Technical Assistance Consultant’s Report

PUBLIC

Project Number: 53212-001

TA Number: 9919
August 2023

Regional: Integrated and Innovative Solutions

for More Livable Cities
Pokhara Sustainable Tourism Action Plan

Prepared by ICF Consulting Services Limited

For Asian Development Bank

This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and
ADB and the Government cannot be held liable for its contents. (For project preparatory technical
assistance: All the views expressed herein may not be incorporated into the proposed project’s design.
Pokhara Sustainable Tourism Action Plan
TA-9919: Integrated and Innovative Solutions for More Livable Cities
Sub-Project 3
1 Contents
Executive Summary 3

Background and Introduction 4

STAP Purpose and Objectives 5
Tourism and City Livability 6
STAP Preparation Process 7
City Stakeholders’ Perspective 8

Lessons from the Urban Diagnostic Stage 9

How Tourism Measures Can Improve Livability in Pokhara 10
Pokhara Tourism Trends and Perspectives 11
Pokhara Tourism: An Overview 12
Tourism Assessment Findings 13
Environmental Assessment Findings 14
Transport and Finance Assessment Findings 15
Key Sector Challenges for Sustainable Tourism in Pokhara 16
Existing Policies and Programs 17
Identified Projects in Pokhara: Opportunities and Risks 18
Considerations for STAP Development 19

Vision, Strategic Objectives, and Prioritization 22

Sustainable Tourism Vision and Strategic Objectives 23
Proposed Actions 24
Prioritization Process 25

Priority Actions 26
STAP Clusters and Priority Actions 27
Priority Actions by Location 28
Cluster A: Maximize the Tourism Potential of Rivers and Streams 29
Action Cluster B: Expand Local Attractions Beyond the City Center 37
Cluster C: Improve Opportunities to Welcome and Inform Visitors 42
Cluster D: Preserve Core Tourism Assets While Enhancing the
Overall Tourist Experience 45
Cluster E: Maximize the Tourism Potential of Lakes and Lakeside
Areas 64
Summary of Priority Actions 72

Appendix 74
Executive Summary
The Sustainable Tourism Action Plan (STAP) aims to capture the
potential of sustainable tourism to improve urban livability and expand
the green economy in Pokhara. The Action Plan was developed with
support from the Asian Development Bank’s TA-9919: Integrated and
Innovative Solutions for More Livable Cities and the Nepal Urban
Resilience and Livability Improvement Project.

The STAP aligns with the strategic
goals of Pokhara Vision 2100 to
establish Pokhara as a sustainable
tourism destination by preserving its
natural and cultural heritage and
contributing to the city's economic
growth in a more diversified,
inclusive, and equitable manner. The
Action Plan recognizes that by
introducing well-designed facilities,
coordination, and technology
adaptation, sustainable tourism can
bring innovation and enrich urban
experiences that residents and
visitors can enjoy. To stay
competitive, tourism destinations
such as Pokhara must encourage
and incentivize citizens, visitors,
investors, and administrators to
prioritize nature and residents’ and
visitors’ well-being in development
planning, design, and
implementation.
A participatory approach was
adopted to identify areas of support
and practical solutions with a real
chance of implementation. This
involved extensive stakeholder
engagement as part of the
diagnostic stage and the
prioritization processes through a
roundtable discussion in June 2022
and a multi-stakeholder interactive
consultation workshop in November
of the same year.
Proposed actions are organized An estimated investment of USD70
under five strategic objectives: million and additional resources for
1. Maximize the tourism potential of capacity development measures are
fluvial assets; required to fund actions proposed in
2. Expand local attractions beyond the STAP.
the city center;
3. Improve opportunities to welcome
and inform visitors;
4. Preserve core tourism assets
while enhancing the overall tourist
experience; and
5. Maximize the tourism potential of
lakes and lakeside areas.
Fifteen priority measures have been
identified and are expected to be
delivered in up to 24 months each.
3
Chapter 1 2

Background and
Introduction

This chapter aims to provide

a clear understanding of the
Sustainable Tourism Action
Plan (STAP) by laying the
foundation for its purpose
and the process followed to
reach the final plan.

» STAP Purpose and

Objectives

» Tourism and City Livability

» STAP Preparation Process

» City Stakeholders’
Perspective

4
STAP Purpose and
Objectives
The STAP aims to capture the potential of sustainable
tourism to improve urban livability and expand the green
economy in Pokhara.

1 2 3
Improve Develop Expand
urban sustainable the green
livability economy
tourism

5
 Tourism and City Livability
» A quality and healthy urban
experience can be enjoyed
by residents and visitors.

The Pokhara tourism brand can be strengthened through » Income from tourism makes
positive experiences that benefit residents and visitors. service delivery to residents
more sustainable.

» Tourism introduces innovation

and enhances urban
experiences
through good design,
Improve
infrastructure and
Provide green, coordination, and technology
open spaces adaptation.
services

» The STAP identifies

Support resilient interventions that make tourism
Promote
and inclusive land economic growth resilient and avoid a ‘split
use municipality’ (residents vs.
visitors).
Conserve history,
Prioritize sustainable » Facilities and infrastructure
culture, and natural
urban development designed for visitors under the
heritage
STAP will benefit the wider
urban community and improve
urban livability.

6
STAP Preparation Process

3
A three-step method was followed to develop the Action
Plan, including diagnosis, prioritization, scenario
formulation, plan development, and proposals for
financing and institutions.

Step
2
STAP
Development
Step

1
Prioritization
Step

Urban
Diagnostic
7
 City Stakeholders’ Perspective
Adopting a participatory approach was an important part of identifying practical
solutions with a real chance of implementation. This involved engaging
City stakeholders understand
extensively with stakeholders during the diagnostic and prioritization stages. To
accomplish this, a roundtable discussion was held in June 2022, followed by a
opportunities and challenges
consultation workshop in November of the same year.

1 2
Jul-Aug
June
2022

• Tourism is not only about the lakeside
but about the entire Pokhara.
• There is a need to evaluate ways to
increase income generation that
benefits the local population.
• Severe traffic issues in Pokhara affect
residents and the tourism experience.
• Conservation of existing cultural and
natural resources preservation is
critical.
• The Action Plan should continue
beyond planning. It should go through
with implementation.
• Coordination among all levels of
government is necessary.
• The STAP development must involve
stakeholder engagement and consider
existing plans/ policies.
2022
• The landfill site should be correctly located
to properly operate the new airport.
• GIS data will be needed for better planning.
• The Ring Road should be constructed to
improve connectivity.
• Pokhara should be developed as a gateway
to high mountain experiences.
• Lakes should be developed in an integrated
manner.
• Irrigation systems should be restored and
measures must be taken to prevent
flooding.
• The quality of accommodations should be
enhanced significantly.
• Electric vehicles need to be brought in.
• New adventure activities should be
introduced.
• There is a need to open up new markets
to high-earning tourism activities.
Chapter 2

Lessons from the

Urban Diagnostic
Stage

This chapter presents a

summary of findings from the
Urban Diagnostic Report
which provides valuable
insights into how tourism
measures can improve
livability in Pokhara.

