Project Rational
AJK is endowed with beautiful natural scenery, rivers and archeological gems. Other than the Red
fort in MZB and the Sharda temple, most of the other sites are rarely visited by tourists. The
ingredients of a successful tourism venture are available in a remote part of AJK, far from any
accessible road, along the Jhelum River in the vicinity of the Karot Lake.
The access to this site will take the visitor through a newly formed lake, passing through a pristine
and unpassable mountain terrain to reach an abandoned fort, lying derelict for the last seventy years,
waiting to rise from the ashes and proclaim its past glory and existence, and in the process, uplift a
small community of 30 households that have persisted to eke out an existence in the most primitive
form.
Himalayan Wildlife has already received positive response from the School of Art, Design and
Architecture- NUST who have already incorporated the reuse plan of the fort in their post graduate
teaching plan. The post graduate architects will help in assessment of the forts condition, and current
threats. They will document its architecture and materials used and provide re-use plans.
Objective
The principal objective is to prove that in an environment of decadency and despair, with the right
ingredients the economics of poverty can be turned around with a little bit of advice and financial
support.
Despite the fact that Ain village and fort lie just a few kilometers upstream from a multibillion-dollar
hydropower project, it has been sidelined and left to its own poor state. This project intends to
conserve the fort and while ensuring its sustainability for future generations hopes that the local
community will take over management of the site.
The Himalayan Wildlife Foundation supported by the School of Art, Design and Architecture at
NUST, intends with permission from the AJK department of Archeology and jointly funded by PPAF
and HWF itself to prove that there can be innovative ideas that can support poor communities that
come together to rise and become financially independent.
Scope of Work and Proposed Activities
The scope of work in the Ain fort restoration project is divided into two simultaneous areas of
activity. One will be undertaken at the fort itself and the other at the embarkation station in the
vicinity of the Pona bridge on the Azad Pattan Road.
The work on site at Ain, will involve:
Assessment and Documentation: Conduct a thorough assessment of the fort’s condition, historical
value, and current threats. Document its architecture, materials used, and damage to the walls and
bastions. This will also assess the best access route to the fort from the lake. During this process we
will implement conservation techniques that maintain the fort’s authenticity, following the Vienna
convention and the Burra charter. This will involve repairing damages using traditional materials and
techniques.
Community mobilization and Stakeholder Engagement: Involve the local community, historians,
SADA-NUST architects, and AJK Tourism and Archeology department in decision-making. We are
partners with the local community and understanding their sentiments and needs. The community
support and full involvement is crucial for successful conservation, and this intervention has already
been undertaken to their satisfaction.
Education and Awareness: Educate the community and visitors about the fort’s historical
significance through workshops, signage, and educational programs.
The simultaneous activity on the embarkation site will involve, adequate signage to inform the
visitors travelling to and from RawalaKot to Kahuta, and Islamabad- Rawalpindi, about the presence
of a tourist destination. This activity will also involve repair and maintenance of the unused roadside
hut, toilets and mosque beside the road. At the embarkation site there will be a jetty or raft that will
cater to visitors who will be utilizing the boats to travel to the lake or to the fort.
Once the project is developed a sustainable management plan will be developed and implemented
which will encompass regular maintenance, visitor management, and revenue generation strategies
(like guided tours, cultural events) to ensure financial sustainability without compromising the fort’s
integrity.
Outputs:
Community Mobilization
Planned activities:
Formation of 1 male and 1 female community organizations
Regular COs meetings
Linkages development of the COs
Community participation in project implementation
Increasing of the COs saving through regular meetings
Ensuring of COs participation in project formation and implementation process
In order to build the capacity of CO’s different training events will be organized:
Trainings on eco-tourism
Trainings on importance of hygiene, basic food service and tour guides
Outputs
30-35 households in Ain will be organized onto CO
Will try to involve 100% of households in existing COs.
Will try to achieve more than 50% women’s participation in COs
A cadre of local resource persons will be given managerial training as presidents and VP and
finance secretary of the newly formed Cos.
