7B - India - Hampi 20150216 ONLINE Public

Name of the Property: Group of Monuments at Hampi (India) (C 241)
State of Conservation report regarding progress so far made with regard to the
recommendations of the World Heritage Committee in Decision 37COMB.61.
1. Response from the State Party to the World Heritage Committee’s Decision, 37 COM
7B.61 , paragraph by paragraph
A. Removal of debris of the collapsed bridge and the relocation of the vehicular bridge
outside of the property;
The Public Works Department of Government of Karnataka, has resumed the work of
removing the remaining part of the collapsed bridge viz., debris, columns and carriageway,
without disturbing the nearby cultural resources, by adopting state of the art technology
and the work is almost complete.
As regards the relocation of the vehicular bridge, cultural impact assessment study
has been completed and location of the vehicular bridge as recommended in the
impact assessment study has been identified.
B. Completed Integrated Management Plan together with a synthesis and a prioritisation

of existing recommendations and intentions, for review by the World Heritage Centre and
the Advisory Bodies
- The Integrated Management Plan (draft already submitted to the WHC in 2006) gives
an overall framework for the Management & protection of Hampi World Heritage
Site. It is reiterated that as per the draft IMP recommendations the following actions
have been implemented since January 2006 by Government of Karnataka and
Archaeological Survey of India.
Sno IMP recommendation Agency
1 Preparing a official Base Map HWHAMA
2 Geo prospecting of the entire site ASI
IIMC,
3 Preparation of map showing the HWHAMA Jurisdiction HWHAMA
HWHAMA,
4 List of Protected Monuments/ Cultural resources SDAM, ASI
List of all the cultural resources of site other than those
5 protected HWHAMA
HWHAMA,
6 Map showing Protection zones SDAM, ASI
7 Spatial Protection of Hampi World Heritage Site HWHAMA

8 Protection zones HWHAMA
HWHAMA,
9 Strengthening of HWHAMA Act GOK
10 Protection to the unprotected cultural resources of the HWHS HWHAMA

HWHAMA, ASI,
11 JHPM of the cultural resources of HWHS SDAM
12 Guidelines HWHAMA
ASI, HWHAMA,
13 Regulations SDAM
Management of Archaeological Remains of 16th century ASI, HWHAMA,

14 Vijayanagara Metropolis SDAM
ASI, HWHAMA,
15 Rectification of Master Plan SDAM
16 Environment plan for protection and management
17 Village regeneration plan HWHAMA
HWHAMA, line
18 Traditional & New housing plan department
HWHAMA, line
19 Water Resource Management Plan (Traditional & Modern) department
HWHAMA, line
20 Agriculture Plan department
HWHAMA, line
21 General Management - Physical Infrastructure Plan department
HWHAMA, line
22 General Management - Social Infrastructure Plan department
HWHAMA, line
23 Transport & Network Plan department
HWHAMA, line
24 Tourism sector plan processing visitor management plan department
HWHAMA, line
25 Small scale & Cottage Industries plan department
HWHAMA, line
26 Finance Plan department
HWHAMA, line
27 Risk Preparedness & Management Plan department
HWHAMA, line
28 Preparation of a Hampi National Heritage Region Plan department
Preparation of regional development plan (Koppal & Bellary HWHAMA, line
29 districts) department
30 ASI site office for management of Hampi World Heritage Area ASI
31 Integrated Information Management Centre ASI
Joint committee of Adhyakshas and Upadhyakshas of all Gram
32 & Nagar Panchayats HWHAMA
33 Technical Committee HWHAMA
34 Monitoring Committee HWHAMA
Developing an interactive & local dissemination platform at
35 every village HWHAMA
Change of name of the inscribed property from "Group of

36 monuments" to "Hampi World Heritage Site" HWHAMA
HWHAMA, ASI,
37 Re-nomination of the property as a Cultural Landscape SDAM
38 International training programme
HWHAMA, ASI,
39 Training for base map SDAM
HWHAMA, ASI,
40 Education programme SDAM
HWHAMA, ASI,
41 Awareness and communication programme SDAM
Workshops for capacity building of officials & Non technical HWHAMA, ASI,
42 staff working for/ on the Hampi World Heritage Site SDAM
Monitoring IMP various plan, joint programme & protecting HWHAMA, ASI,
43 zones SDAM
HWHAMA, ASI,
44 Monitoring Archaeological Park SDAM
Monitoring of Archaeological remains, buried archaeological HWHAMA, ASI,
45 areas beyond archaeological park SDAM
Monitoring of protection & ownershop status of newly
excavated areas and the archaeological resources beyond HWHAMA, ASI,
46 archaeological park SDAM
Monitoring of protected monuments beyod archaeological HWHAMA, ASI,
47 park SDAM
Monitoring status of unprotected heritage beyond HWHAMA, ASI,
48 Archaeological Park SDAM
HWHAMA, ASI,
49 Monitoring for monuments SDAM
HWHAMA, ASI,
50 Monitoring for Visitor management SDAM
- To synthesize the IMP & sectoral plan recommendations, a Workshop on ‘Site

Management for Cultural World Heritage Sites – South Zone: Integrated
Management Plan, Hampi’ organised by Archaeological Survey of India (ASI),
Bangalore Circle and Department of Culture, Government of Karanataka in
consultation with Advisory Committee on World Heritage Matters (ACWHM) under
the aegis of the Ministry of Culture was held on 7th to 8th June, 2013 at Bangalore.
The main decision of the workshop is to formulate an action plan and prioritization
of the recommendations in the action. The state level advisory body chaired by the
Honourable chief minister, Government of Karnataka has approved the decisions
taken in the workshop and commissioned the road map decided in the workshop on
priority basis in the following sequence
a. Step 1: Constitution of expert group to scrutiny the action plans
b. Step 2: Identify & appoint the professional team for the preparation of
Action Plans for IMP & Sectoral plans
c. Step 3: Preparation of the Draft action plans & Manuals
d. Step 4: Circulation of the Draft action plans & manuals for seeking written
inputs (before step 5) from the expert group and stakeholders
e. Step 5: Presentation, scrutiny of the draft action plans & manuals to the
Expert group & stakeholders through a workshop
f. Step 6: Presentation of the draft action plans & manuals to the
community living within the world heritage site seeking inputs
g. Step 7: Finalization of the action plans & Manuals by team of
professionals
h. Step 8: Printing, Circulation & implementation by all the stakeholders
i. Step9: Identification of Fund required for the Implementation of the
Projects.
The above mentioned steps are being followed to implement the decision of the
World Heritage Committee as mentioned in Decision: 37 COM 7B.61. To
accomplish the above steps a series of consultative meetings were held under
the Chairmanship of Principal Secretary to the Government, Department of
Kannada & Culture, Government of Karnataka comprising of members from the
expert committee and various departments responsible for the protection,
management & development of Hampi World Heritage Site. It may be further
mentioned that the action plan prepared for each sectoral plan with prioritized
item of works will be shared with stakeholders at the local, regional, national
level as part of the consultative process. After completion of the consultative
process, the synthesis of prioritized recommendations and intentions will be
submitted, for review to the World Heritage Centre and the Advisory Bodies
C. Demolition works in the Hampi bazaar area following a decision of the High
Court of Karnataka and the compensation scheme for affected families;
Following the decision of the High Court of Karnataka all encroachments in the
immediate vicinity of the Bazaar to east & Pushkarini to the north of Virupaksha
temple have been totally removed. The effected families have been rehabilitated
suitably at a new location with proper infrastructure which has enhanced the living
conditions of the effected families.
D. To elaborate, in close cooperation with the local community, a strategy and

action plan for the bazaar area to:
a. Develop within the IMP necessary legal and planning tools to prevent any
further encroachments at the Hampi bazaar,
As of now, the Archaeological Survey of India (ASI) has completely taken over
the responsibility of protection of Hampi bazaar and its surroundings through
the following actions
i. Removal of all the encroachments from the Bazaar
ii. A Memorandum of Understanding (MOU) between all the key
stakeholders mentioned below for protection management &
development of Virupaksha bazaar area is being drafted
1. Archaeological Survey of India
2. Endowments Department
3. Revenue Department
4. HWHAMA
iii. The basic amenities required for the visitors and other activities
related to the temple are accommodated at the entrance of the
bazaar by the District administration
iv. Necessary legal provisions for prevention of further encroachments
already exists in the Ancient Monuments Archaeological Sites &
Remains Act 2010 and the rules of National Monuments Authority
established by the Government of India recently
v. Further, for close monitoring of various activities relating to
management, conservation and protection of the World Heritage site
at Hampi, Archaeological Survey of India has established a separate
mini circle with senior technical staff, under the orders of Ministry of
Culture, Govt. Of India
vi. Any new additions or alterations to the existing modern structures
adjacent to the historic mandapas have to follow a process for
obtaining building construction licence as per the regulations of
AMASR Act & Master Plan of HWHAMA.
b. Develop a conservation strategy for the protection of the historic mandapas

near the Virupaksha temple, in line with the IMP.
Preparation of the conservation strategy for the protection of historic
mandapas near the Virupaksha temple, in line with IMP is in progress and the
details are as follows
i. Comprehensive Conservation Plan (CCP): The framework given in the CCP

including the standards for Documentation, Condition mapping, Risk Value
matrix, Scientific material analysis, Archaeological investigation, Conservation
works, estimates is being used for the conservation strategy of Virupaksha
Bazaar.
ii. Tourism strategy: The Virupaksha temple and bazaar in front of it, along with
pushkarini is one of the main sacred places for the piligrims visiting
Pampakshetra, other than the tourists who come to visit the ancient
monuments, archaeological sites. The temple & bazaar are identified as part
of various circuits in the Tourism strategy. Hence, all the amenities required
for the piligrims and tourists are proposed for development in the action
plans being finalized.
iii. Transportation Plan: Mobility within Virupakashapura (I.e. Hampi Bazaar &
its immediate surroundings is regulated based on the type of vehicle,
accessibility to physically challenged, local community living behind the
bazaar (Janata Plots),during the special events such as Annual car festival,
Hampi Utsav. Heavy vehicular movement is banned completely within Bazaar
area. The connectivity to Virupakshapura is as per visitor movement plan
iv. Disaster Management Plan: In the overall Disaster Management Plan

prepared for World Heritage Site at Hampi issues relating to Virupaksha
bazaar and its immediate surroundings have been addressed to mitigate the
impact specific factors mentioned below
1. Large scale gathering during fairs & festivals
2. Mobility of vehicles
3. Natural calamity like floods, soil erosion
4. Theft & vandalism
v. Landscape Plan: Measures for revival of historic water systems flowing

through Virupaksha temple complex & Pushkarini, methodology for restoring
the historic landscapes, treatment of vegetation etc are formulated through
the landscape plan.
2. Other current conservation issues related to World Heritage Site at Hampi

i. Impact of flooding on the Hampi World Heritage Site is increasing due to
annual release of water from the Tungabhadra dam which is being addressed
in consultation with the Tungabhadra Dam Board Authorities following the
Disaster Management Plan.
ii. The issue of solid waste management at places like Virupapura gadda, Hampi
& Anegundi river banks is another matter of concern. In this regard,
HWHAMA has got a solid waste management plan prepared and is
simultaneously being implemented.
iii. Heavy vehicular movement on the state highway passing through the
periphery of the core area has received adequate attention and HWHAMA
has sent a proposal to the government of Karnataka for development of a
new bye pass as recommended in the approved Master plan to divert the
traffic from the core area.
iv. Continued use of water intensive agriculture practices in the immediate
vicinity of monuments is another sensitive matter involving issues such as
local economy and conservation of built heritage
3 In conformity with paragraph 172 of the Operational Guidelines, please

