Centre for the extension of the time frame of income tax exemption on export earning under section 80HHD of the Income Tax Act 1961. The tourism sector may be granted this extension as like other exporters they too export their services and earn foreign exchange for the country. However, we may mention that it is unlikely that Centre will agree to this request as it has announced phasing out of such incentives. 1.7 Income Tax The UT may also request Centre for providing investments in hotels as well as other industry in the tourism sector with Tax Holiday for a pre-determined period which can be decided in consultation with the various departments and the private sector participants. In order to promote new investments in a particular industry, request for tax holiday for about 5 years for new investments, applicable for 2 year from the current financial year, may be sought. This may likely create positive interest among private sector to invest in these industries with in 2 years to avail the tax holiday. Here too, we may like to mention that the Centre providing such benefits is very unlikely. 2. Investment 2.1 Land rates The Government may consider providing land at concessional rates for construction of hotels and other infrastructure for tourism by private investor. Alternatively, Government may provide land free of cost and acquire stake in the new project constructed on it by private sector through a join venture. The Government has draft a joint venture policy for attracting private sector, a review of which is also incorporated in this report. 2.2 Stamp duty Chandigarh may consider reducing the stamp duty levied especially in the area related to pilgrimages, rural area, etc. 2.3 One window clearance Chandigarh may provide one window clearance to the prospective private sector willing to invest in the UT. This will ensure speedy and efficient investment procedure for the private sector thereby attracting necessary investments. 3. Administrative Structure 3.1 Tourism Advisory Board The UT may strive towards constituting a board or a council comprising members from Tourism Development Corporation, Investment Promotion Board, Industrial Development Corporation, National Tourism Corporation/Department, etc. which will be primarily responsible for co-ordination and monitoring of tourism related activities and projects to ensure proper implementation of Tourism Policy. A detailed suggestion is set out in this report earlier. 3.2 Tourism Development Fund The UT may implement Targeted Funding approach by creating Tourism Development Fund (TDF) which will be recipient of all revenues generated from tourism and tourism related businesses. The Fund will be created by raising low interest loans from multilateral agencies that are actively involved in providing financial assistance to public/private sectors for infrastructure development. A Special Purpose Vehicle may be created where all the funds raised will be parked and a deployed in developing infrastructure to enhance tourism sector. The identification of infrastructure for the development can be done in consultation with other administrative bodies, which are also responsible in developing infrastructure of the state to ensure proper co-ordination between all such bodies. 4. Infrastructure The Government may try to identify areas of strategic importance and involve private sectors in non-strategic areas. Further it may try to segregate core and non-core activities involved in the areas of strategic importance e.g. maintenance of railway platform, maintenance of bus station, etc. and allow private sectors in these activities. Such activities may be provided on a license basis, lease basis, etc. as decided after a proper study of the same. The funds raised by disinvesting of these non-core activities can be utilised in developing infrastructure of the UT. 5. Promotion Chandigarh may plan for an advertising strategy, which will attract tourist from the desired regions and thus benefiting the tourism industry in the UT. This will increase the interest of the private sector in investing in the tourism sector in the UT. The advertising strategy may include amongst others: Shopping festivals, Fun and Fair festivals, Rural art and handicraft festivals, etc. Options for Attracting Private Sector Participation The projects in tourism, like infrastructure projects, too have long gestation period and requires huge capital investment initially. Further, the feasibility of tourism related projects are contingent on development and quality of infrastructure of the region like power, road, railway, water and communications. No single individual agency either the private sector or the Government could finance the sector all alone as the investment required are large and the risk too is relatively higher. Hence part of the load of development of tourism sector may be shared by the inclusion of private sector There are primarily two ways of sharing the responsibility with the private sector: Attracting Private Sector for new projects on all alone basis, Creating Public Private Partnership for new projects, Creating Public Private Partnership for existing projects owned by Government bodies, and Privatisation of existing projects to private sector. A brief note on each method of involving private sector is set out below: 1. Attracting Private Sector for new projects: The private sector may be attracted towards new projects related to tourism like Leisure centers, entertainment parks, theatres, health spa, hotels, etc. by providing incentives for such investments. The list of incentives, applicable period, industry, investment amount, etc may be decided once the type of industry in the tourism sector is identified where Government would like the private sector to accept the responsibility. 2. Creating Public Private Partnership for new projects: The strategy to encourage Public Private Partnership include creating a Tourism Development Finance Company and developing alternative options for partnerships. 2.1 Tourism Development Finance Company A TDFC may be formed with the investment from various state as well as centre owned financial institutions and inviting private sector and international agencies too may be considered. The main role of TDFC will to promote investment in tourism sector by providing long term debt and equity for the same. 2.2 Alternative Models The alternative models for Public Private Partnership for new projects is set out below: Build Operate Transfer (BOO) The private participant invest, executes the project, runs the business and transfer the property to the Government after the agreed span of period is over. Build Operate Lease Transfer (BOLT) The private sector will invest, execute the project, operate the business and then transfer the assets to the Government on completion of agreed span of time. After the hand over of the assets to the Government the private participant will get fixed income by way of lease, which is agreed during the inception. Build Own Operate and Transfer (BOOT) The private sector will invest, execute the project, own the assets created, operate the business and then transfer the assets to the Government on recovery of investments made at a designated rate of return. Until such time the hand over of the assets to the Government is completed, the private participant is responsible for maintenance and operation of the assets. 3. Creating Public Private Partnership for existing projects owned by Government bodies: The private sector may be interested in few existing projects owned by the Government, which the latter may like to share the responsibility of day-today-operation of the business but at the same time would also like to retain stake in the assets. We may like to mention that such properties may be spun-off as a separate entity and private sector may be invited to run the business in following two ways: Formation of Joint Venture by inclusion of a private strategic partner: The private participant will invest funds in the new entity (existing project spun-off) and in return the Government will provide stake in the entity. While the private participant will be primarily be responsible for operating and strategic management decisions, approval of key decisions will required an concurrence from the Government. Issuing license for management control to private parties and retaining ownership with the Government: The private participant neither provides any fund to the Government nor invests funds in the existing project. The ownership of the entity lies with the Government whereas the day-to-day operations are carried out by the private participant for a fixed fee or a revenue sharing model as agreed upon. 4. Privatisation of existing projects to private sector: The step wise strategy for privatisation of the tourism related properties is set out below: 4.1 Setting up a Commission The UT/Center may initiate the process of privatisation by setting up a Privatisation Commission (or Disinvestment Commission) for the purpose of privatisation of Government owned Tourism related properties. The commission will be primarily responsible for reviewing all properties with respect to the financial status of the properties, priority of privatisation, the strategic importance of the property, etc. 4.2 Identification of Tourism Properties Subsequently, the commission will identify the Government owned properties related to tourism to be disinvested and the approach in which the privatisation process will be adopted. The various strategies, which may be considered for the privatisation, are set out below: a. The related properties may be clubbed together and privatised, b. Create chain of hotels, chain of restaurants, chain of dhabas, etc and privatise each chain, c. Sell certain properties on stand alone basis, etc. d. Create a trail and sell the trail, etc. We may mention that the Government may appoint an advisor at this stage to assist in the process of formulation of detailed property-wise strategy, implementation of the strategy, structuring of the deals in terms of creation of Special Purpose Vehicles, spun-off of units, regulatory requirements, etc. marketing of the transactions and advise Government in the process till the transactions are completed. A detailed scope of work for the advisor may be drafted once the list of properties to be privatised in prepared. Funding Of Tourism Projects Type of Funds The funds required to be raised for projects can be categorised broadly under three heads: Equity, Quasi equity, and Loans. The mix of funding will depend upon the nature of project undertaken, the risk involved, the cash flows envisaged in future, creation of physical assets in order to leverage the project, etc. Source of Fund Most of the Financial Institutes provide all kinds of plain vanilla funds, which are set out above. In addition, they also provide funds such as syndicate loans, Interest rate hedging/swaps, currency hedging loans, etc. in order to match the requirements of the projects. An indicative list of Financials Institutions who may be approached for assistance in investments in Tourism sector are set out below: 1. Domestic Financial Institutes Tourism Finance Corporation of India Infrastructure Leasing Finance of India Industrial Development Bank of India Industrial Finance Corporation of India ICICI Limited Industrial Development Finance Corporation Limited Investment Institutes Life Insurance Corporation of India General Insurance Corporation of India United Trust of India State Financial Institutes Haryana State Industrial Development Corporation Haryana Financial Corporation 2. International Financial Institutes International Monetary Fund World Bank Asian Development Bank International Finance Corporation(only to private sector) KFW Line of Credit International Bank of Reconstruction Overseas Private Investment Corporation Application for Fund There is no standard application form for financing a project as it varies from one Financial Institution to another. A company or entrepreneur, foreign or domestic, seeking to establish a new venture can approach the FI by submitting an Investment Proposal. The proposal submitted to FI for consideration should include the preliminary information as set out in Annexure A. Terms and conditions of Funding Terms A list of terms, which are usually a part of any funding agreement, is set out below: Currencies The currency of the loan/fund to be disbursed by the Lender, payment of interest and repayment of the principal amount to the Lender is specified under this head. Lending Rate Lending rate can be broadly of three types: Floating rate: 6-month London Interbank offered rate (LIBOR) for the US dollar and Japanese Yen and 6-month euro interbank offered rate (EURIBOR) for the euro plus a lending spread. Fixed rate : The cost of Bank’s fixed rate borrowing of US dollars, Japenese yen or Swiss francs plus a lending spread. Resetter : Its is similar to fixed rate loans for the initial period which is tailored to the borrower’s need after a specified period. It is charged as a % per annum on progressive amount of undisbursed loan Commitment Fee balance. Its is a flat percentage fee of the loan amount Front-End Fee As may be determined based on project needs and could comprise of a Maturity grace period and a repayment period with final maturity. Following conversion options would be available subject to the Bank’s Loan Conversion conversion procedures as may be applicable at the time of conversion. Options Transaction Fees Disbursement schedule Prepayment Cancellation Repayment Lending Rate Reset / Payment Dates Currency Conversion: The undisbursed amounts/disbursed amounts in whole or part of the undisbursed balance/disbursed amount of the loan may be converted into the three offered currencies. Interest Rate Conversion: The floating lending rate on the whole or part of the disbursed balance may be converted into a fixed-rate at the prevailing market rate or vice versa for whole or part of the loan's residual maturity. Interest Rate Caps and Collars: A cap or collar on the floating lending rate may be purchased for up to the entire disbursed amount, for the whole or part of the residual maturity. A transaction fees may be charged pertaining to the above referred loan conversion. Amount and timing of loan disbursement are structured as per the project needs. All or part of the disbursed and outstanding loans may be prepaid. Floating rate loans could be prepaid on an interest payment due date without a prepayment premium. Prepayment of floating rate loans on a date other than the interest payment due date will attract payment of a premium based on the difference, if any, between the rate at which the proceeds from the prepayment could be reinvested and Bank’s funding cost for the prepaid amount. Prepayment of fixed rate loans or floating rate loans that involve conversion and a corresponding hedge requiring termination will attract payment of hedge unwinding costs, if any. Borrower may cancel all or a part of the undisbursed balance at any time. Equal principal or annuity repayments. Lending rate for floating rate loans are generally reset every six months on an interest payment date. Interest payment are generally due either on the 1st or 15th day of a calendar month and semiannually thereafter. Conditions The primary objective of introducing conditions while providing loan/funds is to ensure that the proceeds of the loan are used only for the purposes for which the loan was granted and with due attention to considerations of economy and efficiency. Thus, the Lender’s loan documents (e.g., loan agreement, guarantee agreement, where relevant project agreement, etc.) stipulate the loan covenants that are considered necessary to ensure the efficient implementation of, and the full realisation of benefits from, projects financed by Lender. The loan covenants can be divided broadly into two categories: general covenants and special covenants: (i) General Covenants General covenants are standard assurances and undertakings that the Lender requires from all borrowers, guarantors, if any, and executing agencies for projects financed by the loans regardless of the special features of a particular project. General covenants include obligations on the part of the borrower, guarantor, if any, and the executing agency: to carry out the project with diligence and efficiency; to repay the loan; to procure goods and services and engage consultants in accordance with specified procedures; to maintain project records and accounts; to provide local currency funds, facilities, and other resources required for carrying out the project; to submit financial statements/ progress reports; and to establish and maintain adequate auditing arrangements with the provision that the Lender will retain the option to communicate directly with the auditors. (ii) Special Covenants Special covenants are those assurances and undertakings which the Lender considers necessary or desirable to obtain from the borrower, guarantor, if any, and the executing agency for each project, having regard to the special features, identified difficulties, and reference points for monitoring of each project. Special covenants are an important part of the loan documents and are so designed that compliance with these covenants will further ensure the successful implementation of the project, sustainable operation of the facilities, and full realization of its benefits. They also provide a basis for the Lender to monitor project implementation and performance. To facilitate monitoring of compliance, special covenants should indicate, wherever possible, the dates by which compliance is expected of various items therein, on the basis of a realistic assessment of project-specific requirements and the related government policy and procedure. Where special circumstances so warrant, special covenants may be used to require the borrower, if any, or the executing agency/guarantor to undertake necessary action even after completion of project implementation so as to ensure sustainability of project benefits. Compatibility of Loan Covenants with Local Laws Covenants are generally compatible with local laws, administrative practices and procedures, sectoral/subsectoral requirements, and socioeconomic conditions of developing member countries. Interventions required Sr Suggestions Agencies Involved 1 Taxation Rationalisation, reduction and SEB, Finance Department tax holidays. and Government of India 2 Land rates Concession CITCO 3 One window Creation of a body for one stop CITCO and SEB clearance processing 4 Structure Creation of a Tourism Advisory Government of Chandigarh Body Creation of Tourism Finance Deparment and Development Fund CITCO 5 Infrastructure Development of infrastructure CITCO, PWD, Finance and involvement of private Department. sector 6 Marketing Promotion of Chandigarh CITCO Tourism 7 Attracting Private Providing incentives SEB, Ministry of Finance and Sector Participation Government of India, L&DO New Joint Ventures (PSP) CITCO, Finance Department Joint Ventures for existing CITCO projects Privatisation CITCO and Finance Department Annexure A IN\DICATIVE INVESTMENT PROPOSAL OUTLINE There is no standard form for applications. This is an indicative framework providing key heads to be covered in an Investment Proposal to be submitted for funding. 1. Executive Summary Summarise all the important points of the proposal. 2. Lender’s role Propose an equity, debt, or cofinancing arrangement. 3. Background to the project Brief introduction and history of the borrower State the need to undertake the project. Briefly describe the project, including the implementation and operation philosophy. Specify the support obtained from government, lending institutions and investors for the project. State the need for the assistance required from the Lender. 4. The Market Describe the market and marketing arrangements. Include all the following: Basic market orientation: local, national, regional, or export. Projected production volumes, unit prices, sales objectives, and market share of proposed venture. Potential users of products and distribution channels to be used. Present sources of supply for products. Future competition and possibility that market may be satisfied by substitute products. Tariff protection or import restrictions affecting products. price sensitivity market risks Critical factors that determine market potential. 5. Feasibility Study Present a feasibility study establishing the technical, financial, economic, and environmental viability of the project, prepared by a reputable consultant. 5.1Technical feasibility, manpower, resources, and environment: Brief description of the process. Availability of manpower and of infrastructure facilities (transport and communications, power, water, etc.). Breakdown of projected operating costs by major categories of expenditures. Proposed location in relation to markets, infrastructure and manpower. Proposed capacity in comparison with other known competitors. Potential environmental issues and how these issues are addressed. 5.2 Cost Estimates Provide cost estimates for the project, analyzed two ways: major cost category local and foreign currency cost. 5.3 Investment requirements, project financing, and returns: Estimate of total project cost, broken down into land, construction, installed equipment, and working capital, indicating foreign exchange component. Proposed financial structure of venture, indicating expected sources and terms of equity and debt financing. Type of financing (loan, equity, quasi-equity, a combination of financial products, etc.) and amount required from the Lender. Projected financial statement, information on profitability, and return on investment. Critical factors determining profitability. 5.4 Financial and Economic Evaluation Calculate the economic and financial rates of return as well as return on the equity investment. 5.5 Analysis Analyze the risks in implementing and operating the project with the accompanying mitigating measures showing which party will bear the risk and/or pay for the mitigating measures. The risk analysis should be accompanied by a list of proposed insurance coverages for both implementation and operation of the project. 6. Ownership of the project Describe the proposed ownership and management structure of the project. 7. Government support and regulations: Project in context of government economic development and investment program. Specific government incentives and support available to project. Expected contribution of project to economic development. Outline of government regulations on exchange controls and conditions of capital entry and repatriation. 8. Environmental Aspects Provide a site-specific environmental impact assessment report, highlighting environmental impacts and mitigating measures, prepared by an acceptable consulting firm in accordance with Lender’s guidelines. 9. Permitting and Licensing List all permits and clearances required for implementing and operating the project, the issuing authority, and the date of issue or expected issue. 10. Implementation Arrangements Explain the implementation and contractual arrangements for the project, including the construction and supervision methodology. Make sure the followings are included: a bar chart showing major scheduled achievements and completion for each of the major components of the project draft construction contracts sources of possible cost increases and delays Detailed description of liquidated damage provisions and performance bond requirements. Attracting Private Sector Investment In Tourism Sector 1. Taxes 1.1 Rationalisation of taxes Expenditure tax is imposed by National Government while Luxury tax by State Governments. With the Expenditure tax, which is being levied at 10% where room charges are Rs. 3000 or more, being discontinued from 1 June 2003 as per the Union Budget 2003 and no Luxury tax levied, Chandigarh has an advantage over its neighbouring States. Incase in future Expenditure tax or any other tax is levied, then it is preferable to review the effect of total tax while calculating the taxes to be levied on the hotel industry. Moreover these taxes may be charged on the actual room tariff rather on published tariff rate card. 1.2 Other taxes In addition Service tax by Center and Entertainment tax by UT are also being imposed on the hotels. In the Union Budget 2003 services provided by the Hotels are exempted from Service tax. The rates of these taxes, together with expenditure tax and luxury tax, may be decided considering the composite tax (indirect taxes) rate for the hotel industry. The composite tax on hotel industry in India vis-à-vis neighbouring countries is presented in the table below: Composite Tax on Country Hotel Industry (%) India 30* Indonesia 21 Thailand 17 Malaysia 15 Singapore 14 Source: PHDCCI * Estimation includes 10% expenditure tax. 1.3 Sales Tax The Sales tax on beverages and liquor is 12% in the UT, which is moderately higher, compared to other states like Uttar Pradesh, Himachal Pradesh, Punjab, Delhi, etc. Keeping in view the tax structure of other States and especially neighbouring States, Chandigarh may reconsider the sales tax rates for these. 1.4 Transport tax Chandiragh has no transport tax while its neighbouring states Punjab and Haryana are charging the same. A single point tax collection system may be implemented in order to simplify the procedure and ensure smooth movement of tourist inter-states. Further, the tax rate per quarter levied on air-conditioned and non air-conditioned tourist vehicles may be limited by an overall cap amount for the country. 1.5 Power The cost of electricity is a major component in the overall cost structure for a hotel and hence may need to be maintained in line with other comparative States. 1.6 Foreign exchange earnings The UT may consider requesting the Centre for the extension of the time frame of income tax exemption on export earning under section 80HHD of the Income Tax Act 1961. The tourism sector may be granted this extension as like other exporters they too export their services and earn foreign exchange for the country. However, we may mention that it is unlikely that Centre will agree to this request as it has announced phasing out of such incentives. 1.7 Income Tax The UT may also request Centre for providing investments in hotels as well as other industry in the tourism sector with Tax Holiday for a pre-determined period which can be decided in consultation with the various departments and the private sector participants. In order to promote new investments in a particular industry, request for tax holiday for about 5 years for new investments, applicable for 2 year from the current financial year, may be sought. This may likely create positive interest among private sector to invest in these industries with in 2 years to avail the tax holiday. Here too, we may like to mention that the Centre providing such benefits is very unlikely. 2. Investment 2.1 Land rates The Government may consider providing land at concessional rates for construction of hotels and other infrastructure for tourism by private investor. Alternatively, Government may provide land free of cost and acquire stake in the new project constructed on it by private sector through a join venture. The Government has draft a joint venture policy for attracting private sector, a review of which is also incorporated in this report. 2.2 Stamp duty Chandigarh may consider reducing the stamp duty levied especially in the area related to pilgrimages, rural area, etc. 2.3 One window clearance Chandigarh may provide one window clearance to the prospective private sector willing to invest in the UT. This will ensure speedy and efficient investment procedure for the private sector thereby attracting necessary investments. 3. Administrative Structure 3.1 Tourism Advisory Board The UT may strive towards constituting a board or a council comprising members from Tourism Development Corporation, Investment Promotion Board, Industrial Development Corporation, National Tourism Corporation/Department, etc. which will be primarily responsible for co-ordination and monitoring of tourism related activities and projects to ensure proper implementation of Tourism Policy. A detailed suggestion is set out in this report earlier. 3.2 Tourism Development Fund The UT may implement Targeted Funding approach by creating Tourism Development Fund (TDF) which will be recipient of all revenues generated from tourism and tourism related businesses. The Fund will be created by raising low interest loans from multilateral agencies that are actively involved in providing financial assistance to public/private sectors for infrastructure development. A Special Purpose Vehicle may be created where all the funds raised will be parked and a deployed in developing infrastructure to enhance tourism sector. The identification of infrastructure for the development can be done in consultation with other administrative bodies, which are also responsible in developing infrastructure of the state to ensure proper co-ordination between all such bodies. 4. Infrastructure The Government may try to identify areas of strategic importance and involve private sectors in non-strategic areas. Further it may try to segregate core and non-core activities involved in the areas of strategic importance e.g. maintenance of railway platform, maintenance of bus station, etc. and allow private sectors in these activities. Such activities may be provided on a license basis, lease basis, etc. as decided after a proper study of the same. The funds raised by disinvesting of these non-core activities can be utilised in developing infrastructure of the UT. 5. Promotion Chandigarh may plan for an advertising strategy, which will attract tourist from the desired regions and thus benefiting the tourism industry in the UT. This will increase the interest of the private sector in investing in the tourism sector in the UT. The advertising strategy may include amongst others: Shopping festivals, Fun and Fair festivals, Rural art and handicraft festivals, etc. Options for Attracting Private Sector Participation The projects in tourism, like infrastructure projects, too have long gestation period and requires huge capital investment initially. Further, the feasibility of tourism related projects are contingent on development and quality of infrastructure of the region like power, road, railway, water and communications. No single individual agency either the private sector or the Government could finance the sector all alone as the investment required are large and the risk too is relatively higher. Hence part of the load of development of tourism sector may be shared by the inclusion of private sector There are primarily two ways of sharing the responsibility with the private sector: Attracting Private Sector for new projects on all alone basis, Creating Public Private Partnership for new projects, Creating Public Private Partnership for existing projects owned by Government bodies, and Privatisation of existing projects to private sector. A brief note on each method of involving private sector is set out below: 1. Attracting Private Sector for new projects: The private sector may be attracted towards new projects related to tourism like Leisure centers, entertainment parks, theatres, health spa, hotels, etc. by providing incentives for such investments. The list of incentives, applicable period, industry, investment amount, etc may be decided once the type of industry in the tourism sector is identified where Government would like the private sector to accept the responsibility. 2. Creating Public Private Partnership for new projects: The strategy to encourage Public Private Partnership include creating a Tourism Development Finance Company and developing alternative options for partnerships. 2.1 Tourism Development Finance Company A TDFC may be formed with the investment from various state as well as centre owned financial institutions and inviting private sector and international agencies too may be considered. The main role of TDFC will to promote investment in tourism sector by providing long term debt and equity for the same. 2.2 Alternative Models The alternative models for Public Private Partnership for new projects is set out below: Build Operate Transfer (BOO) The private participant invest, executes the project, runs the business and transfer the property to the Government after the agreed span of period is over. Build Operate Lease Transfer (BOLT) The private sector will invest, execute the project, operate the business and then transfer the assets to the Government on completion of agreed span of time. After the hand over of the assets to the Government the private participant will get fixed income by way of lease, which is agreed during the inception. Build Own Operate and Transfer (BOOT) The private sector will invest, execute the project, own the assets created, operate the business and then transfer the assets to the Government on recovery of investments made at a designated rate of return. Until such time the hand over of the assets to the Government is completed, the private participant is responsible for maintenance and operation of the assets. 3. Creating Public Private Partnership for existing projects owned by Government bodies: The private sector may be interested in few existing projects owned by the Government, which the latter may like to share the responsibility of day-today-operation of the business but at the same time would also like to retain stake in the assets. We may like to mention that such properties may be spun-off as a separate entity and private sector may be invited to run the business in following two ways: Formation of Joint Venture by inclusion of a private strategic partner: The private participant will invest funds in the new entity (existing project spun-off) and in return the Government will provide stake in the entity. While the private participant will be primarily be responsible for operating and strategic management decisions, approval of key decisions will required an concurrence from the Government. Issuing license for management control to private parties and retaining ownership with the Government: The private participant neither provides any fund to the Government nor invests funds in the existing project. The ownership of the entity lies with the Government whereas the day-to-day operations are carried out by the private participant for a fixed fee or a revenue sharing model as agreed upon. 4. Privatisation of existing projects to private sector: The step wise strategy for privatisation of the tourism related properties is set out below: 4.1 Setting up a Commission The UT/Center may initiate the process of privatisation by setting up a Privatisation Commission (or Disinvestment Commission) for the purpose of privatisation of Government owned Tourism related properties. The commission will be primarily responsible for reviewing all properties with respect to the Funding Of Tourism Projects Type of Funds The funds required to be raised for projects can be categorised broadly under three heads: Equity, Quasi equity, and Loans. The mix of funding will depend upon the nature of project undertaken, the risk involved, the cash flows envisaged in future, creation of physical assets in order to leverage the project, etc. Source of Fund Most of the Financial Institutes provide all kinds of plain vanilla funds, which are set out above. In addition, they also provide funds such as syndicate loans, Interest rate hedging/swaps, currency hedging loans, etc. in order to match the requirements of the projects. An indicative list of Financials Institutions who may be approached for assistance in investments in Tourism sector are set out below: 1. Domestic Financial Institutes Tourism Finance Corporation of India Infrastructure Leasing Finance of India Industrial Development Bank of India Industrial Finance Corporation of India ICICI Limited Industrial Development Finance Corporation Limited Investment Institutes Life Insurance Corporation of India General Insurance Corporation of India United Trust of India financial status of the properties, priority of privatisation, the strategic importance of the property, etc. 4.2 Identification of Tourism Properties Subsequently, the commission will identify the Government owned properties related to tourism to be disinvested and the approach in which the privatisation process will be adopted. The various strategies, which may be considered for the privatisation, are set out below: a. The related properties may be clubbed together and privatised, b. Create chain of hotels, chain of restaurants, chain of dhabas, etc and privatise each chain, c. Sell certain properties on stand alone basis, etc. d. Create a trail and sell the trail, etc. We may mention that the Government may appoint an advisor at this stage to assist in the process of formulation of detailed property-wise strategy, implementation of the strategy, structuring of the deals in terms of creation of Special Purpose Vehicles, spun-off of units, regulatory requirements, etc. marketing of the transactions and advise Government in the process till the transactions are completed. A detailed scope of work for the advisor may be drafted once the list of properties to be privatised in prepared. State Financial Institutes Haryana State Industrial Development Corporation Haryana Financial Corporation 2. International Financial Institutes International Monetary Fund World Bank Asian Development Bank International Finance Corporation(only to private sector) KFW Line of Credit International Bank of Reconstruction Overseas Private Investment Corporation Application for Fund There is no standard application form for financing a project as it varies from one Financial Institution to another. A company or entrepreneur, foreign or domestic, seeking to establish a new venture can approach the FI by submitting an Investment Proposal. The proposal submitted to FI for consideration should include the preliminary information as set out in Annexure A. Terms and conditions of Funding Terms A list of terms, which are usually a part of any funding agreement, is set out below: Currencies The currency of the loan/fund to be disbursed by the Lender, payment of interest and repayment of the principal amount to the Lender is specified under this head. Lending Rate Lending rate can be broadly of three types: Floating rate: 6-month London Interbank offered rate (LIBOR) for the US dollar and Japanese Yen and 6-month euro interbank offered rate (EURIBOR) for the euro plus a lending spread. Fixed rate : The cost of Bank’s fixed rate borrowing of US dollars, Japenese yen or Swiss francs plus a lending spread. Resetter : Its is similar to fixed rate loans for the initial period which is tailored to the borrower’s need after a specified period. It is charged as a % per annum on progressive amount of undisbursed loan Commitment Fee balance. Its is a flat percentage fee of the loan amount Front-End Fee As may be determined based on project needs and could comprise of a Maturity grace period and a repayment period with final maturity. Following conversion options would be available subject to the Bank’s Loan Conversion conversion procedures as may be applicable at the time of conversion. Options Transaction Fees Disbursement schedule Prepayment Cancellation Repayment Lending Rate Reset / Payment Dates Currency Conversion: The undisbursed amounts/disbursed amounts in whole or part of the undisbursed balance/disbursed amount of the loan may be converted into the three offered currencies. Interest Rate Conversion: The floating lending rate on the whole or part of the disbursed balance may be converted into a fixed-rate at the prevailing market rate or vice versa for whole or part of the loan's residual maturity. Interest Rate Caps and Collars: A cap or collar on the floating lending rate may be purchased for up to the entire disbursed amount, for the whole or part of the residual maturity. A transaction fees may be charged pertaining to the above referred loan conversion. Amount and timing of loan disbursement are structured as per the project needs. All or part of the disbursed and outstanding loans may be prepaid. Floating rate loans could be prepaid on an interest payment due date without a prepayment premium. Prepayment of floating rate loans on a date other than the interest payment due date will attract payment of a premium based on the difference, if any, between the rate at which the proceeds from the prepayment could be reinvested and Bank’s funding cost for the prepaid amount. Prepayment of fixed rate loans or floating rate loans that involve conversion and a corresponding hedge requiring termination will attract payment of hedge unwinding costs, if any. Borrower may cancel all or a part of the undisbursed balance at any time. Equal principal or annuity repayments. Lending rate for floating rate loans are generally reset every six months on an interest payment date. Interest payment are generally due either on the 1st or 15th day of a calendar month and semiannually thereafter. Conditions The primary objective of introducing conditions while providing loan/funds is to ensure that the proceeds of the loan are used only for the purposes for which the loan was granted and with due attention to considerations of economy and efficiency. Thus, the Lender’s loan documents (e.g., loan agreement, guarantee agreement, where relevant project agreement, etc.) stipulate the loan covenants that are considered necessary to ensure the efficient implementation of, and the full realisation of benefits from, projects financed by Lender. The loan covenants can be divided broadly into two categories: general covenants and special covenants: (i) General Covenants General covenants are standard assurances and undertakings that the Lender requires from all borrowers, guarantors, if any, and executing agencies for projects financed by the loans regardless of the special features of a particular project. General covenants include obligations on the part of the borrower, guarantor, if any, and the executing agency: to carry out the project with diligence and efficiency; to repay the loan; to procure goods and services and engage consultants in accordance with specified procedures; to maintain project records and accounts; to provide local currency funds, facilities, and other resources required for carrying out the project; to submit financial statements/ progress reports; and to establish and maintain adequate auditing arrangements with the provision that the Lender will retain the option to communicate directly with the auditors. (ii) Special Covenants Special covenants are those assurances and undertakings which the Lender considers necessary or desirable to obtain from the borrower, guarantor, if any, and the executing agency for each project, having regard to the special features, identified difficulties, and reference points for monitoring of each project. Special covenants are an important part of the loan documents and are so designed that compliance with these covenants will further ensure the successful implementation of the project, sustainable operation of the facilities, and full realization of its benefits. They also provide a basis for the Lender to monitor project implementation and performance. To facilitate monitoring of compliance, special covenants should indicate, wherever possible, the dates by which compliance is expected of various items therein, on the basis of a realistic assessment of project-specific requirements and the related government policy and procedure. Where special circumstances so warrant, special covenants may be used to require the borrower, if any, or the executing agency/guarantor to undertake necessary action even after completion of project implementation so as to ensure sustainability of project benefits. Compatibility of Loan Covenants with Local Laws Covenants are generally compatible with local laws, administrative practices and procedures, sectoral/subsectoral requirements, and socioeconomic conditions of developing member countries. Interventions required Sr Suggestions Agencies Involved 1 Taxation Rationalisation, reduction and SEB, Finance Department tax holidays. and Government of India 2 Land rates Concession CITCO 3 One window Creation of a body for one stop CITCO and SEB clearance processing 4 Structure Creation of a Tourism Advisory Government of Chandigarh Body Creation of Tourism Finance Deparment and Development Fund CITCO 5 Infrastructure Development of infrastructure CITCO, PWD, Finance and involvement of private Department. sector 6 Marketing Promotion of Chandigarh CITCO Tourism 7 Attracting Private Providing incentives SEB, Ministry of Finance and Sector Participation Government of India, L&DO New Joint Ventures (PSP) CITCO, Finance Department Joint Ventures for existing CITCO projects Privatisation CITCO and Finance Department Annexure A IN\DICATIVE INVESTMENT PROPOSAL OUTLINE There is no standard form for applications. This is an indicative framework providing key heads to be covered in an Investment Proposal to be submitted for funding. 1. Executive Summary Summarise all the important points of the proposal. 2. Lender’s role Propose an equity, debt, or cofinancing arrangement. 3. Background to the project Brief introduction and history of the borrower State the need to undertake the project. Briefly describe the project, including the implementation and operation philosophy. Specify the support obtained from government, lending institutions and investors for the project. State the need for the assistance required from the Lender. 4. The Market Describe the market and marketing arrangements. Include all the following: Basic market orientation: local, national, regional, or export. Projected production volumes, unit prices, sales objectives, and market share of proposed venture. Potential users of products and distribution channels to be used. Present sources of supply for products. Future competition and possibility that market may be satisfied by substitute products. Tariff protection or import restrictions affecting products. price sensitivity market risks Critical factors that determine market potential. 5. Feasibility Study Present a feasibility study establishing the technical, financial, economic, and environmental viability of the project, prepared by a reputable consultant. 5.1Technical feasibility, manpower, resources, and environment: Brief description of the process. Availability of manpower and of infrastructure facilities (transport and communications, power, water, etc.). Breakdown of projected operating costs by major categories of expenditures. Proposed location in relation to markets, infrastructure and manpower. Proposed capacity in comparison with other known competitors. Potential environmental issues and how these issues are addressed. 5.2 Cost Estimates Provide cost estimates for the project, analyzed two ways: major cost category local and foreign currency cost. 5.3 Investment requirements, project financing, and returns: Estimate of total project cost, broken down into land, construction, installed equipment, and working capital, indicating foreign exchange component. Proposed financial structure of venture, indicating expected sources and terms of equity and debt financing. Type of financing (loan, equity, quasi-equity, a combination of financial products, etc.) and amount required from the Lender. Projected financial statement, information on profitability, and return on investment. Critical factors determining profitability. 5.4 Financial and Economic Evaluation Calculate the economic and financial rates of return as well as return on the equity investment. 5.5 Analysis Analyze the risks in implementing and operating the project with the accompanying mitigating measures showing which party will bear the risk and/or pay for the mitigating measures. The risk analysis should be accompanied by a list of proposed insurance coverages for both implementation and operation of the project. 6. Ownership of the project Describe the proposed ownership and management structure of the project. 7. Government support and regulations: Project in context of government economic development and investment program. Specific government incentives and support available to project. Expected contribution of project to economic development. Outline of government regulations on exchange controls and conditions of capital entry and repatriation. 8. Environmental Aspects Provide a site-specific environmental impact assessment report, highlighting environmental impacts and mitigating measures, prepared by an acceptable consulting firm in accordance with Lender’s guidelines. 9. Permitting and Licensing List all permits and clearances required for implementing and operating the project, the issuing authority, and the date of issue or expected issue. 10. Implementation Arrangements Explain the implementation and contractual arrangements for the project, including the construction and supervision methodology. Make sure the followings are included: a bar chart showing major scheduled achievements and completion for each of the major components of the project draft construction contracts sources of possible cost increases and delays Detailed description of liquidated damage provisions and performance bond requirements. Prioritisation of selected projects Activity Short term Medium Long term 1-5 years term 5-10 10-20 years years Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Visitor generating projects 6. Promoting traditional cuisine 7. Horse Race track 8. Amusement Park 9. Linking the sightseeing 10. Conference center to attract business travelers 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Job creation Potential of Projects Activity Total Project Direct jobs Indirect cost created jobs created Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Nil Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Rs 10 lakhs 50 50 Chandigarh through annual surveys and the use per year of multipliers 3. Setting up police outposts in the new concept Nil 5 20 “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops Nil 5 20 and transportation 5. Creating Tourist/ Cultural center Rs 75 lakhs 350 1000 Visitor generating projects 6. Promoting traditional cuisine Nil 7. Horse Race track Rs40 –50 1000 4600 crores 8. Amusement Park Rs 30 crores 1000 4000 9. Linking the sightseeing Rs 70 lakhs 100 400 10. Conference center to attract business travelers Rs 10 crores 300 1200 11. Developing the City Centre Nil ? 12. Adventure tourism & Wildlife Tourism Nil - Funding of Projects Activity Total Cost to Other project cost Govt funding sources Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Rs 10 lakhs/ Rs 10 lakhs/ Chandigarh through annual surveys and the use yr year of multipliers 3. Setting up police outposts in the new Nil Nil concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of Negligible Neglibible shops and transportation 5. Creating Tourist/ Cultural center Rs 75 Lakhs Rs 75 lakhs Corporate Visitor generating projects 6. Promoting traditional cuisine Nil 7. Horse Race track Rs 40-50 Variable Pvt Sector crores 8. Amusement Park Rs 30 crores Variable Pvt Sector 9. Linking the sightseeing Rs 70 lakhs Rs 70 lakhs Lease 10. Conference center to attract business Rs 10 crores Rs 10 crores Some travelers Corporate 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Nil Economic impact of short term projects Activity Total Potential Multiplier Project Ongoing Effect Cost Revenues Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Rs 75 lakhs Rs 42 lakhs Rs85 lakhs Visitor generating projects 6. Promoting traditional cuisine Nil Rs 33 lakhs Rs70 lakhs 7. Horse Race track Rs 40-50 Rs 3.13 Rs 6.5 crores crores crores 8. Amusement Park Rs 30 Rs 10 Rs 20 crores crores crores 9. Linking the sightseeing Rs 70 lakhs Rs 27 lakhs Rs 55 lakhs 10. Conference center to attract business Rs 10 Rs 2.6 Rs 5.5 travelers crores crores crores 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Cultural/ Tourist centres Project Funding-Rs lakhs 75 Funding Yrs 1-5 75 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Rental/ lease- Rs.lakhs 5% 42.4 44.52 46.75 49.08 51.54 54.11 56.82 59.66 62.64 Operational Costs 5% 24 25.2 26.46 27.78 29.17 30.63 32.16 33.77 35.46 Operating profits 18.4 19.32 20.29 21.3 22.37 23.48 24.66 25.89 27.19 Traditional Cuisine Project Funding-Rs lakhs Nil Revenues Visitor numbers 000's 5% 45000 47250 49613 52093 54698 57433 60304 63320 66485 69810 Visitor spends-Rs.lakhs Rs 60/ 5% 27.02 28.37 29.79 31.28 32.85 34.49 36.21 38.02 39.92 41.92 Rental/ lease- Rs.lakhs 5% 6.75 7.09 7.44 7.81 8.20 8.61 9.05 9.50 9.97 10.47 Total Revenues 33.77 35.46 37.23 39.1 41.05 43.1 45.26 47.52 49.9 52.39 Operational Costs-Rs lakhs 5% 24 25.20 26.46 27.78 29.17 30.63 32.16 33.77 35.46 37.23 Operational Profits 9.77 10.26 10.77 11.31 11.88 12.47 13.10 13.75 14.44 15.16 Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Horse Race Track & Club Project Funding-Rs lakhs 5,000 Funding Yrs 1-5 4,000 Funding Yrs 6-10 1,000 Funding Yrs 10-20 Revenues- Rs lakhs Visitor numbers 000's 5% 105.0 110.3 115.8 121.6 127.6 134.0 140.7 Club Memberships 25/yr 600 625 50 50 50 50 50 50 50 Monthly dues 5% 4.2 4.41 4.63 4.86 5.11 5.36 5.63 Corporate Boxes 5% 50 52.50 55.13 57.88 60.78 63.81 67.00 Programme 5% 47.6 49.98 52.48 55.10 57.86 60.75 63.79 Share of tote/ Race charges 5% 111 116.55 122.38 128.50 134.92 141.67 148.75 Gate money-Rs.lakhs 5% 43.5 45.68 47.96 50.36 52.87 55.52 58.29 Rental/ lease- Rs.lakhs 5% 11.25 11.81 12.4 13.02 13.67 14.36 15.08 Total Revenues 600 625 317.6 330.9 345 359.7 375.2 391.5 408.5 Amusement Park Project Funding-Rs lakhs 3,000 Funding Yrs 1-5 3,000 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Visitor numbers 000's 5% 500 525 551.3 578.8 607.8 638.1 670 703.6 738.7 Visitor spends-Rs.lakhs Rs200/ 5% 1000 1050 1103 1158 1216 1276 1340 1407 1477 Total Revenues 1000 1050 1103 1158 1216 1276 1340 1407 1477 Note : These two projects should be tendered out. The above spreadsheets give Operational revenues and visitor numbers for decision making purposes Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Linking the sightseeing Project Funding-Rs lakhs 70 Funding Yrs 1-5 70 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Visitor numbers 000's 550 5% 550 577.5 606.4 636.7 668.5 702 737.1 773.9 812.6 Visitor spends-Rs.lakhs Rs5/ 10% 27.5 31.76 33.35 35.02 36.77 38.61 40.54 42.56 44.69 Operational Costs-Rs lakhs 5% 15 15.75 16.54 17.36 18.23 19.14 20.1 21.11 22.16 Operational Profits 12.5 16.01 16.81 17.65 18.54 19.46 20.44 21.46 22.53 Conference Centre Project Funding-Rs lakhs 1,000 Funding Yrs 1-5 1,000 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Conference visitors 000s 5% 55 57.75 60.64 63.67 66.85 70.2 73.71 77.39 81.26 Visitor spends-Rs.lakhs Rs200/ 5% 110 121.3 127.3 133.7 140.4 147.4 154.8 162.5 170.6 Rentals -Rs lakhs 5% 18 18.9 19.85 20.84 21.88 22.97 24.12 25.33 26.59 Exhibition visitors 000s 5% 60000 63000 66150 69458 72930 76577 80406 84426 88647 Visitor spends-Rs.lakhs Rs 25/ 5% 15 16.54 17.36 18.23 19.14 20.1 21.11 22.16 23.27 Rentals- Rs lakhs 5% 18 18.9 19.85 20.84 21.88 22.97 24.12 25.33 26.59 Social function visitors 000s 5% 50000 52500 55125 57881 60775 63814 67005 70355 73873 Visitor spends-Rs.lakhs Rs200/ 10% 100 115.5 121.3 127.3 133.7 140.4 147.4 154.8 162.5 Total Revenues 261 291.1 305.7 321 337 353.8 371.5 390.1 409.6 Operational Costs-Rs lakhs 5% 112 117.6 123.5 129.7 136.1 142.9 150.1 157.6 165.5 Operational Profits 149 173.5 182.2 191.3 200.9 210.9 221.5 232.5 244.1 Dadra and Nagar Haveli Administration of Union Territory of Daman & Din and Dadra r Nagar Haveli District Izzduatriea Centre, Department of Industries N O T I F I C A T I O N no. ore/mums/ir-zo1a/aoia-1s/ l9 nat«a $ /oz/fora The Administrator of UT Administration of Daman & Diu and Dadra 8s Nagar Haveli is pleased to introduce Industrial Policy — 2018 to provide fresh impetus to industrial growth and employment generation in line with new policy initiatives of the Union Government with mission to create Daman 8s Diu and Dadra 8s Nagar Haveli region as a valued investment destination with best-in-class infrastructure by providing an investor friendly, efficient and transparent business climate, the right resources and market linkages to make these UTs a preferred investment destination. The Policy enclosed herewith shall come into effect from the date of its notification. This is issued with the approval of the Hon’ble Administrator, Daman & Diu and Dadra & Nagar Haveli vide Diary No. 350607 Dated 14/05/2018. By order and in the name of the Administrator, Daman 8s Din and Dadra 8s Nagar Haveli Encl: Industrial Policy — 2018 (Pg. 1 to 25) Copy to:- l) PPS to Administrator, DD & DNH ( Ch i Parekh J General manager (DIC} Department of Industries 2) PA to Advisor to Administrator, DD & DNH 3) All Secretaries, DD & DNH 4) All H.O.s, DD & DNH 5) All Industrial Association, DD & DNH 6) Dy. Secretary (Official Language), DD for translation in Hindi 7) The SIO, NIC, DD & DNH for uploading on website 8) Dy. Director (Printing), DD & DNH for publication in Official Gazette U.T.s of Daman & Diu and Dadra & Nagar Haveli Industrial Policy —2018 The UT Administration is committed to the sustainable and inclusive development of the UT of Daman & Diu and Dadra & Nagar Haveli. The Government is keen to accelerate the economic and industrial development of these UTs through growth and employment oriented policies and schemes that turn the UTs of Daman & Diu and Dadra & Nagar Haveli, into the most preferred investment destination. The UT Administration had adopted the existing Industrial Policy in the year of 2015. However, the need for adopting an updated policy framework, incorporating new schemes and thrust areas, was increasingly being articulated by key stakeholders of the economy - the Government, Industries and the Business Community. This new Industrial Policy is a first step in the direction of making the UT of Daman & Diu and Dadra & Nagar Haveli a preferred Industrial and Investment Destination. The policy aims for sustainable industrialization with focus on employment generation, product competitiveness, value addition in products and higher export oriented growth while conserving all aspects of environment. It envisages strong and specific initiatives to ensure timely and hassle-free guidance / clearances to new entrepreneurs. The policy has specific monitoring mechanism with provision for regular assessment of its performance. The new Policy intends to leverage the comparative strengths of the UT and to propel it among the most preferred global business destinations. The new Industrial Policy will be an instrument through which the Administration could achieve the vision of “Prosperous UT o/ Damon & Diu and Dadra & Nagar Haveli” Post 1991 period, the Indian economy has witnessed remarkable economic growth, riding on the strength of huge private investment, infrastructure improvements and regulatory changes. Progressive Page 1 of 25 Thank you for using www.freepdfconvert.com service! Only two pages are converted. Please Sign Up to convert all pages. https://www.freepdfconvert.com/membership Delhi Tourism Policy CHAPTER-10 TOURISM Delhi city is sprinkled with dazzling gems: captivating ancient monuments, fascinating museums and art galleries, architectural wonders, a vivacious performing-arts scene, fabulous eating places and bustling markets. With its rich and diverse cultural heritage, Delhi is also used as a gateway for traveling to cities of India. The city is significant for the role it has played throughout history, having been the centre of an empire for the majority of this millennium. It is an important city in the Indian sub continent and comparisons have often been made to other great cities of the world. However, very few cities carry with them, to such an extent, the weight of several layers of continuous history. One can have a fascinating glimpse into the past in Old Delhi, with its labyrinth of narrow lanes, old havelis, and colourful bazaars. Rickshaws wind their way through this crowded, bustling capital of the Mughals, where life continues, much as it did hundreds of years ago. Modern Delhi has a lot more to offer. Delhi has a modern, well-planned and extensive Metro network that connects all corners of Delhi; this network is still growing. New roadways and flyovers have improved connectivity, the latest of which is the Signature Bridge, an ambitious project of Delhi Tourism. Delhi Tourism is on a mission to change status quo and ensure that Delhi becomes a world-class tourist destination and the leader in art, culture, music, theatre, film and entertainment. In 1911, British shifted their capital from Calcutta to Delhi. After independence in 1947, New Delhi was officially declared as the Capital of India. Delhi being National Capital Territory, received maximum foreign travelers and NRIs visiting India. There are Outlays to make Delhi an environmental & eco friendly tourism and cultural & heritage destination. There is need to spread awareness among tourists as well as its citizens regarding Delhi’s glorious past. The schemes of Tourism Department have been implemented by the DTTDC, an undertaking of the Government of National Capital Territory of Delhi incorporated in 1975 to promote tourism in Delhi. Delhi being National Capital Territory, received a large number of foreign travelers and NRIs visiting India. Revised outlay & expenditure of Annual Outlay 2016-17, Approved outlay & Revised Annual Outlay 2017-18 and Annual Outlay 2018-19 for Tourism Department are as under: [` in crore] Sector 2016-17 2017-18 2018-19 BE RE Exp BE RE Exp Tourism 26.00 8.08 117.00 18.00 13.18 44.00 Total Outlay of ` 46.21 crore kept in B.E. 2018-19 on Tourism. This includes revenue budget of ` 46.06 crore and capital budget of ` 0.15 crore. An amount of ` 44 crore is kept for implementation of various schemes, programmes and projects under Tourism sector. 1. Tourism Infrastructure Budget Allocation 2018-19 : ` 500 Lakh I. Up-gradation of Food courts, temporary shops / craft stalls etc. at Dilli Haat, INA Dilli Haat, INA was constructed and inaugurated in March 1994. The Haat needs up gradation in view of wear and tear of infrastructure and changes in user requirements. Most of the area needs face lifting works. However, Food courts, temporary shops and adjoining areas are in very bad condition and needs suitable up gradation and face lifting works. Temporary shops are made with thatch roofing which is of temporary in nature and needs frequent replacement and causes leakages which damage the articles of the artisans, hence the roofing may upgraded to semi permanent structure. Due to frequent damages it gives bad look. Food courts which are in very bad condition also required to be upgraded since no major face lifting had been done since its construction. II. Renovation and Up-gradation of Coffee Home – Connaught Place The Coffee Home is situated in prime location of Connaught Place and serves the cuisines and coffee tea for visitors. Since its inception no major renovation work was taken up. The upgradation work planned to be taken up with some of the alterations. There is only one existing entry from side to coffee home hence one additional entry from main path have been proposed to be opened in up gradation phase. Better Public Conveniences are to be provided at a suitable place in the coffee home since existing conveniences are on back side of Coffee Home. The up gradation work will also consist of suitable furnishing also. III. Development of Open Air-theatre, etc. at Kala Gram near Garden of Five senses DTTDC has in its possession a plot measuring 5.27 acres adjacent near Garden of Five Senses. The plot of land has been allotted by the Development Department, Government of Delhi. DTTDC proposes to develop this site as venue for holding concerts and festivals. The basic infrastructure like water, electricity, barricading, public conveniences, cafeteria, parking etc. would be developed by DTTDC. For day to day operation an operator may be appointed by DTTDC through E-tendering process. This is a on-going state plan-scheme. Development of plot for holding concerts and festivals. During the year 2017-18, an Open air theater has been developed. Further development of venue on this piece of land is to be done during 2018-19. IV. Conceptualization / Documentation Appointment of Transactional Advisor for Development of Tourism Projects It is proposed to take up and develop new Tourism Projects in Delhi. For development of new Tourism Projects, it is required to conduct preliminary feasibility study, conceptualize the new ideas and other related work prior to the actual start of the work for the new Tourism Projects. For these works, the expenditure may be incurred on account of consultation fee to Architect, transaction advisor etc. To prepare concept paper on tourism projects at various existing properties of the Corporation, there is a need of Transactional Advisor/Consultant. V. Renovation & up-gradation of Azad Hind Gram DTTDC has set up Azad Hind Gram at National Highway-10 before Bahadurgarh Border in Tikri Kalan Village. The complex is spread over 06 acres and has a memorial on Netaji Subhash Chandra Bose depicting select episodes from his life. The complex also houses a museum on Indian National Army with audio visual facility. The complex has a life size statue of Netaji Subhash Chandra Bose. DTTDC would like to upgrade and renovate the Netaji Memorial, Indian National Army Museum, public conveniences and parking facility at the Complex. Repair and Up-gradation of pond and renovation of Restaurant complex and Kiosks. VI. Construction of Coffee Home at Janak Puri DTTDC proposed to construct a Coffee Home at Janak Puri subject to more allocation of funds during the year. VII. Construction of Coffee Home at I.P. Extension DTTDC proposes to construct a Coffee Home at I.P. Extension subject to more allocation of funds during the year. An expenditure of about ` 320 lakh incurred during the year 2017-18 on Tourism Infrastructure. 2. River Front Development of Yamuna Budget Allocation 2018-19 : ` 5 Lakh Every city in the world is associated with a river flowing through it. More than 40 kms. of Yamuna River flows through Delhi. Every Major city like London, Paris etc. has developed the river front of its city and is a major tourist’s attraction. Even in India River Sabarmati in Ahmedabad has been developed by the State Government and has become a public place for its citizens. The Yamuna River to the north of the Wazirabad Barrage is the most pristine stretch of the river in Delhi. The east bank of the river in the stretch along Sonia Vihar is to be developed in an ecological manner to enhance and improve natural habitats and the biodiversity of the riverfront area. The Area of intervention consists of the following: • Around 700 Acres of Land between the Yamuna River and the Sonia Vihar- Pushta Road • Around 5.8 km of the Sonia-Vihar Pushta Road from the Wazirabad Road intersection to the Delhi Border Proposals have already been submitted to the Delhi Govt. for approval of Cabinet. Once the proposal is approved by the Cabinet, consultant for the project will be appointed. Since the project involves development of river fronts the approval of National Green Tribunal will be required and consultant appointed will develop the scheme of the project according to the compliance of the guidelines issued by NGT. Once the project proposal is approved by the NGT, NOC from the Land Owning Agency i.e. Delhi Development Authority will require. However in a meeting held with VC, DDA and Minister of Tourism, Delhi Govt., it was assured by the VC, DDA that once the proposal is agreed by the NGT requisite NOC of DDA will be issued. Once the above approvals/NOC issued, the development work may be started by DTTDC. To begin with, it is proposed to develop the River front in Delhi upstream of the Wazirabad Bridge. The River front would consist of public conveniences, promenades, jogging track, cycle track, sandpit, volleyball courts, restaurants, snack bars and parks. 3. Promotion of Tourism - Delhi as a Destination Budget Allocation 2018-19 : ` 1055 Lakh This scheme has been divided in Three parts (Part A & B). Part A Budget Allocation 2018-19 : ` 1045 Lakh Branding Delhi: It is proposed to create a new campaign called “Brand Delhi”. We will re- develop the online presence of destination Delhi through websites, Apps, Maps, Social Media and Micro-sites. Delhi, bearing a rich heritage and history, has immense potential to become one of the most preferred tourist destinations not only in India but also globally. It is land of monuments, dotted with ruins forts, temples with many chapters of history that have unfolded to make Delhi what is today. Myriad episodes of history, a lineage and significant monuments like the Qutab Minar, the stunning Humanyun’s Tomb, the magnanimous Red Fort, the city of Old Delhi. This Delhi, the Old Fort and many more are epitomes of varied historical eras and this is where the real strength of the City lies as far as the tourism in Delhi is concerned. Delhi has a lot to boast about and hence arises the dire need to promote Delhi as one of the most sought after tourist destinations not only in the domestic but also in the international arena. Undoubtedly, tourism requires careful Outlayning and management and in the absence of a concrete Tourism Policy, there is no set Outlay drawn to market the city in the International market so as to showcase the potential of the city as a Tourist Friendly destination. There is a need to initiate steps to market Delhi more effectively and in a strategic manner on the lines of other state Tourism Boards. In order to keep pace with the growing competitive market, it is proposed that, on the lines of other state Tourism departments to carry out aggressive campaigns to Brand Delhi. With an objective to promote tourism in and around the capital city, Delhi Tourism & Transportation Development corporation Ltd. has been playing a role of catalyst and been taking proactive steps in making the city a Tourist Friendly destination. The activities proposed to be undertaken under the scheme emphasized the need to aggressively Brand Delhi through various available mediums. Production of Tourist Literature, Folders, Leaflets, Maps, City Guides, Brochures, CDs : To market Delhi more effectively and in a strategic manner on the lines of other state tourism Boards. DTTDC plans to undertake campaigns for Branding Delhi as a Tourism Destination at national level through various mediums including release of advertisements / advertorials in Travel magazines & Press advertisement, online social media, production of pictorial brochures on Delhi, Radio Jingles, outdoor publicity through Hoardings, Street Furniture, Metro Stations etc. It is also proposed to produce short films on promotion of Delhi – as a tourism Friendly destination and telecast as TV commercials on various channels. Publicity through Print and Electronic Media/ Internet : The plan includes: Production of Film on Delhi: Promoting Delhi as a Tourist Destination and as Film Shooting Destination – Edited versions of both the films for TVC. Promotions through TVCs on various channels, Release of Advertisements in Magazines (Travel & Tourism), Outdoor publicity through Metro Stations, Backlit panels at Airport, Bus shelters, Street Furniture, Air Baggage tags etc., publicity for Delhi Tourism activities like Tours, Travel, Adventure Activities, Dilli Haats through release of advertisements in newspapers and magazines and Social Media. Organization of Fairs & Festivals : Delhi Tourism has been actively organizing cultural events in Delhi to showcase this capital city as a tourist and cultural friendly destination not only for foreign tourists but for domestic travelers and the citizens of Delhi. In this context, it is pertinent to mention that the promotion of cultural tourism has been the main stay of Indian Tourism policy and accordingly, the rich heritage of our country at large and Delhi as a city in particular has been projected from time to time. Our neighboring states such as Rajasthan, Madhya Pradesh, Himachal Pradesh etc. are excellent examples where cultural tourism has already acquired international positioning and has acted as a catalyst to attract large number of tourists to these destinations. Apart from National & International tourists, NCT of Delhi has its own population of more than 20 million. The citizens of Delhi attend the Fair & Festivals organized by Delhi Tourism with fun and frolic. Participation in National Fairs/ Conferences/ Marts/ Exhibitions : National tourism fairs, conferences, travel marts and travel exhibitions are important for interaction with travel industry, media, airlines and other opinion makers. Further, this is helpful in direct marketing of tourist products and services to the consumers by direct interfacing. Presently, DTTDC participates in limited national tourism fairs. These interactive activities will also be organized in Delhi and simultaneously Delhi will also participate in such exhibitions, marts and conferences within India. Ek Bharat Shreshtha Bharat : The scheme of “Ek Bharat Shreshtha Bharat” launched by Ministry of HRD, Govt. of India which envisages strengthening of existing emotional bonding between the people of our country by promoting and showcasing the rich heritage and culture, tourism, wealth, educational specificities, agricultural traditional practices etc. of each state allowing people to understand and appreciate the diversity that is India, while fostering a sense of common identity. Accordingly engagement matrix for NCT of Delhi has been earmarked with the 8 states of North-Eastern States: with Sikkim & Assam (2016-17), Tripura & Mizoram (2017-18), Arunachal Pradesh & Meghalaya (2018-19) and Manipur & Nagaland (2019-20). The DTTDC proposed to organize culinary festivals with opportunity to learn culinary practices, promotion of Home Stay for visitors, promotion of Rajya- Darshan for tourists, organizing familiarization tour for tour operators of one state, prepare and share with the partner states a book containing information on their culture, customs, traditions, flora & fauna etc. for dissemination to schools colleges, organizing film-festival in the partner state with sub-title, showcase wearing of additional attire of the partner state. Promotion of Delhi as a Film Shooting Destination : Govt. of Delhi under the directions of Ministry of I & B, Govt. of India has appointed MD & CEO, DTTDC as the nodal officer for facilitating Film Shootings in Delhi vide order no. F2/797/TSM/11 dated 3rd August, 2016 of Dy. Secretary (Tsm), GNCTD. Cinema is undoubtedly a powerful tool for the development of a nation. Its impact is immense and it plays an important role in economic expansion. Delhi has been a part of films for a long time now. Its scenic beauty, picturesque locations and historical monuments form interesting backdrops for movies. Delhi also embodies the stark, almost absurd, contrasts of India: A World- Class metro system, the chaos of Old Delhi and the Colonial Serenity of Lutyen’s Delhi. Subsequently, a Film Shooting Facilitation Cell was created within the corporation on the direction of the Chief Secretary, Govt. of Delhi with an objective that DTTDC acts as a nodal agency to act as a bridge between the filmmakers and the stakeholder agencies for facilitating single window clearances of permission for Film Shootings in Delhi. DTTDC is in the process of introducing “Single Window Clearance Mechanism” for film making facility so that the legal formalities to shoot in the city can be performed by visiting only one Government Office. Several steps are being taken to introduce a smooth system for granting permission to Film Producers, to provide them consolidated information on instructions/ guidelines issued by various Departments of Delhi and Ministries of the Government, and to make film shooting a hassle-free experience. Major Tourism Events Sponsored by the Govt. City Information Service (1280) Part B Bed & Breakfast Scheme Budget Allocation 2018-19 : ` 10 Lakh This scheme started in the month of October, 2007 and to be continued during the year 2018-19 to provide budget accommodation to tourists coming to Delhi and enjoy the traditional Indian Home & Culture and also have the confidence of the families support and protection and go back with pleasant memories. In the Bed & Breakfast accommodation in Delhi, there are two categories facilities i.e. Silver and Gold. The Registration Fee for Gold Category is ` 5000/- and for Silver Category ` 3000/-. The basic facilities available under the Silver and Gold Categories are: Facilities Silver Gold Floor Area of Room 120 sq. ft. 200 sq. ft Size of Bathroom 30 sq. ft 40 sq. ft Washing Machine Not Mandatory Mandatory Refrigerator in the room Not Mandatory Mandatory Telephone with Extension Not Mandatory Mandatory In the bedroom, double bed, AC, Furnishing etc., is mandatory. Maximum 06 rooms can be given to the establishment. The total number of Gold and silver category establishment and rooms registered under this scheme as on 31.03.2017 and target for FY 2018-19 is given below: Status till 31.03.2018 Target 2018-19 Category No. of Establishment No. of Rooms No. of Establishment No. of Rooms Gold 39 160 45 185 Silver 233 965 245 1015 Total 265 1131 290 1200 The list of Bed & Breakfast Establishments registered under the scheme is available on the website of DTTDC and Directory of Bed & Breakfast Accommodation in Delhi was also published and distributed from time to time. An expenditure of about ` 655 lakh incurred during the year 2017-18 on Promotion of Tourism in Delhi. 4. Beautification of Entry Points of Delhi Budget Allocation 2018-19 : ` 250 Lakh Development of Guru Tegh Bahadur Memorial at NH-I and other entry points of Delhi (i) Entry Point-I at NH-8 (ii) Entry Point-II at Ghazipur (iii) GTB Memorial at NH-I DTTDC proposes to beautify the road entry points to the city. These entry points would have the facility of tourist information office, public convenience, snack- bar, parking, first-aid facility etc. The entry gates would highlight the rich heritage of the city. DTTDC has constructed Guru Tegh Bahadur Memorial at Singhu Border (NH- 1), G.T. Karnal Road, spread over land measuring 11.87 acres as a deposit work of Urban Development Department. The project was set-up under the scheme of beautification of entry point of Delhi. In the landscaped tranquil background, the 24 metres high central pylon with petals at the base represents the Guru and his strength. The C arches denote his three followers and the monoliths represent the 10 Sikh Gurus with their sayings inscribed on them. Urban Development Department has transferred the project to Tourism Department, Govt. of NCT of Delhi. DTTDC is the executive agency for upkeep, maintenance and operation of the project. The MOU between DTTDC and Tourism Department was done in the March 2017 and expenditure of about 243 lakh incurred during the year 2017-18 for upkeep, maintenance and operation of the project. 