Case Studies from India on Community Projects in Nature-based ...

SECTION A<strong>Case</strong> <strong>Studies</strong>

1.By EQUATIONSAT HOMEin THE LANDOF HIGH PASSESA case study of theHimalayan Home StaysLadakhIntroductionLadakh ‘the land of high passes’ is located on theeastern side of the <strong>India</strong>n state of Jammu andKashmir spread over 96,701 Sq. km. Ladakh liesbetween the Kunlun mountain range in the northand the great Himalayas in the south. Ladakh isa cold desert region subject to extreme climaticconditions that include severe winters and is. Itremains land locked for almost seven monthsin a year due to the long winters 1 . Ladakh isdivided into two districts - Kargil and Leh.The high altitude cold desert type of climate ofLadakh supports diverse flora and fauna, beinghome to a few of the endangered species suchas the snow leopard 2 . The Hemis High AltitudeNational Park covering 3,350 sq. kms, situated ineastern part of Ladakh, is one of the prime habitatsof the snow leopard and the only national park inthe district of Leh. The area is representative ofthe trans-Himalayan ecosystem that is sparselypopulated and has rocky terrain with a poorvegetative growth. . The park was established in1981 by protecting the catchments of the Markhaand Zanskar valley in the south and Rumbak valleyin the east 3 . About 1,600 people live in the parkin more than a dozen settlements. Though theMarkha valley had been famous amongst trekkerssince the past 3-4 decades the local communitieshave benefitted very little <strong>from</strong> the tourists whotrekked and camped in their areas 4 . It has beenearmarked by the Central government as a snowleopard reserve for conservation of this species.This case study is about the initiatives of the SnowLeopard Conservancy-<strong>India</strong> Trust (SLC-IT) (www.snowleopardconservancy.org) to conserve snowleopards in its prime habitat and to generatebenefits and opportunities for local communitiesthrough tourism while protecting their rich naturaland cultural heritage for future generations.The communities at the villages of HemisNational Park have been provided opportunityto develop homestays to get an additionalsource of income to compensate the livestockthat have been killed by predatory animals.HistoryThe Himalayan Homestays were first establishedat the Hemis National Park in 2002 by theSLC-IT. Within the Hemis National Park, whichconsists of twelve hamlets & villages, homestayswere first set up in Rumbak, an important snowleopard habitat, with visitors coming throughtour operators in Leh. Subsequently, the homestayprogramme was expanded to other villages inNational park as well as other regions. . Today,over 100 homestays have been established alongthree trekking routes – Hemis, Sham and Zanskar.The SLC-IT was established in 2000 to promotecommunity based conservation of the snow leopardand its prey and habitats and support communitydevelopment. The initiative of Himalayan Homestayswas an outcome of discussions SLC-IT had with thevillagers of Hemis National Park in a year to reducethe livestock loss of the villagers owing to the snowleopard attacks. The villagers were losing 12% oftheir livestock annually attributable to this cause.Increasing losses and resulting economic hardshipincreased local community resentment against thesnow leopard. This resulted in retribution killingsby local people thus threatening the survival of thisendangered species as well as other predators.The initial discussions were on identifying themajor hot spots where retribution killings is high,areas where one needs to be alert while herding,

A case study of the Himalayan Homestays, Ladakh5Source: http://www.lehladakhindia.com/india/ladakhmaps.htmlas well as making predator proof pens to preventlivestock losses. But on further working it wasrealised that reducing losses by making predatorproof livestock enclosures was not going to makemuch difference as livestock when free ranging inhigh open pastures would continue to be lost. Asnow leopard walking across a mountain is morelikely to come across domestic livestock that areless alert to predators than Bharal (blue sheep) orIbex (wild mountain goats). Since communitiesare primarily involved in subsistence agriculturewhen livestock was lost to snow leopards andother predators, they also lost sources of income.In discussions with the villagers at Rumbak inHemis NP, SLC-IT explored various means forenhancing livelihoods through other opportunitiesif they continued to lose livestock. This attemptaimed at a positive attitudinal change amongstthe local communities towards the highlydespised snow leopard so as to promote coexistencewhile increasing the value of thesnow leopard in the eyes of the community.Tourism facilitiesA. Establishment of homestaysIn the discussions with the local community ofRumbak, the villagers acknowledged the existence ofbeautiful landscape and the fact that a lot of visitorspassed by and trekked. They noticed that whilethey got some camping fees they didn’t really makemuch <strong>from</strong> it; and it would probably be more usefulto work as guides. Another idea was to have guesthouses as in Leh. Since only a few households couldbenefit <strong>from</strong> guest houses SLC-IT proposed natureguides as another option. A workshop followedin 2001 on Opportunities for Ecotourism in RuralAreas held at Leh, representatives <strong>from</strong> the villages,Ladakh Autonomous Hill Development Council,Tourism Department of Leh-Ladakh and organisationslike World Wide Fund for Nature (WWF), LadakhEcological Development Group (LEDeG) andfacilitated by The Mountain Institute (TMI) andSLC. The villagers <strong>from</strong> different rural areas definedwhat a homestay should be according to them:• The homestays would be developed as part ofexisting households and a small amount wouldbe required for renovation of these buildings• The homestay would share traditional,local values of the Ladakhi culture• It would offer traditional Ladakhi foodand would be based on local décor.• It would be based on eco-friendly conceptssuch as –dry compost toilets which wouldconserve the scarce supply of water in the region.Finally the definition evolved as follows:“A traditional village based Ladakhi Homestay wouldshare their traditional way of life and values withvisitors, provide traditional food, in an eco-friendlyenvironment that requires little initial investment”To follow up on the strong desire for homestays, amarket survey was conducted in 2001 by SLC – ITin collaboration with WWF, LEDeG with over 500visitors trekking through Hemis National Park todetermine visitor preference for stay, food andactivities. Sixty percentage visitors voted theirpreference for homestays against other types

6 Section Aof organized trekking, tented accommodationand guest houses. Likewise, the interest for localfood, need for nature guides and dry composttoilets were rated high. A small percentage wasinterested in handicrafts. The following criteriawere evolved for the selection of householdsfor the development of homestays with theapproval of the village headman (Namnbradar)• The family should let out only one room totourists (since rich families could give morerooms and thus reduce benefit sharing)• They must not have more than 3 packanimals (an indicator of a family’s economicstandard. This criterion was adopted so as toensure the poorer /not so well off sectionsof the community was privileged and did nothave to compete with the influential families<strong>from</strong> the beginning. The influential and morewealthy families, who wished to be part of theprogramme were allowed to join in 2 years later)• Should have a toilet (with a door). Traditionalhomes used to have only a curtain.• Should be a new entrant in the tourism sector• Readiness to participate in capacitybuilding trainings for running homestays• 10% of the money generated would gotowards a conservation fund which wouldbe used for village level activities• Any case of retribution against snowleopards & other predators would lead to thediscontinuation of marketing of that particularhomestay / village (This criterion was addedlater to ensure the conservation of predators).When the homestay programme was initiated atRumbak in 2001(as a pilot project and officiallyin 2002), four families came forward to start theventure qualifying the above criteria. They gotfeedback <strong>from</strong> the visitors on how the homestayscould be made better. For instance they said thepillows were rock hard! Based on visitor feedback training were given particularly on serviceand hygiene. The training was onsite. A staffwho worked in a hotel in Manali – Holiday Innconducted it. A small session on health issuesand Ladakh to English language class was alsogiven. As the participants were able to read andwrite in Ladakhi, a phrase book on Ladakhi toEnglish was later developed. To help learn English,Ladakhi to English cassettes were made sincetape recorders are commonly used by the Ladakhifamilies. This training in English language wasdone since there was a lack of confidence amongstthe community members about communicatingwith the visitors, as they did not know English.With the training on service and hygiene, womenin the homestays were also encouraged to thinkof norms to guide visitors’ behaviour as well as forthemselves to follow as hosts or providers. The list ofnorms was prepared and put up in the homestay 5 .Please:• Do not make public displays of affection.• Do not wear revealing clothes suchas short skirts and sleeveless tops.• Do not urinate or defecatenear water or in the fields.

A case study of the Himalayan Homestays, Ladakh7• Do not taste <strong>from</strong> serving spoons.• Do not stick your finger or spoonin cooking or serving pots.• Do not interfere with cooking.• Do not sit on the Choktse (Ladakhi table).• Do not bargain over the Homestay rates.The homestay providers had to invest around1500 rupees for the renovation of homestaysand for providing basic minimum facilities likesimple mattresses. While this money was quitea huge amount for the homestay families, SLC-IT decided to provide these minimum facilitieson a loan rather than giving them for free. Inaddition, the money that was lent by SLC-IT wasgiven on the condition that they would return itafter one year, after they had enough number ofvisitors and a substantial profit. The repaid moneywas put in the Village Conservation Fund.The interest in homestays increased aftertwo years and the wealthier familiesjoined in programme in Rumbak.A Participatory Rural Appraisal (PRA) exercise wasdone in the villages - the village mapping to getthe basic facts on where the resources are andplanning for starting the homestay programme inother villages. Based on the exercise, in 2002 itselfthe programme expanded <strong>from</strong> Rumbak to five othervillages in the Hemis National Park and 5 villagessubsequently in Sham region. By end of year two over60 households had joined the programme. In 2008,the concept moved to Zanskar and Lumnag areas.In order to ensure that all homestay families inthe village have the opportunity to benefit <strong>from</strong>the tourists who come to the village on a trek orfor staying in the homestays, a system of rotationhas been initiated. Communities are encouragedto decide the best way of involving all homestayproviders in a given tourist season. As a result, insome villages, the communities have appointed apoint person who keeps track of the household whoseturn it is to receive the visitors. So when the touristscome with a voucher of Himalayan Homestays, theyare directed to the homestay provider whose turn itis to receive the tourists. This is followed in Rumbak.In villages like Ulley in the Sham region, the rotationsystem has not worked well either due to inadequatecooperation within the village in a few cases or thedistances between homestays is large and problemscaused by exhausted tourists who refuse to go tothe homestays whose turn it is to receive visitors.The system that usually operates is once businessis finalised, the tour operator sends a voucher tothe village and in most cases, the operator doesnot mention the name of the house. In many placesthe homestays are scattered and the visitors findit difficult to trek to a place which could be 3km<strong>from</strong> the first home they reach in the village. Thelack of communication facilities between theremote village level homestays and town based touroperators also complicates matters. There is anotherbody - the Youth Association for Conservation andDevelopment of Hemis NP, which works voluntarilyand gives information to tourists as well as arranges

