A Draft Report on

Impact Evaluation of Homestay in Nepal

Submitted to:
Taragaun Development Committee
Tahachal, Kathmandu

June 2020

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Team Composition
Tilak Kumar Dhakal Tourism Expert (Team Leader)
Pushpa Raj Bhurtyal Agriculture Expert
Suvash Devkota Socio Economic Expert
Dr. Roshan Sherchan Environment and Natural Resource Management Expert

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 Acknowledgments

The Study Team would express deep sense of gratitude to the Taragaun Development Board,
Tahachal, Kathmandu particularly Chairperson, Mr. Prahlad Neupane for entrusting us this
important assignment of impact evaluation of homestay in Nepal.

We thank Mr. Ghanshyam Dhakal, Senior Section Officer for coordinating for field works and
providing valuable insights and experiences.

Similarly, valuable inputs of HOSAN is highly appreciated including all provincial Ministries,
Division Forest Offices, Tourism Offices, NGOs, civil society organizations and homestay units.
The warm hospitality and authentic foods served by homestay are worth mentioning.

Without the supports of homestay and key stakeholders, it would not have been possible to
accomplish the assignment successfully.

Tilak Kumar Dhakal

Team Leader

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Table of Contents

1. Introduction..........................................................................................................................6
2. Objectives ........................................................................................................................8
2.1 General Objective ..........................................................................................................8
2.2 Specific Objectives .........................................................................................................8
3.Study methodologies ............................................................................................................9
3.1 Literature Review ...........................................................................................................9
3.2 Primary Data Collection .................................................................................................9
4. Outcomes of impact evaluation..........................................................................................11
4.1. Shreeantu Danda Community Homestay, Suryodaya municipality, Ilam .....................11
4.2. Namje Thumki Community Homestay, Sagurigadi rural municipality, Dhankuta ..........13
4.3. Mangshebung Community Homestay, Ilam .................................................................14
4.5. Piprahar Community Homestay, Devchuli, Chitwan ....................................................16
4.6. Sunakhari Homestay, Thori rural municipality, Subarnapur, Parsa ..............................18
4.7 Ayodhyapuri community homestay, Madi valley, Chitwan ............................................19
4.8 Amaltari Buffer Zone Community Homestay, Kawasoti-15, Baghkhor, Nawalpur .........20
4.9 Samudayeek Krishi Homestay, Madan Pokhara, Palpa ...............................................21
4.10 Sirubari Community Homestay, Adhikhola rural municipality, Syangja .......................22
4.11 Aapswara Dalit Community Homestay, Tanahu .........................................................24
4.12 Bankariya Community Homestay, Manahari rural municipality, Makawanpur .............25
4.13 Rana Tharu community home stay, Kanchanpur........................................................26
4.14 Khata Jaibik Marga Homestay, Dalla, Bardiya ............................................................27
4.15 Bijaysal Community Homestay, Kanchanpur ..............................................................29
4.16 Gaver Valley Community Homestay, Banke ...............................................................30
4.17 Bhada Tharu Community Homestay, Kailali ...............................................................32
4.18 Patalganga Tharu Homestay, Surkhet........................................................................33
5. Consultation Meetings .......................................................................................................34
5.1 Consultation Meeting with Tourism Development Project, Hetauda .............................34
5.2 Consultation Meeting with Hariyo Ban Project, WWF Nepal and CARE, Pokhara ........34
5.3 Consultation Meeting with Forest Director, Ministry of Industry, Tourism, Forest and
Environment, Pokhara........................................................................................................35
5.4 Consultation Meeting with Home Stay Association of Nepal (HOSAN), Kathmandu .....36

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 5.5 Meeting with ward chair-13, Byas municipality, Tanahu ...............................................37
6. Contribution of homestay in total household income (direct economic benefits) ................39
7. Sustainability Analysis .......................................................................................................41
7.1 Ayodhyapuri Community Homestay, Madi ....................................................................43
7.2 Amaltari Community Homestay, Nawalpur ...................................................................44
7.3 Sirubari Community Homestay, Syangja ......................................................................45
7.4 Shree Antu Danda Community Homestay ....................................................................45
7.5 Khata Jaibik Marga Community Home Stay, Bardiya ...................................................46
7.6 Rana Tharu Community Home Stay, Kanchanpur ........................................................46
7.7 Aggregate Sustainability Assessment ..........................................................................47
8 Conclusions ........................................................................................................................49
9 Key Recommendations.......................................................................................................51
9.1 Policy Recommendation .............................................................................................51
9.2 Site specific recommendation ..........................................................................................52

Annexes ................................................................................................................................53
Annex-1: Field itinerary ......................................................................................................53
Annex-2: List of individuals/institutions consulted (27 February to 22 March, 2020) ...........54
Annex-3: Sustainability Assessment ..................................................................................66
Annex-4: Questionnaire set ................................................................................................76

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1. Introduction

Nepal is endowed with the outstanding natural and cultural attractions, such as Mt. Everest,
Lumbini and numerous sites for adventure tourism and holds the huge tourism potentials for its
economic growth. Historically, Nepal was formally opened to the international tourist market in
early 1950s with the successful ascend of Mt. Everest by Tenzing N. Sherpa and Sir Edmund
Hilary, creating the image of Nepal as an adventure destination. However, the planned tourism
development efforts in Nepal started only in 1972 with the formulation of first tourism master plan
which was also called German Master Plan and subsequently Tourism Act 1978.
The concept of community-based ecotourism initiated in late 1980s which was piloted in Gurung
village (i.e. Ghandruk) in Annapurna Conservation Area. Local people took the ownership of eco-
tourism project, used local resources, show cased both nature and its Gurung culture and get
benefited to the larger extent. Realization grew among policy makers and tourism entrepreneurs
that village tourism if can be used carefully, doesn't adversely impact environment but also be an
effective mean for economic improvement of people and community. Based on the learning of
Ghandruk eco-tourism project, more diversified and decentralized tourism development efforts
got momentum with the formulation tourism policy 1990s that facilitated the development of rural
area through eco-tourism and encouraged investment by private sector. Notable milestones in
these regards are village tourism of Sirubari (1998) which became the first homestay of Nepal
and piloting of Tourism for Rural Poverty Alleviation Programme (2002-2007). With the
promulgation of new Tourism Policy (2008) and Homestay Operating Procedure (2010), there
became available to formalize the homestay units and align with codes of conducts across Nepal.
The homestay began to grow in numbers across Nepal. Specific to it geographic locations and
dominant ethnicity and caste and available local resources, homestays are catering services and
facilities to its guests ranging from wildlife sighting, jungle safari, mountain view to tea garden
tour, sun rise and horse riding to local dance, authentic foods and cultural tour etc. Homestays
popularly grew among guests as it's provide them a family environment, authentic organic foods,
niche tourism experience in inexpensive price. Some home stays particularly operated in the mid
hill are exceedingly recognized as a hill stations (Namje Thumki homestay, Dhankuta) where
people from Tarai plain come to escape intolerable hot climate during summer and experience
serenity of nature and local culture.
Government agencies (Ministry of Culture, Tourism and Civil Aviation, Tourism Department,
Taragaun Development Board, Nepal Tourism Board, Province Ministry of Industry, Tourism,
Forest and Environment, Department of National Parks and Wildlife Conservation), Non-
government organizations (WWF Nepal, NTNC) and private sectors come forward in investing
and promoting homestay. Homestay particularly located in Buffer Zone area (Sunakhari
community homestay, Ayodhyapuri Community homestay etc.) where people are living under the
risk of wild animals now begin to benefit by the same wildlife through jungle walk, jeep safari,
wildlife sighting, boating etc.
Homestay Operation Procedure (2010) was a key policy initiative in attempt to systematize the
homestay tourism in Nepal. As a result, numbers of community increased many fold. Private
Homestay was also acknowledged. These homestay now after the legal registration become
eligible to receive for government and NGO supports. After 2015, Nepal witnessed structural
change under the Federal System. Province government has now been taking lead in planning,
budgeting, implementing and monitoring of homestay in respective province. Some province
government particularly Gandaki, Bagmati and province one acknowledge tourism one of the key

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sectors and provision a grant support mechanism for homestay though there are numbers of
issues restraining these plans and programs. In the flip side, there are lack of clarity among
homestay units, management committees and tourists on the concept of very homestay tourism.
For some, homestay is another type of hotel/guest house and they are not clear what to expect
in the homestay often lead to misunderstand with the homestay owner. There were other cases
too where people did not plan carefully and jump start homestay because government has a grant
support for homestay.
According to National Tourism Statistic (2019), there are at least 245 formally registered
community and 79 private homestays are offering at least 597 rooms and 1006 beds to the visitors
in 13 various districts. The number is much higher than this as several hundred additional
homestays running without registration or not mentioned in the record of Department of Tourism
from other districts. Only in Gandaki province, there are 274 community homestay spreading in
11 districts. Out of which, 272 community homestay received the grant as per the data of Gandaki
province government. Due to the sheer scale, the government is not able to closely monitor and
provide the timely feedbacks to improve homestay operations (accommodation, foods, codes of
conduct, regular meeting, representation in management committee, auditing etc.). The learning
sharing and exchange of experience is not adequate though HOSAN organize annual homestay
conference to identify policy issues, generate learning and chart out way forward.
Needless to say that over years, tourism has developed one of the key sectors of Nepal
contributing for its economic development and earning foreign currency. Tourism now termed
"Engine of Economic Growth" has to be reassess in term of its impacts on nature and
environment. Also important is to account the contribution of homestay tourism in overall tourism.
Accordingly to Government data, tourism sector's contribution to the national GDP is about 3-4
%, however, the WTTC (2019) data suggests that the direct travel and tourism contribution to
national GDP in 2017 was NPR 99.8 bn (US $ 982.5 mn), 4% of GDP. The largest segment of
International visitors are holiday and leisure purpose accounting for 60% of the total visitor,
followed by trekking/mountaineering segment (16%), pilgrimage segment (14.4%), and other
miscellaneous segment (9.6%) (NTS 2019). Currently domestic visitors exceed international
tourists in homestay tourism. It is expected if homestay tourism is further strengthened, number
of international tourisms will also increase.
With these context, Taragaun Development Board, dedicated tourism institution operating under
the Ministry of Culture, Tourism and Civil Aviation felt need a for comprehensive impact
assessment of homestay across Nepal to better understand the scenarios, identify opportunities,
challenges, barriers and extent of impact on economic, environment, governance etc. and
commissioned a team of experts for assessment study.

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2. Objectives
2.1 General Objective
i)To assess the impact of homestay tourism of Nepal

2.2 Specific Objectives

i)To identify strengths, benefits, challenges and opportunities of homestay tourism
ii)To assess the impact of homestay tourism on environment, economy and socio-cultural
aspect of homestay communities
iii)To document historical timelines specific to community homestay
iv)To examine the agricultural practices and use pattern over years
v)To examine safety security condition and governance of homestay management
committee/institutions
vi)To analyze the sustainability of homestay tourism
vii)To provide key improvement recommendations

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3. Study methodologies
3.1 Literature Review

The study team reviewed available and relevant literature for building understanding on homestay
tourism, gather data on pass progresses, issues, learning and recommendations. Literature
review constitutes the important part of the assignment. The key literatures included but not limited
are as follows:

• Nepal Homestay Directory (2019)

• Samudayeek Homestay Darpan of Gandaki province (2076 BS)
• Homestay operation and Management procedures (2076 BS)
• Nepal Tourism Statistics (2017)
• National Tourism Strategic Plan (2016-2025 )
• Homestay Operation Procedures (2067 BS.)
• Tourism Policy (2065 BS)
• A Report on the Study of Trekking Trail Tourism Development in Selected Rural Areas of
Nepal for Poverty Reduction (2009),
• Data and records of Taragaun Development Board

3.2 Primary Data Collection

The study team visited field for collecting a primary data and information. The field visit was carried
out in two phases. First phase comprises field work in province 1, 2, Bagmati, Gandaki and part
of five while second phases comprises field works in remaining provinces. The total of 18
community homestay from 12 districts were consulted. The name list and address of homestay
consulted is presented in Annex-1. In addition, extensive consultation was done with government,
non-government and private sector representative (Annex-2). All together 261 individuals were
consulted to collect and verify the data.

During field visit various data collection tools are used together with the homestay unit owners,
management committee representatives and villagers. The following are the key tools used for
collecting qualitative and quantitative data.

Focus Group Discussion

In each community homestay, focus group discussion was organized using SWOT analysis
matrix, historical timeline, sustainability tool and agro-tourism checklist. SWOT analysis was done
to identify strengths, weaknesses, opportunities and threats of homestay tourism. The tool was
adequately effective to steer discussion among group and built a shared understanding. On the
other hand, the historical timeline captures the historical events that shaped the home stay
tourism positively or adversely. The reasons were also searched on why it was so. After SWOT

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and historical timeline, sustainability analysis (Annex-3) was done to examine the impacts and
status of homestay tourism in five areas viz. i)environment ii) economic iii) socio culture iv)
governance and v) safety and security. It is primarily a quantitative analysis tool where
participating members discuss, reflect upon and assign consensual score in each area. The detail
narratives of this tool is presented in latter section.

Questionnaire survey (Annex-4) was also filled by key informant which expert team identified
during focus group discussion. Similarly, through agro-tourism analysis, agricultural cereals and
vegetables that are locally grown in the homestay communities or locality were listed and their
use pattern (increasing, not changed, decreasing) over year were discussed. This exercise is of
utmost important as homestay tourism emphasizes the maximum use of locally grown products
to increase retain of profit in the local community. Also, organic and locally grown products are
the key motivation for potential guests/visitors. Wherever time permits, study team observed the
field for example, in Piprahar community homestay, Nawalparasi, team had a jeep safari in one
of the buffer zone community forests close to Chitwan National Park. Similarly, verities of
handicrafts handicraft made by Dalit people in Aapswara Dalit Community Homestay, Tanahun
was also observed.

Consultation Meetings
Consultation meeting was also held to capture the best practices, learning and issues of key
stakeholders. Particularly representative and high officials of government agencies (Ministry of
Industry, Tourism, Forest and Environment, Tourism Office, Division Forest Office,
Municipality/ward office etc.) and NGOs/development institutions (NTNC, WWF Nepal etc.) were
consulted/interviewed. Relevant programs and policy and budgets were also gathered wherever
possible. Consultation meeting was became also useful to verify some data collected during focus
group discussion. Perhaps the most useful aspect of consultation meeting in this level was to
acquaint with the issues, challenges, policy incentives, institutional structure and what actions
government agencies have been taking to deal with these issues. Only consultation meeting was
able to provide the information on policy environment and policy related challenges.