5. Grant-in-Aid to DTTDC for Tourist Information Centres Budget Allocation 2018-19 : ` 150 Lakh Delhi Tourism is running Tourist Information Centers at all the main embarkation points in Delhi besides information offices in Kolkata and Chennai. Delhi Tourism disseminates information and distribute literature to the tourists from these offices and a large number of foreign and domestic tourists avail these facilities. The information centers are at the following places in and outside Delhi: • Domestic Airport- Terminal-I • New Delhi Railway Station • Coffee Home, Baba Kharak Singh Marg • I Center, Baba Kharak Singh Marg • Govt of India Tourist Office, Janpath • Dilli Haat, INA • Kolkatta • Chennai 6. Grant-in-Aid to Delhi Institute of Hotel Management & Catering Technology (DIHM & CT) Budget Allocation 2018-19 : ` 100 Lakh (This is GIA but used for capital works) a. Construction of Researcher Block (Boy’s & Girls Hostel) b. Construction of Residential Staff quarters c. Purchase of equipments for labs Delhi Institute of Hotel Management & Catering Technology is an autonomous body established in the year 1983 at Kashmere Gate. The institute was upgraded to the present new building in the year 2012 where the basic infrastructure was available for conducting the classes. During the same year, there was an increase in intake of the students from 60 to 120. Phase- I of the building which includes the academic and administrative block, has been completed and handed over by PWD in 2007 to DIHM & CT. Outlay kept in the Annual Outlay 2018-19 is for construction of Researcher Block (Boys & Girls Hostel) and Residential Staff quarters. During 2013-14, an amount of ` 3 crore was released by the Govt. of NCT of Delhi to DIHM&CT and also DIHM&CT received grant of ` 2 crore from Govt. of India. DIHM&CT has planned to start some revenue generating courses in 2018-19 and impart the in service training to the cooks, waiters, housekeeping and other MTS staff of Government Guest Houses, Govt. Offices, Canteens and Cafeteria etc.. DIHM&CT will start short term summer courses in four trades i.e. Bakery & Patisserie, Indian Cookery, Snacks Cookery and Chinese Cookery for general people, specially students, ladies and housewives. 7. Skill Development of Students in Government Schools Budget Allocation 2018-19 : ` 100 Lakh The Scheme “Skill Development of Students in Government Schools” (Aatm Nirbharta Ki Aur) is an initiative of Govt. of NCT of Delhi. It is a skill development scheme, aims to channelize the energy of the young students who have passed 8th & 10th standard and are 18 to 28 years age group. Aspirant students will be given training in the hospitality sector in the field of cookery, bakery, housekeeping etc. DIHM&CT is the implementing agency of the scheme. The venue will be the schools under the Education Department, GNCTD. During 2015-16, GIA of ₹ 75 lakh has been released to DIHM&CT towards implementation of this scheme. Initially, 4 Govt. schools has been identified by the Education Department, GNCTD. The DIHM&CT will recruit co-ordinators, data entry operators on contract for monitoring and guiding the schools and trainees. Government will incur the cost of course expenditure on equipment charges which are one time charge. 8. INFRASTRUCTURE DEVELOPMENT FOR DESTINATIONS AND CIRCUITS (CSS) Budget Allocation 2018-19 : ` 2240 Lakh Under this scheme, the following sub-schemes are covered: a. Tourist Complex at Said-ud-Azaib (CSS) b. Grant-in-aid to DTTDC for Chhawala and Kanganheri Water Sports (CSS) c. Grant-in-aid to DTTDC for development of Soft Adventure Park at Sanjay Lake (Capital Assets) (CSS) d. Grant-in-aid to DTTDC for new facilities in Delhi Haat INA, New Delhi (Capital Assets) (CSS) e. GIA to DTTDC for Development of Delhi Haat, Pitampura (CSS) f. GIA to DTTDC for Development of Delhi Haat, Janakpuri (CSS) g. GIA to DTTDC for celebration of Incredible India Festival (CSS) h. GIA to DTTDC for Swadesh Darshan (CSS) The Ministry of Tourism extends Central Financial Assistance to the State Governments/Union Territory Administrations for tourism projects identified in consultation with them for the improvement of existing tourism products and also for developing new ones. Under the Centrally Sponsored Scheme, “Infrastructure Development for Destinations and Circuits”, 100% Central Assistance is given for development of destinations/ circuits including mega projects of world standard and also for rural tourism infrastructure development. The Ministry of Tourism provides financial assistance up to ` 5 crore for the development of Destinations and ` 8 crore for Circuits. The upper limit of financial assistance has been increased to ` 25 crore and ` 50 crore for development of identified mega destinations and circuits respectively. The focus under this revised scheme will be on the improvement of existing product and developing new tourism products to the world standard. It will also focus on Integrated Infrastructure Development of the tourist sites. These tourist sites/destinations would be carefully selected based on its tourism potential. The aim would be to provide all infrastructure facilities required by the tourists within such destinations and circuits. Master Outlaying of these destinations and circuits will be undertaken so as to develop them in an integrated holistic manner. The aim will be convergence of resources and expertise through coordinated action with State Governments / U.Ts and Private Sectors. Tourist Destinations and Circuits in each State would be identified in consultation with the State Governments and would be taken up for development. This would include activities ranging from preparation of a master Outlay to implementation of the master Outlay. Projects to be taken up under this scheme should follow an integrated, projectised, area development approach. Comprehensive DPRs should be prepared for each project after consultations with all the stakeholders. Some of the projects implemented by Delhi Govt. under CSS are as discussed below: I) Tourist Complex at Said-ud-Azaib (CSS) Outlay 2018-19 : ` 35 Lakh (For Capital Assets) DTTDC has developed one of the finest Gardens spread over an area of 20 acres of Garden of Five Senses, Said-ul-Ajaib. Garden of Five Senses is also the venue for the DTTDC flagship festival i.e. Garden Tourism Festival which is held every year. DTTDC is developing the following theme garden at Garden of Five Senses:- • Herbal Garden • Rose Garden • Cacti Garden • Butterfly garden • Fragrance garden Ministry of Tourism, GOI sanctioned an amount of ` 192.45 lakh for the project “Development of Theme Garden at Garden of Five Senses, Said-Ul-Ajaib, New Delhi” during 2011-12 with sanction accorded for release of ` 153.96 lakh being 80% of CFA as the first installment for starting the work. Tourism Department has issued a Sanction dated 28.03.2012 of ` 50 Lakh (CFA) to DTTDC for Development of Theme Garden at Garden of Five Senses, Said-Ul-Ajaib, New Delhi under CSS- Outlay out of GOI released amount ` 153.96 lakh. Under this scheme, there was unspent balance of ` 53.96 lakh as on 01.04.2014. An expenditure of ` 40.00 lakh has been incurred during 2014-15. No expenditure has been incurred during 2017-18. There is unspent balance of ` 13.96 lakh as on 01.04.2018. Ministry of Tourism, GOI will release balance amount of ` 40 lakh after furnishing of UC by the DTTDC. II) GIA to DTTDC for Development of Water Sports Complex at Chhawla and Kanganheri (CSS) Budget Allocation 2018-19 : ` 40 Lakh (For Capital Assets) Chhawla Water Sports Complex: DTTDC has taken 2.77 acres of land at Chhawla from Irrigation and Flood Control Department on lease basis. DTTDC has set up Chhwala Tourists Complex on Island in Nazafgarh Drain near the campus of Border Security Force. The site is well connected by Road via Nafargarh – Kapashera Road and Metro Line Via Dwarka Sector -21. The following facilities are being created at this site:- • Elevated Walk ways, Restaurant, Boat Jetty, fish Jetty, Toilet Block, Machan, Parking, Pedestrian Path and Club House. Ministry of Tourism, GOI sanctioned an amount of ` 297.87 lakh during 2007-08 and released an amount of ` 238.30 lakh. DTTDC has already submitted the UC of an amount of ` 381.89 lakh to MOT, GOI for release of balance funds of ` 48.92 lakh. Kanganheri Water Sports Complex: This project is being developed on the piece of land measuring 11.44 acres, which is approximately 2 km from Chhawla Bridge and is located in Kanganheri Village in South West Delhi. The project has accessibility through Nafargarh – Kapasehra Road and Metro Line via Dwarka Sector 21. The following facilities are being created at this site:- • Platform for tents, administrative block, canteen, toilet block, pantry, balloon plaza, water body, overhead tank, underground tank, cycle track, store block and paved parking. Ministry of Tourism, GOI sanctioned an amount of ` 416.21 lakh during 2007-08 and released an amount of ` 332.97 lakh. DTTDC has already submitted the UC of an amount of ` 414.81 lakh to MOT, GOI for release of balance funds of ` 59.57 lakh. III) GIA to DTTDC for Development of Soft Adventure Park at Sanjay Lake (CSS) Budget Allocation 2018-19 : ` 30 Lakh (For Capital Assets) DTTDC has taken over 6.3 acres of land at Sanjay Lake on license fee and revenue sharing basis from DDA for a period of 20 years. The DTTDC has also been allowed boating activities in the lake adjacent to the park. The following structures / works have been completed at the project:- 1. Restaurant Block having carpet area of 119 sq. mts. This includes sitting area, pantry, store, kiosks and publicity utility. 2. Portal cabin structures:- a. Souvenir Shops b. Ticket window c. Toilet block {2} d. Rooms {4} 3. Rain water Harvesting 4 Elevated walk way : 90 M (approx) 5. Walk way along lake : 250 M (approx) 6. Outlayters : 280 M (approx) 7. Pedestrian walk way The boundary wall has been constructed on three sides of the plot of land and on one side the area is protected by the lake. DTTDC is in the process of selection of operator for this project. Basic structure will be provided by the DTTDC and operator will set up the required equipment to operate the Park. The investment is likely to be about ₹ one crore to make the project operational towards the cost of equipment for the activities being proposed, which are as under:- Inflatable Rock Climbing Wall, Rock Climbing (permanent), Burma Bridge, Monkey Bridge, Spider Web, Dismantle able tented accommodation, Monkey crawling, Mountain Biking, Paint ball, Archery, Rifle shooting, Pit Jump, Rappelling, Zorbing, Commando net, Cat walk, Flying Fox, Dirt Track, Day and overnight camping and Bungee Jumping water based game/boating in the lake is also proposed to be allowed. In addition the operator shall also be required to activate the Restaurant Block and other facilities created at the project. Ministry of Tourism, GOI sanctioned an amount of ` 451.82 lakh during 2010-11 as CFA on 07.05.2010 and released an amount of ` 361.46 lakh being 80% CFA as the first installment for starting the work. DTTDC has already submitted the UC of an amount of ` 400.75 lakh to MOT, GOI for release of balance funds of ` 39.26 lakh. An expenditure of ` 499 lakh (` 56 lakh during 2010-11, ` 304 lakh during 2011-12, ` 75 lakh during 2012-13, ` 64 lakh during 2013-14) has been incurred till April 2014 by the DTTDC. An Amount of ` 361.46 lakh (released by GOI earlier) kept in GNCTD account has been released to DTTDC during 2014-15. IV) GIA to DTTDC for Up-gradation of Dilli Haat at INA (CSS) Budget Allocation 2018-19 : ` 10 Lakh (For Capital Assets) DTTDC had set up a tourism project, Dilli Haat at INA, in pursuance of Government Policy for promoting and preserving our immense heritage of human skill. The objective of this first Haat of its kind in the country was to provide a platform to the artisans of different parts of the country to display their ethnic wares. A take off from the traditional ‘bazaar’ where local artisans sell their merchandise, it offers the visitors a fascinating glimpse of India through its array of crafts, foods and folk performances. The project attained vast popularity among foreign & domestic tourists and won PATA Gold Award in the year 1993 and titled with the award of first barrier free project in the year 2005 in view of its wide success. The Haat fascinated Prince Charles so much that he stretched his whistle-stop visit to an hour long fiesta during his visit in the year 2003 and desired to put up a similar Haat in London. The Corporation has organized Dilli Haat exposition at Trafalgar Square in London in association with Govt. of India, Ministry of Tourism in June 2005. The Haat is being visited by most of the foreign delegations during their visit to India. The Haat has completed its 14 years of success, however requires the additions of new concepts like Art Gallery, International Fine Dining, Museum, setting up of more craft stalls in view of meet out the increasing demands. Ministry of Tourism, GOI sanctioned an amount of ` 72.85 lakh during 2011-12 and released an amount of ` 58.28 lakh. DTTDC has already submitted the UC of an amount of ` 249.05 lakh to MOT, GOI for release of balance funds of ` 14.57 lakh. V) GIA to DTTDC for Development of Dilli Haat at Pitampura (CSS) Budget Allocation 2018-19 : ` 10 Lakh (For Capital Assets) VI) GIA to DTTDC for Development of Dilli Haat at Janakpuri (CSS) Budget Allocation 2018-19 : ` 100 Lakh (For Capital Assets) Delhi Tourism & Transportation Development Corporation Ltd. (DTTDC) has developed 3rd Dilli Haat at Janakpuri. This project has been developed on a land measuring 08 acres allotted by DDA to DTTDC on lease for 20 years on revenue sharing basis. This Dilli Haat is set up with an objective to promote the national and international tourism activities and to cater the growing tourism needs in West Delhi and Delhi. This project is going to add value to the entire Township, residency and officers in and around west Delhi. 1. The following facilities are provided in Janakpuri Dilli Haat :100 craft shops – to be allotted to the registered artisans of DC (Handloom) and DC (Handicrafts), Ministry of Textile, Govt. of India. 2. 85 open platforms shops - to promote art, craft and handloom and in line with Dilli Haat vision. 3. Dormitory (80 beds) – for specific use for artisans and craft men at nominal charges. 4. Food court - 14 shops are being created to provide food of different states on India through state tourism corporations. 5. Exposition hall – to promote art, cultural events and various initiative / exhibition etc. 6. Music store and museum in two baskets towers – to promote and provide platform for Indian classical music and literature, keeping in view the theme of this Dilli Haat, which is Music. 7. Auditorium and Amphitheatre – an open auditorium with seating capacity of 800 persons and air conditioned auditorium with seating capacity of 800 persons. 8. Public convenience Public convenience such as parking, drinking water, toilets, tourist facilitation center, landscaping, seating spaces, elevators etc. will be provided. ATM and courier services are also proposed. In addition to the above some commercial activities are also incorporated including air conditioned shops, food courts, cafeteria, and fine dining restaurants with banqueting facilities. Originally, Finance Department has restricted and approved the estimated cost of the project as ` 79.96 crore after approval of the EFC of ` 81.44 crore in the meeting held on 20.12.2011. (With GNCTD share of ` 25 crore, GOI share of ` 25 crore and DTTDC share of rest amount of ` 29.96 crore). Govt. of NCT of Delhi already released an amount of ` 25 crore as financial support to DTTDC as mentioned in the EFC minutes in the approved EFC cost of ` 79.96 crore. Ministry of Tourism, GOI has sanctioned an amount of ` 24.36 crores, out of which ` 8.85 crore were released earlier, ` 4.50 crore in 2015-16 and ` 10 crore in 2017-18 by the Ministry of Tourism, GOI. VII) GIA to DTTDC for Celebration of Incredible India Festival (CSS) Budget Allocation 2018-19 : ` 15 Lakh DTTDC organized Incredible India Festival at Baba Kharak Singh Marg, New Delhi from 1st - 15th October 2010. The best of Indian Handicrafts, Handlooms and variety of Indian Cuisine was available to the tourists during the festival. The festival was organized on turnkey basis through an agency. The expenditure incurred on this festival was ` 94.92 lakhs. Ministry of Tourism, govt. of India sanctioned ` 100 lakhs and released ` 80 lakhs for this festival. Utilization Certificate has already been submitted for release of balance payment of ` 14.92 lakhs. VIII) GIA to DTTDC for Swadesh Darshan (CSS) Budget Allocation 2018-19 : ` 2000 Lakh The scheme is 100% centrally funded and funds are available under this scheme for development of theme based tourism circuits. Project is of development of 7 Heritage Routes with special focus on Mehrauli Node along with construction of elevated walkways connecting Qutub Metro Station to Qutub Minar. Delhi Heritage Circuit comprises of 7 circuits Mehrauli, Tughlaqabad & Suraj Kund, Hauz Khas & Safdarjung’s Tomb, Nizamuddin, Purana Qila & Lodhi Gardens, Shahjahanabad and New Delhi. Spiritual circuit comprises of Dargah Matka Pir, Dargah Hazrat Nizamuddin, Dargah at Chirag Delhi and Quttub Bakhtiyar Kaki, Mehrauli. The Metro Station of Qutub is very far from Qutub Minar and visitors coming to Qutub Minar on Metro find it difficult to reach Qutub Minar due to poor connectivity. Adjacent to Qutub MInar is Mehrauli Archaeological Park which has a number of notified monuments like Jamali Kamali, Quli Khan’s tomb, Raja ki Baoli, Metcalf house besides a number of other monuments. It is proposed that an elevated walkway may be constructed connecting Qutub Metro Station with Qutub Minar which may pass through Mehrauli Archaeological Park. The elevated walkway may have the facility of getting down near important notified monuments like Jamali Kamali, Quli Khan’s Tomb etc. in the Mehrauli Archaeological Park and may finish at Qutub Minar. The cost of the project is approx. ` 100.00 Crores. The appointment of consultant for preparation of detailed project report is under process. After preparation of DPR by the consultant, the Ministry of Tourism, Govt. of India will consider & sanction the scheme. Afterwards, the clearances from different agencies will be taken up. Chandigarh Tourism Policy GOVERNMENT OF INDIA MINISTRY OF TOURISM AND CULTURE DEPARTMENT OF TOURISM MARKET RESEARCH DIVISION Final Report On 20 YEAR PERSPECTIVE PLAN FOR SUSTAINABLE TOURISM DEVLOPMENT IN UNION TERRITORY OF CHANDIGARH March 2003 Submitted by India Tourism Development Corporation TLC Marketing Pvt. Ltd. Deloitte Touche Tohmatsu India Private Limited 20 year Perspective Tourism Master Plan for Chandigarh Contents for the 20 Year perspective Tourism Master Plan 1. Executive Summary 1 2. The approach a. Guidelines for developing 20 year perspective Master Plans as issued by the Department of Tourism, Government of India 6 b. Background of Consortium partners 11 i. ITDC ii. Deloitte Touche Tohmatsu iii. TLC Marketing Pvt Ltd c. Approach 15 d. Approach to Environmental Impact Assessment 19 3. Background on the State 21 a. History b. Physical features, Flora and Fauna c. Current infrastructure i. Access – Road, Rail, Air ii. Water & Sewage iii. Power – Electricity iv. Industrial Estates – list of major corporates d. Demographics versus other Northern States District Profiles e. Chandigarh Headquartered Corporate Houses 4. Current Tourism scenario in the State 38 a. Current Chandigarh Tourism Policy b. Inventory of Accommodation c. Current Tourism Statistics 1 20 year Perspective Tourism Master Plan for Chandigarh i. By city ii. Comparative with other Indian States – employment, project spends d. Taxes on Tourism activities e. Fairs & Festivals f. Roles of relevant bodies i. State Tourism Development ii. Urban Development & Town Planning iii. Industrial Development g. Tourism activities of contiguous States 5. Assessment of Tourism Attractions of the State 65 a. How other “City States” have developed tourism b. Inventory of attractions i. Versus criteria ii. By type of tourist and linkages c. Current State Tourism Policy versus National Tourism Policy d. Potential markets and market segments for the State e. Shortlisted projects f. Approach to Environmental Impact Assessments 6. Marketing State Tourism. Case studies of Kerala, Rajasthan and Uttaranchal 79 7. Implementation of shortlisted projects 90 a. Setting up a system for coordination of Departments b. Assessing the economic impact of tourism 2 20 year Perspective Tourism Master Plan for Chandigarh c. Setting up Police outposts d. Setting up a system for accreditisation of shops and transporters e. Creating a Tourist/ Cultural Centre f. Promoting traditional cuisine g. Horse race track & Club h. Amusement park i. Linking the sightseeing j. Conference Centre k. Adventure Tourism and Wildlife Tourism 8. Attracting the Private Sector investments in Tourism 126 9. Summary Tables 147 a. Prioritisation of projects b. Job creation c. Funding of projects d. Visitor numbers e. Economic impact 3 EXECUTIVE SUMMARY This 20 year perspective Tourism Master Plan for Chandigarh attempts to identify short, medium and long term tourism projects for the Union Territory of Chandigarh using the National Tourism Policy as a guideline. However, all existing and planned projects of Chandigarh Tourism have also been addressed. In these cases, thoughts that complement/ supplement the current thinking have also been listed. We have examined the success of several other “City States” and how they have positioned themselves. Very few, like the Vatican, have the benefit of historical attractions. Some like the Bahamas, Bermuda and Mauritius have natural attractions like beaches. Some traditional trading centers like Hong Kong, Singapore and Dubai have developed as financial hubs. In nearly all cases, however, city states have developed man made attractions with an emphasis on world class recreation and leisure. Gambling – Macau, Monaco & Sun City Horse Racing in Hong Kong & Dubai Sporting events – Singapore, Hong Kong, Dubai, Monaco and Sun City Entertainment events – in all the above, Seychelles etc. Interestingly, most do not rely on immediate neighbouring countries as source markets. Several suggested projects do not have any precedent in India. As such, projections of usage and hence revenues are difficult to make. However, these projects have been endorsed by knowledgeable individuals in the Travel & Tourism industry based on their personal experiences. The Plan makes some observations on current practice. Several specific actions and projects have been recommended. These have been divided into those projects to develop and sustain tourism infrastructure and those that generate visitors. These are summarized in the following pages. In all cases, the involvement of the private sector has been examined. The Plan shortlists the following projects Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission approach” on the lines of Rajasthan’s Rajiv Gandhi Mission on Tourism Development a. Coordination between Chandigarh Tourism/ Chandigarh Hotels/ Town Planning/ PWD (B&R)/ PHD/ Police/ Trade Associations/ NHAI/ Indian Railways b. The Mission should have a mission statement, a manageable number of objectives and specific activity milestones for effective review. 2. Assessing the Economic Impact of Tourism in Chandigarh. Tourism will not get the attention it deserves unless it can demonstrate the economic and social benefits it generates. a. We have suggested annual surveys and the use of multipliers to measure the impact of tourism investments and of tourist spendings 3. Tourism Police outposts. Safety and security are a major concern of travelers. a. We have suggested Tourism Police outposts be set up in the proposed “Tourist Centres” in Chandigarh. The list of locations can be expanded over the Plan period. 4. Accreditisation of Shops and transporters. These are two areas where most tourists feel most insecure in terms of being cheated. a. For shops, we have suggested accreditising shops that have price tagged items and a reasonable return/ refund policy. Shops will carry a Chandigarh Tourism plaque and be advertised in an official map. For Taxis/ auto rickshaws. Must be metered and carry tariff cards. These will be identified with a plaque 5. Cultural/ Tourism Information Centre. This should showcase Chandigarh and be a cross between Dilli Haat and The National Crafts Museum. This center should provide information and reservation capabilities for potential tourists to Chandigarh and neighbouring States. These will provide employment to artisans/ performing artists a. We recommend arts/ crafts, State cuisine and performing arts be showcased b. We recommend some permanent stalls backed by open spaces for stall for celebrating State festivals c. Incorporated into “Recreation & Leisure Centres” in Kishangarh 6. Promoting Traditional Cuisines. Chandigarh has eight neighbouring States each with a rich cultural tradition. We propose that food and cultural festivals be held on a regular basis. We further propose that the existing facility of Kalagram, which has held successful festivals in the past, be utilised. 7. Horse Race Track & Club. There is no good Horse Race track in North India. North India is also home to about 10 stud farms. Hotels in cities like Pune and Bangalore have their week end occupancies boosted by punters from major metros. The Race Club can have other facilities to attract a permanent membership. 8. Amusement park. The Rock Garden/ Sukhna Lake/ Golf Course area is already one hub of tourist activity. An area for an amusement park, for a Sports Complex and a Tourist Health Resort have already been ear-marked in the Chandigarh Master Plan. We propose the Amusement Park be marketed to families traveling Delhi- Shimla with young children to encourage an overnight break. 9. Linking the sightseeing. The distance between the Rock Garden and the area identified for the Amusement park is a long walk but a short auto-rickshaw ride. We propose a vintage narrow gauge railway be set up to link all the points in this Recreation & Entertainment area. 10. Conference Center to attract Business Travellers. Chandigarh Tourism has already identified a plot in Sector 31 next to the CII Regional HQ. We believe that this can cement Chandigarh as the commercial center of North India. 11. Developing the City Centre – Sector 17 – as a social and cultural hub. There is already a trend in this direction. We recommend a partnership between the Sector 17 shop owners and Chandigarh Tourism to develop a calendar of events. We also recommend a relaxation in Excise rules in terms of bar licence costs and hours of operation. 12. Adventure Tourism & Wildlife Tourism. We do not recommend any additional activity in this area other than the ongoing levels. 13. Attracting the Private Sector. We have recommended a package of incentives to attract the Private Sector to invest in tourism related projects in Chandigarh. In all visitor generating projects we have recommended roles for the private sector As a “City State”, Chandigarh does not have the scope – or the space - to develop new projects over a 20 year time span. There is no particular need either in terms of funds or manpower to spread the suggested projects. Guidelines of Dept. of Tourism for 20 year Perspective Tourism Master Plans 1. Year wise phasing of investments required having regard to resources available 2. Plan should indicate short term & long term plans, targets and ground realities. 3. Plan should indicate all activities by agency with timeframes 4. Assess the existing tourism scenario in the state/UT with respect to existing traffic levels and inventory of - Natural resources - Heritage & other socio-cultural assets - Quantitative/ demographic factors - Services & infrastructure available 5. Plan should review the status of existing development/ investment for the development of tourism in the region 6. List and evaluate existing potential tourist destinations and centers and categorise them on the basis of - inventory of attractions - infrastructure available - degree of popularity - volume of traffic flow 7. Plan should analyse and categorise existing destinations and centers as - stand alone - part of a circuit - niche attractions for special interests 8. Plan should assess the existing infrastructure levels at identified destinations/ centers in terms of - quality of roads/ transportation facilities - civic amenities - en route transit facilities - boarding and lodging facilities 9. Plan should assess traffic flow for assessment of infrastructure requirements based on - Past growth - Suggested links and integration - Future expected developments - Likely investments from State - Investment climate/ incentive for private sector 10. Plan should attempt indicative cost configuration of likely investment on infrastructure under different heads and prioritise investment needs over 20 years 11. Plan should identify existing as well as new tourism projects including - expansion/ augmentation, - upgradation of services/ facilities - Destinations & centers 12. Plan should undertake product conceptualization cum feasibility for identified projects covering - locational evaluation - schematic product planning - quantification of individual product parameters - assessment of investment levels - project viability 13. Action plan for implementation of identified projects along with development of infrastructure in conformity with - State/ Central policy objectives & guidelines - National development and funding agencies - WTO’s Bali declaration 14. Project wise potential for employment generation including for women 15. Projection of domestic and foreign tourist arrivals for each proposed tourist place 16. Prioritise schemes based on employment potential and tourist arrivals 17. Prepare inventory of existing accommodation including paying guest and proposed needs split by various providers including various State Govt depts 18. Each project to be scutinised and finalized with a view to suggesting State Tourism projects to foreign funding agencies 19. Explore sources of funding such as FIs, TFCI. - Suggest incentives for private sector 20. Suggest institutional machinery in the State to oversee/ supervise the development of Tourism infrastructure 21. Build in facilities for performance of local artistes, cultural troupes 22. Cultural complexes to be suggested with the financial help of the State Dept of culture 23. Handicraft shops to be suggested. These can be run by women 24. Include development of potential health resorts. 25. Plan should have an Executive summary 26. Plan should include attractive packages/ schemes to attract private sector investments 27. Environmental issues shouls be dealt with in sufficient detail and EIA made in respect of new projects 28. Plans should include - carrying capacities - instruments of spatial and land use planning - instruments for architectural controls - strategy for local community participation & protection of cultural identity - Awareness programmes for local 29. Measures for mitigating adverse environmental impact and rehabilitation 30. Strategy for privatisation of State and State Tourism Corp owned tourism related properties 20 year Perspective Tourism Master Plan THE CONSORTIUM We believe that 20-year Tourism Master Plans require detailed knowledge in several domains. To address this need we have formed a consortium of experts. The consortium comprises of India Tourism Development Corporation – ITDC – Consultancy Division with relevant past experience in Master Plans, Technical Consultancy and project execution. TLC Marketing Pvt.Ltd, a marketing consultancy empanelled by The World Tourism Organisation (WTO), Madrid for various aspects of Tourism Development. TLC Marketing will ensure a balanced tourism plan that is marketable to both developers and the Tourist industry Deloitte Touche Tohmatsu, an international firm of Chartered Accountants and consultants with a wide range of experience in perspective planning in various industries. Deloitte Touche Tohmatsu also have access to their global expertise in the area of Tourism Master Planning. RELEVANT EXPERIENCE India Tourism Development Corporation ITDC was established in 1966 with the objective of developing tourism infrastructure and promoting India as a tourism destination. ITDC has a Consultancy Division which has completed many projects. ITDC has the capability of conducting Techno-Economic feasibility studies, providing Engineering and Technical Services, Mangement Consultancy and Advisory services, consultancy for Adventure Tourism. Assignments already completed by ITDC include Feasibility Reports for hotel projects in Baroda, Calicut, Cochin, Kanpur, Kohlapur, Lucknow, Nagpur, Nainital, Pine, Rishikesh, Varanasi, Raipur, New Delhi, Calcutta, Bangalore and Agartala 20 year Perspective Tourism Master Plan Tourism Master Plans for Assam, Nagaland, Orissa, Pondicherry, Sikkim, Punjab and Tripura. Technical consultancy for multiple hotels, youth hostels, forest lodges and restaurants Special projects for Rail Yatri Niwas, Indian Railways Catering, College of Combat, Institute of Water Sports at Goa. Project consultancy/ Execution – 28 hotels, the IITTM in Gwalior. TLC Marketing Pvt Ltd. The Directors of TLC Marketing have been involved with Tourism Development for almost 30 years and have had exposure to Tourism Planning in Egypt, Mexico and India. This has been mainly from the project developer’s aspect and are familiar with the requirements of the parties that invest in Tourism Development. They are also familiar with all aspects of tourism including resorts, cruises, timeshare, charters, conferences etc. Some relevant projects undertaken by the directors of TLC Marketing include Study for the India Convention Promotion Bureau on promoting conferences of various sizes to India Assignment with The Planning Commission for Tourism Development Plans for Uttaranchal and Uttar Pradesh. This included the development of a “tourist train” concept Review of Hotel classification norms covering Heritage and Resort hotels for the Govt. of India, Department of Tourism Feasibility studies for business and leisure hotels at over 40 destinations all India. Entry strategy for a hotel company into India looking at mid level hotels. This involves studying business destinations across India Strategy for a chain of Ayurvedic Spas, initially in the North of India Entry strategy into Timeshare for both mid-market and Luxury Resorts Launch of an Outbound Adventure Tour Operator 20 year Perspective Tourism Master Plan Deloitte Touche Tohmatsu India Private Limited Deloitte Touche Tohmatsu believes that for achieving a client’s business objectives, a variety of knowledge and skills are required. Our national coverage and international experience allows access to professionals in the industry and other areas of specialisations. Our clients include government bodies, non-government organisations, public sector organisations, private companies and international agencies. Brief details of some of our assignments in the hospitality, tourism and entertainment sectors is set out below: International assignments in hospitality and the tourism sector are detailed below: • Privatisation of Hungary Hotels, which comprises some 45 hotels and over 250 restaurants, in association with the Swiss Bank Corporation and Cazenove & Co. Our UK offices worked with our Budapest office on this extensive assignment. • Business valuation of Astir Hotel Company. We assisted the National Bank of Greece on the proposed sales as part of the Government’s privatisation programme. • Advised the public enterprises reform and divestiture secretariat of the Ministry of Finance, Government of Uganda, on the divestiture of Government owned hotels. • Valuation of four state-owned hotels in Morocco prior to their intended privatisation and sale for the Government of Morocco. In conjunction with the Deloitte & Touche Corporate Finance Group, investment memoranda were subsequently prepared to assist in the privatisation process. Indian assignments in Hospitality and Tourism Sector • Strategic advice to Quality Inns Private Limited. • Business plan for a holiday resort based in Kerala. This is under implementation. • Advisory services provided to an international chain of hotels • Business advisory services for Resort Condominiums International • Business advisory services for Singapore based company, for setting up operations in India in the area of serviced apartments and estate development. 20 year Perspective Tourism Master Plan • Business valuation and due diligence review for Landbase India Limited, • Business advisory services for The Radisson Hotel. • Entry strategy, valuation, negotiations and joint venture identification for Keystone and Venkys. • Trade survey for travel agents and tour operators for a large multinational company. • Review of project parameters and returns compiled for the airport expansion planned for Chennai by the Airports Authority of India. • Economic Feasibility study for setting up a permanent Trade Fair Venue, Madras International Exposition Limited, under the aegis of Federation of Indian Export Organisations (FIEO). Privatisation/ Disinvestment experience • Bharat Heavy Plates & Vessels Ltd., Visakhapatnam • RBL Limited, Calcutta • Tractors Corporation Limited • Bharat Goldmines Limited • Lamps Division of HMT Limited • Paradeep Phosphates Limited Ongoing disinvestments assignments include • IDCOL Cement Limited • The Fertiliser and Chemicals Travancore Limited • Instrumentation Limited • Braithewaite & Co. Limited • Bharat Heavy Plate limited 20 year Perspective Tourism Master Plan APPROACH Our approach is as follows 1. Review existing Tourism Policy a. This is reviewed in conjunction with stated National Tourism Policy as State Tourism activities should be in synch with National Policy b. Thisis also reviewed in terms of “Best Practice” of other Indian States and some Internationally successful players. 2. Validate Proposed projects a. Plans still to be implemented were reviewed to validate their broad feasibility 3. Suggest new Tourism Products a. This is done with costs, revenues, timelines and responsibilities. b. A broad Economic Impact assessment is made for each suggested product for both primary and secondary effects. Objective Our objective is to develop 20-year Perspective Tourism Master Plans that encourage sustainable tourism by achieving a balance between the growth of tourism on one hand and the impact on natural, heritage and cultural resources on the other. Criteria The Critical Criteria would be that the Plan should be viable. In other words, it should be attractive and marketable to all agencies involved – The traveler, the Travel industry, State and Government agencies, Financial Institutions, Tourism project developers and last but not least to the local population. The Plan will Clearly indicate short term and long term projects and targets Identify agencies involved and the actions required to be taken by each 20 year Perspective Tourism Master Plan Ensure that each action will have a time frame and an indicative cost Ensure each project will also indicate possible developers and possible sources of funding. Financial structuring arrangements, where relevant will also be indicated. Endeavour to involve the private sector in the development of the plans. This will ensure a buy-in to the finished product. Be based on secondary data – published data, supplied by the State and information obtained in discussions with informed individuals. METHODOLOGY Conduct Inventories Identify existing and potential - attractions - Infrastructure - Access - Environmental impact - Human factors Identify Specific projects Develop balanced Tourist products around each identified attraction Detailed Project analysis Identify each element, the possible developers, sources of funds, incentives etc Final Recommendations Shortlist projects, prioritise over 20 years. - Tourist projections - Employment and other economic benefits Identifying the attractions – the reasons for visiting. 1. The first step would be to make an inventory of all possible visitor attractions both current and potential. These would be studied under a. Long stay – natural and activity resorts such as hill/ beach/ health & fitness/ sports/ wildlife/ shopping and other activities 20 year Perspective Tourism Master Plan b. Short Stay destination – Business visitors, conferences, weekend stays, pilgrimage c. Short stay itinerary – where the attraction is part of an itinerary and dependent on other links 2. Each attraction will be assessed for “Carrying capacity” using absolute numbers as well as indices such as Tourists/ sq.km, Tourists/ 1000 population. This assessment will use international benchmarks and Best Practices. 3. The Environmental sensitivities will be addressed by a strategy to measure the impact on a. Air quality b. Water and water bodies c. Nature, both flora and fauna d. And on the attraction itself. 4. Based on the above, an assessment of the present and future needs of infrastructural services will be undertaken to cover a. Water b. Electricity c. Sewage and waste disposal d. Communications 5. Based on the potential markets for visiting the attraction, an assessment of the present and future requirements for access will be identified by a. Road b. Rail c. Air d. Water transport 6. There are Human Factors that will also be addressed. These will cover a. Employment b. Inflationary impact c. Cultural impact d. Alienation of locals/ Displacement 20 year Perspective Tourism Master Plan Identifying and Conceptualising Specific Tourism Products Having assessed the attractions available and the broad feasibility of each, the Plan will e develop a balanced Tourist product around each attraction. The Tourist product consists of the following 1. The attraction – the reason for the visit 2. Accommodation – requirements at each level a. Propose incentives for balanced development 3. Recreational facilities – to supplement the attraction. Eg. a hill resort could have rock climbing, paragliding, river & lake fishing, golf, entertainment and shopping 4. Local transportation a. Airport/ station transfers, shuttles, city sightseeing, public transportation 5. Information a. Signage, guides, brochures, photo ops 6. Wayside amenities a. Rest stops, service stations 7. Safety & Security a. Accreditisation of shops etc b. Tourism police Detailed Analysis and Final Recommendations After identifying the Tourism Products to be developed, the Plan will prioritise them over the 20-year perspective, each project will be analysed to detail The key agencies/ organizations involved in developing the product The investment required Identify possible investors and sources of funds and the processes to access these Possible incentives for the development Identify environmentally threatened places and buildings for restoration. Projection of tourist numbers – domestic and international Employment potential – occupations and income levels Other economic, social and cultural benefits Suggestions on marketing the products Environmental Impact Assessment Studies Environmental Impact Assessment (EIA) studies are complex exercises. They are also dependent on the specific projects. For example, projects next to water bodies would require a much deeper assessment of impact on water than other projects that would confine the study to the impact on ground water resources. In the Technical Bid for this project, the Consortium had clearly stated that we are not competent to undertake EIA and would not include them in the final report. However, we are listing out the essential aspects of EIAs. Each attribute must be monitored on a regular basis. Frequency of monitoring may vary from daily for some air samples to annually for soil characteristics. EIAs are best undertaken by specialist organizations like TERI, TARA etc. Attribute Parameters Ambient air quality SPM, RPM, SO2, NO2, CO, CO2, HC etc. Usually 24 hour samples twice a week. Meteorology Surface wind speed and direction, temperatures, relative humidity, rainfall Water quality Physical, Chemical and bacteriological parameters of surface and ground water Ecology Existing flora and fauna. For environmentally sensitive projects, inventory and state of health Noise levels Noise levels in DB(A) Light Lighting levels and impact on fauna, insects Soil Characteristics Parameters relating to agriculture and afforestation potential Land use Trends in land use change for different categories Socio Economic aspects Socio-economic characteristics, labour force characteristics, population statistics and existing amenities, current inflation Geology and mining Geological history, minerals details Hydrology Drainage area and pattern, nature of streams, acquifier characteristics of the area 20 year Perspective Tourism Master Plan for Chandigarh HISTORY India attained Independence in 1947; but in the process the territory of British India was partitioned to form India and Pakistan. The large and prosperous Province of Punjab, was divided and Lahore, its capital, fell within the borders of Pakistan, leaving Indian Punjab without a capital. Those who had been compelled to migrate to India keenly felt the loss of Lahore, a city much loved by its inhabitants. Though there was a temporary secretariat at Shimla in Himachal Pradesh, the political leadership decided on the construction of a modern and accessible capital. In March 1948, the Government of Punjab in consultation with the Government of India approved a 114.59 sq. km tract of land at the foot of the Shivalik Hills in Ropar district as the site of the new capital. The city was named after the Mother Goddess Chandi, (Chandi - Goddess of Power + garh - fortress). The temple of the Goddess is on Chandigarh-Kalka Road. The temple is known by the name of Chandi Mandir. Prior to the construction of Chandigarh, the present site was a typical rural tract, with a rainfed subsistence agricultural economy. It was dotted with 24 village settlements, surrounded by cultivated land parcelled into consolidated irregular, small fields. Each settlement had a number of mango groves remnants of which are still visible in parts of the city. There were banyan or pipal trees within the settlements or near village ponds. The majority of houses were kutcha or partially pucca. Among the physical features, the choes, with their broad, shallow, and dry sandy beds, constituted an important element of landscape. These represented undulations in an otherwise level topography. Hills and mountains provided a panoramic background. The new city was needed not only to serve as a capital but also to resettle thousands of refugees who had been uprooted from West Punjab. India’s first Prime Minister, Jawaharlal Nehru enthusiastically supported the project and took sustained interest in its 20 year Perspective Tourism Master Plan for Chandigarh execution. When he visited the project on April 2, 1952, he declared: “Let this be a new town symbolic of the freedom of India, unfettered by the traditions of the past, an expression of the nation’s faith in the future.... The new capital of Punjab will be christened as Chandigarh-a name symbolic of the valiant spirit of the Punjabis. Chandigarh is rightly associated with the name of Goddess Chandi — Shakti, or power.” The responsibility for the design was given to the French architect Le Corbusier or the Crow. With the help of his cousin Pierre Jeanneret, and that of the English couple Maxwell Fry and Jane Drew (alongwith a number of Indian architects prominent amongst them Chief planner Narinder S. Lamba & Chief Engineer J.C. Verma) Chandigarh, the present capital, came into existence at the foothills of the Shivaliks. Profile of People It was built in 1953 and serves as the capital of two states, i.e. Punjab and Haryana. It is administered by the Central Government and is hence classified as an Union Territory. Since 1986 there has been much talk about officially handling it to Punjab on the basis of demography. The issue however continues to be a matter of discussion with many political disputes. Chandigarh had to be a city of migrants as it was built on the land acquired and cleared of existing settlements. One of its objectives was to rehabilitate persons displaced from Pakistan in 1947. Early settlers in the city were government officials transferred from Shimla, the temporary capital of Punjab after partition and displaced persons from Pakistan in search of a new home. According to 1991 census data, around two-third of the city's population were migrants, the remaining one-third were locally born. About one-third of the migrants hail from Punjab, Uttar Pradesh comes next, having contributed one-fifth of them. Haryana, Himachal Pradesh and Delhi are other important contributors of migrants. The city has 20 year Perspective Tourism Master Plan for Chandigarh attracted migrants from distant states, such as Bihar, Tamil Nadu, West Bengal and Maharashtra. The number of migrants from Nepal is also considerable. Over one-half of migrants to Chandigarh came from other urban places; the rest had a rural base. An urban origin was more typical of migrants from nearby states, such as Punjab, Haryana, Delhi, and Jammu and Kashmir. Migrants from relatively distant states, such as Uttar Pradesh, Bihar, and Tamil Nadu, mostly had a rural origin. According 1991 census the Pakistan-born displaced persons reduced to about 4% of all in-migrants. In the early sixties, they accounted for nearly 40% of the total population. PHYSICAL FEATURES Location Chandigarh is located in the Northern part of India and bound by two states, Chandigarh has Punjab to its north and west and Haryana to its south and east. Chandigarh lies at 30o 44'N latitude, 76o 53"E longitude. 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Map 20 year Perspective Tourism Master Plan for Chandigarh ROAD MAP Road Transportation The Union Territory of Chandigarh is well served with by an excellent network of roads. The National Highway 21 ( Ambala – Simla) and 22 ( Chandigarh – Manali) link Chandigarh to rest of the country Buses of seven State Road Corporations connect Chandigarh with many cities and towns of neighboring states. The important cities that are connected by buses with Chandigarh are Delhi, Dehradoon, Simla, Manali, Jammu and major Towns of Punjab and Haryana. 20 year Perspective Tourism Master Plan for Chandigarh National Highway Development Project – Golden Quadrilateral & North South East West Corridors Note: Red Line: North South East West Corridors Blue Line: Golden Quadrilateral 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Rail Network : Rail Transportation Chandigarh is well connected on the rail network. The main railway routes passing through Haryana are: Kalka-Delhi, Chandigarh-Delhi, Kalka-Amritsar, Kalka-Jodhpur,Kalka-Hawrah,Amritsar-Hawrah, Kalka- Sir Ganganagar (Rajasthan). 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Air Network: Air Transportation Chandigarh Airport is 12 kms. from City Centre, Indian Airlines and Jet Airways connect Chandigarh with Delhi, Leh and Amritsar. Jet has daily flights Delhi – Chandigarh – Delhi. Indian Airlines has a weekly flight Leh – Chandigarh – Leh. 20 year Perspective Tourism Master Plan for Chandigarh Physical Features The geographical area of the U.T. Chandigarh is 114 sq. km. and another 25.42 sq. km. of the hilly area, which has now been declared as 'Sukhna Wildlife Sanctuary' was acquired for soil conservation works. Chandigarh lies at 280 feet above sea level, with an average altitude of 362m (m.s.l.). The location of Chandigarh is unique as it lies in the foot hill region and is also adjacent to the plains of north India. As such it contains the vegetation of the foot hills and the north Indian plains.Chandigarh has 27 villages in its jurisdiction and two satellite towns, Sahibzada Ajit Singh Nagar, conveniently shortened to SAS Nagar, now Mohali, in the Punjab territory and Panchkula in the Haryana territory. Climate Four seasons are noticeable as (i) the rainy season (late-June to mid-September); (ii) the post monsoon or transition season (mid September to mid-November); (iii) the winter of cold season (mid November to mid-March) and (iv) summer or hot season (mid-March to Mid-June). Southwest monsoons commence in late June and usually continue up to mid-September when there are high intensity showers and the weather is hot and humid. May and June are the hottest months of the year with mean daily maximum temperature being about 40oC and mean daily minimum temperature being about 25oC.January is the coldest month with a mean maximum being around 24oC and a mean minimum being around 1.8oC. Fauna In the small and large water bodies there are about a dozen types of fishes, of which Mahseer , Thail and Rohu are more well known. The common frog is Rana tigrina (Indian Tiger Frog) but the other ones are Indian Rice Frog and Indian Burrowing Frog. Two types of tortoise are found. Three four types of lizards are found in buildings, lawns, hedges, etc. and one of these attracts the attention by its brilliant vermilion colour during mating season. Snakes are of quite a many types as Russels Viper, Cobra, Blind Snake, Indian Python, Sand Cobra, Rat Snake etc. 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh has numerous types and the permanent population of birds, which may consist of over 100 different kinds. There are also migratory birds visiting during winter from as far off a region as Siberia. It is estimated that about 100 to 200 types of birds primarily visit Sukhna Lake. The number of migratory birds varies from year to year. The common mammals are Grey Musk, Shrew Monkey, Langur, Flying Fox, Tickellis Bat, Stripped Squirrel, Indian Rat, Common Rat, House Mouse, Porcupine, Indian Hare, Common Mongoose, Stripped Hyena, Jackal, Indian Fox, Nilgai, Blackbuck and Chital. Flora The flora of Chandigarh area is in fact very rich, existence of 860 species of flowering plants in Chandigarh and its neighborhood. This excludes the ornamentals species whose number is anybody's guess because amongst the residents of Chandigarh and neighboring areas garden culture and love for ornamental herbs and shrubs is fast growing. Chandigarh region is home to number of plant species with Medicinal importance. Areas like Shivalik Reserve Forests, Sukhna Catchment area, Rock Garden, Rose Garden, adjoining villages, are among the various places where different kinds of Medicinal plants and few to endangered species of the same can be found. The most fascinating feature of the City's landscaping is perhaps the Tree Plantation along avenues, open spaces, green belts and around building complexes. The total forest cover in Chandigarh is 32.42 sq. km., which forms 23.5% of the total area. The green spaces like Parks, Gardens, Green belts, Leisure valley and Road avenues etc. are in addition to the forest cover of 23.5 %. Thus the green cover in the city is more than 33 % with 26 types of flowering trees and 33 types of evergreen trees in Chandigarh. 20 year Perspective Tourism Master Plan for Chandigarh DEMOGRAPHIC INDICATORS Unit Year Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi Chandi All India Pradesh Kashmir Pardesh Pradesh garh Sq.Km. 1982 44212 55673 222236 443446 50362 342239 294411 1483 114 3287263 Share in India Percent 1982 1.34 1.69 6.76 13.49 1.53 10.41 8.96 0.05 0 100 Population Million 1991 16.46 5.17 7.72 66.18 20.28 44 139.11 9.42 0.64 846.3 Share in India Percent 1991 1.94 0.61 0.91 7.82 2.4 5.2 16.44 1.11 0.08 100 Population Density Per sq.km. 1991 372 93.0 76.0 149.0 403.0 129.0 473.0 6352.0 5632.0 274.0 Avg Annual Growth in Percent 1981-91 2.42 1.89 2.54 2.38 1.89 2.5 2.27 4.15 3.54 2.14 Population (1981-91) Population (Projection) Million 2001 20.1 6.8 10.1 81.2 23.8 54.5 174.3 14.4 0.8 1012.4 Urban Population (Projection) Million 2001 27.5 - - 26.9 31.9 25.4 22.7 - - 28.8 Sex Ratio Females/ 1991 865 976 923 931 882 910 879 827 790 927 1000males Urbanisation Ratio Percent 1991 24.6 8.7 25.5 23.2 29.5 23.0 19.8 90.0 89.7 27.0 Urban Density Per sq.km. 1991 5309 2114 3132 6054 4997 2238 4364 14313 8433 4092 Death Rate Per '000 1996 8.1 8 - 11.1 7.5 8.9 10.2 6.05 4.1 9 Live Birth Rate Per '000 1996 28.2 23 - 32.4 23.5 32.3 34 24.6 16.9 27.5 Work Participation Rate Percent 1991 31 42.83 NA 42.82 30.88 38.87 32.20 31.64 34.94 37.46 Male Percent 1991 48.51 50.64 NA 52.26 54.22 49.30 49.68 51.72 54.34 51.55 Female Percent 1911 10.76 34.81 NA 32.68 4.40 27.40 12.32 7.36 10.39 22.25 Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh MACRO ECONOMIC INDICATORS Unit Year Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi All India Pradesh Kashmir Pardesh Pradesh Net State Domestic Product (NSDP) at Factor Cost*: - At current prices Rs. Million 1998-89 383990 49310 58120 610187.8 342900 **586500 1527260 365040 8755940 - At 1980-81 prices Rs. Million 1997-98 75450 $14,190 #17540 147480 101420 @116480 273650 *75740 323820 - At 1993-94 prices Rs. Million 1998-99 254090 NA NA NA NA **379720 971390 251650 NA NSDP Growth 1980-81 prices Percent 1997-98 1.1 NA NA 3.1 2 @0.4 2.2 3.3 87.3 Gross State Domestric Product Rs. Million 1997-98 374270 65040 72930 708320 503580 678050 1299770 445100 NA Per Capita Income at 1993-94 Rs. 1998-99 13084 8864 6658 7350 15504 7694 5890 19091 9739 Prices* 2.00 Sectoral Shares: - Agriculture Percent 1997-98 39 27.6 43 41.4 44 **34.2 37 1 31 - Industry Percent 1997-98 21 32.3 8 26.3 15 **24.088 20 83 28 - Services Percent 1997-98 40 40.1 49 32.3 41 **41.72 43 16 41 Sectoral Growth Rates: - Agriculture Percent 1995-96 -6 9 4 -2 0 -6 2 -40 -1 - Forestry & Logging Percent 1995-96 7 10 5 -12 1 2 -25 - -1 - Fishing Percent 1995-96 16 10 14 15 8 -12 6 3 5 - Mining & Quarrying Percent 1995-96 1 14 10 5 16 -18 1 -58 7 - Manufacturing Percent 1995-96 9 13 3 11 10 6 4 13 14 Per Capita Consumption Rs. 1995 5127 4347 7080 3442 5750 4503 3852 NA NA Expenditure * Note: Owing 10 differences in source material used, figures for different States are not strictly comparable. $: 1995-96 #: 1996-97 @: 1998-99 **: 1999-2000 Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh MINIMUM MONTHLY WAGES OF WORKMEN Haryana Himachal Jammu & Madhya Punjab Rajasthan Uttar Delhi Pradesh Kashmir Pardesh Pradesh Chandigarh With effect from Jul-00 Jan-99 Mar-93 Mar-00 Nov.99 Feb-00 Jan-96 UNSKILLED 1914.86 1530 NA 825 1796.5 1560 1920 2419 1350 SEMI UNSKILLED A 1964.86 1695 NA 928 1941.55 928 2220 2585 1495 SEMI UNSKILLED B 1989.86 NA NA NA 1875.45 NA NA NA NA SKILLED A 2039.86 1950 NA 1032 2104.55 1032 2660 2843 1657 SKILLED B 2064.86 NA NA NA 1983.45 NA NA NA NA HIGHLY SKILLED 2114.86 NA NA NA NA NA NA NA NA EDUCATIONAL FACILITIES SCENARIO Recognised Educational Institutions in Northern Region (1998 - 99) State University Professional Colleges for High Middle / Sr.Basic Primary/Jr. * Education general Education School/Jr. School Basic College School HARYANA 5.00 45.00 169.00 3785.00 1788.00 10269.00 HIMACHAL PRADESH 3.00 6.00 557.00 1525.00 1189.00 7732.00 JAMMU & KASHMIR 3.00 12.00 38.00 1351.00 3104.00 10483.00 MADHYA PRADESH 17.00 70.00 413.00 8341.00 21108.00 86858.00 PUNJAB 5.00 64.00 193.00 3325.00 2527.00 12633.00 RAJASTHAN 10.00 70.00 267.00 5633.00 14807.00 35077.00 UTTAR PRADESH 28.00 174.00 676.00 8339.00 20675.00 94476.00 DELHI 11.00 24.00 64.00 1459.00 601.00 2676.00 CHANDIGARH 2.00 7.00 12.00 107.00 34.00 48.00 NORTHERN REGION 84.00 472.00 2389.00 33865.00 65833.00 260252.00 % TO ALL INDIA 35.44 22.17 31.88 30.12 34.62 41.52 INDIA 237.00 2129.00 7494.00 112438.00 190166.00 626737.00 * Includes Deemed Universities and Institutes off National Importance Source: PHD Chambers of Commerce. 20 year Perspective Tourism Master Plan for Chandigarh WATER SUPPLY Items Unit Period 1990-91 1998-99 1999-2K 2000 - 01 1 2 3 4 5 6 No. of Water Works Nos. NA 5 5 5 (Cums.) No. of Metered Connection Nos. 74892 82184 84294 120000 No. of Un-metered Nos. 9360 23464 23656 20241 Connection WATER CONSUMPTION (A) Domestic Kiloliters 67933 5227262 5334897 5943761 (B) Commercial / Industrial Kiloliters 7992 1833205 1881295 4940444 Per Capita Consumption Kiloliters 97 70 67 95 20 year Perspective Tourism Master Plan for Chandigarh POWER Items Unit Period 1990-91 1998-99 1999-2K 2000 - 01 1 2 3 4 5 6 Electricity Consumed Lakh KWH 5240.80 8401.89 8491.04 8715.36 Per capita Consumption KWH 816 988 964 955 Agricultural Consumption Lakh KWH 12.71 25.58 26.59 23.02 Industrial Consumption Lakh KWH 2005.16 1792.34 1865.46 1916.35 20 year Perspective Tourism Master Plan for Chandigarh POPULATION DATA 2001 - CENSUS (P) Population Total Rural Urban Population as per 2001 Persons 900914 92118 808796 Census Males 508224 56837 451387 Females 392690 35281 357409 Decennial Population Growth Absolute 258899 25932 232967 1991 - 2001 %age +40.33 +39.18 +40.46 Density of Population Sex PerSq.Kms 7903 2658 10194 Ratio No.of females per 1000 773 621 792 Males Population of 0-6 years* (I) Absolute 109293 14007 95286 Persons Males 59238 7562 51676 Females 50055 6445 43610 (II) Percentage of Total 12.13 15.21 11.78 Population Persons Males 11.66 13.30 11.45 Females 12.75 18.27 12.20 Literacy : (I) Absolute 647208 59547 587661 Persons Males 384563 40178 344385 Females 262645 19369 243276 (II) Literacy Rate 81.76 76.23 82.36 Persons Males 85.65 81.54 86.16 Females 76.65 67.17 77.53 * 6 years means completed 6 years as on 01.03.2001 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Corporates Name of the Organisation State Amrit Banaspati Co. Ltd. Chandigarh Bank of Punjab Limited Chandigarh Bhushan Industires Limited Chandigarh Bhushan Steel & Strips Ltd Chandigarh Chandigarh Distillers & Bottlers Ltd. Chandigarh Chandigarh Industrial & Tourism Development Corporation Chandigarh Control & Switch Gear Company Ltd. Chandigarh Dhillon Kool Drinks & Beverages Chandigarh Golden Laminates Limited Chandigarh Gorz-Beckert Asia Ltd Chandigarh Guru Nanak Paper Mills Ltd. Chandigarh IPF - Vikram India Ltd. Chandigarh Indian Acrylics Limited Chandigarh Indo - Swift Limited Chandigarh Industrial Cables India Limited Chandigarh JC Coach Builders Limited Chandigarh Kamla Dials & Devices Ltd. Chandigarh Khandelia Oil & General Limited Chandigarh Metro Expoters Limited Chandigarh Modern Steel Limited Chandigarh Mohan Meaken Limited Mohangram (Chandigarh) Munak Chemicals Limited Chandigarh PCP International Ltd. Chandigarh Punjab Alkalies & Chemicals Ltd Chandigarh Punjab Chemicals & Pharmaceuticals Ltd Chandigarh Punjab State Civil Supplies Corpn. Ltd Chandigarh The Punjab State Co-oop Milk Producer's Federations Ltd Chandigarh Rana Polycot Limited Chandigarh Shivalik Agro Poly Product Limited Chandigarh Singhania & Co. Chandigarh Surya Medicare Limited Chandigarh Variendera Agro Chemicals Limited Chandigarh Winsome Textiles Industries Ltd Chandigarh POPULATION DATA 2001 - CENSUS (P) Population Total Rural Urban Population as per 2001 900914 92118 808796 Census Persons Males 508224 56837 451387 Females 392690 35281 357409 Decennial Population 258899 25932 232967 Growth 1991 - 2001 Absolute %age +40.33 +39.18 +40.46 Density of Population PerSq.Kms 7903 2658 10194 Sex Ratio No.of females 773 621 792 per 1000 Males Population of 0-6 years* (I) Absolute 109293 14007 95286 Persons Males 59238 7562 51676 Females 50055 6445 43610 (II) Percentage of 12.13 15.21 11.78 Total Population Persons Males 11.66 13.30 11.45 Females 12.75 18.27 12.20 Literacy : (I) Absolute 647208 59547 587661 Persons Males 384563 40178 344385 Females 262645 19369 243276 (II) Literacy Rate 81.76 76.23 82.36 Persons Males 85.65 81.54 86.16 Females 76.65 67.17 77.53 * 6 years means completed 6 years as on 01.03.2001 Name of the Organisation State Amrit Banaspati Co. Ltd. Chandigarh Bank of Punjab Limited Chandigarh Bhushan Industires Limited Chandigarh Bhushan Steel & Strips Ltd Chandigarh Chandigarh Distillers & Bottlers Ltd. Chandigarh Chandigarh Industrial & Tourism Development Corporation Chandigarh Control & Switch Gear Company Ltd. Chandigarh Dhillon Kool Drinks & Beverages Chandigarh Golden Laminates Limited Chandigarh Gorz-Beckert Asia Ltd Chandigarh Guru Nanak Paper Mills Ltd. Chandigarh IPF - Vikram India Ltd. Chandigarh Indian Acrylics Limited Chandigarh Indo - Swift Limited Chandigarh Industrial Cables India Limited Chandigarh JC Coach Builders Limited Chandigarh Kamla Dials & Devices Ltd. Chandigarh Khandelia Oil & General Limited Chandigarh Metro Expoters Limited Chandigarh Modern Steel Limited Chandigarh Mohan Meaken Limited Mohangram (Chandigarh) Munak Chemicals Limited Chandigarh PCP International Ltd. Chandigarh Punjab Alkalies & Chemicals Ltd Chandigarh Punjab Chemicals & Pharmaceuticals Ltd Chandigarh Punjab State Civil Supplies Corpn. Ltd Chandigarh The Punjab State Co-oop Milk Producer's Federations Ltd Chandigarh Rana Polycot Limited Chandigarh Shivalik Agro Poly Product Limited Chandigarh Singhania & Co. Chandigarh Surya Medicare Limited Chandigarh Variendera Agro Chemicals Limited Chandigarh Winsome Textiles Industries Ltd Chandigarh 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Tourism Policy Chandigarh Tourism has declared the following vision “ Tourism as a major industry in Chandigarh is to be developed by Providing leadership, organizational and strategic direction, Improving the quality of tourism products, Developing places of tourist interest, Providing necessary facilities for all categories of tourist and Marketing Chandigarh’s Tourism products internationally and domestically So as to provide employment and economic, environmental, social and cultural benefits to the citizens of the city beautiful – Chandigarh” In the new economic scenario, Chandigarh Tourism has recognized the need to involve the private sector in the development of tourism infrastructure in conjunction with the Government. The following activities are included in the ‘Tourism Industry’ Accommodation facilities Restaurants and fast food facilities Transportation facilities Tourist entertainment Souvenirs With this background, the objectives have developed as 1. Employment generation. Tourism generates both direct and indirect employment 2. Attract private investment 3. Preserve heritage and tradition. As Chandigarh is a new city, the traditions are related with gardens and festivals 4. Preserve the environment 20 year Perspective Tourism Master Plan for Chandigarh 5. Diversification of the Tourism product into adventure sports, entertainment, leisure etc. 6. To provide adequate publicity both domestic and international 7. Create accommodation facilities – renovate and upgrade existing facilities 8. Develop human resources for Hospitality and Tourism. The following strategic projects have been suggested to implement these objectives 1. Develop Chandigarh as a convention city – attract the MICE segment 2. Eco- tourism wildlife park around the Sukhna Bird sanctuary 3. Sound & Light show at the Rock Garden 4. Further development of Tourist amenities at Sukhna Lake 5. Amusement park 6. Translites and signeages for the convenience of tourists 7. Tourist information center to house other State Tourism offices as well as railways, airlines and trade associations 8. Promotion of Rail Tourism – in particular on the Kalka-Shimla line 9. Promotion of Kalagram as a showcase for the Northern States 10. Development of innovative tourism packages o Buddhist places o Pilgrimages - Hindu and Sikh o Holiday packages to Hill stations o Heritage packages o Adventure packages o NRI packages 11. Promotion of off-season tourism 12. Special Tourism packages for NRIs 13. Development of Chandigarh as a Film City 14. Integrate the police to safeguard the interests of tourists 15. Promotion of week end golf packages 20 year Perspective Tourism Master Plan for Chandigarh Another major initiative has been an attempt to integrate Tourism Development in the Northern States of Punjab, Haryana, Himachal Pradesh and Jammu & Kashmir via a ‘Tourism Advisory Board’. The Board would have the Tourism Secretaries of the participating states as members, the Chairmanship rotating between the States. The Board would also have prominent persons from the Tourism industry as members. The primary role is seen as Working out a strategy for integrated approach for promotion of tourism in the region Promotion of interstate Tourism via programmes such as Tourism Trade fairs & Exhibitions Setting up joint information centers Organising interstate package tours Collaboration on Tourism promotion schemes Joint participation in Traevl Industry Trade fairs Joint cultural festivals Linkages of websites Part of this initiative would be to declare a Special Tourism Area for a radius of 100 Km around Chandigarh with the prime objective of allowing the free movement of designated tourism vehicles. 20 year Perspective Tourism Master Plan for Chandigarh FAIRS & FESTIVALS Chandigarh citizens celebrate several festivals that are uniquely their own. The Festival of Gardens This is a three-day extravaganza organized in the last week of February; included on the national calendar of festivals. Initially called the Rose Festival it intended to encourage people to stroll through the Rose Garden and enjoy the sight of the blooms. Each year the festival grew: now it includes performances of music and dance, both classical and folk, flower shows, events for children, exhibitions by local artists, photographers and craftsman and a wide range of amusements. Since 1997 it is known as the Festival of Gardens. The city pulls out all the stops for this celebration, reminiscent of ancient India's Vasant Utsav in honor of spring. April Fools' Day (April 1) On this day poets from all over the country gather at Chandigarh to recite verses in a jocular vein. Even those who do not ordinarily enjoy poetry look forward to the Maha Moorkh Sammelan, or Conclave of Colossal Fools. No other city in India hosts such a gathering. Baisakhi Baisakhi is the first day of the new year in the traditional Vikrami calendar, it celebrates the wheat harvest, and it is one of the high points of the year for Sikhs as it is anniversary of the founding of Khalsa. As the capital of two basically agrarian states, Punjab and Haryana, this day sees festivities organized by both the state governments as well as the Administration of the UT, and of course many institutions in the city. 20 year Perspective Tourism Master Plan for Chandigarh The Mango festival This festival is held in June. Mango-growers from all over India are invited to enter their prize fruits in the various competitions. Visitors to the fair can see and taste all the traditional varieties of the fruit as well as the latest hybrids from the agricultural universities. It is also an occasion for agro-industries, and food industries processing mango into jams, pickles and canned fruit to display their wares. TEEJ Teej is a traditional holiday celebrated by women in the middle of the monsoon season-generally around the first week of August. The Rock Garden with its swings and pavilions is the festival venue and the day is basically a grand picnic with songs and dances, purchase of new bangles, painting the hands with mehndi. The Indo-Pak Mushaira This gathering in December brings together poets from India and Pakistan. The significance of this event is felt especially by the older generation whose memories go back to the years before the partition of India. For the younger generation it brings home the deep commonalties of language and culture that unite the people of two nations. The Chrysanthemum Show - in December turns the Terraces Flower Garden in the city's Sector 33 into a multi-coloured wall-to-wall carpet of chrysanthemums. Hundreds of varieties of the flower are on display and city gardeners vie for coveted honours in the competitions. The Plaza Carnival 20 year Perspective Tourism Master Plan for Chandigarh This Carnival is on every-Saturday-night is held on an open-air stage set up in Sector 17's central piazza. The weekly three-hour programme draws a large crowd and provides an opportunity for talented local singers, dancers, magicians, comedians, actors and acrobats to do their stuff. The Chandigarh Carnival This carnival is a three-day event celebrated in the second week of November shortly before or after Nehru's birth anniversary on November 14,otherwise known as Children's Day. The carnival opens with a colourful procession, which everyone is encouraged to join. The carnival is a time for students to show their talent (or simply have fun) and elders too participate in a number of competitions and exhibits. 20 year Perspective Tourism Master Plan for Chandigarh Roles of relevant bodies in Tourism The main bodies that generate and cater to leisure and business travel to the State are 1. CITCO – Chandigarh Industrial & Tourism Corporation 2. Urban Development and Town Planning Chandigarh Tourism. The Chandigarh Industrial & Tourism Development Corporation Limited (CITCO) was set up in 1974 for construction and allotment of industrial sheds and for supply of iron & steel to the industries in Chandigarh. Its original name was Chandigarh Small Industries and Development Corporation Limited (CSIDC). The Chandigarh Administration transferred Hotel Mountview and other cafeterias to the Corporation in 1982. It's name was first changed to Chandigarh Industrial & General Development Corporation Limited (CIGDC) and finally to Chandigarh Industrial & Tourism Development Corporation Limited (CITCO). In terms of Tourism responsibilities, Chandigarh Tourism plays both developmental and operational roles. Its prime areas of responsibility are 1. Promotion of Chandigarh and its attractions as destinations 2. Creation of tourism related infrastructure 3. Development of accommodation and restaurants 4. Activities pertaining to the preservation of art, culture, history and heritage of the State 5. Establishment of recreation and leisure facilities 6. Tourism related human resource development 7. Promotion of package tours 8. Information and signage 20 year Perspective Tourism Master Plan for Chandigarh Chandigarh Tourism is a profitable venture. A short overview of its performance over various activities is given below Unit Hotel Mountview 1997-98 Rs. - Lacs Sale Profit 824.55 215.71 1998-99 Rs. - Lacs Sale Profit 891.57 266.84 1999-00 Rs. - Lacs Sale Profit 1093.08 323.97 Hotel Shivalikview Hotel Parkview Chef Lakeview 677.08 127.68 111.28 145.49 9.98 16.04 651.46 121.22 117.20 81.74 -47.61 12.43 673.31 124.21 160.69 91.11 -4.60 39.98 Chef Bus Stand Rock Garden Canteen Canteens Tours & Travels 41.56 5.44 9.50 10.47 -14.55 -3.00 -18.59 -15.48 38.50 6.61 17.41 9.80 -10.07 0.14 -23.02 -15.24 36.89 1.24 16.88 7.96 -10.84 -0.54 -23.03 -13.54 20 year Perspective Tourism Master Plan for Chandigarh URBAN PLANNING The Department is headed by the Chief Architect who is the Ex-officio Secretary, Urban Planning. The Department consists of two wings. Architectural Wing Town planning Wing Architectural Wing This wing has five basic duties: • To design buildings for the Chandigarh Administration and work entrusted to it by various departments of the Central and State governments and autonomous bodies • To Co-ordinate with the various wings of the Engineering Department both in the planning and construction phases and to incorporate structural designs and other engineering services into the buildings. • Architectural supervision during the course of construction of works designed by the deptt. • To scrutinize building plans submitted to the Estate Office for approval of the Administration and to inspect commercial buildings for issuance of completion certificates by the Estate Office. The Chief Architect's jurisdiction encompasses the entire Union Territory. Town Planning Unit The Town Planning Unit consist of Senior Town Planner with supporting team of Divisional Town Planner, asstt, Town Planners and other draftsmen in different grades. The Senior Town Planner is responsible for implementing the Chandigarh Master Plan proposals. He prepares project reports dealing with different aspects of the development of the city and its surrounding area. He plans 20 year Perspective Tourism Master Plan for Chandigarh Industrial Development As this, along with Chandigarh Tourism, is part of CITCO, there is complete coordination within their roles and no overlaps. The Corporation was set-up in 1974 primarily for supplying raw-material to the small scale industries and for construction and allotment of industrial sheds. Some more activities were added subsequently. The details of the industrial activities in chronological order are as under: Year Activity 1974 Construction and allotment of industrial sheds. Supply of iron and steel to the SSI Units. 1978 Industrial Development and Facility Centre ( IDFC ). This Centre was setup with the assistance of Industries Department . 1979 Emporium as marketing outlet for the products of SSI units. 1992 Supply of Petroleum products- Agents for IPCL (Indian Petro Chemical Limited) 2000 Consignment Agency of Steel Authority of India Limited (SAIL) 20 year Perspective Tourism Master Plan for Chandigarh the Phase-II and II sectors and the left out pockets of Phase I and II with the aim of bring areas under intensive utilization. HE scrutinizes building plans and cases concerning construction in areas falling under the Periphery Control Act. He studies Urban trends, which will require plan revisions and plans for changing traffic and transportation needs. Rehabilitation and resettlement of squatters settlements and other rehabilitation housing projects come under his purview and he also outlines the statutory zoning plans in respect of land for commercial/residential/cultural/educational purposes. In accordance with the Estate Officer, the Senior Town Planner releases land for auction and sets plinth levels. He provides guidance to the Chandigarh Housing Board and prepares plan for the development schemes of Manimajra. He is involved in planning for the integrated development of the Chandigarh Inter-State Region. The Senior Town Plan's jurisdiction encompasses the entire area of the Union Territory of Chandigarh. 