8 Section ASource: www.himalayan-homestays.com/ladakpages/hemis.htmhomestays. This is a body of local youth <strong>from</strong> MarkhaValley formed by the Department of Wildlife who alsoorganise tours in the Hemis National Park of MarkhaValley. With SLC-IT and the Youth Associationoperating in the same area with a limited numberof households there are instances of double bookingfor the same homestay. More recently homestayproviders have started making separate rooms fortourists sent by the Youth Association and those sentby the Himalayan Homestays. SLC –IT is trying toencourage communities to use the same rooms ratherthan assign more rooms for tourists. This lack ofcoordination becomes serious when walk in touristswho land up at the homestay on their own occupya room in the homestay which is also assigned totourists who follow the channel of the tour operator.As a result the walk in tourists who do not havethe homestay voucher issued by the tour operator,are thrown out of the homestay to make room forthose who have come through the tour operator.But in some places the rotation system works betterwith one or two people taking charge in allocatingthe houses or the tour operator themselves ensuringthe process works equitably. There it is the touroperator who keeps a record of the homestays inthe village which did or did not receive tourists.Thus visitors are sent directly by the tour operatorto the household which is due to receive tourists.Payments for homestays go directly to theproviders to avoid situations where guides ortour operators hold back the money that wasdue to the homestay provider. There have alsobeen problems like the case when a group ofIsraeli tourists sneaked out of a homestay in theearly hours of the morning without paying.B: Nature guidesWhile homestays were being set up in Rumbak,youth <strong>from</strong> the village were also provided trainingto function as nature guides. Since only one ortwo households could benefit <strong>from</strong> guest housesSLC-IT also went in for training for the youth asnature guides. The guides were trained so thatthey are also available for the homestay visitors.The first training was given at Rumbak in 2001 inassociation with TMI (The Mountain Institute) andICIMOD (The International Centre for IntegratedMountain Development) and later this wasfollowed up again at Rumbak and Tangyar inNubra. The second and third training were donein collaboration with the Department of WildlifeProtection Jammu & Kashmir. In the initial year,15 people were trained and the second year it was22. The majority of the participants were girls.The participants were given certificates jointlysigned by Wildlife Department and SLC-IT.The training announcement was given on the radio.Training was given at Leh on the flora and fauna,how to brief the tourists, etc. It was a combinationof classroom teaching and field learning includinga field visit on bird-watching. A check list was alsoprepared and given to them on list of items theyshould have as guides. Later field books on birdswere given at subsidized rates and binoculars weregiven to the youth and the community respectively.

A case study of the Himalayan Homestays, Ladakh9Later, in 2003 & 2004 SLC-IT in associationwith –MUSE (an NGO <strong>from</strong> Spiti) and All SpitiYouth Association, two additional trainings wereconducted in the Spiti district of the state ofHimachal Pradesh. This is another significant snowleopard habitat where the Homestays were laterextended through a partnership with MUSE.C. Parachute cafeThe third aspect SLC-IT looked at were the Parachutecafes, named so because they are made <strong>from</strong>the discarded parachute materials used by thearmy. Parachute cafes were not initiated by theprogramme, but launched earlier through the LehNutrition Project (LNP). The LNP initiative gaveincentives to start small businesses to communitiesin the Hemis NP. SLC-IT noticed that they werejust selling tea and beer and thought there couldbe some value addition. The families engaged inthe parachute cafe were given training in cooking.Solar Parabolic heaters were given to them on asubsidy and encouraged them to boil water, filterand give to the tourists rather than selling mineralwater bottles that caused plastic waste in thearea. They were also given training on segregatinggarbage. The programme’s involvement was limitedto training and making it little more responsiblethan what it was. But despite all the training, thecafes end up selling noodles and chips based ondemand <strong>from</strong> tourists who do not have enoughtime to wait for other food to be cooked.In some areas parachute cafes are also run ona rotational basis by families <strong>from</strong> a village.This is especially important for those familieswho are non homestay providers as this helpsdistribute tourism benefits more equitably. Whilerotation is encouraged by SLC-IT, whether itactually happens depends on the community.D. Souvenirs and woollen productsThe other aspect the programme looked into wassouvenirs, though this was not a major area ofemphasis. The families were already doing someweaving in the winters which they sold to thevisitors. They were advised to make light itemsthat trekkers could carry along on the way. Theymade hats, caps, socks and gloves and this was verypopular with the tourists. The homestay providerssaid that they would make these woollen productsand would either sell it in their homes, (they woulddisplay it in their homes) or through the parachutecafé, where a lot of visitors pass by. In summersthe sales are more at the cafes, but in the winterswhen tourists come for special snow leopardtreks, the sales are more <strong>from</strong> the homestays.E. Community solar showersSLC-IT has tried to spread the benefits <strong>from</strong> tourismto even those families who do not have rooms tooffer as homestays. Based on visitor feedback <strong>from</strong>foreigners who wanted to have a place to batheon reaching the homestays after their treks, SLC-IT has been encouraging non home stay providers

14 Section Ahomestays providers, or ensuring the solar showersor parachute cafes work better are challenges, butthey are on the radar of the SLC-IT and seem to beworked at. Homestays have helped communitiesmeet their daily needs. It will be a challenge inthe coming years to balance community demandsthat are defined by the tourism sector with thoseof conservation and community development.New opportunities and concernsRecent policies of the Ladakh Autonomous HillDevelopment Council shows a shift towardspromoting community based rural tourism. Withthe popularity of community based tourismprogrammes like the Himalayan Homestays on therise, government departments, especially the WildlifeProtection Department (Jammu & Kashmir state) inaddition to the Department of Tourism, are lookingat directing large amounts of funding into scaling uphomestay programs in Ladakh, thus multiplying thepotential that homestays hold for aiding conservationwhile also contributing to local livelihoods.Previously, the Wildlife Protection Department hadbeen involved in nature guide training, and hadalso been supportive of SLC-IT’s work in HemisNational Park, for which they freely granted accessand permission. Now, they will become involved inimplementation of homestays themselves, and thismassive effort presents opportunities as well aschallenges, and several useful lessons can be gleaned<strong>from</strong> the current study of Himalayan Homestays.It is clear that scaling up homestays to includemore households, villages, and regions will requirea significant investment in developing relationshipswith the communities themselves if they are toultimately succeed in aiding conservation. Thischallenge can best be taken up by using the expertiseof local NGO’s whose role should be to engagethe communities in “bottom-up” participatoryprocesses and training that result in successfulhomestays. This dialogue will help ensure that thecultural pressures facing homestay communities areunderstood and considered. Such sensitivity will becrucial for ensuring the social and environmentalsustainability of the program over the long-term.We have learned <strong>from</strong> this study of HimalayanHomestays that understanding the needs ofvisitors and ensuring a flow of clients will requirepartnership with travel agencies, tour operators,and the client base itself. One additional benefitof this is that engagement with these sectorspresents an ideal opportunity for the WildlifeDepartment to also begin to educate the broadercommunity about conservation and communitybasedtourism, and to mainstream these valuesthroughout the Ladakh tourism industry.The Wildlife Department intends to registertheir homestays with the Tourism Departmentand license them, primarily with the agendaof conserving the biodiversity of the nationalparks in Ladakh. Given the intensity and hugespread of resources they will be able to invest intourism, one immediate challenge they will faceis that of determining the carrying capacity ofthe region, both ecologically as well as socially.One question is whether the communities willbecome overly dependent on tourism. The fear thatnew alternatives are taking over the main traditionis not unfounded. With tourism gaining morepopularity as a means of livelihood it may substitutethe traditional agro pastoralism, and among theWildlife Department’s goals are to incentivizecommunities to reduce grazing livestock. Such aconsequence may indeed have positive effects forwildlife populations, but the lesson that has emerged<strong>from</strong> Himalayan Homestays is that communityactions are complex, and that commitment toconservation by the community depends notonly on revenue gained <strong>from</strong> tourism but oncommunity dynamics and leadership, as well as ahost of other factors. The actions the communitiestake will be borne of their own experiences andneeds, and for conservation professionals to havean impact on these decisions requires constantengagement and dialogue at the village level.The question of how to determine the carryingcapacity for tourism and how to implement a capon the number of visitors to fragile areas has beenongoing between tour operators and SLC-IT. As thedebate continues, one of the tour operators pointsout that it is the role of the Wildlife ProtectionDepartment to decide on the number that canenter the park. With the Wildlife Department nowtaking the lead to promote homestays, an importantquestion is – how best can they regulate visitationwhile also ensuring the sustainability of their ownprograms? This question presents an enormouschallenge, but one which can be met with a carefullydesigned program that seeks to optimize themultiple goals of community based tourism. Carefulmanagement of this process and involvement ofmultiple stakeholders will be key to maintainingthe core agenda of economic benefits, preservationof cultural traditions and conservation of naturalheritage that are at the heart of the HimalayanHomestays community based tourism initiative.