» How Tourism Measures

Can Improve Livability in
Pokhara
» Pokhara Tourism Trends
and Perspectives
» Considerations for STAP
Development

9
How Tourism Measures Can Sustainable Tourism

Improve Livability in Pokhara for Pokhara:

» Optimizes economic
development by capturing an
existing, ready visitor market
that creates jobs, generates
opportunities for residents,
and provides revenue for the
Pokhara Metropolitan City
(PMC).

» Has the potential to spread

benefits across all wards by
utilizing untapped attractions;

Urban » Optimizes environmental

Mobility conservation through
improved natural resource
management practices;

» Reduces or completely
Infrastructure / covers the operating and
Natural Resource Health / Physical
Nature First maintenance costs of tourism
Beautification
attractions for the PMC from
higher tourism revenues;

» Keeps the city clean and tidy,

Sustainable Behaviors and Practices and provides a sense of pride
among residents; and
To stay competitive, tourism destinations such as Pokhara promote and incentivize residents, visitors,
investors, and administrators to:
» Improves connectivity and
mobility for residents and
provides a healthy residential
environment, thus attracting a
Make mobility Build attractive Strengthen local diverse population.
Conserve the natural
resource base efficient physical spaces that and subsistence
10
respect nature economies
Pokhara Tourism Trends
and Perspectives

1 2 3 4
Tourism Environment Transport and Finance
Mobility

11
Pokhara Tourism: Demand

An Overview » Market is » Demand for investment Policy and Institutional

dominated by was understood and
leisure travel and prioritized at stakeholder Context
recreation consultations in June
and November 2022
» Low average occupancy » Policies, strategies, and
level reported » Maximized tourism plans exist but lack
potential of existing implementation (e.g.,
» Diverse international
fluvial assets existing tourism plan/
Around markets post-COVID-19
5,000 recovery plan by PMC,
dominated by the Indian » The economic benefits of
400 tourist direct jobs national level tourism
source market tourism extended beyond
standard in Pokhara strategy)
» Strong domestic market the urban core
hotels » Public institutions active/
growth (pre-COVID-19), » Enhanced assets mandated in the sector:
leisure behavior, food to welcome and PMC, Nepal Tourism
and beverage focus, inform visitors of local Board, Ministry of Culture,
rural location growth attractions Tourism and Civil Aviation,
» Absence of Chinese » Improved tourist access Annapurna Conservation
Important Economic market (pre-COVID- to lakes beyond Fewa Area Project, Federal
indirect support impact for 19) Demarcation and Mapping
Committee
to 1,000 Pokhara is
accommodation undocumented » Several private sector
Supply institutions with vocal roles
establishments in the sector: Trekking
in the » Majority tourism of » Activity expansion (e.g., Agencies Association of
Annapurna products in Ward 6 / Fewa cableway) Nepal, Restaurant and Bar
Lakeside
Association Nepal, Nepal
Conservation » Fluvial assets with Mountaineering
Area » Homogenous products/ potential as tourism Association, Hotel
Strong price competition/ copy- attractions Association Pokhara and
growth pre- cats Pokhara Tourism Council
» Central tourist area
COVID-19 » New airport containing assets to
conserve and enhance
» Absence of international
branded accommodation » Lakes and lakeside assets
with tourism potential
12
Tourism Assessment
Findings

Tourism is the second largest industry

in Pokhara, accounting for 25.4% of the
city’s total transactions.
1 Both residents and visitors
2018 2020 In 2018, the number of overnight visitors
in Pokhara was over 1 million, 60% of
whom were domestic.
In 2019, tourist arrivals grew by 2% to
1.19 million but dwindled to less than
half a million in 2020.
perceive Pokhara
peaceful and relaxing.
as
Pokhara is perceived by visitors
as a calm, relaxed, serene
place to visit. It is a gateway
to the mountains for trekking/
mountaineering, mostly for regional
and international tourists. These are
key points that the city must build
upon
3
The concentration of tourism
in certain areas and the lack
of control over development
pose a threat to the city's
natural beauty and assets.
Protecting and conserving Pokhara’s
‘Green Gold’ is essential for the
sustainability of tourism and the
livability of the city.

Tourists visit Pokhara for its natural

scenery, water activities, adventure
sports, and religious and cultural sites.
2 Chronic issues are
affecting both visitors and
residents alike.
Issues such as congestion and traffic
flow in Sarangkot, the lack of parking
Natural assets are Pokhara’s ‘green management strategies to address

gold’ that must be conserved to sustain
tourism and livability.
parking supply and demand gaps and
the lack of efficient public transport
have negative impacts on tourism in
the city 13
Environmental Assessment
Findings
Unregulated development
can lead to the
disappearance of green
spaces, open areas,
stunning views of the
Himalayas, and water
bodies, as well as
widespread air and water
pollution.
(From top to bottom) Building on the
ridge blocking view of the mountains;
Expansion of buildings along Fewa
Lake 2004-2010; Infrared image of loss
of vegetation 2017-2022
Without careful planning
and implementation of
watershed management,
siltation could cause the
loss of lakes like Fewa.
(Top) Siltation and Delta
formation in Fewa Lake
The reduction of open
spaces, grasslands, and
forests also affects the self-
reliance and way of life of
local communities, forcing
them to seek employment in
the city. (Left)
14
Transport and Finance Addressing financial
Assessment Findings constraints could
provide much-
needed
infrastructure
funding for the city.

Many residents are Pokhara’s transport Pokhara is not

already walking but the infrastructure requires utilizing its entire
infrastructure is improvements in quantity capital budget. Over
inadequate and unsafe, and quality for sustainable the last three years,
causing a shift towards tourism. PMC used less than
private vehicles. 50% of its capital
budget. Barriers to
spending must be
better understood
and capacity
developed to ensure
optimal budget
spending.

Pokhara requires
more revenue to
invest in high-priority
projects. However,
the city shares 40% of
its tax revenues with
the provincial
government.
15
Key Sector Challenges for
Sustainable Tourism in Pokhara
The STAP is designed to address these
key sector challenges:

1 3
The concentration
of tourism
in specific locations and lack of
development control is putting
natural assets at risk. It is crucial
to conserve these resources to
support sustainable tourism and
city livability.
5 7
Fewa and other lakes
are at risk
due to siltation, over-
development and a lack of
effective watershed planning
and implementation.
Inadequate and unsafe
infrastructure for
walking and cycling
is forcing a shift to the use of
private motorized vehicles,
increasing congestion and
pollution.
Local authorities
and stakeholders
must improve their
capacity
to sustainably plan, implement,
and operate facilities while
balancing sustainable tourism
and local livelihood improvement.

2 4 6
Unregulated The decline in There is insufficient
development open spaces, data
is leading to the disappearance grasslands and to effectively plan
of green and open spaces, transportation infrastructure
forests
views of the Himalayas and and facilities. Additionally,
is negatively affecting the local
water bodies, as well as tourists have limited access
community’s self-reliance and
widespread air and water to information regarding
way of life, forcing locals to
pollution. local activities.
seek work in Pokhara.

16
Existing Policies and Existing policies and programs recognize opportunities and challenges,
Programs but their implementation is limited. Multiple policies, strategies, and
plans has also led to unfocused efforts and limited program impact.
Building consensus and support around STAP-specific actions
increases the likelihood of proposed measures being implemented.