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4. Outcomes of impact evaluation
4.1. Shreeantu Danda Community Homestay, Suryodaya municipality, Ilam

Shreeantu Danda community homestay is

located in Suryodaya municipality, ward
number 4 and 5 in Ilam district. Ilam is the
eastern district known for beautiful tea
garden and popular destination for
domestic tourist. Sreeantu homestay has
been exceedingly becoming popular tourist
destinations for sun rise view, stunning
landscape overlooking valley and rivers,
high quality tea and delicious local food.
This homestay has 43 homestay units with
daily capacity of 172 rooms (544 beds).

Figure 4.1: Sunrise view from Shreeantu danda,

Historical Timelines

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Tourism attractions, benefits, challenges and way forward
S.N Tourism attractions Benefits
1 Beautiful view of sun rise Accelerate physical infrastructures development
(road, electricity, communication)
2 Modern agricultural practices (Tea, self-employment and slow down rate of
Broom grass etc.) outmigration ( low migration in this district, those
who return mostly did not go again)
3 Scenic beauty (tea garden, improved economic situation
mountain view of Kanchenjunga
and Kumbakarna, river etc.)
4 Beautiful landscape/valley Recognition of Antu inside Nepal and beyond
5 Boarder with India (can see Increased economic activities
settlements/hills of India, can see
Tista river)
6 Rich culture of ethnic Lepcha Increased social interaction with the people from
people ( estimated 3600 outside communities; increased opportunities for
population) learning and sharing
7 Antu lake (natural) Increased price of land
8 Hospitality of local communities Homestay provided opportunities for skill
development and also increased awareness
9 Wild animals (pangolin, deer, Creation of local market for those farmers
spiny babbler etc.) (vegetables, honey, meat, dairy products etc.)
10 Good connectivity (road network)
Challenges Way forward
1 Homestay identity appears to be Policy recommendation to allow max. 6 rooms per
adversely affected as there are home stay unit
numbers of hotel coming up and it
is on the rise
2 Pollution particularly by glass Province government (MoITFE) to develop
bottle in and around tea garden, Homestay Operation Procedure
hill
3 Inadequacy of accommodation Provision of soft loans for homestay/homestay
space during peak seasons ( 4 units or those households willing to operate home
rooms per household units)- policy stay
related challenges
4 Inadequate skilled human Physical infrastructures development (road linking
resources homestay unit, black topped, roadside electricity,
public toilet, electricity as in absence of it, water
cannot be extracted etc.)
5 Effective marketing and promotion Improve office administration of Antu Tourism
of tourism products Development Committee
6 Clear cut policy provision on Producing brochures, website, social media for
where to register/renew homestay promotion of tourism products
units
7 Regular monitoring by Homestay Management
Committee and Antu Tourism Development
Committee

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4.2. Namje Thumki Community Homestay, Sagurigadi rural municipality, Dhankuta
Namje Thumki Community homestay is located in Sagurigadi municipality ward number 6 of
Dhankuta district. There are 22 homestay units with daily capacity of 53 rooms (160 beds). This
community is known for authentic Magar culture, their warm hospitality, local architecture with
Mountain View. The detail tourism attractions are presented in 2.2 chapter. Namje Thumki
Community homestay is registered in 2070/10/23 in Tourism Office, Kakarvitta.
Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Attractions Benefits
1 Authentic Magar culture ( which was then at Generated employment opportunities
the verge of extinction) in own locality
2 Local Magar architecture (typical house of Construction of foot path in the
Magar) village
3 Laborious, innocent and warm Magar Increased awareness on cleanliness;
community, visible social harmony among village became clean
themselves, substantially reliant on farming
and livestock herding
4 Landscape (gentle slope overlooking river Recognition of the village as tourism
and narrow valley) destination inside district and beyond
5 Mountain view point ( Kanchenjunga, Promotion/preservation of Magar
Kumbakarna ) culture, bought 12 Ana land from
earning from Hurra dance
6 Favorable climate (not too cold, not too hot) Increased social interaction with
and connectivity with the Dharan-Dhankuta people of different communities;
road network opportunities for learning from others

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 Challenges Increased entrepreneurship among
villagers
1 Engaging youth in cultural experiences , Market creation for local products
Restricting youths in musical engagement (vegetables, dairy products) in their
after 11 pm, Arrangement of security own village; people pay slightly
mechanism and Proper waste management higher price for organic products
2 Clear cut policy regarding office for Budget leverages from government
registration (MoITFE, Municipalities and agencies
Cottage Industries)
3 Equitable distribution of tourists Best homestay award from Taragaun
Development Committee ( three
times with the case of NPR 500,000)
4 Capacity building of homestay owners Economic condition improved
(language, hospitality, housekeeping,
cooking, proper waste management etc.)
5 Online and print promotion of homestay Social platform for village to come
together and discuss about their
issues/problems/opportunities
Way forward

1 Rotation of guests from homestay

management committee
2 Provision of heritage tour guide to enhance
the cultural experience
3 Needs to improve the cleanliness and
hygiene
4 Concerted efforts of promotion and branding

4.3. Mangshebung Community Homestay, Ilam

Mangshebung community homestay is located in Mangshebung municipality, ward number 5 and
6 in Ilam district. This community is predominantly inhabited by Limbu people. Mangshebung is
widely known for religious tourism for followers of Guru Falgunanda inland and abroad. The
community has been operating 15 homestay units with 45 rooms and total capacity of 90 beds
per day.

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Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Attractions Benefits
1 Sacred village for those believe in
Improved economic situation, self-employment
Guru Falgunanda, Guru Ashram,
opportunities increased
largely vegetarian village
2 Limbu culture (Mundum school,
Exposure to other people (in country and
foods, attire and local dance etc.)
abroad)
3
Scenic beauty (tea garden, Leveraged budget for infrastructures
mountain view of Kanchenjunga development (road, electricity, communication)
and Kumbakarna, river corridor and Increased skill development training
etc.) opportunities (horticulture, flower garden,
hospitality etc.)
4
Potential paragliding site in Uttere Recognition of Mangshebung as sacred land in
Dada Nepal and beyond
5
Better social harmony due to the restriction of
alcohol and meat
Challenges Way forward
1 Program and budget for reliable access
Not reliable access for all seasons
2
Inadequate safe drinking water Upgrade current drinking water supply

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 3 In-depth discussion on how to prevent free ride
Free ride- most believers are from
so homestay owners will not be in loss
the same ethnic group (relatives)
(especially during big events when larger
and household owners show
numbers of Limbu people come to attend the
reluctance to ask for money
religious ceremonies from Nepal and abroad)
4 Homestay management committee to be
No guest distribution mechanism in
institutionalized with proper guest distribution
place
5 Build community building
Absence of community hall (space)

4.5. Piprahar Community Homestay, Devchuli, Chitwan

Located in the Piparhar, ward number 17 of Devchuli municipality of Chitwan, it is exceedingly

becoming popular among visitors. Currently there are 22 homestay units being operated with the
total capacity of 88 beds daily. Being adjacent with the Chitwan National Park, major tourism
include sighting of rare and endangered wild animals, jungle walk, jeep safari, bird watching and
boating. In addition, visitors come to experience authentic Tharu foods, cultural programs and
museum. Gurung, Magar and Thakuri are living harmoniously with Tharu people and working
together to promote homestay tourism. The historical timeline, and attraction, benefits, challenges
and way forward of homestay tourism are presented below.

Historical timelines

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Tourism attractions, benefits, challenges and way forward
S.N. Tourism Attractions Benefits
1 Sighting of rare and beautiful wild Increased income (community realization that
animals (Rhino, Tiger, Elephants, wildlife could be the source of income)
Bear, Deer, Turtle, Ghariyal, Birds
etc.)
2 Water based recreation (boating, Women felt economically independent ( could
scenic beauty, river bank walk etc.) not ask money from spouse)
3 Mixed community of Tharu, Magar, Increased hygiene and cleanliness
Gurun, Thakuri; authentic Tharu
culture
4 Community Natural Wellness More infrastructure developments (road,
Hospital electricity)
5 View of Chitwan valley, scenic Identity of the village/community (previously it
beauty, forest, Tin Kanya mai from was the cemetery )
Devchuli (view point)
6 Jeep safari in Divya Buffer Zone Unified community
Community Forest
7 Saswat Dham ( 3 km distance) Greater realization on the importance of own
culture, attire and heritages (both tangilble
and intangible)
8 Ruins of Palace of King Mukunda Increased exposure to the ideas of outside
Mani Sen (3-4 km distance, communities
Gaidakot-17, Sikhauli)
9 Local market created for vegetables, poultry
and dairy products
Challenges way forward

1 Time management ( people over Promotion of organic vegetation gardening

spend time in Saswat Dham and
don't appear on time)
2 Safari inside park (primarily Establish/strengthen Homestay to homestay
international tourist prefer ) (H2H) network (Magar homestay of
Chulibojha, Gurung homestay of Ramche
Dhobadi, Magar homestay of Bungdi ghali)
3 Boat handling become more costly Increase comfort of accommodation (AC
fitting)
4 Coordination with Chitwan National Nature Guide Training , Heritage Tour Guide
Park Training
5 Work load of women (those who are Development of promotional materials
also in the cultural group) (brochure, poster, social media, web-based
resource
6 Noise/sound pollution (occasional)

7 Tax on multiple levels (municipality

NPR 150/bed/year; revenue office,
ward office)

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4.6. Sunakhari Homestay, Thori rural municipality, Subarnapur, Parsa
Sunakhari community homestay is located in Thori rural municipality ward number 5, Subarnapur,
Parsa district. It is the first homestay in province 2. Subarnapur, buffer zone community falls inside
buffer zone of Parsa National Park. In attempt to address the loss due to wild animals and to
make precedence that wild animals could be the source of cash income, homestay tourism was
found to be piloted in Subarnapur. Not only natural and scenic beauty and wild animals sighting,
these areas is also historically popular for religious importance (Bhatan mandir, Bagh morcha mai
than etc.). Currently, there are 15 Homestay units with the daily capacity of 30 rooms (60 beds).
Historical timeline
BS Events with homestay/tourism significance
2069 Concept of homestay came in the community, discussion started
2073 Legal registration of homestay ( 2073/05/30)
2067 Homestay Operation procedure came in to existence
2076/77 Park office and WWF Nepal supports

Tourism attractions, benefits, challenges and way forward

S.N Tourism attractions Benefits

1 Strategically located in three Greater realization that nature and biodiversity
important national parks of Nepal and are useful for household economy
India ( Parsa National Park, Chitwan
National Park of Nepal; Balmiki
National Park of India)
2 Sighting of rare and endangered wild Generation of cash income
animals view tower
3 Green lush forest, Jungle Construction of culture hall; 4 new homestay
walk/natural walk; Jeep safari, building under construction ( in line with
elephant safari Amaltari model) with the support from Parsa
National Park ( NPR 800,000) and WWF
Nepal (NPR 800,000)
4 Tamang culture/cuisines/attires Comparatively easy to receive fund due to
greater visibility from Thori rural municipality
has allotted budget for tourism ; Manmohan
memorial park under construction
5 Can approach religious sites such as Local markets for vegetables, poultry and dairy
Bhatan temple, Bagh morcha products due to homestay
maithan
6 Connectivity with Birgung city center ( Cleanliness and personal hygiene improved,
40 km distance) Educational tour, network building
7 First homestay in province 2 Increased access to government agencies
(PNP, WWF Nepal, DFO, Security personal,
media ) and NGOs/INGOs
Challenges Way forward
1 Low occupancy Innovating branding and promotion

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 2 Wildlife based tourism Coordination with Parsa National Park Office
3 Safety and security Effective discussion among homestay units
4 Transparency Regular meeting and sharing of progress and
economic transections

4.7 Ayodhyapuri community homestay, Madi valley, Chitwan

Ayodhyapuri community homestay is located in Shivadwar, ward number 8 of Madi municipality,
Chitwan. There are currently 13 homestay units rendering services to guests with daily capacity
of 52 beds. Ayodhyapuri is adjoining with the Chitwan National Park and therefore it offers guests
with the sighting of rare and endangered wild animals (Rhino, Elephant, Tiger, Bird etc.) and enjoy
the junge walk. In addition, there are religious sites equally popular among hindu believers. The
authentic culture of Pun Magar and Tharu, sereniy of Madi valley, and local products/foods are
other motivations behind the large numbers of guests visiting this homestay.
Historical timelines

Tourism attractions, benefits, challenges and way forward

S.N Tourism Attractions Benefits
1 Dense lush forest in Chitwan Increased cash income from homestay and
National Park local market
2 Sighting of rare and endangered wild Identity of Shivadwar, Madi valley
animals (rhino, wild elephant, tigers,
wild boars and bird species), Jungle
walk, watch tower
3 Authentic Pun Magar and Tharu More infrastructure development (road,
culture and hospitability electricity, river embankment etc.)
4 Religious sites ( Someswor Gadi, Women empowerment (can partake in

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 Baikhunda Jharana, abode of Panch generating cash income, common platform
Pandav, nearby Triveni Dham) to share their views, capacity building skills
etc.); Increased hygiene and cleanliness
5 Landscape (Madi valley) and Culture conservation of Pun Magar
serenity,
farming/agriculture/Aquaculture ,
open space
Challenges Way Forward
1 Some guests not abiding with codes advance quality information to all
of conduct (staying late in night, guests/visitors to be visited homestay
sound pollution etc.)
2 Despite booking, some guest on Opening up of Sauraha-Babai route
arrived on time (after 10 pm, guests
cannot came through park route)
3 Coordination with Park office Complete control of free grazing (though it is
regarding movement of local people decreasing)
and guests (particular during
emergency)
4 Inadequate infrastructure facilities Public transportation and Skill development
(road, river embankment, bridge etc.) training (English language, leadership
training etc.)