A case study of the Himalayan Homestays, Ladakh15AcknowledgementWe gratefully acknowledge the discussions,detailed inputs and experiences shared by MrRinchen Wangchuk and staff at Snow LeopardConservancy <strong>India</strong> Trust, community members atthe villages of Ulley (Sham region) and Rumbak(Hemis National park), Mr Dawa <strong>from</strong> MaitreyaTour Operators, Mr. Jigmet Takpa, Conservatorand Regional Wildlife Warden, Department ofWildlife Protection, Ladakh, and Mr. Sonam Jorgyes,Director, Ladakh Ecological Development Group.Endnotes1. www.jammukashmir.nic.in, data retrieved 25 April20092. The snow leopard is an endangered species listedin CITES agreement (Convention on InternationalTrade in Endangered Species of Wild Fauna andFlora, 1977). A highly elusive cat it is found inthe high mountains of 12 - 13 countries of Southand Central Asia including in the Himalayas in<strong>India</strong>. Their total numbers are between 4500-7500 only and their traditional habitat is underconflict with agro pastoral land use. (http://www.snowleopardconservancy.org/conservation2.htm,,data retrieved 25 April 2009)3. http://tourism.webindia123.com/tourism/wildlife/nationalpark/hemis_high_altitude_national_park/index.htm4. http://www.snowleopardconservancy.org/conservation2.htm, data retrieved 25 April 20095. http://www.himalayan-homestays.com/ladakpages/tourist-tips.html accessed on24.04.20096. Rinchen Wangchuk (2008) Ladakh HimalayanHomestays: For People and Conservation InRedefining Tourism – Experiences and Insights <strong>from</strong>Rural Tourism Projects in <strong>India</strong>, UNDP, New Delhi7. A term in Hindi used commonly to refer to aperson who deals with used/ discarded householdobjects and exchanges it for money /utensils /clothing. This junk is usually recycled.8.Stupas is a mound-like structure containingBuddhist relics, Wikipedia, data retrieved 25 April20099.Slahuddin Ahmed, Article 370 : Diagnosis AndPrognosis Of The Special Status Of J & K, 9 August2008, < http://www.legalserviceindia.com/article/l248-Article-370.html>, data retrieved 25 April 2009

2.By Seema Bhatt 1THE POT BELLIEDFEMALE CATA case study of theManas Maozigendri Jungle CampManas National ParkAssamIntroductionThe Manas Maozigendri Jungle Camp (MMJC) issituated on the eastern range of Manas NationalPark at Kokilabari in the Barpeta District ofAssam and is run by the Manas MaozigendriEcotourism Society (MMES). The Park gets itsname <strong>from</strong> the Manas River, a tributary of theBrahmaputra and part of it extends into Bhutanwhere it is called the Royal Manas National Park.Manas was declared a wildlife sanctuary in October1928 2 . The Manas Tiger Reserve was created in1973. The park was declared a World Heritage sitein 1985 by UNESCO. In 1992, UNESCO declared itas a ‘World Heritage Site in Danger’ due to heavypoaching and terrorist activities. It is still underthis category. The Park is also an Elephant Reserveand a Biosphere Reserve. Manas is known for itsrare and endangered wildlife which is not foundanywhere else in the world. This includes theAssam Roofed Turtle, the Hispid Hare, the GoldenLangur and the Pygmy Hog. The park has listed55 species of mammals, 380 species of birds, 50species of reptiles, and 3 species of amphibians.Manas Maozigendri Jungle Camp (MMJC)The camp gets its name <strong>from</strong> a legend abouta king who ruled in this area in the mid 18thcentury. Among his many workers was a shortstout female cook, who the king favoured becauseof her hard work and dedication. He lovinglycalled her ‘Maozigendri’ (literally meaning potbelliedfemale cat). One day, she was washing inthe river close by when she collapsed and died.The king was greatly saddened on hearing thisand declared that the river be called Maozigendriafter her. Understanding the significance of theriver for local people, the Society (MMES) wasthus named. Perhaps the name also indicatesprosperity and good health, both important for theManas National Park. The MMES runs the MMJC.In addition to this, the other tourist lodgesinclude, a tourist lodge of Assam Tourism inBansbari that has been leased out to JungleTravels and one more lodge run by Blue Hill.There is a government tourist lodge in Barpetaroad and another two privately–run initiatives.History and genesisThe 1980s were a turbulent time for Assam as themovement to demand a separate land for the Bodosbegan. In the late 80s, the All Bodo Students Union(ABSU) and Bodo political parties joined handsto demand a separate state called Bodoland. Thismovement took a huge toll on the national parkfirst, since the insurgent groups and militants usedthe forests as hideouts and second because, bothnational and international poaching groups tookadvantage of the situation leading to destruction.The once resplendent park became a mere shadowof its former self as a result of rampant fellingof trees and poaching of animals. In 2003, anaccord was signed resulting in the establishmentof the Bodoland Territorial Council (BTC).There was also a realisation then that Manasneeded to be brought back to its former glory.Some local youth and activists <strong>from</strong> the ABSUdecided to take the responsibility for thisthrough their local unit of Chapaguri KoklabariAnchalik Committee (CKAC). As a result, therestoration of the park and the endeavour tomake it an important tourist destination wasincorporated as a special package in the Bodo

A case study of the Manas Maozigendri Jungle Camp, Manas17Source: www.kolkatabirds.comAccord signed in February 2003. It emphasizedthat participatory tourism should be promoted.Under the initiative of the ABSU and CKAC, theManas Maozigendri Ecotourism Society was formedon 13th December 2003. It was given the mandate tolook after conservation and ecotourism issues in andaround Manas. In 2005, Help Tourism stepped in tofacilitate the ecotourism work. MMES was registeredin 2006. The then Field Director, Mr.Abhijit Rabhainvited Help Tourism to be involved. Help Tourism gotinvolved to use tourism as a tool to accelerate thepeace process and support community conservation.Help Tourism is an organisation that describesitself as, “a tour operator and destinationmanagement consultant specialising in EastandNorth East <strong>India</strong>”. It sees tourism as a toolfor conservation and sustainable development.Help Tourism facilitates the enhancement oflocal people’s livelihoods through tourism thatwould also serve as an incentive to conserve.Structure of MMESMMES hopes, “to bring about sustainable, equitablesocio-economic development of the communityliving in the fringe villages of Manas throughsustainable conservation and responsible tourism” 3 .MMES is a legally registered society. It wasmuch later, at the suggestion of Help Tourism,that MMES became a legal entity through theregistration under the Society’s Act. This was toenable more financial support through grantsetc. It was also done for greater credibility ofMMESas a partner for conservation in Manas.The members include ABSU workers, former BodoLiberation Tigers Force (BLTF) members, ex-poachers,ex-timber fellers and local community members <strong>from</strong>fringe villages of Manas. MMES is a membershiporganization and basically a local, democraticallyrunbody. MMES has a Board of Patrons and aChief Patron. It also has a Board of Advisers withLegal Advisers as well. The Board of Advisorsguide members as and when the need arises.There is a Cabinet Body (of 15 members) headed by aPresident, followed by a Vice President and a GeneralSecretary. There is an Executive Body consisting of 35members. On the basis of the activities that MMEScarries out, there is a Conservation Body consistingof 80 hard-core volunteers and an Ecotourism Bodyconsisting of 20 members. Finally, there is a GeneralBody of approximately 200 members. There aredifferent members who coordinate conservation,tourism and cultural activities respectively. Atpresent the ecotourism officer also looks afterthe cultural aspect of the programme. There is anoverall Public Relations Officer. MMES has twoaccountants, one for conservation related workand the other for the ecotourism related work.There are women members in sub-committeesand have the power and capacity to undertake orinitiate any activity. Two self help groups of womenmembers run the handloom and handicraft units.Help Tourism plays an advisory role. It has alsofacilitated capacity building for the staff and

18 Section Acontributed in the development of the infrastructure.Help Tourism played a catalytic role when Manaswas declared a “World Heritage Site in Danger”and mobilised support for the Park. Help Tourismencouraged the Bodos to support conservation andrestore the lost glory of the park. This was doneby first initiating the stopping of all poaching inan area of 250 sq km. Felling of trees and saleof wild meat was also prohibited. The hunters/poachers were punished and subsequentlyrehabilitated for patrolling and protection. HelpTourism has motivated the local people, ensuredthat an appropriate institutional structure is inplace and has facilitated capacity building throughtraining programmes in the hospitality sector.Tourism infrastructureTourism infrastructure at Manas Maozigendri JungleCamp consists of four cottages and a dining cumcommon room all built with bamboo and otherindigenous material. Additionally there are threehuts with single beds and a two-room set with asingle bed each. There are also four rooms availablein the MMES office in the village and anotherthree rooms with a common toilet in the old ABSUoffice available to accommodate the tourists.Overall, there is provision for 20 guests at a time.The first investment support came <strong>from</strong> AshokaHolidays at the ABSU complex where a guesthouse with common toilet was set up. HelpTourism supported this through sending touristshere. The land for the present set up was takenon lease by MMES <strong>from</strong> a local person who hadattempted sericulture there and failed. There isno written lease as of now. Help Tourism initiallyprovided tents for tourists and later helped withthe design of the complex. Part of the fundsfor establishing the complex came <strong>from</strong> fundscollected during the Park Centenary celebrations.Help Tourism initially invested in the upgradationof the infrastructure. This was adjusted with thefunds collected <strong>from</strong> bookings. Help Tourismalso initiated donations <strong>from</strong> visitors directly toMMES. Help Tourism also arranged free patrollinggear, rain coats, torches, tents etc. for MMES.Help Tourism has contributed the initial funds tohelp build this infrastructure. A new dining hallis in the process of being built on this campus.This has also been supported by Help Tourism.MMES carries out what it terms ‘participatorytourism’ where the tourists are encouraged toparticipate in various activities of MMES suchas patrolling the park, monitoring and censusof various faunal species. MMES has developedthree types of forms. One to be filled in by touriststhat indicate that they have been taken on as‘Temporary Conservation Members of the Society.The other is for ‘Lifetime Conservation Members’and finally those for the ‘Hardcore ConservationVolunteer’. A membership fee of Rs.10/- is taken<strong>from</strong> each category of member. Anyone who wantsto support the conservation efforts of MMES canbecome a temporary member. The Cabinet and