20 year Perspective Tourism Master Plan for Chandigarh Activities of contiguous states UTTAR PRADESH After the formation of separate hill state of Uttaranchal, UP doesn’t account for any breath taking topography as is associated with Uttranchal. Its most important physical feature is the River Ganges, which traverses the length of the state and accounts for some of the oldest cities/ regions of the world. Rivers are a significant physical feature and tourism resource. All important tourist destinations of UP have an attractive riverfront that can be developed. UP Government is concentrating on improving river-based experience by way of improving ghats, improving the experience at the ghats, encouraging water sports, river cruise, Better destination management at key tourism centers by way of urban decongestion, traffic management, ghats and river experience improvement and better accommodation facilities at Varanasi ,Allahabad and Agra. Product Innovation and better packaging of existing products a. The Bundelkhand area has a rich inventory of heritage properties. Lack of connectivity, infrastructure and communication facilities makes it difficult to create a tourism experience. Plans are to start a tourism train to provide connectivity, accommodation and basic infrastructure in a single product. It also provides a “theme” that is attractive and marketable. b. Agra as an International convention and events center. Plans to set up a international size convention facility. Agra has the advantage of instant international positive name recognition. It is well connected with Delhi gateway. Agra has numerous monuments besides Taj Mahal and numerous possible excursions extensions. Agra has ample accommodation in different ranges. 20 year Perspective Tourism Master Plan for Chandigarh UTTRANCHAL Tourism has been identified to have the potential to become the main stay of Uttranchal’s economy, and needs to be developed in planned and time bound manner. To achieve this objective the state has taken following steps The state has constituted a high-level Tourism Development Board, which will replace the existing tourism directorate. The role of the board will be a. Formation of a policy and strategy for development of tourism in Uttranchal b. Preparation of plans and guidelines for developing and strengthening tourism related infrastructure in the state c. Establish standards/norms for and forming policy guidelines for various tourism activities d. Strategy for mobilizing private sector participation and investments in the private sector. e. Single window Information and assistance center. Outsourcing Expertise The Uttranchal tourism board empanelled more than hundred experts/ agencies to seek services of specialists and consultancy agencies. The board identified seven projects and awarded the work to different agencies. These projects are master plans, which dovetail all developments and have a long-term perspective for sustainable tourism products. Destination Management The existing tourism centers need destination management plans to maintain and improve their effectiveness. Haridwar, Mussoorie, Nainital and Rishikesh being the key hubs through which pass the maximum number of tourists in the region would require immediate attention. 20 year Perspective Tourism Master Plan for Chandigarh Plans need to be made for better connectivity, city decongestion, improvements of accommodation etc. The master plan is being prepared for the Char Dham route, and same might be planned for other important destinations mentioned above. New Destinations New tourism destinations have been identified which will develop and marketed as spokes to hubs. These new destinations will also help in decongesting the hubs. Private Sector Participation The areas and opportunities have been identified for the private sector which are development of accommodation facilities for different categories of tourists, tourist resorts, specialized food restaurants, facilities for adventure sports, amusement parks etc. To make these investment opportunities attractive special incentives and concessions have been planned. 20 year Perspective Tourism Master Plan for Chandigarh RAJASTHAN Tourism is a significant contributor to the economy to Rajasthan economy. Rajasthan has adopted the mission approach for tourism sector to accord very high priority and ensure planned and time bound growth and development of tourism industry in the state to make it a truly “people’s industry” in Rajasthan. a. Rajasthan has estimated tourist accommodation of 19000 rooms in 772 hotels and as per assessment of the state tourism department, 20000 additional rooms will be required by year 2005.The state has decided to encourage more private investment. The state will encourage private investment in developing ancient buildings and heritage properties as tourist resorts; this will have dual advantage of preservation of heritage properties and additional accommodation. b. Traditionally Rajasthan has been depending on it heritage to attract tourists. Rajasthan Government is looking at ways and means of enhancing the tourist products. o The State has rich forest reserves and national parks like Sariska, Bharatpur- Ghana and Rathambore. Other areas, which have the potential for Wildlife, will be promoted. o Rajasthan has rich and varied heritage of handicrafts, handlooms and other products, which are appreciated by and purchased by tourists visiting the State. Efforts will be made to improve direct access of tourists to artisans. RTDC will develop shopping arcades in their existing properties and provide space to artisans to display and market their products. Efforts will be made to set up Shilpgrams and a Handicrafts Museum. o Experience has shown that Fairs and festivals have great tourist appeal and promotional value. Some of the fairs and festivals have become internationally popular like the Pushkar and Dessert Festival, 20 year Perspective Tourism Master Plan for Chandigarh Jaisalmer. The Government proposes to consolidate the facilities at such places to make these fairs and festivals more attractive. c. Destination Management o In view of possible exploitation of tourists, Government of may enact a suitable legislation for regulating tourism trade. o The Department of tourism will be empowered to license and inspect such establishments as are engaged in providing services of to tourists. Since there is an existing procedure for classification of Hotels, such establishments will not be brought under the purview of the legislation to avoid duplication of regulatory procedures. o Complaints received through tourists may be readdressed through Tourist Assistance Force. o Care will be taken to avoid unrestricted entry of tourists beyond the carrying capacity of National Parks and Sanctuaries. DELHI Delhi has a rich inventory of heritage properties. Delhi is one of the two major gateways to the country. Delhi has done very little to promote tourism in the state. This tourist has to come to Delhi for visiting all the popular tourist destinations in North India. Delhi is planning to set up 6/8 more Delhi Hatt type of facilities in different parts of Delhi. Efforts are being made to rejuvenate Tuglakabad Fort area. PUNJAB Punjab has done very limited to promote tourism in the state. It has limited heritage assets and the same have been neglected. The Golden Temple or Darbar Sahib is the most frequented pilgrimage center of the state. The Patiala Fort houses the National Sports Academy.Lately the Sheesh Mahal has been used as a backdrop to organize music concerts and contests and the area around the property has been improved. 20 year Perspective Tourism Master Plan for Chandigarh CHANDIGARH HOTELS HOTEL SECTOR AMAR 22 A ALANKAR 22 A AROMA 22 C CHANDIGARH 22 C CLASSIC 35 C DIVYADEEP 22 B G.K. INTERNATIONAL 35 C HERITAGE 35 C HIMANI'S 35 C JASMINE 35 C JAMES PLAZA 17 JULLUNDHAR 22 B KAPIL 35 B KC RESIDENCY 35 D KWALITY RESIDENCY 22 A Le CROWN 35 B MAYA PALACE 35 B METRO 35 35 C MONARCH 35 B MOUNTVIEW 10 B PANKAJ 22 A PARK INN 35 PICCADILY 22 B REGENCY 35 B RIKHI 35 B SAMRAT 22 D SHIVALIK VIEW 17 D SOUTHEND 35 C SUNBEAM 22 B CHANDIGARH YATRI 24 B NIWAS PRESIDENT 26 C SOLITAIRE NAC Shivalik Enclave PANCHKULA HOTELS North Park Panchkula - Shimla Road Prabhat Inn *** Panchkula - Shimla Road Oscar Regency Panchkula - Shimla Road Vikrant Panchkula - Shimla Road ZIRAKPUR HOTELS Mark Royal (10 Kms from Panchkula) Bristol (10 Kms from Panchkula) Shagun (10 Kms from Panchkula) Grow Green (10 Kms from Panchkula) NO OF ROOMS 16 12 30 16 14 14 28 14 17 14 N/A 16 13 26 14 16 26 16 14 156 14 26 48 25 16 16 13 57 20 26 30 20 12 50 30+ Info. Not avail. 12 (approx) 20 year Perspective Tourism Master Plan for Chandigarh State Luxury tax on room Qualifying rate -Rs Actual/ Published Sales tax on Food Sales Tax on softbeverages Sales tax on Liquor Annual Bar licence -Rslakhs Excise onconsumption- BeerRs Excise onconsumption-liquorRs Electricity / unit Elcetricity demandMonthperKVA/ 10 for Andhra Pradesh 5% 300 pub 8% 8% 8% hotel nil nil 4.61 108 Assam 20% all pub 7% nil nil 0.5 1.95+75% 3.75+75% 3.70+ 5% 70 Arunachal nil nil nil nil nil nil 0.5 nil nil 2.15 Bihar 7% 151 act 6+1% 11+1% 25+2% 3 1 6.75 2.92 125 Delhi 10% 500 act 8% 10% 20% 4.5 to 7.5 5.25 to 7.0 Goa 15% 500 pub 15% 20% on foreign 0.6 2.90 to 3.30 110 Gujarat 20% 500 act 12% 0.2 3.5 +45% Haryana nil nil NA 10% 20% 20% 5.75 4.02 Himachal Pradesh 10% 150 pub 8% 33% on out of state 0.7 2.8 Jammu & Kashmir 2% 8% 32% 1 3.18 Karnataka 15% 1,000 pub 10% 10% Indian 10% Foreign 60% 2.08 6.2 Kerala 15% 500 act 9% Local 5% imported 13 2 100% Madhya Pradesh 10% all act 9% 10% nil 2 3.63 122 Maharashtra 10% 1,200 act 20% 20% 20% 1.18 to 3.71 2.64 Orissa nil nil nil 8% Indian nil imported 20% 1.5 3.45 Punjab nil nil nil 9% nil nil 1.2 7.95 88 3.39 120 Indian nil imported Rajasthan 8% 1,200 act 14% 50.6% 1.5 to 6.0 11 31 3.72 20 year Perspective Tourism Master Plan for Chandigarh State Luxury tax on room Qualifying rate -Rs Actual/ Published Sales tax on Food beverages Sales Tax on soft Sales tax on Liquor - Rs lakhs Annual Bar licence Beer - on Rs consumption Excise liquor - on Rs consumption Excise Electricity / unit per KVA/ Month Elcetricity demand Sikkim nil nil nil 8% nil nil 0.06 2.5 Tamil Nadu 20% all Pub 8% 2.2 4 Uttaranchal 5% Uttar Pradesh 5% 1,000 act 8% out of state 32.6% 8 per hotel 8 48 4.13 West Bengal 10% a/c act 17% imported 30% daily 1 to 25 30 to 175 4.88 Chandigarh nil Source : FHRAI 20 year Perspective Tourism Master Plan for Chandigarh Transport taxes Token tax/ qtr Tax perseat/km Tax per day Tax per month Tax per week Total permonth All IndiaTouristPermitpermonth Delhi 35 seat coach 1675 560 1600 Ambassador 850 285 Esteem 1300 433 Haryana 35 seat coach a/c 8.53 4000 35 seat coach non a/c 8.31 Ambassador/ Esteem 875 291 Qualis- 9 seats 3175 1058 Punjab 35 seat coach 3175 nil Ambassador/ Esteem 800 267 Qualis- 9 seats 1000 333 UP & Uttaranchal 35 seat coach 14500 485 4835 Ambassador/ Esteem 730 243 Qualis- 9 seats 4350 1450 Gujarat 35 seat coach 9000 36000 Rajasthan 35 seat coach 20610 20610 2025 Ambassador 1000 1000 Qualis- 9 seats 3400 3400 Himachal Pradesh 35 seat coach 12000 4000 4000 Ambassador/ Esteem 386 130 Qualis- 9 seats 3250 1085 Madhya Pradesh 35 seater coach 3400 21600 Qualis/ Ambasador 210 Source : All India Transporters Association/ PHD Chamber of Commerce Employment in Hotels & restaurants Own Account Ent Establishments Total Number Employed Number Employed Number Employed Andhra Pradesh 69979 131,082 26504 134,009 96483 265,091 Arunachal 446 823 1029 4,740 1475 5,563 Assam 12005 18,186 14713 56,020 26718 74,206 Bihar 39822 62,201 21599 81,870 61421 144,071 Delhi 10917 14,822 10642 65,402 21559 80,224 Goa 1740 2,578 1189 9,331 2929 11,909 Gujarat 14759 22,622 12945 66,042 27704 88,664 Haryana 11971 15,360 5426 18,682 17397 34,342 Himachal Pradesh 7931 9,937 3214 11,651 11145 21,585 Jammu & Kashmir Karnataka 60093 103,972 34429 160,522 94522 264,494 Kerala 71472 101,290 27483 103,657 98955 204,947 Madhya Pradesh 39248 57,836 24412 96,007 63660 153,843 Maharashtra 47828 73,828 52237 312,763 100065 386,591 Manipur 2174 4,400 794 3,169 2968 7,569 Meghalaya 2222 4,430 3100 11,767 5322 16,197 Mizoram 1010 1,635 619 1,706 1629 3,341 Nagaland 589 1,301 949 4,179 1538 5,480 Orissa 34811 60,779 18007 68,292 52818 129,071 Punjab 10006 13,503 6694 23,984 16700 37,487 Rajasthan 29426 38,606 14820 50,224 44246 88,830 Sikkim 261 593 398 1,809 659 2,402 Tamil Nadu 85563 139,566 36637 167,673 122200 307,239 Uttar Pradesh 73911 103,649 28760 102,230 102671 205,879 West Bengal 68179 92,019 26508 115,903 94687 207,922 Andaman & Nicobar Chandigarh Daman & Diu Dadra & Nagar Haveli Lakshwadeep Pondicherry Source : department of Tourism Transport taxes Token tax/qtr Tax perseat/km Tax per day Tax permonth Tax per week Total permonth All IndiaTouristPermitpermonth Delhi 35 seat coach 1675 560 1600 Ambassador 850 285 Esteem 1300 433 Haryana 35 seat coach a/c 8.53 4000 35 seat coach non a/c 8.31 Ambassador/ Esteem 875 291 Qualis- 9 seats 3175 1058 Punjab 35 seat coach 3175 nil Ambassador/ Esteem 800 267 Qualis- 9 seats 1000 333 UP & Uttaranchal 35 seat coach 14500 485 4835 Ambassador/ Esteem 730 243 Qualis- 9 seats 4350 1450 Gujarat 35 seat coach 9000 36000 Rajasthan 35 seat coach 20610 20610 2025 Ambassador 1000 1000 Qualis- 9 seats 3400 3400 Himachal Pradesh 35 seat coach 12000 4000 4000 Ambassador/ Esteem 386 130 Qualis- 9 seats 3250 1085 Madhya Pradesh 35 seater coach 3400 21600 Qualis/ Ambasador 210 Source : All India Transporters Association/ PHD Chamber of Commerce 20 year Perspective Tourism Master Plan for Chandigarh Approach to Assessment of Attractions Successful tourism products are those developed to meet the demands of existing and potential markets. These market segments have also been analysed. While analyzing the attractions of Chandigarh, we kept in mind both Chandigarh Tourism Policy and the National Tourism Policy. The approach has been 1. Identification of market segments 2. Listing of all attractions in Chandigarh 3. Mapping the relationship between Chandigarh Tourism and National Tourism Policies 4. Study of “Best Practice” in other City States 5. From the above, a shortlisting of projects. 1 Fitness Trail High Court The Open Hand/ Dove – symbol of Chandigarh Rock Garden scuplture Marketing State Tourism Three case studies are attached – Kerala, Rajasthan and Uttaranchal – representing “Best Practice” in the Indian context. Recently, Maharashtra has been very active in promotion. Some pertinent observations are 1. Get the basics in place. In other words set the right conditions for enhancing infrastructure for tourism. Some specific actions taken a. Common approach by all Govt.Departments. Rajasthan’s Rajiv Gandhi Mission and Uttaranchal’s Tourism Development Board ensure that various Govt.Depts and private sector are involved in Tourism plans b. Giving Tourism Industry status. Kerala did this in 1986, Rajasthan in 1989 c. Outsource expertise. Uttaranchal and Rajasthan both utilize professionals for surveys and feasibility studies d. Involve Private sector. Kerala Tourism formed JVs with two major hotel chains to attract investments. It has further set up a Tourism Investment Agency. Rajasthan offered further assistance to develop Heritage hotels. Uttaranchal has earmarked accommodation, restaurants, adventure sports, amusement parks for private development. e. Develop Human resources. Rajasthan and Uttaranchal are encouraging private sector to set up Hotel management and Food craft institutes. There is emphasis on guide training and certification. Uttaranchal plans specialist training facilities for adventure sports. Kerala set up an Institute of Tourism & Travel Studies in 1988 in addition to the IHMCT in Kovalam. f. Emphasis on civic infrastructure. Identified by Uttaranchal as a key area. 2. Enhance the Tourism product. Apart from traditional reasons for visits a. Kerala – Ayurveda and Traditional festivals like Boat races, Elephant March, Nishagandhi Dance festival. Also developing a new Hill Station b. Rajasthan – Direct access to Handicrafts and Handloom artisans, Fairs and festivals, Wildlife. c. Uttaranchal – Adventure sports 3. Concentrate on a few destinations/ activities a. Kerala – Ayurveda, Calicut-Kasargod, Quilon-Alleppey b. Uttaranchal – four hubs of Haridwar, Mussoorie, Nainital and Rishikesh. Adventure sports c. Goa – holidays d. Rajasthan - Heritage 4. Manage Destinations. Involve host population – Rajasthan positions this as a ‘peoples industry’, better connectivity, city decongestion, Safety & Security of tourists – Kerala thinking of an insurance scheme, restricting entry into sensitive areas like National Parks, Registration of establishments catering to tourist needs 5. Product Positioning. Each State needs to develop a USP. a. Kerala – God’s own Country b. Uttaranchal – Every season is the reason c. Goa – 365 days on holiday 6. Promotion to target markets. a. Market segmentation – Relevant market segments, both domestic and international, should be identified geographically and by reason for visit. Eg. Kerala also targets NRIs b. Distribution – Ability to reserve hotels/ tours in source markets c. Sales - Participation in domestic and International trade fairs, familiarization trips for identified agents, sales offices in key markets d. Communications - Focused advertising in trade and travel related media, PR, Interactive websites, e-mail magazines, sweepstake prizes for high profile contests, familiarization trips for identified journalists i. Kerala has hired an agency in the US e. Database maintenance f. Marketing alliances – on-line airlines/ transporters, neighbouring States, destination co-op marketing. How other City States/ small countries position themselves Chandigarh is similar in situation to the city states and small countries around the world. The chart below attempts to analyse some of the more successful city states in terms of their drawing power City State Attractions Singapore Trading - Was a trading post to the Far East – Now a Financial hub – Connectivity to the world Manmade attractions – Jurong Bird Park, Night Safari, Sentosa Island & ropeway, Acquarium – Shopping, night markets – Golf Hongkong – now part of Trading China, but mainly unchanged Shopping Sports – Horse racing, rugby Macau Gambling – Casino/ Jai Alai Formula 1 races Monaco Gambling Casino & entertainment Formula 1 races Dubai Trading – similar to Singapore Shopping Sports – horse racing, power boats, golf, tennis, cricket Events Mauritius/ Bahamas/ Bermuda Beaches Off-shore companies Sun City, South Africa Casino, Golf,water sports, events Very few City States have the benefit of historical attractions such as at the Vatican. Some like Bahamas, Bermuda and Mauritius have the natural attractions of beaches. Most, however, have had to depend on manmade attractions. It is obvious that those city states that have had a history of trading, have managed to develop themselves as World Financial Centers. As part of this development, they have installed infrastructure for communications, in particular, very broadband channels for Internet. Another off shoot of this development is the growth in media. Dubai, in fact, is building a media city. However, the one striking feature in all these cases is the emphasis on world class standard Recreation and Leisure facilities. While facilities have been created for visitors, they are also used by the residents. – Gambling is a major attraction in Macau, Monaco and Sun City. – Horse racing is big in Hongkong and Dubai. – Sporting events attract people to Singapore, Hongkong, Dubai, Monaco and Sun City. – Entertainment Events are held in Sun City, Dubai, Hongkong, Singapore, Bahamas, Bermuda, Seychelles etc We believe that Chandigarh does have the potential to become a successful city state based on its own draw. It is interesting to note that city States like Dubai, Singapore, Bahamas, Bermuda, Mauritius etc do not rely on their immediate neighbours. Market segments for Chandigarh Tourism Market Segment Potential demand Potential Solutions Residents of Chandigarh Recreation and Leisure appear to be the main 1. Multiplex cinema halls demands. However, Chandigarh residents tend to 2. Amusement Park finish their working days relatively early and night 3. Night food bazaar cum entertainment entertainment demand is limited. 4. Horse Racing Neighbouring States Delhi 1. Transit traffic, specially families with small 1. Delhi - Transit Stopover traffic to Shimla or children on their way to Kulu/ Manali. These start 2. Haryana Kulu/ Manali later in the day from Delhi and the children get 3. Punjab - Short breaks restless after 4 to 5 hours. A good reason to stop 4. Himachal Pradesh Haryana would be an Amusement park. - Recreation & Leisure 2. Recreation & leisure. See comments above. None - Shopping of the contiguous states has developed good R&L - Business facilities except possibly the Gurgaon and - Meetings & Conferences Faridabad districts bordering Delhi. Punjab 3. Shopping. While Jalandhar and Ludhiana have now - Recreation & Leisure got good shopping facilities, they are still behind - Shopping the range offered by Sector 17. If this is combined - Business with R&L, it makes a powerful attraction. - Meetings & conferences 4. Business. This is normally connected with Himachal Pradesh Government. - Recreation & Leisure 5. Meetings and conferences. Chandigarh being the - Shopping State Capital of Haryana and the Punjab as well as - Medical the Northern Region HQ for several trade bodies, can satisfy this need 6. Medical. Medical facilities at the PGI are excellent. The new Fortis Hospital in Mohalli can also contribute to Chandigarh room occupancies Market Segment Potential demand Potential Solutions The Rest of India Apart from transit to HP, and a very small market No strong offer to attract this segment interested in architecture, the tourism demands from the rest of India are not met by Chandigarh NRIs – Also those of Chandigarh is the Gateway to the Punjab NRI’s could be encouraged to expose their children, many Punjab origin NRI Marriages of whom are negative to India, to the modern city beautiful - Chandigarh Other Foreign No real demand State Tourism Policy > Improving the Developing vs. National Tourism quality of places of Policy tourism tourist vvvv products interest Place Tourism on the Concurrent list Effective linkages and close coordination between Departments Safety & Security of Accreditisation Tourists of Shops, transporters Tourism Accounting System Computerisation Concentrate on one major project as State USP World Heritage sites as opportunity to expand cultural Tourism Themed Cultural Sound & Light Attractions at Rock Garden Providing necessary facilities for tourists Effective signages Have police posts at Tourism Information centres Provide a central reservation facility. Provide linkage between Rock Garden and Sukhna Lake and planned amusement park Other Chandigarh has already declared Tourism as an industry in 1994. However, incentives and concessions need to be reviewed Constitute a State Tourism Board/ Tourism Advisory Council Initiate a system for tracking tourism spends Secretariat & High Court complex?? Develop a documentary on the planning and development of Chandigarh State Tourism Policy Improving the Developing Providing Other > quality of places of necessary vs. National Tourism tourism tourist facilities for Policy products interest tourists vvvv Capitalise on Run regular Food traditional cuisines Festivals featuring foods from other States. Actively promote village tourism Exploit the potential of Sukhna Bird Create wildlife sanctuaries sanctuary awareness of the fauna Develop Adventure Improve the Development tourism with safety tourist amenities of the Sports standards at Sukhna lake. center at Kishangarh Recreation & leisure Develop a Dinner Develop an Multiplex Explore the are a vital component cruise on Sukhna amusement possibility of a of the local & regional Lake park. Race Track. This domestic tourism will help week market end occupancies in the hotels MICE to be developed Develop a for tourism, trade and convention commerce centre Develop Eco-tourism Create Develop the through grassroots, environmental Botanical community based consciousness garden movement through gardens Capitalise on the growing awareness of India’s holistic healing traditions Development of Incorporate shopping centers for traditional arts traditional crafts and and crafts with information on them Kalagram State Tourism Policy Improving the Developing Providing Other > quality of places of necessary vs. National Tourism tourism tourist facilities for Policy products interest tourists vvvv Promote the events, The quality of the A daily night fairs and festivals both Saturday Sector market can be locally and in the main 17 entertainment developed markets needs to be reviewed Provide the Convention infrastructure for center Business travel The following projects have been shortlisted Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Visitor generating projects 6. Promoting traditional cuisine 7. Horse Race track 8. Amusement Park 9. Linking the sightseeing 10. Conference center to attract business travelers 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism 13. Attracting the Private Sector Project 1 Effective linkages and close coordination between Departments There is a need to set up a system in Chandigarh to coordinate with other departments whose work has a bearing on Tourism. 1) Currently the following Government agencies have a direct impact on tourism products a) CITCO. Here, both Industrial development and Tourism come under the same department. b) Town Planning c) PWD (B&R) d) PHD for water, sewage & sanitation e) Police 2) Private bodies that are directly involved in tourism are the local chapters of a) FHRAI/ HAI b) TAAI/ IATO c) Transporters association 3) Indirect involvement by private sector corporations for business travel requirements and their related associations i) FICCI/ ASSOCHAM/ PHDCC etc. ii) Informed and committed individuals with current or potential interest in the State 4) Some Central Government agencies are also involved. These are a) NHAI b) Indian railways Two related approaches have been used by other Indian States Rajasthan has used a ‘mission’ approach whereby they have set up the Rajiv Gandhi Tourism Mission. This has the commitment from all State Ministries of giving tourism priority treatment. Uttaranchal is the first State to constitute a ‘Tourism Advisory Board’ with participation of both the Government and private sector The roles in planning and identification of projects, problems and solutions are similar. They vary in that the ‘Tourism Advisory Board’ is a body constituted under an Act with broad powers. The ‘Mission Approach’ is not a legal body and is probably easier to implement in states where tourism is not a major industry. Rajasthan - The Mission Approach This is exemplified by Rajasthan’s Rajiv Gandhi Mission on Tourism Development. While not a legal entity, the mission has A nodal agency in the Dept of Tourism, Art and Culture Collaborating agencies o RTDC o Dept of Urban Development o Dept of Archaeology & Museums o PWD o General Administration & Civil Aviation o Forest & Environment o Industries Dept o Devasthan Dept o West Zone Cultural Centre o Khadi & Village Industry Board o Archaeological Survey of India The Mission is structured with a Chairman – Chief Minister Empowered committee chaired by the Chief Secretary Mission Director – Secretary Tourism, Art & Culture District level Sub-Mission – Chairman is District Collector Site/ Local – mini mission A Mission Statement has been defined. Ten Mission objectives have been identifies and a 12 point strategy developed to implement the objectives. The mission statement seeks “To make Tourism the peoples industry”. The objectives and strategy were developed with the help of task forces that surfaced problems and solutions on a variety of subjects including Policy needs. 10 Milestones have been defined and for each milestone specific activity and deadlines detailed. The mission Director coordinates with other departments as well as professionals. The Directorate has the following Advisors Advisor Heritage Advisor Handicrafts Advisor Economist Advisor Media & Marketing Advisor Human Resource Development Advisor Research & Development Advisor Ecology/ Sociology As well as consultants from the private sector 1. Uttaranchal - Constitution of a Tourism Development Board A high level Tourism Development Board has replaced the Tourism Directorate. The responsibilities of this board are a. Formulation and Strategy for development of tourism in Uttranchal b. Preparation of plans and guidelines for developing and strengthening tourism related infrastructure in the state. c. Preparation of plans for various tourist segments and activities, identification and development of projects and ensuring their timely implementation. d. Establishment of standard / norms and framing of policy guidelines for various tourism activities. e. Formulation of a strategy for mobilizing private sector participation and investment in the tourism sector. f. A single window solution to all tourism related information, sanction for projects, escort services for obtaining clearances and approvals from other departments. 2. Identifying Key Projects - Based on the present tourist interest and the future potential in each destination. 3. Outsourcing Expertise - The tourism board empanelled more than hundred experts/ agencies to seek services of specialists and consultancy agencies. 4. Destination Management - The existing tourism centers need destination management plans to maintain and improve their effectiveness. Plans to be made for better connectivity, city decongestion, improvements of accommodation etc. 5. New Destinations - New tourism destinations have been identified which will developed and marketed as spokes to hubs to help in decongesting the hubs. 6. Private Sector Participation - The areas of accommodation facilities, tourist resorts, specialized food restaurants, facilities for adventure sports, amusement parks etc. Special incentives and concessions have been planned. 7. Human Resource Development - Plans to upgrade existing institutes and set up new institutes for diploma and degree training programmes. a) Specialist training for activities like adventure sports etc. b) Self-employment opportunities for local residents to encourage maximum participation of the host community. 8. Infrastructure Development Establishment of world class infrastructure facilities will be the highest priority of Uttranchal government. In order to do this, special efforts are being made to mobilize institutional resources and private sector investment and participation. Recommendation We recommend that Chandigarh start with a mission approach. This would require the backing of the Governor and the Chief Secretary to make it successful. The mission approach provides the coordination required and gives tourism a better profile with other departments. Project 2 Tourism Accounting System Tourism will not get the attention it deserves unless the positive impacts can be demonstrated. Several measures of the changes in economic activity can be generated. The most common are Changes in Sales or spending - The spending of visitors within the local area becomes sales or receipts for local businesses Changes in regional incomes - This is the sum of wages & salaries accruing to workers in these businesses and owners income and profits Changes in employment - Number of jobs supported by the given level of Sales. What is required to be measured for an impact analysis is the changes that occur with the introduction or closing down of facilities. In simple terms, the economic impact is Economic impact= change in # of visitors * average spend/visitor* Multiplier A visitor is defined by someone who lives outside the region so only ‘new’ spendings are measured. The overall impact is normally arrived at by c) Measuring distinct visitor segments eg. Day trips, transit, stayover, business travel, Government expenditure on tourism related activities including museums, cultural activities, recreational parks etc. d) Measuring spending in distinct categories – lodging, restaurants, meals, petrol etc. e) Allocating spending to receiving sectors and applying ratios and multipliers The first two measure primary effects. Secondary effects are of two types a) Indirect effects are changes in spending, income and jobs within the region in sectors that supply goods and services to the tourism sector. This requires an input-output matrix. b) Induced effects are the increased spends by residents from the incomes earned in tourism and the supporting sectors. Multipliers are required to capture the secondary effects and are generally sxpressed as a ratio to direct effects. These can be sales, income and employment multipliers. The World Bank has estimated that for every Rs 10 lakhs invested in India, the following number of direct jobs are created In Tourism projects 47.5 jobs In Hotels and restaurants 89.0 jobs In agriculture 44.7 jobs In Manufacturing 12.7 jobs Tata Consultancy Service has also estimated that for every direct job created in tourism, 4.62 indirect jobs are created in ancillary areas. The World Travel & Tourism Council uses a ‘Direct Revenue Multiplier’ in tourism of 2.07. While the intention of the Ministry of Tourism is to get a better understanding of the positive effects of tourism, at this stage the mechanism is not in place to collect the details in all sectors. Recommendation We suggest that Chandigarh Tourism puts in place a mechanism to collect data on direct effects. This may initially be in the form of annual surveys extrapolated to cover the State and calculated using the multipliers above. This will give Chandigarh Tourism the hard data required to substantiate the benefits of Tourism. Project 3 SAFETY & SECURITY SPECIAL TOURISM POLICE The National Tourism policy states that “There is a need for the creation of a special tourism police force for deployment at major tourist destinations. This will provide travelers security through a spirit of courtesy and hospitality.” While the creation of a special force at State level may not be feasible, the spirit of providing a sense of security to travelers is an important aspect. At the very least, all Tourist information centers – see note on the concept – should have a police outpost which can deal with crimes against tourists. The awareness of these police outposts should be widely created with hotels, restaurants and shopping centers in the relevant districts. There is no cost involved in this activity PROJECT 4. ACCREDITISATION OF SHOPS AND TRANSPORT AGENCIES Two other areas where most tourists feel insecure in the sense of being cheated are Tourist shops and transportation. It is suggested that Chandigarh Tourism institute a system of accrediting these establishments. For shops, the requirements are simple All items will be price tagged All sales will be subject to return in undamaged condition Shops will carry the accreditisation plaque/ sticker with the number of the monitoring agency For transport, again requirements can be kept simple Taxis/ rickshaws will be metered or carry a tariff sheet No fare will be refused if the taxi/ rickshaw is at a stand Participating transport will carry a plaque/ sticker with the number of the monitoring agency Participating transport drivers may be asked to wear a uniform In both cases, complaints will be taken up with the offending shop/ vehicle owner. A repeat complaint will bar the shop/ vehicle from carrying the plaque/ sticker. Recommendation We recommend that Chandigarh Tourism issue a tourist-cum-shopping guide – preferably in the form of a Chandigarh map - listing accredited shops and transporters. Maps should be given free at hotels, Sukhna Lake, Rock Garden and Sector 17 market. The cost of the guide can be recovered by advertising and sale of guides. PROJECT 6 PROMOTING TRADITIONAL CUISINES Indian cuisine is not just a trend internationally – no longer represented by just Tandoori Chicken – but within the country there is a growing interest in regional cuisine. Kerala vegetarian and non-vegetarian restaurants are thriving. Gujarati, Konkan, Chettinad and Punjabi outlets are being well patronized in the metros. In the past, extremely successful food festivals have been held at Kala Gram. Kalagram is an ideal venue between Chandigarh and Panchkula. It is suggested that State Tourism departments be contacted to conduct food festivals on an ongoing basis. Some arrangement will need to be worked out with the North Region Cultural Centre, but as this is a win-win situation for both parties – and the general public, this should be possible. Kalagram may require additional parking facilities. The neighbouring States of Himachal, Punjab, Uttar Pradesh, Uttaranchal, Haryana, Rajasthan, Jammu & Kashmir and Delhi can all be approached to hold festivals in Chandigarh. Chandigarh Tourism is also looking at promoting outbound traffic to adjoining States, and they may wish to use this platform more often. If the months of May to July are excluded, it should be possible to organize a festival every month, thereby giving Chandigarh residents and visitors an additional area of recreation and leisure. The festivals should be accompanied with performing arts and display the State handicrafts. Recommendation We recommend food festivals of various states be held at Kala Gram on an ongoing basis. This activity does not require much additional infrastructure and is in fact a revenue generating activity. Visitor numbers Past food festivals at Kalagram have generated 4-5000 visitors per festival over a 3-4 day festival period. If festivals are held monthly at a fixed period, say second weekend of the month or the full moon nights, the numbers can be sustained. 9 festivals x 5,000 visitors per festival = 45,000 visitors Revenues Revenues to Chandigarh Tourism/ Kalagram will be generated by entrance tickets and stall rentals. Stall owners – handicrafts/ F&B – will have direct sales revenues. Assume expenditure @ Rs 50 per visitor for handicrafts/ F&B/ parking 9 Food & Cultural Festivals/ annum Entrance fees = Rs 10 x 45,000 Stall rentals @ Rs5000 x 9 festival x 15 stalls Revenues to stall owners 45,000 x Rs 50 Costs = Rs 4.5 lakhs = Rs 6.75 lakhs = Rs 22.5 lakhs Venue costs are minimal as infrastructure exists. There will be promotional costs Project 12 Wildlife Tourism The Government of India, Department of Tourism has identified the development of wildlife sanctuaries as a priority item. Specific suggestions are to improve the quality of tourist facilities including Visitor information/ interpretation centers. Chandigarh has the Sukhna Bird sanctuary. As a reserved forest, people are not allowed without permission. This area should not be developed further. However, Chandigarh also has a wealth of flora. While the gardens attempt to highlight this, it is not generally known that there are over 1000 variety of trees in Chandigarh. Recommendation We do not recommend any additional expenditure other than that normally budgeted for this activity. Project 12 A Adventure Tourism Chandigarh has limited scope for adventure tourism. Apart from promoting serious boating – rowing, sculls, sailing, regattas - in Sukhna Lake, the area is not conducive to pursuing adventure tourism. Recommendation We do not recommend any additional expenditure on this activity other than that normally budgeted. Upgrading the facilities for the above can be taken up by the private sector. Project 5 Concept for Cultural / Tourism Information Centres These should be part of the City ‘Recreation and Leisure’ complex, and are envisioned as centers to showcase the State – a cross between Dilli Haat and National Crafts Museum. At the very least they should have 1. Tourist office with all information on the State 2. Central reservation capabilities for hotel and tour packages. a. These can be manned/ funded by the State Hotel Association & State Travel agent associations b. Space can also be rented to airlines, railways and travel trade associations. 3. A permanent live exhibition of the State’s traditional lifestyle, arts and crafts. This can be modeled on the National Crafts Museum. a. Artisans sell their goods directly and/ or through a central shop. The center provides a platform for the artisan on a revenue share or straight lease. b. State produce can also be sold e.g Basmati rice 4. A permanent restaurant featuring the State cuisine. a. This should be leased with stipulations on the menu and service standards b. The area can also carry periodic photo exhibits/ art exhibits. 5. Some permanent shops can be incorporated and leased out. a. Factory outlets of manufacturers based in the State is one example. 6. An open air amphitheatre to showcase the State’s performing arts a. This should also have screening facilities for documentaries b. This can be leased for private functions including marriages, film shooting 7. Open spaces for putting up stalls for celebrating State festivals a. These can be handicrafts and food stalls leased to private parties. 8. Space should also be allotted to other State Tourism bodies 9. A police outpost where problems faced by tourists can be addressed. Estimated costs for construction of this cultural centers are Activity Budget Tourist office building with space for State tourist offices, Central 50 lakhs reservations office, restaurant and police outpost, other offices Live exhibition of State’s arts and crafts, permanent shops 10-15 lakhs Open air amphitheatre – 750-100 persons 10 lakhs Space for temporary stalls for State festivals 2 lakhs Recommendation This should be set up in the amusement park area planned near Sukhna lake. Visitor numbers The objective of this facility is to provide service, not generate additional visitors, though there will be an indirect effect. Revenues Office rentals 10 offices x Rs10,000/ month Restaurant rental @ Rs 20,000/ month Shop rentals 10 shops x Rs 20,000/ month Amphitheatre rentals 20 functions @ Rs 20,000 Costs = Rs 12.0 lakhs = Rs 2.4 lakhs = Rs 24.0 lakhs = Rs 4.0 lakhs Ongoing costs are for maintenance and common utilities @ Rs 24 lakhs/ year. Funding The initial capital required is Rs 70-75 lakhs. Breakeven is achieved in 4-5 years and thereafter, it is a profitable operation. Attracting the Private Sector While there appears to be no requirement to incentivise the building of hotels, there are other tourism related activities that would need incentives to attract the private sector. We recommend that Chandigarh Government consider the following to develop a package of incentives.. INCENTIVES FOR TRAVEL & LEISURE INDUSTRY 1. Assistance on project report preparation 2. Concessional land for specified projects 3. Entertainment tax exemption for 5 years 4. Capital investment subsidy of 20% subject to a maximum of Rs 20 lakhs 5. Recommendation of loans to Financial Institutions 6. Interest subsidy on loans from approved financial institutions 7. Energy subsidy 8. Concessions on stamp duties/ reimbursement – urban areas, rural areas 9. Concessions on Change in land use fees 10. Excise licence fees concessions 11. Concession on Transport taxes on vehicles used for this activity. INVOLVING THE NON TRAVEL & LEISURE SECTOR IN TOURISM ACTIVITIES Chandigarh has over 25 corporates and PSUs with turnovers of over Rs 100 crores. These all have some commitment to Chandigarh and can be approached for sponsoring various activities that can improve the tourist experience. Greening of the environment – road dividers, green belts, parks Cleaning of the environment – garbage bins and collection Sponsorships of o signage o projects such as handicraft villages o events such as local festivals o information kiosks o tourist literature The companies may be compensated in terms of exposure available. It is also common to have directional signs to the company premises. Project 7 Horse Race Course Horse racing is an activity that draws week end traffic. In India, the main race tracks are in Mumbai and Kolkata. These depend largely on the local population with free income. However, Pune and Bangalore both have successful race tracks where the attendance is from outside the city. The race season in these two cities fills hotels over the normally low weekends. Revenue sources for Race Clubs are Club memberships Sponsorship of Corporate boxes Club house activities F&B concessions/ sales Gate money from attendees. Sponsorship of races. Programme sales Programme advertising Horses pay to race/ stable Share of tote Off-season revenues are buoyed by off track betting. Race tracks around the country pay for live telecasts via satellite. o This brings in viewership of about 2 lakh people Race tracks are also labour intensive, both for the track and for anciliary activities like stud farms, training paddocks, stables and for manning the accommodations for staff, trainers jockeys etc. A quality race course with a 2000 meter track requires an area of about 200 acres depending on the shape of the plot. On clear grounds, a race track can be laid in 100 acres. The area around Chandigarh and Delhi have the best stud farms in the country. Many are owned by political figures. There are at least 10 stud farms in the North where horses are bought for racing across the country. Owners of stud farms currently need to travel to other race tracks to promote their products. The Delhi Race Course does not cater to quality horse races. Setting up a race track is complicated. Tracks like Hongkong, Singapore, Malaysia, Kentucky etc all have their own systems and one suitable for Chandigarh will need to be worked out in conjunction with stud farms, race horse owners, authorities etc. The modern tote systems are totally electronic and cost upto Rs 2 crores. They are backed by broadband access to allow off track betting and satellite broadcast/ reception. The indicated expense of setting up an entire race course with track, club house, stabling, accommodation, tote machines etc is in the region of Rs 40-50 crores minus cost of land. The facility is usually given on long lease. Note Mr. Narendra Lagad from Pune is an acknowledged authority on setting up race courses. He has set up one in Kandy, Sri Lanka. (Contacts are 020-6879495/ 6870217/ 098220-28285 e-mail : narendralagad@hotmail.com ) Recommendation Chandigarh further examine the feasibility of including a Race Course in the Master Plan. The Club can have other sports facilities to attract memberships. Accommodation for out of town visitors should also be examined. The entire project should be in th private sector. Visitor numbers Race attendees 15 race days x 5000 attendees = 75,000 30 off track x 1000 attendees = 30,000 Club Members Permanent members = 500 Out station members = 300 Revenues 1. Gate money Race days 75,000 x Rs50 = Rs 37.5 lakhs Off track 30,000 x Rs 20 = Rs 6.0 lakhs 2. Club memberships 500 members x Rs 2 lakhs = Rs 1000 lakhs 300 outstation x Rs 75,000 = Rs 225 lakhs 3. Monthly dues + usage 300 x Rs 1000 = Rs 3.0 lakhs 300 x Rs 400 = Rs 1.2 lakhs 4. Company sponsored boxes 10 x Rs 5 lakhs/ year = Rs 50 lakhs 5. F&B concessions 45 days x 5 concessions x Rs5000 = Rs 11.25 lakhs 6. Programme sales 1 programme per 4 attendees xRs 10 = Rs 2.6 lakhs 7. Programme advertising @ Rs 1 lakh a programme x 45 = Rs 45 lakhs 8. Race charges 15 races x 8 horses x Rs 5000 = Rs 6.0 lakhs 9. Share of tote 5% of 105K attendees x Rs 200 per = Rs 105 lakhs Plus royalties for live telecasts. Costs - Ongoing 1. Race purses/ prizes – At least 2 prizes per meet can be sponsored by Corporate Houses. 2. Personnel – This includes a. Tote supervisors/ tellers/ gate entrance/ horsemen’s book keeper b. Racing secretariat/ starter/ announcer/ stewards/ paddock judge. Some of these can be voluntary positions c. Club house personnel d. Track maintenance/ security 3. Equipment maintenance. This can be outsourced 4. Insurance 5. Utilities 6. Track Maintenance 7. Advertising. Programme printing Funding recommendation The requirement is Rs 40-50 crores plus cost of land. The entire project should be tendered to the Private Sector. There are a variety of ways this can be managed from JV to fixed leases to profit/ revenue sharing. Project 8 Amusement Park Attracting tourists en route to Himachal Pradesh Up to less than ten years ago, given the state of the highways and the quality of cars, most tourists driving from Delhi to the Himachal destinations of Shimla and Kullu- Manali required up to 6 hours to reach the Chandigarh environments. For many, especially those on their way to Kullu-Manali or those traveling with young children, a stop-over in Chandigarh was very convenient. Today, the distance is covered in 4 hours or less and Chandigarh is now accessed before lunch. Given that the average person can comfortably drive 400 Km or 6 hours a day, they can easily reach Shimla. Also given the fact that car ownership is increasing at over 18% a year and that domestic tourism is increasing at 5% a year, traffic to Himachal out of Delhi will only increase over the next decade. The increased tourism promotion activity of Uttaranchal will also spur the HP Government to promote tourism more actively. Therefore, it is imperative that some portion of the transit traffic to Kullu-Manali is attracted to overnight in Chandigarh. The logical segment to attract is those traveling with children as children tire of long car trips. In short, the attraction should be oriented to children. Therefore, we propose an amusement cum water park. The water park would be a major attraction as most movement to the hills is in the Summer months. This need not be on the scale of a Disney World, but the rides and facilities of Appu Ghar but with quality equipment would suffice. This would also be a facility for the local population of Chandigarh, providing reasonably priced family entertainment, currently available in very limited scope. The ideal location for this facility would be in the Kishangarh area, adjacent to the current leisure areas of Sukhna Lake, the Golf course and the Rock Garden. This has already been identified by Chandigarh Town Planning. The park should be marketed to the specific segment of families with small children traveling to Kulu/ Manali. Possible facilities in an amusement park are listed below. While weekend usage will be high, it is necessary to balance the products to drive traffic throughout the week and throughout the day. The analysis below attempts this. Weekday usage Invest Direct Indirect Attraction AM PM Night ment jobs jobs Amusement Park - Ferris Wheel, slides, rides, dodgem cars Med Hi Hi Animal rides Med Hi Lo Bowling Med Hi Hi Casino/ Slot Machines Lo Med Hi Cultural Centre - Dilli Haat style to showcase the State Hi Hi Hi Fairground stalls - games of chance and skill Med Med Hi Food Court - Vishala/ Chowkidana Lo Lo Hi Go-karting Lo Lo Hi Kiddies play centre - Primeplay, Softlands Hi Hi Med Mini-golf - Putt Putt Med Med Hi Science Centre- Eg. Panorama in Kurukshetra Hi Hi Lo Shopping mall - designer shops a la Santushti, factory outlets, discount clubs Hi Hi Med Roller Skating rink Lo Med Hi Swimming Pool - heated(?) Hi Hi Hi Water Park Lo Med Hi Mini - Zoo Hi Hi Med Name of Park Area in Annual Entrance fees excluding video acres Visitors games and some selected rides. lakhs Child below 1 metre free. Essel World, Gorai 64 18–20 Child Rs.200/ Adult Rs 250 Water Kingdom, Gorai 24 12-14 Child Rs225/ Adult Rs 275 Nicco Park, Kolkata 40 12-13 Kishi Kintha, Chennai 10 VGP Universal, M’puram 8 Appu Garh, Delhi 6-7 MGM, Chennai 5-6 Fun city, Chandigarh 4 Child Rs140/ Adult Rs 140 Fun & Food Village, Delhi 12 5 Nicco Bhubhaneswar 15 2-2.5 Nicco Jamshedpur 8 2-2.5 Great Escapes, Nagpur 2 Visitor numbers Given that Fun City, with its less than prime location, attracts around 5 lakh visitors a year, and that the recommended location can easily attract highway traffic to Himachal, it is not unreasonable to base visitor numbers at 5 lakhs a year going up to 7 over 3-4 years. Visitor spends Factoring in student discounts and free children, Essel World/ Water Kingdom average Rs 175 per visitor. In Chandigarh, the average will probably be around Rs 150. In addition, visitors spend on parking, F&B and souvenirs as also on specialized rides and video games. An average visitor spend on items other than entrance is taken at Rs 50 per visitor. Therefore revenues can be assumed to be 5 lakhs x Rs 150 = Rs 7.5 crores on entrance fees and a further 5 lakhs x Rs 50 = Rs 2.5 crores on other items. Total revenues Rs 10 crores Costs It costs roughly Rs 1.0 crore an acre to create an amusement park. The investment in Chandigarh will be in the region of Rs 15 crores. Funding It is recommended that Chandigarh Tourism tenders the entire project to private sector. There a variety of ways this can be done from JV to various types of leases. Marketing This will be done by the amusement park operator. Project 9 Linking the sightseeing Chandigarh Tourism has recently introduced the Hop-on Hop-off bus linking the sightseeing of Chandigarh in an extremely user-friendly manner. This works very well for attractions that are fairly wide spread from each other where customers are willing to wait the 15 minutes to half an hour for the next lift. However, when attractions are relatively close together, waiting for the bus versus walking to the next attraction becomes a dilemma and an irritant. The main case in point is the 1 km distance between the Rock Garden and Sukhna Lake, both ‘must see’ attractions of Chandigarh. The walk versus the wait for the bus, specially with children, are both unattractive options! The other alternative option is to pay a hefty fare to the auto rickshaws It is understood that Chandigarh Town Planning has proposed leisure activities in the area beyond the Lake and between the existing Golf Course and Kishangarh. These are A sports complex Health resort/ picnic huts Amusement park This, along with the activities already existing in the Sukhna Lake area, make this area a hub of leisure activities, visited by all Chandigarh tourists and most Chandigarh residents. There are several possible solutions to ease this situation for the Chandigarh tourist. Regulate the auto rickshaws to charge the official fares o Auto rickshaws will probably boycott the stand as the potential fare is the minimum drop of flag amount. o It is probably not economically viable to increase the number of buses that would be required to increase frequency over the entire circuit. Introduce a shuttle bus between the two places o This would require one more bus to shuttle every 10 minutes o Customers may not be willing to pay any amount over and above the basic Hop-on Hop-off fare for a bus service that is seen to be part of the same system. Introduce a novel form of cheap transport between the two locations. Some alternatives o Animal drawn buggies o An elevated monorail/ rail system It has been indicated that a 2 Km elevated track would be extremely costly. The monorail is necessarily electric o A conventional rail track with ‘antique’ engines and coaches in miniature. This would be like the narrow gauge railway to Matheran/ Darjeeling. The engine would be a diesel/ electric engine and could be designed like the ‘Fairy Queen’. This would be an attraction in it’s own right. A diesel/ electric train can be run very cost-efficiently. Pollution versus a steam train is minimal Recommendation It is recommended that a narrow gauge track and rake be commissioned to the private sector. Revenues From ticket sales The Rock Garden receives an average of 3,000 – 5,000 visitors a day. All visitors to the Rock Garden also go to Sukhna Lake. With the development of the Recreational Area, the Sports complex, the Tourist & Healht Resort and the Amusement park, the number of visitors can only increase. If 35 -40% of the visitors use the transport, which is an attraction in itself, this is roughly 1500 passengers a day @ Rs 5/ passenger = Rs 2.25 lakhs/ month. If running/ maintenance costs are 50%, net profits are Rs 1 lakh a month for a 70 month breakeven. If the Amusement Park and Tourist Health and Sports Centre are developed in Kishangarh, the numbers will rise dramatically. In addition, there will be opportunity of generating revenues from advertising on the train. Costs The estimated cost for setting down 2 Km of track is Rs 20 lakhs and the cost of the train, 4 coaches with 50 passenger capacity is Rs 20 lakhs. The engine is Rs 30 lakhs for a total project cost of Rs 70 lakhs Sources of funds It is recommended that this project be funded by Chandigarh Tourism. The Indian railways may be approached to set up a mini rail museum in this area. Marketing There is no marketing and promotion necessary and hence no specific marketing costs. Project 10 Conference Centre for Business Travel Businessmen travel to Meet buyers Meet suppliers Visit Home/ branch offices Incentive travel – where the travel is an incentive reward for better performance Attend conferences – own company and business associations The first three reasons for travel cannot be influenced by third parties. Business travel however can be generated to particular destinations through incentive travel and through conferences, conventions and exhibitions. Apart from road, rail and air access which is a common essential to develop these activities, and which is adequate in Chandigarh, each of the above also has its own requirements. Incentive Travel Incentive destinations are typically not those with cultural attractions but those with a wide range of leisure activities and nightlife. The participants of an incentive group are all prize winners of performance awards and are looking for a fun time in a place that ordinarily would be out of reach of their pockets or regular family holiday destinations. Chandigarh is not suited for incentive travel. Meetings, Conventions and Exhibitions Meetings and conferences These are traditionally organized by companies for their own staff, distribution chain and, occasionally, suppliers. They are company need-based to communicate messages that require some interaction to a medium sized audience. The size of the company in terms of number of people and the spread of distribution are the prime drivers of meetings and conferences. Apart from companies headquartered in Chandigarh, those headquartered in the surrounding districts of the Punjab and Haryana are also candidates for holding meetings and conferences in Chandigarh. A listing of such companies is attached. Conventions and Seminars These are meetings held for multiple organizations interested in the same topic. They are usually organized by industry associations, professional associations, management associations, universities and NGOs to discuss topics of common interest. Among the more common conventions are various medical disciplines, religious, environmental subjects etc. However, the local chapter of the association needs to drive the organization of conventions and seminars. Typically, a bid document is put up to the national body that then may make an inspection trip to view facilities. The bid is normally submitted with comprehensive back-up documentation which apart from the core expertise is exhibited, the documentation covers extra-curricular activities during the day for spouses and evening and night entertainment, accommodation facilities, transportation etc. The local chapter must also organize the convention/ seminar. This can be fairly complicated and many organizations do not have in-house expertise. Successful conventions require that organizers are educated in meetings management. Cities that have evolved as convention destinations generally have a dedicated ‘Convention Visitors Bureau’ that works with local organizations to generate conventions. The Bureau has full time employees and a committee made up of representatives from the local tourism, hospitality, transport facilities as well as Associations. The attachment gives some organizations that can generate conventions in Chandigarh. Exhibitions Exhibitions are held to display products. These may be organized by Companies – A launch of new products is usually accompanied by an exhibition Associations – Manufacturing associations, agricultural associations and other industry associations including travel, automobile, job fairs all require exhibition area. Exhibition halls, typically being unfurnished have multi usage potential such as marriages, concerts and other social events. It appears that there is scope for a meetings facility in Chandigarh. Given that hotel capacities, both current and in the future, will be contained by town planning, the conference facility should not be too large. Chandigarh Town Planning has already identified a 7 acre plot in Sector 31, next to the CII Northern region Headquarters. Recommendation It is suggested that this offers A venue for General Body meetings of 600-800 persons (Approx 600-800 sq.mtr). This would be auditorium seating 3-4 break-out rooms. These are not with any fixed seating but should have capacities ranging from 50 to 150 persons theatre style.( Approx 400 sq.mts) Exhibition area of approximately 1500 sq.mtr Business center facilities Restaurant and snack Bar Parking Visitor numbers Typically, utilization of convention and exhibition area space is taken at 25% of capacity, even though it is possible to use spaces more than once a day. Exhibition area space may be better utilised as it has multi-functionality for social occasions. A 600 seat auditorium with break out rooms should see a throughput of roughly 55,000 persons a year. The exhibition space will have utilization for both exhibits and social functions. These are mutually exclusive. If the space is used 25% for exhibitions - 90 days a year including set up and knock down times – in other words exhibits available for 60-65 days, throughput of visitors will be 60-65,000. Of the 270 days available for social functions, we can take a utilization of 40% or 100 days with an average marriage attendance of 500 pax, this will be 50,000 pax. Visitor revenues Revenues from conference hall Rentals per event @ Rs 20,000/event x 90 days = Rs 18 lakhs F&B on attendance of 55,000 x Rs 200 = Rs 110 lakhs Revenues from exhibition hall Rentals per event @ Rs 20,000 x 90 days = Rs 18 lakhs F& B on attendance of 60,000 x Rs 25 = Rs 15 lakhs Revenues on Social functions Attendance 50,000 x Rs 200 = Rs 100 lakhs Total = Rs 261 lakhs Cost The total cost of construction of approximately 3000 sq.mtrs convention center will be in the region of Rs 8-10 crores. Landscaping 7 acres with parking will be around Rs 15 Lakhs. Profitability of rental income is around 80% - Rs 29 lakhs - and F&B income around 50% - Rs 112 lakhs for a total profitability of Rs 140 lakhs approx. Project viability break even in 5 –7 years. Funding Sources Part of the cost of construction can be de-frayed by Corporates paying to have some of the break-out rooms and possibly the main auditorium named after their company/ founder. ASSOCHAM has done this successfully with their HQ in Delhi. Marketing A convention promotion bureau should be set up. Potential clients for conferences and conventions both in India and abroad are easily identified from ICCA and other association lists. The convention bureau will need to work with their India Chapters to prepare attractive bid documents. Project 11 Energising the City Centre Sector 17 is the City Centre of Chandigarh. While most sectors have their own markets for daily essentials, Sector 17 is where aspirational ‘Lifestyle’ products are retailed. The market has been designed with vast pedestrian spaces and is eminently suitable to be developed as a social and entertainment hub. Apart from the months of May & June, Chandigarh weather is suitable for outdoor activities Evenings - Mid March to end April, July to November During the Day - December to mid March A social and entertainment hub would require Shopping for aspirational items. This trend already exists in Sector 17. Opening hours should allow for late shopping. Night market stalls of handicraft items should be allowed Special Sales periods/ Shopping Carnivals should be announced in advance Range of F&B outlets. There is a reasonable range of outlets. These should be encouraged. Liquor licences should be made more easily available and extension of service should be allowed till 1am. Entertainment Movie Halls/ multiplexes/ open air movies and documentaries Video parlours/ Bowling alleys/ slot machines Street entertainment. Local performing artists and those performing at Kalagram, All the Chandigarh festivals could be moved to Sector 17 – April Fools Day, Mango Festival, Indo-Pak Mushaira, Chrysanthamum Show Administration Energising the City Centre would require the active involvement of the Sector 17 shop keepers who have the most to gain from this initiative. They should be brought into the very initial planning stages. These activities do not require large funding, but coordination is crucial for success. Committees comprised of shop keepers and Chandigarh Administration should be formed for various types of activities. Funding As noted, large funds are not required. It should be possible to levy a small cess on shop turnover to fund activities. Marketing This is aimed to provide a focal point for Chandigarh residents. Communicating events will not require more than posters in Sector 17 and other sector markets. Attracting Private Sector Investment In Tourism Sector 1. Taxes 1.1 Rationalisation of taxes Expenditure tax is imposed by National Government while Luxury tax by State Governments. With the Expenditure tax, which is being levied at 10% where room charges are Rs. 3000 or more, being discontinued from 1 June 2003 as per the Union Budget 2003 and no Luxury tax levied, Chandigarh has an advantage over its neighbouring States. Incase in future Expenditure tax or any other tax is levied, then it is preferable to review the effect of total tax while calculating the taxes to be levied on the hotel industry. Moreover these taxes may be charged on the actual room tariff rather on published tariff rate card. 1.2 Other taxes In addition Service tax by Center and Entertainment tax by UT are also being imposed on the hotels. In the Union Budget 2003 services provided by the Hotels are exempted from Service tax. The rates of these taxes, together with expenditure tax and luxury tax, may be decided considering the composite tax (indirect taxes) rate for the hotel industry. The composite tax on hotel industry in India vis-à-vis neighbouring countries is presented in the table below: Composite Tax on Country Hotel Industry (%) India 30* Indonesia 21 Thailand 17 Malaysia 15 Singapore 14 Source: PHDCCI * Estimation includes 10% expenditure tax. 1.3 Sales Tax The Sales tax on beverages and liquor is 12% in the UT, which is moderately higher, compared to other states like Uttar Pradesh, Himachal Pradesh, Punjab, Delhi, etc. Keeping in view the tax structure of other States and especially neighbouring States, Chandigarh may reconsider the sales tax rates for these. 1.4 Transport tax Chandiragh has no transport tax while its neighbouring states Punjab and Haryana are charging the same. A single point tax collection system may be implemented in order to simplify the procedure and ensure smooth movement of tourist inter-states. Further, the tax rate per quarter levied on air-conditioned and non air-conditioned tourist vehicles may be limited by an overall cap amount for the country. 1.5 Power The cost of electricity is a major component in the overall cost structure for a hotel and hence may need to be maintained in line with other comparative States. 1.6 Foreign exchange earnings The UT may consider requesting the Centre for the extension of the time frame of income tax exemption on export earning under section 80HHD of the Income Tax Act 1961. The tourism sector may be granted this extension as like other exporters they too export their services and earn foreign exchange for the country. However, we may mention that it is unlikely that Centre will agree to this request as it has announced phasing out of such incentives. 1.7 Income Tax The UT may also request Centre for providing investments in hotels as well as other industry in the tourism sector with Tax Holiday for a pre-determined period which can be decided in consultation with the various departments and the private sector participants. In order to promote new investments in a particular industry, request for tax holiday for about 5 years for new investments, applicable for 2 year from the current financial year, may be sought. This may likely create positive interest among private sector to invest in these industries with in 2 years to avail the tax holiday. Here too, we may like to mention that the Centre providing such benefits is very unlikely. 2. Investment 2.1 Land rates The Government may consider providing land at concessional rates for construction of hotels and other infrastructure for tourism by private investor. Alternatively, Government may provide land free of cost and acquire stake in the new project constructed on it by private sector through a join venture. The Government has draft a joint venture policy for attracting private sector, a review of which is also incorporated in this report. 2.2 Stamp duty Chandigarh may consider reducing the stamp duty levied especially in the area related to pilgrimages, rural area, etc. 2.3 One window clearance Chandigarh may provide one window clearance to the prospective private sector willing to invest in the UT. This will ensure speedy and efficient investment procedure for the private sector thereby attracting necessary investments. 3. Administrative Structure 3.1 Tourism Advisory Board The UT may strive towards constituting a board or a council comprising members from Tourism Development Corporation, Investment Promotion Board, Industrial Development Corporation, National Tourism Corporation/Department, etc. which will be primarily responsible for co-ordination and monitoring of tourism related activities and projects to ensure proper implementation of Tourism Policy. A detailed suggestion is set out in this report earlier. 3.2 Tourism Development Fund The UT may implement Targeted Funding approach by creating Tourism Development Fund (TDF) which will be recipient of all revenues generated from tourism and tourism related businesses. The Fund will be created by raising low interest loans from multilateral agencies that are actively involved in providing financial assistance to public/private sectors for infrastructure development. A Special Purpose Vehicle may be created where all the funds raised will be parked and a deployed in developing infrastructure to enhance tourism sector. The identification of infrastructure for the development can be done in consultation with other administrative bodies, which are also responsible in developing infrastructure of the state to ensure proper co-ordination between all such bodies. 4. Infrastructure The Government may try to identify areas of strategic importance and involve private sectors in non-strategic areas. Further it may try to segregate core and non-core activities involved in the areas of strategic importance e.g. maintenance of railway platform, maintenance of bus station, etc. and allow private sectors in these activities. Such activities may be provided on a license basis, lease basis, etc. as decided after a proper study of the same. The funds raised by disinvesting of these non-core activities can be utilised in developing infrastructure of the UT. 5. Promotion Chandigarh may plan for an advertising strategy, which will attract tourist from the desired regions and thus benefiting the tourism industry in the UT. This will increase the interest of the private sector in investing in the tourism sector in the UT. The advertising strategy may include amongst others: Shopping festivals, Fun and Fair festivals, Rural art and handicraft festivals, etc. Options for Attracting Private Sector Participation The projects in tourism, like infrastructure projects, too have long gestation period and requires huge capital investment initially. Further, the feasibility of tourism related projects are contingent on development and quality of infrastructure of the region like power, road, railway, water and communications. No single individual agency either the private sector or the Government could finance the sector all alone as the investment required are large and the risk too is relatively higher. Hence part of the load of development of tourism sector may be shared by the inclusion of private sector There are primarily two ways of sharing the responsibility with the private sector: Attracting Private Sector for new projects on all alone basis, Creating Public Private Partnership for new projects, Creating Public Private Partnership for existing projects owned by Government bodies, and Privatisation of existing projects to private sector. A brief note on each method of involving private sector is set out below: 1. Attracting Private Sector for new projects: The private sector may be attracted towards new projects related to tourism like Leisure centers, entertainment parks, theatres, health spa, hotels, etc. by providing incentives for such investments. The list of incentives, applicable period, industry, investment amount, etc may be decided once the type of industry in the tourism sector is identified where Government would like the private sector to accept the responsibility. 2. Creating Public Private Partnership for new projects: The strategy to encourage Public Private Partnership include creating a Tourism Development Finance Company and developing alternative options for partnerships. 2.1 Tourism Development Finance Company A TDFC may be formed with the investment from various state as well as centre owned financial institutions and inviting private sector and international agencies too may be considered. The main role of TDFC will to promote investment in tourism sector by providing long term debt and equity for the same. 2.2 Alternative Models The alternative models for Public Private Partnership for new projects is set out below: Build Operate Transfer (BOO) The private participant invest, executes the project, runs the business and transfer the property to the Government after the agreed span of period is over. Build Operate Lease Transfer (BOLT) The private sector will invest, execute the project, operate the business and then transfer the assets to the Government on completion of agreed span of time. After the hand over of the assets to the Government the private participant will get fixed income by way of lease, which is agreed during the inception. Build Own Operate and Transfer (BOOT) The private sector will invest, execute the project, own the assets created, operate the business and then transfer the assets to the Government on recovery of investments made at a designated rate of return. Until such time the hand over of the assets to the Government is completed, the private participant is responsible for maintenance and operation of the assets. 