describe any potential major restorations, alterations and/or new
construction(s) within the protected area
Conservation Works:
i. Structural Conservation of Hampi Bazaar Mandapas and the Pushkarini
ii. Conservation of various mandapas in the Pattabhirama temple complex
iii. Preservation of excavated remains within royal enclosure
iv. Exploration & Identification of potential Archaeological sites within the world
heritage site
v. Implementation of the first year recommendations of Comprehensive
Conservation Plan (CCP)
Rehabilitation:
vi. A proposal to rehabilitate Prakash Nagar & other scattered constructions
within the core area is under consideration of HWHAMA
vii. Removal of encroachments in Virupapura Gadda by HWHAMA
Transportation:
viii. Development of new bridge outside the property as per the
recommendations made in the Cultural Impact Assessment study
ix. Diversion of the state highway passing through the periphery of the Core area
by providing a new bye-pass as per the Master plan
x. Development of alternate mode of transportation based on the visitor
movement plan including parking, operation of battery operated vehicles in
core area is envisaged
Tourism
xi. Development of Interpretation facilities for Hampi World Heritage Site
xii. Development of basic tourism amenities such as Signage, Public utilities
including Toilets, Drinking water, Shelters etc based along the circuits
identified in the tourism strategy compatible with the historic setting.
INTEGRATED MANAGEMENT PLAN
for
Hampi World Heritage Site
ACTION PLANS FOR PRIORITY IMPLEMENTATION
prepared by
Hampi World Heritage Area Management Authority
(HWHAMA)
CONTENTS
1. Background
2. Hampi World Heritage Site as Inscribed
3. Retrospective Statement of Significance
4. Summary of Sectoral Plans
5. Costing, Phasing & Implementation of Sectoral Plans
Background:
The Integrated Management Plan (IMP) prepared by Archaeological Survey of India (ASI) is
submitted to World Heritage Centre (WHC) in the year 2011. The advisory bodies recommended
completion of all the sectoral plans as recommended in the IMP. The detailed Sectoral Plans were
prepared by the Hampi World Heritage Area Management Authority (HWHAMA) in collaboration
with various other line departments. The recommendations of these sectoral plans were scrutinized
by an expert group constituted by Government of Karnataka (GoK) and were finalized in consultation
with Archaeological Survey of India (ASI). The actions plans for each of the sectoral plan were
finalized incorporating the inputs from expert group and were compiled into one document which
will be used by the agencies as a guiding document for the Protection, Management & Development
of Hampi World Heritage Site
The following Action Plans from each sectoral Plan are included into this concise document
1. Master Plan for Hampi Local Planning Area (LPA) under KTCP Act
2. Socio Economic Study
3. Tourism Strategy
4. Transportation Plan
5. Comprehensive Conservation Plan
6. Landscape Study
7. Housing & Rehabilitation Plan for Hampi Village
8. Cultural Impact Assessment of Bridge
9. Disaster Management Plan
Apart from the above sectoral plans, the Infrastructure Plan for Hampi World Heritage Site is under
preparation. The above plans are currently at different stages of implementation. The actions plans
are included into the Planning & Financial framework of respective line departments for their
implementation in a time bound manner.
HAMPI WORLD HERITAGE SITE AS INSCRIBED
Country and State Party: INDIA
State: KARNATAKA
Name of the World Heritage Property: GROUP OF MONUMENTS AT HAMPI
Important Dates:
First nomination by the State Party: 1982
Inscription on the World Heritage List: 1986
Inscription on the List of World Heritage in Danger: 1999
Removal from the List of World Heritage in Danger: 2006
Criteria for Inscription:

Cultural Criteria I, III and IV
Justification for Inclusion in the World Heritage List as a Cultural Property:

“The most magnificent, extensive and varied ruins of a metropolis [Vijayanagara]. A richly
constituted military, civil, religious, residential and secular remains amidst the most
picturesque hills and river setting. Architecture, sculpture, painting and stucco are all
integrated in the remains.”
SITE IDENTIFICATION
Location of Hampi World Heritage Site
Hampi World Heritage Site is spread over the two districts of Bellary and Koppal in the South
Indian State of Karnataka.. In particular, it falls within the Hospet taluk of Bellary district and
Gangawati taluk of Koppal district. Refer Map 1.
Table 1: Geographical Co-ordinates for Hampi World Heritage Site
Reference on Site Monument Latitude Longitude
Centre Point Mahanavami Dibba 15º18’52” N 76º28’18” E
2nd Coordinate Virupaksha Temple 15º20’12” N 76º27’12” E
3rd Coordinate Pattabhirama Temple 15º18’30” N 76º29’15” E
Extents of Hampi World Heritage Site
The extents of Hampi World Heritage Site/ Core Zone/ the inscribed site are
presently identified as per the 1988 Gazette notification of the Government of Karnataka.
The same is identified as the Core Zone under the Hampi World Heritage Area
Management Authority Act, 2002 (HWHAMA Act, 2002), a Karnataka State Act especially
formulated for management of this site as a heritage area under the Hampi World Heritage
Area Management Authority (HWHAMA or Authority) established for these purposes. In
accordance with Articles 103 and 104 of the Operational Guidelines, the HWHAMA Act, 2002
provides for a buffer to the Core Zone that is sub-classified into Buffer and Peripheral3
Zones. This Act further declares the entire area under the Core, Buffer and Peripheral
zones collectively as Hampi World Heritage Area (HWHA) for conservation and
management under the Authority.
The present demarcation of boundaries, is rationalized along individual property

lines for grounding on site. However, it does not coincide with local governance and
administrative jurisdictions on site, thus creating a disparity that adversely affects
establishment and functioning of effective management mechanisms on the ground. To
overcome the above, the IMP Volume 1, submitted in August 2005, had recommended
rationalization of boundaries along village administrative divisions as per planning principles.
However, in the August 2005 meeting of the UNESCO Mission, it was decided to limit
such a rationalization action to the buffer boundary only and to leave the Core Zone
boundaries unchanged. Accordingly, the HWHAMA has carried out this exercise and the
new rationalized limits for management purposes are notified. The new boundaries are
submitted to WHC in 2013 as part of Retrospective Statement of Outstanding Universal
Value exercise.
After the new boundaries of HWHA are notified, the buffer area increased to
194.66 sq kms and the total area of HWHA to 236.46 sq kms.
(Source: Master Plan for Hampi Local Planning Area, pg 4).
Retrospective Statement of Significance
The below mentioned retrospective statement of significance submitted to World Heritage
Centre (WHC) and approved by the World Heritage Committee was taken into consideration
while preparing the sectoral plans
a. Brief synthesis
Hampi World Heritage Site is the remnants of the Capital City of Vijaynagara Empire
(14th-16th Cent CE), located in the Tungabhadra basin in Central Karnataka, India. Its
unparalleled excellence in art, architecture, socio-cultural and economic dimensions,
administration and military organisation is evident from remains unearthed, the extant
monumental ruins and archival records. The city rose to such proportions, often
understood as a metropolis and is immortalised in the words of Abdul Razaak, (1443 AD),
‘The city is such that the pupil of the eye has never seen a place like it, and ear of intelligence
has never been informed that existed anything to equal it in the World.” The catastrophic
Battle of Talikota (1565 CE) lead to a massive destruction of the physical fabric and stability,
leaving behind an ensemble of living temples, magnificent archaeological remains in the
form of elaborate sacred, royal, civil and military structures as well as traces of its rich
lifestyle, all integrated with the natural setting.
b. Criterion
Criteria 1 - Masterpiece of Human Genius
The essence of an organised medieval (14th-16th Century) Capital city with well-
defined functional areas is clearly discernable even today. The cultural systems 1 extant,
eulogises the ingenuity of the people of the Vijaynagara Empire to incorporate sophisticated
knowledge of the cosmos as perceived in the Indian astronomical texts and the treatises
(Mayamatam), in harmony with the contextual understanding of geography. This
remarkable integration of man-made and natural setting is vivid in the myriad facets, viz. art
and architecture, socio-cultural, economical, administrative, defence organisation 2 and
1 As specified in the Hampi Integrated Management Plan

2
The strategic selection of the site demonstrates a deep understanding of the potentials of the natural setting to
enable defense and human habitation. The Vijaynagara Empire was effectively defended by two concentric
natural resource management (of which the waters system 3 is function till date), together
enabled the establishment of this grand Metropolis.
The Site is also the witness to exemplary temple architecture, a landmark of its time,
such as the Virupaksha temple which is living and the Vitthala temple, complete with its
bazaar, stone Rath (chariot) and the elaborate mandapas.
Criterion (III): Exceptional Testimony to a Civilization that has disappeared.

Historic sources authenticate the extent of destruction, the Battle of Talikota
(January, 1565 AD) brought about in the Capital City of Vijaynagara. This resulted in gradual
cessation of the culture and political tradition that had evolved over two centuries.
Excavations indicate the presence of structural remains and pits where inhabitants and
animals were executed in masses and piled. Surface archaeology and a study of the
monumental remains in the WHS demonstrates the extent of destruction wherein
perishable material like wood were burnt and others like granite, brick, lime survived. Over
the years, the rubble walls and foundations of many buildings situated on the slopes of hills
eventually collapsed, washing down with the surrounding alluvium into the valleys. The
debris, in turn, collapsed and buried additional structures at the bases of the slopes. Several
failed attempts were later made to resettle the city ultimately leading to the abandonment
of the metropolis.
Material remains 4 corroborate the extent of advancement achieved under the
Vijaynagara Emperors as eulogized by contemporary travellers. Today the inscribed
property primarily is an archaeological site that comprehensively contributes to a holistic
understanding of this flourishing Metropolis.
layers of fortification that withstood the attacks of the Deccani Sultans for almost 200 years. The outer-most
fortification comprised of the mightier regional hills, whereas the inner fortification was a combination of
fortwalls between natural hillocks, passes together with watch towers (which assumed varied architectural
forms), Hebbagilus and Bagilus (Major and minor gates).
3
The watershed of the region comprising of natural systems like the river Tungabhadra, streams and several
water bodies together with an elaborate man-made water system; i.e. tanks, wells, aqueducts and water-gates,
ensured perennial supply of water in an other-wise drought prone area. The high fertility of the soil in the
Tungabhadra basin also encouraged agriculture to emerge as the primary occupation, in continuum till date.
4
Material remains in the HWHS consists of the royal quarters and quarters for the nobility; ceremonial grounds
and platforms; temple complexes and ancillary structures; gateways and guard posts; entire footprints of puras
(suburban settlement); stables.
Criterion (IV): Outstanding Example for a Type of Building or Architectural Ensemble that
illustrates a significant Stage in Human History.
The construction practice of the Vijaynagara Empire is an evolved form of Dravidian
architecture 5 that was the tradition in peninsular India. Building activity in the HWHS
occurred over a period of 200 years, reflecting the contemporary religious and political
scenario as well as the advancement in art and architecture.
Temples in the WHS embody architectural and construction practice where granite 6
was employed for large spans and for elaborate ornamentation and relief works, which
were earlier generally crafted in wood. Studies on Vijaynagara Architecture show that this is
an evolved practice and gave scope for innovation and experimentation in layout, design
and construction. ,
16th Cent represents a high-point in Vijaynagara Architecture and some of its
attributes are the ornate Raya Gopura 7, Ratha, large spans in construction of elaborate
mandapas, intricate ornamentation of structural members and magnificent bazaar street, all
of which are evident in the Vitthala Temple complex. In addition to the typical spaces
present in contemporary temples, it boasts of a Garuda shrine fashioned as a granite Ratha
and the largest bazaar streets 8 in the WHS. This complex also has a large Pushakarani 9 with
a Vasantotsava mandapa 10, wells and water channels. In its complete form, the Vitthala
Temple complex represents the culmination of the Vijaynagara Temple Architecture.
c. Integrity
The extent of the rationalised boundaries of the inscribed property consists of
various cultural systems and its interrelationships, which, mostly in its unaltered form,
validates the integrity of the Site. Primarily archaeological in nature, the Site shows a
5 Dravidian architecture reflect the practices during the Pandya, Chola, Chalukya and Rashtrakuta period
6 The understanding of the crystalline properties (i.e. splitting of rocks along striations) of stone enabled its
effective utilization in construction of structural members.
7 The Raya Gopura, introduced first in the Vijayanagara temples and attributed to Raja Krishna Deva Raya, is a
landmark all over South India.
8 measuring a length and width of 396 m and 9.45 m respectively must be mentioned
9 Stepped temple tank
10 (ceremonial pavilion in the centre of the tank)