A case study of the Manas Maozigendri Jungle Camp, Manas19the Executive Committee decide and nominatemembers in consultation with local people.Tourists can go on treks and walks and also avail ofthe cultural experience by interacting with the localvillagers. Guides do escort tourists. There are fourtrained guides at the moment in Maozigendri areaitself. All of them have received training <strong>from</strong> expertson fauna and flora identification; interpretation;basics of wildlife monitoring and management. Thetreks are of varying durations ranging <strong>from</strong> threehours to seven hours depending on the route andare mostly in the Eastern boundary of the Park.Cultural programmes are organised if tourists areinterested. The local cultural team managed bythe Cultural Group performs cultural programmes.They perform the traditional war dance, harvestingdance and songs etc. There are some dance formsthat have been revived as a result of the tourismactivities. The team consisting of 10-12 performersearns approximately Rs.2000 per performance.There is definitely a very positive influence of beinginvolved in these performances on local people asthey feel proud of their culture. Traditions are beingrevived as a result of appreciation by the tourists.MMES has established a small museum in thevillage that displays some traditional Bodo artefacts,weapons etc. The entry to the museum is free.Benefit sharing mechanismsThere is a pool of 31 local people who manage thetourism activities ranging <strong>from</strong> service, housekeeping,gardening and maintenance. Members who have theskills and propensity towards hospitality and servicewere selected for tourism related activities. Incomedepends on flow of guests. The entire surplus <strong>from</strong>tourism goes to the community through variousprojects run by MMES. At present the number oftourists coming to MMJC is low and the projecthas not crossed the break even. Therefore HelpTourism at present supports the project withoutany monetary benefit and will consider profitsharing once the number of tourists increases.Help Tourism has also helped in the capacitybuilding of the local people handling the tourismaspect by organising training in the hospitalitysector at its other tourist sites in Darjeeling. About60% have attended the training programmes.Revenue earned <strong>from</strong> tourism is directed towardsconservation activities of the organisation.The entire profit is spent for conservation afterpaying expenses and salary/remuneration.Tourists visit the park and this establishment<strong>from</strong> November to March. The camp has received1270 tourists (domestic and foreign) since itsinception in 2005. The year wise break up isas follows. In 2005 – 117, 2006 – 246, 2007 –402 and 2008 – 505 of which 60% are foreignand 40% <strong>India</strong>ns. These include bird watchers,photographers, butterfly enthusiasts, culturaltourists, wildlife lovers, conservationists anddocumentary film makers. A gross of almostRs.10,00,000/- has been the earning <strong>from</strong> tourists<strong>from</strong> the time since the camp was established.This includes donations <strong>from</strong> tourists as well.Tourism is being marketed to this location withthe support of Help Tourism that includes thisin its relevant packages. Both MMES and HelpTourism have websites where the location is welldocumented. The website is a platform for generatinginformation about the positive developmentstaking place in Manas and create visitor awarenessand also to inspire the travellers to become apart of this transformation through their visits.Conservation and awarenessOne of the most significant mission’s of MMESis to help restore the Manas National Park andto support this it carries out a range of activities.MMES with the help of its volunteer work forcehas established 12 camps within the parkboundary to help in patrolling and monitoringagainst illegal felling and poaching activities. Aslate as 2003, wild meat and illegal timber wereboth freely available at the local village marketof Lwkhibazar, which has historically been animportant trade route between Bhutan and <strong>India</strong>MMES started with a house-to-house campaignagainst the killing of wild animals and the illegalfelling of tress and convinced people to refrain <strong>from</strong>these activities. Women were particularly mobilisedto help in this campaign. Those caught poachingwere publicly reproved. Ex-poachers were trained tohelp in conservation and a Conservation Task Forceconsisting of ex-poachers and ex-timber fellers wasformed. A total of 47 ex-poachers are now part ofthe joint patrolling efforts that have started withthe Forest Department. They are also part of theMMES. Today, the Forest Department in recognitionof MMES efforts has officially recognised them aspartners in conservation. The ABSU encouragedthe youth to get involved. Bird checklists weremade and wildlife surveys also carried out. Thishas helped in the tourism activities as well. Twowireless sets were given to the youth <strong>from</strong> theForest Department. The Bodoland Territorial Council

20 Section A(BTC) is also supporting some of the conservationactivities of MMES. 17 villages located on theperiphery of the park are involved in this initiative.MMES has been the winner of the prestigiousAmrita Devi Bishnoi Wildlife ProtectionAward, 2006 and the Anirudh BhargavaINTACH Environmental Award for 2005.Capacity building exercises related to wastedisposal and water management have been initiatedrecently There is also an attempt to keep the tracksclean and free of wastes and plastics. Rain waterharvesting is being attempted by digging ponds.This is the first conservation-based tourisminitiative that dedicates its entire effort andearnings for revival of Manas and protect itswildlife while engaging local communitiesin every sphere of its activities.DiscussionThe ecotourism initiative that is run by the MMESis a relatively small component of the larger visionof conservation of the organisation. Given thescale of operations, the number of tourists visitingand the revenue earned, it is very difficult to sayif this initiative has contributed towards povertyalleviation in the region. Out of the 60 plus villagesin the fringe area of the park, at least 17 areinvolved in various activities of MMES. However,revenue generated <strong>from</strong> ecotourism activities isnot distributed amongst the local community butis routed to help support conservation activities.Most of the work within MMES is carried out on avoluntary capacity and revenue earned individuallyis not very significant The biggest challenge beingfaced by the Society today is how to keep up withproviding food to the volunteers who patrol the park.The Manas initiative needs to be understood inthe context of political strife that the areas havebeen subject to. There is also an entire cadreof people ranging <strong>from</strong> youth to people whohad been involved in the illegal felling of treesand poaching of wild animals that now need tofocus their energies into something positive andconstructive. The ecotourism initiative combinedwith the conservation and awareness activities ofMMES have given an appropriate direction to thesepeople. It has also instilled in them a sense of prideand purpose to help regain the lost glory of Manas.The ecotourism initiative in particular has broughtto Manas a number of tourists, both domestic andforeign giving the local people a further incentiveto protect what is left of the ecosystem. Also,since the activities of MMES are so intricatelyconnected, all the stakeholders including tourists andvolunteers see the connection between the healthof the ecosystem, tourism and the well being ofthe local community. The relevance of the initiativebecomes greater since it enhances the pride of thecommunity and gives them an incentive to conserve.Even more significant is the fact that the politicalsystem in the form of the Bodoland TerritorialCouncil (BTC) supports this initiative and would bekeen to support many more of this kind. Discussions

A case study of the Manas Maozigendri Jungle Camp, Manas21with the Deputy Chief of the BTC, Shri KampaBorgoyary endorsed this. He is eager to supportMMES and also indicated an expansion of touristfacilities at Maozigendri. The MMES has to someextent also got support <strong>from</strong> the Forest Department.Key challenges and recommendations1. Limited Wildlife SightingsThe many years of conflict in the region hastaken its toll on the forests and wildlife ofManas. Protection in the last few years hashelped but there is still a long way to go beforethe Park ecosystem regains its health. As aresult, wildlife sightings are not that common.This has a direct impact on tourism at theJungle Camp. This perhaps is one of the biggestchallenges for this site. The Camp is an idealsite for serious bird watchers, but the averagetourist who would like to spot at least a fewanimal species may be disappointed. HelpTourism confirmed this by noting that withcontinuous patrolling and monitoring by localconservation volunteers, the wildlife situation inManas is much better now compared to what itwas during the political movement. Other thanbirds, mammals such as Wild Buffalo, Hog Deer,Golden Langur, Asiatic Elephants sightings arecommon nowadays. Spotting the tiger is alwaysa matter of chance as in other protected areas.RecommendationThe ecotourism package being offered by MMESat present is quite varied and offers a rangeof activities. This is a good strategy and needsto be diversified even further. The cultural andrural tourism aspect could be strengthened.The central seed farm that is part of the Parkprovides an excellent habitat for the BengalFlorican (The logo of MMES). This site should bedeveloped and could be made part of the package.Sighting of the Bengal Florican would be a greatattraction for the tourist interested in wildlife.Help Tourism is initiating discussionswith BTC to declare the seed farm as animportant bird area and ensure that itis protected <strong>from</strong> various pressures.2. Accessibility to the SiteAt present, the access road to the eastern sideof the park where the Jungle Camp is located ispoor and not too many tourists venture towardsthis side. There are two tourism establishmentson the other side of the park at Bansbari and aForest Department establishment at Mathanguri.Only a planned package or more effectivemarketing will bring more tourists to this camp.The access road is in the process of being re-done.RecommendationThe marketing for this site may need to beenhanced. Help Tourism is at present marketing itthrough its own packages. The websites also help.More effective communication would be neededfor better marketing. Help Tourism has tied upwith some overseas operators who promoteand support community tourism projects andresponsible wildlife holidays. The last few seasonshave registered steady growth and response.Better results are expected through these tie ups3. Scale of OperationsAt present, the ecotourism set up at Maozigendriis quite small. If ecotourism is to become amore significant activity of the MMES and thenumber of tourist were to grow, then the scaleoperations would need to grow considerably.However, the caution is that it should also notgrow to the extent that it could be detrimentalto the park itself.RecommendationThe BTC has indicated that it might help supporta larger establishment at Maozigendri. It must bekept in mind that if this does happen, and thenthe new establishment is developed in the samestyle as the present one. Help Tourism is alsosupporting a larger dining room. It might helpto carry out a survey with tourists to know whatkind of additional facilities they might like tohave at this site. Help Tourism believes that thecarrying capacity of a particular site should not beexceeded, It is developing and encouraging othercommunity groups to set up similar infrastructurein Central and Western Manas. The Basbari siteis already operational. Few more sites will beready by next season in Ultapani and Chakrashila4. Capacity BuildingAt present the staff at the Jungle Camp isrelatively small and Help Tourism has facilitatedthe training of some of the local boys in thehospitality sector. However, there needs tobe a more professional approach to runningan establishment of this kind. Althoughsituated in a remote and rustic setting, touristsdo expect the minimum in hospitality.RecommendationConstant reinforcing of guidelines and afairly rigorous enforceable Code of Conduct isrequired. A system of monitoring and ratingof services needs to be developed. Cross-sitevisits for the staff may also be considered.