3. Creating Public Private Partnership for existing projects owned by Government bodies: The private sector may be interested in few existing projects owned by the Government, which the latter may like to share the responsibility of day-today-operation of the business but at the same time would also like to retain stake in the assets. We may like to mention that such properties may be spun-off as a separate entity and private sector may be invited to run the business in following two ways: Formation of Joint Venture by inclusion of a private strategic partner: The private participant will invest funds in the new entity (existing project spun-off) and in return the Government will provide stake in the entity. While the private participant will be primarily be responsible for operating and strategic management decisions, approval of key decisions will required an concurrence from the Government. Issuing license for management control to private parties and retaining ownership with the Government: The private participant neither provides any fund to the Government nor invests funds in the existing project. The ownership of the entity lies with the Government whereas the day-to-day operations are carried out by the private participant for a fixed fee or a revenue sharing model as agreed upon. 4. Privatisation of existing projects to private sector: The step wise strategy for privatisation of the tourism related properties is set out below: 4.1 Setting up a Commission The UT/Center may initiate the process of privatisation by setting up a Privatisation Commission (or Disinvestment Commission) for the purpose of privatisation of Government owned Tourism related properties. The commission will be primarily responsible for reviewing all properties with respect to the financial status of the properties, priority of privatisation, the strategic importance of the property, etc. 4.2 Identification of Tourism Properties Subsequently, the commission will identify the Government owned properties related to tourism to be disinvested and the approach in which the privatisation process will be adopted. The various strategies, which may be considered for the privatisation, are set out below: a. The related properties may be clubbed together and privatised, b. Create chain of hotels, chain of restaurants, chain of dhabas, etc and privatise each chain, c. Sell certain properties on stand alone basis, etc. d. Create a trail and sell the trail, etc. We may mention that the Government may appoint an advisor at this stage to assist in the process of formulation of detailed property-wise strategy, implementation of the strategy, structuring of the deals in terms of creation of Special Purpose Vehicles, spun-off of units, regulatory requirements, etc. marketing of the transactions and advise Government in the process till the transactions are completed. A detailed scope of work for the advisor may be drafted once the list of properties to be privatised in prepared. Funding Of Tourism Projects Type of Funds The funds required to be raised for projects can be categorised broadly under three heads: Equity, Quasi equity, and Loans. The mix of funding will depend upon the nature of project undertaken, the risk involved, the cash flows envisaged in future, creation of physical assets in order to leverage the project, etc. Source of Fund Most of the Financial Institutes provide all kinds of plain vanilla funds, which are set out above. In addition, they also provide funds such as syndicate loans, Interest rate hedging/swaps, currency hedging loans, etc. in order to match the requirements of the projects. An indicative list of Financials Institutions who may be approached for assistance in investments in Tourism sector are set out below: 1. Domestic Financial Institutes Tourism Finance Corporation of India Infrastructure Leasing Finance of India Industrial Development Bank of India Industrial Finance Corporation of India ICICI Limited Industrial Development Finance Corporation Limited Investment Institutes Life Insurance Corporation of India General Insurance Corporation of India United Trust of India State Financial Institutes Haryana State Industrial Development Corporation Haryana Financial Corporation 2. International Financial Institutes International Monetary Fund World Bank Asian Development Bank International Finance Corporation(only to private sector) KFW Line of Credit International Bank of Reconstruction Overseas Private Investment Corporation Application for Fund There is no standard application form for financing a project as it varies from one Financial Institution to another. A company or entrepreneur, foreign or domestic, seeking to establish a new venture can approach the FI by submitting an Investment Proposal. The proposal submitted to FI for consideration should include the preliminary information as set out in Annexure A. Terms and conditions of Funding Terms A list of terms, which are usually a part of any funding agreement, is set out below: Currencies The currency of the loan/fund to be disbursed by the Lender, payment of interest and repayment of the principal amount to the Lender is specified under this head. Lending Rate Lending rate can be broadly of three types: Floating rate: 6-month London Interbank offered rate (LIBOR) for the US dollar and Japanese Yen and 6-month euro interbank offered rate (EURIBOR) for the euro plus a lending spread. Fixed rate : The cost of Bank’s fixed rate borrowing of US dollars, Japenese yen or Swiss francs plus a lending spread. Resetter : Its is similar to fixed rate loans for the initial period which is tailored to the borrower’s need after a specified period. It is charged as a % per annum on progressive amount of undisbursed loan Commitment Fee balance. Its is a flat percentage fee of the loan amount Front-End Fee As may be determined based on project needs and could comprise of a Maturity grace period and a repayment period with final maturity. Following conversion options would be available subject to the Bank’s Loan Conversion conversion procedures as may be applicable at the time of conversion. Options Transaction Fees Disbursement schedule Prepayment Cancellation Repayment Lending Rate Reset / Payment Dates Currency Conversion: The undisbursed amounts/disbursed amounts in whole or part of the undisbursed balance/disbursed amount of the loan may be converted into the three offered currencies. Interest Rate Conversion: The floating lending rate on the whole or part of the disbursed balance may be converted into a fixed-rate at the prevailing market rate or vice versa for whole or part of the loan's residual maturity. Interest Rate Caps and Collars: A cap or collar on the floating lending rate may be purchased for up to the entire disbursed amount, for the whole or part of the residual maturity. A transaction fees may be charged pertaining to the above referred loan conversion. Amount and timing of loan disbursement are structured as per the project needs. All or part of the disbursed and outstanding loans may be prepaid. Floating rate loans could be prepaid on an interest payment due date without a prepayment premium. Prepayment of floating rate loans on a date other than the interest payment due date will attract payment of a premium based on the difference, if any, between the rate at which the proceeds from the prepayment could be reinvested and Bank’s funding cost for the prepaid amount. Prepayment of fixed rate loans or floating rate loans that involve conversion and a corresponding hedge requiring termination will attract payment of hedge unwinding costs, if any. Borrower may cancel all or a part of the undisbursed balance at any time. Equal principal or annuity repayments. Lending rate for floating rate loans are generally reset every six months on an interest payment date. Interest payment are generally due either on the 1st or 15th day of a calendar month and semiannually thereafter. Conditions The primary objective of introducing conditions while providing loan/funds is to ensure that the proceeds of the loan are used only for the purposes for which the loan was granted and with due attention to considerations of economy and efficiency. Thus, the Lender’s loan documents (e.g., loan agreement, guarantee agreement, where relevant project agreement, etc.) stipulate the loan covenants that are considered necessary to ensure the efficient implementation of, and the full realisation of benefits from, projects financed by Lender. The loan covenants can be divided broadly into two categories: general covenants and special covenants: (i) General Covenants General covenants are standard assurances and undertakings that the Lender requires from all borrowers, guarantors, if any, and executing agencies for projects financed by the loans regardless of the special features of a particular project. General covenants include obligations on the part of the borrower, guarantor, if any, and the executing agency: to carry out the project with diligence and efficiency; to repay the loan; to procure goods and services and engage consultants in accordance with specified procedures; to maintain project records and accounts; to provide local currency funds, facilities, and other resources required for carrying out the project; to submit financial statements/ progress reports; and to establish and maintain adequate auditing arrangements with the provision that the Lender will retain the option to communicate directly with the auditors. (ii) Special Covenants Special covenants are those assurances and undertakings which the Lender considers necessary or desirable to obtain from the borrower, guarantor, if any, and the executing agency for each project, having regard to the special features, identified difficulties, and reference points for monitoring of each project. Special covenants are an important part of the loan documents and are so designed that compliance with these covenants will further ensure the successful implementation of the project, sustainable operation of the facilities, and full realization of its benefits. They also provide a basis for the Lender to monitor project implementation and performance. To facilitate monitoring of compliance, special covenants should indicate, wherever possible, the dates by which compliance is expected of various items therein, on the basis of a realistic assessment of project-specific requirements and the related government policy and procedure. Where special circumstances so warrant, special covenants may be used to require the borrower, if any, or the executing agency/guarantor to undertake necessary action even after completion of project implementation so as to ensure sustainability of project benefits. Compatibility of Loan Covenants with Local Laws Covenants are generally compatible with local laws, administrative practices and procedures, sectoral/subsectoral requirements, and socioeconomic conditions of developing member countries. Interventions required Sr Suggestions Agencies Involved 1 Taxation Rationalisation, reduction and SEB, Finance Department tax holidays. and Government of India 2 Land rates Concession CITCO 3 One window Creation of a body for one stop CITCO and SEB clearance processing 4 Structure Creation of a Tourism Advisory Government of Chandigarh Body Creation of Tourism Finance Deparment and Development Fund CITCO 5 Infrastructure Development of infrastructure CITCO, PWD, Finance and involvement of private Department. sector 6 Marketing Promotion of Chandigarh CITCO Tourism 7 Attracting Private Providing incentives SEB, Ministry of Finance and Sector Participation Government of India, L&DO New Joint Ventures (PSP) CITCO, Finance Department Joint Ventures for existing CITCO projects Privatisation CITCO and Finance Department Annexure A IN\DICATIVE INVESTMENT PROPOSAL OUTLINE There is no standard form for applications. This is an indicative framework providing key heads to be covered in an Investment Proposal to be submitted for funding. 1. Executive Summary Summarise all the important points of the proposal. 2. Lender’s role Propose an equity, debt, or cofinancing arrangement. 3. Background to the project Brief introduction and history of the borrower State the need to undertake the project. Briefly describe the project, including the implementation and operation philosophy. Specify the support obtained from government, lending institutions and investors for the project. State the need for the assistance required from the Lender. 4. The Market Describe the market and marketing arrangements. Include all the following: Basic market orientation: local, national, regional, or export. Projected production volumes, unit prices, sales objectives, and market share of proposed venture. Potential users of products and distribution channels to be used. Present sources of supply for products. Future competition and possibility that market may be satisfied by substitute products. Tariff protection or import restrictions affecting products. price sensitivity market risks Critical factors that determine market potential. 5. Feasibility Study Present a feasibility study establishing the technical, financial, economic, and environmental viability of the project, prepared by a reputable consultant. 5.1Technical feasibility, manpower, resources, and environment: Brief description of the process. Availability of manpower and of infrastructure facilities (transport and communications, power, water, etc.). Breakdown of projected operating costs by major categories of expenditures. Proposed location in relation to markets, infrastructure and manpower. Proposed capacity in comparison with other known competitors. Potential environmental issues and how these issues are addressed. 5.2 Cost Estimates Provide cost estimates for the project, analyzed two ways: major cost category local and foreign currency cost. 5.3 Investment requirements, project financing, and returns: Estimate of total project cost, broken down into land, construction, installed equipment, and working capital, indicating foreign exchange component. Proposed financial structure of venture, indicating expected sources and terms of equity and debt financing. Type of financing (loan, equity, quasi-equity, a combination of financial products, etc.) and amount required from the Lender. Projected financial statement, information on profitability, and return on investment. Critical factors determining profitability. 5.4 Financial and Economic Evaluation Calculate the economic and financial rates of return as well as return on the equity investment. 5.5 Analysis Analyze the risks in implementing and operating the project with the accompanying mitigating measures showing which party will bear the risk and/or pay for the mitigating measures. The risk analysis should be accompanied by a list of proposed insurance coverages for both implementation and operation of the project. 6. Ownership of the project Describe the proposed ownership and management structure of the project. 7. Government support and regulations: Project in context of government economic development and investment program. Specific government incentives and support available to project. Expected contribution of project to economic development. Outline of government regulations on exchange controls and conditions of capital entry and repatriation. 8. Environmental Aspects Provide a site-specific environmental impact assessment report, highlighting environmental impacts and mitigating measures, prepared by an acceptable consulting firm in accordance with Lender’s guidelines. 9. Permitting and Licensing List all permits and clearances required for implementing and operating the project, the issuing authority, and the date of issue or expected issue. 10. Implementation Arrangements Explain the implementation and contractual arrangements for the project, including the construction and supervision methodology. Make sure the followings are included: a bar chart showing major scheduled achievements and completion for each of the major components of the project draft construction contracts sources of possible cost increases and delays Detailed description of liquidated damage provisions and performance bond requirements. Attracting Private Sector Investment In Tourism Sector 1. Taxes 1.1 Rationalisation of taxes Expenditure tax is imposed by National Government while Luxury tax by State Governments. With the Expenditure tax, which is being levied at 10% where room charges are Rs. 3000 or more, being discontinued from 1 June 2003 as per the Union Budget 2003 and no Luxury tax levied, Chandigarh has an advantage over its neighbouring States. Incase in future Expenditure tax or any other tax is levied, then it is preferable to review the effect of total tax while calculating the taxes to be levied on the hotel industry. Moreover these taxes may be charged on the actual room tariff rather on published tariff rate card. 1.2 Other taxes In addition Service tax by Center and Entertainment tax by UT are also being imposed on the hotels. In the Union Budget 2003 services provided by the Hotels are exempted from Service tax. The rates of these taxes, together with expenditure tax and luxury tax, may be decided considering the composite tax (indirect taxes) rate for the hotel industry. The composite tax on hotel industry in India vis-à-vis neighbouring countries is presented in the table below: Composite Tax on Country Hotel Industry (%) India 30* Indonesia 21 Thailand 17 Malaysia 15 Singapore 14 Source: PHDCCI * Estimation includes 10% expenditure tax. 1.3 Sales Tax The Sales tax on beverages and liquor is 12% in the UT, which is moderately higher, compared to other states like Uttar Pradesh, Himachal Pradesh, Punjab, Delhi, etc. Keeping in view the tax structure of other States and especially neighbouring States, Chandigarh may reconsider the sales tax rates for these. 1.4 Transport tax Chandiragh has no transport tax while its neighbouring states Punjab and Haryana are charging the same. A single point tax collection system may be implemented in order to simplify the procedure and ensure smooth movement of tourist inter-states. Further, the tax rate per quarter levied on air-conditioned and non air-conditioned tourist vehicles may be limited by an overall cap amount for the country. 1.5 Power The cost of electricity is a major component in the overall cost structure for a hotel and hence may need to be maintained in line with other comparative States. 1.6 Foreign exchange earnings The UT may consider requesting the Centre for the extension of the time frame of income tax exemption on export earning under section 80HHD of the Income Tax Act 1961. The tourism sector may be granted this extension as like other exporters they too export their services and earn foreign exchange for the country. However, we may mention that it is unlikely that Centre will agree to this request as it has announced phasing out of such incentives. 1.7 Income Tax The UT may also request Centre for providing investments in hotels as well as other industry in the tourism sector with Tax Holiday for a pre-determined period which can be decided in consultation with the various departments and the private sector participants. In order to promote new investments in a particular industry, request for tax holiday for about 5 years for new investments, applicable for 2 year from the current financial year, may be sought. This may likely create positive interest among private sector to invest in these industries with in 2 years to avail the tax holiday. Here too, we may like to mention that the Centre providing such benefits is very unlikely. 2. Investment 2.1 Land rates The Government may consider providing land at concessional rates for construction of hotels and other infrastructure for tourism by private investor. Alternatively, Government may provide land free of cost and acquire stake in the new project constructed on it by private sector through a join venture. The Government has draft a joint venture policy for attracting private sector, a review of which is also incorporated in this report. 2.2 Stamp duty Chandigarh may consider reducing the stamp duty levied especially in the area related to pilgrimages, rural area, etc. 2.3 One window clearance Chandigarh may provide one window clearance to the prospective private sector willing to invest in the UT. This will ensure speedy and efficient investment procedure for the private sector thereby attracting necessary investments. 3. Administrative Structure 3.1 Tourism Advisory Board The UT may strive towards constituting a board or a council comprising members from Tourism Development Corporation, Investment Promotion Board, Industrial Development Corporation, National Tourism Corporation/Department, etc. which will be primarily responsible for co-ordination and monitoring of tourism related activities and projects to ensure proper implementation of Tourism Policy. A detailed suggestion is set out in this report earlier. 3.2 Tourism Development Fund The UT may implement Targeted Funding approach by creating Tourism Development Fund (TDF) which will be recipient of all revenues generated from tourism and tourism related businesses. The Fund will be created by raising low interest loans from multilateral agencies that are actively involved in providing financial assistance to public/private sectors for infrastructure development. A Special Purpose Vehicle may be created where all the funds raised will be parked and a deployed in developing infrastructure to enhance tourism sector. The identification of infrastructure for the development can be done in consultation with other administrative bodies, which are also responsible in developing infrastructure of the state to ensure proper co-ordination between all such bodies. 4. Infrastructure The Government may try to identify areas of strategic importance and involve private sectors in non-strategic areas. Further it may try to segregate core and non-core activities involved in the areas of strategic importance e.g. maintenance of railway platform, maintenance of bus station, etc. and allow private sectors in these activities. Such activities may be provided on a license basis, lease basis, etc. as decided after a proper study of the same. The funds raised by disinvesting of these non-core activities can be utilised in developing infrastructure of the UT. 5. Promotion Chandigarh may plan for an advertising strategy, which will attract tourist from the desired regions and thus benefiting the tourism industry in the UT. This will increase the interest of the private sector in investing in the tourism sector in the UT. The advertising strategy may include amongst others: Shopping festivals, Fun and Fair festivals, Rural art and handicraft festivals, etc. Options for Attracting Private Sector Participation The projects in tourism, like infrastructure projects, too have long gestation period and requires huge capital investment initially. Further, the feasibility of tourism related projects are contingent on development and quality of infrastructure of the region like power, road, railway, water and communications. No single individual agency either the private sector or the Government could finance the sector all alone as the investment required are large and the risk too is relatively higher. Hence part of the load of development of tourism sector may be shared by the inclusion of private sector There are primarily two ways of sharing the responsibility with the private sector: Attracting Private Sector for new projects on all alone basis, Creating Public Private Partnership for new projects, Creating Public Private Partnership for existing projects owned by Government bodies, and Privatisation of existing projects to private sector. A brief note on each method of involving private sector is set out below: 1. Attracting Private Sector for new projects: The private sector may be attracted towards new projects related to tourism like Leisure centers, entertainment parks, theatres, health spa, hotels, etc. by providing incentives for such investments. The list of incentives, applicable period, industry, investment amount, etc may be decided once the type of industry in the tourism sector is identified where Government would like the private sector to accept the responsibility. 2. Creating Public Private Partnership for new projects: The strategy to encourage Public Private Partnership include creating a Tourism Development Finance Company and developing alternative options for partnerships. 2.1 Tourism Development Finance Company A TDFC may be formed with the investment from various state as well as centre owned financial institutions and inviting private sector and international agencies too may be considered. The main role of TDFC will to promote investment in tourism sector by providing long term debt and equity for the same. 2.2 Alternative Models The alternative models for Public Private Partnership for new projects is set out below: Build Operate Transfer (BOO) The private participant invest, executes the project, runs the business and transfer the property to the Government after the agreed span of period is over. Build Operate Lease Transfer (BOLT) The private sector will invest, execute the project, operate the business and then transfer the assets to the Government on completion of agreed span of time. After the hand over of the assets to the Government the private participant will get fixed income by way of lease, which is agreed during the inception. Build Own Operate and Transfer (BOOT) The private sector will invest, execute the project, own the assets created, operate the business and then transfer the assets to the Government on recovery of investments made at a designated rate of return. Until such time the hand over of the assets to the Government is completed, the private participant is responsible for maintenance and operation of the assets. 3. Creating Public Private Partnership for existing projects owned by Government bodies: The private sector may be interested in few existing projects owned by the Government, which the latter may like to share the responsibility of day-today-operation of the business but at the same time would also like to retain stake in the assets. We may like to mention that such properties may be spun-off as a separate entity and private sector may be invited to run the business in following two ways: Formation of Joint Venture by inclusion of a private strategic partner: The private participant will invest funds in the new entity (existing project spun-off) and in return the Government will provide stake in the entity. While the private participant will be primarily be responsible for operating and strategic management decisions, approval of key decisions will required an concurrence from the Government. Issuing license for management control to private parties and retaining ownership with the Government: The private participant neither provides any fund to the Government nor invests funds in the existing project. The ownership of the entity lies with the Government whereas the day-to-day operations are carried out by the private participant for a fixed fee or a revenue sharing model as agreed upon. 4. Privatisation of existing projects to private sector: The step wise strategy for privatisation of the tourism related properties is set out below: 4.1 Setting up a Commission The UT/Center may initiate the process of privatisation by setting up a Privatisation Commission (or Disinvestment Commission) for the purpose of privatisation of Government owned Tourism related properties. The commission will be primarily responsible for reviewing all properties with respect to the Funding Of Tourism Projects Type of Funds The funds required to be raised for projects can be categorised broadly under three heads: Equity, Quasi equity, and Loans. The mix of funding will depend upon the nature of project undertaken, the risk involved, the cash flows envisaged in future, creation of physical assets in order to leverage the project, etc. Source of Fund Most of the Financial Institutes provide all kinds of plain vanilla funds, which are set out above. In addition, they also provide funds such as syndicate loans, Interest rate hedging/swaps, currency hedging loans, etc. in order to match the requirements of the projects. An indicative list of Financials Institutions who may be approached for assistance in investments in Tourism sector are set out below: 1. Domestic Financial Institutes Tourism Finance Corporation of India Infrastructure Leasing Finance of India Industrial Development Bank of India Industrial Finance Corporation of India ICICI Limited Industrial Development Finance Corporation Limited Investment Institutes Life Insurance Corporation of India General Insurance Corporation of India United Trust of India financial status of the properties, priority of privatisation, the strategic importance of the property, etc. 4.2 Identification of Tourism Properties Subsequently, the commission will identify the Government owned properties related to tourism to be disinvested and the approach in which the privatisation process will be adopted. The various strategies, which may be considered for the privatisation, are set out below: a. The related properties may be clubbed together and privatised, b. Create chain of hotels, chain of restaurants, chain of dhabas, etc and privatise each chain, c. Sell certain properties on stand alone basis, etc. d. Create a trail and sell the trail, etc. We may mention that the Government may appoint an advisor at this stage to assist in the process of formulation of detailed property-wise strategy, implementation of the strategy, structuring of the deals in terms of creation of Special Purpose Vehicles, spun-off of units, regulatory requirements, etc. marketing of the transactions and advise Government in the process till the transactions are completed. A detailed scope of work for the advisor may be drafted once the list of properties to be privatised in prepared. State Financial Institutes Haryana State Industrial Development Corporation Haryana Financial Corporation 2. International Financial Institutes International Monetary Fund World Bank Asian Development Bank International Finance Corporation(only to private sector) KFW Line of Credit International Bank of Reconstruction Overseas Private Investment Corporation Application for Fund There is no standard application form for financing a project as it varies from one Financial Institution to another. A company or entrepreneur, foreign or domestic, seeking to establish a new venture can approach the FI by submitting an Investment Proposal. The proposal submitted to FI for consideration should include the preliminary information as set out in Annexure A. Terms and conditions of Funding Terms A list of terms, which are usually a part of any funding agreement, is set out below: Currencies The currency of the loan/fund to be disbursed by the Lender, payment of interest and repayment of the principal amount to the Lender is specified under this head. Lending Rate Lending rate can be broadly of three types: Floating rate: 6-month London Interbank offered rate (LIBOR) for the US dollar and Japanese Yen and 6-month euro interbank offered rate (EURIBOR) for the euro plus a lending spread. Fixed rate : The cost of Bank’s fixed rate borrowing of US dollars, Japenese yen or Swiss francs plus a lending spread. Resetter : Its is similar to fixed rate loans for the initial period which is tailored to the borrower’s need after a specified period. It is charged as a % per annum on progressive amount of undisbursed loan Commitment Fee balance. Its is a flat percentage fee of the loan amount Front-End Fee As may be determined based on project needs and could comprise of a Maturity grace period and a repayment period with final maturity. Following conversion options would be available subject to the Bank’s Loan Conversion conversion procedures as may be applicable at the time of conversion. Options Transaction Fees Disbursement schedule Prepayment Cancellation Repayment Lending Rate Reset / Payment Dates Currency Conversion: The undisbursed amounts/disbursed amounts in whole or part of the undisbursed balance/disbursed amount of the loan may be converted into the three offered currencies. Interest Rate Conversion: The floating lending rate on the whole or part of the disbursed balance may be converted into a fixed-rate at the prevailing market rate or vice versa for whole or part of the loan's residual maturity. Interest Rate Caps and Collars: A cap or collar on the floating lending rate may be purchased for up to the entire disbursed amount, for the whole or part of the residual maturity. A transaction fees may be charged pertaining to the above referred loan conversion. Amount and timing of loan disbursement are structured as per the project needs. All or part of the disbursed and outstanding loans may be prepaid. Floating rate loans could be prepaid on an interest payment due date without a prepayment premium. Prepayment of floating rate loans on a date other than the interest payment due date will attract payment of a premium based on the difference, if any, between the rate at which the proceeds from the prepayment could be reinvested and Bank’s funding cost for the prepaid amount. Prepayment of fixed rate loans or floating rate loans that involve conversion and a corresponding hedge requiring termination will attract payment of hedge unwinding costs, if any. Borrower may cancel all or a part of the undisbursed balance at any time. Equal principal or annuity repayments. Lending rate for floating rate loans are generally reset every six months on an interest payment date. Interest payment are generally due either on the 1st or 15th day of a calendar month and semiannually thereafter. Conditions The primary objective of introducing conditions while providing loan/funds is to ensure that the proceeds of the loan are used only for the purposes for which the loan was granted and with due attention to considerations of economy and efficiency. Thus, the Lender’s loan documents (e.g., loan agreement, guarantee agreement, where relevant project agreement, etc.) stipulate the loan covenants that are considered necessary to ensure the efficient implementation of, and the full realisation of benefits from, projects financed by Lender. The loan covenants can be divided broadly into two categories: general covenants and special covenants: (i) General Covenants General covenants are standard assurances and undertakings that the Lender requires from all borrowers, guarantors, if any, and executing agencies for projects financed by the loans regardless of the special features of a particular project. General covenants include obligations on the part of the borrower, guarantor, if any, and the executing agency: to carry out the project with diligence and efficiency; to repay the loan; to procure goods and services and engage consultants in accordance with specified procedures; to maintain project records and accounts; to provide local currency funds, facilities, and other resources required for carrying out the project; to submit financial statements/ progress reports; and to establish and maintain adequate auditing arrangements with the provision that the Lender will retain the option to communicate directly with the auditors. (ii) Special Covenants Special covenants are those assurances and undertakings which the Lender considers necessary or desirable to obtain from the borrower, guarantor, if any, and the executing agency for each project, having regard to the special features, identified difficulties, and reference points for monitoring of each project. Special covenants are an important part of the loan documents and are so designed that compliance with these covenants will further ensure the successful implementation of the project, sustainable operation of the facilities, and full realization of its benefits. They also provide a basis for the Lender to monitor project implementation and performance. To facilitate monitoring of compliance, special covenants should indicate, wherever possible, the dates by which compliance is expected of various items therein, on the basis of a realistic assessment of project-specific requirements and the related government policy and procedure. Where special circumstances so warrant, special covenants may be used to require the borrower, if any, or the executing agency/guarantor to undertake necessary action even after completion of project implementation so as to ensure sustainability of project benefits. Compatibility of Loan Covenants with Local Laws Covenants are generally compatible with local laws, administrative practices and procedures, sectoral/subsectoral requirements, and socioeconomic conditions of developing member countries. Interventions required Sr Suggestions Agencies Involved 1 Taxation Rationalisation, reduction and SEB, Finance Department tax holidays. and Government of India 2 Land rates Concession CITCO 3 One window Creation of a body for one stop CITCO and SEB clearance processing 4 Structure Creation of a Tourism Advisory Government of Chandigarh Body Creation of Tourism Finance Deparment and Development Fund CITCO 5 Infrastructure Development of infrastructure CITCO, PWD, Finance and involvement of private Department. sector 6 Marketing Promotion of Chandigarh CITCO Tourism 7 Attracting Private Providing incentives SEB, Ministry of Finance and Sector Participation Government of India, L&DO New Joint Ventures (PSP) CITCO, Finance Department Joint Ventures for existing CITCO projects Privatisation CITCO and Finance Department Annexure A IN\DICATIVE INVESTMENT PROPOSAL OUTLINE There is no standard form for applications. This is an indicative framework providing key heads to be covered in an Investment Proposal to be submitted for funding. 1. Executive Summary Summarise all the important points of the proposal. 2. Lender’s role Propose an equity, debt, or cofinancing arrangement. 3. Background to the project Brief introduction and history of the borrower State the need to undertake the project. Briefly describe the project, including the implementation and operation philosophy. Specify the support obtained from government, lending institutions and investors for the project. State the need for the assistance required from the Lender. 4. The Market Describe the market and marketing arrangements. Include all the following: Basic market orientation: local, national, regional, or export. Projected production volumes, unit prices, sales objectives, and market share of proposed venture. Potential users of products and distribution channels to be used. Present sources of supply for products. Future competition and possibility that market may be satisfied by substitute products. Tariff protection or import restrictions affecting products. price sensitivity market risks Critical factors that determine market potential. 5. Feasibility Study Present a feasibility study establishing the technical, financial, economic, and environmental viability of the project, prepared by a reputable consultant. 5.1Technical feasibility, manpower, resources, and environment: Brief description of the process. Availability of manpower and of infrastructure facilities (transport and communications, power, water, etc.). Breakdown of projected operating costs by major categories of expenditures. Proposed location in relation to markets, infrastructure and manpower. Proposed capacity in comparison with other known competitors. Potential environmental issues and how these issues are addressed. 5.2 Cost Estimates Provide cost estimates for the project, analyzed two ways: major cost category local and foreign currency cost. 5.3 Investment requirements, project financing, and returns: Estimate of total project cost, broken down into land, construction, installed equipment, and working capital, indicating foreign exchange component. Proposed financial structure of venture, indicating expected sources and terms of equity and debt financing. Type of financing (loan, equity, quasi-equity, a combination of financial products, etc.) and amount required from the Lender. Projected financial statement, information on profitability, and return on investment. Critical factors determining profitability. 5.4 Financial and Economic Evaluation Calculate the economic and financial rates of return as well as return on the equity investment. 5.5 Analysis Analyze the risks in implementing and operating the project with the accompanying mitigating measures showing which party will bear the risk and/or pay for the mitigating measures. The risk analysis should be accompanied by a list of proposed insurance coverages for both implementation and operation of the project. 6. Ownership of the project Describe the proposed ownership and management structure of the project. 7. Government support and regulations: Project in context of government economic development and investment program. Specific government incentives and support available to project. Expected contribution of project to economic development. Outline of government regulations on exchange controls and conditions of capital entry and repatriation. 8. Environmental Aspects Provide a site-specific environmental impact assessment report, highlighting environmental impacts and mitigating measures, prepared by an acceptable consulting firm in accordance with Lender’s guidelines. 9. Permitting and Licensing List all permits and clearances required for implementing and operating the project, the issuing authority, and the date of issue or expected issue. 10. Implementation Arrangements Explain the implementation and contractual arrangements for the project, including the construction and supervision methodology. Make sure the followings are included: a bar chart showing major scheduled achievements and completion for each of the major components of the project draft construction contracts sources of possible cost increases and delays Detailed description of liquidated damage provisions and performance bond requirements. Prioritisation of selected projects Activity Short term Medium Long term 1-5 years term 5-10 10-20 years years Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Visitor generating projects 6. Promoting traditional cuisine 7. Horse Race track 8. Amusement Park 9. Linking the sightseeing 10. Conference center to attract business travelers 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Job creation Potential of Projects Activity Total Project Direct jobs Indirect cost created jobs created Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Nil Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Rs 10 lakhs 50 50 Chandigarh through annual surveys and the use per year of multipliers 3. Setting up police outposts in the new concept Nil 5 20 “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops Nil 5 20 and transportation 5. Creating Tourist/ Cultural center Rs 75 lakhs 350 1000 Visitor generating projects 6. Promoting traditional cuisine Nil 7. Horse Race track Rs40 –50 1000 4600 crores 8. Amusement Park Rs 30 crores 1000 4000 9. Linking the sightseeing Rs 70 lakhs 100 400 10. Conference center to attract business travelers Rs 10 crores 300 1200 11. Developing the City Centre Nil ? 12. Adventure tourism & Wildlife Tourism Nil - Funding of Projects Activity Total Cost to Other project cost Govt funding sources Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Rs 10 lakhs/ Rs 10 lakhs/ Chandigarh through annual surveys and the use yr year of multipliers 3. Setting up police outposts in the new Nil Nil concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of Negligible Neglibible shops and transportation 5. Creating Tourist/ Cultural center Rs 75 Lakhs Rs 75 lakhs Corporate Visitor generating projects 6. Promoting traditional cuisine Nil 7. Horse Race track Rs 40-50 Variable Pvt Sector crores 8. Amusement Park Rs 30 crores Variable Pvt Sector 9. Linking the sightseeing Rs 70 lakhs Rs 70 lakhs Lease 10. Conference center to attract business Rs 10 crores Rs 10 crores Some travelers Corporate 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Nil Economic impact of short term projects Activity Total Potential Multiplier Project Ongoing Effect Cost Revenues Basic Tourism Infrastructure Projects 1. Setting up a system of coordination between Departments through a “Mission Approach” 2. Assessing the economic impact of tourism in Chandigarh through annual surveys and the use of multipliers 3. Setting up police outposts in the new concept “Cultural/ Tourism Centre” 4. Setting up a system for accreditisation of shops and transportation 5. Creating Tourist/ Cultural center Rs 75 lakhs Rs 42 lakhs Rs85 lakhs Visitor generating projects 6. Promoting traditional cuisine Nil Rs 33 lakhs Rs70 lakhs 7. Horse Race track Rs 40-50 Rs 3.13 Rs 6.5 crores crores crores 8. Amusement Park Rs 30 Rs 10 Rs 20 crores crores crores 9. Linking the sightseeing Rs 70 lakhs Rs 27 lakhs Rs 55 lakhs 10. Conference center to attract business Rs 10 Rs 2.6 Rs 5.5 travelers crores crores crores 11. Developing the City Centre 12. Adventure tourism & Wildlife Tourism Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Cultural/ Tourist centres Project Funding-Rs lakhs 75 Funding Yrs 1-5 75 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Rental/ lease- Rs.lakhs 5% 42.4 44.52 46.75 49.08 51.54 54.11 56.82 59.66 62.64 Operational Costs 5% 24 25.2 26.46 27.78 29.17 30.63 32.16 33.77 35.46 Operating profits 18.4 19.32 20.29 21.3 22.37 23.48 24.66 25.89 27.19 Traditional Cuisine Project Funding-Rs lakhs Nil Revenues Visitor numbers 000's 5% 45000 47250 49613 52093 54698 57433 60304 63320 66485 69810 Visitor spends-Rs.lakhs Rs 60/ 5% 27.02 28.37 29.79 31.28 32.85 34.49 36.21 38.02 39.92 41.92 Rental/ lease- Rs.lakhs 5% 6.75 7.09 7.44 7.81 8.20 8.61 9.05 9.50 9.97 10.47 Total Revenues 33.77 35.46 37.23 39.1 41.05 43.1 45.26 47.52 49.9 52.39 Operational Costs-Rs lakhs 5% 24 25.20 26.46 27.78 29.17 30.63 32.16 33.77 35.46 37.23 Operational Profits 9.77 10.26 10.77 11.31 11.88 12.47 13.10 13.75 14.44 15.16 Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Horse Race Track & Club Project Funding-Rs lakhs 5,000 Funding Yrs 1-5 4,000 Funding Yrs 6-10 1,000 Funding Yrs 10-20 Revenues- Rs lakhs Visitor numbers 000's 5% 105.0 110.3 115.8 121.6 127.6 134.0 140.7 Club Memberships 25/yr 600 625 50 50 50 50 50 50 50 Monthly dues 5% 4.2 4.41 4.63 4.86 5.11 5.36 5.63 Corporate Boxes 5% 50 52.50 55.13 57.88 60.78 63.81 67.00 Programme 5% 47.6 49.98 52.48 55.10 57.86 60.75 63.79 Share of tote/ Race charges 5% 111 116.55 122.38 128.50 134.92 141.67 148.75 Gate money-Rs.lakhs 5% 43.5 45.68 47.96 50.36 52.87 55.52 58.29 Rental/ lease- Rs.lakhs 5% 11.25 11.81 12.4 13.02 13.67 14.36 15.08 Total Revenues 600 625 317.6 330.9 345 359.7 375.2 391.5 408.5 Amusement Park Project Funding-Rs lakhs 3,000 Funding Yrs 1-5 3,000 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Visitor numbers 000's 5% 500 525 551.3 578.8 607.8 638.1 670 703.6 738.7 Visitor spends-Rs.lakhs Rs200/ 5% 1000 1050 1103 1158 1216 1276 1340 1407 1477 Total Revenues 1000 1050 1103 1158 1216 1276 1340 1407 1477 Note : These two projects should be tendered out. The above spreadsheets give Operational revenues and visitor numbers for decision making purposes Name of AnnualGrowthrate Year Year Year Year Year Project Financial Parameters Rate Year 1 Year 2 Year 3 Year 4 5 6 7 Year 8 9 10 Linking the sightseeing Project Funding-Rs lakhs 70 Funding Yrs 1-5 70 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Visitor numbers 000's 550 5% 550 577.5 606.4 636.7 668.5 702 737.1 773.9 812.6 Visitor spends-Rs.lakhs Rs5/ 10% 27.5 31.76 33.35 35.02 36.77 38.61 40.54 42.56 44.69 Operational Costs-Rs lakhs 5% 15 15.75 16.54 17.36 18.23 19.14 20.1 21.11 22.16 Operational Profits 12.5 16.01 16.81 17.65 18.54 19.46 20.44 21.46 22.53 Conference Centre Project Funding-Rs lakhs 1,000 Funding Yrs 1-5 1,000 Funding Yrs 6-10 Funding Yrs 10-20 Revenues Conference visitors 000s 5% 55 57.75 60.64 63.67 66.85 70.2 73.71 77.39 81.26 Visitor spends-Rs.lakhs Rs200/ 5% 110 121.3 127.3 133.7 140.4 147.4 154.8 162.5 170.6 Rentals -Rs lakhs 5% 18 18.9 19.85 20.84 21.88 22.97 24.12 25.33 26.59 Exhibition visitors 000s 5% 60000 63000 66150 69458 72930 76577 80406 84426 88647 Visitor spends-Rs.lakhs Rs 25/ 5% 15 16.54 17.36 18.23 19.14 20.1 21.11 22.16 23.27 Rentals- Rs lakhs 5% 18 18.9 19.85 20.84 21.88 22.97 24.12 25.33 26.59 Social function visitors 000s 5% 50000 52500 55125 57881 60775 63814 67005 70355 73873 Visitor spends-Rs.lakhs Rs200/ 10% 100 115.5 121.3 127.3 133.7 140.4 147.4 154.8 162.5 Total Revenues 261 291.1 305.7 321 337 353.8 371.5 390.1 409.6 Operational Costs-Rs lakhs 5% 112 117.6 123.5 129.7 136.1 142.9 150.1 157.6 165.5 Operational Profits 149 173.5 182.2 191.3 200.9 210.9 221.5 232.5 244.1 Tripura Tourism Policy Tourism Policy 2020 - 25 Shri Biplab Kumar Deb Hon’ble Chief Minister, Tripura MESSAGE I am delighted to learn that the Department of Tourism is bringing out the “Tourism Policy 2020-2025”. I understand that tourism in Tripura has come a long way and it is one of main engines of economic development. The initiative taken by the Department like launching Paryatan Sahayak Prakalp scheme for promoting entrepreneurship, introducing tourist friendly activities like audio guides, guides, eco- friendly vehicles, development of destinations like Chabimura, Unkaoti, Matabari and Neermahal are praiseworthy. The impact of these initiatives will be visible in coming years and will help in transforming Tripura as one the most important tourist destination in India. I hope that the Department will continue to play the perfect host to tourists from around the world by presenting the best we have as a destination and also at the same time preserving the tradition, culture, values and the interest of the people of Tripura. I hope that the Tourism Policy will be a guiding document for all the stakeholders to promote Tripura as a premier tourist destination. Wishing all success. Biplab Kumar Deb Shri Pranajit Singha Roy Hon’ble Minister, Tourism, Government of Tripura MESSAGE The tourism sector in Tripura has been growing consistently with lot of innovative activities being undertaken. However it has been observed that this growth has been in an unorganised manner with all the stakeholders of this sector working independently. It has been felt that all these stakeholders have to be brought together so that the vision of Tripura being a world class tourist destination is realised. This policy formulation is one of the steps towards achieving this vision. Tourism in Tripura began very small and has been growing consistency. Today the state attracts more than 5 lakh domestic and foreign tourist every year and has created a mark for itself on the tourism map of the country. I expect the tourism sector to grow more. This policy aims at facilitating this growth and at the same time ensuring that this growth in accordance with the traditional and cultural values of the state. The Government also aims to provide an environment conducive to the growth of the tourism sector so that all the stakeholders especially private investors are encouraged. This policy document also aims to provide this framework of conducive working environment. The policy document has been prepared after consultation with various stakeholders as at various stages and it focuses on identifying thrust areas for tourism in the State, the strategy to be adopted to make Tripura a world class destination, encouraging private partnerships, boosting local entrepreneurship and local community involvement in promoting tourism and all the same preserving the environment, heritage and culture of the state. I believe that this policy will strengthen the tourism sector of the State and will contribute not only for development of tourism but in overall economic development of the State. Pranajit Singha Roy Tourism Policy of Tripura 1. Preamble Global Tourism Scenario: A large number of people are travelling across the world- be it for work, pleasure or for enjoying the natural beauty or to understand the different cultures. As one of the most prominent human activities with positive outcomes, Tourism facilitates understanding of history, culture and traditions of our nation as well as of other countries. It promotes national integration, universal brotherhood and social integration. It offers opportunities for people to people exchange, generating employment opportunities, earning foreign exchange and this raising living standards. According to the annual analysis quantifying the global economic and employment impact of travel and tourism in 185 countries, World Travel & Tourism Council’s (WTTC) research reveals that the sector has grown at 3.9% during 2018. It contributed to $8.8 trillion to the global economy and accounted for 319 million jobs, equivalent to one in every ten jobs. Tourism Scenario in India Tourism sector is one of the largest employment generators in India and plays a very significant role in promoting inclusive growth of the less-advanced sections of the society. According to India Tourism Statistics 2019 published by Ministry of Tourism, Govt. of India, Foreign Tourist Arrivals in India in 2018was 10.56 million and witnessed annual growth of 5.2%. The estimated Foreign Exchange Earnings from tourism during 2018 was Rs.1, 94,892 Cr with annual growth rate of 9.6%1.Domestic tourist visits to all States and UTs in 2018 was 1854.9 Million registering annual growth rate of 11.9%. The Indian tourism industry is responsible for creating 23 million direct jobs (or 5.5% of total jobs in India) and 36.6 million direct and indirect jobs (or 8.7% of total jobs in India). Tourism Scenario in Tripura: Tripura is a hilly North-Eastern State of India blessed with natural rich topography, unique geographical location with tropic of cancer passing through its heart. The State, an abode of rich floral and faunal biodiversity, unique landscapes and moderate climate throughout the year has immense potential for tourism .Peaceful co-existence of nineteen indigenous tribes along with Bengali and Manipuri communities in the State, their diverse cultural streams and faiths, traditional art, music and festivals, beautiful handloom and handicrafts constitute irresistible charm as a tourist destination. It has spellbound rock cut sculptures of archaeological significance, Buddhist pilgrimage sites and the royal palaces that add to the charm. During 2018-19, total 5,29,879 tourists visited Tripura including 1,12,955 foreign tourists. 1India Tourism Statistics 2019; Ministry of Tourism, Govt. of India The bulk of foreign tourists are from Bangladesh followed by tourists from USA, Canada and UK. Though in small numbers, tourists from Serbia, Sweden, Hungary and New Zealand visited Tripura in 2018-19. Tourist arrival registered 10% annual growth during 2018-19. Evolution of Tourism sector in Tripura: Tourism has been declared as an Industry in Tripura way back in1987. Realizing the potential of Tourism in the socio-economic development of the State, the State Government has set up Tripura Tourism Development Corporation Limited in 2008 for professional management and giving further impetus to tourism sector in the State. The Corporation has been registered in 2009 and since it’s functioning the revenue generation is continuously increasing indicating the opportunity for further expansion of this sector. Earlier Tourism Department was part of Information and Cultural Affairs Department but in 2013 a separate Tourism Directorate has been set up and it acts as an administrative department for the Tourism Corporation. People’s outlook towards tourism in the state: The sociable, art loving, ritualistic and festive character of local people is very conducive for tourism development in the State. People’s outlook towards tourism is positive and full of enthusiasm as this has potential for socio-economic development of the local communities. In fact, community participation in tourism development will be vital for success of tourism in Tripura. 2. Need for Tourism Policy in Tripura Tourism continued to develop in an unorganised manner with various departments engaged in tourism development and facilitation but working in isolation with each other. Thus, a need for a joint and collaborative approach has been felt which would address tourism in a holistic manner through an integrated approach. There is an urgent need to consolidate all existing missions and plans, and together with strong participation of the tourism stakeholders to develop Tripura as preferred tourist destination. Considering ever growing and changing tourism industry, the policy shall provide guidance for bringing sustainability through inclusive growth, enhancing capacities of tourism stakeholders as well as for developing regulatory frameworks, which shall ensure quality experience for visitors to the State. At this stage of tourism development, the visitors’ perspectives also need to be factored in. Increasingly people are looking for authentic and distinctive experiences. Additionally, need to conserve the culture and nature has gained even more importance. This requires a comprehensive guiding document in the form of a policy for shaping Tripura’s tourism sector, which has been a long felt need in the state. 3. Vision To promote sustainable tourism in Tripura, with emphasis on enhancing tourist experience, placing Tripura on tourism map of the world as one of the leading tourist destinations and also enabling economic and social development by linking tourism with the livelihood opportunities for local communities. 4. Mission a. To make Tripura nationally and internationally acclaimed all-season Tourist destination. b. To provide world class amenities and facilities to the tourists at all destinations and also provide well managed public amenities on the highways. c. To highlight rich culture, heritage, wildlife, bio-diversity so as to provide unique experience of unexploited wonderland to the tourists. d. To disseminate Tripura’s rich history, cultural and traditional aspects related to the ancient kingdom. e. To facilitate involvement of private sector in establishment and management of tourism infrastructure. f. To encourage local communities in management of tourist destinations as well as hosting activities like home-stay. g. To generate employment opportunities for the local communities in sectors directly and indirectly linked with the tourism. 5. Guiding Principles The tourism policy will be based on the following guiding principles: a. Promotion of religious tourism based by developing places of worship of all faiths. b. To promote eco-tourism in the State in collaboration with the Forest Department. c. Undertake measures to provide best experience to the tourists in terms of information, logistics amenities, security and hospitality. d. Establish active and coordinated participation of Government departments, voluntary organizations, the local community and other stakeholders of tourism sector. e. Set up an institutional mechanism to promote private investment. f. To create enabling framework for public-private partnerships in developing tourism products, projects and services. 6. Validity period of Policy This policy shall remain in force for five years from the date of its issuance and projects started/established/ expanded operationally during such period shall qualify for benefits/exemption/concessions under the provision of this Policy. However, tourism projects established / expanded before the issuance of this policy shall be dealt with as per the provisions of the then prevailing policy. 7. Strategy The following will be the strategy to be adopted to realise the vision of development of Tourism in Tripura: A) Tourism Infrastructure Optimization: The development of infrastructure is key for promoting tourism in the State. This will be taken up in the following ways. i. Destination and Basic Infrastructure Development: a. Destination development will be taken up through Central Govt and State Govt schemes. For each destination, a master plan will be developed, so that comprehensive development of amenities and facilities is ensured. While planning the tourism destinations, Global Sustainable Tourism Council (GSTC) Criteria will be adhered by the Tourism Department, which is aimed to bring all stakeholders together to achieve sustainable tourism. GSTC Criteria serve as the global baseline standards for sustainability in travel and tourism. They are the result of a worldwide effort to develop a common language about sustainability in tourism. They are arranged in four pillars listed as sustainable management, Socio economic impacts, Cultural impacts and Environmental impacts (including consumption of resources, reducing pollution and conserving biodiversity and landscapes). b. Department of Tourism (DoT) will collaborate with State Govt. Departments like Urban Development, PWD, Transport, Tripura State Electricity Corporation amongst others for continuous improvement and maintenance of basic infrastructure such as roads, drinking water, power, hygiene, transport, and solid waste management. c. Priority areas will include setting up of hotels, restaurants, spas and resorts, tourist centres, parking areas, entertainment centres, amusement parks, ropeways, golf course, standardized budget accommodation etc. d. New tourism destinations across the State will be identified and prioritized for development. Every year 1-2 destinations will be focused so that they can be developed in all respects for the tourists. e. Efforts to include Tourism related aspects in action plan of all departments, particularly Forest, Handloom and Handicrafts, Information and Cultural Affairs for promotion of fairs and festivals of Tripura as listed in Annexure-1,Public Works Department, Industry (for tea tourism), Horticulture and other Departments of the State for holistic development. f. Highest priority will be accorded to conservation and preservation of natural resources and beauty at eco-tourism destinations. ii. Development of Way Side Amenities a. Way side amenities will include setting up cafeteria, souvenir shop, parking facility, toilet complex etc on the major roads leading to tourist destinations. b. The way side amenities will be developed on the government land along the National / State High ways or near the tourist locations, or developed in private land by the interested entrepreneur. c. All way side amenities to carry out the brand name of Tripura Tourism. d. In case of government land, the tourism department will ensure that land is allotted / leased to the Tourism Department with a provision to be managed by the Tripura Tourism Development Corporation Limited (TTDCL) and TTDCL will do the bid management for developing the way side amenities in that location. The land leasing will be taken up as per the guidelines formulated by the State Government from time to time. e. In case of private land, the owner of the land or any other person after seeking due permission or arrangement with the owner of the land, can propose to set up way side amenities. The proposal will be given to Tourism Department, which will examine and provide approval. In this case the developer will require to pay a royalty or commission to State Government, as per the procedure laid down. f. Way side amenities will be promoted under the Paryatan Sahayak Prakalp (Details included in Annexure II) scheme launched by Department of Tourism. iii. Development of Tourist Circuits a. Tourist Circuits linking Eco-Tourism, religious and entertainment places of interests to the tourist will be designed and developed. b. Based on the profile of the tourists i.e. domestic and foreign, separate tourist packages will be developed and marketed in the suitable forums. c. Special efforts will be made to develop international tourist circuit and promote in Bangladesh. The places involved will be Moynamoti in Bangladesh along with Pilak and Boxanagar in Tripura that can be developed as archaeological / Buddhist tourist circuits. d. Similarly, there are 6 Shaktipeethas in Bangladesh which can be linked with Tripura Sundari Shaktipeetha in Tripura and developed into an international religious circuit. e. Along these circuit routes, Home stay will be promoted to provide lifestyle and cultural experience of Tripura to the tourists. B) Improving Connectivity: i. Efforts would be taken to ensure direct flights from major cities to Agartala. ii. Operationalisation of Kailashahar Airport, will help to reach Unakoti and Jampui Hills tourists destinations conveniently. iii. There are 22 helipads in Tripura. Therefore, helicopter tourism can be promoted and “Tripura Hawai Darshan” will be started by using the services of Pawan Hans every weekend. iv. The Tourism Department will also work with the Indian Railways and IRCTC for providing affordable tourist packages. v. Tourism Department will work with the NHAI, PWD Department and Rural Development department to improve the connectivity to Tourist Destinations on priority. vi. The Tourism Department in coordination with the concerned departments of the State, will take steps to ensure proper hygienic conditions and to prevent the exploitation of tourists on national and state highways and at tourist places. vii. Police and Highway Patrol to be ensured on all major state and national highways connecting major tourism destinations in co-ordination with Home Department and Highway Authorities C) Human Resource Development: i. In service sector like tourism, availability of skilled staff is essential for delivery of hospitality services professionally. The Government will invest in human resource development so that the managerial and technical skill is made available with the State. Tourism Department will facilitate the operationalisation of Hotel Management Institute at Anandnagar at the earliest ii. All the personnel directly and indirectly engaged in the tourism sector will be trained in hospitality related aspects with assistance from National level apex institutes-like IITM, IIFM, IHMs, etc. DoT shall put emphasis on youth, women, under privileged and disadvantaged sections of the society. Skill trainings and Capacity Building workshops shall be organized to make them employable in the tourism sector. iii. Professional guides will be trained, certified and deployed at tourist locations and at arrival points. iv. Service related training will be provided periodically to all the registered home stay owners, restaurant staff and hoteliers and their staff so that the tourists enjoy warm hospitality during their stay in the State. v. Feedback and 3rd Party Skill Assessment of Trainings provided and Trainees after completion of trainings shall be carried out. vi. DoT will also encourage Hoteliers/Travel Operators/Tour Agents to induct trained and certified guides/workforce for better absorption in the tourism sector. vii. A pool of consultants / experts shall be empanelled to provide necessary training like general etiquettes, English speaking and other languages, cooking, nature guides, heritage guides, resort operations etc as per the demand of the industry. viii. Convergence with Central government schemes like Hunar se Rozgar Yojana of Ministry of Tourism and other ministries shall be ensured. ix. Licensing and certification of tour guides shall be ensured to standardize their services and accreditation of travel agents shall be promoted x. Tourism sector institutions of the State shall be encouraged to include sustainable development strategies as part of their curriculum. xi. Emphasis on capacity building of Local Communities: a. Special incentive scheme “Paryatan Sahayak Prakalp” has been adopted to promote entrepreneurship and people participation in development of tourism related infrastructure & services in Tripura, where subsidised interest loans upto Rs. 5 Lakhs are given to youths. b. Transparent guidelines and standard procedures will be laid down to allow local communities to participate in the management of the tourist destinations and services. c. Active participation of local bodies will be ensured by sensitizing them towards tourism. d. In promoting the local cuisine, costume, art, handicraft and local heritage etc, involvement of local communities is crucial and it will be encouraged. e. Retail outlets for local products, arts, crafts, cuisine, etc will be encouraged wherever feasible f. Community kitchens and cluster of public conveniences at rural locations will be encouraged largely through private entrepreneurs/SHGs D) Marketing & Promotion: i. Social media and digital media will be used widely for marketing the tourist destinations. This will be key for advertisement and promotion strategy. ii. Along with this, destination and package wise new brochures, posters will be printed and short films on destinations will be developed. iii. One key area for marketing and promotion is the Information centres situated in airport, railway station and integrated check posts. The existing information centers will be upgraded and new such information centers will be planned in major airports and railways stations. iv. The participation in leading national and international tourism fairs will be taken up strategically so as to market the tourist destinations in a better way. v. Familiarization tours of the leading tour operators of the country and overseas will be taken up in major tourist destinations so that they are marketed well in the State. vi. Road shows in key national and international markets will be taken up to promote the tourist destinations vii. Signage’s of the international class will be installed on the national, state and at the important tourist highways and stations. viii. Destination Management Organizations (DMO) will be promoted locally, first at Agartala for promoting destinations in concerted manner for standardization of services. DMOs are non-government professional body that market a destination by attracting right quantum of tourists and synergizes activities at local tourist destinations. Responsibilities of a DMO include: • Facilitate reservations for villas, resorts, hotels, homestays • Provide travel management and guides • Act as local partners for group and event organizers • Acts as receptive agents for travel agents, tour operators • Training and capacity building activities for local communities • Tourism products and business development ix. DoT shall undertake initiatives to develop Coffee table books, Documentaries and knowledge material for tourists. These will focus on diversity of Tripura such as its flora, fauna, heritage, festivals and local culture covering tourism destinations x. A 5 year calendar of events across Tripura will be developed including 5 signature events that will be organized annually. Indigenous products will be promoted as part of the event calendar xi. The advertisement will be taken up by the Tripura Tourism Development Corporation Limited (TTDCL) as accordingly approved by the board of TTDCL from time to time. xii. Emphasis towards attracting International Tourists: It has been observed that international tourists prefer visiting places with rich cultural heritage, eco-friendly locations and the locations that offer them unique experience. As Tripura has all these types of locations, steps should be taken to attract international tourists. As the first step to attract international tourists, a detailed strategy will be created for top 5 visiting countries to catalyse the demand of inbound tourism including strategic link up with overseas tourism boards. a. Making linkages with the international circuits of religious and cultural significance and marketing the tourist destinations. b. Efforts will be taken to ensure travel, accommodation bookings and transit seamless and comfortable to the tourists. c. All efforts will be made to access national as well international tourist markets for marketing, branding, promotion of local Tourism Products. d. Comprehensive feedback mechanism of tourist experience shall be developed. E) Attracting Private Investments: i. To encourage establishment of tourism projects through private investment, land bank at suitable locations will be identified and created by the tourism department. ii. As tourism has been accorded the status of Industry, the, Incentives, Subsidies/Concessions will be made available to augment the establishment of various tourism facilities like hotels and resorts in the State, like to any other industry. iii. Private transport operators will be linked to tourism areas and encouraged to provide quality transport services. iv. To encourage MICE (Meetings, Incentives, Conferences and Exhibitions) Tourism in the State, establishment and management of convention centres with private investment will be promoted. v. To provide quality accommodation to tourists in the state, establishment of star category hotels with private investment will be encouraged. F) Safety & Security i. A disaster management plan will be created for major tourist destinations to brace for any eventuality. A dedicated helpline number will be launched exclusively for the tourists. ii. To provide safeguard for tourist, tourist police / private security persons will be deployed at various locations. An assessment will be made regarding the requirement of the police personnel / private security guards and they will be sensitised accordingly. iii. Tourism Department shall liaison with mobile operators to ensure efficient connectivity for all tourism destinations in the state especially far-flung areas iv. Tourists will be provided with information with the better use of information technology and communication mediums. Through mobile based applications they will be provided tourism information. v. Tourist destinations will be equipped with modern telecommunication facilities and ICT. vi. Enabling appropriate accessibility for physically challenged will be promoted at key tourist destinations. 8. Thrust Areas of Tourism in Tripura Eco Tourism Eco-Tourism is a new concept, developed around the idea of travelling to places of natural beauty, moving around and staying at places bestowed with nature for few days. It involves participation of local communities in overall economic development of area, learning environment friendly way of life and support conservation efforts while observing nature and wildlife. Tripura has immense scope for eco-tourism. The State is virtually free from industrial pollution. Its green forests, blue hills, enchanting rivers are basis on which eco- friendly tourism can be developed through: a. Tripura is an ideal place for developing eco-tourism activities like jungle safaris, trekking, rock climbing, forest trails, nature walks, angling, camping etc. All these activities are to be conducted in a manner that promotes awareness of the environment and helps maintain the ecological balance. b. Wildlife Tourism is an integral part of Eco Tourism. At present there are 04 (four) Sanctuaries, 02 (two) National Parks. Department of Toursim proposes to work actively with the Wildlife Wing of the Forest Deptt. to further develop and improve wildlife parks/zoos, bird watching towers and other public utility services for the facility of the tourists. Initiatives shall be taken in collaboration with the Forest Department to preserve/protect these areas from mass tourism flows and development. c. Development of Lakes and wetlands is also part of eco-tourism. The department will take steps in coordination with the Forest Department to maintain and enhance their beauty by undertaking development in an integrated manner. d. Policy for Eco-tourism in Forest & Wildlife areas has been outlined by Government of India. It will be followed as and where applicable. e. Forest Department will also make an endeavour to declare some areas for eco-friendly recreation. f. Creation of infrastructural facilities like good quality tents, cottages-on-stilts with provisions for ethnic food and other logistics will be taken up in the eco tourism sites along with river cruise, water sports etc. g. Dumbur lake will be developed into world class destination with the financial assistance of the Central Government / Externally Aided Project in order to develop activities like water sports, angling, bird watching, setting up of house boats, development of artificial beaches etc. h. Nature Camps, Eco-friendly accommodation, trekking and nature walks, visitor interpretation centers amongst others shall be promoted. i. Guides and naturalists shall be trained and certified in coordination with the Forest Department. j. TTDCL will conduct feasibility study to create cycle trails near selected rivers, natural parks and sanctuaries to discover natural and cultural aspects of the region. k. TTDCL will create interpretation center to promote edutainment in forest sector. Adventure Tourism: a. There is a need to make comprehensive adventure tourism promotion plan for the State by laying down the regulatory framework for enforcement of safety standards.TTDCL shall set out eligibility criteria for entities aspiring to enter the Adventure Tourism segment to safeguard the tourists from the perils of the various adventure tourism activities b. For the promotion of adventure sports, the TTDCL will identify the various adventure sports activities that can be taken up at different location and they will be developed in public private partnership mode. As the first step, TTDCL will work in close coordination with Adventure Tour Operators & Associations to frame resource mapping for developing potential adventure tourism activities. c. To attract private investment in Adventure tourism, TTDCL can offer land on lease or license. Procedure to offer the land on lease shall be followed in accordance with the guidelines issued by the State Government from time to time. d. As training and safety standards are key to adventure sports, training on different aspects of the adventure sports to the youths, will be facilitated by TTDCL. e. TTDCL will make provision for quality equipment needed for adventure activities. These shall be made available in the nearest tourism department office. f. TTDCL will market and promote adventure destinations and expeditions in domestic and international platforms. Spiritual Tourism: a. A detailed infra-gap assessment shall be carried out at major pilgrimage destinations to address the key infrastructure issues in collaboration with Temple Trusts. b. Service Level Agreements for maintaining cleanliness and hygiene with professional agencies in the domain shall be undertaken. c. Funding from CSR shall also be explored for solid waste management, provisioning of tourist amenities etc at prominent pilgrimage destinations. d. Smart solutions will be promoted in collaboration with Temple Trusts to implement services like Wi-Fi, CCTV cameras, display screens, Prasad vending cash cards, visitor management amongst others. e. With the help of local bodies regular cleanliness drives shall be ensured at religious destinations. f. TTDCL shall create Tourist Facilitation Centres to enhance tourists experience at religious destinations. These centres shall ensure centralized booking facilities, tourist information, food etc. g. Tourism Department plans to develop Tripura Sundari Matabari Temple as world class tourist destination in consultation with the Mandir Trust.Along with tourist amenities, Tourism Department will also develop Ropeway from Udaipur Railway Station upto Matabari temple, in PPP mode. This ropeway will become a major tourist attraction. h. Tourism department in collaboration with other States, will market Tripura Sundari Temple as part of shaktipeeth circuit. These efforts will be especially with Assam, so that all tourist visiting Kamakhya can also visit Tripura Sundari temple. i. An annual seven days Kharchi Mela at Old Agartala Chaturdas temple during the month of July has come to be as known as Mahamillan utsav of the tribal & non-tribal, where lakhs of people and Sadhus congregate. This shall be highlighted in publicity campaigns in domestic tourist circuits with an appropriate tagline giving forceful punch to spiritual tourism. j. The Buddhist circuit in Tripura comprising Benuban Vihar, Mahamuni and Nabincharra will be promoted, especially in South East Asia to attract tourists. TTDCL will conduct road shows in the South East Asian countries to promote Buddhist Tourism. k. With similar focus, the centres of other faiths also will be developed and promoted in the relevant market segments. Ethnic Tourism: a. Tripura is a unique in it’s cultural and ethnic diversity. The State is a home land to 19 ethnic tribes and groups, each having its own cultural heritage, life customs, religious beliefs, language, food habits, folk songs and dances which are rich and varied. b. TTDCL shall conduct Social Impact Assessment in collaboration with the Department of Tribal Welfare and Department of Forest for development of eco-ethnic tourism activities in due consultation with representatives from tribal communities. This will ascertain their willingness to participate in eco-ethnic tourism activities. c. A detailed resource mapping study shall be undertaken by analyzing the market potential of eco ethnic tourism d. Only activities and facilities having least impact on the natural resources and the tribal culture shall be permitted. e. Marketing strategies shall be developed for promotion of eco ethnic tourism activities based on sound market research and segmentation analysis and make wide use of electronic, print and cyber media. f. Destinations thus identified shall be developed in accordance with the carrying capacity of the region, and also ensured that the activities causes minimal disturbance to the social diaspora and natural ecosystem g. Tourism infrastructure for promoting eco ethnic tourism activities shall be environment friendly, low impact aesthetic architecture, including solar energy, waste recycling, rainwater harvesting, natural cross-ventilation and proper sewage disposal and merging with the surrounding habitat. h. TTDCL shall work in close coordination with Tripura Handloom & Handicrafts Development Corporation to promote the tribal products i. Accreditations like Craft Mark, Geographical Indication (GI) shall be promoted for the products developed by the tribal people, to adhere to the principals of fair trade. j. TTDCL will identify villages to develop the traditional architecture and tourism related infrastructure. k. TTDCL will also identify in the existing tourist locations and also new locations to provide the experience of local cuisine, handloom and handicrafts, art and dance forms. Efforts will be undertaken to form Village tourism Committees (VTC) in such tourist locations for effective management of tourism enterprises. SHGs of villages shall be promoted to work as supporting VTCs. l. appropriate synergies would be ensured with financial institutions to provide funds for renovating the rural homes so as to ensure attractive, clean and comfortable stay of visiting tourists. m. Some of the identified activities for promotion under eco-ethnic theme are as under:  Rural Immersion Programmes including festivals and folklore  Rural Homestays  Local cuisine  Handicraft development  Participation in tribal rituals  Tribal Sports  Village walks and Jungle Treks, Bird watching etc. Film Tourism: a. The objective will be to project and establish, Tripura as an ideal shooting destination, and for this an exhaustive publicity campaign shall be taken up by the tourism department. b. Film Tourism is an area which can be explored in Tripura, as till date no major films were shooted here. To promote film tourism, the producers need to be given incentives so that they find a reason to do shooting here. c. Also film producers face various difficulties in co-ordinating with different departments while asking permission for local level shooting. Tourism Department will co-ordinate with these departments to obtain the legal mandatory permissions needed for film producers. This service can be extended to the concerned producer company on best effort basis d. It will also be required to declare Director Tourism as the sole authority for granting all type of permissions related to film shootings and the fee thus be collected by the Tourism department could be further remitted to the concerned departments. e. In addition to this the department will invite investment from private parties for setting up of the film cities, studios and hiring of filming equipment etc. for which govt. land could be provided on PPP basis. f. Organize familiarization tours for major production houses in India and across the world for key tourist destinations in Tripura. g. To ensure safety and security to the film makers a separate film shooting wing will be formed in collaboration with the Home Department and respective District Tourism Officers on the concerned area. h. TTDCL shall lease out various instruments available for film shooting in close coordination with other departments like Education, Culture, amongst others. i. TTDCL in consultation with the production houses will retain film shooting sets/structures which can have touristic value. Tea & Golf Tourism: a. There are 54 Tea Estates in Tripura. Coordination with the management of the tea gardens can effectively do a lot in promoting tea tourism in the State. Tourism Department will engage and persuade some of the willing tea gardens to be a partner in the tea tourism packages. The quantum of land allowed and activities permitted shall be as per the provisions of TLR& LR Act as amended from time to time. b. Traditional houses in Tea Estates could be converted into home stays wherein the tourists could enjoy the beauty right from tea plantations upto tea packaging. Many of these tea gardens can be developed to have golf courses. c. TTDCL will also organise Tea Festivals in consultation with the Tea Board. Wellness Tourism: a. A detailed market plan shall be developed to promote medical & wellness tourism in association with concerned stakeholders including reputed medical institutions and practitioners, medical service providers, amongst others. b. Focus would be towards offering medical as well as wellness facilities to the rural/sub- urban regions of the State by developing seamless connectivity to the destinations. c. TTDCL shall also include these centres in it packages and promote them at national and international platforms like travel marts, road shows etc. d. Apart from this Tourism Department also proposes to develop ayurvedic spa /health resorts in association with the private sector at various locations in the State. e. Training the youth in Panchkarma and other therapies will also be undertaken by tourism department through concerned departments. Heritage Tourism: a. Heritage zones will be earmarked around site like Unakoti, Udaipur, Pilak, Baxanagar, etc and accordingly master plans will be developed for comprehensive tourism development of the region. To improve the maintenance of these destinations efforts will be taken to create ownership among locals. Feasibility of creating heritage trails will be also considered. b. Greater coordination with Archaeological Survey of India (ASI) will be ensured and all efforts will be taken to make “UNAKOTI”- a World Heritage Site. c. To increase length of stay of tourists’ development of tourist villages near existing heritage attractions will be encouraged by engaging local communities. Border Tourism: a. TTDCL will encourage tourism activities along the bordering areas of the state. Intensive marketing and promotional activities will be adopted to increase tourist visits from neighbouring states. b. Access to infrastructure to these destinations shall be developed by collaborating with other state agencies to enable smooth commute. Arts, Crafts and Souvenirs: a. Promotion of local art and culture, generation of income and employment as it is a major component of tourism policy. The tourism department will endeavour to encourage the development of souvenir industry linked to local crafts, events and places which would promote a distinctive image of the State both within and outside the State. The private sector will also be encouraged to patronize and promote local folk, culture and crafts for the visiting tourists. b. Development of souvenir industry including standardised packaging is of utmost importance for which leading institutions and voluntary organisations in the country like NID, NIFT, IIPD, NCDPD etc will be actively engaged. 