+ Underway A detailed register of tourism-related policies and programs is

being kept up-to-date and will be available as an Excel sheet.
? Needs to be
confirmed
17
 Previously-identified Investment Projects

Identified Projects in Pokhara: » Basundhara Park Development Project

Opportunities and Risks

» Begnas Lake Conservation and Beautification
Project
» Dipang Lake Conservation Project
» Khaste Neurine Lake Conservation Project
» Komagane Park Development Project
» Rupa Lake Conservation and Beautification
Project
» Integrated Solid Waste Management Project
» Mahaprabhu Dham Park Development Project
» Armalakot Homestay Project
» Regional Cultural Museum Development
» Integrated Development of Religious Temple
Environmental Economic Social » Kahudanda Tourism Development Project
» Kaskikot Tourism Development Project
» Nirmalpokhari, Bharatpokhari Homestay
Project
Presents » Regional Cultural Museum
opportunities » Sarangkot Tourism Development Project
» Senior Citizen Community Based Village
» Thulakot Tourism Development Project
» Agriculture Cold Storage and Slaughterhouse
» Seven Lake Cycle Track Project
» Industrial Area Development Project
Presents » International Convention Centre
risks
» Multistoried Corporate Tower Municipal
Building
» Mechanical Parking System
» Upgradation of Baglung Bus Terminal Project

* List reviewed in mid-2022 » Upgradation of Prithvi Chowk Bus Terminal

Project
18
» Super Specialized Hospital for infectious
Disease
Considerations for
STAP Development Key Opportunities

Pokhara decision-makers and other stakeholders

can take several steps to support sustainable
1 Conserve and protect
natural assets in and around
Pokhara, including green
spaces, forests, grasslands,
tourism and improve the city's livability. waterbodies, springs, and
biodiversity.

2
Enable and incentivize
sustainable behaviors among
residents and tourists by
Conserve &
protect providing adequate, green,
nature and safe supporting
infrastructure.

3
Enable &
incentivize Promote sustainable ways of
sustainable life in the valley.

4
behavior
Implement clean and green
development that creates a
Promote peaceful and relaxing
sustainable environment desired by locals
ways of life and tourists and promotes
experiences that do not
contribute to air and water
Implement
pollution.
green Pokhara
development 19
Considerations for Pokhara has an intricate waterways
STAP Development network extending into the wider
metropolitan areas and neighboring
provinces.
Designing and implementing from a nature-first
principle is crucial. Developing an integrated flood
risk and water supply
management approach for
Pokhara will require coordinated
planning and action at the
watershed geographical level that
includes the wider metropolitan
area and neighboring provinces.

Pokhara will require a Drainage

Masterplan and the technical
capacity to detail and implement the
plan.

Much of the metropolitan city is

exposed to earthquakes,
sinkholes, and flooding
hazards. As such, city
development must be planned
and implemented using Risk-
Sensitive Land-Use Planning
principles and tools, as well as
the appropriate building
codes.
20
Considerations for
STAP Development
• Conservation efforts are
The cost of inaction is high: irreversible damage to essential to safeguard
nature, health and safety of residents and visitors, Pokhara’s biodiversity and
unique characteristics.
and Pokhara’s tourism brand.
• There is a need to
enhance the quality of the
tourism experience within
the urban core and open
up new tourism areas.

• Adopting sustainable
practices (such as active
mobility and green
development) will enhance
city livability.

21
Chapter 3

Vision, Strategic
Objectives, and
Prioritization

This chapter articulates

the vision behind
Pokhara’s STAP
development and
outlines the strategic
objectives behind
proposed measures for
livability and
sustainable tourism.

» Sustainable Tourism
Vision and Strategic
Objectives

» Proposed Actions

» Prioritization Process

22
Sustainable Tourism Vision STAP Guiding Principles

and Strategic Objectives Optimize economic Maintain city

development to
prioritize serving the
Pokhara 2100
existing visitor
Vision market, creating job
Beautiful, safe, and opportunities, and
prosperous Pokhara generating income for
residents while
cleanliness to promote a
sense of pride among
residents.
Improve connectivity
and mobility among
residents and provide a

1
The STAP builds on the strategic goals that support Pokhara Vision
providing revenue for healthy residential
2100, which include the establishment of Pokhara as a sustainable
tourism destination by preserving its natural and cultural heritage PMC. environment to attract a
contributing to enhanced urban economic growth, which is more diverse population.

5
diversified, inclusive, and equitable. Distribute benefits
across all wards by taking
Ensure ownership by
advantage of untapped
STAP Goals
2
local stakeholders
attractions outside the

6
through partnerships
core tourist areas.
between public
1.Conserve Pokhara’s resources and 3. Improve Pokhara’s transportation
develop attractive public open spaces that
institutions, residents,
infrastructure to increase efficiency
respect Pokhara’s nature and culture.
Promote environmental businesses, experts,
and safety.

3
conservation through and academia.

2. Strengthen local and subsistence
economies and diversify Pokhara’s
tourism centers.
4.Increase and improve non-motorized
mobility options to reduce carbon
intensity from urban transportation.
7
better natural resource
management practices.
Minimize costs to
Consider and build upon
nature conservation and
traditional subsistence

4
residents by leveraging practices in new tourism
cost recovery potential investment planning.
Actions from visitors.

23
Proposed Actions

The STAP proposes several actions to support Pokhara's long-term

vision for sustainable tourism. These actions are based on the
following Strategic Objectives:

1 2 3 4 5
Maximize the Expand local Improve Preserve core Maximize the
tourism attractions opportunities tourism assets tourism
potential of beyond the city to welcome while potential of
lakes, rivers, and center to other and inform enhancing the lakes and
streams by areas to reduce visitors by overall tourist lakeside areas
preserving and congestion in the creating assets experience by by improving
enhancing their main tourist that provide improving the condition
natural value as areas and better livability and and tourism
tourist increase the information and visitor options for
attractions. economic promote local experiences in Fewa Lake and
benefits of tourist central tourist increasing
tourism. attractions. areas. access to other
24
lakes.
Prioritization Process 4 Score and rank
80+ projects
based on eight key
prioritization
criteria

1
Review current Importance/Impact,
conditions to Urgency, Cost, Benefit,
identify key issues Speed, Ease, Support,

for Pokhara’s Visibility

5
sustainability
Conduct a
Tourism, Environmental,
workshop with 50+
Transportation, Financial.
stakeholders to

2
review, discuss,
Identify projects
and best practices and rank priority
projects
to address key

6
issues
Develop detailed

3
Review project summaries of key
recommendations project elements
from previous Actions, Benefits, Costs,
studies and other Financing, Timing
stakeholders

7
Group priority
PMC, ICF, ADB, World
projects based on
Bank, JICA, KOICA, others.
common themes,
locations, and
connections

25
Chapter 4

Priority Actions

This chapter presents

priority actions and
discusses key details for
implementing these
measures for enhancing
livability and sustainable
tourism in Pokhara.

» STAP Clusters
» Priority Actions

26
STAP Clusters and Priority Actions Leveraging sustainable tourism to improve
livability through nature conservation, economic

A
growth, and green value optimization.