22 Section A5. Sale of Local ProductsThere is at present, a small weaving outlet runby a Women’s Self Help Group in the village.This is a good place for tourists to come andsee the indigenous weaving process and alsobuy some locally woven fabric. However, thereis a need to expand the sale of local products.RecommendationA small shop could be opened on the JungleCamp premises where the tourists could buylocal products. There is a need to expandand diversify local products and ensure thequality and supply of these products.6. Development of Communication MaterialThe MMES has at present (besides the website), abrochure that describes the ecotourism initiative.However, what the Jungle Camp itself lacksis some simple but effective communicationmaterial that explains why this Camp is unique.There also needs to be some material clearlyspelling out a Code of Conduct for the site.needs to be taken into consideration and allefforts made to ensure that this does happen.Help Tourism has been pursuing this sincethe inception of the project – mostly on probonobasis. Despite their best effort touristfootfalls (they do not encourage day visitorsand weekend picnickers) are still very low owingto many factors such as negative publicityby media, travel warning issued by Europeancountries, Australia and North America. Crossborderprogramme has been initiated by us withBhutan so that cross-border entry and tourismcould be established for international travellerswhich are producing encouraging results.RecommendationSimple material needs to be developed ashandouts and even as attractive brochuresto be placed in each room. One Board can beput up on the site indicating the history andgenesis of the initiative and also highlightinga Code of Conduct. Help Tourism has limitedfinancial resources and fund and so printedmaterials could not be made available. Theyhave approached BTC in this matter and acomprehensive information booklet is beingplanned which can be used and displayed inall the sites. An audio-visual system has beenalready financed by Help Tourism which will beused for film shows and awareness campaigns.7. Ensure Financial StabilitySince this is a unique initiative where ecotourismis so closely tied to the protection of the parkand the livelihoods of the people involved inthe protection that it is important to ensurefinancial security for this endeavour. It needsto be highlighted that the people involved inthese activities are ex-poachers and thoseformerly part of the timber mafia. It is to theircredit that they have been motivated enough tobecome protectors. But it is a thin line that theyare walking. For them to continue working asprotectors there needs to be financial stability.RecommendationEcotourism can assure funding this cadre ofpeople at least for part of the year, if a certainnumber of tourists are assured. This then

A case study of the Manas Maozigendri Jungle Camp, Manas23AcknowledgmentWe would like to express our gratitude toMr. Raj Basu, the entire staff of MMES,Shri Mohan Brahma of the Forest Departmentand Shri Kampaji of the BTC.Endnotes1. Seema Bhatt was commissioned by EQUATIONSto do this case study. She is an independentconsultant based in <strong>India</strong> working on issues relatedto biodiversity. She holds a Masters degree inEnvironmental <strong>Studies</strong> <strong>from</strong> Yale University, USA.She has served as Senior Programme Officer,Biodiversity ‘Hotspots’ Conservation ProgrammeWWF- <strong>India</strong>. Her particular focus of work is onstrengthening the links between conservation ofbiodiversity and livelihoods of local communities.She views ecotourism as one such link and hascoordinated two projects on ecotourism as theSouth Asia Coordinator for the USAID supportedBiodiversity Conservation Network. In 2008she co-authored with EQUATIONS a book on“Ecotourism Development in <strong>India</strong>’ published by theCambridge University Press. Seema is at present aFulbright Research Scholar based at the Centre forResponsible Travel (CREST) in Washington DC.2. Source: http://en.wikipedia.org/wiki/Manas_National_Park accessed on 20.04.20093. http://www.manasmaozi.com/?q=node/67

3.DARING to dreamA case study of theMountain Shepherds InitiativeUttarakhandBy EQUATIONSIn the fall of 2006, the Mountain ShepherdsInitiative, a community owned and operatedecotourism venture, was formerly inaugurated inthe vicinity of the Nanda Devi Biosphere Reserve(NDBR) in the North <strong>India</strong>n state of Uttarakhand(Figure 1). The Mountain Shepherds Initiative is bornout of social struggle of the Chipko 1 (early 1970s)and Jhapto Cheeno 2 (late 1990s) movements andmore recent efforts by the Nanda Devi Campaign- to reclaim peoples land and forest rights 3 .BackgroundThe Mountain Shepherds story begins in Lata,a village situated in the Niti Valley of the HighHimalayas. The people of the Niti Valley, which formsthe Western boundary of the Nanda Devi BiosphereReserve, belong to an Indo-Tibetan ethnic groupknown as the Bhotiya who are further divided intoseveral subgroups with varying degrees of affinitywith either Hindu or Buddhist cultures in the region 4 .Two seminal events shaped the lives of the Bhotiyasof Niti Valley. The first was the 1962 <strong>India</strong>-Chinawar resulting in the closure of the age old crossborder trade relationship with Tibet. The secondwas the declaration of Nanda Devi region as anational park in 1982 ending all mountaineeringand trekking expeditions to Nanda Devi, one ofthe Himalayas’ highest and most popular peaks 5 .Mountaineering expeditionsMountaineering expeditions to the Niti valley canbe traced back to the late 1930s peaking in the70s and 80s. Since 1939, the Nanda Devi gamesanctuary has attracted international expeditions,though activities remained low as access was rarelygranted because of its proximity with the borders.By the 1970s, the sanctuary had become a majortourist attraction for mountaineers. For the localcommunities, the arrival of tourists was a bonus forthe shattered economy with many youth gettingjobs as porters and guides. However by 1977 withthe high influx of tourists, the region encounteredsevere ecological damage. Valuable herbs <strong>from</strong> thesanctuary were extracted in an unsustainable mannerand waste <strong>from</strong> several expeditions had startedaccumulating at an alarming rate. Traffic increasedin all the newly opened trekking routes, and by1982, around 4000 travellers and porters weretreading the sanctuary annually. The declaration ofthe region as a national park was to protect it <strong>from</strong>further destruction and allow the ecosystem to heal.Restrictions were put on the local communities <strong>from</strong>grazing their herds, harvesting medicinal plantsand collecting fallen wood 6 . Local communitieswere restricted <strong>from</strong> taking their herd to Dharansi,their traditional summer hamlet. Restrictions wereimposed on traditional harvesting of herbs and inpracticing their religious rights inside the core zone.By 1988, the Nanda Devi National Park wasconverted to a Biosphere Reserve (NDBR) extendingthe park boundaries to encompass surroundingvillage lands. Although the buffer zones haveremained open for the survival use by residentcommunities, restrictions were imposed on cattlegrazing in certain additional lands. With diminishedpastures, overgrazing developed into a seriousproblem, leading many shepherds to reduce theirflock, and consequently wool production in thevillages. Likewise, the reduced availability of fuel,fodder and other non-timber forest productsrendered the traditional subsistence-basedagriculture to an even more precarious state.Most upsetting was that the reserve was imposedunilaterally, without community consultation or anyregard to the consequences for local livelihoods 7 .From 1998 to the present time, the people of the

A case study of the Mountain Shepherds Initiative, Uttarakhand25Figure 1: State of UttarakhandNiti valley have persisted in their efforts to regainaccess rights to the Nanda Devi National Park.StatehoodIn November 2000, the new state of Uttarakhand(called Uttaranchal between 2000 and 2006) wascarved out of the hill region of Uttar Pradesh.The people of the Niti Valley looked forwardto statehood to establish for themselves theircultural identity, decisions on appropriatedevelopment and local control of resources.Tourism was considered as a key sector fordevelopment. In May 2001, the state government,with the support of the Ministry of Environmentand Forests (MoEF) commissioned the <strong>India</strong>nMountaineering Foundation (IMF) to determine thefeasibility of reopening the park to limited tourismactivity. This came as a bolt for the local communitiesstill battling with the ban. They feared that this movewould allow national and multinational tourismoperators to take control of tourism at Nanda Devi.This gave birth to the Nanda Devi Campaign in LataVillage. The Bhotiya communities received criticalassistance <strong>from</strong> external groups, both in Uttarakhandand abroad. Jaanadhar, a forest rights organizationworking throughout the state, assisted in launchingthe Vanaadhikar (rights over forests) initiative tounite similar communities affected by protectedareas. It also helped convene the Alliance forDevelopment, a coalition of grassroots organisationsthat aimed to introduce a strong pro-people and proenvironmentvoice to the development debates takingplace in the new Uttarakhand state. On October14, 2001, the community members of Niti Valleyissued the progressive Biodiversity Conservation andEcotourism Declaration (Annexure 1) to guide itsfuture endeavours and held a workshop elaboratingtheir community-based ecotourism proposals.The Nanda Devi Declaration attempts to achievea new relationship between tourists and localcommunities based on equity and mutual learning.Initial stagesIn 2003, the Nanda Devi Biosphere Reserve (NDBR)was partially opened, with the government allowing500 visitors to enter a small segment of the park’score zone every year although the peak itselfwould remain off limits. The revision called for theemployment of local guides and porters, althoughthis was not accompanied by any job training. Withthe keen involvement of Alliance for Developmentand the positive inputs received during the 2001workshop, the community had considered themove an opportunity for economic rejuvenation.In the initial years of 2003-2005, the Campaignpioneered several innovative and creativeprogrammes to raise awareness of the Nanda Deviregion and about the need for equity in the tourismindustry in general. Conceived and organized by

26 Section Aa consortium of researchers, social activists andthe Gram Sabha of Lata village, these programmeshave embraced everything <strong>from</strong> artist camps toraise resources, women’s festivals on Republic Dayand participation in regional and internationalacademic workshops. Also over successive summers,student groups <strong>from</strong> American and Canadianuniversities visited Lata village as part of theirstudies in Mountain Geography and sustainableDevelopment. These programmes raised the globalprofile of the region and demonstrated tourismcontribution in helping diversify the community’seconomic strategies. In 2004, these efforts wererecognized when the area was selected as arunner up for Best Ecotourism Destination byConde Nast Traveller. This was followed in January2005 with a full feature article in French travelmagazine GEO that highlighted the pertinentissues and concerns raised by the campaignwith regard to ecology and cultural survival 8 .An important strategy adopted was the useof technology like the web to aid effectivecommunication of the campaign as well as marketthe tourism initiative. By 2004 the Campaignhad a significant presence on the internet.Through the website, queries were received fortrekking & mountaineering expeditions thathelped generate business on a small scale.Mountain Shepherd InitiativeBy 2006, a steady stream of people had startedvisiting the region as a result of the Campaign. Thefocus at this stage was on three critical aspects – tobuild capacities of the youth, to develop a productline and marketing and planning of an event thatwould draw international attention and formallylaunch the company. For the latter, the organizersdecided to hold the Inaugural Nanda Devi Women’sTrek, by reaching out to the world’s womenmountaineers to pay tribute to the mountain goddessNanda Devi as well as the region’s women who haveplayed a central role in movements of forest, land,and water rights. This trek was also to commemoratethe 30th death anniversary of Nanda Devi Unseold.In 1976 Unseold and his daughter Nanda Devi wereon an expedition to climb her namesake mountainNanda Devi. She died during the climb, which wasplagued by accidents and eventual tragedy.Another reason for the organisers to choose awomen’s trek was to use the launch event as anopportunity to position themselves differently.MSI believes that if it can provide safe trekto a single woman in remote mountain areas,who are otherwise considered vulnerable, thenit automatically demonstrates that everyonewill be safe. In fact small women group haveactually started visiting the area accompaniedby trained women guides <strong>from</strong> the region.On International Women’s Day of the yearapplications were invited for a women exclusivetrek. 64 applications were received <strong>from</strong> variousparts of the world. Seventeen women <strong>from</strong> <strong>India</strong>,the US, Canada, and Taiwan were selected andinvited to the Nanda Devi region in October 2006.