9. Role of Tripura Tourism Development Corporation Ltd: The role of Tripura Tourism Development Corporation Ltd (TTDCL) for implementation of tourism policy is important. The role of the Corporation will be as follows; i. While providing tourism services, the TTDCL shall play a crucial role in establishment, expansion, marketing and advertisement of tourism related infrastructure and services. ii. TTDCL shall identify new areas for development of Tourism destinations and facilities through public and private investment. iii. TTDCL shall focus on management of core tourist services, and as per the need will be allowed to hand over its units to private sector for operation under management agreement or on a long-term lease. iv. To resolve issues related to tourism promotion, management and operations, effective steps shall be taken up in co-ordination with stakeholders of tourism industry. v. Tourism projects shall be established and appropriate support to investors to invest in new undeveloped areas with tourism potential shall be streamlined. vi. As and when required TTDCL can expand its units and develop new areas of tourism through profits realized. vii. TTDCL shall take up up-gradation and maintenance of tourist lodges and other assets regularly to provide better facilities to the tourists. viii. TTDCL shall set up a Project Monitoring Unit (PMU) for taking up intense promotional activities, attracting private investments, investor facilitation, providing incentives and subsidies to investors. 10. Tourism Projects The following activities will be treated as tourism projects to avail various facilities and subsidies as applicable under the Schemes of the State and Central Governments. The definitions of these projects will be updated as per the guidelines issued by Ministry of Tourism, Government of India and Department of Tourism, Government of Tripura, from time to time: • Hotel (Star, Deluxe and Standard Class). • Health Farm/Resort/Health and Wellness Resort. • Resort, Camping Site and Fixed tenting units. • Wayside Amenities. • Heritage Hotel. • Facilities for Meetings, Incentives, Conferences and Exhibitions (MICE). • Museum/Aquarium/Theme Parks. • Bed and Breakfast /Home Stay Units. • Golf Course. • Rope way. • Water Park and Water Sports. • Amusement Park. • Adventure tourism. • Cruise Tourism and House Boats. • Film studio and development of infrastructure and installation of equipment for film making. • Sound and light show/ Laser show. • Other activities related to tourism as notified by Tourism Department of Central / State Government, from time to time. 11. Investor Facilitation and Promoting Private partnerships i. Tripura Tourism Development Corporation Limited (TTDCL) shall function as the nodal agency for investor facilitation under this policy. ii. The engagement of private partners for suitable tourism projects will be according to the guidelines issued by the State Government from time to time. iii. For Investment Promotion in Tourism, Corporation shall work in coordination with Directorate of Industries and Tripura Industrial Development Corporation also to provide permissions, incentives and subsidies for the enterprises and projects in Tourism sector. iv. At State level, for implementation of Investment promotion activities, for granting of permissions / registration / no objections / licenses to Investor of establishment of Tourism Projects, Deputy Managing Director, TTDCL shall be nominated as the single point of contact. v. The Deputy MD shall get resolved all such Investment related proposals in tourism sector through the committees constituted at State and District level and coordinate with various departments for necessary approvals. vi. Private projects where forest/revenue clearances are needed will be dealt on priority within a specified time not exceeding 30 days. 12. Planning for Future Developments Tourism shall plan holistically for all its future tourism developments, in order to achieve the same the following practices shall be adopted: i. Tourism Roadmap The department shall undertake the exercise to create a long-term tourism roadmap of the state. In doing so TTDCL shall engage consultants, as required, to prepare a comprehensive tourism roadmap covering the detailed resource mapping exercises of potential and new tourism destinations. Thus, TTDCL can prioritize these destinations and make action plans for implementation. TTDCL shall also engage experienced operations/experts in various domains to get domain specific information on various destinations. One of the scope of services under the tourism roadmap exercise will be identify potential tourism projects. TTDCL shall use the Tourism Roadmap while preparing its own annual tourism budgets and adhere to the roadmap for seamless integration of the action plan. ii. Tourism Investment Summits The department along with TTDCL shall organize tourism investment summits as an annual affair, as it brings down the investors under one roof and facilitates the investments in tourism domain. Secondly, it is an excellent platform for the State Tourism Department to showcase various projects that are on offer for private sector participation. iii. Convergence of Tourism Projects The department shall ensure that it benefits from various schemes that are centrally sponsored for tourism development and related works. Some of the schemes targeted towards the same are Swadesh Darshan, PRASAD, HRIDAY, AMRUT, Swachh Bharat Mission, Skill Development Mission etc. TTDCL shall apply under the mentioned schemes and gain funds for tourism development. Apart from these, TTDCL shall also make a framework to utilize CSR related funds at tourism destinations. TTDCL shall also encourage projects which are green and uses renewable energy as practice by providing them faster approvals and simultaneously providing special incentives to be decided on case to case basis. 13. Incentives and Subsidy for Tourism Projects The State Government has granted the status of Industry to the Tourism Sector in 1987. The incentives and subsidies as promoted by the industry department and as detailed out in Tripura Industrial Investment Promotion Incentive Scheme 2017 and subsequent amendments will be applicable to the projects undertaken for tourism department. 14. Allotment of land for establishing Tourism Projects through private investment i. The State Government can make land available for establishment and development of all types of Tourism Units as per the existing procedures. ii. All Development Authorities, Agartala Municipal Corporation, Municipality Councils, Tripura Housing Board, Nagar Panchayat, Gram Panchayat, Forest, Industry Department and District Collectors would be requested to identify suitable land for the establishment of Tourism units, as per the requirement. iii. After demarcation and ensuring the land is encumbrance free and other issues, and after recommendation by the land allotment committees, the identified land will be sent by the concerned District Magistrate and Collector, to the revenue department for allotment / lease in favour of Tourism department. iv. Land so identified shall be set apart and reserved for tourism units. Information of such Land Bank would be made available on the Website of concerned Body/ District Collector/ Revenue Department and on Tourism department Website. v. Such identified Government land / land on which assets are erected and are transferred to the Tourism Department would be developed as per prevalent guidelines of the Government. vi. Tourism department through TTDCL will put the land to the identified use, either directly or through leasing /licensing out such land in and open, fair and transparent manner for investments, operations and management by the private investor. vii. Similarly any assets like heritage properties or any other assets that can be promoted under tourism, will be taken up by Tourism Department and operationalised through TTDCL. viii. The procedure for leasing out of Government land allotted / leased to Tourism Department will be according to the guidelines issued by the State Government from time to time. 15. Constitution of State/District Tourism Promotion Council: i. State Tourism Promotion Council (STPC) a. The State Tourism Promotion Council shall be established at the State Level. This Council under the Chairmanship of Hon’ble Chief Minister, shall be constituted with nominated stakeholders in tourism sector. b. The State Tourism Council shall be empowered to take decision for various schemes and projects emanating out of the State Tourism Policy. c. The Council shall meet as and when necessary and at least once in a quarter d. The functions of STPC shall be as follows; • Review the implementation and effectiveness of the State Tourism policy and undertake necessary amendments if required to achieve the objectives of the policy • Recommend enabling institutional structure necessary to implement this policy including establishing effective single window clearance system • Prioritize the current projects and review implementation targets • Advise on interdepartmental coordination on matters related to this policy • Invite industry stakeholders to understand their challenges and adopt suitable measures to mitigate the same • Establish a governance structure for regular management of each major destination/ tourism asset • Strategy to devise Brand, Communication and Promotion plan • Strategy towards being an enabler through PPP projects • Unlock Tourism inhibitors like land acquisition, etc. ii. District Tourism Promotion Council a. In various parts of State, cultural and tourism centric events are organized at local levels. Therefore, at each district level, District Tourism Promotion Council (DTPC) shall be constituted under the chairmanship of the District Magistrates and Collectors. b. While the State Tourism Council will drive the policy initiatives, the roll out of specific initiatives will reside with District Tourism Councils for smooth implementation of tourism projects at district level. This is essentially a decentralized arrangement, where local government engage with industry partners to promote tourism. c. Following are the key responsibilities: • Clear planning covering locations, events, etc. • Coordinate fund allocation by agencies as per budgets • Monitor implementation of the projects and assistance to private stakeholder to facilitate investments • Planning, Implementation and Regulation at the tourist sites in greater detail as set out by STC. • Identify land parcels for tourism development in the district • Nodal agency for ideas and information related to tourism at the district • Develop economically viable Tourism Projects for development • License, regulate and accreditation of tourism ventures as per the Tourism Department guidelines • Encourage/facilitate travel writers, media and bloggers for promoting places of tourist interest in the district • Prepare the local event list at the district level • Facilitate convergence of resources of various agencies for the development of tourism infrastructure& development and updation of tourism information for districts • Organize and facilitate training programs for the benefit of stakeholders in the tourism industry • Facilitate the formation of local tourism destination development bodies with local community participation for development of tourism assets • Facilitate and support the development of eco-tourism societies • Promote the development of tourism master plans for each district • Skill profiling of local population to create lists for guides, freelancers, photographers, home-stay addresses and develop a tourism service provider database 16. Tourism Excellence Awards Annual Tourism Awards will be instituted for recognition of excellence in tourism products and services as also for contribution to the growth of tourism in the State. The various categories are mentioned below: a. Best Entrepreneur in Tourism b. Best Woman Entrepreneur in Tourism c. Best Start-up in Tourism d. Most Innovative Tourism Project e. Best ICT-enabled Tourism Project f. Best-maintained Tourism Asset (Swachhta-Puraskar) g. Recognition to Hotels, Tour Operators, Agents h. Green Tourist operator taken up eco-friendly tourism measures. (Significantly contributing to the growth of Tourism in the State). 17. Implementation of Tourism Policy In order to make available required facilities/ rebate/ license etc. to tourism projects concerned departments shall issue necessary guidelines, notifications or amend the rules. In this context, if difference of opinion arises or difficulties emerge, then matters including clarifications/ explanations / disputes shall be placed before the Empowered Committee comprising of following members under the Chairmanship of Chief Secretary for resolution:- • Principal Chief Conservator of Forests • Principal Secretary, Finance • Principal Secretary, Tourism • Principal Secretary, Information and Cultural Affairs • In-charge Secretary of department related with the case • Director Tourism , shall be the Member Secretary. Committee may take decision in accordance with the prevailing policy and the decision thus taken shall be final and binding on all concerned and its compliance shall be mandatory for the concerned department. Committee shall discharge all the responsibilities mandated under this policy. ***** A. LIST OF FAIRS & FESTIVALS OF TRIPURA ANNEXURE - I Fairs & Festivals Venue & Time Pous Sankranti Fair At Tirthamukh every year in January Pilak Tourism & Archaeological Festival At Pilak every year in Non.-Dec. Rajarshi Festival At Bhubaneshwari Temple every year in the month of May. Ashokastami Festival At Unakoti every year in April Goria Festival Month of Baisakh (April) for 7 days Buddha Purnima Festival Every year in the month of May at Udayan Buddha Vihar, Lord Buddda Temple &Mahamuni Pagoda. Kharchi Festival At ChaturdashDevta Temple every year in July Boat Race Festival At Rudrasagar Lake &Gandacherra every year in August Chabimura Festival At Chabimura every year in September/October Dumboor Festival Every year in October/ November at Gandachara Diwali Festival At Matabari every year in October / November Neermahal Tourism Festival At Neermahal every year in December B. TOURIST INFORMATION CENTRE AND CORPORATE OFFICE ADDRESS 1. Tripura Tourist Information Centre, Head Office of Tripura Tourism Development Corporation Ltd,Swetmahal, Palace Compound, Agartala, Tripura, Phone: +913812325930 2. Tripura Tourist Information Centre, Agartala Maharaja Bir Bikram Kishore Manikya Airport, Tripura Phone: +913812342394 3. Tripura Tourist Information Centre, Akhaura Integrated Check Post, Agartala, Tripura, 4. Tripura Tourist Information Centre, Netaji Subhash Chandra International Airport, Kolkata, West Bengal, Phone +91 9432985706/ +91 9038244957. 5. Tripura Tourist Information Centre, Tripura Bhawan, 1- Pretoria Street, Kolkata-71, West Bengal, Phone:+9133 22825703/ 0624/ 2297, E-mail:- tripuratourism.kol@gmail.com. 6. Tripura Tourist Information Centre, Tripura Bhawan, Salt Lake, Kolkata, West Bengal, Phone: +913323340213. 7. CORPORATE OFFICE:Tripura Tourism Development Corporation Ltd, Swetmahal, Palace Compound, Agartala, Tripura West, Pin – 799001, Phone: +913812325930, e-mail: tripuratourism09@rediffmail.com,Website:www.tripuratourism.gov.in ***** ANNEXURE - II GOVERNMENT OF TRIPURA TOURISM DEPARTMENT ******** Guidelines for the “Interest subvention scheme” to promote entrepreneurship in tourism sector. 1. Background: a. Tripura has very high potential to become a great tourist destination in the North East India. There are many tourist locations in the State that are not well known across the country and there are many more tourist locations that are yet to be explored. In order to enable the tourism sector in Tripura to grow, the best strategy is to involve all the stakeholders and simultaneously create an eco-system to increase the number of stakeholders. b. Hence the scheme ‘’PARYATAN SAHAYAK PRAKALP’’ on interest subvention scheme for tourism sector is being proposed to promote the people involvement in tourism sector in Tripura. 2. Objective: The objective of the scheme is to promote entrepreneurship in tourism sector by providing interest subsidy to eligible persons to enable them to take up activities in tourism sector. Through this scheme, it is intended to facilitate the access of loans to tourism related projects and upon successful repayments, as an incentive, the interest component will be borne by the State Government. 3. Details of the Scheme: a. The interest subvention scheme is to promote entrepreneurship in Tourism Sector. b. This scheme will be applicable only to loans taken up for tourism related activities, up to maximum of Rs. 5.00 lakh per loan per person. c. Bank may extend loan beyond Rs. 5.00 lakh as per project cost and security offering within their norms. But, the support from the Government on interest subvention will be extended only upto the loan of Rs. 5.00 lakh. d. If the borrower repays the loan regularly to the bank then as an incentive at the end of every 6 months the interest component will be paid back to the beneficiary. e. The interest subvention will be paid for a period of first 5 years only calculated from the day of sanction of the loan. After that for the remaining period of the loan, the interest will be paid by the borrower. f. The amount of interest repaid under the scheme will be calculated at 8% interest rate or actual interest rate, whichever is lower. g. Borrower will contribute 5% of the project cost as margin. h. The following projects can be taken up under this scheme a. Home stay facilities b. Way side amenities – pay and use toilets, restaurant, dhabas etc. c. Boats – Speed boats, house boats, shikara etc d. Water / adventure sport facilities e. Promoting heritage tourism, eco-tourism etc f. Managing yoga / ayurvedic facilities near tourist locations g. Eco friendly transport near the tourist zones h. Any other innovative projects related to tourism sector 4. Eligibility Criteria: a. Individuals above 18 years of age upto the age of 50 years will be eligible for this scheme. b. Preference will be given to unemployed youths and to those who have completed graduation or diploma in Hotel Management or Travel and Tourism or undergone any skill development in Tourism related skills under the Prime Minister Kushal Vikash Yojana (PMKVY) or any others schemes will also get preference during the course of selection. c. Only one person from a family will be eligible for this scheme. d. Only if the borrower pays regular EMI, then the interest component will be repaid by the Government. If he/she defaults the payment for three consecutive months, as verified by the banker, then he/she will automatically cease to be the beneficiaries of the scheme. e. The borrower shall not be entitled to receive subvention facility in case of becoming a loan defaulter and unable to repay the loan within loan repayment schedule fixed by the bank. 5. Procedure: a. The scheme will be implemented by Tripura Tourism Development Corporation Ltd (TTDCL). b. Applications will be received on continuous basis throughout the year, through online portal (www.tripuratourism.gov.in). c. All the applications received in previous month will be examined by the committee on 10th of next month and if 10th is a holiday then on the immediate next working day. d. A committee with representatives of Industry department and Bankers will be formed to examine the projects. The members of the Committee will be as follows • MD,TTDCL :- Chairperson • Representative of Industry Department : - Member • Lead District Manager (West Tripura) : - Member • RM, State Bank of India : - Member • RM, UBI : - Member • MD, Tripura Gramin Bank : - Member • MD,TSCB : - Member • Any other invitee members as per the requirement. e. The committee will assess the project proposal both from the suitability to the overall tourism development plan of the State and also for its financial soundness. f. The such recommended applications will be forwarded to the banks for sanctioning of the loan. The respective banks after sanction of the loan will inform TTDCL. g. After the sanction and loan disbursal, the bankers will keep a record of repayment of the loans. All such loans where repayments are regular, interest component of these loans will be calculated and forwarded to TTDCL, once in every six month i.e. as on 1st July and 1st January. TTDCL will then pay the interest of all such regular repaying loans to the respective beneficiary as per the details provided by the bank subject to maximum of 8% of interest rate. h. There will be periodical supervision of the Tourism Department on the scheme and on the projects undertaken for necessary facilitation or handholding. 6. Loan Tracking: The loan tracking will be undertaken by the concerned Bank disbursing the loan. The Lead Bank shall maintain a detailed statement of loan repayments on the basis of quarterly information furnished by the concerned Banks. A Nodal Officer will be appointed from the side of TTDCL and one each from the Banks participating in the Scheme for coordination. 7. Repayment of loans: The loans are to be repaid to the concerned Bank disbursing the loan as per its terms and conditions. The interest subvention support from the government will be released twice in a year. The bank will submit consolidated statement (borrower wise) to the department with their declaration with their repayment status of the loan. In case of any loan account turned to NPA beneficiary will not be allowed to receive the interest subvention from the government. However, on up gradation of the loan account to standard account within the tenure of loan, the borrower will be entitled to receive the interest subvention. The repayment of the loan by the candidates should be between the bank and candidates and no guarantee shall be given by the Government. However, government may extend support on recovery process as it extending in other loan scheme. 8. Implementation: The project should be implemented within 3 (three) months of granting the Loan and should start earning income within one year. If the project is not started within three months then it will cease to be sponsor by the scheme. The Loan amount must be spent only for the sanctioned project. Diversion of the Loan amount to any other purpose is strictly prohibited. END Application for “Paryatan SahayakPrakalp” To, The Managing Director, Tripura Tourism Development Corporation Ltd, Swetmahal, Palace Compound, Agartala, Tripura West. Sir/ Madam, I would like to avail the benefit of “Interest Subvention Scheme for Tourism Sector”. The required details are furnished hereunder:- 1. Name of theApplicant:- (In Block Letters) 2. Father/ Husband/ GuardiansName:- 3. Full address of theapplicant:- (a) Habitation/Area- (b) Gram Panchayat/ Ward No- (c) Block/Nagar Panchayat/Municipal Corporation- (d) Sub-division- (e) P/S- (f) District- (g) Mobile No- (h) AadharNo- 4. Date ofBirth:- 5. Gender:- Male/Female 6. Caste:- ST/SC/OBC/UR 7. Economic Status:- APL/BPL/AdhocBPL/NFSA 8. EducationalQualification:- (Highest) 9. Skill Development Training(if any):- 10. Project Details:- (a) Name of theProject:- (b) Location of theProject:- (c) Total Cost ofProject:- (d) Whether New Project or ExistingProject:- (e) Personal investment other than BankLoan:- (f) Preferred bank for loan:- 1. Bank name:- 2. Branch name:- (g) Expected Return PerYear:- (h) Scope of Employment Generation:- If any, then for how manypersons:- (i) Detail project proposal enclosed:-Yes/No 11. Accountdetails: b) Name of the Bank &Branch: c) Accountnumber: d) IFSC code of the bank: e) PAN CardNo: I do hereby declare that the details furnished above are true and best of my knowledge and belief. I further request you to kindly grant my application and oblige thereby. Date:- Place: - ----------------------------------- Signature of the Applicant .................................................... For Official Use Only................................................... I do hereby recommended this application of Sri/Smt............... ................................................,Address....................................................................................... .................................................................................................................................................... ......................................... for availing of “Interest Subvention Scheme for Tourism Sector”. Date:- Place:- MANAGING DIRECTOR Tripura Tourism Development Corporation Ltd. Swetmahal, Place Compound, Agartala, Tripura ................................................................................................................................... ................. N: B: - Documents to be submitted by the applicant (Xerox Copy):- 1) PRTC/Citizenship ofCandidate. 2) ROR. 3) RationCard. 4) AadharCard. 5) Admit Card/SchoolCertificate. 6) Caste Certificate in case ofST/SC/OBC. 7) Qualification Certificate. 8) Training Certificate ifany. 9) A hand sketch map of the Location of ProposedProject. 10) Copy of bank passbook. END Page 29 of 29 Andhra Pradesh Tourism Policy SUNRISE STATE OF ANDHRA PRADESH TOURISM POLICY 2015-2020 SUNRISE STATE ANDHRA PRADESH I invite you to Sunrise Andhra Pradesh, the treasure-trove of opportunities. My government is fully committed to making Andhra Pradesh as one of the top three states in India by 2020. Our ideas are big and our vision is global. Join us in growth and prosperity. - Nara Chandrababu Naidu Chief Minister of Andhra Pradesh Table of Contents Contents 1. Preamble 4 Sunrise Andhra Pradesh 4 Tourism potential in Andhra Pradesh 4 Mission-based approach to developing tourism 5 2. Tourism investment policy approach 6 Policy vision 6 Policy objectives 6 Policy targets 7 Policy validity 7 Policy Instruments 7 Tourism Investment strategy 8 Uniform Tourism Zone across the State 8 3. Tourism Infrastructure projects 9 Eligible Tourism Infrastructure projects 9 Private sector investments in Tourism Infrastructure projects : Fiscal Incentives 10 Complementary/Linkage Infrastructure Development Assistance 10 Land Conversion Charges 11 Registration and Stamp duty 12 VAT/CST/SGST 12 Luxury Tax 12 Entertainment Tax 13 Energy Tariffs 13 Tourism Infrastructure projects accorded ‘Industry’ status for specified purposes 13 PPP investments in Tourism Infrastructure Projects : Fiscal Incentives 13 Land Conversion Charges 13 Allotment of Land for PPP projects 13 Registration and Stamp duty 14 VAT/CST/SGST 14 Luxury Tax 14 Entertainment Tax 15 Energy Tariffs 15 Tourism Infrastructure projects accorded ‘Industry’ status for specified purposes ......... 15 Complementary/Linkage Infrastructure Development 15 Government projects under Tourism Infrastructure : Fiscal Incentives 15 Mega Tourism Infrastructure projects 15 Additional incentives for Tourism Infrastructure projects 16 Performance based incentives 16 Marketing incentives 16 Special conditions for Tourism Infrastructure projects 16 4. Tourism Services 17 Eligible Tourism Services 17 Incentives for setup and operations of Tourism Services 18 Investment subsidy 19 Marketing support for Tourism Services 20 Special conditions for Tourism Services 20 5. Institutional arrangements 21 Enabling a conducive environment for tourism investments 21 State Tourism Promotion Board (STPB) 21 State Tourism Promotion Committee (STPC) 21 Empowered Committee (EC) 22 Commissionerate of Tourism (CoT) 22 6. Marketing and Promotion of Andhra Pradesh for Tourism 23 7. Skill Development and Capacity Building in Tourism sector 24 Promote Andhra Pradesh as tourism education hub 24 Promote capacity building programs across entire tourism eco-system 25 Safety & Security of Tourists 25 8. Annexure 26 Abbreviations 27 Definitions 27 1PREAMBLE Sunrise Andhra Pradesh Andhra Pradesh is the State of Opportunities. The State now targets to be among the top 3 states in India by 2022 and a developed state by 2029. With the second longest coastline of 974 kilometers in the country, a rich historical and cultural heritage, ancient and spiritual temples, serene valleys and hills; the new state of Andhra Pradesh with 13 districts holds vast tourist potential, hitherto. Andhra Pradesh is strategically located on the south-eastern coast of India and is a natural gateway to East & South-East Asia. The state has a population of 4.93 crore (Census - 2011), accounting for 4% of country’s population. The State provides an amalgamation of factors conducive to high growth and accelerated development, such as strong infrastructure, highly talented technical manpower, enterprising population and dynamic leadership. These offer immense opportunities for ushering in growth, development and resurgence of the State- the ‘Sunrise State’. Tourism potential in Andhra Pradesh Tourism in India has grown by leaps and bounds over the years, with each region of India contributing something to its splendor and exuberance. The ‘Incredible India’ campaign which showcases the best that India has to offer to tourists, now commands worldwide attention. Andhra Pradesh has the distinction of being a leading tourism destination in India and is presently, the third most visited State in terms of domestic tourism. In 2013, 152.1 million domestic tourists visited Andhra Pradesh, which was about 13.3% of the total domestic tourism market. The State is a microcosm within itself – offering unmatched tourism potential to investors and tourists. It offers multitude of theme-based options to explore across its length and breadth. As part of its Tourism Mission strategy, the State offers nine major Tourism themes: 1) Beach & Water-based 2) Eco-tourism 3) Buddhist 4) Religious 5) Heritage 6) Meetings, Incentives, Conferences, and Exhibitions (MICE)& Infrastructure development 7) Recreation/Adventure 8) Spiritual/Wellness 9) Medical These nine major themes are further categorized into 42 sub-themes. 04 Andhra Pradesh Tourism Policy 2015-2020 Service Sector Mission Urban Development Mission Primary Sector Mission Realization of SwarnAndhra Vision 2029 Social Empowerment Mission Industry Sector Mission Infrastructure Mission Knowledge and Skill Development Mission Mission-based approach to developing tourism Government of Andhra Pradesh (GoAP) has envisaged a Mission- based approach to firmly set Andhra Pradesh on the path of sustainable development and growth. Seven missions have been identified to provide support in managing externalities and enhance inter-departmental synergy for improving outcomes and reducing delays. The Service Sector Mission would focus on enhancing job opportunities and providing further fillip to sectors such as tourism, construction, hospitality, financial services, education, IT and other allied activities. The Tourism sub-mission will work under the ambit of the Service Sector Mission. The Tourism sub-mission will primarily focus on two key aspects: a) Theme-based development: It will focus on developing tourism projects under themes of beach & water-based, eco-tourism, Buddhist, religious, heritage, MICE & infrastructure development, recreation/adventure, spiritual/wellness and medical. b) Destination-based development through Hub & Spoke model: It will focus on developing tourism circuits on a hub & spoke model. The emphasis will be on developing five important tourism hubs (Visakhapatnam, Vijayawada, Tirupati, Rajahmundry- Kakinada and Srisailam-Nagarjuna Sagar) by 2020, and all other district headquarters as tourism hubs by 2029. Through this policy, GoAP endeavors to make the state more conducive and attractive for potential investors and provide an impetus to the tourism sector. GoAP firmly believes that this sector can be a major growth engine for economic development, employment generation and eradication of poverty by promoting investments in the tourism sector. 2TOURISM INVESTMENT POLICY APPROACH Andhra Pradesh is on the threshold of evolving as the most preferred tourist destination in the country. The State offers myriad experiences to tourists, and multifarious opportunities to investors. The proactive Tourism Policy, coupled with abundant and world-class tourism opportunities available in the State, shall place the State on the tourism map of the world. The intrinsic potential of developing Tourism Infrastructure Projects and Services in Andhra Pradesh, when leveraged effectively and creatively, would make the State highly competitive and possibly, unmatched across other domestic and international destinations. GoAP aims to create an enabling environment to encourage private investments. The State will provide potential private investors with excellent support infrastructure and access to a host of scenic locations, virgin beaches, backwaters, pristine forest areas and divine destinations for developing world-class Tourism Infrastructure Projects and Services. To develop Andhra Pradesh as one of the most preferred tourist destinations through sustained investments, robust Tourism Infrastructure Projects & Services, and provide world-class diverse tourist experience. Tourism shall be a major engine of economic growth in Andhra Pradesh, enabling socio- economic development of the state through enhanced revenues, employment generation and significantly contributing to the GDP of the state. The objectives of this policy are: a) To position Andhra Pradesh as a globally recognized tourism destination b) To become the most preferred choice for tourism investments in the country c) To enable tourism sector to become a significant employment generator d) To deliver world-class experiences by offering unique and diverse Tourism Infrastructure Projects and Services e) To nurture and sustain the rich culture, heritage and environment of the State 06 Andhra Pradesh Tourism Policy 2015-2020 Policy Targets In line with the objectives, the following targets have been set: a) To be the most preferred State in India for domestic tourist arrivals, and among top 12 states for international tourist arrivals b) To facilitate investments in the tourism sector to the tune of Rs 10,000 crore and contribute 7% to the State GDP by 2020 c) To facilitate creation of 5 lakh additional jobs in the tourism sector Policy Validity a) The Policy will be valid from date of notification to March 31, 2020. b) The Tourism Policy 2015-20 will supersede any GO/Circular issued earlier, which are in contravention to the provisions of this policy. Policy Instruments Various policy instruments have been detailed in this policy document to facilitate achievement of the policy targets: } Enabling a conducive environment for setting up and operating tourism infrastructure projects and services } Incentives to encourage and promote private investments } Industry status for Tourism Infrastructure projects for specified purposes } Comprehensive skill development and capacity building in the tourism sector } Marketing & branding of the sunrise state as a globally recognized tourist destination and facilitating investments through a dedicated Investment Promotion team Tyda, Araku Kolleru Lake, West Godavari GoAP envisages that a majority of new projects in the Tourism sector will be driven by private sector investment. A relatively smaller proportion of projects will be through Public-Private Partnerships (PPP) and direct government investment. a) Private Sector Projects: To ensure that Tourism Infrastructure projects & services, facilities and standards are among the best in the world, the Government aims to primarily attract private sector investments in tourism sector, including purchase/lease of land to undertake Tourism Infrastructure projects or Tourism Services b) PPP Projects: PPPs can be established across all the major themes and sub-themes identified under the Tourism Mission strategy. This may include developing/ operating/ maintaining Tourism Infrastructure Projects or offering Tourism Services on behalf of, or in partnership with, the State Government. c) Government Projects: GoAP, through a designated government agency, will undertake select tourism projects where government investment is required to drive tourist activities. To achieve the target investment of Rs 10,000 crore by 2020, the Tourism Department will develop a Shelf of Projects outlining the investment opportunities in the State. However, this list is indicative and not exhaustive. A Land Bank for Tourism Projects will also be created and maintained to ensure timely grounding of Tourism Infrastructure projects. Tourist destinations are spread across the State. However, while the attractions are wide spread, tourist inflow is not. In order to balance tourist inflows and encourage maximum investment in the State, the Tourism Policy emphasizes minimum restrictions and maximum incentives to all investors. Accordingly, incentives in this Policy are proposed to be applied uniformly across the State, irrespective of the location of the Tourism Infrastructure Project or Tourism Service. 3TOURISM INFRA- STRUCTURE PROJECTS In line with the vision of the Tourism Policy, GoAP is committed to providing maximum incentives and concessions to encourage private investments for setting up and operating Tourism Infrastructure Projects in Andhra Pradesh as detailed below. Eligible Tourism Infrastructure projects a) The State Government has identified the following Tourism Infrastructure Projects based on the priorities and alignment with the state’s aspirations: i. Hotels (Three-Star or above category hotels as per guidelines of Ministry of Tourism, Government of India) ii. Resorts, including beach resorts, jungle resorts, hill resorts etc. (Three-Star or above category hotels as per guidelines of Ministry of Tourism, Government of India) iii. Heritage Hotels (Heritage Basic, Heritage Classic, Heritage Grand as per guidelines of Ministry of Tourism, Government of India) iv. Amusement Parks v. MICE Centers vi. Golf Courses vii. Botanical Gardens viii. Urban/Rural Haats ix. Tourism & Hospitality Training Institutes x. Wayside Amenities xi. Spiritual/Wellness Centers xii. Museums b) To be eligible for incentives, the project needs to be a new Tourism Infrastructure Project and compliant with the definitions and minimum requirements as prescribed in Section 8.2. c) Tourism Department will periodically review the list of eligible Tourism Infrastructure Projects and propose inclusions / deletions / modifications, wherever necessary. Andhra Pradesh Tourism Policy 2015-2020 Penukonda Fort, Anantpur Private sector investments in Tourism Infrastructure projects: Fiscal Incentives Complementary / Linkage Infrastructure Development Assistance a) Tourism Department will work with other concerned departments to ascertain, and link up, provision of major connecting infrastructure required to be established for the specific Tourism Infrastructure Project b) In addition, Tourism Department will provide incentives from the tourism budget for ‘Complementary/Linkage Infrastructure Development Assistance’ to support investors in providing last-mile connectivity for establishing comprehensive Tourism Infrastructure Projects in the State. c) The incentive will be targeted to provide support to investors in the form of establishing or, where already available, strengthening complementary / linkage infrastructure as per the specific requirement of the Tourism Infrastructure Project, but not exceeding the total complementary / linkage infrastructure cost. d) Complementary / linkage infrastructure could be in the form of: i. Road access a. From an existing road up to the project site b. Where a road is not available, the Government will provide all necessary revenue record information for the investor to acquire Right of Way. ii. Power connectivity a. From an existing transmission/distribution line till the project site b. Switching station and transformer at the project site can be covered iii. Water and Sewerage connection a. Connection charges, road cutting charges, plumber costs b. Connectivity to Sewage Pumping Station / Sewage Treatment Plant 10 iv. Transport infrastructure a. Facilitate cab services from nearest airport / railway station / bus station for tourist activity b. Bus stand at closest feasible point on the APSRTC route v. Communication network a. Facilitate access to network connectivity for mobile, internet connectivity vi. Health services a. Facilitate access to ambulance services vii. Security services a. Project Site to be covered for safety & security under the jurisdiction of the nearest police station b. Mobile police patrolling in the vicinity of the project site, as deemed feasible by the local police station e) The responsibility for applying and procuring all required approvals for establishing / strengthening complementary / linkage infrastructure will rest with the private investor. The Tourism Department will render necessary assistance as and when required f) The total cost of the Tourism Infrastructure Project will be as per the Appraisal Report prepared by a Scheduled Commercial Bank and duly certified by a registered Chartered Accountant (CA). The incentives towards Complementary / Linkage infrastructure will be applicable as per the provisions below: Total Project Cost 01^ enables investors to benefit from Capital interest subsidy, stamp duty concessions & much more. Further, it lays special emphasis on development of emerging avenues of Tourism through offerings such as hot air balloons, ropeways, funiculars, golf etc. The policy wiU enhance the Ease of Doing Business in Tourism sector through creation of land banks, appointment of nodal officers, and setting up of High Power Empowered Commitlee and a Single Window Clearance System. Moreover, Ihe polic>, is closely integrated willi skilling of youth and regional communities through training gap analysis, planned approach for disaster management and a robust ICT infrastructure. 1 am confident that the policy will him out to be a key enabler for the next stage of growth of the scclor and position Uttarakhand as the leading tourism destination for traditional as well as emerging avenues of tourism. CONTENT 14 Preamble 15 1.2 Definitions 16 1.3 SWOT Analysis 16 1.4 Major Challenges of Uttarakhand Tourism 17 2. Vision & Objectives 18 n曹■■蜃譬春《零1«零曹《«曹《暑零«««曹》»零譬》»零》»零》»曹零》«零_«曹，》暴擎暴擊嘗零《<蜃《馨曹曹暑《««»«零參 2.2 The Objectives of the Uttarakhand tourism policy 2018 18 2.3 Guiding Principles: The guiding Priciples of 19 the Uttarakhand Tourism Policy 3. Development Strategy 3.1 Development of Potential Land banks .... 3.2 Potential Tourism place 3.3 Identified Tourism Products / Themes .... 4. Product Development & Opportunities 4.1 Wellness & Health Ecotourism and Wildlife Tourism Adventure Tourism Film Tourism Golf Tourism Service Apartments Ho me stay Health, Rejuvenation & Medical Tourism. Discover your roots Ropeways Air Connectivity/Helipads Public Private Partnership (PPP) 5. Institutional Framework 30 5.1 High Powered Empowered Committee (HPEC) 30 5.2 Ease of Doing Business and Single Window Clearance 32 5.3 Process Flow of Project approval by HPEC 33 5.4 Process Flow for Approval in Single Window Clearance System 34 6. Incentives / Subsidies 36 6.1 Incentives^ Subsidies under MSME Policy 2015 36 as amended in March 2016 & 2018 6.2 Incentives & Subsidies for larger tourism projects in 37 which investment extends rupes 10 crore under Mega Industrial & Investment Policy - 2015 6.3 Eligible Entity under Tourism 38 6.4 Conditions for avail concessions and incentives 40 6.5 Other Conditions 40 42 42 4 3 Marketing & Branding 44 8.1 Marketing, Branding and Use of ICT 44 8.2 Com rn© n G6 m© nt 45 Nepal and Tibet It is one of the fastest growing States in India, The state's GSDP increased at a compound annual growth rate (CAGR) of 5.34% between FY 12-18. More than 70% of the state is under forest cover, playing the critical role of green lung. The presence of almost all agro-climatic zones provides commercial opportunities for traditional as well as high value agriculture. Proximity to the national capital and abundant natural resources (including water and hydropower) have enabled the state to develop industrial parks in the plainer regions. Tourism is unarguably one of the most important sectors to the state's economy. The tourism not only contributing for over 50% of the total GSDP from 2006-07 to 2016-171, but also providing livelihood across all parts of the state (including hinterland areas.) As the State moves on its vision to become a Green Economy, tourism sector will play an important role in realizing the State's socio-economic goals. The number of tourists visiting Uttarakhand has consistently increased from around 19.45 million in 2006 to 31.78 million in 20162, and registered CAGR of 5.03%. A recent World Tourism & Travel Council (WTTC) report has pegged India as the 7th largest tourism economy globally in terms of absolute size, and further forecasts the sector to grow at 7% between 2017 and 2027, and the State Uttarakhand is expected to match this trend in terms of tourist arrivals. Figure 1: Tourist Projections - Uttarakhand 1.2 Definitions 1.2.1 The definition of various expressions used in this policy are as follow (a) Tourism means all types of tourism in modern parlance such as religious Tourism, Cultural Tourism, Pilgrimage Tourism, Adventure Tourism, Sports Tourism, Medical & Wellness Tourism, Heli tourism, Ecotourism, Film Tourism, Wildlife Tourism, etc. (b) Infrastructure means power, water, and sewerage, transport infrastructure facilities established for individual or common use. (c) Subsidy means Financial assistance granted by the Government of Uttarakhand or its Departments under various expense components for tourism. (d) Concession means a financial relief or benefit or certain relaxation in procedure granted by Government of Uttarakhand or its Departments to Tourism related units upon fulfilment of certain conditions by them. (e) The GST levied on the inter-State supply of goods or services by the State Government of Uttarakhand (f) Money used towards ownership of fixed capital by Tourism Units (g) Expansion means building the additional capacity by a tourism enterprise that is engaged in commerce Operations. 1.3 SWOT Analysis Tablel: SWOT analysis of Tourism in Uttarakhand Weakness Several Parts of Uttarakhand are known for being favourite destinations for retired people/pensioners to settle down; thus the potential of future market for luxurious second homes/holiday homes is here. Cluster of higher education facilities in Dehradun offers opportunities for advanced environmental centre combining research, education and general conservation/ ecotourism awareness among students and visitors; 1.4 Major Challenges of Uttarakhand Tourism 1.4.1 Disaster Prone Areas - There are numerous instances where development is on disaster prone high risk zones. 1.4.2 Unplanned infrastructure development in and around Hill areas. Destinations like Mussoorie, Nainital, Ranikhet, Char Dham, Jim Corbett, Binsar etc. are over-crowded during peak tourist seasons and need urgent interventions like identification of permissible carrying capacities to enable sustainable planning, traffic and tourist management strategies. 1.4.3 Tourist Management during Char Dham Yatra. 1.4.4 Solid Waste Management at tourism destinations. 1.4.5 Inadequate railways and airways connectivity and expansion of airports. 1.4.6 Limited big ticket private investments (especially in star category hotels) To ensure necessary basic amenities at all tourist destinations like - parking, toilets, signages at strategic locations, ATMs, dispensaries, ticketing counters, internet and telecom facilities etc. j. To enhance ease of doing business (investor facilitation) by strengthening single window clearance process for faster approvals of tourism entities k. To ensure the involvement of other State and Central Government Ministries/ Departments to leverage their strengths and schemes (eg. Swadesh Darshan, PRASAD, AMRUT, Swachh Bharat Mission, Wellness Centre under Ayushman Bharat Scheme, Start-Up India, Hunar Se Rozgar etc.) for improvement of tourism infrastructure in the state. 2.3 Guiding Principles: The guiding principles of the Uttarakhand Tourism Policy are as follows:- a. Aggressive Marketing and Branding of Uttarakhand Tourism by running campaigns, roadshows, appointing influential celebrity as State’s Tourism Brand Ambassador, radio jingles, social networking and other appropriate platforms. b. To ascertain capacity building of tourism workforce and increase employment through skill development c. To solicit participation and funding support from private sector, multilateral organisations and allied countries and donation from charitable agencies, individuals, Government Bonds, CSR, etc. in tourism infrastructure development. d. Strengthening Tourism Trade Facilitation through single window clearance, appointing nodal officers, land banks and tourism investor’s meets/platforms. Government of Uttarakhand has decided to develop ‘13 District 13 Destinations’. This important initiative is targeted towards holistic development of the state and will take tourism to the last mile and far flung yet beautiful districts of Uttarakhand. 3.1. Development of Potential Land banks 3.1.1 UTDB shall create a land banks for tourism purpose in every district, as the Uttarakhand Government has decided to develop one new tourism destination in each of the 13 districts. 3.1.2 State Government has formulated H Uttarakhand Tourism Land Pooling & Implementation Rules 2017” to enable faster and easier land identification and pooling procedures for tourism. This procedure shall also provide a suitable platform (to be developed on PPP mode) for new theme based criterion. 3.1.3 The State Government shall adopt a ‘Focused Intervention Approach’ to identify suitable land parcels in identified tourism themes. 3.2 Potential Tourism place. 3.2.1 Geographical Information System (GIS) shall be leveraged for mapping of different tourist destinations across the state, which will be a ready reckoner to investors (refer map for potential tourism destinations). 3.2.2 Department of Tourism shall conduct detailed resource mapping after every 2 years for all natural, cultural, heritage tourism sites and update the information on GIS based platforms. 3.2.3 Kiosks shall be placed at important and strategic places like Airport, Railway Stations, ISBT and in the premises of other key departments (viz. Dept, of Industries, AYUSH, Skill, Forest department etc.) for potential investors and tourists to impart information on potential tourism projects, land details, policies, approval processes, incentives and subsidies etc. 3.2.3 Tourism development will be a focus for lesser developed yet potential areas, so that employment opportunities are created and economic growth is ushered. Adventure i J ^ \ dt ^ - ^ f ： i ^ ^ ? i1-| Rafting-Shivpuri, Tons, Kali Skiing- Auli, Dayara, KhaliyaTop Trekking - Gangotri Kalindi khal - Badrinath, Devariyatal - Chandershila, Govindghat- Ghangariya - Valley of Flowers, Almora- Jageshwar- Binsar, Bedni Bugyal, Chopta, Pindari Glacier Trek, Milam Glacier Trek, Om Parvat- Aadi Kailash etc. Aero Sports: Helium & Hot Air Balloons/Blimps - Pithoragarh, Naukuchiyatal, Tehri, Bedni Bugyal, Chopta etc. Mountain Biking- Nainital, Mussoorie, Almora etc. Pilgrimage, Cultural & Festivals Gangotri, Yamunotri, Kedarnath, Badrinath, Rishikesh, Haridwar, Jageshwar, Ba'ynath, Piran Kaliyar, Hemkund Sahib, Nanda Devi, Chota Kailash, Patal Bhuvaneshwar, Nanakmatta, Panch Prayag, Panch Kedar, Panch Badri, Nanda RajjatYatra, Uttarayani Mela, Kumbh Mela, Ramman Festival etc. Wildlife & Bird Sanctuaries Jim Corbett National Park, Rajaji National Park, Binsar Wildlife Sanctuary, Kedarnath Musk Deer Sanctuary, Nanda Devi National Park, Askot Musk Deer Sanctuary, Neel Dhara Pakshi Vihar, Benog Wildlife Sanctuary, Govind Wildlife Sanctuary, Gangotri National Park, Kedarnath Sanctuary etc.. Nature and Landscape Mussoorie, Nainital, Chakrata, Dhanaulti, Almora, Kausani, Lansdowne, Mukteshwar, Ranikhet, Chaukauri, Pithoragarh, Khirsu etc. Health, Rejuvenation & Medical Rishikesh, Haridwar, Tapovan, Dehradun, Haldwani etc EGO/ Rural Tourism Mana, Chopta, Chakrata, Deoriyatal, Pallyu, Shaukiyathal, Bageshwar, and Munsyari, Dodital, Dayara Bugyal, Kanatal, Sattal, Chaiinsheel, Mori etc. Water sports, Cruise, Yachts Tehri Dam Reservoir, Nainital, Nanaksagar, Baur Jalashaya, Naukuchiyatal, Bhimtal, Sattal, Maneri etc. MICE Dehradun, Nainital, Haridwar, Rishikesh Buddhist Rock Edict Kalsi Dehradun, Govisairn (Kashipur) Heritage Tourism Narendranagar (Tehri), Gujrugarhi (Pauri), Uppugarhi (Tehri), Pithoragarh Fort (Pithoragarh), Chandpurgarhi (Chamoli), Vairat Kila (Chakrata), Katarmal Sun Temple (Almora), Devalgarh (Pauri), Nelong Valley (Uttarkashi) etc. Uttarakhand Theme-wise Major Destinations MICE Adventure Pilgiimage, Cultural & Festivals Wildlife & Bird Sanctuaries Nature & Landscape Health, Rejuvenation & Spiritual Eco / Rural Tourism Water sports India Uttarakhand is extremely rich in natural and cultural heritage, religious destinations and festivals etc. UTDB shall prepare a Detailed Tourism Road Map by March 2019 having complete inventory of tourism resources - products/activities, destinations, potential for tourism development, status of the existing infrastructure, gaps, and tourism stakeholders along with action plan in phase wise manner. The Department shall develop Tourism Zones' in strategic locations of the state to make vibrant tourism destinations. The Department shall create land banks for these tourism zones and special rules for faster approval processes, land use shall be formulated etc. This will enable the State Tourism to develop and implement target oriented phased development of regional destinations considering special tourism products and alternate tourism options. Few of the identified tourism products after Stakeholders Consultations are discussed below: 4.1 Wellness & Health Uttarakhand since ages is known for its therapeutic products. The state is well known for its varied species of famous medicinal plants and herbs. Over the decade, numerous private operators offering wellness and rejuvenation products have mushroomed especially in the Haridwar-Rishikesh belt. With the advent of wellness and rejuvenation products, this segment has further established a high demand thus it shall be promoted in other suitable regions of the state. Now towards further promoting the products of this category of tourism strengthening the segment and professionally running and maintaining the same, UTDB shall put concerted efforts as follows:- The standard operation procedure (SOP) mentioned in the policy must be made after extensive consultation with the stakeholders so that they are fair and practical. In order to check global standards, the quality and services for treatments and therapies shall be standardized and finalised as per national and international best practices. iii. UTDB shall encourage NABH accredited wellness centres operating in the state with a ‘Mark of Excellence^ The NABH accreditation for wellness centres has been pioneered by the Ministry of Tourism and Ministry of AYUSH. iv. UTDB and Department of AYUSH, Government of Uttarakhand shall jointly develop a high-value brand of accredited wellness and rejuvenation centres in the state with Private Sector Participation. v. NABH certification and adherence to the provisions of National AYUSH Mission (NAM) is mandatory. • The Department of AYUSH shall carry regular checks at these centers to ensure quality of services. • UTDB and Department of AYUSH shall also promote these centres on their websites. • UTDB shall ensure convergence of benefits for accredited wellness centres through schemes of Ministry of Tourism and Ministry of AYUSH. 4.2 Ecotourism and Wildlife Tourism i. UTDB shall work in close co-ordination with the Ecotourism Board of Department of Forest and provide civic and tourist amenities in national parks and wildlife sanctuaries jointly along with Forest Department to ensure visitor satisfaction. ii. Ecotourism activities shall be developed with the help of Forest Department so that the rich biodiversity of the state. iii. Planning for such destinations will be done by engaging the local communities to ensure equitable distribution of benefits and socio-economic upliftment of the local population may propagate / disseminate. iv. The model of Tripartite agreements between department of Tourism, Department of Forest and Communities (ETCs /EDCs) shall be explored to operate forest based ecotourism sites v. Nature Interpretation Centres, Nature Camps, Bird watching, Nature Tour Programs etc. of international standards shall be organized. vi. While encouraging wildlife tourism it shall be ensured that it does not disturb, deteriorate or have any negative impact on the environment. vii. Ecotourism guides and naturalists shall be trained and certified in co-ordination with the Forest Department. 4.3 Adventure Tourism Private sector participation will be encouraged to develop adventure tourism activities in the state. These activities will include water sports, white water rafting, aero sports, paragliding, para sailing, hot air ballooning, mountain biking, trekking, mountaineering, rock climbing, bungee jumping, etc. UTDB being a nodal agency shall prepare guidelines and rules for regulation and safety for adventure tourism activities in the state. 4.4 Film Tourism i. Uttarakhand has been a hot-spot of film shooting locations where Nainital, Mussoorie, Ganga, Char Dham, Jim Corbett and Hilly Terrains of Kumaon & Garhwal are some famous places for shooting. ii. The Department of Tourism shall facilitate production houses in faster approvals for filming sites, and thus strengthen symbiotic relationship between the production houses and the state. iii. UTDB shall identify places of interest for film industry and make online catalogue of destinations and liaison with information department. 4.5 Golf Tourism i. UTDB shall work in close coordination with Department of Sports and Indian Golf Union to identify potential investors, locations feasible for Golf & Mini Golf. ii. A detailed resource mapping study understanding the market potential and saleability of the Golfing shall be undertaken. 4.6 Service Apartments Service apartments are usually operated by caretakers hired by its owners to provide comfortable stays to visitors for short-term or long term stays. Utilizing vacant residential units can solve the issue of room shortages and simultaneously provide alternate and additional income to the owners. Department shall assist for registration and capacity building. Department shall formulate policy/guidelines for service apartments. 4.7 Homestay. Homestay unit visitors get experience of rural life, culture and cuisine of host community. Homestay has resulted as a means of alternative livelihood this can also play a vital role for resolving shortage of rooms for tourist in various areas. Special emphasis shall be given on storytelling and handicrafts/souvenirs for which the youths would be encouraged to undergo trainings, as this will help them serve tourists better and earn extra income. Air Connectivity/Helipads The Department shall develop helipads at prominent tourism destinations in coordination with Department of Civil Aviation with basic amenities like Toilets, Restroom and Kitchenette. Public Private Partnership (PPP) Non-profitable and closed units of Tourism Corporations will be given on lease to private sector for better and profitable operations of the units through competitive bidding on case to case basis. Private sector participation shall be encouraged in the provisioning of tourist amenities, like wayside amenities, convention centre, ropeways, public conveniences, parking lots, wayside motels, shopping facilities, local transportation training centres etc. The Roles and Responsibilities of the HPEC ^ To prioritize, sanction and approve applied private sector tourism projects for availing state’s incentives and subsidies ^ To inspect, visit, review and monitor any projects regarding its implementation, execution, operation and management. To recommend special legislation for formation of appropriate regulatory mechanism, robust grievance redressed mechanism as may be required for the project. Floor Area Ratio (FAR) - The HPEC shall review, revise/modily the existing FAR applicable to tourism units and send recommendations to concerned Departments/Authorities for implementation. Rame and issue guidelines for PPP initiatives in tourism sector. Approve specific service levels for the Private Partner and ensure formulation of Service Level Agreement (SLA) between the Private Partner and UTDB. Review progress of major projects/programmes undertaken and analyse the achievements with respect to the targets, both financial & physical and decide on corrective actions, if required. Ensure appropriate auditing & monitoring standards are developed and maintained in order to ensure highest standards of transparency and accountability. To constitute from time to time, any committees/sub-committees from various experts /members and/or staff and assign specific responsibilities. Periodic feedback and suggestions from the stakeholders (such as representative of local community) tourism professionals (tour operators, hoteliers etc.) representatives from Government agencies, industry bodies, practitioners, academicians etc. The HPEC shall meet at least 3 times in one year. To support the objective of HPEC, UTDB will Create a dedicated Program Management Unit (PMU) for implementation of projects, which may include hired consultancy firm (Transaction Advisors, PMC, etc.) if required to improve the capacity and capability of the Department. Availability of Land: List of land banks with area, infrastructure and distances is given on GIS based portal where GIS data is integrated with Google maps, and is available on SIIDCUL GIS System. The 'first-corne-first-serve, principle is followed for land allotment, and the procedure needs to be completed within 30 days of application. Also, E-Stamp facilily is now available at all the sub-registrar offices. Further, clear timelines have been provided for land use and land conversion. Construction Permit Enablers: The Government has introduced Comprehensive Formal Building Bye Laws. An Automatic Building Plan Approval Management System has been established by the Government to facilitate quick processing, standardisation, effective monitoring and disposal of building plan permissions. An online Registration form for Building Plan Approval is available on the SIDA’s online portal. The Government has fixed a deadline for the grant of Building Permit Approval (CTE) and Completion Certificate (CTO) issued by SIDA, i.e. 30 working days. Environment Registration Enablers: A comprehensive list of procedures and 31/31 documents required for application are available on the UEPPCB’s website. The provision for an online Consolidated Consent and Authorisation form (CCA Application) for Water/Air Consent & Hazardous Waste Authorization has been made. Also, the calculation for the Consent Fee can be done through an online fee calculator. The Government has also fixed a timeline for approval/rejection of applications. Single Window: The Single Window Clearance System (SWCS) viz. Udyog Mitra was formed as a consequence to The Uttarakhand d ， 1 Picture Window ]and Submission of CAFwith supporting documents Scrutiny by District Nodal Officer Moda officer reverts to Investor Forward Investment PropossaLto Concerned Department revert to Nodal Officer with comments of Dept comments & submits to committee Rejected with comments NodaL Officer Issues order regarding in-prindpLe approval/rejection 灘J To attract tourism investment in the State the State Cabinet has accorded Industry Status’ to tourism and considered tourism as a mainstay of the state economy. Now, the investors can avail attractive incentives and subsidies akin to industry under MSME Policy-2015, where total project cost is upto INR 10 Cr. The department has also made separate provisions under Mega Industrial & Investment Policy - 2015 (As amended in 2018) for attracting larger tourism and allied projects, where project cost is above INR 10 Cr. The details of available incentives and subsidies are as follows: 6.1 lncentives& Subsidies under MSME Policy 2015 as amended in March 2016 & 2018 (up to capital investment of INR 10 Cr.) To promote sustainable tourism development in less developed areas, the State has been divided into five categories (as per MSME Policy-2015 for the purpose of quantum of incentives/subsidies as under Table 4: Categorization of Districts for Incentives/subsidies Whole Districts of Pithoragrah, Uttarkashi, Chamoli, Champawat, Rudraprayag and Bageshwar. ^ Whole District of Almora. ^ All hilly development blocks of District Pauri Garhwal, Tehri Garhwal. (Excluding regions under category B+). ^ All hilly development blocks of District Nainital and Dehradun. (Excluding regions under category B+). Dhalwala, Muni Ki Reti, Tapovan and adjoining plain regions of Fakot development block of District Tehri Garhwal. Kotabagh development block of District Nainital. Plain regions of Kalsi development block of District Dehradun. Regions located above 650 mtrs from sea level in Raipur, Sahaspur, Vikasnagar and Doiwala development blocks of District Dehradun. Ramnagar and Haldwani development blocks of District Nainital. Whole Districts of Haridwarand Udham Singh Nagar Remaining area of DistriGt Dehradun and Nainital (which are not included in category 'B , 'B+1 and 'C'). ■ shall be notified separate// ty Department of MSME on the basis of recommendation c ^ Kotdwar, Sigaddi and adjoining plain regions of Dugadda development block of district Pauri Garhwal. Interest Subsidy on the interest of Bank Loan: 6 % (Maximum INR 5 Lakhs per year) shall be available to the eligible Women’s Entrepreneur / Service providing enterprises in the whole State. Incentives & Subsidies for larger tourism projects in which investment extends Rupees 10 crores under Mega Industrial & Investment Policy - 2015 Department has made separate provisions to encourage larger tourism projects in the state by offering an array of incentives and subsidies. On the basis of Capital Investment Project shall be classified as large, Mega & Ultra Mega as follows: 1 Housing department in order to promote tourism shall charge 10% of the circle rate towards the land use conversion for any land parcel for tourism and entertainment purpose 6.3 Eligible Entity under Tourism In view of the potential of tourism in the state and lack of opportunity for traditionally defined enterprises / tourism unit, definition of enterprises / tourism unit to be expanded to include following tourism activities so that they can get the benefits as per the MSME (where Capital Investment is up to INR 10 Cr.) and Incentives available to larger tourism projects (where Capital Investment is above INR 10 Cr.) as Government has granted industrial status to tourism industry also. 1. Hotels, Motels 2. Floatels / Floating resorts 3. Expansion of existing Hotels/Resorts etc. (min. expansion/ addition of 15 rooms per Hotel/Resort unit) 4. Heritage Hotels/Entities Yoga, Ayurveda and Naturopathy Resorts Spa & health resorts/ Wellness resorts Ecolodges & Perennial Camps Tourist resort/tourist village Local cuisine restaurants Restaurants Wayside facilities on National Highways or State Highways wherein restaurants and parking are available Private Parking Lots Amusement Park MICE convention centres (minimum covered hall with carpet area of 5,000 sq. feet) Activities in Rural tourism, Cultural Tourism Festivals & Carnivals (Cultural, Local, Literature, Film, Food, theme based etc.) Sound & Light shows, LASER shows etc. Adventure activities such as - trekking, rock climbing, water sports, boat race, skating, fishing, aero sports etc. Ropeways, funiculars etc. Caravan, Motor Houses, Cruise boats, Yachts, house boats and establishment of boat clubs. Operation of helium and hot air balloon, Blimps Off-Road vehicles, air taxi, amphibians Handicrafts / Shilpgram Tourism or Hospitality Training Centres (including foreign language teaching centre) Production and marketing of traditional Crafts and other artwork Work related to maintenance of Cultural and Historical heritage Tourism activities related to environment conservation/jungle safari/lodges etc. Service Apartments Facade - All the new upcoming tourism units has to ensure that the Facade (Entrance) of the Tourism Unit resembles Uttarakhand Architecture (vernacular architecture) to promote the ironic and unique heritage of the state. Energy Management - All the new tourism units in Urban Areas has to ensure (self-certification) that at least 10% of energy consumption through installed capacity is met through renewable energy sources. UTDB shall independently conduct an audit to verify authenticity of self-certification. Support Infrastructure - All the new tourism units (both in Urban and Rural areas) have to ensure adequate support infra - access, parking, safety etc. while planning the tourism unit. Viability Gap Funding (V6F) - As per incentives from the Ministry of Tourism, viabilily gap funding shall be available to tourism infrastructure projects that are to be undertaken through Public Private Partnerships. The quantum of VGF provided under this scheme is in the form of a capital grant at the stage of project construction. The amount of VGF will be equivalent to the lowest bid for capital subsidy, but subject to a maximum of 20% of the total project cost3. 6.5 Other Conditions The total benefits accrued from subsidies shall not be more than the cost of the project. It shall be mandatory for beneficiary to operate the tourism units for the next five years. If the tourism unit does not abide by these terms and conditions then it will have to return the subsidy amount with 15% simple interest to the State otherwise State may take any suitable action against the unit to recover the money. All the tourism units who have availed the incentives shall have to report their operations, employment generation, audited financial statements and details of incentives received to the department of tourism or any agency appointed by Department on yearly basis. inistry of Tourism, Viability Gap Scheme for Revenue Generating Tourism Projects Conduct capacity building training programmes jointly with Uttarakhand Skill Development Mission (UKSDM) to cater the needs of various tourism service providers like drivers, cooks, guides, cleaners, front office executives etc. The UTDB will also encourage hoteliers/travel operators/ tour agents to induct trained and National Skill Qualification Framework (NSQF) certified guides/workforce for better absorption in the tourism sector Department of Tourism shall prepare a framework for Hotel Industry to rate hotels in broader categories of Gold, Silver & Bronze basis the level of services provided All efforts shall be made to develop skills required for the tourism sector with help of national level apex institutes like IITTM, IIFM, Culinary Inst. Noida, IHMs& National Skill Development Corporation (NSDC) etc. A pool of consultants / experts/ tourism aggregators shall be empanelled to provide necessary training like general etiquettes, English speaking and other languages, cooking, nature guides, heritage guides, resort operations etc. as required. UTDB shall periodically identify interested youths, operators, students, entrepreneurs to provide capacity building and training in the hospitality sector - some of such themes are as follows - Naturalist, Heritage Monument Guides, General Etiquettes/Guest Handling, Guest PR, Cooking, House-keeping, F&B, Language Proficiency - English / French etc. Certification - UTDB will periodically certify tourism sector workforce and arrange refresher courses for earlier certified guides for standardization and knowledge up-gradation. In addition UTDB shall also recognise and certify already employed Tourism Workforce through Pradhan Mantri Kausha! Vikas Yojna under Recognition of Prior Learning (RPL). Skill Development The Uttarakhand Skill Development Mission has been providing free skill development training programmes to youth over all 13 districts. Special skilling centre shall be established develop concerning the tourism unit area besides, trained youth shall be given priority in Government aided schemes. Incentives and subsidies to private sector shall be given for providing skill development and training in tourism sector. Convergence with Central Government schemes like Hunar se Rozgar Yojna of Ministry of Tourism and other ministries shall be ensured. UTDB shall reimburse 100% course fee of incumbents / trainees belonging to women, disadvantaged, under-privileged and economic weaker sections of the society in tourism and allied domains. State-level awards shall be given to encourage organizations and individuals working in the field of tourism for appreciation and recognition of Self Employment. 8.1 Marketing, Branding and Use of ICT ^ Aggressive Branding and Marketing exercises shall be undertaken by the Department/UTDB and the State will launch its new marketing campaign to boost tourist inflow and better outreach. ^ UTDB shall appoint reputed marketing and branding consultants/ agencies/ firms for promoting the tourism. ^ Presence of State Tourism in international and national tourism events/marts, roadshows, expo's etc. shall be ensured. ^ UTDB shall give more emphasis on imparting awareness on policy incentives and subsidies to locals, so that they can benefit the most and trigger self-employment. ^ UTDB shall ensure strengthening of ICT infrastructure to provide year round access to all destinations in the State especially the remote tourist locations. ^ UTDB shall liaison with mobile operators to ensure good connectivity for all tourism destinations in the State especially far-flung areas. ^ A four-digit 24X7 Tourism Helpline number shall be set up to provide instant help to tourists. This service will be made available and run in Hindi, English and other prominent foreign languages which may be added in due course. ^ The strength of Tourist Police shall be increased and shall be deployed at all prominent tourism spots. Special emphasis shall be given to the security of female tourists. ^ Cleanliness drives at important tourist destinations with the help of Student self service groups CBO’s, corporate etc. shall be conducted. ^ The State shall organize annual excellence awards to honour individual/organizations doing exemplary work in the field of tourism to encourage provision of best services by them. ^ To provide information to the tourists, Tourism Information Centres shall established at prominent airports, railway stations and bus stations of the country. ^ State's image shall be improved through strategic advertising campaigns through print, electronic and outdoor media. ^ Tourism information, research and forecasts shall be made more effective to serve the needs of the industry and Government. ^ Use of social media shall be maximized for tourism publicity. Department’s website, fecebook page, Twitter handle etc. will be enriched further. Z Tourists shall be provided information’s with the better use of information technology and communication mediums. They shall be given tourism friendly information. Through mobile based applications ^ In order to facilitate and augment tourism sector investments, the State shall organise Exhibitions &Tourism Investment Summits regularly to showcase various tourism offerings like; Potential Tourism Projects, Souvenirs, ^ Handicrafts, Policy Incentives and Subsidies etc. through the Exhibition & Tourism Investment Summits. ^ The Department shall organise an annual Carnival on a larger scale in which cultural parades, musical nights, sound and light shows, fireworks shall be included besides, activities attracting tourist shall also be included etc. Special package targeting Carnival shall be prepared for making it a vibrant event. ^ Digital Marketing techniques shall be utilized to inform and educate tourists on the uniqueness of the tourist destinations and products thereby enhancing the State’s image and perception. ^ Department of Tourism shall create mobile application and knowledge based games to cater to the new generation of tourists. ^ The Department of Tourism portal www.uttarkhandtourism.gov. inshall be the primary gateway for all consumer and trade marketing programmes. 8.2 Commencement The Uttarakhand tourism policy 2018 shall come into form the date of issuing notification in this regard by State government and shall applicable for next Five years. 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JllclIclI^Tft \M ^TltcTcT IRfe^T MR^'I\J1'1I, Affma yledig'i. 3ft^? ^rft^T ^ y^R—TOR f^T \JI丨小丨丨 l tHTm ^pHlelci t^TT \J1I小丨丨 ^ ^pHlelcl f^TT \JII小|| | c|?iRqel W\ 脚Ra W^\ ^ fc^\ Qc|5\j| 1%^ \JTT4 H Jcci7l cjfT 切”丨 ira^T W^, xrtfe^T Jici〇u ^Teff yWcrc'd cjft RlRl^Ccll c^ yfcT f^lf§TcT c}^ c^ feT?J feRjICeT ^fTc^f^T CICD^CI?市T W^t7 f^T \Jll4Jll Rjl-d^ ft? cj?t ^fcT ^6C1V ^PT I femm CJTT q&rm^ wceT www.uttarakhandtourism.gov.in wr 训士勹丨对 奴 oymiy ICTWT 叫4刺1 c^ feT^ yT5#fci7 y^T (Gateway) ^TT i 8.2 i ^ ycTOFT W\ cTTvra ; 卬 〇nf ^ ^ 3TTCRW ^ eft wfr^pr ft YES BANK, India's fourth largest private sector Bank with a pan India presence across all 29 states and 7 Union Territories of India, headquartered in the Lower Parel Innovation District (LPID) of Mumbai, is the outcome of the professional & entrepreneurial commitment of its Founder Rana Kapoor and its Top Management team, to establish a high quality, customer centric, service driven, private Indian Bank catering to the future businesses of India. YES BANK has adopted international best practices, the highest standards of service quality and operational excellence, and offers comprehensive banking and financial solutions to all its valued customers. YES BANK has a knowledge driven approach to banking, and offers a superior customer experience for its retail, corporate and emerging corporate banking clients. YES BANK is steadily evolving as the Professionals' Bank of India with the long term mission of "BUILDING THE FINEST QUALITY LARGE BANK OFTHE WORLD IN INDIA： NOTES NOTES Prepared by YES/7 BANK ▼