D
Maximize the A1 Firke Khola Corridor
tourism potential Development Project
of rivers and A2 Seti Gorge at KI Singh
streams by Preserve core D1 Lakeside and Urban Core
Bridge tourism assets
preserving and Traffic Improvements
enhancing their A3 Botanical Garden while enhancing D2 Bindabasini Area Street
Adjacent to Seti River the overall tourist

B
natural value as Redevelopment
tourist attractions. experience by
improving livability D3 Electric Vehicle
and visitor Infrastructure and Multi-
experiences in modal Hub
Expand local central tourist areas. D4 Airport–Fewa Lake
B1 Panchase Eco-
attractions development and Access Enhanced Connectivity
beyond the city B2 Sarangkot Adventure Hill D5 Fewa Lake Organic Trail
center to other and Bunds
areas to reduce
D6 Green Pokhara: Greening
congestion in the

E
Dense Urban Areas

C
main tourist areas
and increase the
economic benefits
of tourism.

Improve C1 Pokhara Entrance Maximize the E1 Inter-lake Cycle Track

opportunities to
welcome and
inform visitors by
creating assets
that provide better
information and
promote local
tourist attractions.
Park Development tourism potential
of lakes and E2 Begnas and Rupa Lakes
lakeside areas by Development
improving the High-Speed Fewa–
E3
condition and
Begnas Connectivity
tourism options for
Fewa Lake and
increasing access
to other lakes.
27
 Priority Actions
Machhapuchchhre

Annapurna
19
by Location
Madi
16

25

D6

20

B2
24
A2
Modi

1
18

B1
23
D2 3
D6
11
D5 4 13

5 A3 Legend
shma
A1
6
 9
12 GapaNapa_Boundary
D1 8

Municipal Boundary

28
10
A01 D4
Ward Boundary
 7 


22 26
Code
E3
D3-EV Infrastructure and Multi-Modal Hubs

17 
15 E2
A1-Firke Khola corridor development
14
D1-Lakeside and Urban Core Traffic Improvements
Phedikhola
D2-Bindabasini Area Street Redevelopment
31
27

30
D4-Airport – Fewa Lake Expressway
21 E1-Inter Lake Cycle Track
E3-High Speed Fewa Begnas Connectivity
Aandhikhola
29
A2-Seti River Gorge
E1
A3-Botanical Garden (Shanti Ban Batika with Seti Gorge)
Rupa B1-Panchase Integrated Tourism Development
B2-Integrated Sarangkot Development
32
C1-Pokhara Entrance Park Development
33

D5-Fewa Lake Organic bunds and Eco Trail

D6-Green Pokhara, Greening Dense Urban Areas
Arjunchaupari C1
Putalibazar E2-Begnas Lake development


Shuklagandaki

Bhirkot
Biruwa 28
Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS, NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Japan, METI, Esri China (Hong Kong), (c) OpenStreetMap contributors,
User Community

482000 489000 496000 503000 510000

Strategic Objective: A1 Firke Khola Corridor
Development
Maximize the tourism potential of Project

fluvial assets A2 Seti Gorge at KI Singh

Bridge
Cluster of Actions: A3 Botanical Garden Adjacent
to Seti River
Develop rivers and streams to enhance
their natural value as tourist attractions

29
Project A1

Firke Khola Corridor

Development Project
Action Summary Project objective To support community-driven projects
emphasizing river environment preservation.

Project scope Develop the walkable and/or cyclable corridor

area: (i) green cycle and foot track from Baglung
bus park to Adheri Kuna, (ii) river training, (iii)
clearance of river stream from encroachments,
(iv) cross drainage works, and (v) wetland
park development at Gaighat area Fewa
Lake.

Project benefits
• Enhance and protect environmental conditions
• Promote NMT (non-motorized transport)
facilities in the city
• Promote new tourism locations (some of which
could generate revenue).

Project duration Implementing Estimated project costs

agency

36 months: PMC • CAPEX: USD 5 Million

2024-2026 • OPEX: 100,000/annum
• + USD 200,000 for capacity
development
30
Project A1

Firke Khola Corridor

Development Project
Action Details

31
Project A1
Firke Khola Corridor
Development Project
Action Details
The location where
Firke Khola originates.
Cycle and walking reservations
will also prevent river
encroachment.
The narrower stretches
of the Firke Khola.
Pedestrian trails are possible
here.
Heavy urban
encroachment onto the
stream.
Community engagement will be
necessary to address this. In
some stretches alongside the
Firke Khola, community facilities
can be enhanced.
The outlet of Firke
Khola into Fewa
Lake
This is being maintained by
civil society on public land.
This presents an opportunity
for high-quality lakeside park
development.
32
Project A2

Seti Gorge at KI Singh

Bridge Project objective To develop Seti Gorge as a new hub for tourism
that diverts visitors away from the lakeside.
Action Summary
Project scope Provision of visitor infrastructure such as an
attractively designed bridge (e.g. glass floor
bridge, swing bridge).

Project benefits
• Add iconic attractions to Pokhara
and strengthen the ‘adventure’
image.
• Increase tourist flow towards the nearby
upgraded Gurkha Memorial Museum and
Annapurna Natural History Museum where the
understanding of local culture and nature can
be enhanced, as well as towards the botanical
garden.
• Improve living conditions of communities
along the stream, enhance biodiversity,
and strengthen the Pokhara tourism
brand.
Project duration Implementing Estimated project costs
agency

42 months: PMC • CAPEX: USD 10 million

2023-2027 • OPEX: 200,000/annum
• + USD 200,000 for capacity
development 33
Project A2

Seti Gorge at KI Singh

Bridge
Action Details

34
Project A3

Botanical Garden Adjacent

to Seti River Project objective To enhance the visitor experience at the Seti
Action Summary River Botanical Garden and areas to reduce
crowding in the main tourist areas; conserve
ecology and biodiversity; and create a green
park adjacent to Seti Gorge in the Ramghat
area.

Project scope Preparation of a botanical garden

masterplan, beautification, green park
development, and research and study facility
development.

Project benefits
• Create a new tourist destination in the city
• Strengthen the natural appeal of the city
• Educate visitors on conservation efforts and
“greening” of the city to enhance livability

Project duration Implementing Estimated project costs

agency

36 months: PMC • CAPEX: USD 1.5 - 2 million

2024-2027 • OPEX: 3% of capital budget/
annum
• + USD 100,000 for capacity
development
35
Project A3

Botanical garden Adjacent

to Seti River
Action Details

36
Strategic Objective: B1 Panchase Eco-
development and Access
Extend local attractions beyond
B2 Sarangkot Adventure Hill
the city center
Cluster of Actions:
Open tourism opportunities to reduce congestion in
the main tourist areas and increase economic benefits

37
Project B1

Panchase Eco-development Project objective To develop Panchase as a tourism

destination in Pokhara. The Panchase
and Access area's forest is a major water source for
agricultural use for surrounding
Action Summary communities and the primary water
source for Bhanjyang. The area can be
developed as a center for religious
pilgrimage, ecotourism, and a potential site for
traditional medicinal manufacturing.

Project scope Preparation of an Integrated Ecological

Development Plan for the Panchase area;
financial management and technical assistance
on design and implementation of infrastructure
such as hiking foot trails, religious museums,
public toilets, chautaras, temple renovation,
and organic farming; support the creation of
the Panchase Management Unit.