Coordination with GoAJK
The coordination with the Government of Azad Jammu and Kashmir (GoAJK) is essential as it is a
community and state resource that is being re activated. These improvements will contribute to
creating a more welcoming and accessible environment for visitors and residents alike, which should
in the near future lead to development of health and educational facilities in the village.
4.2 Infrastructure Development
Under the head of infrastructure development, HWF focus will be on several key projects aimed at
enhancing the visitor’s access to the fort and their communication with the local CO. There is a
possibility that in future homesteads may be developed for the convenience of overnight stay in the
village. This will greatly enhance the community’s living standards and preserve their cultural
heritage. The developments outlined below, will contribute to the overall progress and well-being of
the community.
- Development of track from lake to fort. Currently there is no track leading down to the water
edge. There must have been a route but it is now lost due to over growth of bushes and grasses.
This track will be located and re dressed for easy access to the fort. - Basic conservation and minor restoration. There is an immense amount of fallen stone
masonry in the existing rooms, which all have lost their roofs, during the plunder
Of timber at the time of independence in 1947. These all need to be cleaned and the dressed and
undressed stones retained for future use.
- Vegetative management: The structure of the fort currently consists of overgrown trees, shrubs
and grasses. Vegetative management will also involve a basic cleanup of the site to permit accurate
measurements and planning for reuse to be conducted by the students of SADA-NUST. - Procurement of 2 Boats with 4 stroke motors. This will form the visitor’s transportation
to the fort site from Pona Bridge on the Azad Pattan Road. These boats are fiberglass and
manufactured in Lahore. The engines are standard 20HP engines from Suzuki Motor Company. In
addition to ferry visitors, it will also be a supply route for the locals to reach Pona, Kahuta, and
Rawalpindi - Jetty for embarkation & disembarkation at fort. These jetties will be procured from
Rawal dam, which is the closest water body where the tourism jetties exist. These are floating
jetties and do not need to be grouted in the lake, as they float at water surface level. - Lighting and water supply at fort. Two options exist, one is to connect to the single phase
connection in the village which is about 2 km away. The second option is to develop our own 5 KV
solar source adjacent to the fort. This will supply power for lighting and for the submersible pump
to draw water from the lake for use in the fort. - Carpentry and Wood work for fort door, visitors seating and temporary roofing. There
will be need for security door at the entrance, roofing for shade and walkways in the fort. - Research work. We will continue to encourage colleges and universities to bring their
students to the site to study architecture and engineering disciplines. The local forest and wildlife
will also attract students of zoology, botany and environmental sciences.
Promotion of Tourism Activities (Education, Awareness, Information, Marketing,
Promotion, Visibility, and Inauguration)
Activities will be undertaken to promote tourism within the area. These include educational
initiatives, awareness campaigns, information dissemination and promotional activities. This
comprehensive approach is aimed at attracting visitors, fostering community pride, and boosting
economic opportunities tied to tourism. - Displaying Signboards: Installing of 05 signboards at different locations on Kahuta –
Azadpattan road to guide and inform visitors about the community-based tourism project in the lake
and the fort. These signboards can display directions to the visitors, food points, and other attractions,
making it easier for tourists to navigate the area. - Publicity through Media Channels: We will collaborate with electronic and print media
channels to generate publicity for tourist. This can involve featuring the project in news articles,
interviews, or travel segments to create awareness among the general public and potential visitors.
National news channels can be particularly effective in reaching a broader audience.
Implementation Arrangements
HWF has presence in the targeted area and different projects have been implemented in the past with
the financial assistance of PPAF. The proposed project will build on HWF’s prior presence in the
area, organized social capital, knowledge of local culture and customs, and alliances with
government line agencies.
The project implementation arrangements will facilitate maximum possible involvement of all
stakeholders including community, government departments and elected representatives of the
region. The project will be implemented in coordination with the Tourism and Archeology
Department.
The project will be guided from HWF head office while for the successful implementation one field
office at site will also be opened where program manager and field team will sit.