combination of standing monumental structures, ruins (surface and sub-surface), continuing
living systems and traditional occupation. These resources may or may not possess values
individually but collectively hold very high archaeological value, contributing towards the
overall understanding of the inscribed site.
Discrepancy in the understanding of the property and its needs and differences in
vision for management had manifested in several issues affecting its integrity. With the
Advisory Committee’s directive (in 2003), a management system that is effective within the
Indian national framework, bridging between global to local, was developed and its
implementation is underway to address all requisites of the HWHS.
d. Authenticity
Evident in the HWHS are the attributes like strategic location and abundance of
natural resources, which rendered this expanse befit for a Capital City of the Vijaynagara
Empire. The integration of the geographic setting with man-made features is discernable till
date in the design and functional layout of the metropolis. The physical remains of today
also speak volumes of the ingenuity of the builders in utilizing locally available material,
traditional knowledge system and skilled craftsmanship to shape a metropolis of this grand
scale. The stages of evolution of the Vijaynagara Architecture, which attained glory in the
16th century, is evident in the monumental structures. Continuing traditions, like festivals
and temple rituals, pilgrimage, agriculture and various art forms, also form as an integral
part of the WHS.
The destruction by the Battle of Talikota in the 16th cent CE and the passage of time
has led to some of the original functions and traditions becoming obsolete, altered, while
several are in continuum. The archaeological remains of today still evoke a sense of
grandeur that the Capital City of Vijaynagara once possessed and is immortalized in words
of many.
e. Management and Protection requirements necessary to maintain OUV

i. Overall Framework
The Integrated Management Plan for HWHS acknowledges the site with its complex
cultural systems and adopted it as its vision, rather than as an isolated group of monuments,
which was the prevalent view at the time of nomination. The management framework thus
developed, visualize the site in its entirety, where heritage management is the first priority,
followed by human development, which together shapes commerce-led development.
Bridging between global obligations and local needs, it develops effective interfaces with
relevant sectors indispensible for effective site management. The IMP fits within the Indian
national framework and aims at value-based-management ensuring safeguarding of the
OUVs. Its implementation has been underway since 2005.
The HWHS has many stakeholders with specific mandates, who are responsible to
manage its various facets. Since its nomination, the inscribed property has been under the
protection of the Archaeological Survey of India (Nodal Agency for the State Party), partly by
the State Department for Archaeology and Museums (State government agency) under the
AMASR Act’ 58 (amended in 2010) and the KHAMASR Act’61. In 2002, the Hampi World
Heritage Area Management Authority (State government agency) was formed under the
HWHAMA Act’02 as a regulatory body, specifically for site management. In January 2010,
the Joint Heritage Management Program has been formed between the aforementioned
three agencies to efficiently implement the IMP, ensuring value based conservation and
management of the HWHS in a co-ordinated manner.
ii. Specific long-term Expectations

The IMP details specific long, mid and short term goals through sectoral plans and
actions for ensuring inclusive management of the HWHS, implementation of which, are in
various stages, based on inception. As such an elaborate and structured attempt towards
site management is a new practice in the country. Its implementation is gradual, having
scope for improvement. The rationalization of boundaries to enable effective protection
within the Indian administrative system, establishment of a site-specific agency - HWHAMA
and an Integrated Information Management Centre within the authority and initiation of the
Joint Heritage Management Program have been major steps towards operationalizing
effective protection and management.
Of the many actions initiative, the preparation of various sectoral plans (A. Master
Plan for Hampi Local Planning Area, B. Socio Economic Study, C. Tourism Strategy, D.
Transportation Plan, E. Comprehensive Conservation Plan, F. Landscape Study G. Housing &
Rehabilitation Plan F. Cultural Impact Assessment of Bridge G. Degaster Management Plan),
except Infrastructure plan are complete.
To ensure effective sustainable heritage management in the future some of the long-
term goals realized include internal capacity building, adoption of a new systematic
approach where actions are co-ordinated and decisions are decentralized and participatory.
The following actions plans for each sectior mentioned below will act as a manual for
implementation by various line departments.
1. Master Plan for Hampi Local Planning Area (LPA) under KTCP Act
2. Socio Economic Study
3. Tourism Strategy
4. Transportation Plan
6. Landscape Study
7. Housing & Rehabilitation Plan for Hampi Village
8. Cultural Impact Assessment of Bridge
9. Disaster Management Plan
1.HWHAMA Master Plan
INTRODUCTION
a. HAMPI WORLD HERITAGE SITE

The site was inscribed as Hampi Group of Monuments in 1986. Fourteen monuments
were covered initially in this inscription and later all the 56 monuments protected by the ASI are
considered for World Heritage. The discussions between the Government of India (GOI) and
Government of Karnataka (GOK) to comply with the guidelines of World Heritage Centre
regarding the protective measures culminated in a measure initiated by the GOK. In exercise of
the powers conferred under sub-section 3 of section 19 of the Karnataka Ancient and Historical
Monuments and Archaeological Sites and Remains Act, 1961, the Notification dated 22nd
October 1988 declared that the archaeological sites and remains in specified areas in the villages
of Hampi, Krishnapura, Kaddirampura, Singanathanahalli, Kamalapura, Venkatapura,
Bukkasagara and Nimbapura in Hospet taluka of Bellary district and Anegundi and Virupapura
Gadda in Gangavathi taluka of Raichur (now in Koppal) district as protected area.
The site was included in the endangered list in 1999 due to the developments being
carried out in an unplanned manner causing negative impact to the significance of the site. This
led to the various corrective measures by the GOK and GOI including the establishment of a site
management mechanism through the enactment of Hampi World Heritage Area Management
Authority Act – 2002 which recognizes the protected area under Archaeological Act as Core
zone.
b. LOCAL PLANNING AREA

The area governed by HWHAMA is based on the core zone declared as “Protected area”
under the provisions of state archeology act vide notification number ITY 137 KMU 84 dated
22nd Oct 1988 which includes 8 villages of Hospet taluk and 2 villages of Gangavathi taluk. The
“Heritage area” defined under the Hampi World Heritage Area Management Authority Act,
2002 shall be a Local Planning Area declared under section 4(A) of Karnataka Town and
Country Planning Act- 1961.
The Local Planning Area for ‘HWHAMA’ has been first declared on 1-12-2004. It was
felt during many discussions with various experts including UNESCO that the revision of the
Local Planning Area boundary has to be done by including entire revenue villages. And
accordingly it was decided to extend the Local Planning Area by including entire revenue
villages and excluding the Kariganuru village and a proposal was sent to the Government for
approval. Accordingly the Government has approved the proposal and the Local Planning Area
was revised by including entire revenue villages vide Notification No: NaAaE 161 Be Ma Pra
2006 dated 4-1-2007. The Local Planning Area comprises of 29 villages, 14 from Hospet taluka
and 15 from Gangavati taluk covering an area of 236.46 Sq kms. Out of which 172.56 Sq Kms
of area lies to the south of the River which houses 45908 persons at the rate of 266 persons per
Sq Kms and 63.90 Sq Kms of area to the north of the river housing 14033 persons at the rate of
220 persons per Sq km which reveals the densification of villages at the southern part of the
river.
The Hampi World Heritage Area Management Authority, constituted under Hampi
World Heritage Area Management Authority Act, 2002, shall be the Planning Authority for the
Local Planning Area under section 81 D and 81 E of Karnataka Town and Country Planning Act
1961.
c. CORE, BUFFER AND PERIPHERAL ZONE

The area governed by HWHAMA is based on the Core zone declared as “ Protected
area” under the provisions of state archaeology act vide Notification number ITY 137 KMU 84
dated 22nd Oct 1988 which includes 8 villages of Hospet taluk and 2 villages of Gangavathi
taluk.
The ‘Core Zone’ measures 41.8 Sqkm and is protected by Buffer zone and peripheral
zone. The Core zone contains four larger settlements like Kamalapura, Anegundi, Hampi and
Kaddiramapura. These villages are considered important and detailed studies, plans have
been prepared after carrying out various surveys.
d. Soil:
The most prevalent soil in the area is reddish sandy loam which is characterized on the
banks of river Tungabhadra the reddish brown soil occur at the fringes of the hills due to the
decomposition of rocks. However black cotton soil also occurs in the area.
e. Geology:
Geology formations are of archean origin occurring in elongated bands of Dharwar
formations which is source for rich mineral wealth. The Economic minerals associated with this
formation are hematite iron ore, red oxide of iron, manganese ore, white clay, soap stone etc.,
content of iron in the ore available in this region ranges from 65% to 70%.
f. Ground Water:
One ground water study well has been established in Kamalapura Town. There is no
much variation in the ground water level. Since 1997 and situation is not that critical. Situation
in Kamalapura town has also witnessed gradual depletion of ground water level from 1.98 m
during 1997 to 3.45 m in 2005. Hence necessary action need to be taken to rejuvenate or
recharge the ground water adopting various methods like Rain water harvesting, construction of
new tanks, check dams, etc.
g. Seismic Zone
The seismic hazard map of India was updated in 2000 (3) by the bureau of Indian
standards (BIS). According to the new map the state of Karnataka lies in zone II & III.
Interestingly, the Bellary region, which experienced a strong earthquake in 1840’s, has been
downgraded to Zone II. The 1984 BIS Zoning map has placed Bellary region in Zone III. Bellary
region which falls in Zone II seismic Zone is referred to as low damage risk Zone the probable
intensity is MM VI.
Detailed development rules & regulations are prepared as per the land use zoning in the Local
planning areas covering Core, Buffer & Peripheral areas considering the above mentioned
surveys and the sectoral studies.
PLAN PROPOSALS AND DEVELOPMENT OPTIONS