• Panchase will be known as a tourist

Project benefits
destination with all the corresponding facilities
and attractions
• Improved ecology and biodiversity
conservation

Project duration Implementing Estimated project costs

agency

36 months: PMC • CAPEX: USD 3 million +

2024-2027 USD 200,000 to set-up the
38
management unit
• OPEX: USD 60,000/annum
Project B1

Panchase Eco-development
and Access
Action Details

39
Project B2

Sarangkot Adventure Hill

Action Summary Project objective To provide safe and reliable access
to Sarangkot and safeguard adventure activity
operations that have shaped Pokhara as an
adventure destination.

Project scope (i) Hillside stabilization, (ii) traffic flow

management and improved tourism at activity
sites and viewpoints, (iii) expanded
connections via existing cable-way (and valley
and hill station), (iv) application of construction
codes, waste management improvements
and restriction of construction to selected sites.

Project benefits
• Improved safety in and access to the attraction
• Reduced operating costs of adventure
operators and increased revenue from local
taxes

Project duration Implementing Estimated project costs

agency

36 months: PMC • CAPEX: USD 3 million (excl.

2024-2027 cable way)
• OPEX: USD 60,000/annum
• + USD 300,000 for capacity
development
40
Project B2

Sarangkot Adventure Hill

Action Details

41
Strategic Objective: C1
Pokhara Entrance Park
Development
Improve opportunities to welcome
and inform visitors

Cluster of Actions:
Enhance the orientation experience
of tourists visiting Pokhara

C
42
Project C1

Pokhara Entrance Park

Development Project objective To build a Tourism Information Center with an
attractive park on 15 hectares of land at
Action Summary Pokhara’s entry point on the highway from the
southeast (from Kathmandu).

Project scope Provision of (i) Pokhara entrance gate, (ii)

miniature Pokhara Tourist Information Center,
(iii) herbal garden, (iv) COVID-19 memorial park,
(v) Sahid Park, (vi) riverside landscape, (vii)
children’s park, (viii) picnic spot.

Project benefits
• Additional tourism opportunity
• New destination for visitors
• Tourism Information Center

Project duration Implementing Estimated project costs

agency

24 months: PMC • CAPEX: USD 4.5 million

2024-2026 • OPEX: 90,000/annum
• + USD 100,000 for capacity
development

43
Project C1

Pokhara Entrance Park

Development
Action Details

44
Strategic Objective: D1 Lakeside and Urban Core
Traffic Improvements
Preserve core tourism assets while
D2 Bindabasini Area Street
enhancing the overall tourist experience Redevelopment

D3 Electric Vehicle Infrastructure

Cluster of Actions: and Multi-modal Hub
D4 Airport–Fewa Lake Enhanced
Improving livability and visitor Connectivity
experiences in central tourist areas D5 Fewa Lake Organic Trail and
Bunds

D6 Green Pokhara: Greening

Dense Urban Areas

D
45
88
Project D1

Lakeside and Urban Core Project objective To improve visitor and resident experience in

Traffic Improvements Ward 6 by enhancing vehicle and pedestrian

traffic measures to disperse activity
Action Summary bottlenecks and ensure the current tourism zone
remains sustainable.

Project scope Improvement of the 13-km road linking the

lakeside road, domestic airport, bus parking
areas, taxi areas, urban core business centers;
develop non-motorized transportation-friendly
infrastructure such as pedestrian walkways, bike
lanes; and improve traffic management
measures.
Project benefits
• Enhanced tourist appeal and dispersion of
tourist activity over a larger area
• Improved livability, walkability; reduced
traffic congestion; improved air quality;
and reduced GHG emissions
• Increased business revenue and municipal
taxes

Project duration Implementing Estimated project costs

agency

24 months: PMC • CAPEX USD 4 million

2024-2026 • OPEX USD 100,000/annum
• + USD 200,000 for capacity
development 46
Project D1

Lakeside and Urban Core

Traffic Improvements
Action Details

47
Project D1

Lakeside and Urban Core

Traffic Improvements
Action Details

48
Project D1
5

Lakeside and Urban Core

Traffic Improvements
Action Details

Current Issues
1 Poorly-maintained road
infrastructure without 1 2 6
signage and markings

2 Uncontrolled
intersections

3 Lack of facilities for non

motorized transport; no
pedestrian crossings
and road markings;
many taxis parked
along roadside 3 4 7
4 Poor drainage structure
(problematic to cyclists
and pedestrians)

5 Blocked footpath
6 Discontinued footpath
7 Lack of pedestrian-
friendly crossings

49
Project D1
Lakeside and Urban Core
Traffic Improvements
Action Details
1 Designated pedestrian and cycle
lanes
2 One way routes
3 Vehicular and non-motorized
infrastructure

4 Street furniture and landscaping

(soft and hard)
Proposed Action Components
5 Upgraded planned services--
1 5 7 lighting, drainage, electric and
telecom cables

6 Improved signage, road markings,

intersections, signaling, planned
signage system for all travel
modes
7 Traffic management measures
(raised crossings, roundabouts,
speed tables, etc.)

8 Parking infrastructure, vending

stations and kiosks, landscaped
vending spaces along with well
10 6 8
designed street furniture
integrated with pedestrian and
cyclist infrastructure
9 Designated bus and taxi
parking areas

10 Building codes and zoning to

remove illegal structures and
barriers, and encourage barrier-free
infrastructure to ensure accessibility
for all 50
Project D1 1 1.5 km of Baidam Rd from
Durga Bhawani Mandir to
Lakeside and Urban Core Hallan Chowk

Traffic Improvements 2 1 km of Fewa Marga from

Hallan Chowk to Jarebar
Action Details 1 km of Fewa Marga from
3
Jarebar to Zero Km Pokhara

Proposed Action Components 4 1.5 km of Fewa Marga from

Zero Km Pokhara to Prithvi
Rajmarga Bus Stop

5 2.5 km of Lakeside Rd from

Hallan Chowk to Sahid Chowk
1
6 0.5 km of Thado Pasal Path
from Jarebar to Trekking
Agencies Association of Nepal
2 3 4
7 1 km from Trekking Agencies
Association of Nepal to Sahid
6 Chowk

8 1.5 km of Sugam Marga from

Zero Km Pokhara to Sahid
5 Chowk
7 8
10 9 1 km from Sahid Chowk to
Tourist Bus Park and Pokhara
Domestic Airport

9 10 1.5 km of Siddhartha Hwy

from Pokhara Domestic
Airport to Prithvi Chowk

https://goo.gl/maps/UfR35a4FRd1rLaR88 Total: 13 km 51
Project D2

Bindabasini Area Street

Redevelopment Project objective To complete the street spanning from
Bindhyabasini to Siddhartha Chowk (around 1.5
Action Summary km).

Project scope Support the development of plans for the 1.5-

km-stretch street in the Bindabasini area with:
(i) improved facilities for NMTs and universal
access, (ii) street lighting, and (iii)
development of pickup and drop-off facilities at
both ends of the street section; and support
street planning and design including exploring
options for partially or fully pedestrianizing this
street and designing streets using heritage
elements
Project benefits
• Additional cultural/heritage/religious tourism
opportunity which supports the shift from
motorised to non-motorised transport.