4.8 Amaltari Buffer Zone Community Homestay, Kawasoti-15, Baghkhor, Nawalpur

Amaltari Buffer zone community homestay is located in Baghkhor, Kawasoti ward number 5 of
Nawalpur district. The Baghkhor village is located adjacent to Chitwan National Park. The major
attraction of this homestay include: sun set view, wild animals sighting, jeep safari, elephant safari,
boating in Narayani river, Tharu and Bote culture and local cuisines. The list of tourism attractions
are presented in chapter 5.2. In the beginning there were 24 homestay units but now increased
to 31 units with the capacity of 62 beds (124 rooms).
Tourism attractions, benefits, challenges and way forward
S.N Tourism Attractions Benefits
1 Dense lush forest in Buffer Zone and Greater realization among villagers that
Chitwan National Park biodiversity (wild animals) and nature
(forest, grassland, river) are source of self-
employment and cash income
2 Sighting of rare and endangered wild Self-employment (women now involved in
animals (rhino, wild elephant, tigers, cash income generation)
wild boars, gharial and bird species),
Jungle walk, Jeep safari, watch tower
3 Authentic Tharu and Bote culture Recognition of village in country wide level,
(food, attire, cultural dance etc.) and Conservation/revival of Tharu culture
hospitability (dance, songs, attires etc.)
4 Boating in Narayani river Men also started work in household chores
(cooking, buying foods, cleaning etc.)
5 Beautiful sunset view from Amaltari Supports in physical infrastructures (road,
ghat drinking water, electricity etc.), 74 electricity
pole (9000-10000 monthly charge), borne
by cooperative

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 6 Religious sites (Gangeshow dham, Creation of local market for local products
Gundrahi dham (vegetables, poultry, dairy products etc.);
7 Tharu museum Construction and operation of Homestay
Museum
8 Increased economic activities ( from 2
shops to 43 shops; from 2 bikes to 70 bikes
in the period of 7 years)
9 Leverage budget and financial resources
from local government, province
government, INGOs/NGOs and private
sector
Challenges Way forward
1 Low occupancy Innovative package and scheme for lean
season, effective marketing and branding of
homestay products
2 Waste disposal Incinerator
3 Noise pollutions (Friday), handling effective communication on codes of
troublesome guest (rarely) conduct and close follow up, dissemination
of rules during booking
4 Up scaling knowledge and skills Capacity building (exposure visit, learning
(hospitability, housekeeping, cooking, sharing, training )
language)

4.9 Samudayeek Krishi Homestay, Madan Pokhara, Palpa

The spatial location of Samudayeek Krishi Homestay is in TintiAaap, Madan Pokhara, ward no 9,
Palpa district. The primary occupation of homestay units is farming and most visitors come here
to learn about collective farming and tools and techniques. All the executive members of the
homestay are women and therefore this is unique unlike other homestay of Nepal. There are 11
homestay units with the daily capacity of 20 rooms (32 beds).
Historical Timelines
Year Events having homestay/tourism significance
(BS)
2058 Women Agriculture Cooperatives started

2058 Agriculture Women Welcome Group formed

2071 Homestay registration

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Tourism attractions, benefits, challenges and way forward
S.N Tourism Attractions Benefits
1 Farming activities (community Homestay provided opportunities for social
vegetable farming), model farming interaction (which was not the case before)
village
2 Beautiful valley connected by road Increased opportunities to learn from other
network communities, improved economic condition
3 All women member committee Name and fame of the village spread beyond
district
4 Hospitality / social harmony enhanced social bonding among community
5 Solar electricity supported from Taraguan
Development Committee, Received training
provided by Taraguan Development
Committee, educational tours for villagers
(homestay unit owners)
Challenges Way forward

1 Upgrade of road (black top) from Effective promotion of homestay (brochure,

pravash (currently exists the web based, social media
gravel road)
2 Currently foods are served in Implementing central distribution (of guests)
common mess, some guests system and mess in individual homestay
prefer fooding in homestay,
logistic/time issue
3 Handling troublesome guest Improved safety and security
(rarely)
4 Effective office administration Knowledge and skills (communication,
(auditing, documentation etc.) housekeeping, waste management etc.)
5 Low occupancy

4.10 Sirubari Community Homestay, Adhikhola rural municipality, Syangja

Sirubari community homestay is also known as Tourism Development and Management
committee. It is located in Panchamul, ward number 1 of Aadhikhola rural municipality, Syangja.
It is the first homestay of Nepal and known for Authentic Gurung culture and hospitality along with
scenic beauty. There are currently 17 homestay units with the daily capacity of 40 rooms (80
beds).

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Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Tourism Attractions Benefits
1 Authentic Gurung culture and warm Sirubari known as a first homestay of Nepal
hospitality
2 Beautiful midhill landscape (farming land, Conservation of Gurung culture
valley, forests and mountain view etc.)
3 Gurung Museum Increased cash income of local people
(homestay owners, cultural groups etc.)
4 Religious sites Local market created inside community
5 Hiking/trekking Greater exposure to outside communities
(learning sharing, building networking etc.)
Challenges Way forward
1 Outmigration and reduction of homestay Leadership development in homestay tourism
units
2 Road access during rainy season All seasons black top road
3 Low occupancy Innovative package and scheme to attract
more numbers of guests, Effective branding
and promotion

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4.11 Aapswara Dalit Community Homestay, Tanahu
Aapswara Dalit Community
Homestay is located in Pokhari
Bhanjyang, ward number 13 of
Tanahu district. It is the first
community homestay run by Dali
community. Dalits are descriminated
against caste and their rights are
denied since long. Dalit community
has come forward to establish a
homestay and get legally registered
in 2073. There are currently 18
homestay units with the daily capacity
of 18 rooms (48 beds). Now local
people are benefited from homestay
and also create a local market for
vegetables, dairy products and
ornaments (see photo right).
Figure 4.2: Ornaments locally made by Dalit people
Historical timeline

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Tourism attractions, benefits, challenges and way forward
S.N Tourism Attractions Benefits
1 Beautiful landscape (mountain view, Self-employment/opportunities for income
farming terrace, gentle place /improved financial situation
overlooking spectacular valley and
rivers)
2 Dalit culture, one of the most Increased social interaction with other
socioeconomically backwards classes castes people and outside communities
of Nepali society, now recognized as a and Cleanliness and personal hygiene
first Dalit community homestay village improved
3 Temple inside community forest social recognition of the village as the first
Dalit Homestay community, tackled caste
based discrimination
4 Agriculture activities, nearby village Leverage budgets and programs for
Belkot as an orange pocket area physical infrastructure (road, drinking water,
toilets, community halls etc.)
Challenges Way forward
1 Low occupancy Improvement of facilities (room, toilet,
bathroom etc.)
2 Scattered homestay units Effective promotion and branding
3 Poor access during rainy seasons Rotation of guests to the close homestay
4 Training (nature and cultural tour guide)

4.12 Bankariya Community Homestay, Manahari rural municipality, Makawanpur

Bankariya are the forest dwellers primarily reliant on forest resources, weaving of agricultural
baskets and limited farming. The Bankariya are currently living in the Masine Shanti Buffer zone
area on the lease basis agreed with the Parsa National Park. They were once living in the upper
reaches of the Chure hill but relocated in the present location. Bankariya is the highly marginalized
ethnic community of Nepal and believed to have 21 households (70-80 people) in entire Nepal.
Bankariya community homestay is yet to be registered legally. Four beds capacity (2 rooms) are
under construction at the time of field visit. Manahari rural municipality, Makawanpur and
Indigenous People Women Forum has provided supports for different activities in the village.
Tourism attractions and challenges
S.N Attractions Challenges
1 Bankariya culture (Bankariya is the poor access during the monsoon and
highly marginalized ethnic completion of physical infrastructure
community, estimated 21 (rooms/beds and attached toilets)
households in Nepal )
2 Landscape- Chure foot hill, along knowledge and skills on housekeeping,
the Twangre and Masine river valley cleanliness and waste disposal of those
homestay units
3 Local Bankariya food Promotion of homestay through available
medium (brochure, web-based, social media
etc.)
4 Sighting of wild animals (buffer zone Safety and security issues
area, Parsa National Park )

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4.13 Rana Tharu community home stay, Kanchanpur
Situated in Nayabasti, ward no 14 and 16 of Bhidutta Municipality of Kanchanpur district, Rana
Tharu Community Homestay is registered and operated in 2072. It was registered in Tourism
Department, Nepalgung. The total capacity of the homestay is 16 rooms (32 beds) owned and
operated by Tharu people (Indigenous community). All 16 rooms are concrete built. For the overall
management of homestay, the community formed homestay management committee which has
9 members (men 7, women 2) and holds monthly meeting. The management committee doesn't
have it operational guidelines but uses a national homestay operation procedures (2067) as a
guiding document. Some of the key tourism destinations and tourism activities include Shukla
Planta National Park, Chadani Dodhara bridge, Sarada Barrage and Jhilmila lake. Cultural
experience primarily consists of cultural dance (Kalakar holi, Lhakauwa holi and Ragani nach),
authentic Tharu cuisine and warm hospitality. The detail list of attractions, opportunities and
challenges are presented in SWOT analysis.

Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Tourism Attractions Benefits
1 Cultural experience of Rana Tharu ( Learning and sharing opportunities
Kalakar Holi, Lohakauwa Holi, Ragani (interaction) with other communities
Nach, authentic Tharu foods, attire &
ornaments and warm hospitality)

2 Close to Shukla Phanta National Park Creation of local market for vegetables
(wildlife sighting, nature walk etc.)
3 Chadani Dodhara Suspension bridge Program and budget came earlier for

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 road and drinking water supply and
electricity
4 Various lakes ( Nine tal, Indiani tal, Self-employment, generation of cash
Mahadeva tal, Sahadeva tal, Koiela tal ) income through vegetable and poultry
farming.
5 Traditional knowledges and skills of Rana Promotion of cultures and opportunity
Tharu to use the products made by using
traditional knowledge and skills;
6 Tanakpur dam/Sarada barrage, Jhilmila tal Improved health and sanitation

7 Bhamkeni Dham Street side plantation and flower

garden in household
8 Organic agriculture practices women empowerment and leadership
development
Challenges Way forward
1 Some visitors have no ideas on what is Effective promotion (hoarding board,
homestay and its objectives social media, web-based ) of culture
and Tharu museum
2 Dispute among HS units about price Training (homestay management and
language)
3 Promotion of homestay beyond district Access to national park for jungle
safari, road side plantation
4 Quality services to visitors (information Provision of soft loan
dissemination, safety and security)

4.14 Khata Jaibik Marga Homestay, Dalla, Bardiya

Khata Jaibik Marga homestay is situated in Dalla, ward no 1 of Madhuban municipality, Bardiya
District of province 5. It was established in 2067 but registered two years later in Chisapani
Tourism Development Center. Around 90 households (Dalit 5, Indigenous people 80 and others
5) are involved in the beginning but now the number has increased to 108 households. There are
altogether 37 rooms (74 beds) available for guests. There is an 11 membered management
committee comprising 6 men and 5 women members. Management committee keeps 10% of the
income as a management fee and provides remaining income to homestay units. Dalla being
located along the biological corridor between Bardiya National Park and Wildlife Sanctuary (India),
National Park, it offers guests an excellent opportunities for wildlife based tourism experience
(jeep safari, elephant ride, jungle drive, bird watching, nature walk etc.) in addition to the
mesmerizing Tharu dance (Sakhiya, Jhumka Nach, Latthi Nach and Chokada Nach) and
authentic cuisine. Thakur Dwar Temple, located in the small town of Bardiya market is a popular
religious site of local communities. Due to the blend of nature and culture, Khata Jaibik Marga
homestay is one of the most popular homestay destinations of Nepal, covered also by BBC
television and visited by Leonardo DiCaprio, famous Hollywood actor. It is also indicated by the
arrivals number of visitors which is as follows:

2073 Total arrivals 2,769 (Domestic 2,744 & International 25)

2074 Total arrivals 3,839 (Domestic 3,785 & International 54)
2075 Total arrivals 2,926 (Domestic 2,897 & International 29)
2076 Total arrivals 2,233 (Domestic 2,148 & International 85

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Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Tourism Attractions Benefits
1 Authentic Tharu culture (food, attire, rituals, Homestay as a collective platform for women
festivals) empowerment and leadership development

2 Habitat of rhino, wild elephant, tiger, Exchange of knowledge and experience with
peacock and water based birds (shallow visitors
water as a habitat)
3 Katha Jaibik marga adjoin with Bardiya Improved health and sanitation condition
National Park and India Sanctuary thus
high probability of sighting wild animals
4 Elephant safari and nature walk in Bardiya Support to culture conservation (Tharu dance)
National Park
5 Favorable climate (colder) than Biodiversity conservation, forest protection
Nepalgung, nearest big town
6 Sun set view in Karnali river Increased income (children education and
health services for family members)
7 Wetland based biodiversity Increased income opportunities for women
(handicrafts such as Dhakiya)
8 Unique tree house- can adjust around 8 promotion of organic vegetables farming due
people for observation of wild animals to the creation of market in community
9 Water based recreation (swimming and Increased capacity for coordination and
angling) collaboration with government (NTB, Surya
Patuwa rural municipality, TDB, DCC, DLSO),
NGOs ( WWF/TAL, ZSL, Micro Enterprises
Development Center, TGDS, LIBIRD) and

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 donors (Jane Goodal Institution, worldwide
community home stay, royal mountain travel,
Mr. Richard
10 Valuable research site for student and Improved capacity in dealing with
researcher in biological or environmental guests/visitors, now some members can
sector communicate in English and guide in nature
walk
11 Religious sites (Thakur dwar and Shiva
temple), View and recreation in Kothiya
Ghat and Karnali Bridge
Challenges Way Forward
1 Guests/visitors (sometimes) arrive late or Road up to homestay units
all of sudden leading to problem of
managing services timely
2 Many visitors do not follow codes of clear communication on code of conduct
conduct (bring own alcohol and music
system) + noise pollution
3 Waste disposal Tharu museum, incinerator
6 Conflict between HS unit owners and Purchase traditional dress and ornaments for
others households cultural program
7 HS units have no equal facilities (only few
have attached bathroom, comfortable
beds and furniture)

4.15 Bijaysal Community Homestay, Kanchanpur

Bijayasal Community Homestay is located in Bani, Krishnapur municipality ward no 2,
Kanchanpur district of Sudurpacchimanchal. Despite the first discussion about the possibility of
opening up of homestay occurred in 2073, it was registered only in 2075-11-14 in Ministry of
Industry, Tourism, Forest and Environment, Dhangadi. There are five homestay units in this
homestay with the total capacity of 10 rooms (20 beds). All homestays are run by Indigenous
people, freed Kamaiya. Homestays are registered in the name of women members of the family.
There is a five membered management committee to look after and deal with homestay related
affairs. All members are women.

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Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Tourism Attractions Benefits
1 Endangered and valuable Bijaysal Forest Self-employment generation and opportunity
for cash income
2 Sense wetland with view tour facilities Exposure of community with a knowledge and
experience of outside communities
3 Tharu culture of Freed Kamaiya Improve health and sanitation condition
4 Gada Bijula Tal in adjacent village Heritage conservation
5 Organic vegetables grown by local women empowerment and leadership
communities
6 Promotion of organic vegetables and Creation
of local market for organic products
Challenges Way forward
1 Lack of community hall/public place for Additional 5 HS units
community events/cultural programs
2 Low awareness of villagers on homestay Promotion of Tharu culture
3 connectivity through inner road linking Capacity enhancement (awareness building,
homestay unit hospitality training)
4 Promotion of homestay (brochure, sign
posting, online and social media etc.)