Goa Tourism Policy Tourism Policy Draft for discussion Preparation of Goa’s Tourism Master Plan and Policy Draft Report – Final Presentation and report on Module 3: Development of Draft Tourism Master Plan for Goa Department of Tourism, Government of Goa KPMG.com/in 1. This report has been prepared exclusively for the Department of Tourism (“Client”) based on the terms of the Request for Proposal dated 7 June 2013 issued by the Department of Tourism, KPMG Advisory Service Ltd.’s (“KPMG” or “we”) proposal for services dated 18 June 2013, the Work Order issued to KPMG dated 24 July 2014, and the consultancy contract dated 2 June 2015 (collectively ‘Contract’). 2. The performance of KPMG’s services and the report issued to the Client are based on and subject to the terms of the Contract. 3. This report is confidential and for the use of management only. It is not to be distributed beyond the management nor is to be copied, circulated, referred to or quoted in correspondence, or discussed with any other party, in whole or in part, without our prior written consent. 4. This report is being submitted to the Department of Tourism, Govt. of Goa (‘DoT’) as part of the ‘Final Presentation and report on Module 3: Development of Master Plan’ for our engagement of assisting DoT in the “Preparation of the Tourism Master Plan and Policy for Goa”. This report sets forth our views based on the completeness and accuracy of the facts stated to KPMG and any assumptions that were included. If any of the facts and assumptions is not complete or accurate, it is imperative that we be informed accordingly, as the inaccuracy or incompleteness thereof could have a material effect on our conclusions. 5. While performing the work, we assumed the genuineness of all signatures and the authenticity of all original documents. 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We must emphasize that the realization of the prospective data and financial information set out within our report (based on secondary sources, as well as our internal analysis), is dependent on the continuing validity of the assumptions on which it is based. The assumptions will need to be reviewed and revised to reflect such changes in business trends, cost structures or the direction of the business as further clarity emerges. We accept no responsibility for the realization of the prospective financial information. Our inferences therefore will not and cannot be directed to provide any assurance about the achievability of the projections. Since the projections relate to the future, actual results are likely to differ from those shown in the prospective financial information because events and circumstances frequently do not occur as expected, and differences may be material. Any advice, opinion and / or recommendation indicated in this document shall not amount to any form of guarantee that KPMG has determined and/ or predicted future events or circumstances. 19. In connection with our report or any part thereof, KPMG does not owe duty of care (whether in contract or in tort or under statute or otherwise) to any person or party to whom the report is circulated to and KPMG shall not be liable to any party who uses or relies on this report. KPMG thus disclaims all responsibility or liability for any costs, damages, losses, liabilities, expenses incurred by such third party arising out of or in connection with the report or any part thereof. 20. By reading our report, the reader of the report shall be deemed to have accepted the terms mentioned hereinabove. Table of contents 1. Development model Development Strategies Qualitative tourism goals • Positioning • Products • Markets Quantitative tourism goals Development principles & guidelines 2. Core tourism Infrastructure Tourism programs Investment and funding analysis Phasing Tourism circuits Table of contents 3. Support tourism infrastructure Core infrastructure Transport and connectivity Human resource and training Transversal tourism infrastructure 4. Commercialization & Promotion Tourism intelligence unit Destination C&P Products C&P 5. Facilitating Tourism policies and application framework 1. Development model Development Strategies Qualitative tourism goals • Positioning • Products • Markets Quantitative tourism goals Development principles & guidelines Key strategies for development of the Master Plan Benchmarking principles • All selected destinations are well known for their wide offering in Coastal and Sun & Beach tourism • The benchmark is based on an analysis of the official websites for each destination • It is assumed that the website is one of the major tools used by tourism destinations organizations to promote and highlight products and experiences. Therefore, we can ensure that destination website is essential to position the brand An analysis has been conducted in order to understand the key attributes in each destination website. “High presence” - attribute appears in the main page or in a highlighted area. Medium presence - navigation process through different search menus. Low presence - difficult to find or it limited availability Country Sri Lanka Bali Ibiza Kerala Maldives Mauritius Thailand Goa Nautical Tourism Core attributes Business & MICE High presence Medium presence Low presence Benchmark observations • All listed destinations are known for their coastal tourism offer. However, Sun & Beach (Coastal) tourism is not enhanced as the core attribute of these destinations. • It is assumed that the destination has “taken for granted” that tourists know about this offer and they choose to highlight other products which they want to promote. • All these destinations give high or medium importance to Culture & Heritage (except Maldives), Sports & Adventure and Nautical Tourism (except Sri Lanka and Thailand) • All these destinations present a high diversification in their product portfolio across 6-10 products with high / medium presence • Within this context, some websites concentrate their web communication in limited products to enhance them:  Maldives highlights luxury tourism  Kerala focuses on Culture & Heritage  Thailand emphasizes Shopping • Nightlife is not highlighted greatly, even in destinations like Ibiza or Thailand, famed for this feature. This could probably denote that either they do not need to promote these features as they are already well known (similar to Sun & Beach tourism product); or that they do not prefer advertising this type of product due to possible negative connotations. • Goa’s website provides a wide set of activities within the “Explore” and “Things to do” sections. The home page does not focus on specific positioning in terms of its destination or its products, “White water rafting” appears as the first highlighted product. Positioning matrix: Goa aims to become a multi-product destination, where culture & heritage and leisure & entertainment would play a major new role Coastal Tourism (incl. Sun & Beach, Nature, Sports & Adventure) Sri Lanka Bali Ibiza Kerala Maldives Mauritius Thailand Goa (today) Goa (future) Nature Based Tourism (incl. Nature Based) Culture & Heritage (incl. Culture & Heritage, Culinary Tourism) Sri Lanka Bali Ibiza Kerala Maldives Mauritius Thailand Goa (today) Goa (future) Leisure & Entertainment (incl. Nightlife, Shopping, Health & Wellness) Qualitative tourism goals - Positioning matrix – Goa’s positioning vs type of visitor High intensity Medium intensity Current Future International Domestic International Domestic Marketing Strategy Low intensity 1 Coastal Tourism Qualitative tourism goals - Repositioning Goa as a multi-product destination • Evolve from a majorly Sun & Beach tourism destination to a Coastal tourism destination Proposed evolution of Goa as a Tourism Destination • Develop a multi-product destination where Culture & Heritage will play a major role to attract both international and domestic tourists. • More diversified and quality leisure & entertainment offer, mainly addressed for domestic tourists • Nature-based tourism will be a focus product Qualitative tourism goals – Geographical markets strategy Very Short term Short term Medium term Very short term: on going/ current markets Short term: 2 - 4 years Medium term: within 5 years Keep addressing domestic market & current nationalities but with a different proactive marketing approach Higher-spending segments within the coastal tourism product with a better and more diversified offer, including culture and nature tourism Tap into the markets for short breaks and holidays with new direct flights from the Develop the cultural tourism offer of Goa to attract these nationalities. This would be the main motivation to visit India – and Goa as an extension Though most tourists would still stay on the coast, culture and nature-based tourism would be a main travel motivation for some tourists and complementary products for others. Depending on identified new opportunities, further diversify markets such as Australia, through a multi-product destination, where cultural tourism would play a major differentiation role. Middle East. Products / geographical market strategy: attractiveness levels High intensity Medium intensity Low intensity Very short term markets (existing/ current) Short term markets Mid term Quantitative tourism goals – for higher spending tourists with increased international tourism Scenarios analysed for total tourist arrivals (2017 to 2031) – Current/ Normalized/ Optimistic Current scenario Normalized scenario Optimistic scenario • Tourist arrivals calculated based on DoT statistics; change in calculation methodology not factored • Compounded Annual Growth Rate (“CAGR”) – 6.62% (1985 to 2015) • 2031 projected total arrivals – 14.7mn • Tourist arrivals calculated post the normalisation of CAGR numbers due to additional sources of information from tourist entry points being considered in arriving at inbound tourist statistics; namely • Railway stations • KTCL bus transport services • Private bus operators • Vehicle tolls on State borders • CAGR – 4.51% (2009 to 2013) • 2031 projected total arrivals – 10.7mn • Tourist arrivals calculated based on a CAGR which factors in the long term impact of the Tourism Master Plan • CAGR – 7.00% • 2031 projected total arrivals – 15.6mn • The Current and Optimistic scenarios are fairly similar in absolute numbers, however the calculation methodology of the total tourist arrivals in the Current scenario has not been uniform over the years. • These changes in methodology have affected the historic CAGR, hence a CAGR using a normalized scenario has been applied for the purpose of projections • The base for all scenarios are actual 2015 tourist arrival numbers, normalization has been conducted on the CAGR only. Focus of tourism growth will be on 1. International tourism - Limited growth and increased number of higher spending 2. Domestic tourism - Limited growth and shift to higher spending 3. Healthy mix of domestic and international tourists from 90 – 10% (current) to 80 – 20% by 2031 Source : DoT Goa Quantitative tourism goals - reducing seasonality Seasonality benchmark goals • Need for reducing seasonality – High seasonality features high congestion during peak season and lower asset utilization during periods of low demand • Benchmark Seasonality – • Jan to Mar – 25% • Apr to Jun – 25% • Jul to Sep – 15% • Oct to Dec – 35% • Methods to reduce Seasonality – • Increased utilization of Culture, Heritage, Nature, Eco- tourism, MICE and Edutainment tourism products during the non Oct – Dec periods • Increased arrivals at events like Carnival & Shigmotsav Quantitative tourism goals – estimate of revenues* Quantitative tourism goals* Today Future potential 2016 base 5,536,837 Total arrivals 2031 goal 10,730,735 Total arrivals Domestic International Domestic International Visitor expenditure INR 2,752/ day ALS 5 days Visitor expenditure INR 4,197/ day ALS 9 days Visitor expenditure INR 4,128/ day ALS 5 days Visitor expenditure INR 8,257/ day ALS 7 days Total visitor expenditure INR 9,060.21 cr Total visitor expenditure INR 30,125.71 cr Quantitative tourism goals – impact on employment and GDP* 2021 2026 2031 Incremental employment creation Employment: direct contribution 1,21,760 1,72,979 2,55,421 Employment: total contribution 3,52,463 5,00,731 7,36,483 2016 base 2021 goals 2026 goals 2031 goals CAGR 2016 - 2031 Multiplier Ratio Total contribution to GDP GDP: total contribution (in INR Cr.) 16,308 24,120 35,319 54,227 8.3% 3.32 (*) Normalized scenario (Ref. earlier slides) at constant prices Source: Tourism Sector in India, Parliament library and reference, research, documentation, and information service Quantitative tourism goals – tourism arrivals goals compared to other reference destinations 2015 (p) 2016 (e) 2015 (p) 2015 (p) 2026 (e) 2016/2026 (e) 3 Bali 4,001,000 4,601,000 7,147,100 11,148,100 Not available 4 Ibiza 2,546,400 862,000 3,408,400 Not available 5 Kerala 977,479 12,465,571 13,443,050 Not available 6 Maldives 1,303,000 1,350,000 2,200,000 +69% 7 Mauritius 1,154,000 1,173,000 1,700,000 +47% 8 Belize 316,000 315,000 450,000 +42% Principles • Elaborate a tourism development plan that is acceptable to the stakeholders of Goa, with an emphasis on enhanced quality and quantity of higher spending tourists, both domestic and foreign • Achieve this goal through a strong diversification of the tourism product using all relevant and varied tourism assets, wherever they are located • Consider the entire State as a potential tourism development area, which implies changing the past and current development pattern focused on the coast • Conserve the natural and cultural assets deemed of high value by stakeholders which act as major attractions for tourism, on the coastal stretches not yet developed and in the hinterlands • Address existing and future development requirements highlighted by creating physical plans that respond to that direction. • Phase tourism development so that there are opportunities in the near term (2-5 years) and for a 10 year period from now. • Take a broad look at sustainability, which implies ensuring low scale tourism development in the hinterlands of the State respectful not only with nature but also with the local culture, in line with the principles established in the Goa Regional Development Plan • Provide a conceptual tourism planning model that considers all these principles at State, Taluka and local specific levels. • Identify specific potential locations or locations’ profiles for redevelopment, enhancement and/or new development. • Nature sanctuaries in the hinterlands and the coast, • Pristine beaches in certain talukas to be protected from high pressure in terms of possible development through high quality offerings • Coastal areas: applies to parts of the coast, mainly in the upper North and mid/ extreme South, where no/ limited development is present. • Hinterland areas (Ghats and Midlands): Applicable for developments in designated areas to create “clusters” of nature/ culture-based attractions/ activities • Low density should also be paired with low rise buildings (Ground floor only or GF+1) • Present on the Goan coast in stretches, as well as in some urban areas • “Mass” development could be authorised in specific new designated places such as next to airport or development for specific programs Density models – Built up units (such as apartment/ room) per hectare, thus shaping the landscape and scenery Applicable to Hinterlands And Coastal Areas In some Coastal/ Urban Areas/ near Airport High density (60+ units /ha) Revised Regional Plan density targets seem to be in line with tourism needs Maximum permissible Built Up Area statements Plot areas below 350 sqm FAR (ratio) = 80 Plot areas below 4,000 sqm FAR (ratio) = 80 Plot areas 4,000 sqm and above FAR (ratio) = 60 Plot areas below 4,000 sqm FAR (ratio) = 60 Plot areas 4,000 sqm and above FAR (ratio) = 50 Source: Regional Plan for Goa 2021 Specific development guidelines for the Coast Low- Medium density resorts developed and or operated by international brands to better position the destination with sustainable projects “Marine nature and life parks” - Partially preserved beaches to offer an adapted environment for flora and fauna (terrestrial and marine). Ultra luxury Eco-Beach Nightlife/ Party Pernem Pernem Bardez Mapusa Spatial Planning focus area Bicholim Bicholim Sattari Territorial vision Mass tourism development Low- Medium tourism • “Big club” resorts • New generation campsites • Beach Clubs • Quality programmes to manage pollution levels, cleanliness and sanitation and definition of swim North Goa Panjim Tiswadi EntertainmentPonda Vasco da Gama MormuCguaolinary Ponda Sattari Dharbandora Dharbandora development Very Low density development & Protected Areas zones Festivals/ beach events Low density resorts Culture & Entertainment Luxury accommodation & High end retail Margaon Salcette Quepem Sanguem Sanguem Integrated leisure destinations – Beach access/ security/ cleaning/ quality of sea water/ toilets/ parking/ creation of jetties/ square with F&B facilities/ small markets/ watersports facilities including schools (sailing, surf, board) in some cases as part of an integrated project to welcome tourists Beach Clubs Medium density tourism Eco-beach low density South Goa Quepem Chaudi Canacona Low density tourism development & protected areas: • Hinterland areas - special interest and preserved / protected from mass tourism flows and developments. • Attractions - local flora / fauna, a proper botanic garden, new protected areas and special interest zones, marked trekking trails Pernem Pernem Territorial vision Karnataka Bicholim • Low density tourism eco-lodges with an orientation towards environmental and social promotion. Panjim Bicholim North Goa Sattari • Agri tourism can also be promoted central areas of the state. • Homestays meshing culture with tourism Adventure & Sports tourism: • Tourism activities and experiences which might cause greater territorial impact, proposaed in areas with lower environmental value. Tiswadi Vasco da Gama Mormugao Ponda Ponda Margaon Salcette Dharbandora Dharbandora Sanguem • Improve existing experiences by upgrading products, facilities and infrastructure. Nature and Waterways Tourism • In the vicinity of the Mopa airport, and along the River Chapora waterways can be developed to promote nature based tourism through promenades, jetties and river cruises. Adventure & Sports tourism Low density tourism Wildlife Sanctuaries/ Quepem South Goa Quepem Chaudi Canacona Sanguem National Park Character images to illustate density development • Low density tourism development & Protected areas • Adventure & Sports tourism • High end nature tourism Specific development guidelines for the Hinterlands: Culture-Based Tourism • Key heritage / cultural and pilgrimage tourism assets appear to be concentrated around the central region of Goa, particularly in Bardez, Tiswadi, Ponda, Mormugao and Salcette talukas. • Different routes / circuits need to be created showcasing tourism assets across these talukas. — Route / circuit discovering the Goan legacy/ heritage: houses, forts, churches, monuments, blgs. Immersion in local culture Pernem Pernem Ba Bicholim Exploring heritage structures and traditions Sattari Sattari — Route / circuit of the temples — Village walks – Chandor, Siolim, Pernem and Divar — City/ Town tours – Panaji, Margao, Mapusa, Old Goa and other Exploring Goan churches and temples Panjim Tiswadi Mormugao Ponda Dharbandora Dharbandora major cities/ towns • Museums, theatres, interpretation centres and event venues located at key tourist spots in the talukas. • A different strategy is proposed for talukas with presence of isolated assets (Bicholim, Sattari, Dharbandora,Sanguem, Exploring Goan villages (Portuguese influence) Exploring Goan villages (Goan way Margaon Salcette 5 Sanguem Sanguem Quepem and Canacona). Day excursions / visits can be organized from nearby towns / villages. Or these assets to other themed and/or multi-product routes/ circuits. • Alternately immersion in the local culture can be facilitated through the medium of community tourism, primarily homestays and visits of life) & ancient rock cut caves Visits, Sight- seeing, Multi- product routes & Community tourism Quepem Chaudi 6 Canacona Hotel strategy – Standards and classifications High service disparities in accommodation infrastructure • Serviceability levels among accommodation options within the same star/ DoT hotel categories • Traveler expectations and actual services offered, especially in bookings made though online media • Basic traveler requirements not serviced at lower category establishments Key solutions proposed • Re-establishing standards for each classification (e.g. A, B, C, D and Heritage) in order to make them relatable to globally recognized classification standards (e.g. European Hotelstars Union, World Hotel Rating, AAA Diamond Ratings or Forbes Travel Guide ratings) • Ensuring an enforcement mechanism for adherence to required service standards • Voluntary special labels Benefits of re-establishing standards and monitoring • Higher customer satisfaction, promoting repeat visits and positive word of mouth dissemination in the industry • Higher value realization for travelers at accommodation establishments e.g. At Santa Susana- key destination of Costa de Barcelona, especially for European families, the accommodation offer is mainly comprised by quality hotels of 3/ 4 stars (built before 2000). However the opening of two 5-star type hotels in the last three years encouraged surrounding establishments to upgrade and renew their offer. Accommodation Strategy: Diversification of the tourism experience Examples of land requirements according to the zoning in the Regional Plan applied to accommodation Luxury Eco-Resort (30 Suites + 20 Branded Villas) PROPOSED PROJECT/ PROGRAM  Total rooms: 50  Area/ Room Ratio: 180 sqm  Total Built Up Area: 9,000 sqm LAND REQUIRED ACCORDING TO ZONING  VP 1: 15,000 sqm (FAR 60%)  VP 2: 18,000 sqm (FAR 50%) 4-Star Eco-Lodge (40 Rooms + 20 Cabañas) PROPOSED PROJECT/ PROGRAM  Total rooms: 60  Area/ Room Ratio: 120 sqm  Total Built Up Area: 7,200 sqm LAND REQUIRED ACCORDING TO ZONING  VP 1: 12,000 sqm (FAR 60%)  VP 2: 14,400 sqm (FAR 50%) Eco-Cottage & Camps ( 20 Cottages + 40 Tented Camps) PROPOSED PROJECT/ PROGRAM  Total rooms: 60  Area/ Room Ratio: 90 sqm  Total Built Up Area: 5,400 sqm LAND REQUIRED ACCORDING TO ZONING  VP 1: 9,000 sqm (FAR 60%)  VP 2: 10,800 sqm (FAR 50%) 2. Core tourism Infrastructure Tourism programs Investment and funding analysis Phasing Tourism circuits 27 programs have been defined to develop the Master plan Understanding the programs’ structure Draft for discussion Coastal Tourism Programs Flagship programs Quick Wins Regeneration/ Up gradation of Beaches Across Goan beaches. Pilot Projects – N. Goa: Calangute, Candolim, Baga, Arambol. S. Goa: Colva, Palolem Fishermen Market and F&B Court Brittona, Chapora Bay, Siridao and Mobor High-end lifestyle beach club paired with luxury lifestyle resort At a suitable location in Arambol, Vagator or Anjuna; and Cavelossim or Palolem Eco-beach (Resort) Pure Eco-beach: Galgibag, Morjim turtle stretch/ bird watching and Talpona. Resort: Agonda, Patnem, Palolem (part), Morjim, Mandrem and Querim Marinas Nauxi, Chicalim and Britonna; Further south e.g.: Assolna Regeneration/ Upgrading of beaches Product: Coastal tourism Commercial • Beaches along the coast of Goa will Flagship program Quick wins strategy provide its resident population, the tourism industry and tourists with basic services that cater for their needs and requirements. Implementation • Launch either Calangute Beach to the north strategy or Colva beach in the south as pilot phase to showcase results and create awareness. The program will implement good practice in these processes and replicate the experience in other beaches. Key issues to be addressed • Infrastructure improvements envisaged – beach access, cleaning, maintenance, water, electricity, sewerage, parking • Regulation, relocation from the beach and upgrade of shacks/ and retail shops. • Quality labels should be implemented to guarantee a best in class experience to visitors, encouraging repeat visits. • Misbehaviour from tourists and retail owners: lack of cleanliness at all beaches, and also, high levels of alcohol and drug abuse on certain beaches   Timeframe: Short term Concept and objectives • Coastal tourism is “THE” tourism product Goa is famed for; however, efforts need to be taken to upgrade/ organize the existing product and enhance the tourist experience in an increasingly competitive global coastal tourism scenario. Goa needs to improve its basic infrastructures, particularly in the most developed coastal areas to support the sustainable development of tourism growth. • It is envisaged that the overall quality of the existing infrastructure is improved to bring it on par with best in class products, with special emphasis laid on innovation, quality, safety and security. Accommodation needs • The inclusion of high-end music venues or high-end lifestyle beach clubs combined with luxury lifestyle resorts (Ushuaia and Nikki Beach concepts respectively) can raise the quality level in the area and bring other synergies Market strategy • Tourists (domestic and foreign) and residents • Day and overnight visitors (including day cruise visitors) Raising the quality, safety and sanitation level of the most popular beaches Summary of strategy Regeneration/ Up gradation of beaches Pedestrian and non-motorized access Vehicular access & parking areas Shacks Beach facilities & equipment  Promenade along the beach front  Comfortable, safe and efficient pedestrian network with wide sidewalks to access the beach promenade  Encourage biking by providing bike paths  Proper access to the beach  Provision of large open public spaces along the promenade. These will work as “Gathering Places” facilitating social contact and communication, including cultural and commercial activities  Barrier free access for specially abled persons  The road running parallel to the promenade (sea front) is blocked off from all traffic  Parking closest to the beach should be the most expensive  More parking options are available in the surroundings  Free shuttle bus services available connecting parking to the beach  Shacks set up on the edge of the beach under specific standards and granted as a special license as per the shack policy  Shacks set up at intervals from each other as specified in the shack policy  Main concentration of eateries should not be directly on the beach, but behind the road running parallel to the promenade and along the streets converging on the beach subject to land availability  Give quality labels to best shacks and special Goan cuisine label for those who would like to apply and meet standards  Sitting areas  Showers  Changing rooms  Playgrounds for kids  Parking for bicycles  Signage illustrating advanced quality and environmental beach management  Demarcation of swimming, water sports and no swim zones along the beach  First aid facilities Transversal strategies  Safety: increasing the number of local policemen and building a network video surveillance system with network cameras  Solid waste management: developing a proper network of collection and disposal of solid waste  The ultimate goal of the Regeneration/ Up gradation of beaches program is to impact on human behaviour through the built environment. It is expected that the improvement on the overall state of beaches will help reducing misbehaviour from tourists and retail owners, lack of cleanliness, noise, and the high levels of alcohol and drug abuse. Regeneration/ Up gradation of beaches – example of the different sections could be found on beaches depending on their degree of urbanization Draft for discuss1ion Regeneration/ Up gradation of beaches – conceptual example of zones C A B Shacks Beach facilities & equipment Urbanized beaches – assumptions applied in estimating the construction costs for the Program Non-urbanized (natural) beaches – assumptions applied in estimating the construction costs for the Program Cost concept 1 kilometre of Promenade along non-urbanized (natural) beaches Total cost INR 2.78 cr Facilities • Promenade (light and eco- friendly structure equipped with sitting areas, waste-paper bins and walking paths to access the beach) • In order to protect marine life and biodiversity, some natural beaches should not be equipped with lighting systems and illumination during the night • Parking (100 parking lots) • Beach facilities (solid waste management, showers, toilets, information panels and signage illustrating advanced quality and environmental beach management) Benchmark and character images “Best Practices” • Playa de Palma • Blue Flag voluntary label (www.blueflag.org ) • Nautical Stations in Spain (www.estacionesnauticas.info ) • Bali: Focus on cleanliness, access and public utilities. To control tourist flow, wall has been developed parallel to main beaches with convenient entry points. Roads are lined with pedestrian walkways which offer a view of the beach. To decongest the traffic near beaches, many roads have a one way access. • Salou and Cambrils Municipalities, Spain- Since the 19th century, Salou has been a leading tourist destination in Europe, its slogan is “Salou Europe’s beach”. Quality, excellence and respect for the environment are the standards used when working on the Salou coast. All of the municipality’s beaches have been awarded ISO I400I Environmental Certification. Salou and Cambrils are working together with two more neighbouring municipalities in order to achieve its main goal today: reduction in seasonality. With a large leisure offering (which includes Port Aventura World) they have become a reference of family and sports tourist destinations. Fishermen market and F&B court Key issues to be addressed • Identification of at least 2 fishermen ports / markets where the product could be developed: at least one in the South and one in the North of Goa • Ensure participation of local stakeholders: fishermen, fish market sales shops and food & beverage entrepreneurs, which could be already established ones, willing to replicate their experience in a new location. • Ensure that Goan cuisine is featured in the product and that good quality is provided in terms of food products, food stands and culinary preparation, cleanliness and maintenance Draft for discuss2ion Goa’s number one source of premium fresh seafood and local cuisine Potential locations Facilities and land requirements Britona, Chapora Bay, Siridao and Mobor/ Assolna Fishermen port and market (adjacent or nearby); Food & beverage court space (at least 1,000 sq.m.) Description and tasks • Identification of the fishing port/ village for carrying out of the pilot test • Location: The final location has to be well thought out after a thorough study of the terrain, avoiding any damage to existing local and fishing activities. • Identification and selection of gastronomic offering, which needs to be aligned with the programme to promote the traditional cuisine of Goa throughout the state. • Make agreements with all interested stakeholders and agree on space & program • Implementation e.g. Turisme Pesquer activity is a more relaxing alternative to an active fishing tour. It involves departing from the port of Cambrils in a pleasure boat, and sailing to where the fishermen work and cast their trawl nets. From there, they explain the different kinds of fishing tackle and the treasures of the Mediterranean Sea. Then the traveler is taken to a seaside restaurant to enjoy the delights of Cambrils' seafood restaurants, and dishes such as the "ranxo mariner" (sailor's fare) • Ensure that minimum space is available and design the concept with 2 main options: • Popular and informal Food Court: one shared public dining room with F&B stands around • Cluster of specialised fish and shellfish restaurants and/ or shacks with different sizes and culinary levels • Certification and quality labels Benchmark and character images High-end music venue paired with luxury lifestyle resort Market strategy • Aimed at domestic and international tourists and visitors Implementation strategy • The programme will be put into practice in one of the most developed and popular beaches in Goa's northern area, currently dominated by mass tourism. Once the beach is selected, the most appropriate location must be found. • It is a single project, not to be duplicated in different locations/ beaches. Key issues to be addressed • Selection of the most suitable beach to locate the project. It is expected that this kind of products will increase quality levels in adjacent areas. Other resorts/ events locations, either existing or future, will try to improve their standards to provide the same quality level. • Once the beach is selected, the precise location must be studied in detail as well as the size of the site needed • Take into account conditions of access (both pedestrian and vehicular) and the parking supply • Take into account the conditions of cleanliness, lighting and security in the vicinity of the club • Selection of operator / brand Envisioned to be one of the most exclusive and biggest clubs in India Draft for discuss3ion Potential locations Facilities and land requirements At a suitable location in Baga, Calangute or Candolim 3 to 4 Ha Benchmark and character images High-end lifestyle beach club paired with luxury lifestyle resort • Selection of the most suitable beach to locate the project. It is expected that this kind of product will help to increase the competitiveness of the destination. Other existing or future resorts/ beach clubs will try to improve their standards to provide the same quality level. • Most suitable location and site necessary for the development. • Improve access conditions (both pedestrian and vehicular) and the parking supply. • Improve the conditions of cleanliness, lighting and security in the vicinity of the beach club. • Selection of operator / brand Draft for discuss4ion Featuring a blend of music, art and fashion with day and night atmosphere Benchmark and character images Eco-beach resort Market strategy • Domestic and foreign tourists Implementation strategy • Launch either Galgibag beach or Talpona beach to the south as a pilot project to showcase results and create awareness. The program will implement good practices in this process and stakeholders will be able to replicate the experience in other beaches. Key issues to be addressed • There are some beaches that need to be protected from any kind of construction. These zones should be given the status and format of “Marine Nature & Life Parks” • Eco-beach resorts should include an environmental and social programme in their development • Low density branded resorts for the high-end market should be promoted (brands such as Banyan Tree, Six Senses, The Oberoi, Como Hotels, etc.) • Develop eco-tourism standards, which could be totally or mainly inspired in already existing green eco-label • Green certifications and quality labels for activities/ experiences Draft for discuss5ion Built in harmony with nature and hence with minor impact on environment Potential locations Facilities and land requirements Pure Eco-beach: Galgibag, Morjim turtle stretch and Talpona. Eco-beach resort: Agonda, Patnem, Palolem (part), Morjim, Mandrem and Querim 1.5 to 3 Ha Benchmark and character images Eco-beach Resort What is an Eco-Resort exactly? Some examples of activities offered  Low density developments (small sized tourist accommodation structure)  Often located in special interest and preserved / protected areas (they contribute to the protection of the fragile neighbouring zones)  Built in harmony with nature and hence with minor impact on environment  Involves the local communities and allows them to generate benefits  Financially sustainable  Offers tourists the opportunity for an interactive experience and proves to be suitable for a spiritual communion between nature and culture  Eco-Resorts are planned, designed, built and exploited in accordance with responsible environmental and social principles  Nature-based activities  Walking, cycling, horseback and camel rides  Exploring the local fauna, flora, bird and insect life around  Agro-tourism  Some establishments include organic gardens to supply their restaurants and tourists can even participate in cooking sessions  Protection and Interpretation Centres  Learning-by-doing activities (Edutainment) with local communities  Rural and community activities based on traditional and local products  Relaxation and recovery activities such as Spa treatments & massages, meditation, yoga  Incentives, team-building activities  Water and energy consumption: steps to reduce its carbon footprint must be taken to avoid impacts on the surroundings  Solid waste management: developing a proper network of collection and disposal of solid waste. Illustrative conceptual example As mentioned before, Eco-beach resorts will be located in special interest and/or preserved/ protected areas as they contribute to the protection of the fragile neighbouring zones. The use and management of the surrounding areas might be done under the ‘Eco Nature Park’ approach. Eco Nature Park The Eco Nature Park is open to the guests and offers the possibility to discover the local fauna and flora. The park has a scientific and educational purpose, offering to biologists and volunteers an area of study of this eco-system and offering to the public an entertaining way to discover the fauna and flora of the eco-system. Visitors are able to walk through the park on wood board trails and marked trails. These trails are punctuated by information board that describe the ecosystem of the park. Trekking, bird watching, diving and other nature activities can be organized. BRANDED VILLAS HOTEL Marinas Implementati on strategy • At least one marina needs to be developed so as to raise the quality and the standards • The first marina development is envisioned for the Chapora bay as it is strategically the destination promoted for the yachters’ market. Further marina development along the coast is envisioned to be connected through a network of services and standards Key issues to be addressed • Location: Final location has to be well thought out after a thorough study of the terrain and avoid trampling on existing local and fishing activities. • Development Program: determine the optimum size and the list of components to be included as part of the development • The development of the marina should be best left to the private industry and stakeholders (Government to be the licensing authority and a catalyst). • Include an assessment of the general opinion of the initiative and its impact in the media. Understood as an anchor of a mixed-use development which includes accommodation, retail, F&B and entertainment premises Potential locations Facilities and land requirements Nauxi Bay, Chicalim and Britona - Benchmark and character images Coastal Programs – Initial investment concepts Estimations refer to the costs of building one unit/ facility Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model Public Private 1.- Regeneration/ Up gradation of Beaches Urbanized beaches Linear metre 55,667.3 1,000 5.57 100% Non-urbanized (natural) beaches Linear metre 27,833.7 1,000 2.78 100% 2.- Fishermen Market and F&B Court Fishermen Market Use existing fishermen market F&B court (core and shell) sq. m. 17,200 1,000 sq. m. 1.72 100% 3.- High-end music venue paired with luxury lifestyle resort Resort + Venue keys 4,128,600 300 keys 123.86 100% 4.- High-end lifestyle beach club paired with luxury lifestyle resort Resort + Beach Club keys 3,440,500 250 keys 86 100% 5.- Eco-beach (Resort) Resort keys 2,752,400 55 keys 15.14 100% Discovery Eco Centre Units 4,816,700 1 unit 0.5 100% 6.- Marina* Berths (including site Berths 2,408,350 50 12.04 preparation) 100% Mixed-use development sq. m. 47,135 15,000 Sq. m. 70.7 These costs do not include the cost of land (*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, marina construction works and development program Coastal Programs – Estimated initial investment (phased over the next 10 years) Coastal Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches 105.8 35.3 35.3 35.3 - - - - - - - 2.- Fishermen Market and F&B Court 3 F&B Courts 5.2 1.7 1.7 1.7 - - - - - - - 3.- High-end music venue paired with luxury lifestyle resort 1 Resort 123.9 0.0 - 61.9 61.9 - - - - - - 4.- High-end lifestyle beach club paired with luxury lifestyle resort 1 Resort 86.0 0.0 - 43.0 43.0 - - - - - - 5.- Eco-beach (Resort) 3 Resorts 46.9 0.0 - 15.6 15.6 15.6 - - - - - 6.- Marina 1 Marina 82.7 0.0 - 27.6 27.6 27.6 - - - - - Total Coastal Programs Budget 450.4 37.0 37.0 185.1 148.1 43.2 - - - - - (%) 100% 8.21% 8.21% 41.10% 32.89% 9.59% - - - - - Coastal Programs – Reinvestment (1.5% of estimated initial investment) Coastal Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches 12.7 - 0.5 1.1 1.6 1.6 1.6 1.6 1.6 1.6 1.6 2.- Fishermen Market and F&B Court 3 F&B Courts 0.6 - 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 3.- High-end music venue paired with luxury lifestyle resort 1 Resort 11.1 - - - - 1.9 1.9 1.9 1.9 1.9 1.9 4.- High-end lifestyle beach club paired with luxury lifestyle resort 1 Resort 7.7 - - - - 1.3 1.3 1.3 1.3 1.3 1.3 5.- Eco-beach (Resort) 3 Resorts 4.2 - - - 0.2 0.5 0.7 0.7 0.7 0.7 0.7 6.- Marina 1 Marina 6.2 - - - - - 1.2 1.2 1.2 1.2 1.2 Total Coastal Programs Budget 42.6 0.0 0.6 1.1 1.9 5.3 6.8 6.8 6.8 6.8 6.8 (%) 100% - 1.30% 2.60% 4.45% 12.39% 15.85% 15.85% 15.85% 15.85% 15.85% Coastal Programs – Total estimated initial investment + Reinvestment Coastal Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches 118.5 35.3 35.8 36.3 1.6 1.6 1.6 1.6 1.6 1.6 1.6 2.- Fishermen Market and F&B Court 3 F&B Courts 5.8 1.7 1.7 1.8 0.1 0.1 0.1 0.1 0.1 0.1 0.1 3.- High-end music venue paired with luxury lifestyle resort 1 Resort 135.0 - - 61.9 61.9 1.9 1.9 1.9 1.9 1.9 1.9 4.- High-end lifestyle beach club paired with luxury lifestyle resort 1 Resort 93.8 - - 43.0 43.0 1.3 1.3 1.3 1.3 1.3 1.3 5.- Eco-beach (Resort) 3 Resorts 51.1 - - 15.6 15.9 16.1 0.7 0.7 0.7 0.7 0.7 6.- Marina 1 Marina 88.9 - - 27.6 27.6 27.6 1.2 1.2 1.2 1.2 1.2 Total Coastal Programs Budget 493.0 37.0 37.5 186.2 150.0 48.5 6.8 6.8 6.8 6.8 6.8 (%) 100% 7.50% 7.61% 37.77% 30.43% 9.83% 1.37% 1.37% 1.37% 1.37% 1.37% Coastal Programs – Distribution of total estimated initial investment + Reinvestment Coastal Budget Total Distribution by Program Coastal Budget Public Vs. Private Marina, 18.0% Eco-beach (Resort), 10.4% High-end lifestyle beach club paired with luxury lifestyle resort, 19.0% Regeneration/ Up gradation of Beaches, 24.0% Fishermen Market and F&B Court, 1.2% High-end music venue paired with luxury lifestyle resort, 27.4% Private, 74.8% Public, 25.2% Total expected cost (over the next 10 years) INR 493 Cr. Coastal Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment) Coastal Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Regeneration/ Up gradation of Beaches 8 km of urbanized beaches + 22 km of natural beaches 16.9 - 0.7 1.4 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.- Fishermen Market and F&B Court 3 F&B Courts 0.8 - 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 3.- High-end music venue paired with luxury lifestyle resort 1 Resort Not Estimated 4.- High-end lifestyle beach club paired with luxury lifestyle resort 1 Resort Not Estimated 5.- Eco-beach (Resort) 3 Resorts 0.2 - - - 0.0 0.0 0.0 0.0 0.0 0.0 0.0 6.- Marina 1 Marina Not Estimated Total Coastal Programs Budget 17.9 0.0 0.7 1.5 2.2 2.2 2.2 2.2 2.2 2.2 2.2 (%) - 4.13% 8.25% 12.43% 12.49% 12.54% 12.54% 12.54% 12.54% 12.54% 100% Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated (*) Refers to the Discovery Eco Centres only Coastal Programs – Financing Options Coastal Program Initiatives Regeneration/ Up gradation of Beaches Fishermen Market and F&B Court High-end music venue paired with luxury lifestyle resort High-end lifestyle beach club paired with luxury lifestyle resort Eco-beach (Resort) Marina  The State government predominantly would fund this initiative with limited help from private players which could include shack owners and hotels  The financing could also be done through a BOT model with private hotels, with infrastructure costs borne by the State government  Financing options would include PPP with major F&B player entering into contract with the State government  Financing through private participation with major global hotel chains funding the initiative under complete ownership or with partnerships with major international lifestyle brands  Financing through private participation with major global hotel chains funding the initiative under complete ownership or with partnerships with major international lifestyle brands  Central or state government/ Multilateral agency funding with eco- conservation for development of area  An alternative financing scheme would be partnerships with CSR department of multinational firms and the State government to foster eco-tourism  Private participation in financing of individual projects  Predominantly financing through private participation with major tourism players Coastal Tourism Programs – Summary Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private 1- Regeneration/ Up gradation of Beaches    Lead Support Lead Service contract 2- Fishermen Market and F&B Court    PPP Support Lead 3- High-end music venue paired with luxury lifestyle resort   Support Lead Support Lead 4- High-end lifestyle beach club paired with luxury lifestyle resort  Support Lead Support Lead 5- Eco-beach (Resort)  Support Lead Support Lead 6- Marinas  Support Lead Support Lead Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above Monuments Key Pilot projects: Old Goa Churches, Mary Immaculate Church, Mangueshi & Shantadurga Temples, Tambdi Surla, Pansaimol rock carvings, Kurdi templ Villages (arrive and walk) Siolim, Sangolda, Divar, Chorao, Pomburpa, Aldona, Chandor, Gaondongri, Rivona, Naroa The Goa Multimedia Experience Old Goa Church Complex/ environs or Kala Academy Handicrafts Sale of products via GHRSSIDC (Aparant) in dense tourist locations & online channels Forts Key issues to be addressed • Potential conflicts due to the incompatibility of uses in heritage buildings • Carrying capacity • Possible sources of financing • Stakeholder’s enrolment (tours operators, travel agencies, tour guides, press, local tourism development units, rural exploitations, etc.) in order to create the tourism product Providing nice visitor journey experience and enhance with complementary such as F&B, retail and events Potential locations Forts Reis Magos, Tiracol, Chapora, Aguada and Cabo de Rama Facilities and land requirements N/A Tiracol Chapora Pernem Pernem Bardez Mapusa Bicholim Bicholim Sattari Karnataka Description and tasks • Aspects to be addressed to improve facilities: transport and infrastructure to access the premises, including specially abled access facilitation, signage, safety, surveillance cameras, first aid kits, public amenities like toilets and cloak rooms, interpretation tools such as panels and information in the premises, use of new Aguada Reis Magos Vasco da Gama Panaji Tiswadi North Goa Ponda Sattari technologies, access to Internet, tourist mobile apps • Aspects to be addressed to add new facilities: museum/ visitor centre / interpretation centre, restaurant or cafeteria, souvenir shop, toilets, parking area, boutique hotel accommodation, sufficient illumination Mormugao Arabian Sea Ponda Margao Salcette Quepem Dharbandora Dharbandora Sanguem Sanguem • Funding can be procured through national/ regional funds programmes, along with innovative financing methods like corporate CSR • Aspects related with operational guidelines: develop code of conduct for visitors, tourists, employees and residents, providing guidelines, develop maintenance plans and schedules for cleanliness and safety in order to enhance preservation, tour guide regulations, collaborate with respective Govt. depts, among others Cabo de Rama South Goa Quepem Chaudi Canacona • Actions linked to the holding of events: programming a schedule of cultural events (weekly / monthly) on the fort premises, scheduling of talks or conferences with academics or historians • Actions associated to the enhancement of the forts network (if applicable): recovery and development of old communication routes between forts for tourism purposes, improve accessibility, improve basic tourist infrastructures associated to the route, provide bus services, develop points of interest Benchmark and character images Draft for discuss2ion Monuments (Temples, Churches, Museums & other Archaeological sites) Commercial strategy • Beaches along the coast of Goa will provide its resident population, the tourism industry and tourists with basic services that cater for their needs and requirements. Implementati on strategy • Launch Old Goa Church Complex as pilot project to showcase results and create awareness. • The program will implement good practices in these processes and replicate the experience in other assets. Key issues to be addressed • Potential conflicts due to the incompatibility of uses in heritage buildings • Carrying capacity • Possible sources of financing • Stakeholder’s enrolment (tours operators, travel agencies, tour guides, press, local tourism development units, rural exploitations, etc.) in order to create the tourism product Key area for improvement: Maintenance and development of assets and supporting infrastructure Benchmark and character images Spain – as many other countries in Europe and America – has several examples of mining sites that have been converted into tourist attractions where tourists and visitors are able to see and experience the present or historic heritage extraction processes • The Mining and Industry Museum of Asturias (MUMI), founded by the Principado de Asturias and Caja de Asturias, pays tribute to coal mining, an activity that has determined the social and industrial situation of Asturias for two centuries. • Throughout the different sections of the Mining and Industry Museum of Asturias, visitors can explore various old machines that were used in European mining before the steam and industrial revolution occurred, as well as the explosives used to extract the minerals • Visitors can also experience what it’s like to be in a mine and learn about the different systems used to obtain coal by using the ‘cage’ (the miners lift) which will take them down to the mine • A walk around the museum lets tourists understand various scientific instruments used in the scientific and industrial development of the society, mining hospitals, electrical work, minerals and fossils • 2 hours 30 minutes Source: http://www.mumi.es/media/Default%20Files/MUMI/MUMIEN/index.html • The permanent exhibition is divided into 2 spaces: coal, its mining, the importance of coal infrastructures, transport and its previous screening before use, both as home and industrial fuel and as primary source to produce electricity. • The new exhibition, “The Spectacle of the Mine”, foster the understanding of the two types of mining developments in use nowadays: underground and opencast mining. • The museography as it is planned aims at taking the visitor into a history narrated from the future. From here visitors will rediscover the world of mines through projections, holograms and innovative image and sound effects. • At the end the workers' housing can be seen. The visit is completed by the viewing of an audio-visual based on the Alt Berguedà mining area and the guided visit into the inside of the mine where working conditions through time are to be analysed. • 1 hour 30 minutes Source: http://www.mmcercs.cat/en/museum Villages (arrive and walk around) Key issues to be addressed • Draft legislation to architecturally regulate façades & finishing of buildings • Specific architectural and colour identity (as in every famous tourist destination) – there is need to control and restrict the design and colours of existing and new buildings and houses. • Possible sources of financing • Goa has already had a successful experience (the Fontainhas case) in the restoration of heritage buildings and this could be studied and included as a ‘best practice’. • Quality labels should be implemented to guarantee a best in class experience to visitors, thus encouraging repeat visits. Highlighting authentic features while providing multi-experience Potential locations Facilities and land requirements Siolim, Sangolda, Divar, Chorao, Pomburpa, Aldona, Chandor, Gaondongrim, Rivona N/A Benchmark and character images Old Goan houses Implementati on strategy • Launch of a pilot test with a relatively small number of properties, preferably those which are in best condition at present. Provide assistance plans for restoration and maintenance and carry out promotion by the inclusion of the structures in an itinerary (providing GPS location mapping). Key issues to be addressed • Potential conflicts due to the incompatibility of uses in heritage buildings • Possible sources of financing • Goa has already had a successful experience (the Fontainhas case) in the restoration of heritage buildings and this could be studied and included as a ‘best practice’ • Draft legislation for the protection of this type of asset • Quality labels should be implemented to guarantee a best in class experience to visitors, thus encouraging repeat visits. • Public Private Partnerships Designed to stir the imagination and allow history lovers to stay in some of the most historic buildings Potential locations Facilities and land requirements Panaji-Fontainhas, Aldona, Siolim, Colvale, Chandor, Curtorim, Raia, Sanguem N/A Description and tasks • Establish a list including both Portuguese and Hindu influence • Identify those well kept and list for initial promotion providing GPS location and mapping • Provide restoration and maintenance schemes • Encourage innovative financing methods, e.g. The Vallès Oriental county comprises 39 municipalities and work on three main lines: communication and promotion, quality and training, and support to the municipalities and the tourism enterprises. Little villages received funds for tourism projects from the European Commission through the counties. • Encourage heritage walks • Include them in themed circuits and encourage complementary use for shops, arts, Food & Beverage; accommodation (homestays and Bed & Breakfast) Benchmark and character images Culinary Implementati on strategy • Launch of a pilot project that includes the creation of a training centre for the teaching and learning of the cooking methods and techniques for typical dishes of Goa cuisine. • Additionally, it should include the creation of a space where visitors can get to know and can try local products and dishes. This initiative could be associated with the “Fisherman Market and F&B Court” program (see Coastal programs) Key issues to be addressed • Preparation of a list, agreed on by a panel of experts, of the dishes – as well as their preparation – that make up the cuisine of Goa • Showcasing of these Goan dishes and F&B products throughout the Goa State. • Effective promotion and recognition of this cuisine to and by tourists, visitors and local residents Draft for discuss5ion Goan food and drinks: reviving traditional receipts paired with modern creation Beach Shacks Riverside Promenade Pernem Pernem Bardez Bicholim Culinary tourism in homestays, house visits and spice villages/ farms Potential locations Facilities and land requirements Across Goa N/A Description and tasks • Identify, define and revive authentic Goan food and drinks – experts panel – Restaurants Mapusa Bicholim Sattari popular and gastronomic cuisine e.g. Spice Goa Riverside Promenade Agro farms e.g. Yogi Farms Spice Farms e.g. Sahakari spice farm Panjim Tiswadi Vasco da Gama Mormugao North Goa Ponda Ponda Margaon Salcette Sattari Dharbandora Dharbandora Sanguem • Identify and promote shacks and restaurants that offer authentic Goan cuisine through special label • Culinary approach should not be focused only on traditional food but also on creativity process for modern Goan cuisine, using local food & beverage products and different influences • Goan cuisine could be a blend of popular food paired with gastronomic approach • Enhance special culinary events on a weekly, monthly and yearly basis • Goa Food and Cultural Festival should focus more on Goan products and cuisine, Farmers markets Quepem South Goa Quepem Chaudi Canacona Sanguem though not necessarily exclusively • Spice farms could also paly a role and provide culinary experiences with a taste of Goan food using different kind of spices. • Marketing and distribution of local produce like Feni and Wine needs scaling up • Development of cashew trails, wine circuits and cooking lessons to promote culinary tastes of goa • Enhance food markets paired with specialized/ themed food courts Benchmark and character images Cultural events Key issues to be addressed • Reinforce existing events • Create a variety of events appealing for different types of public • Ensure that some events take place in the hinterlands • Ensure funding for their preparation and celebration • Ensure long term sustainability of successful events Draft for discuss6ion Featuring a blend of music, art and fashion with day and night atmosphere Potential locations Facilities and land requirements Old Goa, Panaji-Fontainhas, Adil Shah Palace, Church square and different locations on the coast and more importantly in the hinterlands N/A Benchmark and character images The Goa Multimedia Experience Implementati on strategy • A place among the potential options is selected and the first version of the show is launched. It is then updated as the new product and experience offering is developed. • It is a single project, not to be duplicated in different locations/ beaches. Key issues to be addressed • Selection of the most suitable place to locate the project • Take into account conditions of access (both pedestrian and vehicles) and the parking supply Accommodati on needs • Not linked to a specific accommodation offering Market strategy • Tourists (domestic and foreign) and resident population • Day and overnight visitors (including day cruise visitors) Commercial strategy • The Goa Multimedia Experience show will allow visitors to appreciate the idiosyncrasy of the places and the peoples of the state. It will be possible to learn the history behind many of Goa's towns, monuments and traditions. A showcase of all the experiences available to tourists visiting Goa Potential locations Facilities and land requirements Old Goa Church Complex/ environs or Kala Academy 0.5 to 1 Ha in case of building a new facility Benchmark and character images Handicrafts Key issues to be addressed • Promotion of authentic Goa handcrafts, as well as their traditional production techniques and methods • Involvement of the local communities in the programme • Goa has its Goa Chitra Ethnographic Museum, which could be a reference for “best practices” Creation of a real showcase of Goan hand-made items Benchmark and character images Culture & Heritage Programs – Initial investment concepts Estimations refer to the costs of building one unit/ facility Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model Public Private 1.- Forts Adaptation for tourism use + 20,643,000 2.4 100% basic facilities: Welcome centre, ticketing, souvenir shop, F&B Lump sum N/A outlet, toilets, parking, 34,400,000 3.44 100% signposting within premises, etc. 2.- Monuments 3.- Villages (arrive and walk) Adaptation for tourism use Lump sum 55,048,000 N/A 5.5 100% 4.- Old Goan Houses Restoration and maintenance Lump sum 1,032,150 N/A 0.1 50% 50% 5.- Culinary Goan Culinary World Centre* sq. m. 47,135 2,000 sq. m. 9.43 100% 6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A 7.- The Goa Multimedia Experience Theatre facility + Production of Lump sum 206,430,000 N/A 20.6 100% multimedia film 8.- Handicrafts Goan Handicraft World Centre sq. m. 47,135 2,000 sq. m. 9.43 100% Network of specialized shops** shop 1,720,250 5 0.86 These costs do not include the cost of land (*) Similar to the Fishermen Market and F&B Court, this is a place for showcasing, learning, tasting and selling of Food & Beverage products (**) At least 5 shops located in busy places such as the airport, city centre, main train stations, shopping streets, etc. Culture & Heritage Programs – Estimated initial investment (phased over the next 10 years) C&H Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Forts 6 Forts 14.5 4.8 4.8 4.8 - - - - - - - 2.- Monuments 7 Sites/ Monuments 24.1 8.0 8.0 8.0 - - - - - - - 3.- Villages (arrive and walk) 7 Villages 38.5 12.8 12.8 12.8 - - - - - 4.- Old Goan Houses 50 Heritage houses 5.2 1.7 1.7 1.7 - - - - - - - 5.- Culinary 2 Goan Culinary World Centres 18.9 - 9.4 9.4 - - - - - - - 6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 7.- The Goa Multimedia Experience 1 Facility 20.6 - - 10.3 10.3 - - - - - - 8.- Handicrafts 1 Goan Handicraft World 9.4 - - 4.7 4.7 - - - - - - Total C&H Programs Budget 131 15 24 52 28 13 - - - - - (%) 100% 11.11% 18.29% 39.55% 21.26% 9.79% - - - - - Culture & Heritage Programs – Reinvestment (1.5% of estimated initial investment) C&H Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Forts 6 Forts 1.7 - 0.1 0.1 0.2 0.2 0.2 0.2 0.2 0.2 0.2 2.- Monuments 7 Sites/ Monuments 2.9 - 0.1 0.2 0.4 0.4 0.4 0.4 0.4 0.4 0.4 3.- Villages (arrive and walk) 7 Villages 3.5 - - - 0.2 0.4 0.6 0.6 0.6 0.6 0.6 4.- Old Goan Houses 50 Heritage houses 0.6 - 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 5.- Culinary 2 Goan Culinary World Centres 2.0 - - - 0.3 0.3 0.3 0.3 0.3 0.3 0.3 6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 7.- The Goa Multimedia Experience 1 Facility 1.9 - - - - 0.3 0.3 0.3 0.3 0.3 0.3 8.- Handicrafts 1 Goan Handicraft World 0.8 - - - - 0.1 0.1 0.1 0.1 0.1 0.1 Total C&H Programs Budget 13.4 - 0.2 0.4 1.1 1.8 2.0 2.0 2.0 2.0 2.0 (%) 100% - 1.63% 3.26% 8.44% 13.25% 14.68% 14.68% 14.68% 14.68% 14.68% C&H Programs Yearly Budget Number of projects Total (INR cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Forts 6 Forts 16.2 4.8 4.9 5.0 0.2 0.2 0.2 0.2 0.2 0.2 0.2 2.- Monuments 7 Sites/ Monuments 27.0 8.0 8.1 8.3 0.4 0.4 0.4 0.4 0.4 0.4 0.4 3.- Villages (arrive and walk) 7 Villages 42.0 - - 12.8 13.0 13.2 0.6 0.6 0.6 0.6 0.6 4.- Old Goan Houses 50 Heritage houses 5.8 1.7 1.7 1.8 0.1 0.1 0.1 0.1 0.1 0.1 0.1 5.- Culinary 2 Goan Culinary World Centres 20.8 - 9.4 9.4 0.3 0.3 0.3 0.3 0.3 0.3 0.3 6.- Cultural Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 7.- The Goa Multimedia Experience 1 Facility 22.5 - - 10.3 10.3 0.3 0.3 0.3 0.3 0.3 0.3 8.- Handicrafts 1 Goan Handicraft World 10.3 - - 4.7 4.7 0.1 0.1 0.1 0.1 0.1 0.1 Total C&H Programs Budget 144.5 14.6 24.2 52.3 29.0 14.6 2.0 2.0 2.0 2.0 2.0 (%) 100% 10.08% 16.75% 36.19% 20.07% 10.11% 1.36% 1.36% 1.36% 1.36% 1.36% Culture & Heritage Budget Total Distribution by Program Handicrafts, Culture & Heritage Budget Public Vs. Private Private, 2.0% The Goa Multimedia Experience, 15.4% 7.0% Forts, 11.2% Monuments, 18.7% Culinary, 14.5% Old Goan Houses, 4.0% Villages, 29.1% Public, 98.0% Total expected cost (over the next 10 years) INR 144.5 Cr. Culture & Heritage Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment) C&H Programs Yearly Number of Total (INR 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Budget projects Cr.) 1.- Forts 6 Forts 2.3 - 0.1 0.2 0.3 0.3 0.3 0.3 0.3 0.3 0.3 2.- Monuments 7 Sites/ Monuments 3.9 - 0.2 0.3 0.5 0.5 0.5 0.5 0.5 0.5 0.5 3.- Villages (arrive and walk) 7 Villages 4.6 - - - 0.3 0.5 0.8 0.8 0.8 0.8 0.8 4.- Old Goan Houses N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 5.- Culinary 2 Goan Culinary World Centres + 1 Big Annual Culinary Event 6.1 0.3 0.3 0.3 0.7 0.7 0.7 0.7 0.7 0.7 0.7 6.- Cultural Events Lump Sum 3.4 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 7.- The Goa Multimedia Experience 1 Facility 2.5 - - - - 0.4 0.4 0.4 0.4 0.4 0.4 8.- Handicrafts 1 Goan Handicraft World + 5 shops 6.3 - - - - 1.0 1.0 1.0 1.0 1.0 1.0 Total C&H Programs Budget 29.1 0.7 0.9 1.2 2.1 3.8 4.1 4.1 4.1 4.1 4.1 (%) 100% 2.37% 3.25% 4.13% 7.20% 13.11% 13.99% 13.99% 13.99% 13.99% 13.99% Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated Culture & Heritage Programs – Financing Options Culture & Heritage Program Initiatives Forts and monuments Villages (arrive and walk) and old Goan houses Culinary Cultural Events Goa Multimedia Experience Handicrafts  The proposed financing method would be through Central government and state government schemes  Funding opportunities can also be explored through promotion support and joint ventures with private brands  Private participation in financing  Financing could be explored through support from CSR initiatives of multinational corporations along with government schemes for development of area  Funding support can also be explored through hotel chains and multilateral organisations for developing model tourist experience villages  Private participation in financing  Funding would be potentially obtained through investments from restaurants and global / national food chains  State government joint venture with local food chains to develop the unique Goan food destination  Government funding with support from private parties depending on nature of event  Investments through private parties with support from State government  Funding through experience lifestyle chains to develop the Goan cultural multimedia experience in the selected locations  State and Central government funding support through SME funding schemes  State joint ventures with leading e- commerce ventures to provide funds and provide online commerce infrastructure support Culture & Heritage Programs – Summary Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private 1.- Forts    Lead - Lead Service contract 2.- Monuments    Lead - Lead Service contract 3.- Villages (arrive and walk)   PPP Support Lead 4.- Old Goan Houses   PPP Support Lead 5.- Culinary   Support Lead Support Lead 6.- Cultural Events   PPP PPP 7.- The Goa Multimedia Experience   Lead - - Service contract 8.- Handicrafts  PPP Support Lead Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above Discovery River Cruises (EF) Rivers Mandovi, Zuari, Sal and Chapora; Cumbarjua Canal Agro tourism (spice farms/ homestays and agro farms) In the areas of Molem, Ponda outskirts, Netravali and Quepem Nature Sanctuaries (EF) Bondla, Bhagvan Mahaveer, Netravali, Cotigao, Molem National Park and Dr. Salim Ali Bird Sanctuary ‘Slow Movement’ Wellness Centres Divar; Also mainly around the hinterland under certified eco-friendly accommodation Nature Clusters (EF) 4 main clusters: one in each of the hinterland talukas: Satari, Dharbandora, Sanguem and Canacon Adventure & Sports Tourism Bogmalo – Grande Island and its environs; Majorda for water based sports; Dudhsagar Base Camp and Vagueri hills Base Camp Discovery river cruises • River cruises are as the most attractive way of discovering the different places, landscapes and peoples of the interior of Goa. There are various alternatives to visit the tourist attractions, from short journeys of a couple of hours to journeys lasting one to two days, with the possibility of staying overnight on the boat. • Launch the rivers Mandovi, Zuari and Chapora – and the Cumbarjua Canal – as pilot phase to showcase results and raise awareness. The programme will implement good practices in the process and will replicate the experience along other major navigable rivers in Goa. Key issues to be addressed • Review of the CRZ Regulations to facilitate growth of tourism on the banks of rivers. • Review of the ‘No Development Zones’ to facilitate development of existing jetties with minimum infrastructure for tourism activities (extending up to 100m from the river banks or the width of the river. • Unparalleled growth of Mangroves in private paddy fields beyond the banks of the rivers is another issue that needs to be attended. • Address the potential environmental impacts associated with the development of the programme • Public-Private Partnerships Discovering the destination in a relaxed manner on a vessel taking in the lush greens, calm waters and varied fauna Benchmark and character images Agro tourism (spice farms/ homestays and agro farms) Commercial strategy • For those seeking for truly authentic touristic experiences, those who want to be integrated in the local community, going to villages, seeing how people live, share meals with them, better understand their culture Implementat ion strategy • Progressive implementation across the territory starting with the adaptation and improvement of those tourism products that are currently being exploited in Goa. In a next phase, the programme will continue with the development and adaptation of assets that are lesser known or whose potential is to be realised. Key issues to be addressed • There is no an adequate policy for farm land tourism. Current laws are restrictive with regard to development of tourism activities in farm or orchard lands. • The present regulation and Act should be replaced by a more proactive and practical one. • Licenses for the touristic exploitation of the attractions • Quality standards and certifications • Tourist guide training programmes • Support in the promotion Offering the real life of the Goans to those tourists who are eager to discover their culture Potential locations Facilities and land requirements In the areas of Molem, Ponda outskirts, Netravali and Quepem - Benchmark and character images Nature Sanctuaries Key issues to be addressed • Consultation and agreement with the entity in charge of sanctuaries • Identify best international and national best practices • Integrated approach to include benefits for local stakeholders • Ensure funding for these initiatives Draft for discuss3ion Based around local fauna/ flora with an orientation towards environmental promotion Benchmark and character images Key issues to be addressed • Differentiate Goa from other tourism destinations in India and other international competitors. Market strategy • Mainly domestic and foreign tourists • Day and overnight visitors (including day cruise visitors) The “Slow Movement “Culture concept applied to Wellness in Goa The slow movement advocates a cultural shift toward slowing down life's pace. It began in 1986. Over time, this developed into a subculture in other areas, like the Cittaslow organisation for "slow cities". The "slow“ epithet has subsequently been applied to a variety of activities and aspects of culture. Geir Berthelsen and his creation of The World Institute of Slowness presented a vision in 1999 for an entire "slow planet" and a need to teach the world the way of slowness. Carl Honoré's 2004 book, In Praise of Slowness, first explored how the Slow philosophy might be applied in every field of human endeavour and coined the phrase "slow movement". The Financial Times said the book is "to the Slow Movement what Das Kapital is to communism Honoré describes the Slow Movement thus: "It is a cultural revolution against the notion that faster is always better. The Slow philosophy is not about doing everything at a snail's pace. It's about seeking to do everything at the right speed. Savoring the hours and minutes rather than just counting them. Doing everything as well as possible, instead of as fast as possible. It’s about quality over quantity in everything from work to food to parenting.“ Professor Guttorm Fløistad summarises the philosophy, stating: "The only thing for certain is that everything changes. The rate of change increases. If you want to hang on you better speed up. That is the message of today. It could however be useful to remind everyone that our basic needs never change. The need to be seen and appreciated! It is the need to belong. The need for nearness and care, and for a little love! This is given only through slowness in human relations. In order to master changes, we have to recover slowness, reflection and togetherness. There we will find real renewal."