Project duration Implementing Estimated project costs

agency

24 months: PMC • CAPEX: USD 1.5 million

2025-2026 • OPEX: USD 30,000/annum
• + USD 150,000 for capacity
development

52
Project D2

Bindabasini Area Street

Redevelopment
Action Details

53
Project D3

Electric Vehicle Infrastructure

and Multi-modal Hub Project objective To develop policies and incentives to support
electric vehicle adoption, including spurring
Action Summary private investment; selecting optimal locations
for charging stations; upgrading the power
grid, subsidizing and installing charging
stations for buses, taxis, and the public; and
providing subsidies for companies to purchase
electric vehicles and charging stations.
Project scope Support electric vehicle adoption (i) develop
Electric Vehicle Policy, Plan, and Projects to
guide and support electric vehicle adoption, (ii)
install 150 charging stations for buses, taxis, and
private vehicles, and (iii) provide incentives to
electrify 100 buses and taxis.

Project benefits
• Air quality improvements
• Health benefits
• Operational cost savings

Project duration Implementing Estimated project costs

agency

48 months: PMC • CAPEX : USD 9.5 million

2023-2026 • OPEX: USD 180,000/annum
• +USD 0.5 million annually for
capacity development 54
Project D3

Electric Vehicle Infrastructure

and Multi-modal Hub
Action Details

This action includes (i) developing Electric Vehicle Policy, Plan, and Projects to guide and support
electric vehicle adoption, (ii) installing 150 EV charging stations for buses, taxis, and private vehicles,
and (iii) providing incentives to electrify 100 buses and taxis.

55
 Project D3

Electric Vehicle Infrastructure Proposed Action

and Multi-modal Hub Components
Action Details
EV Node at the Entrance Park EV Charging Station at
» Develop parking area for bus and taxi the Tourist Bus Park
parking, public EV charging, and
bikeshare hub
Bikeshare Hub at the
Basundhara Park
Multi-modal Node at
International Airport Multimodal Node at
» Expand parking area to the northeast to
Hallan Chowk
allow more bus, taxi, rickshaw parking,
Prithvi Chowk bus
bikeshare hub » Main multimodal hub for the Lakeside
terminal
Hallan Chowk - EV buses & taxis » Expand parking area to the northeast
- EV taxis - Public EV charging
- Public EV charging - Bikeshare hub to allow more bus and taxi parking,
- Bike/scooter rental Multi-modal Node at the public EV charging, and a bikeshare
(existing)
Prithvi Chowk Bus Terminal hub
Basundhara Park
- Bikeshare hub » Main multimodal hub for urban core
Tourist Bus Park
- EV buses & taxis
» Expand parking area to northeast to allow
- Public EV charging more bus and taxi parking, public EV
- Bikeshare hub charging, bikeshare hub
Domestic Airport International Airport
- EV buses & taxis - EV buses & taxis
- Public EV charging - Public EV charging
- Bikeshare hub
- Bikeshare hub
Multi-modal Node at the
Domestic Airport
» Expand parking area to northeast to
allow more taxi parking, EV charging
Entrance Park
- EV buses & taxis
- Public EV charging
» Easy service to International Mountain
- Bikeshare hub Museum, Devi’s Fall

» Access to the west side of Fewa Lake

(World Peace Pagoda, Pavilions resorts,
Lord Shiva statute, etc.) 56
Project D4

Airport–Fewa Lake
Enhanced Connectivity
Action Summary

Project objective To enhance connectivity (speed and reliability)

between the airport and the Fewa Lake area,
and improve the visitor experience in Pokhara.

Project scope Support the technical study to select the

best alignment for the airport expressway

Project benefits
• Reduced traffic congestion
• Reduced emissions
• Improved road safety

Project duration Implementing Estimated project costs

agency

Pokara International
Airport 24 months PMC • CAPEX: USD 650,000
• OPEX: USD 13,000/annum
* Note cost is for study and
technical assistance only, and
does not include capital costs
for selected option.
57
Project D4

Airport–Fewa Lake
Enhanced Connectivity
Action Details

58
Project D4

Airport–Fewa Lake
Enhanced Connectivity
Action Details

59
Project D5

Fewa Lake Organic Trail Project objective To strengthen the integrated development of

and Bunds Fewa Lake periphery areas as major tourism

attraction points, with a focus on the
Action Summary conservation and protection of the Ramsar
wetland area.

Project scope Develop an organic / eco-foot trail from

damside to the World Peace Stupa through
Raniban; create a foot trail and cycle track
around Fewa Lake; and implement an urban
beach restoration at Sedi, including lake
beautification and cleaning.
Project benefits
• Restoration of the urban beach
• Greenery development
• Conservation and protection of the wetland
area
• Eco-trail development
• Promote the health and hygiene of
residents and tourists
• Enhance appropriate livelihoods within
the Ramsar site

Project duration Implementing Estimated project costs

agency

36 months: PMC • CAPEX: USD 4 million

2024-2027 • OPEX: USD 80,000/annum
• + USD 200,000 for capacity
development 60
Project D5

Fewa Lake Organic Trail

and Bunds
Action Details

61
Project D6

Green Pokhara: Greening

Dense Urban Areas Project objective To promote ecological conservation,
green space and green belt development,
Action Summary and conservation of waterbodies.

Project scope Environment and ecological conservation

through green development, conservation
of water bodies in urban core wards 1-6, in
combination with street redevelopment

Project benefits
• Reduced GHG emissions
• Increased aesthetic value
• Urban area conservation and urban renewal,
including green space development
• Community involvement
Project duration Implementing Estimated project costs
agency

36 months: PMC • CAPEX: USD 1.5 – 2.5

2024-2027 million
• OPEX: USD 40,000/annum
• + USD 350,000 for capacity
development

62
Project D6

Green Pokhara: Greening

Dense Urban Areas
Action Details

63
Strategic Objective: E1 Inter-lake Cycle Track

Maximize the tourism potential of E2 Begnas and Rupa Lakes

Development
lakes and lakeside areas E3 High-Speed Fewa–Begnas
Cluster of Actions: Connectivity

Improve the condition and tourism options

for Fewa Lake and increasing access to
other lakes

64
Project E1

Inter-lake Cycle Track

Action Summary Project objective To enhance the existing 85-km lake-to-lake
cycle track by developing and improving
facilities for cycling and walking.

Project scope To improve the identified cycle track in both

urban and rural settings, several measures
will be taken: (i) separating cycle and
motorized traffic in the urban core through at-
grade cycle lane definition (8 km), (ii)
upgrading the riding surface of selected
priority sections of the unpaved route (20 km),
(iii) installing road signage, and (iv) improving
10 service points along the cycle route.

Project benefits
• Shift from motorised to non- motorised
transport supported, and cycling culture
promoted
• Additional adventure tourism opportunity
created
• Traffic congestion and GHG emissions reduced
Project duration Implementing Estimated project costs
agency

36 months: PMC • CAPEX: USD 6 million

2024-2027 • + USD 100,000 for capacity
development
65
Project E1

Inter-lake Cycle Track

Action Details

66
Project E1

Inter-lake Cycle Track Tourist

Action Details attractions

along the
southern
segment of the
cycle route

Tourist
attractions
along the
northern
segment of the
cycle route

N
Proposed lake-to-lake
cycle route with
service points

67
Project E2

Begnas and Rupa Lakes

Development Project objective To provide a more authentic, serene,
and nature-based tourism destination to
Action Summary complement the more adventurous and high-
volume Fewa Lake offerings.