1. Transportation
1.1. Linkage between the southern and northern parts of the World Heritage Site
The only physical link bridging the southern and northern parts of the WHS are the two
bridges, (one at T.B. Dam and another at Kampli), which are located at 30 kms equidistant from
the WHS on two opposite directions. There used to be one historic bridge which is now in
ruinous state and beyond repairs at Hampi. In this context the state government decided to
build a cable stayed bridge at the southern gate of Anegundi, whose construction started in
1998 and stopped in 1999. After finding out that the large cable bridge (unfinished) is not a
good solution as it negatively impacts the landscape and can trigger a chain of unwanted
developments on both sides of the river, it was concluded to find a permanent solution at the
down stream from the present location. It was decided to complete the present bridge as a
temporary solution.
View of the cable bridge during the floods Traditional mode of transport
The traditional mode of transport across the river by using a bamboo coracle (Harigolu) shall be
continued. A section of the community i.e. the Boatmen, craftsmen to build the boats are
dependent on the traditional mode of transportation.
1.2. Diversion of state highway

The southern side of the LPA has a good transportation system as a state highway passes
through the site. However there is also a negative impact due to state highway passing through
the archaeological area. It is proposed to divert the highway from the south of Kamalapur
settlement by by-passing the archaeological area as shown in the proposal map.
1.3. Visitor movement

1.3.1. Circulation system:
Vehicular movement in the archaeological area is causing damage to the monuments and
archaeological remains. It is proposed to regulate the movement of vehicles in the core zone
through a circulation system with the following components
Nodes
Interchange Node: A point where visitors leave their vehicles and change into different
mode of transport.
Stoppage Node: A point where visitors will stop for viewing a monument
Destination point: A point where visitors go for a specific activity such as pilgrimage or
recreation
Eco friendly mode of transport Parking and Mobile trading zone at Hampi
2. Community facilities
A detailed plan for developing infrastructure shall be taken up. The following are the sectors.
2.1. Social Infrastructure

2.1.1. Education
Up-gradation and improvement of existing education facilities to the required standards
shall be taken up. The parking and mobile trading zone in Hampi will accommodate the
play areas for the school at Hampi.
2.1.2. Health
The basic health facilities in the LPA have to be provided. The health facilities for the
visitors in case of any emergency have to be provided at key locations in the visitor
movement areas.
2.2. Physical Infrastructure

2.2.1. Water supply
An integrated water supply scheme for all the villages has to be developed to serve the
settlements of the LPA
2.2.2. Sanitation As of now there is no underground drainage system in the LPA. An
underground drainage system for Kamalapur Town, which is the only Urban area
within the Local Planning Area, to be planned, designed and implemented in a
phased manner.
For rest of the LPA villages a system needs to be developed for the disposal of sanitation
waste in eco friendly manner.
2.2.3. Solid Waste Management
A plan has to be prepared for the management of solid waste disposal.
2.2.4. Electricity
Infrastructure needed for upgrading the electrical system to meet the requirements of
the World Heritage Site shall be provided by the respective departments.
3. Tourism
3.1. Visitor movement:
A circulation system mentioned in the section transportation above (refer 9.1.3) for the
proposed visitor movement. Different kinds of access identified and proposed for development
to facilitate visitor movement are as follows
a. Road connectivity
b. Access to monuments
c. Special routes
d. Thematic routes
3.2. Visitor accommodation:

The concept of home stay has to be promoted to enhance the experience of a living
heritage site. At a regional level urban areas surrounding the LPA can continue to be the places
for accommodation. The Department of Tourism proposal to develop the 228 acres of land has
been identified as Tourism hub where accommodation facilities can come up. Based on the
concept of home stay guest houses at Hampi have to be reorganized.
3.3. Improvement of the surroundings of destination
The entry points into the Hampi World Heritage Site have to be developed.
3.4. Activities directly related to Tourism
A base camp, two Auxiliary camps, Water sports at Kamalapur and Sanapur lake are
proposed for the development of Adventure sports at the Hampi World Heritage Site.
f. Interpretation
Interpretation center is being proposed at Kamalapura and the location is marked in the
proposal map.
8. PROPOSED LAND UTILIZATION–2021 FOR L.P.A
As per 2001 census the Local Planning Area has population of about 60,000 and the
projected population will be 90,000 by 2021. The proposed land use for the entire Local
Planning Area has been worked out on basis of future population and other requirements.
While working out the proposals the following important characteristics and potentiality of the
site have been considered.
i. Outstanding natural landscape and Archaeological remains.
ii. Archaeologically and environmentally highly sensitive areas.
iii. Conservation and protection of both monuments and natural areas.
iv. Historic urban fabric
v. Growth of settlements and development options.
vi. Sub-terrain Archaeology.
vii. Tourism potentials and requirements.
viii. Traffic and transportation needs.
The proposed land use analysis has been worked out for different uses. It is decided
to protect and conserve the natural beauty of the area i.e., rocky hillocks, forests and
water bodies. The area under Monuments is also maintained at 172.61 Ha. Some of the
barren agricultural lands adjacent to the settlements have been identified for future
development requirements. It is estimated that by 2021 the Local Planning Area requires
nearly 440.37 Ha of land for the future development of all settlements. This land includes
land reserved for main Terminal, parking nodes and 92.31 Ha of ‘Tourism Hub’ in
sy.no.1080 of Kamalapura by State Tourism Department. The areas under forest and water
bodies and river have been maintained as it is. Details of proposed Land utilization – 2021
for LPA is given in the Table – 18 below.
Table - 18
SL NO LANDUSE AREA … Ha %
1 AGRICULTURE 7357.61 31.12
2 BARREN LAND 728.23 3.08
3 URBANISABLE AREA 1068.33 4.52
4 HILLS 4928.64 20.84
5 LAND SCRUB 534.99 2.26
6 CANAL 122.51 0.52
7 MONUMENT AREA 172.61 0.73
8 PLANTATION 746.67 3.16
9 POWER HOUSE 2.98 0.01
10 QUARIES 796.08 3.37
11 RESERVED FOREST 4672.06 19.76
12 RIVER TANKS 1340.32 5.67
13 ROCKY OUTCROPS 118.10 0.50
14 WATER LOGGED AREA 34.54 0.15
15 TRANSPORT AND COMMUNICATION 928.40 3.92
16 PUBLIC UTILITY 1.62 0.01
17 TOURISM HUB 92.31 0.38
TOTAL 23646.00 100.00
2. Socio – Economic Study
Project context
Located in the State of Karnataka, Hampi World Heritage Site (WHS), spreads over 236 sq.km
and covers not only ancient monuments and ruins of the 14th century capital of Vijayanagara
embedded within a landscape of hillocks and Tunghabdra river, but also 29 villages and a town.
With its 59,941 inhabitants (census 2001) living within the World Heritage Area, addressing
development needs has emerged as one of the main issues faced by the local authorities (Hampi
World Heritage Area Management Authority and the local bodies). The core zone is the most
populated area, housing almost 47% of the total population on only 17.7% of the WHS (41.8
sq.km) followed by the peripheral zone and buffer zone, being home to 37.4% and 18.8% of the
population respectively.
Unregulated development coupled with expansion in tourism activities, lack of physical

infrastructure and basic facilities, rural urban migration, income diversification, household
changes, etc are some of the pertinent issues which are rapidly influencing the HWA and the
living heritage therein. To quote an e.g. the tourism survey conducted by the team
HYDEA/Target Euro in 2009 highlighted that 41% of tourism business owners in HWHA were
originally farmers, before having ventured into tourism related activities. Attracted by the
increased income opportunities offered by tourism activities, many farmers have abandoned their
traditional agriculture based activities. Such a shift in the economic base of the area has affected
and continues to affect the socio economic profile of the area.
The structure of society within the living heritage site needs to be not just carefully understood
but also monitored as it reflects the cultural and traditional heritage of the area and, from this
perspective, it has to be preserved and maintained. Furthermore, changes within the society, its
practices and its economy could also threaten the integrity of the whole site. As a living WHS,
while the preservation of the Outstanding Universal Value, heritage conservation and tourism
aspects guide the management of the site, the development needs of the local population assume
equal significance, if not more. It is the latter that is highlighted in this report. While this study
draws up socio-economic profiles at the Gram Panchayat level, it also highlights the conflicts
between heritage conservation and preservation and tourism on one hand and contemporary
development needs on the other. The aim is to address these conflicts both at the policy level and
at the intervention level.
As the Census of India is conducted every decade, the last on being in the year 2001, the results
of the next census of 2011 are expected to be out by 2012/2013. It is critical to understand the
current socio-economic status of HWHAMA society, as an intermediate census between 2001
and 2011, in order to analyze the trends and forecast projections for the next years. An updated
socio economic profile would also be useful in guiding local development and the tourism and
heritage conservation imperatives which are currently ongoing. The highlighted trends will help
to understand contemporary requirements and the conflicts therein, especially from the
perspective of the revision of Hampi Master Plan which is believed to be taken up soon.
Objectives of the study