4.16 Gaver Valley Community Homestay, Banke

Gavar Valley Community Homestay is located in Baijnath, ward number 1, Banke. Initially they
started with five rooms (10 beds) but not it has been increased to 49 rooms. One reached Gaver
Valley via Nepalgung and Kohalpur. The historical events that shaped the tourism of Gaver valley
and SWOT analysis are presented below.

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Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Tourism Attractions Benefits
1 Attractive Gaver valley landscape (river Exchange ideas and knowledge among different
and arable field) from view tower groups
(Machhan)

2 Authentic organic foods Coordination, collaboration with various

agencies and organizations
3 Close proximity to Banke National Park Improve health and sanitation condition

4 Mix community and cultural diversity Heritage conservation (Tharu dance, Deuda,
Ttappa, Kutkute, Lathi, and Mayur dance etc.)
5 Hiking, cycling, horse riding and motor Increased income sources ( nature guide, horse
safari riding, homestay work, construction etc.)
available in side community (education, health
and emergency)
6 Ostrich farming, lemon park, Namuna Forest and biodiversity conservation
Jaibik Park,
7 Colder climate than Nepalgung Incentive to promote/adopt organic vegetable
farming
8 Picnic spot and Tharu Museum Increased development activities (Lion park,
Parijat park etc.)
9 Greater recognition of Gaver valley

Challenges Way forward

1 Reliable internet facilities Black top road linking all Homestay units

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 2 Safety and security (occasionally posed Training on nature and culture tour guide,
from visitors/guests) effective promotion and branding
3 Pitch road linking HS unit from main road Establishment of Tharu museum
4 Conflicts between HS unit owners and Rotation of guests for equitable benefit sharing
other households, scattered homestay
units

4.17 Bhada Tharu Community Homestay, Kailali

Bhada Tharu community homestay is located in ward number 16 of Dhangadi Sub Metropolitan,
Kailali. This community is being operated by Tharu, indigenous nationality of western Nepal.
There are 20 homestay units with the total capacity of 40 rooms (80 beds). The historical timelines
and SWOT analysis are presented in subsequent sections.

Historical Timelines

Tourism attractions, benefits, challenges and way forward

S.N Tourism Attractions Benefits
1 Authentic Tharu culture (Foods, Songs Greater exposure with outside community for
and dances, dresses and ornaments) learning and sharing, and increased interaction
as only Tharu settlement
2 Landscape and scenic beauty (forest Market availability for village products (organic
and river ) vegetable, crops) and, poultry and dairy products
3 Historical and religious sacred sites Increased community infrastructure development
(Behada Baba Mandir) (road, drinking water, energy)
4 Numbers of lakes (Jogini tal, Mahadev Increased appreciation of Tharu culture and their
tal, Sahadeva tal, Koiela tal ) traditional knowledge/skills
5 Wild animal sighting in Ganesh Increased opportunities for self-employment and
community forest (wild boar, spotted cash income,

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 deer, blue bull, pea cock and birds etc.)

6 women empowerment and leadership

7 Improved health and sanitation

8 Street plantation and flower garden in household
Challenges Way forward
1 Safety and security (sometimes from No easy access (no all season road network)
visitors who consume much alcohol) –
effective enforcement of code of
conduct
2 Untimely arrival of guests/visitors Avail attached bath rooms (requires approx.
NPR 300,000/Hh)
3 Large numbers of visitors/guest have Need to put hoarding board, sign post and
no idea on the basic concepts of distribute brochures and use web-based
homestay (they think more or less promotional materials
same as hotels/restaurants)
4 Uniformity in home stay (attached Intensive capacity enhancement programs
bathroom) (learning sharing, language training, cooking
training, hospitality training and handicraft
training)
5 Effective office management Establish Tharu museum and training center

4.18 Patalganga Tharu Homestay, Surkhet

Patalganga Tharu Homestay of Surkhet was established in 2074 and registered one year later in
Department of Small Cottage Industries, Birendranagar. It is located in ward number 9,
Patalganga, Birendranagar municipality of Karnali province. There are six Tharu household that
have been operating the 12 rooms (24 beds) for the guests/visitors. For the management of
homestay, there is a 7 membered management committee comprising 3 men and 4 women
members. The management committee developed homestay operational guidelines for ensuring
the effective operation. The committee holds meeting as per the need. The key tourism products
is cultural experience primarily Tharu dance (Paiya nach, Chokra nach, Maghauta), warm
hospitality and authentic food (Sinki jhol, Anadi rice, Dhikri, Pig meat, Ghungi) made from products
grown locally.

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5. Consultation Meetings

5.1 Consultation Meeting with Tourism Development Project, Hetauda

Tourism Development Project is the dedicated project operating under the jurisdiction of Province
Ministry of Industry, Tourism, Forest and Environment (MoITFE) in Bagmati province. As informed
by Mr. Drone Bikram Karki, Assistant Forest Officer, major chunk of budget (nearly 90%) is geared
towards physical infrastructure ( view tower, leisure park, trekking trails, toilets, drinking water,
community lodges etc.). The remaining (10%) budget was spent in capacity building of homestay
units, local stakeholders by organizing workshop, training and observation tours etc. The current
budget of Tourism Development Project is NPR 1.61 billion. However this budget excludes the
eco-tourism development budget inside community forest which is administered by Divisional
Forest Offices.
In order to render services to guests, the project has invested in construction of community lodges
in Ramechhap and Sindupalchowk districts. In Ramechhap, the construction work has been
completed and registered the building for community lodge. The government has policy that such
investment (on the behalf of government) has to be on public land.
There are four clusters through which Tourism Development Project approaches to its 13 districts
of Bagmati province as follows:
• Sindupalchowk, Kavre, Dolkha
• Kathmandu valley (office inside the premise of Division Forest Office, Lalitpur)
• Chitwan, Dhading, Rasuwa and Nuwakot
• Makawanpur, Sindhuli and Ramechhap
The Tourism Development Project allocated recent budget NPR. 300000 each for 14 existing
homestays. Likewise, MoITFE has planned support for new homestay NPR 1 million and NPR
1.5 million for Kathmandu valley and outside valley respectively. As per the record of project, as
of now, here are 201 homestay units registered in Bagmati province. Out of 201, 131 are
community homestay while remaining 70 are private.
There are two government agencies where homestay owners visit for registration purpose viz.
Tourism Department and local government. Tourism Department has registered 116 homestays
while 85 homestays are registered in local government (municipality/rural municipality).
It is learned that homestay operation procedure of province level is under formulation. Similarly,
tourism policy has not developed yet which is the policy constraint. Under the procedures,
monitoring responsibility of homestay rests with Tourism Office but due to the inadequate human
resources, the monitoring is very slow. In addition, inadequate skilled human resources is the
major constraint for ensuring effective implementation. The MoITFE, Hetauda needs take initiation
to tackle these gaps.
5.2 Consultation Meeting with Hariyo Ban Project, WWF Nepal and CARE, Pokhara

The study team held a meeting with Mr. Purna Kunwar and Mr. Dev Raj Paudel, team leaders of
Hariyo Ban WWF Nepal and Hariyo Ban CARE Nepal. It is learned that around 280 homestay
has been registered in Gandaki province so far which is close to its target (i.e. 300).
Besides conservation and climate adaptation, Hariyo Ban implements and provides supports in

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homestay promotion, small scale physical infrastructure development, facilitation for registration
and capacity building of local institutions. For examples, it provides support for homestay
promotion in Bhadaure, Annapurna-4 and built capacity of Athiti, Nawalparasi run by Tharu
women. It too acknowledges that monitoring is inadequate and lacking rigor. In addition,
governance is the biggest challenge as transactions of some homestay is not transparent and
status not shared with the local community. The Hariyo Ban appreciates the concerted efforts put
forth by Province government but is well aware on the inadequate skilled human resources. As
put by Mr. Kunwar, the focus of INGO/NGOs should be on adding value to the province
government's program by bringing the elements of best practices, invest in capacity building and
promote the extensive use of local products for benefiting the local economy.
5.3 Consultation Meeting with Forest Director, Ministry of Industry, Tourism, Forest and
Environment, Pokhara

The study team had a meeting with Mr. Kedar Paudel, Forest Director, Ministry of Industry,
Tourism, Forest and Environment, Pokhara and Mr. Ram Kaji Shrestha, Division Forest Officer,
Kaski.

The Gandaki province has developed a Tourism Policy 2075 which acknowledged tourism as one
of the key sector and chart out the strategies and priority actions. Out of eleven policies of Tourism
policy, policy 9 focuses on village and community tourism through proper promotion, capacity
building and linking local products with the market. Similarly, the Ministry has set up Industry and
Tourism Promotion Division dedicated for the Industry and Tourism related programs and
activities.

Ministry has recently conducted a rapid assessment of homestay in 11 districts and currently write
up is underway though internal sharing of preliminaries outcomes was done. Likewise, Homestay
Operation and Management Procedures came out in 2076 which provides guidelines for eligibility
operating homestay, registration procedures, monitoring institutions and code of conducts along
with other administrative procedures. Local institutions are given greater responsibility as it will
approve and provide the operational certificate to homestay units. Likewise, monitoring
responsibility primarily rests with the Ministry. As informed, Ministry and Division Forest Offices
had had difficult times due to the absence of this procedure in previous years.

The Ministry has allotted NPR 300 million and 250 million for homestay program in the fiscal year
2075/76 and 2076/77 respectively. It is informed that 250 applications were lodged (150 old, 100
new) from interested households for grants support in the current fiscal year (2076/77). These
grants/budgets are channeled through Division Forest offices. Some major activities for which
these grants were used are: road access, community hall, view tower, museum, capacity building
etc. Due to the lack of engineer, Division Forest Office faced problem in the beginning but later
Ministry has arranged Engineers but still it is inadequate. There were also the issue of lack of
contribution from local government.

Due to time constraint and inadequate human resources, rapid assessment was conducted to
find what went right, identify gaps and where it could have improved better. Homestay inside
protected area (Annapurna Conservation Area) are comparatively operating well. There
Annapurna Conservation Area Project (ACAP) has been working on village tourism since decades
with focused activities including and capacity building of the entrepreneurs and local institutions.

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For example, Lwang homestay is so popular among tourists, it is overcrowded during the peak
season. New homestay and those homestay started their business outside Annapurna could be
benefited from ACAP learning. Among all, governance was the major challenge emerged during
the rapid assessment as informed. Another constraint with the Ministry and Division Forest Offices
is lack of skilled human resources.

5.4 Consultation Meeting with Home Stay Association of Nepal (HOSAN), Kathmandu

Home Stay Association of Nepal (HOSAN) is the apex organization of homestay operators of
country formed as per Homestay Operation Procedures, 2067 to assist government in matter
related with homestay. Consultation meeting was held with the representatives of HOSAN on 08
Fagun, 2076. The objectives of the meeting were to be informed about the roles, responsibilities
and actions taken by HOSAN and to collect inputs on the proposed study methodologies and
checklists. Participatory SWOT analysis was done with representatives of HOSAN. The outcomes
of SWOT analysis is presented below.
Table 5.1: Strengths, Opportunities and Challenges of Homestay
Strengths Opportunities
• Homestay Operation Procedures, 2067 • Promotion of local culture
• Clinginess improved in homestay (Gurung, Tharu, Magar, Bote,
community Rai etc.)
• Contributed in women empowerment ( as • Self-employment
women took part in income generation, • Improved economic condition of
example, Kapan) the homestay units
• Slow down the outmigration (not completely • Preservation of art and culture
halted, Kalabang homestay Pokhara, on the verge of extinction
Amaltari homestay etc.) • CTEVT provides skill certificate
• Generated community contribution (in after examination for those
Gandaki, 70% by province, 10% local graduated (3 years course)
government and 20 % local community) • Increased small cottage
industries
• Contribution in farming and
livestock herding by creating a
local market in own community
• Contribution in physical
infrastructures development
projects (access, drinking water,
communication, electricity etc.)
• Opportunities for capacity
building (training, workshop,
exposure visit etc.)
Challenges
• no clarity of office for legal
registration/renewal (tourism office, Ministry

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 of Industry, Tourism, Forest and
Environment, Cottage Industry and Local
governments )

• Resentment of private homestay for not

being eligible for grant supports ( Gandaki
province)

• Weak/inadequate linkage with farming and

livestock

• No clarity on which agency to keep and

compile the national level data base on
homestay tourism

• Require of new Homestay Operational

Guideline (in line with federal governance)
and province level guidelines

• Lack of regular and effective monitoring

mechanism ( inadequate human resources)

• Inadequate skilled human resources

(homestay level, Ministry level, divisional
forest office level etc.)

• Communication barrier with the

international tourists/guests

• Lack/absence of effective security

mechanism (include rescue operation in
emergency)

• Noise pollution

• Lack of understanding on the

nature/essence of homestay (people
understand same as hotel/guest house)

5.5 Meeting with ward chair-13, Byas municipality, Tanahu

Mr. Lekha Bahadur Rana, Ward Chair-13, Byas Municipality was interviewed after the group
discussion with Community Homestay. Among several wards, urbanization is being accelerated
in ward 1 while there are not adequate open space in ward 2. In ward 11, there is a Tanahusur
homestay. However, there are open and public space in ward no 13.

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Aapswara Dalit Community Homestay has contributed to promote entire Byas municipality far
afield as this is the first community homestay run by Dalit community. Similarly, plantation and
creation of conservation pond were supported by the Hariyo Pan program. Ward chair is found to
be quite positive and supportive towards homestay as it gave Byas municipality a social
recognition and also benefited Dalit community, considered to be the most poor and marginalized
communities in Nepal. Ward office has total annual budget of NPR 10-15 million, out of which,
most budget is spent on development of physical infrastructure. Water sources are located in
valley and has to be lifted for uphill settlements including Aapswara. Currently Dalit community
has reliable source of water. In addition, ward office plans for plantation and capacity building of
local institutions. One constraint of the homestay is that homestay units are scattered.