Project Team, Composition and Placement:
Below is the team structure
and placement
Positions QTY Placement
Program Coordinator 1 Islamabad
Information/ Marketing
Officer
1 Islamabad
Community Resource
Persons
1 Ain fort
Office Driver 1 Islamabad
Finance Manager 1 Islamabad
Financial Management:
HWF (Himalayan Wildlife Foundation) primarily receives funding in the form of grants from various
national and international donors and support organizations. The organization maintains proper
record keeping of all financial transactions following standard accounting principles. M/S Crowe
Hussain Chaudhry & Co Islamabad serves as the current official auditors of HWF, ensuring
transparency and accountability in financial matters.
HWF prides itself on having a dedicated and reputable workforce with diverse experience gained
from working in different technical, geographical, and professional domains. This expertise enables
HWF to effectively carry out its mission and objectives.
Over the years, HWF has established a successful partnership with PPAF (Pakistan Poverty
Alleviation Fund) as a Partner Organization. HWF has successfully implemented earlier project
phases in collaboration with PPAF from 2007 to 2022. The Finance and Administration department
of HWF is well-versed in PPAF’s financial requirements, including audit procedures, financial
reporting, and submission of expenditure statements, disbursement, and fund utilization for project
activities in accordance with the project agreement.
Procurement:
The proposed project involves limited capacity of procurements of both goods and services. HWF
has previous experience working with PPAF on procurement guidelines and procedures. All the
procurements will be based on the contractual obligations of the partnership between PPAF and
HWF. Procurement plans will be prepared and submitted to PPAF for one time approval as per the
standard process. In case of any change in approved procurement plan, HWF will inform PPAF in
writing. The change in procurement plans will be executed subject to PPAF approval.
Internal Monitoring:
We will develop a Monitoring, Evaluation and Research (MER) Unit in HWF Head office Islamabad
headed by Project Coordinator and Finance Manager based in Islamabad. The MER Unit performs
following functions.
- Planning: The MER will facilitate the planning processes of the programs/projects. The plans
are developed at program office Islamabad in consultation with the project teams. - Field Monitoring and Progress Review: The MER persons are regularly visiting the field
areas to monitor the field activities. The reports will lead to appropriate decision-making and course
correction. - Reporting: The MER unit will provide real time improvement in the organizations reports
and donor reports. - The MER team will deal with complaints and grievances reported from the field.
Reporting to PPAF:
The Program Manager based in HWF Regional Field Office will duly submit the Project Progress
Reports quarterly on PPAF approved Reporting formats. The Project Coordinator will be responsible
to ensure providing policy and compliance level correspondence and communication support to
concerned Innovation Unit. The Project Coordinator will provide technical guidance to Project
Manager in assuring quality and accuracy of the project reports through a comprehensive detailed
and thorough analysis of all contents of the report prior to its submission to PPAF.
Branding and Visibility:
HWF will actively promote the branding and visibility of the PPAF under Innovation Program for the
project in accordance with the PPAF Branding Visibility Guidelines. PPAF support of the project will
be highlighted in all communications with stakeholders including communities, government, and
NGOs. PPAF official logo will be displayed on metal billboards adjacent to all publicity material and
any other activity as well as on the IEC material and publications developed under the project. With
strictly adhering to the PPAF Guidelines regarding Social media engagement for Tourism activities,
HWF will duly share project updates with PPAF for sharing on its social media accounts.
Project Completion Report:
At the end of the project, HWF will share a project completion report with PPAF. The template for
the PCR will be shared by PPAF. The PCR will be initiated from the district where the district teams
will incorporate their inputs. The Program Manager will review it and share with PPAF a frequently
assurance and value addition. PCR will be submitted to PPAF as per the identified timeline in the
agreement.
PROJECT BUDGET
This project will be implemented with co-financing from PPAF (Pakistan Poverty Alleviation Fund)
and HWF (Himalayan Wildlife Foundation). The Government of Azad Jammu and Kashmir (Go
AJK) will provide overall guidance and support to the project. The total project budget amounts to
PKR 18.67 million, with the breakdown as follows: PKR 15.77 million from PPAF, and PKR 2.9
million from HWF.