In the context of the Hampi World Heritage Site, the specific objectives of the social assessment
can be summarized as follows:
- Understand the Socio-economic profile of the HWHA and the living standard of people,
- Understand occupation patterns and related threats,
- Identify poverty problems and gender issues,
- Highlight basic infrastructures needs,
- Understand inhabitants relationships with their heritage,
- Highlight conflict arising as a result of the heritage preservation and conservation and
tourism on one hand and the development needs of the area on the other,
- Based on the above evolve a guiding framework of recommendations to be incorporated
in the revised Hampi Master Plan for the WHS.
Fourth Report – Action Plan
Tourism Development Strategy for HWHA
1. Introduction
The present report signifies the “Action Plan” that is aimed to implement the Tourism Development
Strategy of the Hampi World Heritage Area. This report is fourth and final deliverable based on the
previous submissions of Background Study, touchstone principles and Tourism Development
Strategy. During the course of this assignment, the last three project phases have fruitfully lead to
identification of the existing issues and emerging challenges linked to Tourism Services, Tourism
Supply, Institutional Framework, Planning, Cultural Heritage, Interpretation, Landscape,
Environment, Traffic, Transportation Planning and the overall development in this designated World
Heritage Area.
The consultative process for the Tourism Development Strategy has also enormously helped in fine-
tuning the action plans with the aspirations of the stakeholders. The acceptance of the
recommendations of the Consultant is also largely facilitated by the Local Community-based Tourism
Development approach and the success of identifying the local authenticity, its vulnerability and the
inherent confines. With a Strategy vision i.e. “To increase the positive impacts of tourism
development in HWHA, thereby, reducing the present pressure in the core zone and spreading it in
the whole area (buffer and peripheral zones). The final Action – Plan has been designed within the
realms of the touchstone principles, based on emerging scenarios and amidst the strong urge to
determine the long-standing concerns. The tourism-based activities at HWHA have been identified
supported by the stakeholders, their key intentions to maximize the visitor experiences and increase
in the number of tourists. The locked potential of the Tourism in HWHA is multi-dependent on the
following keys:
Source: Elaborated by the Consultant
The background study in different sectors had led to clarity on the four emerging aspects linked to
1. Tourism Organization
2. Pressure on the Core zone of the HWHA
3. Tourism Competitiveness
4. Interpretation & Conservation
1
Henceforth, the touchstone principles were prepared driven by the action lines i.e. the Cooperation &
Collaboration, Preservation & Interpretation, Participation, Geographical Homogeneity and
Competitiveness.
The following critical concepts were again derived from the touchstone principles:
Based on the above concepts, a Hampi – specific Tourism Local System has been designed and
appropriate strategies for operationalizing this system are recommended.
2
The implementation of the strategies have been anchored to a tangible action plan, wherein, the
Consultant has devised a series of Transversal Programmes / Projects & Specific Projects. A series of
23 actions have been proposed with various detals of sub-activities that shall be indicators of
execution of the action plan and leading to the implementation of the Tourism Development
Strategy.
The proposed 23 activities areas are:
1. Activation of the Sustainable tourism Development Programme
2. Organization of monitoring, evaluation and control systems
3. Social integration through culture and tourism and new job opportunities
4. Develop skills and competences of culture and tourism stakeholders (Training for public and
private stakeholders)
5. Promoting collaborations and partnerships for Sustainable Tourism Development
6. Remodelling of HWHAMA to actively participate in the Tourism Development process
7. Statutory legitimacy of the Tourism Strategy
8. Financial capacities
9. Tourism regulations
10. Understanding of the institutional framework
11. Enforcing local capacities and sharing experience
12. Strengthening traffic and transportation system
13. Distribution of the tourism services
14. Accessibility to the cultural attractions and within the HWHA
15. Strengthening of the tourism SMEs
16. Improving / developing tourism services
17. Investment in HWHA
18. Social integration through culture and tourism and new job opportunities
19. Tourism promotion and Marketing
20. Strengthening of local cultural industry competitiveness
21. Understanding of the cultural attractions
Various sub-activities have been detailed in a common template (Refer to the details in the
Project Data Sheets – Scenarios 1 – 4)
3
2. The Logical Process
STEP I – AN ANALYSIS OF THE GROUND SITUATION & SCENARIOS TO ARRIVE AT EMERGING ISSUES/ CHALLENGES
4
1. 2. 3. 4.
Tourism Organization Pressure on the Core Zone of the WHS Tourism Competitiveness Interpretation and Conservation
Institutional framework: Tourism supply: Tourism supply & Demand: Cultural Heritage
• Weak local bodies in terms of human, • Unequal distribution of the tourism • Low quality of many tourism • The lack of Interpretation tools
financial and technical resources. supply (accommodations and other accommodation units. together with the circulation, visit
• Confusion and ambiguity of responsibilities tourism infrastructures) • Unsatisfactory professional skills of and protection policies make
between HWHAMA and local bodies leads to tourism managers and personnel. extremely difficult for the tourists to
a lack of legitimacy. Cultural Heritage • The majority of the tourism services understand the WHS, even if visiting
• Lack of collaboration and coordination • Unregulated buildings within the core provided by the local population is only a reduced extent of it.
between stakeholders and individually zone with no sensitivity to guidelines of running without legal authorization (e.g. • Lack of linkages among the
implemented projects (both private and contemporary interventions. accommodation units, etc.). documentation of the past
public sectors). • Anastylosis & its consequences for • Lack of affordable tourism information interventions, current
• Lack of policies on revenues collected interpretation, thereby reducing the system. implementations and material
• at HWHA – confusion of admission of taxes difference between the reconstructed • Low occupancy rate of the tourist research, thereby, leading to
and toll taxes. buildings & those left in original shape. accommodations. incomplete examinations of the
• Loss of revenues due to tourists not visiting • Low quality of many restaurants structures, to be unable to detect the
the monuments and not paying tickets – no Landscape & Environment (hygienic conditions, etc.) and food morphology of decay & methods of
precise numbers of visitors. • Concentration of tourism activities in supply in general. conservations
• Weak planning leads to unbalanced tourism Hampi and Viruppagudda Island leads • Very basic organization of present
development. to stress on environmental tourism products. Landscape & Environment:
• Tourism planning is extremely project • Limited tourism facilities connected to • No specific legislation and policy
oriented, with a limited global integration Traffic and Transportation: the cultural and natural resources. directly related to landscape and
attitude. • Threat to heritage structure due to lack • Lack of promotion and environment in India.
• Lack of confident statistical tourism of impact monitoring of vibrations commercialization actions at national • Open landscape issues are not
• data and monitoring system. • More burden is found on the existing and international level. included in the ASI’s skills.
• Lack of information among the local State Highway in core area. • Limited opportunities of evening and • Local bodies have a major lack of
• tourism stakeholders (public and night entertainment. technical capability concerning
• Limited expenditure capacity of the landscape and e environment issues.
• private).
present tourism demand. • Issues related to landscape and
• The area is mainly attracting a tourism environment are handled by many
Cultural Heritage
demand that seems not extremely stakeholders.
• Local Government / Panchayats not involved
demanding and this behavior does not • Contour lines of the site are not
in the Conservation & Protection processes,
thereby, leading to non-sustainability of stimulate the development and indicated within the Hampi Master
initiatives by ASI, DAM & HWHAMA. improvement of the present tourism Plan 2021.
supply. • Natural resources are often
Landscape & Environment: • Short length of stay of the present considered as individual entities
• Issues related to landscape and environment tourism demand (international tourists managed by a specific stakeholder.
usually include a short visit during a
5
are handled by many stakeholders. multi-destinations tour traveling to the
• Natural resources are often considered as most important tourism destinations in
individual entities managed by a specific India).
stakeholder. • Excessive concentration of the area on
specific tourism market niches (pilgrims,
Tourism Supply cultural tourism, etc.).
• Absence of organizational bodies involving
tourism companies and/or tourism Traffic and Transportation:
entrepreneurs. • Lack of intersection and integration
between Tourism and cultural activity /
Traffic and Transportation: demand, disjointed approach to
• Lack of satellite data of the area beyond tourism planning and management
HWHA inhibited further study & analysis. issues.
• Lack of online monitoring system • Lack of web enabled tourist
• Lack of accountability of tracking systems information system.
• Lack of tourism attraction potential
• Lack of Fractal network and land use
structure leading to centralized traffic in
the road network.
• Lack of alternate corridors in peak season.
• Non-utility of advanced technologies for
fencing the study area in reference to traffic
security.
• Supply attributes in par with demand.
Bad condition of roads and undefined
functionality of the existing transportation
system.
6
STEP II – DERIVING THE TOUCHSTONE PRINCIPLES
Scenarios:
1. 2. 3. 4.
Pressure on the Core Zone of
Tourism Organization Tourism Competitiveness Interpretation and Conservation
the WHS
Touchstone principles:
Institutional Development: Tourism Development: Tourism Development: Cultural Heritage:

TP# 1 - Coordinated Planning and TP# 12 - Geographical TP#-13 - Micro, Small & Medium TP# 4 - Documentation is vital
Governance Structures through the homogeneity led entrepreneurs based for conserving the past
process of decentralisation tourism development tourism development and deciding about the
TP# 2 - Tourism Development, Local TP# 14 - Tourism Development future
Development and Heritage Traffic and Transportation: should be mainly based TP# 5 - Interpretation supporting
Conservation as a single window TP#-18 –Core area shall be a on the local investments the preservation of the
approach pedestrian friendly TP# 15 - Enhance social & OUV of HWHA
TP# 3 - Need for a Participatory Planning and and low impact economic benefits of TP# 6 - Cultural Tourism &
Development process environment tourism development Conservation in a living
TP# 16 - The pilgrimages will be heritage calls for
Cultural Heritage: maintained out of the participatory approach.
TP# 6 - Conservation of a living heritage calls market frame TP# 8 - Interpretation as a way
for a participatory approach to help preserve the
Traffic and Transportation: tangible and intangible
Traffic and Transportation: TP#-19 –Intermodal coordination heritage
TP# 17 –Travel demand and supply lead to and facilities shall be TP# 9 - To recognise Hampi
equilibrium optimally identified WHS area as a Cultural
Landscape
Landscape:
TP# 10 - Environmental balance
through preservation of
ecological diversity and
sustainable development
TP# 11 - Natural heritage as an
integral part of site
interpretation
7
STEP III – DERIVING THE KEY CONCEPTS FOR TOURISM LOCAL SYSTEM
Scenarios:
Key concepts Key concepts Key concepts Key concepts

• Distribution of tourism services in
• Interpretation supported by strong
Buffer and Peripheral Zones,
• Coordinating and Regulatory mechanism as a pillars of documentation of the past
leading to de-densification of the • Diversification of the tourism supply
partnership between the various stakeholders interventions, current implementations
Core Zone • Totally compatible transportation
• Equi – reciprocative demand and system – and material research, thereby,
• Socio – environment, system attractive to heritage area
supply interactions emphasizing the authenticity, integrity
economically beneficial and
& OUV
safeguarded heritage area
1. 2. 3. 4.
Pressure on the Core Zone of
Tourism Organization Tourism Competitiveness Interpretation and Conservation
the WHS
Touchstone principles (key concepts):
• Distribution of tourism services

in Buffer and Peripheral Zones, • Interpretation supported by strong pillars
• Coordinating and Regulatory mechanism as a • Diversification of the tourism
leading to de-densification of documentation of the past interventions,
partnership between the various stakeholders supply
the Core Zone current implementations and material
• Equi – reciprocative demand and system – • Totally compatible transportation
• Socio – environment, research, thereby, emphasizing the
supply interactions system attractive to heritage area
economically beneficial and authenticity, integrity & OUV of HWHA
safeguarded heritage area
8
STEP IV – PROPOSING STRATEGIES IN KEY ASPECTS THAT DRIVE THE LOCAL TOURISM SYSTEM
Strategy:
- Enforcement of the role of HWHAMA for - Distribution of tourism services - New tourism product portfolio and - Interpretation supporting the preservation
tourism sector in Buffer and Peripheral Zones tourism circuits of the Outstanding Universal Value of
- Local community involvement (Consultative - Heritage sustenance, pedestrian - Increase tourism service quality HWHA and based on delivering
Committee) friendly and attractive zones of - Develop skills and competences of community benefits, cultural access and
- Level of service of infrastructure accountable tourist priority tourism supply representation
and safeguarded tourist interactions - Local community involvement - Effective Interpretation shall engage,
(Social, economic and involve, educate, challenge and entertain
environmental protocols) both visitors & stakeholders of the HWHA
- Environment and economic - Inter-connection between cultural, natura
compatible transportation system and living heritage
STEP V – PROPOSED ACTION PLAN - PROGRAMMES & PROJECT ACTIVITIES
Transversal Programmes & Projects Specific Projects
STEP VI –IMPLEMENTING THE STRATEGY THROUGH PROGRAMMES & PROJECT ACTIVITIES
9
3. The Action Plan
Based on the information of all the last three phases of the assignment, the Consultant has design a phased
Action Plan including all activities that should be implemented in the short, medium and long term by local
stakeholders.
The Action Plan has been structured taking into account the specific characteristic of cultural and tourism sector
in Hampi World Heritage area. The Action Plan consists of a set of transversal programmes/ integrated activities
and specific projects (depending on the specific needs of the Program) and it has been structured incorporating
the emerging scenarios and addresses the following key components:
a. Institutional Strengthening
The particular nature of the Program, makes important the identification of an institutional framework viewed as
the essential tool to coordinate the different stakeholders involved in its implementation. In this regard, the
objective of the institutional component of the Action Plan is conceptualized to strengthen the present
institutional structure, in order to manage the Program for promoting the cultural tourism development.
This component has included the following aspects:
- main institutional limitations that are affecting the development of the cultural tourism in Hampi region;
- identification of the specific actions to be implemented in order to strengthen and/or develop the involved
stakeholders, especially stimulating their integration and collaboration for managing the Program;
- guidelines of the operative regulation including the main duties of each institutional stakeholder involved in
the implementation of the Program.
b. Infrastructure development
The specific aim of this component is the identification of the most important infrastructures that shall have to
be built and/or organized in order to develop and strengthen cultural tourism in the area. In particular,
considering the different cultural attractions of the area and tourism destinations composing the present tourism
supply of Hampi World Heritage area, the Consultant has identified and analysed a group of infrastructure (i.e.
tourism information points, museum, cultural centres, service centres, roads, rural and urban accommodations,
etc.) to be developed in the short, medium and long term.
c. Tourism product development