A case study of the Mountain Shepherds Initiative, Uttarakhand27Final choices were based on the candidates’ interestand experience in women’s issues, mountainenvironments, and social justice. The womenneeded to bear their own expenses until Joshimath(Chamoli district) but the 2 week trek expenses forthe trekkers were borne by MSI. In this endeavour,MSI was greatly assisted by American students<strong>from</strong> the Appalachian State University (NorthCarolina, USA), through their successful “Gear forGarhwal” project. They had put up donation boxes inshopping centres for collecting trekking equipment.A significant amount of high quality mountaineeringequipment was then delivered to MSI in May 2006.Unlike the typical high end holiday package to theHimalayas, the participatory nature of the tourwas emphasized, so that the newly trained guidesand organizers could learn <strong>from</strong> the trekkers aswell as impart the history, geography, and ecologyof the Nanda Devi region. On conclusion of theInaugural Trek, the participants were asked tosubmit their feedback and suggestions to MSI.Capacity buildingIn October 2004, board members of the USA basedWinterline Foundation had visited Lata Village andwere keen on supporting the Initiative as they sawthis as an opportunity for the local community toclaim stake and control over tourism developmentin their region. Until this point the Nanda DeviCampaign had stayed away <strong>from</strong> taking donormoney as they wished this Initiative to be on theirown terms and values. Winterline Foundationhelped fund and train the first batch of 40 youth inthe basic course in mountaineering. In 2006, MSIapproached the Nehru Institute of Mountaineering,Uttarkashi (NIM) for capacity building of the localyouth. To accommodate all 40 youth together MSIwithout a subsidy purchased an entire course worthRs.17,00,000 (US$ 36,500 approx) – Rs 40000/-being the expenditure of training one candidateThe NIM training provided a fresh start to manyof the youth who could not finish school or returnto their traditional livelihood. By equipping theirtraditional knowledge with modern techniques,they could access more specialized and thereforehigher paying work. Most important was theincreased probability of Himalayan youthfinding gainful employment closer home ratherthan in urban centres 9 and to become ownersof the company rather than employees.The prospective participants for the NIM trainingwere selected in consultation with the GramPanchayats and core members of the NandaDevi Campaign <strong>from</strong> the districts of Pithorgarh,Chamoli, Uttarkashi & Dehradun, with a maximumnumber of youth being <strong>from</strong> the Niti Valley.Those unemployed youth who were alreadyinvolved in tourism and residing in the targetedvillages were considered. Criteria were furtherdeveloped to identify the entrepreneurship,discipline, and ability to work in a team.In keeping with the general socio-cultural outlookof MSI, NIM’s basic curriculum was enhanced inconsultation with the Principal, Nehru Institute ofMountaineering . Thus in addition to a month ofphysically demanding mountaineering training, aweek of lectures were held on topics as diverse asthe special needs of the senior citizens/ disabledpersons, the culture and history of Uttarakhand,flora and fauna identification and mountaintourism. Successful candidates made a pledgeto the campaign indicating their commitmentto work collectively for the promotion of thecollective enterprise as well as abide by theprinciples of the Nanda Devi Declaration 10 .With MSI starting to get regular business, theyrequested grants for further training on (advanced,method of instruction and mountain search &rescue), which Winterline Foundation offered.The training was for 40 more boys and girlstoo were encouraged. Currently MSI has over60 boys and 10 girls who have been trained.Most have completed 3-4 courses and are nowqualified instructors, certified search and rescuevolunteers for accidents in high altitude areas.In addition to the trekking and mountaineeringcourses, youth have also been given training in yoga,cooking, English language and computers. Theyhave been also trained to use the Global PositioningSystem (GPS) as part of the documentation training.Product design & marketingMSI sought to create products that were in tunewith and guided by the Nanda Devi Declaration.They have developed various treks ranging inlength and level of difficulty so as to providemultiple options to clients. Their treks have beendesigned keeping in mind varied interests so asto attract students, families, the differentiallyabled,women, as well as the seasoned trekker.“You are a woman and you have a mind of your own.You stand up against what is wrong and stand withwhat is right. Your ideals match our own — you shareour history. And we have an exclusive invitation for you— to be our special guest. There is no package, there areno deals. You can come when you want and stay for aslong as you want. Your safety is our promise. This is the

28 Section Aland of Gaura Devi. She was the quiet inspiration behindthe Chipko movement and is the enduring strengthof our community’s many struggles. We invite you todiscover her, somewhere along the banks of the DhauliGanga, or in a brilliant sunrise or in the soft light of thestars. Or maybe in you.”Mountain Shepherds Initiative Website 11Another area where they see a potential andgrowing numbers is tourists wanting to experiencevillage life - to stay in traditional homes and bepart of the daily chores! Some accompany theshepherds when they take their livestock to graze,others join the families in the fields while othersgo along with the women to collect firewood.A third area is in developing souvenirs, an entirecomponent that is overseen by the women. Inevery house there is a Khaddi (weaving loom).During the non-agricultural season the loom runsin every house and the women are engaged incarpet weaving. However the quality is inferiorto what is available in the market. MSI plans toreintroduce vegetable dyes and provide designinputs. While most women weave carpets, as theseare fairly large and heavy, most tourists may beunwilling to buy. Therefore smaller mats withmotifs for yoga or meditation are being designed.The marketing of MSI is mainly through the websiteand word of mouth. As of now the website ismaintained by volunteers <strong>from</strong> Canada. MSI alsohas tie-up with an organisation called Nature Link(www.nature-link.org) as their marketing partners.As a marketing strategy MSI plans to have all itstreks visually documented. The youth have beentrained to use the camera and GPS devices. On anynew route being taken the guides carry with thema video camera & shoot, which is then edited into 2minute film and parked in You Tube (Internet) . Oncesufficient documentation is done, MSI will uploadits redesigned website with the GPS coordinatesof the trek to give the client a precise route forplanning their treks. This gives them an addedadvantage over the hundred others promoting treksin Uttarakhand. Their aim is to cover the entire stateand not just the areas they are currently operatingin. For this they have given themselves 2 years.Another important marketing strategy they rely onis the quality of their trained guides. The guides inthe process of doing a thorough documentationof all treks – they are required to fill up trek logs- location coordinates using GPS, water sources,bridges, zones of rock fall, all this helps in buildingcollective knowledge. The training and this collectiveknowledge is the basis on which MSI is able to say,“As we go higher up in the Himalayas there are 2 options– First option is to take a well cultured, well spoken,English speaking guide <strong>from</strong> Delhi. The second optionis that our boy doesn’t know English though he willmanage to say yes/no and minimum communication.But if there is a problem our boys being technicallyqualified and well versed with the terrain can carry youall the way back. So it is their choice to decide who theywant to take.Sunil Kainthola, Director, MSIThe Ford Foundation has helped fund 3 components– developing the product design, documentationand reintroduction of vegetable dyes.Tourism impactsEconomic aspectsKey sources of sustenance and income for thecommunity are agriculture (wheat, barley, millet,pulses, grains, kidney beans and potatoes), rearingof livestock and homespun wool and woollen items.By adopting tourism, the local community now havesupplementary income avenues - guides, porters,pony owners, cooks, driving a taxi, homestays,crafting souvenirs. With increase in livelihoodopportunities youth who earlier migrated are nowplaning to work in the region. Before joining MSI,a majority of the youth were engaged in farmingwith an annual average income that varied betweenRs.5000/- to Rs.10,000/-. But after having undergonetraining as guides they now earn Rs.250/- perday; earning on an average Rs.15,000 - 20000/-annually which is like bonus income to the family.Most guides come <strong>from</strong> low income families.MSI works on the model that the youth are paidonly if they are actually engaged in a businessactivity. Having invested in training the youth, theMSI requires them to volunteer time in productdesign on the days when they are not on a trek. Forexample a camera, rations, equipment is given andtravel expenses taken care of to survey and visuallydocument a trek. However if the guide is not engagedand they receive a request <strong>from</strong> other tour operators/ groups they are allowed to join other groupsthough their first commitment is to the company.People engaged in providing homestay facilitiesreceive between Rs.150 - Rs.250/- per person perday (twin sharing basis), the porter – Rs.250/- andthe cook Rs.500/-. The pony owner gets Rs.400/-per day for a pony. MSI works on the principles offair wages, good working conditions, top qualitygear and that income is distributed in an equitablemanner and amongst as many as possible. For e.g.while a pony is able to carry the load of 4 men and