For further information on the budget and payment schedule, please refer to Annexure A, which
provides a detailed breakdown of the project budget and the specific timelines for payments.
The HWF share in the project will comprise in cash and kind components, including cost of time
contributed on the project as the CEO is the program coordinator. This is valued at PKR 1.8 million
per year. This will involve coordination with the GoAJK at the level of the chief secretary and the
secretary tourism. He will also lead the discussions with the local community.
PROJECT SUSTAINABILITY
The sustainability of the community-based tourism project depends on several factors. Here are the
key implementation aspects for project sustainability:
1 Community Involvement and Empowerment: The active participation and ownership of the
local community are vital for project sustainability. Engaging community members in decision-
making, capacity-building, and income-generating activities empowers them to take responsibility
for the project’s long-term success.
2 Economic Viability: The project should be financially sustainable, generating sufficient
income to cover operational costs, maintenance, and community development initiatives. It should
promote local economic benefits by creating job opportunities, supporting local businesses, and
ensuring a fair distribution of tourism-related income within the community.
3 Environmental Conservation: A sustainable community-based tourism project should
prioritize environmental conservation. Implementing responsible tourism practices, promoting eco-
friendly initiatives, and raising awareness about environmental protection contribute to the long-term
preservation of natural resources and biodiversity.
4 Collaboration and Partnerships: Establishing collaborations and partnerships with relevant
stakeholders, such as district management authorities, NGOs, tourism organizations, and community
networks, strengthens the project’s sustainability. It allows for shared resources, knowledge
exchange, and collective efforts towards achieving common goals.
5 Continuous Monitoring and Evaluation: Regular monitoring and evaluation of the project’s
progress, impacts, and challenges will enable adjustments and improvements to be made. Collecting
feedback from community members, visitors, and other stakeholders will help identify areas for
improvement and ensure the project remains aligned with its sustainability objectives.
6 New evolving ideas and plans: In order to developing a post project long-term vision and
strategic plan for the project, along with the ability to adapt to changing circumstances and market
trends, is crucial for sustainability to keep an open mind for new and fresh ideas to be explored.
Flexibility and innovation enable the project to remain relevant and resilient in the face of evolving
tourism dynamics.
By addressing these aspects and ensuring a holistic approach to community engagement, economic
viability, environmental conservation, cultural preservation, and collaborative partnerships, a
community-based tourism project can enhance its prospects for long-term sustainability
PROJECT EXIT STRATEGY
A project exit strategy for a community-based tourism project involves planning and implementing
measures to ensure the project’s sustainability and smooth transition once the initial project period or
funding comes to an end. HWF will follow the following steps for an effective project exit strategy:
1 Capacity Building and Skill Transfer: Throughout the project duration, focus on building
the capacity of the local community and stakeholders involved. HWF will provide training,
knowledge sharing, and skill development opportunities that empower community members to
continue management and operating tourism activities independently preferably by the end of year 2.
2 Local Ownership and Empowerment: HWF will encourage the local community to take
ownership of the tourism project by involving them in decision-making processes, creating
community-led committees or cooperatives, and fostering a sense of responsibility for the project’s
long-term success.
3 Business Development and Diversification: HWF will facilitate the development of local
businesses and enterprises that can sustain and expand tourism-related activities, encourage
entrepreneurship, help establish linkages with markets, and support the diversification of income
streams beyond tourism.
4 Institutional Collaboration and Networking: HWF will strengthen partnerships with
relevant government agencies, NGOs, tourism organizations, and other stakeholders. Foster
collaboration to ensure continued support, knowledge exchange, and access to resources even after
the project’s completion.
5 Visibility and Promotion: HWF will assist the community in marketing the site and will
help establish connections with tour operators, travel agencies, and online platforms to sustain market
demand for site visits.
6 Documenting Best Practices and Lessons Learned: HWF will compile project
documentation, including best practices, lessons learned, and case studies. Share this knowledge with
other communities and organizations involved in community-based tourism, contributing to wider
learning and replication of successful approaches.