Based on the specific characteristics of the tourism sector, the Consultant have identified a group of programmes
& projects in order to stimulate local economic development through tourism and cultural activities. In
particular, this component of the Action Plan will be focused on the following:
- development of new cultural tourism services;

- development of the present competitive capacities of local SMEs involved in the cultural and tourism
sector;
- diversification of the present tourism supply of the area, identifying new cultural tourism products.
Also in this case, each identified action has been presented in a ‘data sheet’ (similar to above point b.)
d. Interpretation - Cultural & Natural Heritage Preservation and Valorisation

The group of actions that compose this Component allow the local stakeholders to preserve and valorise the
present cultural & natural tangible, intangible patrimony of the area. For instance, recording and digitalisation of
the intangible heritage, physical preservation of specific monuments, awareness campaign addressed to local
population, etc. are some of the actions that have been identified and analysed under this component.
The various components linked to Interpretation of the World Heritage site have been assessed. These
encompass a wide range of topics including, without being limited to, the following ones:
10
• Access to the site, buffer zone

• Interpretation and presentation requirements
• Present use of the site and potential for development
• Cultural activities to be developed on the site
• Existing documentary material and proposals for their improvement
• Etc.
The actions related to the valorisation of cultural heritage of the area have been aimed at providing the visitors
with a comprehensive picture of how the different forms of expression, from built heritage to material culture,
from the performing arts to local traditions are actually interlinked, witnessing the richness and variety of ways in
which the local cultural and anthropological identity is expressed. Such proposed actions have the common
objective of enhancing and strengthening a sense of local identity within the resident community, in order for
individuals and groups to be aware of their history and proud of their heritage.
Special attention has been devoted to creative activities whose goal is the preservation and renovation of local
culture in all its forms of expression, also through adequate adaptations and evolutions that prove able to link
past or present cultural forms and advanced perceptions and technologies.
e. Community-based Tourism Development

Local communities form the backbone of any cultural activity and tourism products, for they are not only the
inspiration of cultural activities, but also one of the reason why visitors feel attracted by a destination. In
addition, once a region becomes a tourist destination, its local businesses and residents will inevitably be affected
by tourism, and cultural tourism is considered as one of the tourism products with the higher impact on the local
populations especially in terms of job creation, handicraft development, and new incomes generation. This is to
say that in this component of the Action Plan, the Consultant has identified the most important actions that have
be implemented in order to involve local communities in the future tourism supply (i.g. B&B and guesthouses,
local transport services, tourism services such as tourist guides, etc.).
f. Promotion and Marketing

Based on the tourism products of the area, a list of short and medium term marketing actions have been listed
for this Component. In addition, particular attention has been paid to the development of a branding
methodology in order to improve the quality of the tourism services. Also in this case, each identified action has
been presented in a ‘data sheet’ (similar to above point b.)
11
For each individual infrastructure or group of infrastructures a ‘data sheet’ has been produced including the
following information:
Including information about project characteristics, present situation and

DESCRIPTION project justification.
Including information about objectives, expected results and beneficiaries.

OBJECTIVES
Including information about implementation criteria and activities, project
IMPLEMENTATION justification.
How is going to implement the activity? e.g. HWHAMA directly? Or a

PROJECT specialized firm individual consultant contracted by DoT or HWHAMA? Or ..
IMPLEMENTER other??
Who will supervise the activity? For instance, the training courses will be
SUPERVISOR implemented by a qualified university, which will be supervised by HWHAMA.
Including information about duration and implementation time, priorization.

DURATION
COSTS OF THE When necessary, it should be important to details the costs.
PROJECT
If any, it includes important information related to the activity. For instance,
NOTE providing information that the project / activity is completely auto-sustainable
.. and why, etc..
Note on the Action Plan

Please, note that in order to make the understanding easier, all activities identified in the Action Plan have been
grouped as follows:
- By priority. All actions have been classified taking into account the following three categories: High (Pillar
Actions); Medium (Core Development Actions); and Low (Enlargement Actions). The present classification
will be annexed to the main Report and it will have the aim to allow local stakeholders to prioritise their
implementation actions.
-
- By stakeholders. Finally, all actions have also been classified taking into account the different implementers
(stakeholders) of the project areas. Also in this case, the present classification will be annexed to the main
Report and it will have the aim to allow local stakeholders to optimise the intervention and to clearly identify
the role of the game to be played by each-one.
12
3.1. Transversal programmes / Integrated activities
The following are the proposed transversal programmes:
1. Activation of the Sustainable 1.1 Launching Workshop (in order to make aware all local
tourism Development stakeholders about the steps leading to the implementation of the
Program Tourism Development Strategy)
1.2 Organization of the Programme Implementation Team
2. Organization of monitoring, 2.1 Culture and Tourism Observatory articulated with the Integrated
evaluation and control Information Management Center (IIMC)
systems
3. Social integration through 3.1 Awareness campaign to public and private stakeholders, local
culture and tourism and new communities and Civil Society
job opportunities
4. Develop skills and 4.1 Elaboration of manuals related to natural heritage features
competences of culture and 4.2 Training for Public Sector Stakeholders
tourism stakeholders 4.3 Training for Private Stakeholders
(Training for public and
private stakeholders)
5. Promoting collaborations and 5.1. Organization of the Cultural Preservation and Sustainable
partnerships for Sustainable Tourism Development Annual Forum
Tourism Development
6. Providing sustainable 6.1. Detailed project report preparation process for proposing
transportation system through infrastructure
infrastructure planning and
safe / secure travel
13
3.2. Specific projects
The various emerging issues & challenges have been grouped together in four main scenarios related to
Tourism Organisation, Pressure on the Core Zone of the WHS, Tourism Competitiveness and Interpretation
and Conservation. Various integrated activities are then linked to these above-mentioned scenarios through a
network of Specific Projects.
14
Specific projects:
Scenario 1: Tourism Organization
Touchstone Principle (key concepts):

- Coordinating and Regulatory mechanism as a partnership between the various stakeholders
- Equi – reciprocative demand and system – supply interactions
Strategy:
1. Enforcement of the role of HWHAMA for tourism sector
2. Local community involvement (Consultative Committee)
3. Level of service of infrastructure accountable and safeguarded tourist interactions
Activities:
7. Remodelling of HWHAMA 7.1. Revision of the HWHAMA Act and approbation of its rules and
regulations
7.2. Constitution of the HWHAMA Board and the Local Consultative
Committee
7.3. Creation of a Tourism Technical Unit articulated with the other
Technical Units
8. Statutory legitimacy of the 8.1. Revision of the Hampi Master Plan 2021
Tourism Strategy
9. Financial capacities 9.1. Institution of a common ticketing
9.2. Institution of taxes on tourism consumption
10. Tourism regulations 10.1. Establishment of an authorization process
11. Understanding of the 11.1. Publication and dissemination of a leaflet describing the roles and
institutional framework responsibilities of stakeholders involved in the area
12. Enforcing local capacities 12.1. Membership to the Indian Heritage Cities Network (IHCN)
and sharing experience
13. Strengthening traffic and 13.1. Infrastructure Development
transportation system 13.2. Junction improvements to identify the existing geometric
deficiencies for improvement of mobility in the access points.
13.3. Development of high resolution GIS system to provide multi
access to the administrators and road users
13.4. Trouble call management system to develop HELP spots and
facilitate road users in providing police and hospital services in
emergency situations
15
Scenario 2: Pressure on the Core Zone of the WHS

- Distribution of tourism services in Buffer and Peripheral Zones, leading to de-densification of the
Core Zone
- Socio – environment, economically beneficial and safeguarded heritage area
Strategy:
1. Distribution of tourism services in Buffer and Peripheral Zones
2. Heritage sustenance, pedestrian friendly and attractive zones of tourist priority
Activities:
14. Distribution of the tourism 14.1. Tourism Carrying Capacity Assessment

services
15. Accessibility to the cultural 15.1. Development of micro level grid analysis frame for topography /
attractions and within the terrain and material characterization to account for the design
HWHA – Operational, Safety aspects
and security fencing 15.2. Barcode enabled visitor system to track the tourists visiting the
heritage structures in HWHA
15.3. Barcode enabled auto debit voucher monitoring system to
facilitate the tourists and monitor the income generated through
tourism
15.4. RFID based vehicle load/ foreign visitor tracking system to
determine the alternative parking locations and track the foreign
tourists
15.5. Vibration tracking system to monitor the heritage structures with
the prevalent traffic and propose vehicle movements and loading.
15.6. Camera enabled monitoring system of heritage properties/ tourist/
temple monitoring system to track the visitor movement and
heritage assets
15.7. Burglar system / Boat tracking system to track the visitor
movement and maintain accountability of boat travel and trips
made in boats.
16
Scenario 3: Tourism Competitiveness

- Diversification of the tourism supply
- Totally compatible transportation system attractive to heritage area
Strategy:
1. New tourism product portfolio and tourism circuits
2. Increase tourism service quality
3. Develop skills and competences of tourism supply
4. Local community involvement (Social, economic and environmental protocols)
5. Environment and economic compatible transportation system
Activities:
16. Strengthening of the tourism 16.1. Technical Assistance Fund for promoting the development of the
SMEs cultural tourism supply (tourism products, itineraries and circuits
16.2. Technical Assistance Fund for the development of Tourism
Organizations and/or Associations
16.3. Quality development
17. Improving / developing 17.1. Promoting mixed public/private investments (Pilot projects for
tourism services detonating cultural tourism supply)
17.2. Basic infrastructures and equipment fund for tourism
development
18. Investment in HWHA 18.1. Organization of a “Tourism Development Round Table”
19. Social integration through 19.1. Development of sustainable tourism protocols
culture and tourism and new 19.2. Diversification of traditional sectors (for instance, agriculture)
job opportunities integrating cultural and tourism activities
20. Tourism promotion and 20.1. Branding Strategy – Conception, design and lunching of a new
Marketing image of the Cultural and Tourism District
20.2. Promotion and Marketing Activities (fairs, press-tours,
workshops, etc.)
20.3. E-Commerce and Sustainable Cultural Tourism Development
Platform
21. Supportive infrastructure 21.1. Parking nodes identification
development and online 21.2. Sustainable integration of parking nodes
monitoring 21.3. Vehicle tracking system
17
Scenario 4: Interpretation and Conservation
Touchstone Principle (key concept):