A case study of the Mountain Shepherds Initiative, Uttarakhand29is much more cost effective, MSI wherever possible,chooses to go with porters as this would help 4people benefit instead of one. Also the portersMSI engages usually carry less weight comparedto porters hired by other groups (20 kilograms) asthey do not want them to be loaded with moreweight in case of an emergency and when trekkersare required to be carried down. Further, thereis no discrimination in the food offered to theclients and camp staff accompanying the trek.Apart <strong>from</strong> the monetary aspects, the accumulationof specialised man power in these regions in remotevillages is an extremely valuable asset – replacingthe need to hire such expertise <strong>from</strong> cities.MSI has ensured through the system put in placethat the money earned will stay and trickle downto the community. At the village level they havedeveloped a rotational method so as to ensureequitable distribution of opportunities. A systemof backward linkages is in place – for instance ifone family is providing homestay facility, anotherfamily provides food supplies, and <strong>from</strong> a thirdthe tourist is encouraged to buy souvenirs.MSI has consciously stayed away <strong>from</strong> a ‘funding &project mode’ though items like the mountaineeringgear have been received by the community at nocost to them. Most villagers on seeing the materialbelieve that it should be distributed amongst allas this is what the Forest Department does. Thecommon equipment used to be treated without careand also went through a phase of it being stolen. Fore.g. fuel efficient stoves worth $220 per piece whichwere bought were broken in a day or extremelyexpensive mountaineering rope cut up to tie bundlesof grass or catering equipments and plates werestolen. MSI is putting in efforts to counter this.MSI did micro financing for the purchase ofvehicles, where the person <strong>from</strong> the communityis the owner. Whenever needed MSI asks forhis services, otherwise he is free to earn anincome out of it by private or commercial usefor ferrying local passengers. However peoplewho were trusted with loans at times have notfulfilled their obligations of paying back.Homestays: Two key motivations for touristsvisiting the region are religious and adventure. Thepilgrim and the adventurer do not expect high endcomforts, but primarily want basic facilities likeclean accommodation, toilets etc. An extremelyinnovative idea for solving the accommodationproblem, with minimum investment is to use nonperformingassets like properties or bungalows.Most communities in the region have a summerand winter home, at a higher and lower altituderespectively. During summers (also the touristseason), the winter homes are vacant which areleased out to MSI. The marketing strategy is toattract the tourist coming to Joshimath and givethem a choice to either stay in a polluted townlike Joshimath paying Rs1000/- per room or 25kms further down in Lata village pay Rs.800/- andget an entire house of a Bhotiya including food.

30 Section AHowever most of the houses are in need of repair.A part of the profits earned by MSI is reinvestedback as micro credit to help owners renovate theirhomes, build bathrooms and toilets. This systemis being introduced and demonstrated to help thecommunity become familiar with how it operates.Out of the earnings <strong>from</strong> the tourists who stay attheir homes, the family will retain 50% and theremaining will be given to the company against theadvance given. People have been given inputs – aperson was encouraged to use a double glass panesystem and cover the windows with wire mesh sothat the flies don’t come in or that the interiorsare refurbished with modern facilities while theexteriors are traditional. However this system hasnot been functioning well with the communitybecause people perceive it to be like some kindof government funding, while it is actually themicro finance experimentation with the profits.This not only increases the bed capacity of thevillage but in turn also promotes better hygienepractices among the villagers. However there isstill a difference in the notion of cleanliness thata tourist demands and of the community member.It is for this reason that MSI just hires the roomsand all the housekeeping is done by MSI staffusing linen <strong>from</strong> MSI store. Similarly the meals areprepared and served by MSI so as to be sure thatthe food has been prepared in a hygienic manner.Currently in 2 villages (Lata and Tolma) they haveinitiated the concept and now have a bed capacityof approximately 40. MSI has also leased a 5 roomleased property, near Joshimath, the closest town tothe village as pilgrims may prefer staying in town.Social aspectsMSI is attempting to create a egalitarian culture byencouraging the guides, porters to move away <strong>from</strong>the ‘sir’ system and address the client by his/her firstname. They are encouraged to relate with the clientas an equal rather than as the boss, so that if needbe they can exercise necessary authority (particularlyif client’s demands crosses the boundaries of safetyor common sense while mountaineering or trekking).MSI has inculcated in the youth a sense ofcleanliness and hygiene (towels, mirrors, shavingbrush etc are given to all guides and porters)MSI has invested in life insurance of Rs.10 lakh andpersonal accident insurance of Rs.1 lakh for its youthin the core group. 50% of the premium is borne byMSI and the remaining 50% by the youth themselves.Discussions on tourism have taken place inPanchayat meetings and even amongst women.Earlier the women and children used to seethe tourists as strangers, but now with peoplecoming and staying in their houses, the fearand anxiety about a stranger has gone.Youth who are part of the Initiative havealso become important members of thecommunity and are now approached by vehicleowners, pony men, as it is through them thatbusiness for the others is generated.

A case study of the Mountain Shepherds Initiative, Uttarakhand31However while girls have been encouraged tocome forward and undertake training, theirparticipation has been low. This is mainly due tothe conservative outlook of the community. Alsowith many youth joining MSI (especially <strong>from</strong> theNiti Valley) the burden on the women increases asthe tourist season is also the season for farmingand crop harvesting. When the men desert thevillage at this labour intensive time to engage withtourism, it leaves a double burden on the women.Practice of caste discrimination remains strong in thevillages. Though attempts have been made to involveparticipation of scheduled castes (SC) (marginalisedcommunity within the social structure) this has beenresisted by the upper castes - for example activitieslike cooking by SCs are not accepted by upper casteyouth. Also many SC youth are not keen to engagebecause of the prevailing system of governmentalsubsidies they receive. Also when MSI talks aboutsuch initiative, they feel that if MSI is payingRs.40,000/- for training of one youth, then why can’tthey pay them Rs.5,000/- to help when the youth isaway <strong>from</strong> home on the training and not earning.MSI has put strict regulations for the youth groupand the tourists during the trek. Youth are strictlyprohibited <strong>from</strong> consuming alcohol and smoking.When the tourists eat toffee or biscuits then theirwrappers are not allowed to be thrown and they areasked to carry it back. Also when on the path if avillager is coming / going, the tourists are advisedto move to a side and make way as villagers havethe right of way. MSI also ensures that the touristsmaintain dress codes appropriate to local culture.There have been stray incidents of tourists behavingbadly. Often tourists become a little fuzzy in theirbehaviour when they climb altitudes. But theyouth understand this behaviour and are trained tomanage these situations. For climbing mountains,acclimatisation is necessary. There was an incidentwhere the tourist ascended the peak too quicklywithout adequate acclimatisation. The personfelt severe headache after the climb, spent thenight at the top and climbed down the next dayand went away. Instead of paying the Rs.30,000/-that was due he left paying just Rs.7000/-.MSI believes that youth who belong to a particularregion will be environmentally responsible comparedto youth who do not belong to that region. Thisis because a boy who belongs to the Nanda Deviknows that his livelihood depends on that areaand if that area gets dirty then there will be notourism there and so he will not have any sourcefor livelihood. Thus they involve boys who belongto a given area for tourism purposes and marketingit to tourists rather than youth <strong>from</strong> other areas. Inturn they would be implementing the “no traces”principle with more honesty instead of a guidebelonging to Delhi or Rishikesh in the Nanda devi.Though the nature of trekking in mountains followedby MSI is such that the kitchen staff leaves alocation or a camping site after the tourist has gonefurther. Thus it is difficult to ensure that the garbagegenerated at that site is carried back and not leftbehind. The MSI is trying to encourage its youth tocarry back the garbage generated during the trek. Anaction workshop was organised with EQUATIONS inNovember 2008 along the Kauri Pass Trail to developstrategies for zero waste and no trace principles.As a result MSI is now working on new packagingsystems so that most of the plastics/polythene isleft at the base itself before commencing the trek.Philosophy & structureWhile the MSI emerged out of the Nanda DeviCampaign, the organisers realised that this needsto move <strong>from</strong> a campaign mode to a professionalbusiness venture. To make it a successful businessmodel on the grounds of equal opportunity, itwas critical to adopt the principals of choosingpeople on the basis of need, interest and ability.It is hoped that the initiative will serve as aprototype of socially conscious and communityowned tourism operations in the region. MSI’semphasis is on developing leadership skills ofHimalayan youth, who in turn would eventuallybecome the major stakeholders, a new communityownedand operated tourism company.MSI was registered as a private limited companyin February 2008, currently having two directors(Dr. Sunil Kainthola and Mr. Dhan Singh Rana). Inthe core team there are 7-8 people who have beenwith MSI since the beginning and understand itspurpose and philosophy. The plan for the comingyears is that the two directors would eventuallygive up a major part of the company shareholdingto the youth to run and manage the company inthe future. Distribution of shares is planned as 40%of the shares to the youth and the remaining 60%transferred to a trust that will be constituted calledthe Nanda Devi Educational Trust. Therefore whilethe structure will remain that of a private limitedcompany, 40% equity will be distributed to thecommunity directly. But for youth to get entitlementto shares, they will have to exhibit discipline andwork towards taking the company forward. Till date4 % of the share has been distributed to the firstbatch of MSI members. Those having shares would