Page 38 of 77
6. Contribution of homestay in total household income (direct economic benefits)

Focus group discussion was organized in 18 homestay communities spreading in 12 districts

across all provinces. The largest number of communities interviewed were from Kailali and Palpa
district with four followed by Dhankuta, Parsa, Tanahun with three. Similarly, two homestay
communities were consulted in Chitwan, Nawalpur, Syangja, Banke, Bardiya and Surkhet. In Ilam,
interaction was done with only one homestay. Out of 30 randomly selected homestay units, 70%
(21) were registered in the name of women members while remaining 30% with men. Samudaeek
Krishi Community Homestay is run entirely by women. In terms of gender inclusiveness,
registration is favorable. However, in-depth analysis of other aspects require further investigation.
Table 6.1: Registration status of homestay units (Field Survey, 2020)
S.N Province District HHs Registration with
Women Men

1 1 Ilam 1 0 1
2 Dhankuta 3 2 1

3 2 Parsa 3 2 1
4 Bagmati Chitwan 2 1 1
5 Gandaki Nawalpur 2 1 1
6 Tanahun 3 2 1

7 Syangja 2 2 0

8 5 Palpa 4 4 0
9 Banke 2 2 0

10 Bardiya 2 2 0

11 Karnali Surkhet 2 1 1
12 Sudurpacchimanchal Kailali 4 2 2
Total 30 21 9

Based on the calculation of 30 homestay units, average yearly income is NPR 678667. Job con-
tributes nearly quarter of total household income. Wage labor ranks second with 20.5%.
Homestay ranks quite notable with the third contributor (15.3%) among the prevailing source of
income (Fig 6.1). Foreign employment, farming and livestock, business (other than homestay),
others and pension contribute 10.3 %, 8.8 %, 7.5%, 6.6% and 6% respectively. It is interesting to
note that homestay income exceeds remittance. This is due to the facts that large numbers of
homestays are from Tharu communities and against other social groups, Tharu people primarily
rely on farming, livestock farming and seasonal wage labor. The farmers earn their livelihoods
working as a wage laborers during the slack agriculture seasons.

Page 39 of 77
 Contribution of total household income by source of
income
7% 9%

15% 10%

6%

25%

20%

8%
Farming and livestock Foreign employement
Job Business (except homestay)
Wage labor Pension
Homestay Others
Figure 6.1: Share in total household income by income source (Survey, 2020)

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7. Sustainability Analysis

Besides SWOT analysis, historical timelines, the study team developed and used a sustainability
tool to assess the sustainability aspect of homestay. The study team conducted a desk study and
collected relevant documents/reports to get acquainted with similar tools used in other fields. Pri-
marily, the study team has drawn this tool from governance and sustainable management of com-
munity forest and contextualized in the homestay sector.

The five most relevant areas where identified that represent the homestay most that include in-
clude: i) economy ii) environment iii) social-culture iv) governance and v) safety & security. Each
area has five performance indicators.

Regarding performance indicators, in environment, the likely impacts (waste problem, energy
consumption) of tourism on environment was examined. Others indicators include: community's
allotment of part of income and leverage on environmental programs/activities. Homestay tourism
hugely rely on the natural capital henceforth impacts on environment constitutes one of the key
areas of sustainability assessment.
Under economic, whether economic activities has been increased, decreased or not changed
were examined. It is obvious that homestay brings numerous economic opportunities in the
communities but real challenges is to measure the extent of status of economic activities. Arrivals
trend of guests (occupancy) and cash flow were also analyzed wherever possible. In some case
due to the lack of rotation system of guest, data were not available. Similarly, the extent of use of
local products (particularly in food) was also discussed.
The third area is socio-culture
that covers the inquiry in to
promotional activities of local
culture (authentic food, local
festivals, dance, attires etc.),
heritage conservation,
adequacy (there off
inadequacy) of skilled human
resources and social harmony
between homestay owners
and other local people.
Governance is fourth area
where participants discussed
around compliance of legal
procedures, inclusion and
representation of women and
socially excluded people in
homestay management
committee, sub-committee
and decision making process.
Figure 7.1: warm hospitality is the hall mark of homestay tourism

Page 41 of 77
It is also examined whether there were mechanism of benefit sharing. If exists, how well is has
been functioning within the existing capacity of homestay management committee for
coordination and collaboration with government agencies, NGOs and donor communities.
In fifth area, safety and security, it is explored the condition of access (road network), measures
against natural disasters and wild animals, availability of health services and security which are
of utmost important services for guests. In the context of occasional misunderstanding/quarrel
between guests and homestay owners, this issue was included for discussion and self-
assessment.
By way of discussing, reflecting
and examining, the local
participants assigned score in
each performance indicator while
expert team facilitated discussion
by clarifying the tasks and helped
local people to better understand
the questions. 25 such scores
were collected during focus group
discussion. The details of
performance indicators and
individual scores are presented in
Table 7.1. This tools in the draft
form were shared with the
Targauan Development Board
and HOSAN for inputs and refined
before testing in the field. The
score ranges from 1 to 5 (1= very
poor, 2=poor, 3= satisfactory, 4=
good and 5 = very good).
Figure 7.2: wildlife sighting is popular recreational activities

Table 7.1: Performance indicators and score of sustainability assessment

Areas Performance Indicators Score (1-5)

Economy Indicator 1: Annual average occupancy of visitors
Indicator :2 Income from accomodation, food and
others
Indicator 3: Employment generation – directly or
indirectly
Indicator 4: Consumption of local agriculture and other
products (vegetables, meat and dairy )
Indicator 5: Promotion of additional business activities
in community (tea shop, groceries etc.)
Environment Indicator 1: Solid waste management
Indicator 2: Production of raithaane agriculture
products
Indicator 3: Water and sanitation

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 Indicator 4: Nature conservation and promotion
Indicator 5: Energy consumption
Socio-culture Indicator 1: Promotion of socio-cultural program (
dress, songs music, and language )
Indicator 2: Socio- cultural museum
Indicator 3: Harmony among communities
Indicator 4: Protection and maintain of local cultural
heritages
Indicator 5: Skills human resources and mobilization
Governance Indicator 1: Follow all legal procedures ( registration,
revenue, auditing, reporting and formation of
management committee )
Indicator 2: Gender equity and social inclusion in
management committee and other sub committees and
decision making
Indicator 3: Documentations including auditing,
reporting and
Indicator 4: Benefit sharing and its mechanism and
contribution of social services
Indicator 5: Coordination and collaborations and
communication
Safety and Indicator 1: Road and trail to assess the home stay
security
Indicator 2: Safety measures from natural calamities
and wild life
Indicator 3: Community primary health care facilities
Indicator 4: Home based safety
Indicator 5: Emergency services and coordination

The study team assessed sustainability of six community homestays of Nepal, one in each
province except Sudurpacchiam. Based on these outcomes, aggregate sustainability was
calculated. It is important to note that due to the inadequacy of sample size, it is not adequately
representative to extrapolate findings in the country level. However, it is suffice to provide some
insights at what extent, homestay performs for sustainability stand point. Equally important point
is to note that this is the self-assessment and therefore the results need to be interpreted
cautiously.
7.1 Ayodhyapuri Community Homestay, Madi
Overall performance of Adyodhyapuri Community Homestay, Madi Municipality-8 Chitwan is good
as indicated by 75 .2%. Key five areas under discussion are viz. Environment, Economic, Socio-
culture, Governance and Safety and Security As per the perception of homestay owners and
representatives of homestay management committee, the performance of individual area is
represented by Figure 7. 3. Among all areas, Safety and security situation is better as community
homestay units have display codes of conduct in each room and also deal by sub-committee if
any issues emerge. Ayodhyapuri homestay has relatively good performance in all areas except
government (68%). The occupancy rate is low which necessitates a concerted promotion and
marketing.

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 Ayodhyapuri Community Homestay, Madi
100 Economic,
80 72
60
Saftey and 40
security, 84 20 Governance
0 , 68

social and
culture, 72 Environment
, 80

Figure 7.3: Sustainability assessment of Ayodhyapuri Community Homestay

7.2 Amaltari Community Homestay, Nawalpur

Amaltari Community Homestay is located at Kasowati Municipality-15 Bag Khor, Nawalpur district.
The average score is 85.6 %. The score of the individual area is presented in figure 7.4. As
indicated by graph below, Governance, Environment, Economic and Safety and Security receive
96%, 92%, 88% and 80% respectively. Among all, performance of social and culture is the lowest
(72%). The occupancy is low. One way of increase occupancy is to be proactive in promoting and
marketing of the homestay products.

Amaltari Community Home stay

Economic
100 88
80
60
Saftey and security80 40 96
Governance
20
0

Social and culture72 Environment

92

Figure 7.4: Sustainability Assessment of Amaltari Community Homestay, Nawalpur

Page 44 of 77
7.3 Sirubari Community Homestay, Syangja
The figure 7.6 indicates that overall
performance is satisfactory (84%). Sirubari
Community homestay is the first community
homestay of Nepal. For numbers of years,
Sirubari tops all homestay and gradually
number of house stay units has been
dropped which is the biggest sustainability
challenge. The reduction of homestay units
is due to the outmigration of Gurung people
and lack of strong local leadership. In
addition, competition has been increased
from new homestay. Sirubari homestay is
primarily a cultural experience. Low
occupancy rate suggests a need of further
improvement.

Figure 7.5: Cleanliness is improved village

Sirubari Community Home stay, Syangja

Economic
100 80
80
60
Saftey and 40
84 80Governance
security 20
0

Social and
84 Environment
culture 100

Figure 7.6: Sustainability Assessment of Sirubari Community Homestay, Syangja

7.4 Shree Antu Danda Community Homestay

Shreeantu Danda community homestay is one of the most popular homestay destinations of
Nepal offering a spectacular view of sun rise and stunning landscape of tea gardens. Located in
Surya Danda Municipality -4 and 5, Ilam, its overall performance is 71.2 %. The individual score
is presented in figure 7.7. The figure indicates economy area performs better whereas, socio
culture and governance require more focus. One key challenge is sound pollution. Also homestay
owners raised concern that with the upcoming of new luxurious hotels, the very identity of Antu
danda as a homestay destination is being adversely affected.

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 Shreeantu Community Home stay, Ilam
Economic
88
100
80
60
Saftey and 40
80 Governance
security 20 56
0

52
Social and 72
Environment
culture

Figure 7.7: Sustainability Assessment of Shreeantu Community Homestay

7.5 Khata Jaibik Marga Community Home Stay, Bardiya

Comparatively, average performance of Khata Jaibik Marga Community Home Stay is low,
(69.6%). The figure 7.8 indicates status in all five areas– Economic, Environment, Governance,
Socio- culture and Safety and security. Economic and Socio- Culture areas low performing areas.
Khata Jaibik Marga once a popular homestay destination now faces fierce competition from new
homestays. Unless homestay management innovates to attract more guests and focuses in
branding, it may not be able to retain the past popularity.

Khata Jaibik Marga Community Home Stay,

Bardiya Economic
100
80 64
60
Saftey and 40
security 68 20
68 Governance
0

60
Social and
Environment
culture 88

Figure 7.8: Sustainability Analysis of Khata Jaibik Marga Community homestay, Bardiya

7.6 Rana Tharu Community Home Stay, Kanchanpur

Rana Tharu Community Home stay performs at the level of 61.6%, which means it is at the
medium performance scale. Based on the spider web graph, the home has a good performance
on Environment, and Safety and Security whereas performance on remaining areas such as
Economy, Governance and Socio- Cultural are medium. More focus is required on Socio-cultural
and Economic aspects.

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 Rana Tharu Community Home stay
Economic
80
56
60
Saftey and 40
security
72 20 56 Governance
0

Social and52
Environment
72
culture

Figure 7.9: Sustainability Analysis of Rana Tharu Community homestay, Kanchanpur

7.7 Aggregate Sustainability Assessment

Considering sustainability assessment of all six homestay communities, aggregate status was
calculated. Aggregate is the average performance of all six homestay and depicted in percentage.
In comparison, social and cultural area received the least score (65%). Focus on promoting local
culture, local products, activities for heritage conservation, and human resource development has
been low. One of the key attractions of the guests in homestay is its locally grown authentic foods,
local culture and ambience. This has been not achieved as expected. Governance too, some
extent, required additional focus. Regular and periodic transparency of income expenditure was
not there. Under the current federal governance system, homestay owners are confused at which
is the legally valid office for registration and renewable. The economic and, safety and security
preform satisfactory with the environment at the top (84%).
Occupancy (arrivals) is low in most of the cases as compared with the capacity. Within the existing
capacity, homestay can render the services to additional numbers of guests. The characteristics
of the homestay is that it is seasonal and therefore there are too little guests (lean season) and
too many guests (peak season) and therefore management committee, in some place, plan to
increase the homestay units however, in the annual basis, it is still underutilized (low occupancy).
The best strategy might be to find out ways to attract the guests during lean season.
It is important to note that future intervention should be done at two level i) policy level and ii) site
specific level. The aggregate analysis is more related with policy level while individual analysis is
more related with the site specific level henceforth more appropriate while future improvement is
made.

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 Aggregrate Sustainability Status
Economic
100
75
80
60
40
Saftey and security78 71 Governance
20
0

65
social and culture Environment
84

Figure 7.10: Aggregate Sustainability Assessment

Page 48 of 77
8 Conclusions

 Homestay tourism rightly utilizes the leisure time of household members in cash income
generation modestly contributing to the total household income with nearly 15%. Particu-
larly, it creates and increase the space of women members of family and help in women
empowerment.
 Besides direct economic benefits, all homestay communities admit that homestay tourism
has exposed them with the outer communities with wider opportunities to interact, share
and learn from them.
 Creation of local market inside the communities for meat, dairy products and vegetables
is one of the huge benefits of homestay tourism that benefits beyond homestay owners.
 With the new homestay coming up, first generation homestay (Sirubari, Khata) communi-
ties face the fierce competition so challenges for all homestay is to stay relevant and at-
tractive for visitors after a period of time. In case of Sirubari, decreasing occupancy is due
to the lack of strong leadership and increased outmigration of local people to Pokhara and
abroad
 In some homestay, there is no rotation mechanism of guests (Namje thukmi, Gaver etc.)
and therefore it is not operational based on the true spirit of community homestay where
all homestay units will be equitably benefited.
 One of the biggest challenges of homestay units is noise/sound pollution especially during
Friday evening. Despite of codes of conducts and information sharing, occasionally guest
under the influence of alcohol, play music loud and stay late not abiding the rules.
 In some cases, it is found that homestay management committee is planning to increase
the number of homestay units despite the low occupancy rate. Occupancy rate has not
been accounted in their planning.
 The very characteristic of homestay has been" too many guest in the season while too
little guests in slack season" but not devise any scheme to attract guest during the slack
season.
 In some homestay, there are lack of transparency and information sharing among the
homestay units and therefore governance is poor (see details in sustainability analysis
section).
 Understanding of homestay management committee on branding and unique selling point
is very poor. Latest information technology is little used. For example, Sunakhari is per-
haps the only homestay from where guest can visit three National Parks (Chitwan National
Park and Parsa National Park in Nepal; Balmiki National Park in India) in a day but there
is no such information.
 Waste management is another challenge brought by homestay tourism. Cleanliness and
personal hygiene have been increased but disposal facilities is poor. Incinerator for burn-
ing materials are rarely used.