- Interpretation supported by strong pillars of documentation of the past interventions, current
implementations and material research, thereby, emphasizing the authenticity, integrity & OUV of
HWHA
Strategy:
1. Interpretation supporting the preservation of the Outstanding Universal Value of HWHA and based
on delivering community benefits, cultural access and representation
2. Effective Interpretation shall engage, involve, educate, challenge and entertain both visitors &
stakeholders of the HWHA
3. Inter-connection between cultural, natural and living heritage
Activities:
22. Strengthening of local 22.1. Technical Assistance Fund for promoting cultural industry
cultural industry development in HWHA
competitiveness
23. Understanding of the cultural 23.1. Information system for Cultural heritage
attractions 23.2. Empowerment of site museum
23.3. Interpretation Centre & Interpretation Points
23.4. Organization of dedicated seminars and workshops about cultural
heritage and traditions
23.5. Interpretation guides for the restoration
23.6. Production of interpretation tools
23.7. Reorganization and optimization of the interpretation studies and
researches already available
23.8. Creation of a Water System Network through the implementation
of various projects
18
4. Traffic and Transportation Perspective
Introduction:
Travel is an intrinsic part of tourism, transport providing the essential link between origin
and destination and facilitating the movement of visitors. Thus, transport is essential to ensure all
areas of tourist location can be accessed by tourists and is one of the key elements of the overall
tourism product at a destination. Relationship between tourism and transportation can be derived
from the concept of tourism as a generator of travel demand and transportation as the key to
access major tourist locations. Transportation can be a critical element of the operation of visitor
attractions and of supporting activities. Effective transportation planning can also produce
appropriate solutions for balancing the traffic needs of the tourists during peak tourism seasons
and special occasions.
Tourism activity in Hampi, Karnataka, India caused Haphazard and unplanned growth of the
region, which became more complicated in the core area where the major Tourist attractions like
Virupaksha temple are present. Today, considering the rapid development and future potential
tourism activity, there is an increasing pressure on land, water and environment. This pressure of
continuously growing population and tourists results in overcrowding and becomes burden to
limited civic cycle amenities which demands a need to match the travel demand with the supply
attributes. This development gives rise to enduring, sensitive and at times controversial land use
issues and transportation problems of safety, congestion, accidents, parking, management and
enforcement.
Problem context:
Tourism has been identified as one of the key economic sectors to support long term
growth of the area. Hampi World Heritage Area (HWHA) located in Karnataka state, India
comprises of 29 villages with some of the heritage buildings and historical monuments. More
than 1000 tourist trips / day are expected in the core area. In peak seasons from November to
January, more than 3 lakh trips / day are expected. The tourism activity in Hampi brings out the
positive and negative impacts on the economy such as employment generation, improvement of
standard of living of people, improved connectivity etc and at the same time leads to traffic
congestion, air quality deployment etc. The issue becomes complicated to cater to the needs of
the local people as compared to long distance travelers.
It is proposed to develop a tourism strategy in the Hampi World Heritage Area to
bring out the balance between the preservation of heritage and development needs of local
people. The strategy development from Traffic and Transportation perspective shall aim for
the coordination of routing patterns and Intermodal coordination in Greater Tourism area with
the buffer area and the core areas of HWHA. This involves the study of the existing scenarios
with respect to the demand and supply and assessing the impact of the tourism activity cross-
sectional at each level. An attempt has been made to develop a strategic approach to conserve
the tourist and existing cultural/occupational activities from transportation perspective. A link
between tourism, transportation and economy is developed as a part of the study.
Tourism friendly transport environment:

In order that a more user-friendly transport environment conducive to tourism
development is devised, close attention should be given to the following areas at the more
detailed planning level:-
 need of well-integrated public transport facilities as far as possible at major tourist
attraction nodes;
 to promote tourism, major tourist attraction nodes should be linked up by convenient
public transport. To facilitate easy access, proper signage, route map and tourist
information should be put up where appropriate.
 creating pedestrian-friendly environment to promote comfortable walking and
shopping;
 promoting the use of environmental friendly transport to improve the quality of
environment and thus enhance the travel experience of tourists;
 making use of advanced transport information system to assist visitors to go around the
region and
 providing advanced multi-lingual tourist information system at major attraction nodes
such that tourists could obtain relevant travel information such as transport services,
lodging, routing, mode choice and location of attraction.
Objectives of the study:
This study is aimed to study on traffic and transportation issues which lead to improvement of
tourist activity. The following are dealt in specific
1. Traffic mobility levels and their composition level with traffic loadings.
2. Transportation linkages analysis and identification of transportation corridor for
tourist traffic, regional traffic and local traffic.
3. Obligatory issues related to access, connectivity and mobility levels.
4. Parking locations to promote environment, sustenance in core area.
5. Characterization analysis of infrastructure and demand interaction at core, traffic,
pedestrian zones.
6. Transportation scenarios in greater Hampi study area covering all the trip attraction
from different states, districts and foreign trip makers.
7. Inter module coordination levels for an effective mobility, connectivity and access.
8. Traffic management scenarios and planning issues related to extreme travel demand
on special occasions.
9. Traffic control aspects attempted through junction improvements, routing patterns.
10. Optimal locations for inter transport linkages covering Rail transportation and road
transportation.
11. Fractal analysis on road infrastructure, landuse, socioeconomic characterization for
furtherance of research/decision making on environment, economic, social, safety
and security sustenance in HAMPI (World heritage area)
12. Identification of high speed and regional corridor at spatial level for regional
transport interactions.
13. Development of intersection system of tourism and transportation system currently
available catering to the future demands
14. Assessment of effect of tourism demand on transportation system performance
15. Development of strategies for intermodal coordination and inter area road network
with intra area network
16. Improvements for sustainable transport and tourism in the area
17. Development and identification of alternative road network in the core area of
tourist activity in Hampi for preservation of cultural , historic and environmental
assets.
18. Competing travel demand needs of local people and visitors
19. To reduce the impact of traffic and create a more attractive environment for
walking and cycling; and
20. To promote the green tourism agenda by reducing the destruction to heritage
structures and promoting non motorized traffic.
21. Alleviating traffic congestion and air quality concerns near tourist attraction
places.
22. Creation of better access and mobility to meet the special needs of travelers.
Executive Summary
The Comprehensive Conservation Plan document was prepared over a period of one year
starting June 2010. During the period, the team has concentrated on the preparation of the
Information Management Plan which formed the basis of the preparation of the other plans:
Protection, Maintenance and Management Plans. This report consists of recommendations that
have been developed based on the secondary sources that were provided by the ASI, Bangalore
circle, HWHAMA and periodic site visits. The research, documentation and recording were
conducted for ten months (June 2010 – March 2011) and the same has been submitted in the
form of monthly reports to the ASI, HWHAMA and DAM. These reports need to be referred to
for any information other than recommendations provided here (TOC’s of all the reports have
been annexed). References to the documentation standards, recording, conservation plan etc of
other World Heritage Sites and sites with a high standard of working methods have helped form
this plan document. It is important to take up all the steps in a systematic manner i.e. starting
from updated information in order to arrive at efficient site management, maintenance and
protection. It should also be noted that this plan needs to be updated periodically.
A brief note on the Comprehensive Conservation Plan (CCP)

The Comprehensive Plan Document (CCP) as specified in the Hampi Integrated
Management Plan (IMP) is the central document whose scope is the conservation, protection and
management of all cultural resources of the Hampi World Heritage Site (HWHS) in a
comprehensive manner. In this plan all recommendations will be aimed at safeguarding the
interests of all cultural resources (protected or unprotected), hence beyond monuments, that
contribute to the Outstanding Universal Values (OUVs) and the integrity and authenticity of the
HWHS. It will dovetail the requirements of all the stakeholders in the area, keeping the priority
as heritage.
The CCP is a 5 years period plan, which will provide common philosophy and
guidelines, techniques and standards, roles and responsibilities, mechanisms for management etc
to be followed by the Joint Heritage Management Programme (JHMP), comprising of the
Archaeological Survey of India (ASI), State Department of Archaeology and Museum (DAM)
and the Hampi World Heritage Area Management Authority (HWHAMA) for all actions
pertaining heritage to physical maintenance of the HWHS is only to be undertaken only by the
mandated agencies, namely the ASI and DAM where the HWHAMA updated information.
References to the documentation standards, recording, conservation plan etc of other World
Heritage Sites and sites with a high standard of working methods have helped form this plan
document. It is important to take up all the steps in a systematic manner i.e. starting from
updated information in order to arrive at efficient site management, maintenance and protection.
It should also be noted that this plan needs to be updated periodically.
The area of application of the CCP encompasses the Core Area and the Local Planning
Area (LPA) which includes the Core and Buffer Zones (Refer to Map of Extents of the Site) in
the first phase (HNHR) and the entire Hampi National Heritage Region. The Comprehensive
Conservation Plan document was prepared over a period of one year starting June 2010. During
the period, the team has concentrated on the preparation of the Information Management Plan
which formed the basis of the preparation of the other plans: Protection, Maintenance and
Management Plans. This report based on the secondary sources that were provided by the ASI,
Bangalore circle, HWHAMA and periodic site visits. The research, documentation and recording
were conducted for ten months (June 2010 – March 2011) and the same has been submitted in
the form of monthly reports to the ASI, HWHAMA and DAM.
6. Landscape Study
The historical development of Hampi and its relation to the larger landscape systems is an
illuminating example of a bustling metropolis in perfect sync with its immediate nature. Whether
it is the visual or the physical aspect, driven by resource or function, each component of the built
heritage of the erstwhile capital city of the Vijayanagara Empire is carefully modulated so as to
cause the least conflict with the rhythms of natural world.
Interpretation of extent ruins, analysis of watershed, mapping of pits, excavations and
structures, digital terrain models – all worked in tandem – reveals not only an intricate
understanding of natural systems and flows but more importantly, the ability to use these
parameters in a manner that renders the urban pattern conflict less and sustainable.
By understanding the topographic characters of the area and following the natural
drainage patterns, the builders of Vijayanagara patterned and tailored the urban cores to ensure
long term water security in the semi-arid environment of the region.
Throughout the expanse of the capital city, it is not standardized models and solutions
that determine urban patterns; rather, the patterns are tailored specifically to the terrain with
myriad solutions for managing, harvesting and storing water.
Hampi World Heritage Site