[ The slow movement is not organised and controlled by a single organisation. A fundamental characteristic of the slow movement is that it is propounded, and its momentum maintained, by individuals who constitute the expanding global community of Slow. Its popularity has grown considerably since the rise of slow food and Cittaslow in Europe, with slowness initiatives spreading as far as Australia and Japan. Goa’s lifestyle – “susegad” – paired with existing wellness centres that offer treatments which philosophy matches the Slow Movement” culture, creates a framework under which a Goa’s Wellness concept could be included. The concept is broad enough to include many of the traditional Indian therapies such as Ayurveda, Yoga and others; as well as any other treatments. And it would help position Goa. Draft for discuss4ion Wellness destination centers: Focus on new development in the hinterlands Benchmark and character images Nature clusters Product: Nature-based tourism Flagship programme Quick wins Timeframe: Medium term Concept and objectives • It is a concept that arises from combining one or various key assets with other natural or cultural attractions located nearby. The clustering of assets contributes to increasing its attractiveness, generating more visits and delaying the time of the visits. • The accommodation offering gives visitors the opportunity to stay overnight in the area • The cluster will be characterised by maintaining a set of shared services. Market strategy • Tourists (domestic and foreign) and resident population • Day and overnight visitors (including day cruise visitors) Commercial strategy • Programme that helps improve the tourist experience at the destination through the offering (as a complement to coastal tourism) of a 2 or 3 day break to discover the biodiversity of an inner area that remains unspoiled Implementation strategy • Launch pilot cluster with base in Molem village (Satari) and the combination of: Bhagwan Mahaveer Sanctuary, Dudhsagar waterfalls, Tambdi Surla Temple, Atreya Vedic Spice Farm – and add one man- made attraction (i.e. Forest Adventure Park for families). • After the pilot phase the programme will implement good practices in the processes and will replicate the experience in other talukas. Key issues to be addressed • Alignment with the regional plan. Present laws which restrict construction of hotels in orchard and agricultural land should be revised and adapted for specific high interest projects. Though it is necessary to protect the hinterland from over exploitation, any limited exploitation that is permitted should allow the investor, under specific standards, to create a world class facility and not a ramshackle hut or a tent, where tourists feel unwelcome. • Improvement of the key assets, as well as of other natural or cultural assets that are part of the cluster • Labels and quality certifications • Ecotourism goes one step further and contributes to reduce the negative impacts of tourism by developing products, activities and facilities that safeguard and enhance local environments, biodiversity and culture. Nature-based hubs located in the hinterland comprising nature and culture assets, man-made attractions and accommodation Potential locations Facilities and land requirements 4 main clusters: one in each of the hinterland talukas: Sattari, Dharbandora, Sanguem and Canacona Specified in subsequent slides Nature Cluster – Pilot project zoom in Pilot project description The Pilot project will have its base in Molem Village since it has an accommodation offer today (e.g. Dudhsagar Spa Resort) and includes a mix of nature, culture and entertainment based activities and attractions. Visits to this cluster could still be made on a Day Trip basic, however the concept is to generate enough activities for 2 – 3 days visits which at the same time gives the opportunity for accommodation. The cluster will be characterised by maintaining a set of shared services. Benchmark and character images Product: Nature-based tourism Flagship programme Quick wins Timeframe: short term Key issues to be addressed • Review of the Tourist Trade Act 1982, which was deemed inadequate to deal with various situations that have arisen – consider the need to amend or replace in consultation with the tourism stakeholders. • Address the potential environmental impacts associated with the development of the program - since these types of tourism activities and experiences might cause greater territorial impacts, the proposal is that these activities would have to be developed in areas of lower environmental value. Pernem Karnataka Pernem Bardez Bicholim Mapusa Bicholim Sattari North Goa Sattari Panaji Tiswadi Dudhsagar Vasco da Gama Ponda Base Camp Mormugao Dharbandora Ponda Dharbandora malo – de Island Margao Salcette Majorda beach Sanguem Quepem Sanguem Arabian Sea South Goa Quepem Chaudi Canacona Potential locations Facilities and land requirements Pilot projects: Bogmalo – Grande Island and its environs for scuba diving; Majorda for water based sports; Dudhsagar Base Camp and Vagueri hills Base Camp; Selaulim, Amthane and Anjunem dams N/A Description and tasks • Determine the list of adventure and sports tourism that are present or could be developed in Goa. Prepare and activity calendar specifying key annual events. • Establish minimum safety and general operations standards for each type of practice • Provide certification labels for both companies and individuals (guides and monitors) • Creation of signposted and secured trekking routes in the mountains like ‘Hiking Trails’ in Europe. Developing of a network of hiking and biking trails in each main hinterland taluka using picturesque landscapes and interesting nature sports. • Creation of cycle trails near selected rivers (Mandovi, Zuari, Chapora) to discover natural and cultural aspects of the hinterland. Cycle trails can also be developed within nature parks and sanctuaries (optional). • Development of nature sport trails for mountain bikes, quads, motorbikes, etc. in order to develop the practice and contain environmental impacts. Identify the most degraded areas in order to develop bike & enduro parks (optional). • Promotion of scuba diving in Goa emphasizing safety standards • Creation of standards and training of guides emphasizing safety issues Benchmark and character images Draft for discussion Nature Based Programs – Initial investment concepts Estimations refer to the costs of building one unit/ facility Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model Public Private 1.- Discovery River Cruises (EF) Network of stops (jetties and Jetties/ Port 68,810,000 1 6.88 100% small ports for cruise ships 2.- Agrotourism (Spice farms and homestays and walks in agro farms) Improvement of Farms Lump sum 1,720,250 N/A 0.17 50% 50% Improvement of Homestays Lump sum 1,032,150 N/A 0.1 50% 50% 3.- Nature Sanctuaries (EF) Adaptation for tourism use + basic facilities: Welcome centre, ticketing, souvenir shop, F&B Lump sum 4,128,600 N/A 0.4 100% outlet, toilets, parking, signposting within premises, etc. 4.- ‘Slow Movement’ Wellness Centres Resort/ Centre Keys 2,752,400 50 13,76 100% 5.- Nature Cluster (EF) Adaptation for tourism use and improvement of key assets that Lump sum 55,048,000 N/A 5.5 100% form part of the cluster 6.- Adventure & Sports Tourism Man-made multisport Unit 206,430,000 1 20.64 100% destination/ Adventure Park* These costs do not include the cost of land (*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, park construction works and development program Nature Based Programs – Estimated initial investment (phased over the next 10 years) N-B Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Discovery River Cruises (EF) 5 Jetties/ Small ports 34.4 17.2 17.2 - - - - - - - - 2.- Agrotourism (Spice farms and homestays and walks in agro farms) 10 Farms + 1,000 homestays 104.9 35.0 35.0 35.0 - - - - - - - 3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries 2.5 0.8 0.8 0.8 - - - - - - - 4.- ‘Slow Movement’ Wellness Centres 5 Resorts/ Centres 68.8 22.9 22.9 22.9 - - - - - - - 5.- Nature Cluster (EF) 4 Clusters 22.0 - - 7.3 7.3 7.3 - - - - - 6.- Adventure & Sports Tourism 1 Man-made park 20.6 10.3 10.3 - - - - - - - - Total N-B Programs Budget 253.3 86.3 86.3 66.1 7.3 7.3 - - - - - (%) 100% 34.06% 34.06% 26.09% 2.90% 2.90% - - - - - Nature Based Programs – Reinvestment (1.5% of estimated initial investment) N-B Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Discovery River Cruises (EF) 5 Jetties/ Small ports 4.1 - - 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 2.- Agrotourism (Spice farms and homestays and walks in agro farms) 10 Farms + 1,000 homestays 12.6 - 0.5 1.0 1.6 1.6 1.6 1.6 1.6 1.6 1.6 3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries 0.3 - 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4.- ‘Slow Movement’ Wellness Centres 5 Resorts/ Centres 8.3 - 0.3 0.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0 5.- Nature Cluster (EF) 4 Clusters 2.0 - - - 0.1 0.2 0.3 0.3 0.3 0.3 0.3 6.- Adventure & Sports Tourism 1 Man-made park 2.5 - - 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 Total N-B Programs Budget 29.7 - 0.9 2.6 3.6 3.7 3.8 3.8 3.8 3.8 3.8 (%) 100% 100% - 2.96% 8.70% 12.04% 12.41% 12.78% 12.78% 12.78% 12.78% N-B Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Discovery River Cruises (EF) 5 Jetties/ Small ports 38.5 17.2 17.2 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 2.- Agrotourism (Spice farms and homestays and walks in agro farms) 10 Farms + 1,000 homestays 117.5 35.0 35.5 36.0 1.6 1.6 1.6 1.6 1.6 1.6 1.6 3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries 2.8 0.8 0.8 0.9 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4.- ‘Slow Movement’ Wellness Centres 5 Resorts/ Centres 77.1 22.9 23.3 23.6 1.0 1.0 1.0 1.0 1.0 1.0 1.0 5.- Nature Cluster (EF) 4 Clusters 24.0 - - 7.3 7.4 7.6 0.3 0.3 0.3 0.3 0.3 6.- Adventure & Sports Tourism 1 Man-made park 23.1 10.3 10.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 Total N-B Programs Budget 283.0 86.3 87.1 68.7 10.9 11.0 3.8 3.8 3.8 3.8 3.8 (%) 100% 30.48% 30.79% 24.26% 3.86% 3.90% 1.34% 1.34% 1.34% 1.34% 1.34% Nature-based Budget Total Distribution by Program Adventure & Sports Discovery Nature-based Budget Public Vs. Private Tourism, 8.2% Nature Cluster (EF), 8.5% River Cruises (EF), 13.6% Public, 43.8% ‘Slow Movement’ Wellness Centres, 27.2% Nature Sanctuaries (EF), 1.0% Agrotourism (Spice farms and homestays and walks in agro farms), 41.5% Private, 56.2% Total expected cost (over the next 10 years) INR 283 Cr. Nature Based Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment) N-B Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Discovery River Cruises (EF) 5 Jetties/ Small ports 5.5 - - 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 2.- Agrotourism (Spice farms and homestays and walks in agro farms) 10 Farms Not Estimated 3.- Nature Sanctuaries (EF) 6 Nature Sanctuaries 0.4 - 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4.- ‘Slow Movement’ Wellness Centres 5 Resorts/ Centres Not Estimated 5.- Nature Cluster (EF) 4 Clusters 2.6 - - - 0.1 0.3 0.4 0.4 0.4 0.4 0.4 6.- Adventure & Sports Tourism 1 Man-made park Not Estimated Total N-B Programs Budget 8.5 - - 0.7 0.9 1.0 1.2 1.2 1.2 1.2 1.2 (%) 100% - 0.19% 8.44% 10.35% 12.07% 13.79% 13.79% 13.79% 13.79% 13.79% Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated Nature Based Programs – Financing Options Nature Based Program Initiatives Discovery River Cruises (EF) Agro tourism (spice farms/ homestays and agro farms) Nature Sanctuaries (EF) Slow Movement’ Wellness Centers Nature Clusters (EF) Adventure & Sports Tourism  State and Central government support for development of rivers  Private participation in financing of individual projects  State and Central government support for development of area  Private participation in financing of individual projects  Central government support for funding  Private participation in financing of individual projects  State government funding for development of the hinterland  Private participation in financing of individual projects  State government support for funding  Central government support  PPP funding through the BOOT model  Private participation in financing of individual projects  Funding support can also be attained through hotel chains and multilateral organizations for developing model tourist experience destinations Nature Based Programs – Summary Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private 1.- Discovery River Cruises (EF)    PPP Support Lead 2.- Agrotourism (Spice farms and homestays and walks in agro farms)    Support Lead Support Lead 3.- Nature Sanctuaries (EF)   Lead - Lead Service contract 4.- ‘Slow Movement’ Wellness Centres   Support Lead Support Lead 5.- Nature Cluster (EF)  PPP PPP 6.- Adventure & Sports Tourism  Support Lead Support Lead Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above Leisure & Entertainment Programs Waterfront Promenades Panaji, Colva, Chapora, Old Goa and Mayem Lake Flagship programs Quick Wins Family Entertainment District (inclusive of Themed Park) In the vicinity of the proposed Mopa airport Gaming Cluster Organised gaming clusters along with shifting of the offshore casinos to the Chapora or Chicalim Bay Golf Courses 1 in the hinterland/ 1 in vicinity of Mopa airport subject to space availability and Govt. norms Waterfront promenades Commercial strategy • Waterfront cities with unique urban structure and programs that draw international attention Implementati on strategy • Launch a pilot project in Panaji, using as a framework the recently-approved city masterplan. • After the pilot project, the programme will implement good practices in the processes and will replicate the experience in other major cities along the coast and some river Key issues to be addressed • There is a masterplan approved for the development of Panaji city which already proposes a promenade along the coastline between Miramar and Dona Paula. • Organise and regularise all the uses and activities along the length of the route. This could generate controversy and negative reactions against the plan Enhancing tourism use and attraction for both locals and tourists Potential locations Facilities and land requirements Panaji, Colva, Chapora, Old Goa and Mayem Lake N/A Benchmark and character images Family entertainment district Key issues to be addressed • Selection of the most suitable place to locate the project • Infrastructure improvements envisaged – road access and transportation. Straight connection from/ to the airport will be needed • Address the potential environmental impacts associated with the development of the program - since these types of tourism activities and experiences might cause greater territorial impacts, the proposal is that these activities would have to be developed in areas of lower environmental value. A leisure & entertainment hub for the family offering a themed park, F&B, shopping an accommodation Potential locations Facilities and land requirements In the vicinity of the proposed Mopa airport N/A Benchmark and character images Gaming cluster Commercial strategy • Goa will offer a lively and properly- organized cluster on/off shore cluster located outside of Panaji city Implementati on strategy • The relocation proposal, either further inland or on floating casinos in the bays of Chapora or Chicalim should be carried out in a planned and progressive way. The first step should be to stop the approval of new licences and subsequently provide a margin (2 to 5 years) for casinos to relocate. Key issues to be addressed • Keeping the gaming activity as a major source of income and an attraction for this tourism, while controlling and mitigating its negative image? • Not to be mixed with any other types of entertainment and leisure activities • Casinos are seen as a negative influence on society in general and youth in particular. • There is also opposition to the so called offshore casinos, which refuse to go onshore. A proper organized on/ off shore cluster located outside of Panaji city Draft for discuss3ion Potential locations Facilities and land requirements Organized gaming clusters along with shifting of the offshore casinos to the Chapora or Chicalim Bay N/A Benchmark and character images Golf courses Key issues to be addressed • In addition to the 9—hole golf course at the Lalit hotel in South Goa, another 9-hole golf course is already planned with the Four Seasons hotel next to Tiracol Fort • Construction of a golf course with due regard to the Goan landscape and environs. • Possible incompatibility with the land use scheme proposed in the Regional Plan. • Address the potential environmental impacts associated with the development of the programme Draft for discuss4ion An eco-friendly 9-hole golf course paired with a renown international hotel brand Potential locations Facilities and land requirements 1 in the hinterland/ 1 in vicinity of Mopa Airport subject to space availability and Govt. norms 30 ha / 9-hole golf course Benchmark and character images Leisure & Entertainment Programs – Initial investment concepts Estimations refer to the costs of building one unit/ facility Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model Public Private 1.- Waterfront Promenades Construction of 1 Km of Linear metre 13,762 1,000 1.37 100% Promenade 2.- Family Entertainment District (inclusive of Themed Park) Themed Park + 3 Themed Hotels (950 keys) + 700 Serviced District 2,752.4 Cr. 1 2752.4 100% Apartments + 30,000 sq. m. of retail 3.- Gaming Cluster Relocation of existing casinos either inland (Cluster) or to District 55,048,000 1 5.5 100% another Bay + Parking 4.- Golf Course Eco-friendly Executive Golf Hole 220,192,000 9 22.01 100% course These costs do not include the cost of land (*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, golf course construction works and development program Leisure & Entertainment Programs – Estimated initial investment (phased over the next 10 years) L&E Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Waterfront Promenades 14 km of Promenade 19.3 9.6 9.6 - - - - - - - - 2.- Family Entertainment District (inclusive of Themed Park) 1 District 2752.4 - - - - - 550.5 550.5 550.5 550.5 550.5 3.- Gaming Cluster 1 Cluster 5.5 1.8 1.8 1.8 - - - - - - - 4.- Golf Course 1 Golf Course 22.0 - - - - - - - 7.3 7.3 7.3 Total L&E Programs Budget 2799.2 11.5 11.5 1.8 - - 550.5 550.5 557.8 557.8 557.8 (%) 100% 0.41% 0.41% 0.07% - - 19.67% 19.67% 19.93% 19.93% 19.93% Leisure & Entertainment Programs – Reinvestment (1.5% of estimated initial Draft for discussion investment) L&E Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Waterfront Promenades 14 km of Promenade 2.3 - - 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 2.- Family Entertainment District (inclusive of Themed Park) 1 District - - - - - - - - - - 3.- Gaming Cluster 1 Cluster 0.6 - - - 0.1 0.1 0.1 0.1 0.1 0.1 0.1 4.- Golf Course 1 Golf Course - - - - - - - - - - - Total L&E Programs Budget 2.9 - - 0.3 0.4 0.4 0.4 0.4 0.4 0.4 0.4 (%) 100% - - 10.00% 12.86% 12.86% 12.86% 12.86% 12.86% 12.86% 12.86% L&E Programs Yearly Budget Number of projects Total (INR cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Waterfront Promenades 14 km of Promenade 21.6 9.6 9.6 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 2.- Family Entertainment District (inclusive of Themed Park) 1 District 2,752.4 - - - - - 550.5 550.5 550.5 550.5 550.5 3.- Gaming Cluster 1 Cluster 6.1 1.8 1.8 1.8 0.1 0.1 0.1 0.1 0.1 0.1 0.1 4.- Golf Course 1 Golf Course 22.0 - - - - - - - 7.3 7.3 7.3 Total L&E Programs Budget 2,802.1 11.5 11.5 2.1 0.4 0.4 550.9 550.9 558.2 558.2 558.2 (%) 100% 0.41% 0.41% 0.08% 0.01% 0.01% 19.66% 19.66% 19.92% 19.92% 19.92% Leisure & Entertainment Budget Total Distribution by Program Leisure & Entertainment Budget Public Vs. Private Gaming Waterfront Golf Course, 0.8% Cluster, 0.2% Promenades, 0.8% Family Entertainment District (inclusive of Themed Park), 98.2% Public, 0.8% Private, 99.2% Total expected cost (over the next 10 years) INR 2802.1 Cr. Leisure & Entertainment Programs – Facility Management Recurrent Expenditures (2% of estimated initial investment) L&E Programs Yearly Budget Number of projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Waterfront Promenades 14 km of Promenade 3.1 - - 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 2.- Family Entertainment District (inclusive of Themed Park) 1 District Not estimated 3.- Gaming Cluster 1 Cluster Not estimated 4.- Golf Course 1 Golf Course Not estimated Total L&E Programs Budget 3.1 - - 0.4 0.4 0.4 0.4 0.4 0.4 0.4 0.4 (%) 100% - - 12.50% 12.50% 12.50% 12,50% 12.50% 12.50% 12.50% 12.50% Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated Leisure & Entertainment Programs– Financing Options Leisure & Entertainment Program Initiatives Waterfront Promenades Family Entertainment District (inclusive of Themed Park) Gaming Cluster Golf Course  State and Central government support for development of sea face and river fronts  PPP model of financing for key projects  Private funding for individual projects  Private funding for individual projects  Financing through global private firms  Funding by top star hotel chains to give exclusivity to tourists Leisure & Entertainment Programs – summary Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private 1.- Waterfront Promenades    Lead Support Lead Service contract 2.- Family Entertainment District (inclusive of Themed Park)   Support Lead - Lead 3.- Gaming Cluster   Support Lead - Lead 4.- Golf Course  - Lead - Lead Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above MICE (Meetings, incentives, conferences & exhibitions) & Weddings Programs Convention Centre + Ancillary facilities (including Hotels) Vicinity of proposed Mopa airport (Pernem) or Panaji in Dona Paula area – subject to availability of land Mass Events Shyama Prasad Indoor Stadium, Vagator and Candolim Weddings and Incentive Trips All across Goan Hotels and ancillary facilities at the Convention Centre Flagship programs Quick Wins Convention Centre + ancillary facilities (including hotels) Product: MICE & Weddings tourism Flagship program Quick wins  Timeframe: Long term • MICE tourism is a good way to attract tourists out of the high season and weekends and fill up hotels during the low season. It is also a good way to take tourist away from the most concentrated tourism areas. • Though meetings are well develop in Goa, large conventions are not, as there is no Convention and Exhibition centre in the capital. In order to adapt to the market and offer this tourism product, Goa needs a proper Convention Centre with capacity for up to 10,000 people as well as improve the value chain and complementary Key issues to be addressed • It must be in close proximity to transportation and airport access routes products serviced with these facilities. The Convention Centre should be part of a mixed-use complex also offering retail, F&B and accommodation options. • Friendliness and attractiveness of the destination is as important as the development of the complex • Other attractions besides the meeting facilities are also necessary to create interest in the city as a destination – people coming to the Conference Centre may be attracted commercial/ leisure/ entertainment attractions. Maybe there is an interesting link of this program to the Family Entertainment District (see Leisure & Entertainment programs) • Also, existing hotel facilities must adapt to MICE products (addition of new units should be also contemplated) so that enough rooms and conference space is available A world-class Convention Centre in the vicinity of the proposed Mopa airport to launch Goa as a competitive destination for MICE tourism Potential locations Facilities and land requirements Vicinity of proposed Mopa airport (Pernem) or Panaji in Dona Paula area – subject to availability of land - Benchmark and character images Mass events Key issues to be addressed • Ideally in close proximity to transportation and airport access or facilitation must be provided • Keep current events and also generate new ones • Ensure maximum professionalism in the organization of the event and mitigate potential nuisance to local residents and to the overall tourism image of Goa • Involve multiple local stakeholders: public, private, and civil society Market strategy • To promote Goa’s uniqueness and make “noise” about Goa as a lively and entertaining place Mass events should focus on the low season and be supportive to Goa’s tourism positioning Potential locations Facilities and land requirements Shyama Prasad Indoor Stadium, Vagator and Candolim N/A Benchmark and character images Weddings and incentive trips Commercial strategy • Goa is a unique and vibrant place to celebrate a wedding or an incentive trip Implementati on strategy • Establish a marketing club of a number of high quality properties, starting with those already working on the development and promotion of weddings and incentive trips. Key issues to be addressed • Activities related to skills, local culture, sports, adventure tourism, nature, food and drinks should be also developed to offer an attractive weddings and incentive trips product. • Better policies and promotions for developing the destination wedding market • Dissemination of information on key modalities and procedures including public performance license, sound restrictions, Visa formalities and wedding registration would facilitate development of this product • Development of complementary tourism products like wellness, adventure tourism and others to improve on the average length of stay of tourists during MICE visits. Goa by virtue of its lush green forests and fields, as well as its picturesque beaches is a key venue for destination weddings Potential locations Facilities and land requirements All across Goan Hotels and ancillary facilities at the Convention Centre - Benchmark and character images MICE & Weddings Programs – Initial investment concepts Estimations refer to the costs of building one unit/ facility Programs cost concept Unit of Cost per Number of Total Cost measure unit (INR) units (INR Cr.) Financial Model Public Private 1.- Convention Centre + ancillary facilities (including Hotels)* Convention Centre to cater for Sq. m. 47,135 10,000 47.1 100% up to 10,000 people Ancillary facilities of the Convention Centre including Keys 68,810 60,000 412.8 100% several 4-star Hotels (1,000 keys) 2.- Mass Events N/A N/A N/A N/A N/A N/A N/A 3.- Weddings and Incentive Trips N/A N/A N/A N/A N/A N/A N/A These costs do not include the cost of land (*) Investment is subject to specific project conditions and may vary largely depending on location, site preparation, marina construction works and development program MICE & Weddings Programs – Estimated initial investment (phased over the next 10 years) M&W Programs Number of Yearly Budget projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary (including Hotels) facilities 460.0 - - - - - 153.3 153.3 153.3 - - 2.- Mass Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 3.- Weddings and N/A Incentive Trips N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Total M&W Programs Budget 460.0 - - - - - 153.3 153.3 153.3 - - (%) 100% - - - - - 33.33% 33.33% 33.33% - - MICE & Weddings Programs – Reinvestment (1.5% of estimated initial investment) M&W Programs Number of Yearly Budget projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary (including Hotels) facilities 13.8 - - - - - - - - 6.9 6.9 2.- Mass Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 3.- Weddings and N/A Incentive Trips N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Total M&W Programs Budget 13.8 - - - - - - - - 6.9 6.9 (%) 100% - - - - - - - - 50.00% 50.00% M&W Programs Number of Yearly Budget projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary (including Hotels) facilities 473.8 - - - - - 153.3 153.3 153.3 6.9 6.9 2.- Mass Events N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 3.- Weddings and N/A Incentive Trips N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Total M&W Programs Budget 473.8 - - - - - 153.3 153.3 153.3 6.9 6.9 (%) 100% - - - - - 32.36% 32.36% 32.36% 1.46% 1.46% MICE & Weddings Budget Total Distribution by Program MICE & Weddings Budget Public Vs. Private Public, 0.0% Total expected cost (over the next 10 years) INR 473.8 Cr. MICE & Weddings Programs – Operating expenditures (2% of estimated initialDraft for discussion investment) M&W Programs Number of Yearly Budget projects Total (INR Cr.) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 1.- Convention Centre + 1 Convention ancillary facilities Centre + ancillary (including Hotels) facilities 18.4 9.2 9.2 2.- Mass Events 6 Events/ Year 20.6 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 3.- Weddings and Incentive Trips Not estimated Total M&W Programs Budget 39.0 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 11.3 11.3 (%) 100% 5.29% 5.29% 5.29% 5.29% 5.29% 5.29% 5.29% 5.29% 28.85% 28.85% Facility Management Recurrent Expenditures refers to maintenance, cleanliness and security of the facility Private annual recurrent expenses related with Facility Management are not estimated MICE & Weddings Programs – Financing Options MICE & Weddings Program Initiatives Convention Centre + ancillary facilities (including Hotels) Mass Events Weddings and Incentive Trips  Financing options would include PPP with major F&B brands and hotel chains entering into BOT contract with the State government  Private funding for individual projects  Funding support can be attained through theme parks and tourism firms  Private funding for individual projects  Funding through global tourism companies with support from State government  Private funding for individual projects MICE & Weddings Programs – summary Program Flagship program ‘Quick win’ Short term Medium term Long term Public Private Public Private 1.- Convention Centre + Ancillary facilities (including Hotels)   PPP PPP 2.- Mass Events   PPP PPP 3.- Weddings and Incentive Trips   Support Lead - Lead Short term: within 3 years Medium term: 3 - 5 years Long term: 5 years/ above Tourism Programs - Estimated costing overview Consolidated Yearly Budget Total (INR Cr.) Private investment (INR cr.) (%) Public Investment (INR cr.) (%) Coastal 493.0 368.8 74.8% 124.2 25.2% Culture & Heritage 144.6 2.9 2.0% 141.7 98.0% Nature Based 283.0 159 56.2% 124 43.8% Leisure & Entertainment 2,802 2,778.6 99.2% 23.4 0.8% MICE & Weddings 473.8 473.8 100.0% - - Total 4196.6 3,785.3 90.2% 411.3 9.8% MICE & Budget Total Distribution by Program Coastal, 11.7% Budget Public Vs. Private Public, 9.8% Weddings, 11.3% Leisure & Entertain ment, Culture & Heritage, 3.4% Nature Based, 6.7% Total expected cost (over the next 10 years) INR 4196.6 Cr. Private, 90.2% Consolidated Number of beds Number of rooms Total investment (in INR Cr.) 2021 2026 2031 84,991 119,204 167,189 42,497 59,603 83,595 4,142 7,041.4 9,845.2 Current Classification Number of beds Star-rating Number of INR/ Incremental rooms Unit Investment in INR Cr. Category A 17,177 5-star 8,589 82,57,200 1,434 Category B 21,198 4-star 10,599 55,04,800 1,479 Category C 18,923 3-star 9,462 27,52,400 718 Category D 27,636 2-star and below 13,318 13,76,200 505 Homestay 500 Category Heritage 57 Heritage 29 20,64,300 5.9 Total by 2021 84,991 - 42,497 - 4,142 * At 2016 prices Current Classification No. of beds Star-rating Number of rooms INR/ Incremental Investment Unit in INR Cr. Category A 24,092 5-star 12,046 82,57,200 2,854.5 Category B 29,731 4-star 14,866 55,04,800 2,370.9 Category C 26,540 3-star 13,270 27,52,400 1,048.1 Category D 38,761 2-star and below 18,631 731.2 13,76,200 34.4 Homestay 750 Category Heritage 80 Heritage 40 20,64,300 2.3 Total by 2026 119,204 - 59,603 - 7,041.4 Current Classification No. of beds Star-rating Number of rooms INR/ Incremental Investment Unit in INR Cr. Category A 33,790 5-star 16,895 82,57,200 4,003.9 Category B 41,699 4-star 20,850 55,04,800 3,294.1 Category C 37,224 3-star 18,612 27,52,400 1,470.3 Category D 54,364 2-star and below 26,182 1,039.2 13,76,200 34.4 Homestay 1,000 Category Heritage 112 Heritage 56 20,64,300 3.3 Total by 2031 167,189 - 83,595 - 9.845.2 Key initiative is the Coastal Tourism Circuit which are being carried out through procurement of Govt. of Regeneration/ Upgradation of Popular Beaches India funds under The Swadesh Darshan scheme. Some key projects of this include the following: • Provision of public amenities at Baga, Candolim, Vagator, Anjuna and Morjim beaches • Toilets • Cloak room • Drinking water • Changing/ shower rooms • Development of parking lot at Calangute • Dust Bins, Solar powered street lighting, tourism signage's, installation of CCTV cameras and Wi-Fi facilities at various beaches in Goa • Procurement of 200 mobile bio toilets Tourism circuits – 26 types • Military: Forts • Religious : Churches/ Temples/ Mosques • Portuguese heritage/ legacy: Churches/ Houses • Goa Old Town (City tour to places of historical/ cultural importance) • Charming villages • Handicrafts route in villages (‘Azulejos’ Tiles, Coconut, Woodcraft, Terracotta, Pottery) • Prehistoric sites (Petroglyphs, Caves) • Culinary Tourism route (including Feni & Wine) • Best of Culture • Scenic Routes • Wildlife Sanctuaries and National Parks • Farms: Spice/ Cashew/ Areca nut/ Coconut/ Rubber • Animal sighting • Birding • Protected marine life (turtle nesting, dolphin experiences and corals) • Backwaters exploration • Reptile/ Amphibian/ Insect viewing • Best of Nature • River Cruise • Train route from N to S and W to E • Bicycle tracks near rivers/ in Natural Parks • Trekking routes • Coastal circuits: • Forts • Old Town • Turtle nesting • View Point • Hinterland circuits: • Spice Farms • Wildlife • Waterfalls • River Cruise • Wellness in nature • Panaji Circuit • Fontainhas • Mandovi River Cruise • Bird Sanctuary • Old Goa • Best of Goa Connectivity Strategy – Tourism circuits infrastructure needs – culture & heritage Connectivity Strategy – tourism circuits infrastructure needs – nature/eco Connectivity/ Infrastructure Strategy for tourism circuits to spread tourism across the state Key facilitating Infrastructure: • Interpretation/ Information centres • Information kiosks and marketing material • Circuit itineraries, including travel options (possibly posted on the website) • Signage along circuits with asset descriptions on site • Local guides, interpreters and translators • Barrier free access and facilitating infrastructure for specially abled persons including paraphernalia • Transportation Hubs • Multiple accommodation types for various target travellers • Food and drinking water facilities • Town/ City/ Village walking routes with maps, along with standardised walkways and footpaths • Quality, safety and hygiene programs • Garbage management • Foreign exchange kiosks at key tourism hotspots • Kiosks providing subscriber identity module (SIM) cards at key tourism hotspots • Information provision through websites and mobile applications, besides social media platforms • Development of modes of mass transport between key tourism assets/ hotspots • Provision of cycles and alternative modes of transport including electrically powered vehicles 3. Support tourism infrastructure Buy side infrastructure Public amenities and services in Goa Core infrastructure Transport and connectivity Human resource and training Infrastructure Strategy – Support Infrastructure Source: Public Works Department ; T E R I. 2012, Directions, Innovation and Strategies for Sustainable Development in Goa, National Health Mission Air • The Concession Agreement for setting up the Mopa airport has been signed in November 2016, and is expected to have a passenger handling capacity of 13.1 million per annum by 2036 • The airport is expected to be set up by 2019-20, and will boost air connectivity of Goa along with easing the capacity constraint at Dabolim • Goa is well connected to major states across the country. Better connectivity to major cities besides Mumbai and Delhi is the need of the hour • Goa currently has direct flight connectivity to destinations in the Middle East which forms a hub for international arrivals. • Charters are an important mode of transport for international travelers, and promotion efforts should be made on attracting higher spend packages • However, greater emphasis needs to be laid on attracting Free Independent Travelers (FITs) • The recently released National Civil Aviation Policy is expected to promote air connectivity across the nation, including the Regional connectivity programme Source: RFQ Document for the Mopa Greenfield airport project Connectivity Strategy – Tourism signage system • The state has limited general signage and indeed a tourism signage system. • A good and consistent sign posting system is extremely relevant in any tourist destination but even more for those like Goa, which is and can be visited mostly by road, thanks to short distances between attractions. • Many of the new products that have been proposed for the Master Plan invite tourists to enjoy them best through circuits, mostly by road, though some also using river transportation. Awareness programs Training programs Support programs (Companies Incubator) • HR Service Centres provide skills and support to local people to: • create new businesses • improve existing ones • increase awareness • carry out training and support programs • Service Centers link the demand from local population to create Micro and Small Enterprises and the supply which take into consideration the gaps that exist in the rural tourism sector and the employment in Goa, especially in the hinterlands. • The awareness centers provide a platform to interact with local stakeholders and design implementation strategies based on local strengths and opportunities, besides providing a platform for grass root engagement Awareness programs Training programs Support programs (Companies Incubator) A website, on-line courses and an employment database, should also link all the centers and further facilitate human resource development The implementation of Services centers for Human Resources Development will: • Increase awareness of the importance of the development and at the same time competitiveness of tourism in Goa as a whole destination, as well as in the different coastal and hinterland tourism destinations. • Increase the professionalism and know-how of the local stakeholders and public administrations for the development of a marketable higher-end and sustainable tourism in Goa. Increase the quality of services by providing skilled and educated human resources • Increase the opportunities for local residents to take advantage of the development of tourism in Goa, especially those located in the Hinterlands. • Provide support to entrepreneurs, professional improvement and creation of employment • Provision for dedicated tourist police at tourist hotspots • Specialized training for tourist police for interacting with tourists in Goa, including application of technology on ground • Ensure collaboration between tourist police and other Department police personnel • Personnel to ensure maintenance of law and order at tourist places, and assist the DoT in implementation of its responsibilities under law. • Collaboration between DoT and the Goa Institute of Public Administration Department (GIPARD) to impart requisite training to tourist police, along with relevant refresher courses • Security awareness planning • Training of tourist police to deal with emergency situations • Monitoring of tourism hotspots and places real time, through a CCTV network • Security awareness programs among tourist trade and other stakeholders • Tourist information centers to convey information on safety and security • Real time monitoring of deployment of tourist security force, and spread across the state • Consistent and highly visible signage across the state, including at tourism assets 4. Commercialization & Promotion Tourism statistics collection framework Destination C&P Products C&P Tourism intelligence unit UNWTO’s (United Nations World Tourism Organization) TSA framework is a set of summary tables, with underlying data: ♦ inbound, domestic tourism and outbound tourism expenditure; ♦ internal tourism expenditure; ♦ production accounts of tourism industries; ♦ the Gross Value Added (GVA) and Gross Domestic Product (GDP) attributable to tourism; ♦ employment; ♦ investment; ♦ government consumption, and ♦ non-monetary indicators. Tourism intelligence unit - Tourism Satellite Account (TSA) Compile data from tax authorities, and other public directories. Set up specific Directory for main tourism activities to define a proper inference framework and obtain estimates for main economic supply variables. Design applied inference method on procurement of the Directory. The specification of a survey has to be derived to get estimates for each one of the Directory activities DoT and GTDC to define the statistical scope of such estimates according to budget constraints and policy maker needs. Forms, field survey organization and training for field personnel are a key process for a successful survey. DoT and GTDC to prepare a systematic and permanent yearly survey to producers. Tourism intelligence unit - Tourism demand statistics collection framework Program aim Detailed expenditure form in surveys applied to visitors leaving the country Survey for residents who come back to the country A field statistical process is required to apply the emissive tourism survey at the airport and main land frontier controls. Accurate statistics for arriving and departing passengers is important to identify properly tourists, excursionists and workers who are involved in daily flows over the frontiers throughout the country. Official accounting of people that arrive and leave the country every day should be defined. The estimate of tourism demand is based on these records Specific surveys to households for domestic tourism estimates. The inference framework and the field organization, as well as the questionnaires have to be worked out with international assistance. Various physical and emotional elements experienced by tourists while visiting Goa Physical elements Emotional elements Unique Selling Proposition of Goa’s tourism offering Unique Selling Proposition (USP): • Tangible: Colonial past blended with idyllic inland landscapes • Intangible: Goan “Susegad” lifestyle, reflecting in the citizens way of life (relaxed attitude and enjoyment of life to the fullest) “Susegad” is a sense that prevails across the Goan countryside, in its culture and traditions. It is professed as a way of life in Goa, and presents a feeling of general contentment and well being. This way of life encompasses Goa tourism resulting in repeat visits to the state, many a times across generations. Differentiating factors: • “Beach relax & party”: Goa is mainly known for its trance and beach parties that is very restrictive in terms of market segments’ attractions. However it is a strong differentiating factor, especially for the domestic market and should not be abandoned but up scaled and transformed into more and better experiences. • Mix of cultures: Unique juxtaposition of Indian, Portuguese and Arabic heritage • Nature and culture components along the coast and hinterlands are varied, widespread and easy to reach (short distances) Getting tourists to associate certain keywords with Goa is a key aim of the Tourism Master Plan Shared vision for Goa ‘Susegad’ lifestyle (relaxed attitude and enjoyment of life to the fullest) World class experience Distinctive hospitality Local flavours Portuguese heritage Nature preserved Entertainment/ lively destination Active / passive adventure Wellness destination Sustainable Nightlife Enhancing the Goa brand: Adding a Baseline and Story telling Context & objective • Recently a new brand was designed for Goa, development of which included a new logo and application manual • As per international practice of many world destinations, there is an opportunity to further enhance the brand by adding a tag or baseline to the logo • Moreover, a “story” or short text of Goa as a tourist destination could be written in order to describe the aspirational Goa tourism • Finally, the brand could be still enhanced by adapting Goa’s defined colors to promotion materials, physical assets, merchandising, handicraft, etc. to be used as “symbols” that people will remember and associate with Goa’s destination personality. Base line • A baseline, aims to highlight and summarize under a single word, group of words or sentence, the essence of what Goa can offer to tourists. • While it is advisable to keep the same logo for a long term (10 years or more), baseline can be changed and adapted every 5 years, if needed, to reflect what Goa wants to enhance as a destination. Storytelling • A short text written by a Goan journalist or writer to synthetize the essence of Goa’s experience, could take Goa’s history as a guideline and introduce other concepts. This story /text, should be used as in introduction to all online and offline materials used to describe and differentiate the whole tourism destination • Though visuals are important, if a story is character and narrative driven it has a better chance at striking an emotional chord with an audience. If a destination can tell a story that resonates emotionally with an audience, they can overcome just about anything. • The strategic importance of storytelling for a tourism destination: • Stories are hard for others to copy • Good stories can result in lots of word-of-mouth • Myths can be created • Fascinating stories create curiosity • Stories as catalyst of destination development Your views on enhancing the new Goa brand: Baseline and Story telling Base line • A baseline, aims to highlight and summarize under a single word, group of words or sentence, the essence of what Goa can offer to tourists. While it is advisable to keep the same logo for a long term (10 years or more), baseline can be changed and adapted every 5 years, if needed, to reflect what Goa wants to enhance as a destination. • Some examples of relevant domestic and international tourism destinations have been shown below • Implementation guidelines: • The baseline should serve to highlight the desired evolution of Goa from a pure beach destination towards an integrated coastal, cultural and nature-based destination, likely to attract higher spending tourists from both India and abroad. The tag or baseline should put forward the unique “blend” of natural and historic features, all present and enjoyable within short distances. • Creative part to be developed by a specialized creative agency, under the guidance of and validation by Goa tourism stakeholders, from the public and private sectors. Promotion strategy – Goa’s expenditure in marketing & promotion Detailed Marketing Budget FY 15/16 * Amount in ‘000,000 (INR) Tourism Marketing budgets Goa Miscellaneous Advertisements, souveniers etc. Printing of brochers, pamplets, banners and other such items State events - (e.g. Grape escapade, coconut and cashew festival) State events - (e.g. GITM, heritage and tripurari) Infrastructure for State events State events - (e.g. Carnival and Shigmo) Media campaign spreads - Domestic Media campaign spreads - International TA - DA Domestic TA - DA International Domestic exhibitions - space booking Domestic Road Shows International exhibitions - space booking Road show/ Exhibition - International 0.51 0.51 0.31 1.03 1.54 1.23 1.03 1.54 1.03 3.08 4.10 5.13 5.13 6.15 • The overall budget has been increased by 21% from 2014 to 2015, in line with total arrivals growth • Marketing budget is today oriented to promotion of domestic tourism (61% of total expenditures), as this market is represents 90% of total arrivals. 8.71 Promotion strategy – Benchmark on marketing expenditure 5 Goa + 50 M +20 M +2 M 1 or less M 0.5 M 50 M 40 M 15 M 5 M 0.57 M 1 USD or less 3-4 USD 5-6 USD 7-8 USD 0.4 USD Key takeaways • Countries with large amounts of international tourists arrivals spend around 1 dollar per arrival though they have the highest budgets • In second-tier volume tourist destinations, the less tourist arrivals, the more average spending per arrival reaching around 8 USD • Goa needs to invest a larger amount in international budget in order to get closer to the average spending. Nowadays it seems to be far away from the standards: 0.4 US$ versus 5 to 8 US$ per arrival in comparable sample of destinations • On the other hand, it is true that this highest spending needs to be mitigated because India’s marketing budget would to a certain extent cover this need, as it promotes the country as a whole SWOT on Goa’s Marketing Promotion & Communication Strengths Weaknesses • Brand positioning not clear; some of the brand attributes are not conducive to attracting high-end tourists. • Low marketing budget • Active promotions and focus on emerging tourism centers such as China by Bali tourism have helped in achieving a large growth in tourists. • Catalan Tourist Board has redefined its mission and vision in order to lead Catalonia’s tourism development and marketing and achieve the goals of increasing tourist revenues • Availability of Multiple Tourist Products & Resources to Develop Goa into a Top Destination • Promote tourist arrivals from markets with high number of arrivals in India but low for Goa (USA, Canada) • Attract tourists by launching a segmented communication by travel motivation and nationality • Develop a strategy for marketing and communication by product • Take profit of social media marketing to increase awareness and personalization without relevant additional spending Opportunities • Several Indian states are running aggressive international marketing campaigns and have potential to compete with Goa (Kerala is today the strongest competitor using aggressive and focused marketing & promotion techniques) • Visibility in trade shows is increasing significantly for several Indian states • e.g. “Barcelona is Much More” campaign gives reasons a tourist should visit the region of Barcelona and not only the city Threats Marketing Plan Marketing Destination Goa as a whole: Proposed approach Customer intelligence & Campaigns Storage visitors information to launch Smart Tourism Destination Integration of all technologies into an Omni–channel Platform for a seamless digital experience for the end user throughout the whole segmented campaigns and increase repeat tourists’ rate B2B, Events & Congress It is important to share with customer journey 8 7 1 Website Good information platform but there’s a long path to deal with according to relational service, real time information and transactional agreements intermediaries the new strategy, which 6 could be channeled through a newly established Convention Bureau for all MICE products Social Media Today Goa already has a good presence 5 on Facebook, Twitter or Instagram 4 Mobile APP Explore the possibilities that bring new 2 mobile apps such as, geolocation, beacons or customized contents. It is a good mean to extract valuable information about the customer 3 Press, Publicity & Programmatic Marketing A step forward needs to be done to develop a segmented and efficient communication through traditional channels and modern one Key physical Contact Points Implement ake advantage of key contact points in order to understand, relation and inform our visitors Marketing G0A Destination - Website Frequent actions to be done Website of the future Update the website periodically to maintain the quality of the information and use the latest technologies Propose a page with recent news of the tourism industry and of the country on the website Create a restricted area for professionals and press The website should be adapted to the different key customer segments (language and design preferences) The website should be available from all main searching engines optimization (SEO) (Google, Bing, etc) Visitor reports and statistics should be extracted each month of the website in order to verify the frequency of visits and the visitor characteristics Digital Travel Planner Photo sharing, interactive maps, wikis, widgets… Forum where customers share its experience Real stories of real customers (Malaysia web) Marketing G0A Destination – Website evaluation Detail Mark Marketing G0A Destination - App App technology solutions Real time information such as social media, tourist information (traffic, events), advertising or reminders Vehicle tracking (bus , metro, taxi, shared cars) NFC tags and QR codes to access information about nearby points of interest Tourist Complaints Management System Proximity marketing Use of beacons Multi-languages travel guide app which also offers available packages Proximity marketing with beacons (special discounts, upgrades or cross selling) Customized digital contents (self segmentation) Customized digital contents Interactive Audio guides Marketing G0A Destination– Key contact points Strategic methodology • By knowing the locations of your signs, you will also be able to consider in the environment of the sign • Identify your main audience and understanding exactly who you are creating content for. Measure how long will be your audience in front of the sign • Do they need information to guide them? To educate them (tech them about products / services)? To entertain them? • What do we want our visitors to do? (follow our social media, buy a product, visit a sight). Call- to-actions should be include in our content • Content change frequency, who creates the content, brand voice / message guidelines… Press & Publicity: Activities should be developed to communicate the tourism offer, the products and the brands to targeted audiences. In the case of Goa, it seems important to focus on the accessibility of information to journalist and also to create advertisements available to the corporate sector. Moreover, it is increasingly important and cost-efficient to use more online materials and campaigns rather than offline and physical promotion materials and campaigns. Though, offline promotion cannot be eluded. Specific actions Press trips Media database (gathering information on international travel writers and journalists) Resource library including photos, brand imagery, video clips of local attractions, photo CD Press clipping Targeting on specialized press and journals to place effective advertising Newsletter to international travel writers and journalists Strategy for celebrities, key opinion leaders or travel bloggers (strong influencers) Travel bloggers Target and segmented publicity Effective online press room Strategic methodology • The path to programmatic begins with the choice of your demand-side-platform (DSP). good DSP must be transparent in their capabilities and data sources • A data partner should be able to clearly articulate the value of their data and how it will assist you in targeting your campaign to achieve your KPIs • Upon setting the KPIs for any individual campaign, you should then work backwards from your goals to see which measurements align • Programmatic is all about delivering the right message to the right audience at the right time. Creativity is capital • The programmatic opportunity can only be fully exploited if there is a strong post-campaign reporting and analytics system Example Goa’s Marketing superstructure – Press, Publicity & Programmatic Marketing Types of collaterals • Sales brochures and other printed product information • Visual aids used in sales presentations • Web content (photos, 360º views, video) • Sales scripts • Demonstration scripts • Product data sheets • Product white papers • promotional pictures Kerala’s collaterals in website and social media How to measure success in social media Some inspiration facts Number of visitors viewing user-generated content (UGC) on the website Number of visitors viewing UGC on third party sites Number of identified blogs that support the destination Blog activity Tags / Hashtags Volume of tags that include optimization engines keywords with presence in websites from priority markets Specific statistics, such as “Trending topic” or number of “retweet” Kerala is the destination that spends more effort on social media means. However Goa is already performing well in this field Sri Lanka Bali Ibiza Kerala Maldives Mauritius Thailand Goa 6.033 903 23.420 NA 38.235 39.146 615.468 1.149 11.200 14.700 70.300 12.600 15.400 70.400 30.200 59.300 4.000 13.900 57.900 42.400 NA 52.700 20.300 529 NA 52 18.440 NA NA 2.045 618 Marketing G0A Destination – B2B, Events & Congresses Objectives B2B stakeholders • Definition of office/representation model: according to budget and market priorities, the first step is to define the kind of office model among the following options: BTB satellite offices, Tourism Trade Representative, Destination Marketing or PR Company • Selection of source markets for offices: identification of priority markets and specific locations (cities), where to settle the defined marketing office • Assessment and revision of network map every 4 years, in order to optimize efforts and resources, redefine the priorities and office models, according to trends, market’s changes and competitiveness situation Marketing G0A Destination– Customer Intelligence (CI) & Campaigns Objectives Customer journey map Develop a customer relationship management in order to save financial resources and enhance the loyal visitors’ profitability rather than constantly targeting new visitors and new target markets Manage the CRM via an IT system which would collect and organize the different data collected about loyal customers Manage the platform to distribute personalized information to customers such as newsletter, special offers to instate a link with them and stimulate repeat business The CRM system should monitor the use and enjoyment of the new products Marketing G0A Destination – integrating it all into a “Smart Tourism” Destination Integration of different technologies into an omni – channel tourism destination Smart Tourism Destination beneficiaries Smart Tourism destination Types of destination marketing and customization level - Key take-away All means of mass commercialization and promotion not addressed to any specific public. No specific focus and broad market targeting. No limited timeframe Specific positioning /selling messages containing a unique differentiation message related to one destination’s feature but addressed to a general public: for instance Kerala's campaign on backwaters tourism. Campaign with limited time frame until another campaign is launched Specific positioning /selling messages focused on one type of product /main travel motivation and addressed to visitors responding to this interest profile. No limited timeframe Omni-channel and personalized communication focused on target profile with specific contents catering for his/her preferences. Limited timeframe for each message, as communication is on-going and responsive to personal feedback Building awareness among local stakeholders: A key success factor Objectives Types of campaigns • Definition of different campaigns per year: identification of awareness needs and key audiences to tap; definition of goals and strategies; definition of messages per target and communication tools for each one; definition of seasons and days for domestic tourism campaigns. • Define the strategic partners per campaigns, such as public- private partnership with local tourism companies • Define implementation schedule of each campaign • Define the financial schemes and alternatives for funding • Monitoring system for campaigns Promotion & Communication - Key take-aways Website Use the web with the aim to build the brand, obtain awareness, attract new customers, transmit experiences and gather useful visitor information. Focused efforts are needed on new and updated content to align with new positioning and products Mobile App Key physical Contact Points Press, Publicity and Prog. Mark Social media B2B, events & Congress Customer Intelligence & Campaigns Smart Tourism Destination Utilise advantages offered by Mobile App technologies like proximity marketing (partnerships), use of beacons, customized digital content or real time information. 85% of visitors use their smartphone when travelling Place key physical contact points in strategic areas (airport, port, famous attractions…) in order to guide, inform, educate and improve visitor experience Change advertising / publicity strategy into a cost – effective, targeted and experiential advertising plan Goa’s social media performance needs to be continued. Focus on quality of materials (video sharing, photos), interaction with visitors and gathering information about them Define and establish a consistent plan for all intermediaries, from OTAs to specialized agencies. Goa needs to know more about its visitors and launch campaigns in order to increase revenue (repetition, upgrade, cross selling), improve experience and increase loyalty including visitors’ proactive recommendation to other potential tourists All the above tools should be integrated with each other and share valuable information and bring the visitor a modern omni – channel destination marketing that give quality experiences Best practices in marketing & promotion for international tourism Best practices combine traditional approach and new ways To generate direct business (tour operators, VIP travel agents, meetings organizers, other intermediaries) and also to indirectly promote the destination through tourism influencers (Indian and foreign celebrities, travel bloggers, etc.) know our destination so that it can then advertise and market Social Media The goal is to use social media as a meeting point between Goans, to share their knowledge and become prescribers of destination, and at the same time, it is the platform for travelers to explain their experiences lived during their trip to and stay in Goa Partnership Agreements with local and/or foreign enterprises to promote and commercialize Goa’s product offer together. The selection of those partners need to follow an accurate process and need to share basic principles and values in line Goa’s tourism vison and mission Goa should selectively attend the most important fairs & exhibitions in the main target markets with the lowest possible investment Description Target Most important Exhibitions & Fairs by target country Fairs specialized in particular products UK: World Travel Market (London) Germany: ITB (Berlin) France: IFTM – TOP RESA (Paris) Russia: MITT (Moscow) Middle East: Arabian Travel Market (Dubai) Making a good choice of influencer individuals can be decisive in Goa promotion and communication strategy Description Target It is capital to propose continuous training to Goan tourism professionals in order to build a strong offering and individual businesses’ promotion skills Description Target Types of workshops Presentations include all merchandising materials to promote the destination and share useful information Description Target In a future stage, GTDC could consider the opportunity of strengthening its presence and actions through a network of “offices” in key markets abroad Description Target Future: GTDC Network Offices  Objective: The mission of the GTDC offices abroad is to publicize the range of tourism options available in Goa and to position the brand by lobbying in the markets they cover. Their other core function is to give direct support to Goan tourism enterprises in their promotion efforts. In addition, they identify and analyze the trends in demand in each market to ensure that the GTDC marketing strategies for the international markets are based on full and accurate information  Services offered: o Maintain fluid dialogue with agents in each market: tour operators, companies, media, etc o Conduct in-depth studies of each market in their particular sphere and to identify new products and offers o Benefit from the technical assistance to the Goan tourism industry and support on marketing, promotion and information o Access to market data Types of offices Social media is the most powerful tool to promote, communicate and obtain awareness for a destination Description Target Channels tips Best Practice: Kerala Find up-to-date information, weekly recommendations, competitions, activities, discounts and promotional offers People can take representative photos of Goa and post and share them with millions of users who have this app. It is the first social network for mobile photography View and share a large volume of inspiring material on the various destinations in Goa, and also encourages interaction through the comments made by users Cooperation and even “co-opetition” are powerful tools to promote and communicate Goa abroad Description Target Types of partnership Possible Partners Air companies Local and foreign companies with direct flights or charters Celebrities Depending on the market, make a selection of celebrities that share our values to promote our destination Other Indian States Cooperate with other states to promote circuits in India and potentially share promotion costs abroad – “co- opetition means collaborating with competitors Film making Many Bollywood films are being filmed in Goa. Good opportunity to promote the destination Tourism Intermediaries Agencies, TTOO, OTAs, collaborative tourism (Airbnb for small individual tourism accommodation) International Quality labels Certification companies focused on the specific products that Goa wants to enhance and promote Marketing by products / markets: A new way forward Target 1. Individual end user 2. Specialized Tour Operators (offering segmented experiences) 3. Associations & Clubs of members for a specific activity Promotion tools 1. Sample itineraries 2. Social media 3. Influencers blogs & fam trips 4. Advertising in specialized websites for each activity 5. Attend specialized trade fairs and congress Horse riding Trips Cuisine Holidays Golfing Holidays Rail Holidays Cultural & Art Holidays Painting Holidays Photography trip Bird watching trip Cycling holidays Marketing by products / markets: Creating Marketing Clubs Tourism Product Club Development & Promotion The following process proposed is adapted to obtain dynamic and attractive clubs to customers and companies. This project aims to create marketable and successful product clubs following the process below: • Coordination of the initiative by a designated product manager • Use of market studies to define adapted clubs to the industry and identification of club concepts with specific market needs • Identification of company prerequisites to join a club – The club must welcome tourism companies and organizations with a minimum of quality requirement • Identification of the activities and benefits of the club to members • Selection of the different promotion channels for the club (brochure, roadshow, website, etc.) • Management of the schemes and definition of roles • Identification of the type of business to be represented and integrated to the clubs Tourism product club development The following process proposed is adapted to obtain dynamic and attractive clubs to customers and companies. This project aims to create marketable and successful product clubs following the process below: • Coordination of the initiative by the product manager of GTDC • Use of market studies to define adapted clubs to the industry and identification of club concepts with specific market needs • Identification of company prerequisites to join a club – The club must welcome tourism companies and organizations with a minimum of quality requirement • Identification of the activities and benefits of the club to members • Selection of the different promotion channels for the club (brochure, roadshow, website, etc.) • Management of the schemes and definition of roles • Identification of the type of business to be represented and integrated to the clubs Benefits of joining a Cluster Examples • Receive tailored marketing tools, reserved exclusively for members of each Cluster • Have access to specific analysis and technical studies concerning the different products • Be referenced as a member of the Club in GTDC site and dedicated pages (certification) • Share financial resources for a greater impact on markets. Each cluster has a promotion fund constructed with members and other stakeholders contributions • Adapt and evolve the different products taking into account the different trends and consumption patterns • Share experiences and expertise with other professionals • Participate in promotional actions proposed for specific Clusters • Benefit from working with new market approach Logos and certification International Cluster operations Action Plans Action Plan example: Promotion of Cultural Tourism in Germany Actions • Specific site for German visitors • Partnership with German companies related to Cultural Activities • Newsletter with cultural content • SEO campaigns with google adwords • Social media support (tweets, posts and links referencing Goan Culture) • Design a 6 pages advertorial in the supplement Simskultur to insert in different German magazines and journals: Der Spiegel, Focus, Arte Mag, Woman, Air Berlin, Der Standard Who participates and how is it organized How is it financed Example: France Cluster Action Plan Marketing by products / clusters Product club development manual Budget – Benchmark Benchmark (*) Country / Region International Budget aprox. ($) Foreign Tourist arrivals Expenditure per arrival India 26,250,000 7,600,000 3.45 $ / arrival Mauritius 11,600,000 1,050,000 11.04 $ / arrival Sri Lanka 5,600,000 1,800,000 3.1 $ / arrival Dominican Rep. 62,000,000 4,000,000 15.5 $ / arrival Ecuador 11,000,000 850,000 12.9 $ / arrival Goa (current) 260,000 500,000 0.52 $ / arrival (*) Marketing budget data currently unavailable for Kerala Budget – Proposal - rational Phases Budget – Proposal – resulting investment patterns Budget – Proposal – resulting total promotion spending Determination of policies & support schemes needed to implement the Master Plan Master Plan Policies Application to: Voluntary Policies & support schemes for MP programs Coastal Regeneration/ Up gradation of beaches Eco Beach resort Fishermen Market and F&B Court • Infrastructure development and enhancement policies for beaches: access, parking, urban design and equipment; beach promenade and access ; beach facilities • Shacks location and relicensing. Special standards for beachfront shacks • Designation / confirmation of protected areas and special development areas for tourism use • Determination of potential tourism uses and density levels • Similar but more stringent policy as for upgradation of beaches program • None • Blue flag standards and label (or similar) • Shacks’ quality label – specialization label (Goan food) • Beach management contracts: for access, parking , services, maintenance, cleanliness and security • Sustainability standards vis a vis use of beaches and tourism development • Blue Flag standards for beaches and sustainability certification for whole eco-beach development • Fishermen Market & Food Court standards • Goan Culinary label Policies and support schemes for MP programs Coastal High-end music venue paired with luxury lifestyle resort High-end lifestyle beach club paired with luxury lifestyle resort • None • Minimum development guidelines • Investment promotion and facilitation scheme to attract top international/ national investors and brands Marinas • Designation and definition of Marinas, as tourism attractions. • Sustainability standards vis a vis location and development guidelines Draft for discussion Policies and support schemes for MP programs Culture & Heritage Fort & monuments Villages and Old Goan Houses • None specific beside cultural heritage laws and regulations • Designation and definition of Tourism Villages in tourism act, as tourism attractions. • Minimum and complementary standards for facilities and services to be provided for tourism use • Information technology tools for visit facilitation: wifi connection, self guiding mobile app (in addition to potential guided visits by professional) • Minimum standards to apply for “Tourism Village” designation • Special labels for some facilities within the designated Tourism Villages, such as Old Goan Houses, Handicraft or Goan Cuisine • Determination of Goan food & drink products, as • Designation and definition of Culinary “Culinary Tourism” as part of tourism attraction. well as dishes • Certification scheme / label for products, dishes and F&B outlets Goa multimedia Experience • None • Identify and assign location and building, preferably in Panaji Nature Clusters • Designation and definition of “Nature Clusters” in tourism act, as tourism attractions. • Ensure and develop minimum public infrastructure in the main attractions’ facilities forming part of the Nature Cluster: sign posting for circuit; road access, parking, toilets, permanent electricity, power, water, sewage and mobile and wifi connections • Minimum and complementary standards for facilities and services to be provided for tourism use, etc. • Develop or improve public facilities in main entrance Nature Sanctuaries • None • Determination of suitable point: sign posting and road access, parking, information center, toilets, permanent electricity, power, water, sewage and mobile and wifi connection • Provide small ports/jetties for boats in strategic locations along the river circuits to facilitate access to and Discovery River Cruises rivers and circuits • Designation and definition of “Discovery River Cruises” as part of tourism attraction discovery of hinterland • Provide certification label for boats / companies dedicated to this product, based on minimum standards related to the boat characteristics and serviced provided Master Plan Programs Policies Support schemes • Minimum standards for facilities and services to be Adventure & sports tourism • Designation and definition in Tourism Act of which activities form part of the “Adventure & Sports” Tourism category provided for these activities in general and specific requirements for each activity type • Certification schemes for companies • Training certification scheme for specialized guides / trainers Agro tourism (spice farms and homestays and walks in agro farms) • Designation and definition in Tourism Act of “Agro-tourism farms” and Agro-tourism Stays” • Certification scheme and quality label for companies belonging to each type of agro-tourism - specialized label or spice farms. Wellness destination center • Designation and definition in Tourism Act of “Slow Movement” Wellness and what is a “Wellness Destination Center” • Certification scheme and quality label for companies – defining standards that clearly differentiate a Destination Center” from the provision of wellness services only. Family Entertainment District Golf courses • Designation and definition of “Large Mixed use entertainment District” in tourism act, as tourism attraction. • Designation and definition of “Eco- friendly Golf Course Development” tourism act, as tourism facility. • Give priority to development in the hinterland or, at least, not on the coast • Minimum development guidelines • Investment promotion and facilitation scheme to attract top international/national investors and brands • Define development and golf course management guidelines with special emphasis on environmental sustainability Waterfront promenade • Align policy with Taluka and local municipality policies • Provide guidelines to ensure tourism attractiveness of promenades to cater for both residents and tourists (especially domestic) • Gaming cluster • Relocation of offshore and nearby onshore gaming in more appropriate location, taking the opportunity to create an international standards gaming cluster • Identification and allocation of adequate area • Provide guidelines for the development of a state- of-the art gaming cluster, either offshore (with some services onshore); or onshore; or mixed (offshore and onshore) Policies and support schemes for MP programs MICE & Weddings Master Plan Programs Policies Support schemes Mass events Convention Centre • Provide support to mass events that are sustaining and showcasing Goas’ new tourism positioning strategy, especially during the low and mid season • Support the offer of large MICE events in the Sate of Goa by providing a state-of-the –art facility and the set up of Convention Bureau • Identify existing mass events that meet this criteria • Support the creation of new events meeting this criteria and that would take place during the low and mid season • Provide guidelines for these events and facilitation services for their celebration (authorities’ approval, support public services, location) • Public sector to be the main investors in this large facility • Establishment of a Convention Bureau in partnership with the private sector, in order to promote and manage events in this facility and collaborate with the whole tourism sector as providers • Create special club/cluster • Establish minimum quality standards for establishments Weddings & Incentive trips • Align policy with Taluka and local municipality policies to qualify for membership • Promotion support scheme within products/ cluster marketing Policies & support schemes for TRANSVERSAL programs Master Plan Programs Policies Support schemes Licensing / relicensing of specific sectors of activities and quality labels • Minimum compulsory standards need to be applied to some key activities in Goa: sports & adventure tourism; tourism guides, taxis • Voluntary application to quality labels to recognize businesses / attractions offering international standards • Grace period for existing companies • Soft loans or similar schemes for re- investment to upgrade / adapt buildings/ facilities/ services to new standards • Awareness and training programs • Grace period for existing companies Reclassification and special labels for tourism accommodation • Reclassification of tourism accommodation: changing A to D model to star-rating system (international standards) • Voluntary application to special labels to recognize specialization of some properties • Soft loans or similar schemes for re- investment to upgrade / adapt buildings/ facilities/ services to new standards • Awareness and training programs Tourism Intelligence System (TIS) • Regulations to establish a comprehensive tourism statistics and Tourism Satellite Account System, able to measure tourism performance in a holistic, efficient and reliable way. • Creation of TIS dedicated section within one existing • Awareness campaign among tourism enterprises for providing continuous and reliable data Scope of Work / Status Planning Phase (Phase I) Modules Update Module 1: Current and projected tourism scenario in Goa and understanding key gaps Submitted and approved Module 2: Tourism concepts to attract tourists to Goa Submitted and approved Module 3: Development of Master Plan Interim Submission for Mod. 3 submitted and approved Final report submitted for discussion Module 4: Development of Tourism Policy To be submitted Module 5: Review and recommendations on strengthening institutional and economic linkages Module 6: Action plan Draft for discussion Thank you This draft report has been submitted solely for discussion purposes with the Govt./ Committee constituted vide Order no. 7/5/WC-TMP/2014-DT/1745 © 2016 KPMG Advisory Services Pvt. Ltd. legal member firm name, a jurisdiction legal structure and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International.