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 Some provinces such a Gandaki, Bagmati have developed the grants and incentives for
homestay but in few cases, people start homestay in an attempt to receive the grant. Such
motivation will not lead homestay anywhere.
 Private Homestay did not receive the grants and cash incentive from the government
(Gandaki province) which widens the misunderstanding between private and community
homestay. It is important to note that government has also recognized private homestay
legally.
 Homestay communities attract and receive financial and technical resources from Park
Office (Sunakhari, Amaltari etc.), conservation institutions such as WWF Nepal and donor
agencies (Bilateral agencies). In summary, homestay creates a conducive environment
for exploring the potential funding sources as observed during field study.
 There are some confusion on the valid institutions for renew and registration under the
federal governance system. In addition, due to the inter-governmental coordination, there
are more than one or two institutions where homestay units have to go for renew or reg-
istration (municipality, small cottage industry office, province ministry of Industry, Tourism,
Forests and Environment)
 Some homestay units are not abiding the homestay operational guidelines, 2067 as they
use over 4 (four) rooms during the peak season. It is learned that purpose of homestay is
to engage the family members. If capacity is increased and has to hire the supporting staff,
it loses the family like environment and behavior which homestay is known for.
 In some places (Antudanda), arrival of new luxurious hotels, the very identity of Antu
danda as a popular homestay destination is under threat.
 Homestay units nearby urban center (Sunakhari, Namje thumki, Antu danda, Amaltari
etc.), exceedingly youth guest use homestay as a one-night-out- entertainment location.
Most of these youths are not interested in authentic local culture and only interested in
drink, campfire and music.
 Homestay located near the national park render the jeep safari, jungle walk, boating ser-
vices to guest and benefit from nature and wild animals.

Considering all these issues, benefits, challenges, homestay has come a long way in decades
and modestly benefited to the socio-economically back ward communities. Perhaps indirect
benefits such as increased interaction with outside communities, coordination and
communication skills with government agencies and donors, empowering women members
of family, creation of local market for local product and increased cleanliness and personal
hygiene far exceeds the direct economic benefits.

Page 50 of 77
9 Key Recommendations

9.1 Policy Recommendation

• Other remaining provinces also should develop the homestay operational guidelines for
respective province. Province level homestay operational guideline should clearly address
the responsible agency for registration, renewal and reporting.

• Under the federal structure, Ministry of Industry, Tourism, Forest and Environment and
Division Forest Offices are the government agency responsible for supporting,
implementing and monitoring of homestay. However, these institutions have not adequate
human resources. It is imperative that training on hospitality sector should be provided to
the staffs of Ministry and Division Forest Office.

• It needs to include also the private homestay in the grant scheme.

• Homestay communities are not benefited by the digitalization of marketing and homestay
promotion (Apps, social media, web based platform). Government agencies should train
local communities on this aspect.

• All province governments need to focus on providing grants for improving infrastructures
(community hall, museum, rooms, beds, community park, community parking space, view
tower, trail etc.) and capacity building of homestay units once homestay is legally
registered and tourism activities identified.

• Homestay tourism community should be acknowledged as one of the criteria while

identifying sites for infrastructure (road access, electricity, drinking water and
communication should be focused more) development.

• Homestay facilities and services should be equally aimed at international tourists (in the
context of current focus on domestic visitors). Capacity building should consider this
aspect as well (language training, minimum comfort level, health and safety standard,
provision of heritage tour guide etc.)

• Province tourism board and National Tourism board shall identify the gaps in promotions
and come up with innovative branding or promotion of homestay.

• HOSAN needs to monitor the homestay units periodically and suggest ways of
improvement. Such issues and observation should be the key agenda in annual
conference.

• Province Minister of Industry, Tourism, Forests and Environment should develop

Homestay Apps so potential guests know the services, facilities, location, mode of
transportation, price and book in advance. Home stay Apps will be helpful to count the
arrival numbers of particular homestay.

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9.2 Site specific recommendation

• In most sites, there is a lack of trained heritage guide to provide the culture related
information to guests. In this regard, each community homestay unit should invest in
training some youths.

• Monitoring is weak and not regular. In absence of accountability, real essence of homestay
tourism is not maintained and promoted. Monitoring agency should be made responsible
for regular monitoring with the strong documentations. No such documentations were
available during the field survey. In absence of institutional memory, it is likely that
subsequent monitoring raise the same questions again and again.

• Resources materials are very limited to enhance the cultural and nature experience of
homestay tourism. Guests receive the information from the respective homestay units but
it varies greatly particularly on the cultural histories (temple, cave, monasteries, myths,
folk stories etc.).

• Viable and innovative incentive schemes should be devised in order to attract guests
during lean season (heavy discount in room charge, bonus cultural programs for above
certain numbers of guests, pick up drop facilities up to the road head, free cultural gift for
all guests etc.). This may help to increase the occupancy rate but also address the problem
of overcrowding during peak season.

• Best practices of homestay tourism should be replicated elsewhere but it has to be

contextualize.

• Increased coordination and cooperation are of utmost important between homestay

communities and park office as most of the tourism attractions are located inside park or
its vicinity.

Page 52 of 77
Annexes
Annex-1: Field itinerary

Field Itinerary of Impact Evaluation of Homestay, Nepal

27 Feb to 7 March ( 15 Falgun to 23 Falgun, 2076)
1st Phase (Eastern Nepal)
Date Activity Municipality HHS
27 Feb. 2020 Fly to Bhadrapur, Jhapa
27 Feb. 2020 Drive to Shree Antudanda Community Homestay Suryodaya Municipality -4/5 43
and interaction meeting

28 Feb. 2020 Drive to Mangse Bung Community Homestay and Mangse Bung RM-5 15
interaction meeting
29 Feb. 2020 Drive to Namje Thumki Community Homestay Sanguri RM-6 Namje 22
Thumki
1-Mar-20 Drive to Subarnapur and interaction meeting with Thori RM-5 , Subarnapur 15
Sunakhari Homestay
2 Mar. 2020 Drive to Madi ( Interaction meeting with Madi Municipality -8, 13
Ayodhyapuri Community Homestay , Bote Shivdwar
Community Homestay Madi
3 Mar. 2020 Drive to Piprahar &interaction meeting with Devchuli Municipality -17 22
Piprahar Community Homestay
3 Mar. 2020 Drive to Amaltari and Interaction meeting with Rest at Amaltari 22
Amaltari Community Homestay Community Homestay
4 Mar. 2020 Drive to Madanpokhara and interaction meeting Tansen Municipality -9 11
with Community Krishi Homestay, Madanpokhara
Madanpokhara
5 Mar. 2020 Interaction meeting with Paryatan bikas tatha Adhikhola RM-1 17
Byabasthapan Samiti (Sirubari Community Panchamul
Homestay)
6 Mar. 2020 Drive to Pokhara and meeting with government
line agencies
6 Mar. 2020 Drive to - Apaswara Community Homestay and Byas Municipality-13 18
meeting pokhari bhanjyang
7 Mar. 2020 Drive to - Ban Kariya Community Homestay and Manarahari -RM 3 5
meeting
7 Mar. 2020 Meeting with government line agencies
7 Mar. 2020 Drive to Ktm

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 Field Itinerary of Impact Evaluation of Homestay, Nepal
2nd Phase (Western Nepal)
Date Activity Municipality HHS
17 March, 2020 Fly to Dhangadi and interaction meeting Krishnapur Municipality 5
Bijaya Sal Community Homestay
Interaction meeting with Rana tharu Rest at Ranatharu Homestay 8
Community Homestay
18 March, 2020 Interaction meeting with Rana tharu
Community Homestay
Interaction meeting with government ( CW, Bhada Home stay 19
DFO, Provience government)
Interaction meeting with Bhada Homestay Rest at Bhada Community
Home stay, Kailali
19 March, 2020 Interaction meeting with Jaibik Marga Rest at Corridor Home stay, 22
Community Homestay , Dalla, Bardia Dalla, Bardia
20 March, 2020 Interaction meeting with Govindapur Lunch at Govindapur 15
Community Homestay, Bardia Homestay
Interaction meeting with Patal Ganga Rest at Patalganga , Surkhet 7
Community Homestay, Surkhet
21 March, 2020 Interaction meeting with Gabhar Valley Gabhar , Banke 15
Community Homestay, Gabhar, Banke
Short interaction and observation visit Rest at Gabhar Valley 20
Satkhaluwa Community Homestay, Bardia
Meeting with Tetai Arc Landscape project Kohalpur, Banke
Office
Fly Back to Ktm

Annex-2: List of individuals/institutions consulted (27 February to 22 March, 2020)

Name: Shree Antu Community Homestay, Suryadaya Municipality 4 and 5, Ilam
SN Name Address Contact No
1 Dilip Khadka Suryadaya Municipality-5 9842727163
2 Yekraj Ghimire Suryadaya Municipality-4 9852681032
3 Surya Pd. Ghimire Suryadaya Municipality-4 9844613082
4 Kumar Ale Suryadaya Municipality-4 9825964930
5 Teku Pulami Suryadaya Municipality-4 9862608788
6 Dhan Kumar Ale Chairperson, HMC 9842615303
7 Suren Ale Suryadaya Municipality-4 9816925465
8 Chandra Shrestha Suryadaya Municipality-5 9815926614
9 Tek Bahadur Ale Suryadaya Municipality-4 9842778262

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 10 Nara Bahadur Pradhan Suryadaya Municipality-5 9842627958
11 Kailash Biswokarma Bahundangi-2 -
12 Radhika Magar Suryadaya Municipality-5 9819091931
13 Dipen Kalikote Bahundangi-2 -
14 Raju Khadka Suryadaya Municipality-5 9813906279
15 Lekhu Khadka Suryadaya Municipality-5 9842722118
16 Dev Bahadur Shrestha Suryadaya Municipality-4 9742626731
17 Dinesh Ale Suryadaya Municipality-4 9818586022
18 Thakur Singh Tumbapo Suryadaya Municipality-5 9814033734
19 Kalpana Magar Suryadaya Municipality-5 9815075558
20 Dharanidhar Ghimire Province No 1, HOSAN, Vice 9852680024
Chairperson
21 Rudra Pd. Ghimire Co. Secretary, HMC 9842748599
22 Laxmi Ghimire Suryadaya Municipality 9862615684

Name: Mangsebung Community Homestay, Mangsebung Rural Municipality-3 and 5, Illam

SN Name Address Contact No
1 Kalpana Lingden Chairperson, HMC 9806068926
2 Hom Lingden Mangsebung R. Municipality-5 9742690548
3 Tara Devi Lingden Mangsebung R. Municipality-3 9801419733
4 Devaki Linbu Lingden Homestay Member 9814957234
5 Loktam Manamaya Limbu Homestay Member 9814961607
6 Junkumari Makhim Limbu Homestay Member -
7 Tilrupa Sabehang Homestay Member 9869422318
8 Chandra Kumari Sigu Homestay Member 9816994519
9 Sunita Subba Vice Chairperson of Mangsebung 9752600504
R. Municipality &Secretary, HMC

10 Buddhi Bd. Yonghang Homestay Member 9818574053

Page 55 of 77
Name: Namje Thumki Community Homestay, Sangurigadhi Rural Municipality-6, Dhankuta

SN Name Address Contact No

1 Anil Kumar Rana Chairperson, HMC 0942563199
2 Gunjaman Magar Homestay Member 9842514327
3 Nil Kumari Magar Homestay Member 9807033503
4 Dil Kumari Magar Homestay Member 9814300840
5 Karna Bd. Thapa Magar Homestay Member 9811354029

6 Dilmaya Magar Homestay Member 9810179472

7 Sajina Rana Magar Homestay Member 9811056712
8 Dhanamaya Rana Homestay Member 9816332047
9 Matimaya Rana Homestay Member 9814368161
10 Dambar Bd. Magar Homestay Member 9805320371
11 Gita Limgu Magar Homestay Member 9819083320
12 Naramaya Magar Homestay Member -
13 Balkrishna Magar Homestay Member 9814361805
14 Nagendra Magar Homestay Member 9805345514
15 Sujan Magar Homestay Member 9811004158
16 Dal Bahadur Magar Homestay Member 9807364740
17 Karna Bd. Magar Homestay Member 9811354029

Name: Sunakhari Community Homestay, Thori Rural Municipality-5, Parsa

SN Name Address Contact No
1 Shambhuram Paudel Chairperson, HMC 9860104767
2 Ram Bd. Pakhrin Ward Chairperson, Thori RM-5 9804263296
3 Balram Kormocha Secretary, HMC 9816278672
4 Ashamaya Tamang Thori Rural Municipality-5 9807287838
5 Sima Moktan Thori Rural Municipality-5 9824252630
6 Dipa Kumari Lama Thori Rural Municipality-5 -

Page 56 of 77
 7 Devi Pd. Dahal Chairperson, Sunakhari Community 9845308091
Forest’s Consumers Committee,
Parsa
8 Hari Pd. Chamlagain Vice Chairperson, HMC 9845191575
9 Bhim Bd. Pakhrin Ex-Chairperson, Sunakhari 9845222889
Community Forest’s Consumers
Committee, Parsa
10 Karan Yonjan Thori Rural Municipality-5 9816239899
11 Sanukanchhi Lama Thori Rural Municipality-5 9814042622

Name: Ayodhyapuri Community Homestay, Madhi Municipality-8, Chitwan

SN Name Address Contact No

1 Som Bd. Pun Secretary, HMC 9868082582

2 Sonu Pun Homestay Member 9867051070

3 Prata Bd. Pun Madhi Municipality-8 9845322103

4 Lal Bd. Magar Madhi Municipality-8 9817239328

5 Prabin Thapa Madhi Municipality-8 9855082750

6 Gaumaya Pun Madhi Municipality-8 -

7 Pampha Shrestha Madhi Municipality-8 9845138561

8 Kumari Pun Madhi Municipality-8 9862556815

9 Babita Pun Madhi Municipality-8 9845086518

10 Arati Pun Madhi Municipality-8 9845691671

11 Biroj Pun Magar Madhi Municipality-8 -

12 Sharmila Rai Madhi Municipality-8 9825217657

13 Naina Shrestha Madhi Municipality-8 -

14 Mohan Bd, Pun Chairperson, HMC 9846993120

15 Tul Bd. Pun Magar Madhi Municipality-8 9845195292

Page 57 of 77
Name: Piprahar Community Homestaygram, Nawalpur

SN Name Address Contact No

1 Jhanak Bd. Mahatto Chairperson, HMC 9840968723

2 Rim Bd, Ale Homestay Member 9840093736

3 Prem Kumari Mahatto Homestay Member 9847144257

4 Rameswori Chaudhari Homestay Member 9816410021

5 Somnath Mahatto Homestay Member 9847253562
6 Purnakala Khojwar Homestay Member 9847074712
7 Bhoj Bd. Mahato Homestay Member 9815426551
8 Dhaniram Khojwar Homestay Member 9807573532
9 Jitendra Shahi Homestay Member 9867031573
10 Ramdin Gurau Homestay Member 9808037630
11 Chandramaya Mahatto Homestay Member 9804418622