32 Section Anot entitle them to profits earned by the company.The profits will be reinvested back - in purchasingproperty, buying equipment, training for the youthand as micro credit loans for renovations of homes.Future plansFuture plans for MSI involves the following currentlyin progress or in the process of being initiated:• A concerted effort for e-marketing throughthe campaign website www.nandadevi.org andthe newer www.mountainshepherds.com.• Over the next 2-3 years to visually documentpossible treks so as to establish themselvesthroughout the state and not only in the threedistricts they are currently operating in.• Mountain Shepherds will eventually plan tripsdirectly <strong>from</strong> arrival in Delhi to Nanda Devi. This isto ensure that no trip is marred by the incidentalhorrors that often beset travellers, whether inbeing overcharged in Delhi to facing harassmentin Haridwar, to transportation chaos on the roads.• Regularise and upscale the productionof vegetable dye-based products in thearea with the involvement of women in 20families and to market it through e-bay.With emphasis on training women into therole of master makers or trainers who willbe giving quality inputs to other women.• The government will be opening the watersof Tehri dam for adventure sports. To train50 youth <strong>from</strong> the region in water sports.• Train youth to take care of senior citizensneeds as they form a large population ofthe pilgrim traffic doing the Char Dhamyatra. The entire pilgrim emphasis is oninfrastructure like hotels, transport but thehuman element is missing. They believe thatit is important to take special care of seniorcitizens. A wing is to be developed within MSIthat looks into the needs of this sector.• Develop bench marking indicators and conductsocio economic studies to regularly monitorprogress and impacts and take corrective action.• Buy land in Uttarakashi to build a touristlodge and camping site. This tourist lodgewill be made using locally available materialbased on different state concepts; theconstruction work will be done by youth tobuild a sense of participation and ownership.• MSI is presently negotiating properties onthe Dodital Trek route in District Uttarkashiand working on a legally valid understandingof location specific profit sharing with theperson selling land to the company.• Set up a chanting hall namedKrishna, in Uttarakashi that willprovide yoga facilities for tourists• An environmental education centreat Bhebra, midway to Dodital focussingchildren. The centre is expected to serve asa source for understanding the cultural andenvironmental biodiversity of the region.• Develop site offices in strategic locationslike Rishikesh and Joshimath, to be done incollaboration with partners and on a franchiseebasis. These offices to serve as outlets – displayand sale of MSI products and souvenirs.• Create their own brand in catering at local/regional level. Many youth migrate to urbancentres and work in restaurants along thehighways, hotels in Delhi, Mumbai for paltrywages. MSI plans to do a skill survey of theseyouth and select 40 for training. A sister companyis being planned to run the catering division.Challenges & conclusionFor MSI there are still many challenges,developmental lags and sustainability issues thatlie ahead. The challenges are related to retainingyouth, further training in communicative English,briefing them on aspect of hygiene, food & watersafety, trash collection, developing managerialskills and ultimately instilling self-confidence inthem. The developmental lags that need to beaddressed are sorting inter-village rivalries, bringingin greater equity and transforming this initiative<strong>from</strong> a people’s movement mindset to a businessentity. To ensure sustainability of this venture, MSIplans to recover indigenous knowledge and skills,develop participatory benchmark studies and build inmonitoring systems to guarantee work which is linewith the principles of the Nanda Devi Declaration.As MSI is in a nascent stage and business is notguaranteed, regular monthly income is also notpossible. Many youth trained under the MSI bannerhave moved on and joined other (more steady)employment. Some leave the job as they are well offand not interested in this kind of work, some fearworking in the high altitudes but a high percentagemove out on account of seasonal opportunitieswhich fetch better money. For e.g. - collection ofthe herb “kidajadi” 12 (Cordyceps sinensis), which isthen exported to China. According to the Chinesethe consumption of this in their diet has been thesuccess factor behind the Olympic victories. For thevillagers it fetches Rs. 3 to 3.5 lakhs per kilogram.

A case study of the Mountain Shepherds Initiative, Uttarakhand33A critical aspect that needs attention is building upcapacities and creating the second line of peoplewho can manage managerial aspects of MSI.Currently there is no qualified manpower to handlequeries, costing, promotion & marketing, accountsall of which being handled by Sunil Kainthola. MSIis in contact with people who are working in thetourism department and about to retire. They planto bring that manpower in to handle such roles.Another challenge that MSI as well as the tourismindustry will soon face in Uttarakhand is competition<strong>from</strong> growth in tourism business in Nepal andKashmir, once those regions become politicallymore stable. MSI is preparing itself by gearing upon services, competitive rates and low overheads.However the biggest challenge is whether they wouldbe able to go beyond doing business of Rs. 15-20lakhs annually (which is what it currently standsat) or whether it will be able to scale up withoutcompromising the commendable vision & principlesas laid out in Nanda Devi Declaration of 2001.MSI is attempting the monumental task ofestablishing a community-owned operation- a future without human exploitation andenvironmental degradation. It hopes to implementits guiding philosophy in all aspects of tourismplanning - in making mountain tourism accessibleto all regardless of age, gender, income or ability. Asa model, its success will have an important bearingon the fate of the Himalayas and its people.AcknowledgementThe case study has been complied based onthe interviews in 2008 with Dr Sunil Kainthola& Shri Dhan Singh Rana (Directors), Govind(Member), Mr Harish Chandola (Journalist),community members <strong>from</strong> Lata and Tolmavillages as well as based on papers written by MrRajiv Rawat (2008) and the booklet on CulturalSurvival & Sustainable Livelihoods broughtout by Alliance for Development (2004)Annexure 1The Nanda Devi Biodiversity Conservationand Eco Tourism DeclarationOctober 14, 2001 Gram Sabha LataChamoli, UttarakhandToday on the 14th of October, 2001 in thecourtyard of the temple of our revered Nanda Devi,we the people’s representatives, social workersand citizens of the Niti valley, after profounddeliberations on biodiversity conservation andtourism, while confirming our commitmentto community based management processesdedicate ourselves to the following –1. That we, in accordance with the resolutionsadopted by the World Tourism Organisation’s

34 Section AManila Declaration 1997 on the Social Impact ofTourism will lay the foundation for communitybased tourism development in our region2. That in our region we will develop atourism industry free <strong>from</strong> monopolies andwill ensure equity in the tourism business3. With the cessation of all forms of exploitationlike the exploitation of porters and child labourin the tourism industry, we will ensure apositive impact of tourism on the biodiversityof our region and the enhancement of thequality of life of the local community4. That in any tourism related enterprise we willgive preference to our unemployed youth andunder privileged families, we will also ensureequal opportunities for disabled persons withspecial provisions to avail such opportunities5. That we will ensure the involvement andconsent of the women of our region at alllevels of decision making while developing andimplementing conservation and tourism plans6. While developing appropriate institutionsfor the management of community basedconservation and eco tourism in our area we willensure that tourism will have no negative impacton the bio diversity and culture of our region,and that any anti social or anti national activitieswill have no scope to operate in our region7. We will regulate and ensure qualityservices and safety for tourists and bydeveloping our own marketing network willeliminate the middlemen and endeavourto reduce the travel costs of the tourist8. While developing the tourism infrastructurein our region we will take care of the specialneeds of senior citizens and disabled persons9. As proud citizens of the land of theChipko movement, we in the name of GauraDevi will establish a centre for socio-cultureand biodiversity, for the conservation andpropagation of our unique culture10. We will ensure the exchange and sharing ofexperiences with communities of other regionsto develop eco tourism in accordance with theManila Declaration of 1997 in those regions11. Acknowledging the spirit of Agenda 21of the Earth Summit, Rio 1992, the ManilaDeclaration on the Social Impact of Tourism 1997and the International Year of the Mountainsand Eco tourism, 2002, we will strive forbio diversity conservation and an equitableeconomic development within the frameworkof the Constitution of the Republic of <strong>India</strong>12. Today on October 14, 2001, in frontof our revered Nanda Devi, and drawinginspiration <strong>from</strong> Chipko’s radiant history wededicate ourselves to the transformation ofour region into a global centre for peace,prosperity and biodiversity conservation

A case study of the Mountain Shepherds Initiative, Uttarakhand35Endnotes1. In the 1970s, an organized resistance to thedestruction of forests spread throughout <strong>India</strong>and came to be known as the Chipko movement.The name of the movement comes <strong>from</strong> the word‘embrace’, as the villagers hugged the trees, andprevented the contractors’ <strong>from</strong> felling them. Thefirst Chipko action took place spontaneously inApril 1973 in the village of Mandal in the upperAlakananda valley and over the next five yearsspread to many districts of the Himalayas in UttarPradesh. It was sparked off by the government’sdecision to allot a plot of forest area in theAlaknanda valley to a sports goods company. Thisangered the villagers because their similar demandto use wood for making agricultural tools had beenearlier denied. With encouragement <strong>from</strong> a localNGO, Dasoli Gram Swarajya Sangh, under theleadership of an activist, Chandi Prasad Bhatt andwomen of the area, went into the forest and formeda circle around the trees preventing the men <strong>from</strong>cutting them down. In March 1974, women <strong>from</strong>Lata, Reni and other nearby villages led by theelderly Gaura Devi protested against men that hadcome to clear cut local forests. The Chipko protestsin Uttar Pradesh achieved a major victory in 1980with a 15-year ban on green felling in the Himalayanforests of that state by the order of Mrs IndiraGandhi, the then Prime Minister of <strong>India</strong>. Since then,the movement has spread to many states in thecountry. (http://healthy-india.org/saveearth6.asp)2. In 1998, inhabitants of the Niti Valley preparedfor direct action. Many of the same women whohad earlier participated in the Chipko movementwere again at the forefront of this new agitation- Jhapto Cheeno (swoop and grab). Under theinspired leadership of the Lata Village Chief, DhanSingh Rana, people <strong>from</strong> 10 buffer zone villagesentered the core zone en masse, presenting aseries of demands to the government for restorationof their traditional rights and roles as guardiansof the Nanda Devi sanctuary. Compensationfor their losses and a full accounting of fundsspent on their behalf were also requested. Thevillagers vowed to continue this movement andpresent their case in various platforms until thegovernment recognized their claims. (Rajiv Rawat(2004). The Nanda Devi Campaign For CulturalSurvival & Sustainable Livelihoods in the HighHimalayas, Alliance for Development, Dehra Dun)3. Rajiv Rawat (2008). The Mountain ShepherdsInitiative: Evolving a New Model of Community-Owned Ecotourism In Redefining Tourism –Experiences and Insights <strong>from</strong> Rural TourismProjects in <strong>India</strong>, UNDP, New Delhi4. Ibid5. Ibid6. Rajiv Rawat (2004). The Nanda DeviCampaign For Cultural Survival & SustainableLivelihoods in the High Himalayas,Alliance for Development, Dehra Dun7. Ibid8. Ibid9. Ibid10. http://mountainshepherds.prayaga.org/trekoptions/11. Cordyceps sinensis- scientific name. It is fungusthat is used in Chinese medicines. Its In Chineseits name means “worm in winter, plant in summer”,www.plantlife.org.uk/international/assets/medplants/projects-case-studies/AERF%20project/Final-Report-AERF.pdf , data retrieved 27 April 2009