Project scope (i) Provision of clear zonation for licensing

tourism and non-motorized recreational
ventures, (ii) provision of access infrastructure
(parking, jetties, shelter, walkways) and
appropriate waste management facilities
To the lakes, (iii) linking infrastructure
between all lakes by foot and bicycle trails,
signage, and management (restriction
to motorized cycles), and (iv) provision
of designated e-buses from Pokhara.

Project benefits
• Improved length of stay
• Higher value tourism ventures (increase in tax
revenues)
• Job creation and improved sustainability
image of the destination

Project duration Implementing Estimated project costs

agency

36 months: PMC • CAPEX: USD 10 million

2024-2027 • + USD 250,000 for capacity
development
68
Project E2

Begnas and Rupa Lakes

Development
Action Details

69
Project E3

High-Speed Fewa–Begnas
Connectivity Project objective To upgrade existing roads to accommodate
high-speed bus routes.
Action Summary
Project scope To develop an e-bus shuttle service
between Fewa and Begnas Lakes,
provide dedicated bus lanes at
intersections along the route, and
implement road expansion from Prithvi
Chowk to Fewa Lake to accommodate the
proposed shuttle service.
Project benefits
• Reduced traffic congestion and GHG emissions
• Improved road safety
• Reduced tourist pressure on Fewa Lake
• Increased tourism economic benefits in
the Begnas Lake area

Project duration Implementing Estimated project costs

agency

42 months PMC • CAPEX: USD 4 million

• OPEX: USD 100,000/annum
• + USD 100,000 for capacity
development

70
Project E3

High-Speed Fewa–Begnas
Connectivity
Action Details

71
 Summary of Priority Actions Implementing Agency for all actions: PMC

A1 Firke Khola Corridor Development Project 36 5.0 100 200

A2 Seti Gorge at KI Singh Bridge 42 10.0 200 200

A3 Botanical Garden Adjacent to Seti River 36 3% of capital

1.5-2.0 100
budget

B1 Panchase Eco-development and Access 36 3.2 60 -

B2 Sarangkot Adventure Hill* 36 3.0 60 300

C1 Pokhara Entrance Park Development 24 4.5 90 100

D1 Lakeside and Urban Core Traffic 24 4.0 100 200

Improvements

D2 Bindabasini Area Street 24 1.5 30 150

Redevelopment

D3 Electric Vehicle Infrastructure 48 9.5 180 500

and Multi-modal Hub

D4 Airport–Fewa Lake Enhanced 24 0.65 13 -

Connectivity**

D5 Fewa Lake Organic Trail and Bunds 36 4.0 80 200

D6 Green Pokhara: Greening Dense Urban Areas 36 1.5-2.5 40 350

E1 Inter-lake Cycle Track 36 6.0 100 -

E2 Begnas and Rupa Lakes Development 36 10.0 - 250

E3 High-Speed Fewa–Begnas Connectivity 42 4.0 100 100

* CAPEX cost excludes cable way

** CAPEX is for study and technical assistance only Duration (months) CAPEX (USD millions) OPEX (USD thousands) Capacity Development (USD
thousands)/annum
NOTES
1 Cover image: Shambhavi Basnet, 2022 19 D13 Images: SGArchitects, New Delhi 2022
2 Section image: Photo by Ajeet Manandhar on Unsplash 20 D13 Images: SGArchitects, New Delhi 2022
3 Photo by Roberto Nickson on Unsplash 21 D9
4 Image: Ripin Kalra 2022 22 D5
5 Sources: Sentinel-2 L2A Satellite Imagery; Source: Watson, C. Scott, 23 D11
et al. “Shrinkage of Nepal’s second largest lake (Phewa tal) due
to watershed degradation and increased sediment influx.” Remote 24 D3
Sensing 11.4 (2019): 444. https://www.mdpi.com/2072-4292/11/4/444/
pdf?version=1550730567; Image: Ripin Kalra 2022; Source: Watson, 25 D4
C. Scott, et al. “Shrinkage of Nepal’s second largest lake (Phewa tal)
26 E7
due to watershed degradation and increased sediment influx.” Remote
Sensing 11.4 (2019): 444. 27 E7-a
6 Sources: STAP team; Image: Ripin Kalra 2022; Image: Ripin Kalra 28 E15
2022 29 E10