12 Tika Mahatto Homestay Member -

13 Manju Mahatto Homestay Member 9867433708

14 Baliram Mahatto Homestay Member -

15 Lilisara Khojwar Homestay Member 9847096907

16 Bishnu Bd. Ale Homestay Member 9847484747

Name: Amaltari Bufferzone Community Homestay Kawasoti Municipality-15, Nawalpur

SN Name Address Contact No

1 Dhaniram Gurau Manager, HMC 9867224300
2 Nara Bahadur Mahatto Gundrahi Community Forest 9802637837
Consumers Committee
3 Shankar Pd. Chaudhari Homestay Member 9807472245

4 Chandra Bd. Mahatto Homestay Member 9840417210

5 Bhim Bd. Mahatto Homestay Member 9863079812
6 Janak Bote Homestay Member 9826438904

7 Bhoj Bd. Mahatto Homestay Member 9812942958

Page 58 of 77
 8 Nabin Mahatto Kawasoti Municipality-15 9840699863

9 Min Kumari Mahatto Kawasoti Municipality-15 9817580992

10 Gita Kumari Mahatto Kawasoti Municipality-15 9807478510

11 Jogmaya Mahatto Kawasoti Municipality-15 9848960715

12 Pabitra Mahatto Kawasoti Municipality-15 9821440681

13 Urmila Mahatto Kawasoti Municipality-15 9817529371

14 Dhanamaya Mahatto Homestay Member 9804474355

15 Sandhya Chaudhary Kawasoti Municipality-15 9840391719

16 Hira Kumari Mahatto Kawasoti Municipality-15 9800775758

17 Ganga Mahatto Kawasoti Municipality-15

18 Dil Kumari Mardaniya Kawasoti Municipality-15

19 Sita Bote Kawasoti Municipality-15

20 Preeti Bote Kawasoti Municipality-15 9815416561

21 Asa Maya Bote Kawasoti Municipality-15 9811498405

22 Sima Bote Kawasoti Municipality-15

23 Kumari Bote Kawasoti Municipality-15 9847241486

24 Pinky Mahatto Homestay Member 9807514461

25 Indra Pd. Bote Homestay Member

26 Prem Shanker Mardaniya Chairperson, HMC & Vice- 9816452925
Chairperson, Kawasoti Municipality

Name: Community Agriculture Homestay, Tansen Municipality, Palpa

SN Name Address Contact No
1 Rupa Thapa Homestay Member

2 Maya Devi Bhattarai Homestay Member

3 Harikala Neupane Vice Chairperson, HMC 9847138651
4 Pos Kumari Pokhrel Homestay Member 9847138651

Page 59 of 77
 5 Sita Devi Bhattarai Homestay Member 9847043676

6 Menaka Sapkota Homestay Member 9847067177

7 Toma Kumari Basyal Homestay Member

Name: Sirubari Community Home-stay, Aadhi Khola Rural Municipality-1, Syangja

SN Name Address Contact No

1 Chandra Bd. Gurung Aadhi Khola R. Municipality-1 9806537025

2 C. Purna Bd. Gurung Aadhi Khola R. Municipality-1 9846122942

3 Tanka Bd. Gurung Aadhi Khola R. Municipality-1 9846464307

4 Parbati Gurung Mothers Group 9846176992

5 Bindu Kumari Gurung Mothers Group
6 Sapana Gurung Mothers Group 9843143368

7 Maya Gurung Mothers Group 9816606531

8 Rina Gurung Mothers Group 9816602884

9 Santosh Gurung Sirubari Nawa Yuba Club 9843143367

10 Dambari Gurung Mothers Group 9846515791

11 Prem Kumari Gurung Mothers Group 9817160101

Name: Aapswara Community Dalit Home-stay, Byash Municipality, Tanahu

SN Name Address Contact No

1 Menuka Bishwakarma Homestay Member 9806702084

2 Resham Bishwakarma Homestay Member 9806620723

3 Devi Bishwakarma Homestay Member

4 Badal Bishwakarma Homestay Member 9827184501

5 Sunder Bishwakarma Homestay Member 9816163728

6 Chet Bd. Bishwakarma Homestay Member 9817124937

7 Sumitra Bishwakarma Homestay Member 9826179512

Page 60 of 77
 8 Jikhanda Bishwakarma Homestay Member 9816163728

Name: Manahari Rural Municipality-4, Bankariya Village, Makwanpur

SN Name Address Contact No

1 Dhruva Khadka Ward Chairperson, Manahari R.M-4 9855088104

2 Bishnu Maya Bankariya Manahari Rural Municipality-4

3 Lal Maya Bankariya Manahari Rural Municipality-4

4 Suntali Bankariya Manahari Rural Municipality-4 9817254137

5 Thuli Maya Bankariya Manahari Rural Municipality-4

6 Santamaya Bankariya Manahari Rural Municipality-4

7 Maya Bankariya Manahari Rural Municipality-4

8 Chameli Bankariya Manahari Rural Municipality-4

9 Sano Somlal Bankariya Manahari Rural Municipality-4

10 Pampha Bankariya Manahari Rural Municipality-4 9869318662

11 Dil Kancha Bankariya Manahari Rural Municipality-4

12 Parbati Bankariya Manahari Rural Municipality-4

13 Deepak Bankariya Manahari Rural Municipality-4

14 Santoshi Bankariya Manahari Rural Municipality-4

15 Sita Kumari Bankariya Manahari Rural Municipality-4

Name: Bijayasal Community Homestay, Krishnapur Municipality-2, Kanchanpur

SN Name Address Contact No

1 Jamuna Chaudhary Homestay Member 9809412424

2 Lila Devi Chaudhary Homestay Member 9800673093

3 Pradeshani Chaudhary Homestay Member 9809474004

4 Bahadur Chaudhary Ward Representative-4 9848911282

5 Bispati Chaudhary Ward Representative-4 9848636366

Page 61 of 77
 6 Hari Ram Dagaura Chairperson, Community Forest 9804630380
Consumer Committee
7 Asa Ram Chaudhary Homestay Member 9812726390

8 Nirmal Bhatta Secretary, Community Forest 9843644780

Coordination Committee
9 Shivadatta Panta Chairperson, Community Forest 9848683757
Coordination Committee
10 Rajkumari Chaudhary Homestay Member 9812788010

11 Sher Bahadur Chaudhary Homestay Member 9840579721

12 Parma Devi Dhami Community Forest Consumer 9811693970
Committee
13 Nirmala Bista Secretary, Amar Gokul Community 9812615022
Forest

Name: Ranatharu Community Homestay, Bhimdatta Municipality-14/16, Kanchanpur

SN Name Address Contact No

1 Lava Bd. Bista Bhimdatta Municipality-16 9806420089

2 Ramesh Chaudhari TAL-PABZ, Chitwan 9801039849

3 Kabita Rana Bhimdatta Municipality-14 9806434609
4 Keshmati Rana Bhimdatta Municipality-14

5 Gomati Rana Bhimdatta Municipality-14

6 Kailashi Rana Bhimdatta Municipality-16

7 Chetram Rana Secretary, HMC 9848705447
8 Parshuram Rana Chairperson, HMC 9806428626
9 Ramcharan Rana Bhimdatta Municipality-14

10 Santosh Rana Bhimdatta Municipality-14 9848861218

11 Hemraj Rana Bhimdatta Municipality-14 9812783093

12 Lalaram Rana Bhimdatta Municipality-14 9812713657

13 Bal Bd. Rana Bhimdatta Municipality-16 9848857381

14 Baburam Rana Bhimdatta Municipality-14 9806427613

15 Basanti Rana Bhimdatta Municipality-14 9805799637

Page 62 of 77
Name: Tharu Community Homestay, Dhangadhi Sub- Metropolitan City-16, Kailali

SN Name Address Contact No

1 Laxmi Narayan Chairperson, HMC and Ward 9811662331

Chaudhari Chairperson, Dhangadhi Sub-
Metropolitan City-16
2 Ram Bahadur Chaudhari Dhangadhi Sub- Metropolitan City-16 9865815548

3 Bhagiram Chaudhari Dhangadhi Sub- Metropolitan City-16 9812653165

4 Janjiram Chaudhari Dhangadhi Sub- Metropolitan City-16 9825688475

5 Sher Bahadur Chaudhari Dhangadhi Sub- Metropolitan City-16 9814695092

6 Hariram Chaudhari Dhangadhi Sub- Metropolitan City-16 9812670428

7 Shivaram Chaudhari Dhangadhi Sub- Metropolitan City-16 9815637953

8 Padam Pd. Chaudhari Dhangadhi Sub- Metropolitan City-16 9864752236

9 Kanta Pd. Chaudhari Dhangadhi Sub- Metropolitan City-16 9811632325

10 Sitaram Chaudhari Dhangadhi Sub- Metropolitan City-16 9824642333

11 Niruta Chaudhari Dhangadhi Sub- Metropolitan City-16

12 Premi Chaudhari Dhangadhi Sub- Metropolitan City-16 9804608043

13 Pradeshani Chaudhari Dhangadhi Sub- Metropolitan City-16

14 Ganesh Chaudhari Dhangadhi Sub- Metropolitan City-16 9800654614

15 Shyamsundari Chaudhari Dhangadhi Sub- Metropolitan City-16 9814657124

16 Parbati Chaudhari Dhangadhi Sub- Metropolitan City-16 9822216095

17 Devi Chaudhari Dhangadhi Sub- Metropolitan City-16 9811638132

Name: Jaibikmarga Dalla Community Homestay, Madhuban Municipality-1, Dalla, Bardiya

SN Name Address Contact No

1 Salikram Chaudhari Madhuban Municipality-1 9848015181

2 Saroj Yogi Madhuban Municipality-1 9864814040

Page 63 of 77
 3 Pratikshya Ku. Chaudhari Madhuban Municipality-1 9819506278
4 Parbati Tharu Madhuban Municipality-1
5 Likhni Tharu Madhuban Municipality-1
6 Sarmila Tharu Madhuban Municipality-1 9848065366

7 Indra Tharu Madhuban Municipality-1

8 Bhima Tharu Madhuban Municipality-1
9 Tika Tharu Madhuban Municipality-1
10 Sudip Tharu Madhuban Municipality-1 9848033984
11 Devraj Chaudhari Madhuban Municipality-1 9808028503
12 Dev Pd. Yogi Madhuban Municipality-1 9848254659
13 Remeswor Chaudhari Madhuban Municipality-1
14 Puniram Tharu Madhuban Municipality-1 9844880270
15 Ram Kumari Tharu Madhuban Municipality-1
16 Parshuram Chaudhari Chairperson, HMC and Ward
Chairperson, Madhuban
Municipality-1
17 Pralad Neupane Chairperson, Tara Gaon 9851158203
Development Board

Name: Govindapur Community Homestay, Thakurbaba Municipality-5, Bardiya

SN Name Address Contact No

1 Bir Bahadur Kusma Thakurbaba Municipality-5 9848186735

2 Janardhan Yogi Thakurbaba Municipality-3 9848020989

3 Ram Bdr. Tharu Thakurbaba Municipality-5 9825563100
4 Dukhna Tharu Thakurbaba Municipality-5 9804597446

5 Sadhana Tharu Thakurbaba Municipality-5 9814522851

6 Om Prakash Tharu Thakurbaba Municipality-5 9864733957

7 Jeevan Kumar Tharu Thakurbaba Municipality-5 9848033627

8 Labaru Tharu Thakurbaba Municipality-5 9800575764
9 Swastika Tharu Thakurbaba Municipality-5 9812585827

10 Indra Chaudhary Thakurbaba Municipality-5 9868938276

Page 64 of 77
 11 Fuliya Chaudhary Thakurbaba Municipality-5
12 Nirma Tharu Thakurbaba Municipality-5 9826518232
13 Pratima Tharu Thakurbaba Municipality-5 9815518195
14 Bhadaiya Tharu Thakurbaba Municipality-5
15 Budhani Tharu Thakurbaba Municipality-5
16 Laxmi Tharu Thakurbaba Municipality-5

17 Master Tharu Chairman, CFCC, Basanta 9860221525

18 Pralad Neupane Chairperson, Tara Gaon 9851158203
Development Board

Name: Patal Ganga Community Homestay, Birendranagar Municipality-9, Surkhet

SN Name Address Contact No

1 Mina Chaudhary Birendranagar Municipality-9 9848283883

2 Ram Krishna Chaudhary Birendranagar Municipality-9 9848051157

3 Yam Bdr. Chaudhary Birendranagar Municipality-9 9864708283

4 Rabindra Chaudhary Birendranagar Municipality-9 9804539588

5 Laxmi Chaudhary Birendranagar Municipality-9 9844843869

6 Aarati Chaudhary Birendranagar Municipality-9
7 Sita Chaudhary Birendranagar Municipality-9 9848149186

8 Amrita Chaudhary Birendranagar Municipality-9 9822561180

9 Bhagiram Tharu Birendranagar Municipality-9 9844813958

10 Chandra Chaudhary Birendranagar Municipality-9 9848139102

11 Bal Kumari Chaudhary Birendranagar Municipality-9

Name: Gavar Valley Community Homestay, Baijanath Rural Municipality-1, Banke

SN Name Address Contact No

1 Baburam Chaudhary Baijanath Rural Municipality-1 9858045308

2 Him Lal Chaudhary Baijanath Rural Municipality-1 9848133204

3 Kada Raj Rokaya Baijanath Rural Municipality-1 9858034044

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 4 Ganesh Chaudhary Baijanath Rural Municipality-1 9858020110

5 Ram Prasad Gautam Nepalgunj, Banke 9858085506

6 Prakash Tharu Baijanath Rural Municipality-1 9822440035

7 Gopal Gautam Baijanath Rural Municipality-1 9851220587

8 Khadka Singh Tharu Baijanath Rural Municipality-1 9868231376

9 Chhabi Lal Tharu Baijanath Rural Municipality-1 9812577743

10 Khusi Ram Tharu Baijanath Rural Municipality-1 9848275331

11 Ganga Dutta Jaisi Baijanath Rural Municipality-1 9848093032
12 Pralad Neupane Chairperson, Tara Gaon 9851158203
Development Board

Annex-3: Sustainability Assessment

i) Ayodhyapuri Community Homestay, Madi valley, Chitwan

Areas Indicators Score Explanation of scoring
Economic Annual average occupancy 2 Occupancy is very low
of visitors
Income from accomodation, 4 The income regarding to the
food and others foods, accommodation and
services is relatively increased
Employment generation – 4 in increasing trend
directly or indirectly
Consumption of local 4 Consumption of local
agriculture and other productions is about 75%
products (vegetables, meat
and dairy )
Promotion of additional 4 Groceries, vegetable farming,
business activities in poultry activities increased
community ( tea shop,
groceries etc)
Total 18
(72%)
Governance Follow all legal procedures ( 4 Follow all legal provisions but
registration, revenue, auditing, due to confusion that home stay
reporting and formation of has not renewed yet
management committee )
Gender equity and social 2 Committee and subcommittees
inclusion in management are formed based on the GESI
committee and other sub concept but meetings and
committees and decision general assembly were
making conducted.