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Rajasthan Tourism Policy Tourism Policy Rajasthan Tourism Unit Policy 2015 Government of Rajasthan Department of Tourism Rajasthan Tourism Unit Policy 2015 November, 2015 INDEX 1. Background 05 2. Definition of a Tourism Unit 06 3. Allotment of Government Land for Tourism Units 08 4. Conversion of Land for Tourism Units 09 5. FAR (Floor Area Ratio) 12 6. Regularisation of Existing Tourism Units 12 7. Fiscal Benefits and Incentives 13 8. Incentives for Skill Development 13 9. Time period of Annual Licenses for Tourism Units 13 10. Constitution of Tourism Advisory Committee 14 11. Nodal Department 14 12. Policy Period 14 13. Implementation of the Policy 14 14. Annexure 15 15. Related Notifications 24 Rajasthan Tourism Unit Policy 2015 1. Background Rajasthan is a leading tourism State in the country. Its glorious heritage, colorful living traditions and vibrant culture are special attractions for both, domestic and foreign tourists. The tangible and intangible tourism products of the State offer immense potential for growth of the tourism industry. Development of tourism resources and increasing both, domestic and foreign tourist arrivals is a high priority area for the Union and State Governments. Therefore, there is a need for expanding tourist centric infrastructural facilities to keep pace with the present trends and for potential tourism growth in the State. Department of Tourism had announced a Rajasthan Tourism Unit Policy in 2007. This Policy will now be replaced by Rajasthan Tourism Unit Policy, 2015 in order to extend more support and incentives for establishment of Tourism Units in the State. The new Policy has been framed keeping in view the guidelines under the 'Suraj Sankalp' Policy document, new emerging trends in the tourism sector, representations given by various stakeholders including the tourism and trade organisations and also the suggestions received from other departments. The Rajasthan Tourism Unit Policy, 2015 primarily addresses issues relating to time bound conversion of land for tourism units including new hotels and heritage hotels, time bound approval of building plans, grant of Patta to heritage hotels, allotment of land for tourism units on DLC (District Level Committee) rates, applicability of Rajasthan Investment Promotion Scheme, 2014 (RIPS-2014) for tourism units and smooth and speedy implementation of the provisions of related departments like Revenue, Urban Development and Housing (UDH) & Local Self Government (LSG), Panchayati Raj, etc. It is expected that this Policy will strengthen the existing infrastructure, will foster infrastructure development, income and employment generation and increase the much needed availability of hotel rooms for the tourists. By allowing Heritage Hotels in Rural Abadi/Panchayat areas Rural Tourism is likely to increase manifold. The definition of Tourism Unit has been expanded to cover various types of tourism units and activities including budget hotels, heritage hotels, resorts, golf courses, adventure sports, etc. It is expected that these steps will bring speedy investment in the State. 05 Rajasthan Tourism Unit Policy 2015 2. Definition of a Tourism Unit Tourism Unit will mean a tourism project approved by the Department of Tourism, Government of Rajasthan or by the Ministry of Tourism, Government of India and shall include: I. A Hotel including Motel having accommodation of minimum 20 lettable rooms and a minimum investment of Rs.2 crore. The permissible size of the land/plot shall be as per the rules of UDH/Revenue/Panchayati Raj Departments. II. A Heritage Hotel means a hotel run in a fort, a fortress, a palace, a haveli, a castle, hunting lodge or residences with heritage features, built prior to 1.1.1950 and approved by Ministry of Tourism, Government of India or Government of Rajasthan. III. A Budget Hotel having accommodation of minimum 20 lettable rooms and a minimum investment of Rs.2 crore, which provides basic amenities at an affordable & economic rates and those which do not fall in the ambit of Luxury Tax. IV. A Restaurant or cafeteria having an investment of at least Rs.1 crore (excluding land cost) with seating capacity of a minimum of 40 persons/visitors at a time. The unit must have a hygienically maintained kitchen with modern equipment in the premises as well as a separate toilet facility for ladies and gents. V. A Resort which provides sports/recreational facilities, riding, swimming or social amenities with boarding and lodging arrangements for holidaying in cottages/rooms. VI. A Sports Resort such as a Golf Course, Golf Academy or adventure related sports or any other sports activity with or without recreational and accommodation facilities, provided that in respect of a golf course, source of water for the course will substantially be recycled water. VII. A Health Resort Spa is a short-term residential/lodging facility with the purpose of providing spa services such as massages, yoga, meditation and other related treatments for rejuvenating the body. VIII. A Camping Site with furnished tents, accommodation, having at least 10 tents along with dining, bathrooms/toilet facilities. 06 Rajasthan Tourism Unit Policy 2015 IX. An Amusement Park providing various types of rides, games and amusement activities. X. An Animal Safari Park developed with the permission of the Forests Department. XI. A MICE/Convention Centre: A covered pillar-less, air conditioned hall having minimum carpet area of 5000 square feet space that provides place for meetings, conventions/conferences and exhibitions, and can accommodate at least 500 persons at one point of time. XII. Museum: A building in which objects of historical, scientific, artistic or cultural interest are stored and exhibited and is open for general public with or without ticket. XIII. A Ropeway established under the prevailing Act and Rules. XIV. A Tourist Luxury Coach shall mean an air-conditioned coach with push back seats used for the normal transportation of tourists to different tourist destinations and for sightseeing of various tourist places, with a minimum seating capacity of 13 seats. It should be operated by valid All India Permit holder Tourist Transport Operators, recognized by Indian Association of Tour Operators (IATO) and Rajasthan Association of Tour Operators (RATO) and registered in the State of Rajasthan. XV. Caravan: A specially built vehicle registered with any State Transport Department which is used for the purpose of group oriented leisure travel with bed capacity of at least 4 beds. XVI. Cruise Tourism: Any Boat/Yacht with a minimum seating capacity for 4 persons, which is licensed by the Transport Department, Government of Rajasthan and having capacity to operate in lakes/rivers of the State for pay-and-use facilities. Boats/Yachts used by hotels to transport or entertain their guests and/or goods/raw materials will not be covered under this definition. XVII. Hotels and other tourism units classified under the Ministry of Tourism, Government of India guidelines shall also be eligible for obtaining concessions and incentives under this Policy irrespective of number of rooms in it. 07 Rajasthan Tourism Unit Policy 2015 Note 1: All concerned departments shall adopt the above definition in their respective Acts/Rules/Regulations. The definition of Tourism Units may be revised and amended from time to time keeping in view the emerging trends in the tourism sector, by the Tourism Department, which will also be incorporated in the relevant Acts/Rules/Regulations. Note 2: Benefits under the Tourism Policy/RIPS can only be availed as per the terms and conditions laid down in prevailing RIPS. 3. Allotment of Government Land for Tourism Units The State Government can make land available for establishment and development of all types of Tourism Units as per prevailing procedure, which is indicated below: I. All Development Authorities (like JDA), UITs, Municipal Bodies, Rajasthan Housing Board, Gram Panchayat, Industry Department and District Collectors would identify suitable land for the establishment of Tourism units. II. Land so identified shall be set apart and reserved for tourism units under intimation to the Tourism Department. Information of such Land Bank would be made available on the website of concerned Local Body/ District Collector/Revenue Department and on Tourism Department website. III. The maximum and minimum land areas to be reserved for tourism units shall be as under: S. No. Category Minimum Land Area Maximum Land Area 1. Budget Hotels and 1 to 3 Star Hotels 1,200 sqm Upto 4,000 sqm 2. 4 Star Hotels 6,000 sqm Upto 12000 sqm 3. 5 Star & above Hotels 18,000 sqm Upto 40,000 sqm 4. Other Tourism Units - As per requirement/ availability 08 Rajasthan Tourism Unit Policy 2015 IV. The allotment of such land shall be made on the prevailing DLC rate of the local area. V. The process of competitive bidding and allotment for such tourism units on DLC rate for the local area shall be as follows: a. The Authority Concerned shall notify to public through national and state level advertisements for allotment of land identified and reserved for tourism units through competitive bidding process. The DLC rate for the local area for allotment of land shall be indicated in the advertisement and this price shall be the base price for allotment of land. b. In case more than one applicant apply for the land within the specified time period, the allotment of land shall be made through competitive bidding. In case no other application is received in the specified time period, the allotment of land, shall be made to the single bidder on the prevailing DLC rate for the local area, in keeping with the other provisions of the Tourism Unit Policy. c. Land made available under this Policy cannot be used for any other purpose for at least 30 years. 4. Conversion of Land for Tourism Units No conversion charges shall be payable for land held by tenant for establishment of a tourism unit in urban as well as in rural areas. No development charges shall be payable by Tourism Units. Necessary notification/orders in this regard shall be issued by concerned Departments. In addition to free of cost conversion and development charges for heritage hotels, UDH & LSG, Panchayati Raj, Revenue Department, etc. will also issue conversion orders for existing and operating heritage hotels/buildings. Similar order will also be issued for those who intend to convert heritage buildings in to heritage hotels after issue of this Policy. 09 Rajasthan Tourism Unit Policy 2015 The following additional provisions are being provided for: (A) Fixing of Time limits for Conversion of Land and Approval of Building Plans: I. Conversion of Land in Urban Area: The competent authority shall dispose off an application for conversion of land for tourism unit within 60 days from the date of filing of application which is complete in all respects. In case orders for conversion of land are not issued within prescribed time limit, the land in question will be regarded as deemed converted. II. Approval of Building Plans: The competent Authority to approve the building plan in urban area shall dispose of the application within 60 days of receipt of application complete in all respects. Similarly, time limits are also fixed for construction and operation of tourism units by the investor, which are as under: i. A tourism unit having less than 200 rooms will be required to be completed within 3 years after conversion of land. In case there is a requirement for seeking approval of building plan, the above permitted time period for completion of tourism unit will commence from the date of approval of building plans by the concerned authority. ii. A tourism unit having more than 200 rooms will be required to be completed within 4 years after conversion of land. In case there is a requirement for seeking approval of building plan, the above permitted time period for completion of tourism unit will commence from the date of approval of building plans by the concerned authority. Provided further that an extension of one more year could be given based on merits of the case by the authorities concerned after which all concessions shall stand withdrawn/ lapsed. III. Conversion of Land in Rural Area: The competent authority shall dispose off an application for conversion of land within 45 days from the date of filing of application complete in all respects. Similarly, time limits are also fixed for construction and operation of tourism units by the investor, which are as under: 10 Rajasthan Tourism Unit Policy 2015 i. A tourism unit having less than 200 rooms will be required to be completed within 3 years after conversion of land. ii. A tourism unit having more than 200 rooms will be required to be completed within 4 years after conversion of land. An extension of one year could be given based on merits of the case by the authorities concerned after which all concessions shall stand withdrawn/lapsed and the applicant shall have to register again. In case orders for conversion of land are not issued within prescribed time limit, the land in question will be regarded as deemed converted. (B) Conversion of Residential Land and Heritage Properties into Hotels and other Tourism Units No fee for change in land use for conversion of residential land and heritage properties into hotels and other tourism units shall be charged. (C) Heritage hotels situated on narrow roads in urban areas which arrange for a dedicated alternative parking on a 40/60 feet wide road and provide for the park-and- ride system from hotel to parking place, shall be permitted to operate. Similarly heritage hotels situated on narrow roads in Rural and Panchayat/Rural Abadi Areas will be permitted to operate. The same shall be applicable for existing heritage buildings proposed to be used as heritage hotels. (D) Minimum Road Width: New tourism units in rural and Panchayat areas shall be permitted provided there is availability of a 30 feet wide road. (E) Permissible Area for Commercial Use by Heritage Properties: Heritage hotels can commercially convert maximum of 1000 sq meters or 10% of plinth area of the existing heritage building, whichever is less. (F) Issue of Patta for Heritage Properties: Owners of heritage properties who do not have a legal Patta for claiming ownership of those Heritage properties would be given lease/free hold rights by the Municipality in accordance with the Rajasthan Municipalities (surrender of non-agricultural land and grant of freehold lease) Rules, 11 Rajasthan Tourism Unit Policy 2015 2015 issued vide notification no. F8 (G) Rules/2015/7960 dated 15.06.2015 by the LSG Department (refer www.rajasthantourism.gov.in ). Panchayati Raj Department will formulate rules for issuance of Patta for heritage properties in Rural Abadi area. (G) Lease Amount: After conversion of land, lease amount for tourism units in urban areas will be charged on rates prescribed for Institutional purposes. (H) Urban Development Tax: For heritage hotels, UD Tax shall be charged on residential rates on the built up area but there will be no UD Tax on open area. For budget and 1 to 3 star hotels, UD Tax shall be charged on residential rates on the built up area. For 4 & 5 star hotels, UD Tax shall be charged on double of residential rates on the built up area. But for open area of these hotels, UD Tax will be charged at the rate of 50% of residential rates. (I) BSUP Charge: Basic Services for Urban Poor (BSUP) charges for heritage hotels would be charged only for the covered area. For all other tourism units, BSUP will be applicable as per existing Urban Development and Housing and LSG Department guidelines. 5. Floor Area Ratio (FAR) Under the Tourism Unit Policy, 2007, double FAR was available for tourism units in newly developed and new township areas. At present, standard FAR is 1.33 without betterment levy, and maximum FAR is 2.25 with Betterment Levy is permissible. Tourism units covered under this Policy shall be allowed double FAR i.e. 4.50, out of which 2.25 shall be without betterment levy. Rate for betterment levy shall be calculated on the basis of residential reserve price of the area. 6. Regularization of Existing Hotel Units (A) There are some heritage properties and residential land and buildings that are running and operating as hotels or other tourism units without permission. If land and buildings are being used as hotels and tourism units without prior permission, the same shall be regularized under Rule 13 of Rajasthan Municipality (Change in Land Use) Rules 2010. Separate orders will be issued in this regard by the UDH & LSG Department. 12 Rajasthan Tourism Unit Policy 2015 (B) Panchayati Raj Department will formulate rules for regularisation of existing heritage hotels in rural (Abadi) areas, and also for other existing heritage buildings which may be used as heritage hotels in future. 7. Fiscal Benefits and Incentives (A) All fiscal benefits as provided in Rajasthan Investment Promotion Scheme, 2014 (RIPS- 2014) for the Tourism Sector Enterprises shall be available to the eligible tourism units. (B) The projects approved by the Ministry of Tourism, Government of India, if eligible under the provision of the Rajasthan Investment Promotion Scheme, 2014 (RIPS-2014), shall be allowed to avail the benefits as provided under RIPS-2014. 8. Incentives for Skill Development All Tourism Units registered with the Department of Tourism will be directly eligible to become training partners under the Employment Linked Skill Training Program (ELSTP) subject to availability of infrastructure as per the guidelines of Rajasthan Skill and Livelihoods Development Corporation (RSLDC). If enrolled as a training partner, management of the respective hotels would be required to set up a training center within the hotel premises using existing/additional infrastructure for the selected courses from the approved list of RSLDC, mobilise youth for training, organize training as per syllabus, follow RSLDC guidelines while conducting of skill training programmes, participate in third party assessment and certification process, etc. Moreover, they would also have to ensure that at least 50% of the trained youth is linked to employment in accordance with the norms of Employment Linked Skill Training Programmes (ELSTP). Heritage hotels, on hiring trained youth (certified under RSLDC) would be eligible to get subsidies/incentives as per norms, if available. 9. Time Period of Licenses for Tourism Units All concerned Departments shall issue orders extending duration of annual licenses required to operate hotels and other tourism units for a period of ten years in the first instance itself. 13 Rajasthan Tourism Unit Policy 2015 10. Constitution of Tourism Advisory Committee A Tourism Advisory Committee will be constituted to give suggestions regarding measures that can be taken up for growth of tourism in the State. The Committee will also include representatives from tourism & travel trade. 11. Nodal Department Department of Tourism shall be the nodal department for infrastructural development of tourism units. 12. Policy Period This Policy will remain in force for five years from the date of issue. However, tourism unit projects already approved by the Tourism Department under Tourism Unit Policy, 2007 but are pending for land conversion/approval of building plan/regularisation before the competent authority will not be required to apply afresh. Such units shall receive all incentives and concessions granted under Rajasthan Tourism Unit Policy, 2015 and RIPS-2014. 13. Implementation of the Policy In case concerned Departments require amendments in their respective rules/sub-rules and notifications for implementation of this Policy, the same can be done after obtaining approval of Hon’ble Chief Minister, Rajasthan, who has been authorized in this regard by the Cabinet Order No. 103/2015 dated 18/5/2015. 14 Rajasthan Tourism Unit Policy 2015 Annex-1 Relevant Excerpts from Rajasthan Investment Promotion Scheme, 2014 In order to promote investment in the State of Rajasthan, and to generate employment opportunities through such investment, the State Government of Rajasthan, in public interest, hereby issues “The Rajasthan Investment Promotion Scheme, 2014” (RIPS-2014) (hereinafter referred to as “the Scheme”). The Scheme shall promote investment made by Enterprise(s) for establishment of new unit and/or investment made by the existing Enterprise(s) for expansion and/or investment made for revival of sick enterprise. 1. Operative Period The Scheme shall come into effect from the date of issuance of this order and shall remain in force up to 31st March 2019. 2. Definitions (xxi) “Manufacturing Enterprise” means an enterprise employing plant and machinery in processing of goods which brings into existence a commercially different and distinct commodity and shall include an enterprise in the tourism sector, but shall not include such processing as may be specified by the State Government by an order; (xxxviii) “Tourism Sector” means: (a) A hotel or motel making minimum investment of rupees five crore and having accommodation of minimum 20 let-able rooms; or (b) A heritage hotel, certified as such by the Ministry of Tourism, Government of India and/or by the Department of Tourism, Government of Rajasthan; or (c) Or any other immovable tourism unit other than a restaurant, defined as such under the Tourism Policy of the State, subject to the condition that it shall be eligible for only such benefits as may be granted to it by the State Empowered Committee. 15 Rajasthan Tourism Unit Policy 2015 3. Applicability of the Scheme Subject to clause 3.3 below, the Scheme shall be applicable to the following classes of enterprise(s) and investment, excluding investment mentioned in Annexure- I, appended to the Scheme: (i) New and existing enterprises making investment for setting up new units; (ii) Existing enterprise making investment for expansion; and (iii) Sick enterprises making investment for its revival: provided that the enterprise shall commence commercial production or operation during the operative period of the Scheme. Notwithstanding anything contained in clause 3.1 above, the State Government, on the recommendation of the State Empowered Committee (SEC), may grant the benefit of the Scheme to the first manufacturing enterprise, investing Rs.250 crore or more in a block notified as a most backward area, provided that the investment is not relating to entry number 1 and 4 of Annexure I, appended to the Scheme. The Scheme shall not be applicable to an enterprise if its commercial production or operation has commenced before the issuance of this order or an entitlement certificate or any order or any customized package has been issued to provide any incentive or benefit under RIPS 2010 or any other scheme or policy or otherwise for such unit. 4. Benefits to Manufacturing Enterprises An eligible manufacturing enterprise shall be granted benefits and incentives as given below: (i) Investment subsidy of 30% of VAT and CST which have become due and have been deposited by the enterprise for seven years. (ii) Employment Generation Subsidy up to 20% of VAT and CST which have become due and have been deposited by the enterprise, for seven years. (iii) Exemption from payment of 50% of Electricity Duty for seven years, provided that for enterprises engaged in tourism sector, it shall be restricted to 25% of the Electricity Duty; 16 Rajasthan Tourism Unit Policy 2015 (iv) Exemption from payment of 50% of Land Tax for seven years; (v) Exemption from payment of 50% of Mandi Fee for seven years; (vi) Exemption from payment of 50% of Stamp Duty on purchase or lease of land and construction or improvement on such land; and (vii) Exemption from payment of 50% of conversion charges payable for change of land use. 5. Benefits to Service Enterprises An eligible service enterprise shall be granted benefits and incentives as given below: (i) Reimbursement of 50% of amount of VAT paid on purchase of plant and machinery or equipment for a period up to seven years from date of issuance of the entitlement certificate, provided that for enterprises engaged in providing entertainment, the reimbursement shall be restricted to 25% of such amount of VAT paid; (ii) Exemption from payment of 50% of Entertainment Tax for seven years; (iii) Exemption from payment of 50% of Electricity Duty for seven years, provided that for enterprises engaged in providing entertainment, it shall be restricted to 25% of the Electricity Duty; (iv) Exemption from payment of 50% of Land Tax for seven years; (v) Exemption from payment of 50% of Stamp Duty on purchase or lease of land and construction or improvement on such land; and (vi) Exemption from payment of 50% of conversion charges payable for change of land use. 6. Special Provisions for Women, Scheduled Castes, Scheduled Tribes and Persons with Disability Enterprise Eligible Women/Schedule Caste (SC)/Schedule Tribe (ST)/Person with disability (PwD) enterprises shall in addition to the benefits specified in other clauses of the Scheme, be eligible to avail the following additional benefits: (i) A manufacturing enterprise shall get additional Investment subsidy to the extent of 17 Rajasthan Tourism Unit Policy 2015 10% of VAT and CST which have become due and have been deposited by the enterprise; (ii) A service enterprise shall get additional 10% reimbursement of VAT paid on the plant and machinery or equipment for a period up to seven years from date of issuance of the entitlement certificate for this purpose. 7. Benefits to Enterprises in Backward and Most Backward Areas An eligible enterprise, other than a cement manufacturing enterprise, making investment in a backward area or a most backward area shall be granted the same benefits as would have been applicable if the enterprise was located elsewhere in the state but the period of benefit, except for interest subsidy, shall be extended to ten years. Provided that the State Government may, on the recommendation of the State Empowered Committee (SEC), grant to a manufacturing enterprise, other than a cement manufacturing enterprise and a service enterprise making an investment in a backward area, such benefits as mentioned in clauses 7.2 and 7.3 respectively, which are applicable for investments in most backward areas, with a view to attract investment in the backward area. A manufacturing enterprise, other than a cement manufacturing enterprise, making investment in a most backward area shall, in addition to benefits under clause 7.1 above, get additional investment subsidy of 20% of the VAT and CST which have become due and have been deposited by the enterprise for a period of seven years. 7.3 A service enterprise making investment in a backward area shall, in addition to benefits mentioned in other clauses of the Scheme, get additional 10% reimbursement of VAT paid and a service enterprise making investment in a most backward area shall, in addition to benefits mentioned in other clauses of the Scheme, get additional 20% reimbursement of VAT paid on the plant and machinery or equipment for a period up to seven years from the date of issuance of the entitlement certificate for this purpose. 18 Rajasthan Tourism Unit Policy 2015 8. Power to Grant Customized Package Notwithstanding anything contained in the Scheme, the State Government, on the recommendation of State Empowered Committee (SEC), may grant a customized package under section 11 of the Rajasthan Enterprises Single Window Enabling and Clearance Act, 2011, to the following manufacturing enterprises, other than cement manufacturing enterprises: (a) Enterprises investing more than Rs500 crore or providing employment to more than 500 persons; or (b) Enterprises investing more than Rs100 crore and using the mineral mentioned in Annexure-III appended to the Scheme, as raw material. Notwithstanding anything contained in the Scheme, the State Government may grant a customized package to the service enterprises investing more than Rs200 crore or providing employment to more than 500 persons. 9. Benefits to Manufacturing Enterprises in Thrust Sectors Notwithstanding anything contained in the Scheme, the State Government may grant a special package of incentives and exemptions, which may be over and above the incentives and exemptions under Clauses 4 to 7 to a manufacturing enterprise in a thrust sector in addition to the thrust sectors mentioned in sub-clauses 9.3 to 9.12 9.2. Manufacturing enterprises in the sectors mentioned hereunder shall be allowed benefits mentioned in this clause, in addition to benefits related to tax exemptions mentioned at (iii) to (vii) of clause 4 and benefits mentioned in clauses 6 and 7, if applicable, subject to conditions, mentioned against the sector: Provided that an enterprise of power loom sector and textile sector may opt for benefits provided in clause 4 to 7, if applicable, in lieu of the benefits mentioned in this clause. Tourism Sector Enterprises of the tourism sector covered under sub-clause (a) and (b) of clause 2 (xxxviii) of the Scheme shall be granted the following benefits: (a) Investment Subsidy of 50% of VAT and CST which have become due and have 19 Rajasthan Tourism Unit Policy 2015 been deposited by the enterprise for seven years; (b) Employment Generation Subsidy up to 10% of VAT and CST which have become due and have been deposited by the enterprise, for seven years; (c) Reimbursement of 25% of amount of VAT paid on purchase of plant and machinery or equipment for a period up to seven years from the date of issuance of the entitlement certificate; (d) Exemption from payment of 50% of Entertainment Tax for seven years; (e) Exemption from payment of 100% of Luxury Tax for seven years; (f) Land allotment in urban and rural areas at DLC rates; (g) 25% additional exemption from payment of stamp duty chargeable on the instrument of purchase or lease of more than 100 years old heritage property in the State, for the purpose of hotel development under the Scheme declared by the Tourism Department as provided in notification no. F.12 (20) FD/Tax/2005-219 of 24.03.2005; and (h) 50% additional exemption from payment of conversion charges for heritage property converted into a heritage hotel. Notwithstanding anything contained in the Scheme, an enterprise making investment in the tourism sub-sector defined under sub-clause (c) of clause 2 (xxxviii) of the Scheme shall be granted the benefits, as may be provided to it by the State Empowered Committee. 14.8 Terms & Conditions a. Benefits under the Scheme can only be availed if, and as long as there is, and for the period/s, consent to "operate", wherever applicable, from Central/Rajasthan State Pollution Control Board is effective. 20 Rajasthan Tourism Unit Policy 2015 AMENDMENTS IN RIPS-2014 RELATING TO TOURISM SECTOR Amendments in RIPS-2014 vide Finance Department order dated 07.01.2015: Amendment in clause 14.8: In clause 14.8 of the scheme, for the existing expression “consent to “operate” “, the expression “consent to establish and consent to operate” shall be substituted. Amendments in RIPS-2014 vide Finance Department Clarification dated 23.01.2015: 1. Interpretation of clause 2(xxxviii) of the scheme: (b) A heritage hotel, certified as such by the Ministry of Tourism, Government of India/ or by the Department of Tourism, Government of Rajasthan; It is clarified that, heritage hotels, certified by Ministry of Tourism, Government of India and/ or Tourism Department, Government of Rajasthan are covered under the said clause without any minimum investment limit and are eligible to avail benefits under clause 9.12 of the Scheme. 2. Interpretation of clause 2 (xxi) of the Scheme: Since Restaurant are manufacturing cooked food and other eatables, therefore, it is clarified that Restaurants are covered under the Scheme and are eligible to avail benefits under clause 4 of the Scheme. Amendments in RIPS-2014 vide Finance Department order dated 09.03.2015: Amendment of clause 2 In clause 2 of the Scheme, (i) after the existing sub-clause (iv) and before the existing sub-clause (v), of the scheme, the following new sub-clause (iva) shall be inserted, namely: “(iva) “convention centre” means a covered pillar-less air conditioned hall having minimum carpet area of 5000 square feet which provides place for meetings, conventions/conferences, exhibitions and can accommodate at least 500 person at one point of time.” (iii) in sub-clause (xxxviii): (i) the existing sub-clause (a) of the Scheme, shall be substituted by the following, namely: 21 Rajasthan Tourism Unit Policy 2015 “(a) A hotel or motel making minimum investment of rupees two crore and having accommodation of minimum 20 let-able rooms; or” (iv) after the existing sub sub-clause (b) and before the existing sub-clause (c) of the Scheme, the following new sub-clause (bb) shall be inserted, namely: “(bb) a convention centre or a resort making minimum investment of rupees two crore; or”. Amendment in clause 9.12.1 In clause 9.12.1 of the scheme: (I) in sub-clause (g) of the said clause, the existing expression “; and” shall be substituted by the punctuation mark “;”. (ii) the existing sub-clause (h) of the said clause, shall be substituted by the following, namely: “(h) 50% additional exemption from payment of conversion charges; and” (iii) after the existing sub-clause (h) so substituted, the following new sub clause (i) shall be inserted, namely: “(i) 100% exemption from payment of development charges.”. Note: For procedures and other details please refer to website www.finance.rajasthan.gov.in 22 Rajasthan Tourism Unit Policy 2015 Annex-2 Special Incentives available for Heritage Hotels in Tourism Unit Policy, 2015 1. Minimum investment limit shall not be applicable to heritage hotels for availing RIPS benefits. 2. Heritage hotels situated on narrow roads in urban areas which arrange for a dedicated alternative parking on a 40/60 feet wide road and provide park-and-ride system from hotel to parking place, shall be permitted to operate on such roads. 3. Similarly, heritage hotels situated on narrow roads in Rural /Rural Abadi areas will be permitted to operate. 4. These provisions shall also be applicable for existing heritage buildings proposed to be used as heritage hotels in future. 5. Concernd Departments will issue conversion orders for existing and operating heritage hotels/building. Similar order will also be issued for those which intend to operate heritage buildings as heritage hotels after issue of this Policy. 6. For Rural (Abadi) areas, Panchayati Raj Department will formulate rules for regularization of existing Heritage Hotels and also other existing Heritage buildings which may be used as heritage hotels in future. 7. Heritage hotels will be allowed to convert a maximum of 1000 square metres or 10% of plinth area, whichever is less for commercial use. 8. Additional exemption of 25% on Stamp Duty will be available for more than 100 years old heritage properties as per the scheme declared by the Department of Tourism as provided in the Finance Department notification No.F.12(20) FD/ Tax/ 2005-2019 dated 24.03.2005. 9. Basic Service for Urban Poor (BSUP) charges shall be levied only on the constructed area of Heritage hotels. 10. Heritage Hotels approved by Ministry of Tourism, Government of India/ Government of Rajasthan shall be eligible for all benefits under RIPS. 23 Rajasthan Tourism Unit Policy 2015 FINANCE DEPARTMENT (TAX DIVISION) ORDER Jaipur, April 10, 2015 In exercise of the powers conferred by clause 16 read with sub-clause (c) of clause 9.12.1 of the Rajasthan Investment Promotion Scheme - 2014 (hereinafter referred to as ”the Scheme”). The State Government hereby, clarifies that the reimbursement of 25% of amount of VAT paid on purchase of plant and machinery or equipment to a tourism sector enterprise as defined under the scheme shall be allowed on the purchase of goods mentioned in the list given below, in accordance with the provisions of the scheme. LIST S.No. Particulars 1. AC Plants, ACs, Fans & Exhaust Fans, Coolers etc. 2. Pollution control machines for air, water and light 3. Non CFC equipment for refrigeration and air conditioning and other Eco-friendly measures and initiatives. 4. DG Sets 5. Housekeeping machines & equipments. 6. Solar Heaters and Solar Plants/Geysers/Cold & Hot Running water machine 7. Furniture 8. Lifts & Elevators 9. Metal detectors (door frame or hand held) 10. CCTV 11. X-Ray Machine 12. Under belly scanners to screen vehicles 13. Smoke detectors 14. Heating and Cooling systems, machines & plants 15. Safe keeping / in room safe 16. Minibar / Fridge 17. TV 18. Dry-cleaning / laundry related equipment 19. Tea / Coffee making machines, equipments etc. Note: Goods mentioned above shall be allowed one time for initial set up including the goods mentioned at S.No. 15, 16, 17 which shall be allowed one set per room. [F-12(14)FD-Tax-2012-pt-I 5] By order of the Governor (Aditya Pareek) 24 Joint Secretary to the Government Rajasthan Tourism Unit Policy 2015 REVENUE (GROUP-6) DEPARTMENT No. F.11(4)Rev-6/2014/16 NOTIFICATION Jaipur, Dated: 22 May 2015 In exercise of the powers conferred by clause (xi-A) of sub-section (2) of section 261 read with section 90-A of the Rajasthan Land Revenue Act, 1956 (Act No. 15 of 1956), the State Government hereby makes the following rules further to amend the Rajasthan Land Revenue (Conversion of agricultural land for non-agricultural purposes in rural areas) Rules, 2007, namely:- 1. Short title and commencement.- (1) These rules may be called the Rajasthan Land Revenue (Conversion of agricultural land for non-agricultural purposes in rural areas) (Fifth Amendment) Rules, 2015. (2) They shall come into force at once. 2. Amendment of rule 2.- In sub-rule (1) of rule 2 of the Rajasthan Land Revenue (Conversion of agricultural land for non-agricultural purposes in rural areas) Rules, 2007, hereinafter referred to as the said rules, - (i) In clause (b), for the existing expression “hotel, restaurant”, the expression “hotel other than tourism unit, restaurant other than tourism unit” shall be substituted. (ii) the existing clause (r) shall be substituted by the following, namely:- “(r) ‘Tourism Unit’ means a tourism unit or project as such approved by the Department of Tourism, Government of Rajasthan or approved by the Ministry of Tourism, Government of India.” 3. Insertion of new rule 6C.- After the existing rule 6B and before the existing rule 7 of the said rules, the following new rule 6C shall be inserted, namely:- “6C. Conversion of Heritage Properties into Heritage Hotels.- Notwithstanding anything contained in these rules if owner of a heritage property, situated on agriculture land, applies on plain paper for conversion of Heritage Property into Heritage Hotel along with recommendation of the Department of Tourism, Government of Rajasthan, an order for conversion to this effect may be issued by the prescribed authority within the time limit prescribed under rule 9. No conversion charges shall be payable for conversion under this rule. Land converted under this rule may be used for commercial purpose up to maximum of 1000 sq meters or 10 percent of plinth area of the existing 25 Rajasthan Tourism Unit Policy 2015 heritage building.” 4. Amendment of rule 8.- The existing sub-rule (2) of rule 8 of the said rules shall be substituted by the following, namely: “(2) No conversion charges as prescribed in rule 7, shall be payable for conversion of land held by tenant for establishment of a tourism unit as defined in clause (r) of sub-rule (1) of rule 2.” 5. Amendment of rule 9.- In sub-rule (2) of rule 9 of the said rules, after the existing last proviso, the following new proviso shall be added, namely: “Provided also that in case of heritage hotels, if parking arrangement is made available by the owner in premises or elsewhere, the requirement of width of approach road shall not be applicable.” 6. Amendment of rule 14.- In rule 14 of the said rules,- (i) the existing provision shall be numbered as sub-rule (1). (ii) in sub-rule (1), so numbered, after existing expression “non-agricultural purpose” and before the existing expression “, shall be used”, the expression “other than tourism unit” shall be inserted. (iii) after sub-rule (1), so numbered, the following new sub-rule (2) shall be added, namely: “(2) Any agricultural land converted for tourism unit shall be used for establishment of tourism unit within the time limit specified as under,- (i) three years for a tourism unit having less than 200 rooms. (ii) four years for a tourism unit having more than 200 rooms. Provided that above period may, in appropriate case, further be extended for a period of one year by the prescribed authority. If the land is not used within such extended period, the conversion order and other concessions shall be withdrawn after giving an opportunity of being heard." By order of the Governor, (Anil Kumar Agrawal) Joint Secretary to the Government 26 Rajasthan Tourism Unit Policy 2015 REVENUE (GROUP-6) DEPARTMENT No. F.11(4)Rev-6/2014/17 NOTIFICATION Jaipur, Dated: 22 May 2015 In exercise of the powers conferred by section 100 of the Rajasthan Land Revenue Act, 1956 (Act No. 15 of 1956), the State Government hereby makes the following rules further to amend the Rajasthan Industrial Areas Allotment Rules, 1959, namely: 1. Short title and commencement.- (1) These rules may be called the Rajasthan Industrial Areas Allotment (Third Amendment) Rules, 2015. (2) They shall come into force at once. 2. Amendment of rule 1A.- The existing clause (viii) of rule 1A of the Rajasthan Industrial area allotment Allotment, Rules, 1959, hereinafter referred to as the said rules, shall be substituted by the following, namely: “(viii) ‘Tourism Unit’ means a tourism unit or project as defined in the prevailing policy of the Department of Tourism, Government of Rajasthan or approved by the Ministry of Tourism, Government of India.” 3. Amendment of rule 2.- In rule 2 of the said rules,- (i) in clause (a), for the existing expression “Government in the Tourism Department”, the expression “Government in the Revenue Department” shall be substituted. (ii) in sub-clause (i) of clause (b) for the existing expression “Director of Tourism”, the expression “Government in the Revenue Department” shall be substituted. 4. Amendment of rule 3A.- The existing third proviso to rule 3A of the said rules shall be deleted. 5. Insertion of new rule 3B.- After the existing rule 3A and before the existing rule 4 of the said rules, the following new rule 3B shall be inserted, namely: “3B. Allotment of Land for Tourism Units.- (1) For establishment and development of Tourism Units, the District Collector shall identify suitable land for the establishment of tourism units. The land so identified shall be set apart and reserved for tourism units under intimation to the Tourism Department 27 Rajasthan Tourism Unit Policy 2015 and same shall be uploaded on the web-site of the District Collector and Tourism Department. The maximum and minimum land areas to be reserved for tourism units shall be as under: S. No. Category Minimum Land Area Maximum Land Area 1 2 3 4 1. Budget Hotels and 1 to 3 stars hotels 1200 square meters Up to 4000 square meters 2. 4 stars Hotels 6000 square meters Up to 12,000 square meters 3. 5 Stars and above hotels 18000 square meters Up to 40,000 square meters 4. Other Tourism units - As per requirement/ availability (2) The reserve price for allotment of land set apart and reserved for tourism unit shall be equal to the rates recommended for assessment of market value of agriculture land by district level committee under rule 58 of the Rajasthan Stamp Rules, 2004. (3) Allotment of land for tourism units shall be made in the following manner, namely: (a) The Allotting Authority shall invite bids for allotment of land for tourism units set apart and reserved for tourism unit under sub-rule (1) through advertisement published in National and State level news paper. The reserve price for allotment of land shall be mentioned in the advertisement. (b) In case more than one bid received within the specified time period, the allotment of land shall be made through competitive bidding. In case only single bid is received in the specified time period, the allotment of land shall be made to the single bidder on the prevailing reserve price or the price offered by the bidder, whichever is higher. (c) Land allotted under this rule shall be used for establishment of tourism unit within the time limit specified as under,- (i) three years for a tourism unit having less than 200 rooms. (ii) four years for a tourism unit having more than 200 rooms. Provided that above period may, in appropriate case, further be extended for a period of one year by the prescribed authority. If the land is not used within such extended period, the 28 Rajasthan Tourism Unit Policy 2015 allotment shall be withdrawn after giving an opportunity of being heard. (d) Land allotted under this rule shall be used only for the purpose of tourism unit and not for any other purpose at least for a period of thirty years.” 6. Amendment of rule 7.- In rule 7 of the said rules, for the existing expression "industries", the expression "industries other than tourism unit" shall be substituted. 7. Amendment of Form-B.- In Form-B appended to the said rules,- (i) for the existing expression “Tourism Deptt.”, the expression “Revenue Department” shall be substituted. (ii) for the existing expression “Director, Industries/Tourism”, the expression “Director, Industries/Secretary, Revenue Department” shall be substituted. By order of the Governor, (Anil Kumar Agrawal) Joint Secretary to the Government 29 Rajasthan Tourism Unit Policy 2015 REVENUE (GROUP-6) DEPARTMENT No. F. 11(4) Rev.6/2014/21 Jaipur, Dates: 29.5.2015 Notification In excerise of the powers conferred by clause (xi-A) of sub-section (2) of section 261 read with section 90-A of the Rajasthan Land Revenue Act, 1956 (Act No. 15 of 1956), the State Government hereby makes the following rules further to amend the Rajasthan Land Revenue (Conversion of agricultural land for non-agricultural purposes in rural areas) Rules, 2007, namely: 1. Short title and commencement: (1) These rules may be called the Rajasthan Land Revenue (Conversion of agricultural land for non-agricultural purposes in rural areas) (Sixth Amendment) Rules, 2015 (2) They shall come into force at once 2. Amendment of rule 9: After the existing sub-rule (7) of rule 9 of the Rajasthan Land Revenue (Conversion of agricultural land for non-agricultural purposes in rural areas) Rules, 2007, following new sub-rule (8) shall be added, namely: “(8) Notwithstanding anything contained in sub-rule (3), (4), (5) and (6) if the prescribed authority, fails to dispose off the application of conversion of land for the establishment of tourism unit as defined in clause (r) of sub-rule (1) of rule 2 within 45 days of the receipt of the completed application along with required documents, then such land shall be deemed converted.” By order of the Governor (Anil Kumar Agarwal) Joint Secretary to the Government 30 Rajasthan Tourism Unit Policy 2015 TRANSPORT DEPARTMENT NOTIFICATION F.6(266)/Pari/Tax/Hqrs/2006/8366-79 Jaipur, Dated: 15.5.2015 In exercise of the powers conferred by sub section (1) of section 3 of Rajasthan Motor Vehicles Taxation Act 1951 (Act No.11 of 1951) and in supersession of this department's Notification No. F6(179)/pair/tax/Hqrs/95/5, dated 9.3.2015, the State Government being of the opinion that it is expedient in public interest so to do, hereby exempts fifty percent of Special Road Tax payable under section 4-B of the said Act, on the air conditioned passenger vehicles, except sleeper coach, having seating capacity more than 12 including driver, subject to the following conditions, namely: 1. that the Vehicle shall be registered in the State of Rajasthan in the name of tourist transport operator; 2. that the tourist permit of the vehicle shall be issued by competent authority of State of Rajasthan in the name of recognized tourist operator; and 3. that the tourist transport operator shall be recognized by Ministry of Tourism, Government of India or Tourism Department, Government of Rajasthan, Indian Association of Tour Operators (IATO) and Rajasthan Association of Tour Operators (RATO) and approved as such by the Transport Commissioner. This notification shall have effect from 01.5.2015 and shall remain in force upto 30.4.2018. By Order of the Governor, (Dr. Manisha Arora), Joint Secretary to Government 31 Rajasthan Tourism Unit Policy 2015 uxjh; fodkl foHkkx Øekad % i-18¼1½ufofo@i-bZ-uh-@2015 t;iqj] fnukad% 6-6-2015 i;ZVu foHkkx }kjk i;ZVu bdkbZ uhfr 2015] tkjh dh tk pqdh gSA vr% bl uhfr ds vUrxZr ifjHkkf"kr leLr i;ZVu bdkbZ;ksa ¼Hkfo"; esa i;ZVu bdkbZ uhfr esa gksus okys la'kks/kuksa dks lfEefyr djrs gq;s½ dks Hkwfe miyC/k djkus Hkw&:ikUrj.k ;k vU; NwV ,oa lqfo/kk iznku djus gsrq foHkkx }kjk tkjh iwoZ ds leLr ifji=ksa ¼i-10¼61½ufofo@3@06ikVZ fnukad 24-12-2007] 16- 04-2013] 18-03-2014 ,oa 26-03-2014½ dks vf/kØfer djrs gq; fuEukuqlkj vkns'k tkjh fd;s tkrs gS% 1 gksVykas ,oa i;ZVu bdkbZ gsrq Hkwfe vkoaVu & ¼i½ jkT; ljdkj }kjk fofHké i;ZVu bdkbZ;ksa] ftlesa leLr izdkj ds gksVy lfEefyr gS] dh LFkkiuk o fodkl gsrq Hkwfe dh miyC/krk fuEu izdkj ls dh tk;sxh & ¼v½ t;iqj@tks/kiqj@vtesj fodkl izkf/kdj.k] uxj fodkl U;klksa] uxj ikfydvksa ,oa jktLFkku vkoklu e.My }kjk i;ZVu bdkbZ;ka] ftlesa gksVy Hkh lfEefyr gS] dh LFkkiuk gsrq mi;qDr Hkwfe dk p;u dj Hkwfe cSad dh LFkkiuk dh tks;xh] ftlesa fofHké Js.kh ds gksVyksa o i;ZVu bdkbZ gsrq Hkwfe dk vkj{k.k fd;k tk;sxk% ¼1½ ctV gksVy ¼1] 2 o 3 flrkjk½ ¼2½ pkj flrkjk gksVy ¼3½ ikap flrkjk gksVy o MhyDl Js.kh ds gksVy ¼4½ vU; i;ZVu bdkbZ ¼c½ bl izdkj LFkkfir Hkwfe cSad dh lwpuk LFkkuh; fudk; ,oa i;ZVu foHkkx dh osc lkbZV ij miyC/k djk;h tk;sxhA ¼l½ fofHké Js.kh dh gksVyksa o vU; i;ZVu bdkbZ;ksa dks vf/kdre@U;wure Hkwfe {ks= dk fu/kkZj.k fuEukuqlkj fd;k tk;sxkA 32 Rajasthan Tourism Unit Policy 2015 Øa la gksVy Js.kh U;wure Hkwfe {ks= vf/kdre Hkwfe {ks= 1 ctV gksVy ¼1] 2 o 3 flrkjk½ 4000 oxZehVj rd 2 4 flrkjk 6000 oxZ ehVj rd 12]000 oxZehVj rd 3 5 flrkjk o MhyDl Js.kh 18]000 oxZ ehVj rd 40]000 oxZehVj rd 4 vU; i;ZVu bdkbZ & vko';drk@miyC/krkuqlkj  mijksDrkuqlkj i;ZVu bdkbZ gsrq vkoaVu dh nj ml {ks= dh izpfyr Mh-,y-lh- nj gksxhA  i;ZVu bdkbZ gsrq vkoaVu rqyukRed fufonk ds vk/kkj ij i;ZVu bdkbZ uhfr&2015 esa fn;s x;s izko/kkuksa ds vuq:i fd;k tkosA  bl uhfr ds vUrxZr miyC/k djkbZ xbZ Hkwfe dk mi;ksx vkxkeh 30 o"kksZa rd fu/kkZfjr mi;ksx ls vU;Fkk ugha gks ldsxkA 2- uxjh; {ks=ksa esa —f"k Hkwfe dk :ikUrj.k ¼i½ 'kgjh {ks=ksa esa —f"k Hkwfe dk :ikUrj.k jktLFkku Hkw&jktLo vf/kfu;e] 1956 dh /kkjk 90 ^,^ ds vUrxZr fd;k tk;sxkA lacaf/kr LFkkuh; fudk; ;Fkk t;iqj@tks/kiqj@vtesj fodkl izkf/kdj.k] uxj fodkl U;kl] uxj ikfydk }kjk i;ZVu bdkbZ uhfr ds rgr /kkjk 90 ^,^ ds vUrxZr —f"k Hkwfe dk v—f"k Hkwfe esa :ikUrj.k djus ij :ikUrj.k 'kqYd rFkk fodkl 'kqYd ¼vkUrfjd fodkl dk;Z Hkw[k.M+/kkjh dks Lo;a djus gksaxs½ ns; ugha gksxkA l{ke vf/kdkjh dks —f"k ls xSj —f"k ¼i;ZVu bdkbZ½ iz;kstukFkZ /kkjk 90 ^,^ ds rgr leLr dk;Zokgh vkosnu izkIr gksus ls 60 fnol dh vof/k esa iw.kZ djuh gksxhA ;fn fu/kkZfjr le; lhek 60 fnol esa :ikUrj.k vkns'k tkjh ugha fd;s tkrs gS] rks iz'uxr Hkwfe Lor% gh :ikUrfjr ekuh tkosxhA i;ZVu bdkbZ;ksa@gksVy ds laca/k esa iwoZ esa 90 *ch* ds rgr~ vuqeksfnr izdj.kksa ij Hkh ;s fj;k;rsa ykxw gksaxhA ¼ii½ Pkwafd jkT; ljdkj dh ea'kk gksVy o vU; i;ZVu bdkbZ;ksa dks d`f"k@vkS|ksfxd @vkoklh; Hkwfe ls laifjorZu fd;s tkus gsrq lEiw.kZ NwV fn;s tkus dh gS] vr% bl mn~ns'; dh izkfIr gsrq mDr Vkmuf'ki ikWfylh ,oa uxj lq/kkj U;kl ¼uxjh; Hkwfe 33 Rajasthan Tourism Unit Policy 2015 fu"iknu½ fu;e&1974 jktLFkku uxjh; {ks= ¼Hkw&mi;ksx ifjorZu½ fu;e] 2010 ds vUrxZr la'kks/ku fd;k tkrk gS fd d`f"k@vkS|ksfxd@vkoklh; Hkwfe ls leLr izdkj ds gksVyksa o vU; i;ZVu bdkbZ;ksa dh LFkkiuk ij pkgs os Vkmuf'ki ;kstuk esa Hkw[k.M gks ;k Lora= IykV gks laifjorZu] fodkl 'kqYd ¼vkUrfjd fodkl dk;Z Hkw[k.M/kkjh dks Lo;a djus gksaxs½ ,oa Hkw&mi;ksx ifjorZu 'kqYd dks i;ZVu bdkbZ uhfr tkjh gksus dh fnukad ls 5 o"kZ rd eqDr fd;k tkrk gSA 3- gSfjVst gksVYl ,oa iqjklEifRr;ksa ds laifjorZu o fu;eu ds laca/k esa% ¼i½ dk;Z'khy gSfjVst gksVYl ,oa iqjklEifRr;ksa ftudks gSfjVst gksVy ;k i;ZVu bdkbZ ds :i esa ifjofrZr fd;k tkuk izLrkfor gS muds fy, i;ZVu foHkkx }kjk izek.k i= tkjh fd;k tk;sxk] ftlds vk/kkj ij lacaf/kr uxjh; fudk; }kjk :ikUrj.k@Hkw&mi;ksx ifjorZu vkns'k tkjh fd;k tkuk vko';d gksxkA ,sls izdj.kksa esa ekLVj Iyku esa bl Hkwfe dk Hkw&mi;ksx okf.kfT;d ls fHkUu gksus ij Hkh mDr vkns'k tkjh fd;s tk ldsaxsAA ¼ii½ gSfjVst gksVy ds laca/k esa izpfyr Hkw&mi;ksx ifjorZu fu;e] 2010 esa fu/kkZfjr ekun.M+ksa ds vfrfjDr ,Q-,-vkj-] ÅapkbZ] lSVcSd o Hkw&vkPNknu esa f'kfFkyrk nh tk ldsxhA 4- iqjklEifRr;ksa eas okf.kfT;d xfrfof/k;ksa dh vuqKs;rk% jktLFkku uxjh; {ks= ¼Hkw&mi;ksx ifjorZu½ fu;e] 2010 esa fu;e 13 esa xSj okf.kfT;d Hkwfe dk okf.kfT;d Hkw&mi;ksx gsrq laifjorZu fd;s tkus ds fy, vkoklh; vkjf{kr nj dh 40 izfr'kr jkf'k Hkw&mi;ksx ifjorZu ds :i esa olwy dh tkrh gS] ysfdu gSfjVst lEifRr dks gSfjVst gksVy esa ifjofrZr djus dh fLFkfr esa fodkldrkZ dks laifjorZu 'kqqYd ,oa fodkl 'kqYd esa 'kr~ izfr'kr NwV gSA orZeku esa lapkfyr gSfjVst gksVyksa ,oa iqjklEifRr;k¡ tks gSjhVst gksVy ;k vU; i;ZVu bdkbZ esa lEifjofrZr gksuh gS] dks O;ogk;Z ¼Viable½ cukus ds fy;s jkT; ljdkj dh ea'kk ds vuq:i muds vkPNkfnr {ks=Qy ¼Ground Coverage½dk vf/kdre 10 izfr'kr vFkok 1000 oxZehVj tks Hkh de gks esa [kqnjk okf.kfT;d ¼Retail Commercial½ mi;ksx Lor% vuqKs; gksxkAA 5- dk;Z’khy i;ZVu bdkbZ;ksa dk Hkw&mi;ksx ifjorZu ,oa fu;eu% dqN gSfjVst iqjklEifÙk;ksa esa gksVy vFkok vU; i;ZVu bdkbZ fcuk vko';d Loh—fr ds 34 Rajasthan Tourism Unit Policy 2015 'kq: dj fn;s x;s gSa vkSj oks dk;Z'khy gSa] rks uohu&uhfr esa ,sls gksVyksa o i;ZVu bdkbZ;ksa dk Hkw mi;ksx ifjorZu 'kqYd ,oa fodkl 'kqYd ¼vkUrfjd fodkl dk;Z Hkw[k.M+/kkjh dks Lo;a djus gksaxs½ esa iwjh NwV nh tk;sxhA ;fn iwoZ esa fcuk okafNr Lohd`fr ds Hkw[k.M+ksa ,oa Hkouksa dk mi;ksx gksVy o vU; i;ZVu bdkbZ;ksa ds :i esa fd;k tk jgk gS] ,slh bdkbZ;ksa dk fu;eu jktLFkku uxj ikfydk ¼Hkw&mi;ksx ifjorZu½ fu;e] 2010 ds fu;e&13 ds vuq:i xq.kkoxq.k ds vk/kkj ij fu;eu 'kqYd dk 25 izfr'kr jkf'k ij fu;eu fd;k tk;sxkA 6- i;ZVu bdkbZ ds Hkou ekufp= vuqeksnu] fuekZ.k ,oa vuqKs; ,Q-,-vkj- ds laca/k esa% ¼I½ uxjh; fudk; }kjk i;ZVu bdkbZ ds Hkou ekufp= ds izdj.k iw.kZ :i ls vkosnu izkIr gksus ls 60 fnol dh vof/k esa vko';d :i ls vuqeksfnr@fu"ikfnr fd;s tk;saxsA ¼ii½ 200 dejksa rd dh i;ZVu bdkbZ dk fuekZ.k dk;Z Hkwfe :ikUrj.k@vkoaVu dh fnukad ls rhu o"kZ dh vof/k esa iw.kZ djuk gksxkA ;fn Hkou ekufp= vuqeksnu dh vko';drk gks rks 3 o"kZ dh fu/kkZfjr vof/k Hkou ekufp= vuqeksnu dh frfFk ls izkjEHk gksxhA 200 dejksa ls vf/kd dh i;ZVu bdkbZ ds fy, fuekZ.k vof/k 4 o"kZ dh gksxhA ;fn Hkou ekufp= vuqeksnu dh vko';drk gks rks vf/kdre 4 o"kZ dh vof/k Hkou ekufp= vuqeksnu dh fnukad ls izkjEHk gksxhA lacaf/kr izkf/kd`r vf/kdkjh }kjk mijksDr nksuksa izdj.kksa esa xq.kkoxq.k ds vk/kkj ij ,d o"kZ dk le; vfrfjDr iznku fd;k tk ldsxkA 7- ,Q-,-vkj-% i;ZVu bdkbZ uhfr ds rgr i;ZVu bdkbZ@gksVy izLrkfor gksus ij orZeku esa ns; vf/kdre ,Q-,-vkj- dk nksxq.kk vFkkZr~ 4-50 ,Q-,-vkj- vuqKs; gksxk] fdUrq 2-25 ,Q-,- vkj- ls vf/kd ,Q-,-vkj- izLrkfor gksus ij csVjesUV ysoh vfrfjDr ,Q-,-vkj- ij vkoklh; vkjf{kr nj ds vk/kkj ij ns; gksxhA 8- ldM+h lM+dksa ij gSfjVst gksVyksa dh vuqKs;rk% okafNr pkSM+kbZ ls de pkSM+kbZ dh lM+dksa ij fLFkr gSfjVst lEifRr;ka ftUgsa gSfjVst gksVy ds :i esa mi;ksx esa fy;k tkuk izLrkfor gks rFkk orZeku esa dk;Z'khy gSfjVst gksVYl tks U;wure okafNr pkSM+kbZ dh lM+dksa ij fLFkr ugha gS] rks ,sls gSfjVst gksVYl }kjk vU;= 40@60 QqV lM+d ij MsMhdsVsM ikfdZax miyC/k djk;s tkus rFkk ikfdZax LFky ls gksVy rd ikdZ ,.M jkbZM O;oLFkk fd;s tkus dh fLFkfr esa 40@60 QhV ls de pkSM+h lM+dksa ij gSfjVst gksVy vuqKs; gksaxsA 35 Rajasthan Tourism Unit Policy 2015 9- ch-,l-;w-ih- 'kSYVj Q.M% gSfjVst gksVy@fjlksVZ@ekWVy@,E;wtesUV ikdZ ds fy, ch-,l-;w-ih- 'kSYVj Q.M dsoy ldy fufeZr {ks=Qy ij ns; gksxkA vU; i;ZVu bdkbZ;ksa ;Fkk gksVy@dUosU'ku lsUVj@jsLVksjsUV vFkok dSQsVsfj;k vkfn ds fy, ch-,l-;w-ih- 'kSYVj Q.M izpfyr fu;ekuqlkj fy;k tkosxkA 10- i;ZVu bdkbZ gsrq lEifjofrZr ,oa vkoafVr Hkwfe dh yht jkf'k laLFkkfud iz;kstukFkZ fu/kkZfjr vkjf{kr nj ds vk/kkj ij yh tk;sxhA mDr vkns'k jkT; dh i;ZVu bdkbZ uhfr tkjh gksus dh fnukad ls jkT; ds lHkh uxjh; fudk;ksa ¼fodkl izkf/kdj.kksa@uxj fodkl U;klksa@jktLFkku vkoklu e.My@LFkkuh; fudk;ksa½ ij ykxw gksxsA mijksDr lHkh uxjh; fudk; vius Lrj ls vU; dksbZ vkns'k tkjh ugha djsxsa ,oa mDr vkns'k dh iw.kZ ikyuk lqfuf'pr djsxsaA i;ZVu bdkbZ uhfr] 2007 ds rgr vkosfnr izdj.kksa ds fy, bl uhfr ds rgr iqu% vkosnu djus dh vko';drk ugha gksxhA jkT;iky dh vkKk ls] ¼v’kksd tSu½ vfrfjDr eq[; lfpo 36 Rajasthan Tourism Unit Policy 2015 DEPARTMENT OF RURAL DEVELOPMENT AND PANCHAYATI RAJ NOTIFICATION No.F.4( )Tourism rules/Legal/PR/2015/486 Jaipur, Dated: 10.7.2015 In exercise of the powers conferred by section 102 of the Rajasthan Panchayati Raj Act, 1994 (Act No. 13 of 1994), the State Government hereby makes the following rules, namely: 1. Short title and commencement.- (1) These rules may be called the Rajasthan Panchayati Raj (Allotment, Change of Use of Land and Regularization of Abadi Land in Panchayat Area for Tourism Units) Rules, 2015. (2) They shall come into force at once. 2. Definition.- (1) In these rules, unless the context otherwise requires,- (I) "Act" means the Rajasthan Panchayati Raj Act, 1994 (Act No. 13 of 1994); (ii) "Allotting Authority" means an officer or authority, authorised by the State Government for the purpose of allotment, change of use of land and regularization of abadi land in Panchayat area for Tourism Units; (iii) "Authorised Officer" means an officer or authority, authorised by the State Government for the purpose of change of use of land and regularization; (iv) "rules" means the Rajasthan Panchayati Raj Rules, 1996; (v) "Tourism Department” means Department of Tourism, Government of Rajasthan; and (vi) “tourism unit” means a tourism project as such approved by the Department of Tourism, Government of Rajasthan or by the Ministry of Tourism, Government of India. (2) Words and expressions used but not defined in these rules have the same meanings as are respectively assigned to them in the Act and Rajasthan Panchayati Raj Rules, 1996. 3. Allotment of abadi land for tourism units.- (1) For establishment and development of tourism units, the District Collector in consultation with the Panchayati Raj Institution concern, shall identify suitable land in abadi area of a village for the establishment of tourism units and the land so identified 37 Rajasthan Tourism Unit Policy 2015 shall be set apart and reserved for tourism units under intimation to the Tourism Department and same shall be uploaded on the web-site of the District Collector, Zila Parishad, Department of Panchayati Raj and Tourism Department of Government of Rajasthan. The maximum and minimum land areas to be reserved for Tourism Units shall be as under: S. No. Category Minimum Land Area Maximum Land Area 1 2 3 4 1. Budget Hotels and 1 to 3 star hotels 1,200 square meters Up to 4,000 square meters 2. 4 star Hotels 6,000 square meters Up to 12,000 square meters 3. 5 Star and above hotels 18,000 square meters Up to 40,000 square meters 4. Other Tourism units - As per requirement/ availability (2) The reserve price for allotment of land set apart and reserved for Tourism units shall be equal to the rates recommended for assessment of market value of abadi land by district level committee (DLC) under rule 58 of the Rajasthan Stamp Rules, 2004. (3) Allotment of land for tourism units shall be made in the following manner, namely:- (a) The Allotting Authority shall invite bids for allotment of land set-apart and reserved for tourism units under sub-rule (1), through advertisement published in National and State level news paper. The reserve price for allotment of land shall be mentioned in the advertisement. (b) In case of more than one bid received within the specified time period, the allotment of land shall be made through competitive bidding. In case only single bid is received in the specified time period, the allotment of land shall be made to the single bidder on the prevailing reserve price or the price offered by the bidder, whichever is higher. (c) Land allotted under this rule shall be used for establishment of tourism unit within the time limit specified as under,- (i) three years for a tourism unit having less than 200 rooms; 38 Rajasthan Tourism Unit Policy 2015 (ii) four years for a tourism unit having more than 200 rooms: Provided that above period may, in appropriate case, further be extended for a period up to one year on payment of 0.5% per quarter of the price of the land allotted, by the officer or authority authorized by the State Government. If the land is not used within such extended period, the allotment shall be withdrawn and price paid in lieu of land shall be forfeited after giving an opportunity of being heard. (d) Land allotted under this rule shall be used only for the purpose of tourism unit and not for any other purpose at least for a period of thirty years. 4. Change of use of land of Heritage Properties into Heritage Hotels.- (1) Notwithstanding anything contained in the Rajasthan Panchayati Raj Rules, 1996, if a person holding title or any person, who lawfully holding a heritage property, situated on land in abadi area of a village, applies in writing on a plain paper to the Authorised Officer for change of use of land of Heritage Property into a Heritage Hotel along with title document and recommendation of the Department of Tourism, Government of Rajasthan, an order for change of use of land may be issued by the Authorised Officer. No charges shall be payable for change of use of land under this rule. The Heritage property allowed to be used as a Heritage Hotel under this rule may be used for commercial purpose up to maximum of 1000 sq. meters or 10 percent of plinth area of the existing heritage building whichever is less. (2) Change of use of land for the purpose of establishment of Hertage Hotel shall be permitted if there is 30 feet wide approach road is available: Provided that in case of Heritage Hotels, if parking arrangement is made available by the owner in premises or elsewhere and arrange for a dedicated alternative parking on a 40/60 feet wide road and provide for the park-and-ride system from hotel to parking place, the requirement of width of approach road shall not be applicable. (3) The person allowed to use for setting up of a Heritage Hotel under sub-rule (1) shall setup that Heritage Hotel within a period of three years: Provided that the said period may be extended by the State Government for a period of one year on the application of the person who was permitted to setup Heritage Hotel. If the said heritage property is not use within such extended period, the order permitting to setup Heritage Hotel shall be withdrawn or revoked by the Authorised Officer. (4) Notwithstanding anything contained in sub-rule (1), if the Authorised Officer, fails to 39 Rajasthan Tourism Unit Policy 2015 dispose off the application for change of use of land for the establishment of Heritage Hotel within fourty five days from the date of the receipt of the completed application along with required documents, then such change of use of land shall be deemed as allowed. 5. Change of use of land or tourism units.- (1) When any person lawfully holding abadi land in a village intend to use the same for establishment of a tourism unit, he may do so after seeking permission of the Authorised Officer. (2) Change of use of land for the purpose of establishment of tourism units shall be permitted if there is 30 feet wide approach road is available. (3) No charges for change of use of land for Tourism Unit shall be payable. (4) The person allowed to set up a tourism unit under sub-rule (1) shall establish that Tourism Unit within a period of three years: Provided that the said period may be extended by the State Government for a period of one year on the application of the person who was permitted to use the land for Tourism Unit. If the said land is not use within such extended period, the order permitting change of use of land shall be withdrawn or revoked by the Authorised Officer. (5) Notwithstanding anything contained in sub-rule (1), if the Authorised Officer, fails to dispose of the application for change of use of land for the establishment of tourism unit as defined in rule 2 within fourty five days from the date of the receipt of the completed application along with required documents, then such change of use of land shall be deemed as allowed. 6. Regularization of existing heritage Hotels.- If a person holding title or any person, who lawfully holding a heritage property and residential land and building that are running and operating as hotels without permission, situated on abadi area of a village before the commencement of the Rajasthan Panchayati Raj (Amendment) Ordinance, 2015 (Ordinance No. 3 of 2015) and fulfill the requirements as mentioned in rule 4 above, applies on plain paper for regularization of Change of use of land along with title document and recommendation of the Department of Tourism, Government of Rajasthan, an order for regularization of change of use of land may be issued by the Authorised Officer. By order of the Governor, (S. K. Solanki) Joint Secretary to the Government 40 Rajasthan Tourism Unit Policy 2015 jktLFkku ljdkj Lok;Ùk 'kklu foHkkx] jkt0 t;iqjA Øekad% i-8¼x½ ¼ ½fu;e@Mh,ych@15@12974 fnukad % 14@10@15 vkns’k jkT; ljdkj }kjk jktLFkku uxjikfydk vf/kfu;e] 2009 dh /kkjk 337 ¼1½ }kjk iznr 'kfDr;ksa dk iz;ksx djrs gq;s uxjh; fudk;ksa }kjk gksVy o jsLVksjsUV vkfn ds fy;s Qk;j ,u-vks-lh- ,d o"kZ dh vof/k ds LFkku ij nl o"kZ rd dh vof/k ds fy, tkjh fd;s tkus gsrq ,rn~}kjk Lohd`fr iznku dh tkrh gSA lacaf/kr LFkkuh; fudk; gksVy ,oa jsLVksjsUV ds ekeyksa esa nl o"kZ rd vof/k ds fy, Qk;j ,u-vks-lh- tkjh dj ldsxasA ,u-vks-lh- vof/k ds nkSjku Qk;j laca/kh okafNr fofHkUu ekin.Mksa ds fujh{k.k dh 'kfDr;ka lacaf/kr LFkkuh; fudk; esa fufgr gksxhA vkSj le; le; ij l{ke vf/kdkjh }kjk budk fujh{k.k fd;k tk ldsxkA jkT;iky dh vkKk ls] g- ¼iq:"kksÙke fc;k.kh½ funs’kd ,oa la;qDr 'kklu lfpo Øekad% i-8¼x½ ¼ ½fu;e@Mh,ych@15@12975&13355 fnukad % 14@10@15 izfrfyfi lwpukFkZ ,oa vko’;d dk;Zokgh gsrq izsf"kr gS%& 1- futh lfpo] ekuuh; ea=h egksn;] Lok;Ùk 'kklu foHkkx jkt0 t;iqjA 2- futh lfpo] izeq[k 'kklu lfpo] Lok;Ùk 'kklu foHkkx t;iqjA 41 Rajasthan Tourism Unit Policy 2015 3- futh lfpo] izeq[k 'kklu lfpo] i;ZVu foHkkx] jkt0 t;iqjA 4- ekgikSj@lHkkifr@v/;{k] uxj fuxe@ifj"kn@ikfydk,a] leLr jktLFkkuA 5- vk;qDr@vf/k’kk"kh vf/kdkjh uxj fuxe@ifj"kn@ikfydk,a] leLRk jktLFkkuA 6- v/kh{kd] jktdh; eqnz.kky;] jkt0 t;iqj dks izsf"kr dj jkti= ds vkxkeh vlk/kkj.k vad esa izdk’ku dj nl izfr;ka miyC/k djkus gsrqA 7- lqjf{kr i=koyhA g- ¼v’kksd dqekj flag½ ofj"B la;qDr fof/k ijke’khZ 42 Rajasthan Tourism Unit Policy 2015 jktLFkku ljdkj funs’kky; LFkkuh; fudk; ,oa Lok;Ùk 'kklu foHkkx Øekad% i-8¼x½ ¼ ½fu;e@Mh,ych@14@10838 fnukad % 14@09@15 vkns’k jkT; ljdkj }kjk jktLFkku uxjikfydk vf/kfu;e] 2009 dh /kkjk 337 ¼1½ }kjk iznr 'kfDr;ksa dk iz;ksx djrs gq;s uxjh; fudk;ksa }kjk gksVy o jsLVksjsUV vkfn ds fy;s tks ykbZlsUl ,d o"kZ dh vof/k ds fy, tkjh fd;s tkrs gS] mu leLr ykbZlsUlks dh oS/krk vof/k fu;ekuqlkj 10 o"kZ dk 'kqYd olwy djrs gq, 10 o"kZ rd dh vof/k ds fy;s tkjh fd;s tkus gsrq ,rn~}kjk Lohd`fr iznku dh tkrh gSA jkT;iky dh vkKk ls] g- ¼iq:"kksÙke fc;k.kh½ funs’kd ,oa la;qDr 'kklu lfpo Øekad% i-8¼x½ ¼ ½fu;e@Mh,ych@14@10839&11218 fnukad % 14@09@15 izfrfyfi lwpukFkZ ,oa vko’;d dk;Zokgh gsrq izsf"kr gS%& 1- futh lfpo] ekuuh; ea=h egksn;] Lok;Ùk 'kklu foHkkx jkt0 t;iqjA 2- futh lfpo] izeq[k 'kklu lfpo] Lok;Ùk 'kklu foHkkx t;iqjA 3- futh lfpo] izeq[k 'kklu lfpo] i;ZVu foHkkx] jkt0 t;iqjA 4- ekgikSj@lHkkifr@v/;{k] uxj fuxe@ifj"kn@ikfydk,a] leLr jktLFkkuA 5- vk;qDr@vf/k’kk"kh vf/kdkjh uxj fuxe@ifj"kn@ikfydk,a] leLRk jktLFkkuA 6- lqjf{kr i=koyhA g- ¼v’kksd dqekj flag½ ofj"B la;qDr fof/k ijke’khZ 43 44

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Telangana Tourism Policy Tourism Policy GOVERNMENT OF TELANGANA DEPARTMENT OF TOURISM GUIDE LINES TO SETUP & OPERATE HOME STAYS IN TELANGANA Commissioner / Director Department of Tourism Tank Bund Road, Near Lumbini Park, Hyderabad- 500 063 Phone: +91-40-23459282, Fax: +91-40-23222143 Email: commissioner.telanganatourism@gmail.com Web: www.telanganatourism.gov.in Government of Telangana Department of Tourism Tank Bund Road, Hyderabad - 500 063 Notice No: 1781/Homestay/C1/2016 Dated: 26.07.2016 Applications are invited from private investors, individuals to develop Home Stay establishments in Telangana. Details of applications may be downloaded from the website: www.telanganatourism.gov.in . All other details including any clarifications, amendments, etc., will be uploaded only on the website and will not be published in newspapers. Hence, applicants shall regularly visit the above website to keep themselves updated. 1. DISCLAIMER 1.1. Though adequate care has been taken in the preparation of this Guidelines, the Applicants should satisfy themselves that the document is complete in all respects. Intimation of discrepancy, if any, should be given to the commissioner / Director at the address mentioned. In case, no such intimation is received, it shall be deemed that the applicants are satisfied that the document is complete in all respects. Commissioner / Director Department of Tourism Tank Bund Road, Near Lumbini Park Hyderabad- 500 063 Phone: +91-40-23459282, Fax: +91-40-23222143 Email: commissioner.telanganatourism@gmail.com Web: www.telanganatourism.gov.in 1.2. Neither Department nor its employees nor consultants will have any liability to any prospective Applicant or any other person under the law of contract, for any loss, expense or damage which may arise from or be incurred or suffered in connection with anything contained in this document. 1.3. The applicable laws for the purpose are the laws of India. Courts of Telangana will have jurisdiction concerning or arising out of this document. 1.4. Commissioner / Director of Tourism, Dept. of Tourism reserves the right to accept or reject any applications. 2. BACKGROUND Government of Telangana’s vision is to make Telangana a quality destination through rational utilization of resources, development of innovative tourism products for Marketing the new state of Telangana and positioning it as popular Global Destination. It will emerge as one of the Top Ten Destinations of India by 2025 and Top 5 destination by 2030. Being a Progressive State, the Government of Telangana is taking necessary steps to provide an environment conducive to economic and social growth. These include formulation of investment friendly policies, creating world-class infrastructure, improving governance and taking necessary steps to attract investments into the state. With an intention of setting up of Home stays throughout the State, the Government of Telangana is inviting applications from interested individuals who wish to partner for development of Home Stays in their houses. The Government would act as a facilitator for this Scheme. Opportunity Snapshot Opportunities are abundant in the newly formed state of Telangana. The state is blessed with enormous variety of tourist attractions - Forests and Wildlife, Heritage and Culture, Pilgrimage, Rural /Tribal Culture, Handicrafts, Cuisine, Sophisticated Amusement Parks, Multiplexes. The state encompasses reasonably good core infrastructure (i.e. Power, Roads & Communications). There is tremendous scope for tourism development and has vast potential for attracting large number of tourists from across the globe. INTRODUCTION AND THE CONCEPT: Hotels and other supplementary accommodation are an integral part of a tourists visit to place and the services offered by them can make his/her visit memorable. With the aim of providing comfortable home stay facilities of standardized world class services to the tourists, and to supplement the availability of accommodation in the district head quarters, rural areas and tourist destinations, Telangana Government will classify Fully Operational rooms of Home Stay Facilities as “Telangana Tourism Home Stay Establishments”. The basic idea is to provide clean and comfortable place for foreigners and domestic tourists alike including an opportunity for foreign/domestic tourists to stay with family to experience the local customs and traditions and relish authentic Telangana Cuisine. The applicant can act as both hosts and guides to the visiting tourist. The houses have to be clean, hygienic environment with modern facilities for comfort of visitors. The applicants are supposed to Provide home cooked food. In line with the Government’s objective to providing comfortable home stay facilities of standardized world class services to the tourists, and to supplement the availability of accommodation in the district head quarters, rural areas and tourist destinations, in Telangana as hubs for domestic and international tourists. The intention of the Government is to act as a facilitator between promoters and Tourists (Customers). With this document, Government of Telangana now invites applications from interested Promoters (here after referred as “interested parties” or “applicant” in this document), who are technically and financially capable of providing existing rooms or building additional rooms at various locations of Telangana as Home Stay units. I. ROLE OF TELANGANA TOURISM : a) The project envisages a public and private sector partnership with the Government acting as a promoter. b) Telangana Tourism selects the Home stay Establishments according to a fixed norms and also benchmarks the Houses and monitors the delivery of services rendered by the units. c) Telangana Tourism will duly publicise all the approved establishments in its brochures, website and other publicity material and also promote during the tourism events wherever Telangana Tourism is participating. A directory of all such approved establishments will also be prepared, so as to enable domestic as well as foreign tourists to live in a homely environment and to take the advantage of the scheme. d) In addition, efforts will be made to organize short term training in hospitality trade to those who would opt for such training. II. IMPLEMENTATION: Advertisements for seeking applications of the “Telangana Tourism Home Stay Establishments” are released from time to time to register new units. Physical inspection of the Home stay Units is done by the Committee of officers of Telangana Tourism. Those units which fulfill the norms/conditions/requirements as per the set guidelines are then considered for registration by Telangana Tourism. III. ECONOMIC BENEFITS: Tourism always has multiplier effect and here too it was envisaged that the tourists trips and associate spending will make significant contribution to economy and improve quality of life of the host population. Home Stay Establishments will be a source of additional income to the families. Besides it provides them with an opportunity to interact socially with various kinds of visitors, elevating their social status and enriching their lives in general. IV. GUIDE LINES: 1. Telangana Tourism Home Stay will be categorized as follows a. Silver b. Gold 2. Telangana Tourism Home Stay establishments will be given only to the residential premises where the owner along with the family physically resides in the same establishment and letting out minimum one room & maximum five (5) rooms (10 beds) . 3. The scheme will be on Home Stay basis and charges will have to be levied accordingly. The type of breakfast to be offered will have to be specified, the charges will have to be displayed and the visitors will have to be informed in advance so as to avoid unnecessary dispute. 4. Once an establishment applies for classification, it will have to be ready at all times for inspection by the Classification Committee. No requests for deferment of inspection will be entertained. 5. Classification will be valid for Two years from the date of issue of orders. Further before expiry, the Home Stay Unit should apply Three(3) months in advance for renewal of the Unit. 6. Telangana Tourism Home stay Establishments applying for classification will have to provide all the information supported by required documents as per the following formats: a) Application format as at Annexure –I. b) Checklist of facilities as at Annexure –II. c) Undertaking as at Annexure –III. d) Police NOC at Annexure- IV 7. The application fees payable for classification/reclassification of Home stay will be as follows. The demand draft will have to be payable to "Commissioner / Director of Tourism, Government of Telangana, Hyderabad”. Star Category For Classification/Reclassification Silver Rs. 2,000/- Gold Rs. 4,000/- 8. An Telangana Tourism Home stay Establishment will be classified into the following two stage procedure. – a) The presence of facilities and services will be evaluated against the enclosed Checklist. (Checklist will have to be duly filled in and signed on all pages and submitted along with the application). b) The quality of facilities and services will be evaluated by the Classification Committee. Due preference will be accorded to the homes, which are able to provide Indian experience by way of local décor, authentic and exotic Indian cuisine etc. 9. The Classification Committee as specified in the guidelines will inspect and asses the home stay establishments, based on facilities and services offered. The Classification Committee will consist of the following: a) A representative of the Telangana Tourism Department b) Assistant Director, India Tourism-Hyderabad c) Principal, IHM, Hyderabad d) A representative of the concerned Police Station. e) A Representative from IATO. f) A representative from TAAI. 10. The Chairman and any 3 members will constitute quorum. The recommendation of the Committee will be approved by the Commissioner / Director of Tourism, Government of Telangana. 11. Any deficiencies/rectifications pointed out by the Classification Committee will have to be complied within the stipulated time which will be allotted in consultation with the representative /representatives of the establishment during inspection. Failure to do so will result in rejection of the application. 12. The Committee may recommend to the Commissioner / Director of Tourism, Govt. of Telangana a category either higher or lower than the one applied for. In case the category applied for is higher than the one recommended by the Committee, then the applicant will have to deposit the required fee for the recommended category. However, in case of the category recommended being lower than the one applied for, then there will be no refund of extra classification fee. 13. The Telangana Tourism Home stay Establishment will be expected to maintain required standards at all times. The Commissioner / Director of Tourism, Govt. of Telangana could authorize a surprise inspection of the establishment at any time without previous notice. 14. Any changes in the facilities of the Home stay Establishment will have to be informed to the Commissioner / Director of Tourism, Govt. of Telangana within 30 days. If any violation of this comes to the notice of the Committee then the classification will stand withdrawn/ terminated. 15. It is mandatory to maintain a visitor’s book and remarks obtained from the guests and the same is forwarded every month to Tourism Department, Government of Telangana. 16. The owner of the Home Stay is responsible for any casualty which may occur during the stay of the visitors and is liable to provide immediate medical and transportation assistance. Any loss sustained during the casualty will be compensated to the victim by the Home Stay owner. The Home Stay owner will be required to give an affidavit to this effect at the time of registration. 17. Commissioner / Director of Tourism, Govt. of Telangana may cancel the registration, if any complaint of any nature is received against the home stay owner. 18. No logo or name of the Telangana Tourism will be displayed in any form including the printed publicity material, cash receipt, letter heads, rubber stamps etc. By the Home Stay owners. Violation of this condition will attract cancellation of registration. 19. Any change in tariff, discontinuation of activity or inclusion of new activity from the tourism point of view implemented by the Home Stay owner should be conveyed to Telangana Tourism. 20. Hostels, Guest Houses, Club Houses, Paying Guest accommodation and any such type of accommodation where the owner/promoter of the establishment along with his/her family doesn’t reside within the same establishment are not eligible under this scheme. 21. Safety and security of the guests is the responsibility of the home stay owner. 22. All cases of classification would be finalized within 30 days of the application being made to the Commissioner / Director of Tourism, Govt. of Telangana in all respect. 23. In case of any dissatisfaction with the decision of the Committee, the establishment may appeal to the Commissioner / Director of Tourism, Govt. of Telangana for review and reconsideration within 30 days of receiving the communication regarding classification/ reclassification. No requests will be entertained beyond this period. 24. The rate of taxes for property, electricity and water to be paid for classified Home stay Establishments will be those prescribed by the appropriate authorities. 25. Department of Tourism, Government of Telangana reserves the right to modify the guidelines/terms and conditions from time to time. 26. The applications along with the requisite fees may be sent to:- Commissioner / Director Department of Tourism, Govt. of Telangana Tank Bund Road, Near Lumbini Park Hyderabad- 500 063 Phone: +91-40-23459282, Fax: +91-40-23222143 Email: commissioner.telanganatourism@gmail.com Web: www.telanganatourism.gov.in Annexure – I Application form for Registration of Home Stay Establishment 1. Name of the Home stay Establishment 2. Category applied for 3. Name and address of the promoters/owners with a note on their background 4. Complete postal address of the Home stay Establishment a) Tel. no b) Fax c) E-mail d) Mobile No. of the promoter 5. Distance of the Homestay Establishment in kms. from: a) Airport b) Railway Station c) City Centre d) Nearest main shopping centre e) Nearest bus stand /scheduled city bus stop 6. Details of the Home stay Establishment: (a) Whether owned or leased please enclose (copies of sale/ lease deed to be enclosed) (b) Whetherbuildingplanis approved from local authorities (copy to be enclosed) (c) Width of road on which establishment is located (d) Details of parking available in the establishment and or its vicinity (e) Plot area (Sq. mtrs.) (f) Covered area (Sq. mtrs) (g) (g) Number of rooms in the establishment (i) single-bed (size of each room) (ii) double-bed (size of each room) (h) Number of rooms (with attached bathrooms & WC) offered for letting- out under the scheme (i) Whether clearance obtained from police regarding the antecedents of the owners and proposed activity (copy to be enclosed) (j) Details of common areas for the following facilities in sq.mtr. (I) Lobby/Lounge (II) Dining space (III) Parking facilities (k) Additional facilities available if any (not mandatory) (i) Eco-friendly facilities (ii) Facilities for differently abled persons (iii) Internet Facility (l) Details of Fire Fighting Equipment/hydrants etc. if any 7. Type of food to be provided. 8. Tariff for rooms (a) Single-room (b) Double-room 9. Details of payment for registration (a) Demand Draft Number and date (b) Amount 10. Photographs of the building including interiors showing types of facilities available, bathroom, living room, bedroom, parking etc. 11. Details of enclosures 1) Note on background of the promoter 2) Particulars of family of the promoter/person authorized residing with him in the establishment giving age, profession and relationship of each with the owner/ person 3) Check list details as per Annexure II (enclose a copy of the checklist duly certified that the facilities are available in the establishment) 4) Consent of acceptance of the regulatory conditions (please enclose a copy of the prescribed undertaking as per Annexure III duly signed by the owner of the establishment) 5) Annexure IV ( Police Verification) 6) DD for Rs. The information and documents provided above are covered and authentic to the best of my knowledge Signature and Name of the owner in block letters Place: Date: Annexure II Checklist for approval & registration of “Home Stay' Establishment Sl. General Silv Gol Certification of the Observations No. er d establishment of the regarding the Classification facilities Yes/No Committee 1 Well maintained and well equipped *M M house and guest rooms with quality carpets/ area rugs/ tiles or marble flooring, furniture, fittings etc. in keeping with the traditional lifestyle. 2 Sufficient parking with adequate **D M road width 3 Guest rooms: Minimum one let-table room and maximum 5 rooms (10 beds). M M All rooms should be clean, airy, pest free, without dampness and with outside window/ ventilation. 4 Minimum floor area in sq. ft. for 120 200 each room. 5 Comfortable bed with good M M quality linen & bedding preferably of Indian design. 6 Attached Private Bathrooms with M M every room along with toiletries. 7 Minimum Size of each 30 40 bathroom in square feet. 8 WC toilet to have a seat and lid, M M toilet paper. 9 24 hours running hot & cold water M M with proper sewage Connections. 10 Water saving taps/shower D M 11 Well maintained smoke free, M M clean, hygienic, odour free, pest free kitchen. 12. Dining area serving fresh M M Continental and / or traditional Indian breakfast. 13. Good quality cutlery and M M crockery. 14 Air-conditioning / heating depending M M conditions with room temp. between degrees Centigrade in the offered room. 15 Iron with iron board on request. M M 16 Internet Connection. M M 17 A 15 amp earthed power socket D M in the guest room. 18. Telephone with extension D M facility in the room. 19. Wardrobe with at least 4 M M clothes hangers in the guest room. 20. Shelves or drawer space in the M M guest rooms. 21. Complimentary aqua-guard / M M RO/mineral water. 22. Good quality chairs, working M M table and other necessary furniture. 23. Washing Machines/dryers in the D M house with arrangements for laundry/ dry cleaning services. 24. Refrigerator in the room. D M 25. A lounge or seating D M arrangement in the lobby area. 26. Heating and cooling to be D M provided in enclosed public rooms. 27. Garbage disposal facilities as M M per Municipal laws. 28. Acceptance of cash/ cheque/ M M D.D. 29. Message facilities for guests. M M 30. Name, address and telephone M M number of doctors. 31. Left luggage facilities. M M 32. Assistance with luggage on D M request. 33. Safekeeping facilities in the D M room. 34. Smoke/heat detectors in the D D house. 35. Security guard facilities. D M 36. Maintenance of register for N M guest check-in and check-out records including passport details in case of foreign tourists. * ‘M’ stands for mandatory * ‘D’ stands for desirable Note:* The grading in the various categories will depend on the quality of accommodation, facilities and services provided. Annexure III Format for Undertaking To, The Commissioner / Director, Department of Tourism, Govt. Of Telangana, Hyderabad. UNDERTAKING I have read and understood all the terms and conditions mentioned in the guidelines with respect to the approval and registration of the Telangana Tourism Home stay Establishment and hereby agree to abide by them. The information and documents provided are correct and authentic to the best of my knowledge. Signature and name of the owner in block letters Place: Date: Annexure IV POLICE VERIFICATION This is to certify that Shri/Smt/Km ................................................……............ Son/wife/daughter of ………………………………………………………………………. ………………………………………..(address) since ………………………………(year) and an applicant applying for registration of his premises under the Telangana Tourism Home Stay of the Department of Tourism, Govt. of Telangana, bears a good reputation and that there are no adverse remarks/entries made against him/her or any members of his/her family at this Police Station. (Signature of S.H.O) along with stamp and address Date:- Place:- FORM OF REGISTER TO BE MAINTAINED BY THE OWNER OF ESTABLISHMENT S Name Age Perman Phone Nation Passport Number (a) Date From Purpose Signature l. of ent Number ality (Photo copy of and time of where the of visit N guest Address Passport & ID checking-in guest has o (s) Proof to be (b) checkin arrived enclosed) g-out Form of Notice to owners for removal of the name of his establishment from the Directory Whereas your residential premises at ..............is registered as an Establishment under Telangana Tourism Home Stay Establishment. And Whereas, it is hereby, inform you that Shri ............ has complained to the undersigned that …………………………………………………………………………………………………………………………………………………………… ………………………………………………………………………………………………… and gives you notice to show cause why action should not be taken against you, including removal of the name of your establishment from the directory and revocation of its certificate of registration, within a fortnight of the receipt of this notice, failing which it would be presumed that you have no explanation to make and thus necessary action as per law shall be taken without further notice. (……………………….) Commissioner / Director Tourism

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