7 Image: Ripin Kalra 2022

8 Cluster Images: Ripin Kalra 2022

9 Prioritization Slide Images: Ripin Kalra 2022

10 Map: Sunita Duwal, 2022

11 A1

12 Images: Ripin Kalra 2022

13 A14

14 A6

15 B2

16 B12

17 C8

18 D13 Images: SGArchitects, New Delhi 2022

73
 APPENDIX
Vision 2100
for Pokhara
Metropolitan City
Upon restructuring of the state through the new federal system of
governance, Pokhara has emerged as Nepal’s largest metropolitan city
outside of the Kathmandu Valley and is designated as the capital city of
Gandaki Province. In this context, the Pokhara Metropolitan City
administration has initiated a process to develop its long-term vision:
“Pokhara 2040” or “Pokhara 2100” (in Bikram Sambat), and the associated
inclusive local economic development (ILED) strategies and plans. Sudridh-
NURP (Nepal Urban Resilience Program) funded by DFID, working for
and with PMC (as an embedded team) has facilitated the exercise in close
consultation with the federal Ministry of Urban Development (MoUD) and Initially, a background study of the metropolitan city’s socio-economic
other stakeholders. status was done, and initial consultations with elected officials were held.
Information on past development initiatives and major projects and
The concept paper on long-term vision and strategic plan has been programs was collected. At the same time, previous planning efforts,
prepared with the support of the task force established under the executive lessons learned, and opportunities and constraints in the face of
committee chaired by the mayor. The task force included representatives restructured governance were also reviewed.
from both the public and private sectors. Various experts and stakeholders
were consulted through FGDs, KIIs, and Workshops to prepare this vision An introductory and orientation workshop was conducted in which elected
concept paper. officials, municipal staff, and other stakeholders were invited, and the
approach for developing the vision was approved. An Executive Committee
The purpose of developing the concept paper is to comprehend the path and a task force were also formed to conclude this workshop. Interactions
required for the city’s development for the next 25 years, to make Pokhara’s and consultations were held with experts from various fields, including
economic growth more sustainable, resilient, and inclusive while identifying economic development, urban and regional planning, socio-cultural
the city’s lead sectors, and to determine the guiding principles for the city’s development, journalism, politics, and academia. The participants in the
periodic plan, sectoral strategies, and programs. vision workshop were selected and approved by the task force under the
direction of the Executive Committee. The task force also selected and
Pokhara Metropolitan City has adopted an innovative and participatory approved different thematic presenters for the workshop.
methodology for preparing the concept paper on “Pokhara 2100”, the details
of which are shown on the next page. 74
The following guiding questions were provided to the presenters:
Major Question:
How should Pokhara Metropolitan City be shaped in the next 20-30 years
to establish its identity at the national level and provide a better place to
work, live, and prosper for each caste, creed, and section of society?
Sub Questions:
1. What is the major identity of Pokhara, and how is it being evolved?
2. What are Pokhara's major risks, constraints, and potentials in terms of
economy, socio-cultural tenets, environment, climate change, and
disaster management?
3. How are the inclusive governance and institutional systems being
developed?
4. How do you see the development prospects of Pokhara in the federal
governance system?
5. Where do you want Pokhara to be in the national and international
context?
6. What major strategic interventions do you propose to achieve
Development for All (marginalized, poor, disabled, women, children,
senior citizens, LGBTQIA+)?
Based on the presentations of different experts, feedback, and
suggestions collected during the workshop, KIIs, and FGDs, as well as
the review of the current situation, opportunities, and constraints, the
long-term vision for “Pokhara 2100” has been proposed as “Beautiful,
Safe and Prosperous Pokhara”.
To turn the above-mentioned vision statement into reality, Pokhara
Metropolitan City will need to be rejuvenated as a beautiful, safe, and
prosperous city not only at the national level but also at the international
level by making notable improvements in its current economic condition,
infrastructure development, urban safety, and governance sectors. The
following objectives have been specified to achieve this goal:
» To enhance the urban economic growth by making it more diversified,
inclusive, and equitable;
» To establish easy access for citizens to urban services and facilities by
making urban infrastructure and buildings resilient and well organized;
» To establish Pokhara Metropolitan City as a sustainable tourism
destination by preserving its natural and cultural heritage;
» To distinguish Pokhara Metropolitan City as an ideal city by fostering
social harmony, coherence, and coexistence among the citizens; and
» To ensure good governance by preparing necessary policies and acts
and institutional structure and developing enabled and motivated human
resources.
A number of sectoral goals, objectives, and strategies under five themes
are presented in the concept paper to fulfill the above-mentioned
objectives. These are (i) Inclusive Local Economic Development, (ii)
Infrastructure and Urban Development, (iii) Social Development, (iv)
Environment, Disaster Management and Climate Change Adaptation,
and (v) Governance. The objectives and strategies formulated for each of
these sectors are described below.
1. Inclusive Local Economic Development
The objectives of inclusive local economic development revolve around
increasing the diverse local economic opportunities primarily through
tourism, agro-processing and industry; formulating plans to strengthen
market systems for boosting environment-friendly inclusive local
economic activities and investments; and developing the city as a tourism
hub with linkages through improved infrastructure. Commercializing
agriculture, forestry, and livestock using the latest technologies and
necessary infrastructures; phasing in schemes for remittance to be
channeled into economically productive investments; promoting small
and medium enterprises and increasing participation of marginalized
groups; incentivizing youth and women to engage in innovative
businesses; and ensuring the inclusion of socially excluded groups in the
economic opportunities by increasing their access to policy-making
decisions are some of the major strategies proposed under this sector.
75
2. Infrastructure and Urban Development
The infrastructure and urban development objectives focus on fostering
simplified and well-facilitated environment-friendly urbanization; delivering
well-organized nature-friendly housing programs; and developing citizen-
friendly resilient urban infrastructures. Promoting action plans and
investments based on studies and analysis of risk-sensitive land use
policies and infrastructure; adopting disaster resilient measures in
building and infrastructure construction; developing integrated settlement
development; and providing quality and resilience-focused by-laws for
settlement development and infrastructure are some of the proposed
major strategies.
3. Environment, Disaster Management and Climate Change
Adaptation
Making society more sensitive towards the environment; integrating solid
waste management; and promoting environment-friendly technology in
industries and transportation are the objectives developed for the
environment, disaster management, and climate change adaptation
sector. The strategies hinge on implementing climate change adaptation
programs as per federal programs; imposing minimum buffer zones
around environment-sensitive areas; promoting circular economy through
reuse/recycling of household, commercial, and industrial waste; and
encouraging the use of cycle and walking by promoting mixed land use.
4. Social Development
Provision of innovative, competitive, and productive education carrying
social emotions, as well as moral values; provision of quality health
services; and ensuring participation of women, people with disabilities,
and marginalized communities in decision-making for all institutions in the
municipality are the objectives under the social development sector. The
strategies to achieve these objectives relate to upgrading community
schools into international-level schools; ensuring higher education to all
according to their aptitude; providing free basic health services at the
ward level; providing subsidized health insurance services to poor and
marginalized communities; emphasizing independence for women by
promoting education and skills development; and developing as well as
implementing necessary policies for protection of rights of people with
disability.
5. Governance
The major objectives of achieving good governance are to make quality
public services accessible to all, to render the development process
efficient by making public income and expenditure well managed and
transparent, and to encourage government staff to be responsible for
their duties by scientific evaluation of their works. Some of the major
strategies proposed are increasing institutional capacity based on gender
equity, inclusiveness, and use of technology; strengthening IT-based
financial management of the municipality; doing public audits of municipal
income and expenses; and arranging for prize/ punishment for municipal
staff as per their work evaluation.
Inclusiveness of all classes of people and gender equity have been
emphasized in all the strategies proposed under each sector by
accentuating that accessibility to all services has to be ensured. Similarly,
resilience in terms of physical and social aspects has been highlighted
throughout the objectives and strategies by underlining the importance of
sustainable business practices, resilient infrastructure, and social
coherence.
It can be hoped that these thematic goals, objectives, and strategies will
facilitate the Pokhara Metropolitan City Office in preparing the annual
plans and programs together with the commensurate budget. A City
Planning Commission (CPC) of Pokhara has been recently established
with experts from different backgrounds as its members. In this context,
Sudridh-NURP and CPC can work together to detail this strategic
document and develop a periodic plan to further Pokhara Metropolitan
City's progress.
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Pokhara Sustainable Tourism Action Plan
Sustainable tourism is a significant driver of economic development in many world cities. But there
is a need to ensure that tourism is also a driver of enhanced urban livability and expansion of the
green economy in cities such as Pokhara. Nepal’s second city, Pokhara is a significant destination
and gateway to Himalayas and has experienced a significant urban development and expansion.
Chronic urban problems arising from the speed and trajectory of Pokhara’s development now
undercut its livability, diminish the experience of both residents and tourists, and degrade the
natural ‘green and blue gold’ assets that make Pokhara special. Adopting the Pokhara 2100 vision
for a beautiful, safe and prosperous, the Sustainable Tourism Action Plan presents 15 high priority
actions for implementation within 10 years. These actions range from strengthening tourism
attractions away from the centre to encourage better tourism dispersal management, to better
mobility and connectivity within Pokhara and between Begnas and Rupa lakes.

Other outputs from TA-919 Integrated and Innovative Solutions for More Livable Cities
• Almaty Clean Air Action Plan
• Bishkek Clean Air Action Plan
• Actions for a Competitive Bavet
• Sargodha Green Transformation Action Plan
• Pokhara Sustainable Tourism Action Plan
• Coastal Towns of Bangladesh: Guideline for climate resilient, gender and socially inclusive
public open spaces
• Livability Profile for Pontianak City, Indonesia
• Livability Profile for Semarang City, Indonesia

About the Asian Development Bank

ADB is committed to achieving a prosperous, inclusive, resilient, and sustainable Asia and the Pacific, while
sustaining its efforts to eradicate extreme poverty. Established in 1966, it is owned by 67 members from the
region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity
investments, guarantees, grants, and technical assistance.