Page 66 of 77
 Documentations including 3 No email and internet facilities.
auditing, reporting Filing system is manual
Benefit sharing mechanism 3 There is observed any social
and contribution of social contribution plan
services
Coordination and 5 Coordination and collaborations
collaborations and at all three levels are good
communication
Total 17
(68%)
Environment Solid waste management 4 They are initiating to maintain
hygienic condition in the village
Production of raithaane 4 Consuming more than 75 %
agriculture products local production
Water and sanitation 4 Facility of drinking water is good
however they are process of
testing
Nature conservation and 4 Working in biodiversity
promotion conservation forest management
Energy consumption 4 Using both LPG gas and fire
wood
Total 20
(80%)
Socio culture Promotion of socio-cultural 5 Conducting regular cultural
program ( dress, songs music, activities
and language )
Socio- cultural mesium 2 Collecting only goods but have
not medium
Harmony among communities 4 Growing gradually conflicts
between HS owners and other
Protection and maintain of 4 Identified sacred and religious
local cultural heritages places but no support in their
maintenance
Skills human resources and 3 Only few people are trained on
mobilization cooking and nature guide.
Total 18
(72%)
Safety and Road and trail to assess the 3 Need improve the rood
security home stay condition for regular
transportation
Safety measures from natural 5 Formation and mobilization of
calamities and wild life anti-poaching unit. Continue CF
management
Community primary health 4 First aid kits
care facilities
Home based safety 5 All the facilities required for
safety are available
Emergency services and 4 Not maintained the
coordination communications list in the office
and HS house holds

Page 67 of 77
 Total 21
(84%)
Grant Total 75.2
%

ii) Amaltari Community Homestay, Nawalpur

Areas Indicators Scores Explanation of Score
Annual average occupancy 2
of visitors
Income of accommodation, 5 Income is in increasing
food and others trends
Economic Employment generation - 5 Employment both direct and
direct and indirect indirect is generated
Consumption of local 5 Consumption of local
agriculture products, products about
vegetables, meat and milk
Promotion of additional 5 Economic activities such as
business activities in vegetable farming, poultry ,
community (tea shop, fishers including groceries
groceries etc.) shops increased
Total 22
(88%)
Governance Follow all legal procedures ( 4 Only remaining renew due
registration, revenue, auditing, to the uncertainty whether it
reporting and formation of will be done
management committee )
Gender equity and social 5 Main management comities
inclusion in management and Sub committees are
committee and other sub formed with main streaming
committees and decision GESI
making
Documentations including 5 Auditing reporting and data
auditing, reporting and based are well maintained
Benefit sharing and its 5 All the decision has maid by
mechanism and contribution of management committee on
social services the transparent way.
Coordination and 5 Coordination and
collaborations and collaboration with
communication governments agencies,
NGOs, donors communities
increased
Total 24
(96%)
Environment Solid waste management 4 observed satisfactory but no
exact plan for future

Page 68 of 77
 Production of raithaane 4 It is it is increasing in trend
agriculture products trend
Water and sanitation 5 In good condition, quality of
water tested in lab
Nature conservation and 5 They are devoted on wild life
promotion conservation and making
greenery
Energy consumption 5 Using both LPG Gas and fire
wood on the basis of
sustainability
Total 23
(92%)
Socio-culture Promotion of socio-cultural 5 have own cultural house and
program are performing events
regularly.
Cultural museum 3 Collected items but
Museum room is under
construction
Harmony among communities 4 Good harmony among
different ethnic groups. But
gradually increasing conflicts
between private hotel and
homestay
Protection and maintain of 3 Cultural heritages sites are
local cultural heritages not listed and documented
Skills human resources and 3 Lack of adequate human
mobilization resources
Total 18
(72%)
Safety and Road and trail to assess the 3 Road head to HS. But link
security home stay road between H2H not good
Safety measures from natural 4 Power fencing is existed
calamities and wild life between NP and human
settlements.
Community primary health 4 access to health facilities in
care facilities Kawasaki market, vehicle
arranged when needed
Home based safety 4 Attached bath room with
water and mosquito net
Emergency services and 5 Very Good coordination
coordination collaboration among security
institutions and personals.
Total 20 (80
%)
Grant total 107 85.6

Page 69 of 77
iv) Shreeantu Community Homestay, Ilam

Areas Indicators Score Explanation of Scoring

Economic Annual average occupancy of 5 More than 60,000 visitors visited

visitors in 2075
Income of accommodation, food 5 Increasing trend
and others
Employment generation - direct 5 Employment generation is in
and indirect levels increasing
Consumption of local 4 Consumption of local products
agriculture products such as accounts over 60 %
vegetables, grains, meat and
milk etc.
Promotion of economic/ 5 Additional business such as
business activities in community vegetable framing, poultry farming,
(tea shop, groceries etc.) grocery shops and floriculture
nursery are increasing
Total 24
(96%)
Governance Follow all legal procedures ( 4 Homestay is not renew in this year.
registration, revenue, auditing,
reporting and formation of
management committee )
Gender equity and social 2 Dominated by man in management
inclusion in management and other sub committees
committee and other sub
committees and decision
making
Documentations including 2 Documentation /data base system
auditing, reporting and is not in place
Benefit sharing and its 2 Lack of systematic mechanism to
mechanism and contribution of distribute gusts
social services
Coordination and collaborations 4 Coordination and collaboration with
and communication government agencies and local
government is good
Total 14
(56%)
Environment Solid waste management 3 Plan to construct the waste disposal
sites in coordination with local
government.
Production of raithaane 3 Promotion of raithanee Agri
agriculture products products. But could not meet the
excessive demand due to
substantial numbers of guests

Page 70 of 77
 Water and sanitation 4 Water and sanitation condition is
very good.
Nature conservation and 4 Managing forest for recreations
promotion and following in the house
Energy consumption 4 LPG gas is major energy supply,
however fire wood (private and CF)
is used for camp fire.
Total 18
(72%)

Socio-culture Promotion of socio-cultural 1 No cultural events

program (dance, song,
language)
Cultural museum 1 No museums and no plan yet
Harmony among communities 5 Harmony among the Communities
is very good
Protection and maintain of local 3 There is a pan but not implementing
cultural heritages
Skills human resources and 3 Limited numbers of skills human
their mobilization resources
Total 13
(52%)
Safety and security Road and trail to assess the 4 Road condition is improving. It
home stay seems good
Safety measures from natural 4 Coordination with local government
calamities and wild life on these regards
Community primary health care 4 Health post located in village,
facilities manage ambulances facility is
available
Home based safety 4 Room with bathroom
Emergency services and 4 Good coordination with security
coordination
Total 20
(80%)
Grand total 89
(71.2%)

iii) Sirubari Community Homestay, Syangja

Areas Indicators Scores Explanation of scoring

Economic Annual average occupancy of 1
visitors
Income of accommodation, food 5
and others
Employment generation - direct 5
and indirect

Page 71 of 77
 Consumption of local agriculture 4
and other products vegetables,
grains, meat and milk etc.
Promotion of additional business 5
activities in community (tea shop,
groceries etc.)
Total 20
(80%)
Governance Follow all legal procedures ( 4
registration, revenue, auditing,
reporting and formation of
management committee )
Gender equity and social inclusion 5
in management committee and
other sub committees and decision
making
Documentations including auditing, 3
reporting and
Benefit sharing mechanism and 5
contribution for social welfare
Coordination, collaborations and 3
communication with stakeholders
Total 20
(80%)
Environment Solid waste management 5
Production of raithaane agri- 5
products
Water and sanitation 5
Nature conservation and promotion 5
Energy consumption 5
Total 25
(100%)
social and culture Promotion of socio-cultural 4
program (attire, dance, song, music
and language )
Socio- cultural museum 5
Harmony among communities 5
Protection and maintain of local 7

Page 72 of 77
 cultural heritages
Skills human resources and their 0
mobilization
Total 21
(84%)
Safety and security Road and trail to assess the home 3
stay
Safety measures against natural 5
calamities and wild life
Community primary health care 4
facilities
Home based safety 4
Emergency services and 5
coordination
Total 21
(84%)
Grant total 428
(85.6%)

v ) Khata Jaibik Community Homestay, Bardiya

Areas Indicators Scores Explanation for scoring

Economy Annual average occupancy 2 Annual occupancy is low

of visitors
Income of accommodation, 3 Income is in increasing trends
food and others
Employment generation - 3 Employment generation - self-
direct and indirect levels employment is increasing
Consumption of local 5 Consumption of local products
products such as vegetables, constitutes 90%
grains, meat and milk etc.
Promotion of economic 3 Increasing trends- There is local
activities in community (tea groceries, fishery and poultry and
shop, groceries etc.) vegetable farming
Total 16
(64%)
Governance Follow all legal procedures ( 4 Follow all the legal procedure. However
registration, revenue, auditing, no renew due to the lack of clarity on
reporting and formation of where to renew
management committee )
Gender equity and social 4 Homestay are managed by women
inclusion in management

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 committee and other sub
committees and decision
making
Documentations including 3 Documentations related the audit and
auditing, reporting and other information regarding to the HS
are not managed properly.
Benefit sharing and its 3 Not satisfied with the guest distribution
mechanism and contribution system
of social services
Coordination and 3 Coordination and collaboration among
collaborations and the different institutions is slow
communication
Total 17
(68%)
Environment Solid waste management 4 Manage of waste materials is good.
Production of raithaane 5 Promoting local products for local
agriculture - products consumptions.
Water and sanitation 4 Water quality is tested and satiation
condition is good
Nature conservation and 5 Wild life protection team active and CF
promotion managed by community
Energy consumption 4 Almost houses are using fire wood that
collected under the CF operational plan
Total 22
(88%)
Socio-cultural Promotion of socio-cultural 4 Frequent cultural events.
program (dress, song, dance,
music)
Cultural museum 2 No cultural Museum despite plan
Harmony among communities 3 Increasing conflict between homestay
owners and others (hotels/guest
houses)
Protection and maintain of 3 Local cultural heritages are Identified
local cultural heritages
Skills human resources and 3 Only few people are trained
their mobilization
Total 15
(60%)
Safety and Road and trail to assess the 3 Homestay houses are scattered
Security home stay
Safety measures against 4 Not much human wildlife conflict, not
natural calamities and wild much probability of natural calamities
animals
Community primary health 3 Not reliable primary health facility.
care facilities
Home based safety 3 somewhat available,
Emergency services and 4 Effective coordination with security
coordination

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 Total 17
(68%)
Grand total 87
(69.6)

vi) Rana Tharu community Homestay

Areas Indicators Score Explanation of scoring
Economic Annual average occupancy of 1 Occupancy is very low
visitors
Income of accomodation, food and 3 Income increasing
others
Employment generation - direct 2 Self-employment generation is
and indirect levels increasing
Consumption of local agricultural 5 Local products constitutes nearly
products such as vegetables, 85%
grains, meat and milk etc.
Promotion of economic activities in 3 Economic activities increasing but
community (tea shop, groceries, inadequate rate
fresh house etc.)
Total 14
(56%)
Governance Compliance legal procedures ( 3 Lack of reporting on time and
registration, revenue, auditing, community home stay has not
reporting and formation of renewed
management committee )
Gender equity and social inclusion 2 Out of 9 members in management
in management committee and committee only 2 are women , men
other sub committees and decision in major posts
making
Documentations including auditing, 2 Lack of proper way of
reporting and documentations
Benefit sharing mechanism and 3 Management committee distributes
contribution of social services guests. Not properly (sometimes)
Coordination and collaborations 4 Coordination and collaboration
and communication among government , local
government and other institutions is
effective
Total 14
(56%)
Environment Solid waste management 3 Coordinating with municipality for
waste management
Production of raithaane agricultural 3 Promoting raithaane product with
products support of NGOs and government
agencies
Water and sanitation 4 Water supply and sanitation is good
Nature conservation and promotion 4 Mobilization of young group for wild
life conservation, plan for roadside
plantation.

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 Energy consumption 4 LPG gas and fire wood in use. Fire
wood sources are Buffer zone forest
Total 18
(72%)
Socio-culture Promotion of socio-cultural 3 organize cultural events in various
program (dress, songs music, and occasions
language )
Cultural museum 2 plan yet to be realized
Harmony among communities 2 Conflicts between HS owners and
others are in rise
Protection and maintain of local 4 Promoting cultural heritage including
cultural heritages their culture
Skills human resources and their 2 Limited skilled human resources
mobilization
Total 13
(53%)
Safety and Road and trail to assess the home 4 Good liked between road head and
security stay homestay
Safety measures against natural 4 Electric fencing is in place that
calamities and wild animals prevents human wildlife conflict
Community primary health care 3 Good links with health care centre at
facilities city
Home based safety 4 good
Emergency services and 3 Coordination among security
coordination institutions and local governments is
satisfactory
Total 18
(72%)
Grant total 77
(61.6)

Annex-4: Questionnaire set

Name of the household head:
Name of homestay registered:
Family size:
Name of Female Age (year) Name of Male Age (Year)
members members

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Sources of Income and estimated income (NPR)
Sources of Income Income (NPR) Remarks
Farming and livestock herding ..........annual
Foreign employment (remittance) ........ ...monthly
Service ( Government, NGO, private ) ........ ...monthly
Business ( other than homestay) ........ ...monthly
Homestay business ........ ..annual
Daily wage ........ ...monthly
Pension ........ ...monthly
Others (specify)
Note: Since daily wage is seasonal in nature, please ask the number of months of per year that
one is working as a wage labor

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