Characteristics that, define the landscape of Hampi World Heritage Site impart the area
its specific and very unique nature. Interconnected components of both the natural and the
physical – including hydrology, geology, topography, vegetation, hills and boulders areas, water
features, views and vistas, etc form an integral part of the scenery which has influenced the
historical development of the site.
Hampi WHS being an integral part of the living landscape with villages agricultural
fields and pilgrimage centers means that any intervention will not only have to be faithful to the
past but also remain equally sensitive to contemporary demands. In addition, one has to contend
with the relatively new but increasingly important characteristic that tourism has brought to the
region.
The seemingly contradictory issues for preservation of the physical environment,
conservation of the cultural & visual landscape, restoration of authentic setting of the site and
contemporary challenges need to be addressed in an equitable and balanced manner.
How to preserve Hampi WHS landscape?
Topography
- Forbid all development in rocky and hills areas. Protect boulders from being blasted,
quarried and defaced.
- Envisage development on flat on gently sloping lands so as to minimize soil erosion and
reduce impact on natural drainage.
- Maintain natural terrain with minimal recourse to cutting, filling and no embankment.
Watershed
- Maintain existing drainage patterns.
- Protect natural catchments areas.
- Avoid obstructions of natural water movements.
- Stabilize steep slopes to stop soil erosion and siltation of water bodies.
- Ensure proper health of the land, watershed performance and protect lands downstream.
Water resources
- Maintain adequate soil porosity throughout the landscape.
- Arrest depletion of ground water level.
- Limit the amount of nutrients, the use of soap and water detergents and reduce
eutrophication of water bodies.
- Promote water harvesting measures.
Biodiversity
- Preserve ecological sensitive areas like islands and river edge.
- Discourage planting of invasive species.
- Maintain ground cover vegetation to avoid erosion.
- Promote vegetations for its bioremediation properties including arresting silt, absorbing
pollutants and reducting run-off velocity.
Heritage
- Avoid obstructions of historical physical and visual linkages.
- Anticipate future excavations.
- Avoid the obstruction of historical water network.
- Integrate the same set of guidelines to historical water features (ponds, channels and
drainage links) as applied to built heritage.
Visual quality
- Regulate and monitor quarrying activities.
- Protect the existing skyline by limiting the height of new constructions.
- Integrate electrical lines, pylons and antennas to not disturb long distance views.
- Preserve the river edge and water bodies from development.
Agriculture
- Reduce the use of chemical pollutants and pesticides and promote organic fertilizers.
- Grow low visual impacts crop in proximity of heritage.
- Avoid wet crops where buried monuments are suspected.
- Avoid fragmentation of agriculture.
Spatial organization
- Avoid urban sprawl and promote development in continuity of existing settlement.
- Design development synchronous with the existing spatial fabric (roads, lanes, open
spaces, built form).
- Follow local architecture characters.
- Regulate waste dumping.
7. Resettlement and Rehabilitation Plan
Project Background
Hampi, located in the Hospet Taluk, Bellary District, Karnataka; is one of the 29 Villages
falling under the Jurisdiction of Hampi World Heritage Area Management Authority. In
historical times, this place was known as Virupakshpura or Virupaksha pete and was part of a
larger urban area during Vijayanragara period playing the role of a Sacred center along the River
Tungabhadra. The Pura or Pete comprises of a Temple and a Bazaar as the main elements, which
in the Case of Virupaksha pura has the Ratha Beedhi (Bazaar) and Virupaksha Temple around
which various activities used to happen. It was recorded that the streets of Virupaksha Bazaar
was well known for the trade and commerce selling various precious stones etc. The Virupaksha
Temple is known to be in existence from 10th Century itself i.e. before the establishment of the
Vijayanagara kingdom and hence has more significance. After the fall of the Vijayanagara
Kingdom, the Virupaksha temple continued to be in use till date and is a popular piligrim place
for the people in Karnataka.
In the year 1986, the Archaeological Ruins and Monuments of the erst while
Vijayanagara Kingdom, were nominated as a World Heritage Site by the Central and State
Governments. Until the site was declared as a World Heritage Site in danger in 1999, no major
management initiatives were taken by the Government and in the year 2002 Hampi World
Heritage Area Management Authority Act was passed in the State Assembly and an Authority
was established. One of the main reason for the site to enlisted in the endangered list by
UNESCO is the uncontrolled and unplanned development happening in the World Heritage Site
effecting the Outstanding Universal Values of the site. Hampi village is one of such places
which contributed to the decision of World Heritage in Danger, where illegal constructions,
encroachments happened in the past primarily due to the commercial interests and opportunities.
Currently, Hampi is a settlement with a population of 4000 and is governed by the

Village Panchayat. Until the early 1990’s, the very few people used to reside at the place. They
were mainly into agriculture or few commercial activities related to the visitors to the Temple.
From 1990, various encroachments and illegal constructions have taken place in and around the
Protected monument area, Prohibited area and Regulated area designated under the State and
Central Archaeological Acts.
Prior Rehabilitation efforts
In the year 1956, the estate officer appointed by the District Collector, Bellary has
identified 38 owners and currently there are 171 Commercial and Residential establishments
including the above 38 properties. There were 3 rehabilitation efforts in the past. One of the first
was to shift the people residing in huts within the outer courtyard of the Virupaksha Temple
were shifted out into the Bazaar Mantapas. The second was to shift the people from the
Mantapas to a plotted layout behind the Bazaar Mantapas. The third was to shift from the Bazaar
Mantapas and the surrounding areas to Prakash Nagar behind Virupaksha Temple. However, in
all the above three mentioned no comprehensive approach was taken to do the Rehabilitation and
instead remained as an incomplete task and led to current situation.
Action taken
After the establishment of Hampi World Heritage Area Management Authority
(HWHAMA) and transfer of the Virupaksha Temple and Bazaar Mantapa from the State
Protection to Central Archaeology Protection, various measures were initiated by both the
agencies to find a solution which is acceptable and practical to all the stakeholders involved.
Detailed documentation (Photography, Total station and measured drawings were taken up) and
100% Socio Economic survey was conducted to prepare a comprehensive Rehabilitation
Proposal.
Decisions taken
UNESCO in its various mission reports related to Hampi and the following decisions of
the World Heritage Committee (WHC) in the last 10 years has stressed the importance of
removing the illegal encroachments and constructions in the Hampi World Heritage Site.
Cabinet Subcommittee constituted by the Government of Karnataka for the
Celebrations of ‘500 years of Krishnadevaraya Coronation’, has taken a decision to remove all
the encroachments and illegal constructions in Hampi Bazaar. (The Minutes of the Meeting held
on 22-07-2009 is enclosed). A Government Order with regard to the same is also under the
process of issue.
In various review meetings of Integrated Management Plan (I.M.P) (A policy
document defining the Management of Hampi World Heritage Site) under the chairmanship of
Director General, Archaeological Survey of India (A.S.I) it was decided to rehabilitate the
encroachments and unsuitable commercial activities in the Hampi Bazaar.
2. The Implementing Agency (IA), Hampi World Heritage Area management Authority will be
responsible for conducting the social assessment and formulating RPs. The draft RPs will be
disclosed to the affected persons (DPs) and submitted to ADB for review and approval prior to
award of civil works contracts. Compensation and other assistances will have to be paid to DPs
prior to commencement of subproject construction activities.
Objectives
3. This Resettlement Plan (RP) is specific, which outlines the extent of impacts due to
improvements on communities and the mitigation of the potential impacts. It details necessary
implementation procedures for resettlement and rehabilitation. This RP is prepared in
accordance with the stipulations and guide-lines provided in The National Resettlement and
Rehabilitation Policy 2007 and The Asian Development Bank’s Safeguard Policy Statement
2009. Within this given background the objective of RP is:
a. To Identify adverse impacts and determine how they could be overcome or substantially
mitigated;
b. To present the entitlements for the affected persons for payment of compensation and
assistance for establishing the livelihoods and ;
c. To present an action plan for the delivery of compensation and assistance in accordance
with the policy adopted for the project.
d. To prepare an action plan for the project affected people for improving or at least
retaining the living standards in the post resettlement period.
8. Cultural Impact Assessment Study
Preamble
Located at a distance of 350 Km to the north of Bangalore, Hampi World Heritage Site
(WHS) spreads over 236 sq.km. spanning across the two administrative districts of Bellary and
Koppal. Hampi is 15 km from Hospet and 60 km from Bellary. The report on “Cultural Imapct
Assessment” of the proposed bridge across the Tungabhadra has been commissioned by the
Karnataka Road Development Corporation Ltd to assess potential impacts on the cultural values
and resources of the heritage site of Hampi.
The proposed bridge across the Tungabhadra River is located between the settlements of
Kadebagilu-Bukkasagara and starts at a distance of 1.4 km from Kadebagilu village (Koppal
District-Gangavathi Taluk) on the north bank of the river. On the south side of the river, it
connects with the junction at Kampli-Hospet road near Bukkasagara village (Bellary District-
Hospet Taluk).
Hampi WHS covers not only ancient monuments and ruins for the 14th century capital of
Vijayanagara embedded within a landscape of hillocks and Tungabhadra river, but also 29
villages and a town. Popularly known as capital of the Hindu Empire of Vijayanagara which
ruled peninsular India during 14th and 16th century AD, the site has a rich and long history dating
to 8th century as recorded events and associated with the Hindu mythological landscapes.
In 1986, a group of 56 monuments under the protection of the Archaeological Survey of
India (ASI) was inscribed in the UNESCO World Heritage List. Other than the monuments
inscribed in the list, all others in the region are under the protection of the State Department of
Archaeology and Museum. The Hampi World Heritage Area Management Authority
(HWHAMA) was created in 2002 as the mandated Local Planning Authority.
The “Cultural Impact Assessment” of the proposed bridge in based on the preliminary
studies and Detailed Project Report produced for the KRDCL by M/s.India International
Infrastructure Engineers Ltd (IIIE) in January 2012.
Need and Scope of Cultural Impact Assessment

Being a living heritage site with more than 60,000 inhabitants, interventions within the Hampi
World Heritage Site should not only recognize the cultural and natural significance of the area
but also the intangible aspects of heritage. If the proposed bridge and its mobility patterns do not
comprehensively address the issues of heritage, development and environment, it would likely
cause negative impacts that could compromise the integrity of the World Heritage Site and the
attributes of its outstanding Universal Values by generating;
 Un-anticipated traffic flow within the core zone of the World Heritage Site and at
immediate proximity of the cultural precincts.
 Obstruction of visual and physical linkages between monuments, landscape features
and settlements.
 Impact on historic structures that could compromise their integrity
 Conflicts with local communities whose cultural patterns may be impacted
 Degradation of the river edge and other natural resources.
 Degradation of the visual quality of the site.
To address such threats, both positive and negative changes implied by the proposed
bridge across the Tungabhadra river should be assessed considering the cultural and natural
values as well as the living heritage in the area. The Cultural Impact Assessment proposes an
integrated approach that;
 Takes cognizance of existing and future mobility patterns within the Hampi World
Heritage Site.
 Identifies heritage features and their physical /visual linkages and ensuring their
protection.
 Documents salient aspects of living heritage and local culture.
 Anticipates short, medium and long term impacts on environment (river edge, visual
quality, etc)
 Supports existing and future tourism circuits that will benefit from the bridge across
the river.
The output of the Study should help inform both the development and design processes
in a pro-active manner so as to ensure the preservation of integrity of the site while addressing
local development needs.
Methodology
The cultural Impact Assessment is effectively delivered by taking cognizance of various
projects and proposals already under consideration in the Hampi World Heritage Site. The large
number of studies, documentation and proposal made by various stakeholders over the years
have been integrated to assess the foreseeable changes of the proposed bridge on the cultural
values of the Hampi WHS. Alongside is a list of documents, studies and reports recently
conducted or released that have been considered for the “Cultural Impact Assessment”.
In addition, research, documentation and archival materials have been studied and
relevant information integrated within the Cultural Impact Assessment. An extensive list of
references is presented in the last section “Bibliography” of this report.
The study has been supported by field visits and observations conducted during the
months of July and August 2012 to document the location of bridge alignment and the cultural
resources likely to be affected in the vicinity of the bridge.
9. Disaster Risk Management Plan for Hampi World Heritage Site
Background :-
The World Heritage Site of Hampi is the erstwhile capital city of Vijayanagara Empire of
14th to 16th century AD located in the Tungabhadra basin in Northern Karnataka falling within
the jurisdiction of Bellary and Koppal districts. The site consists of an ensemble of living
temples, magnificent archaeological remains in the form of elaborate sacred, royal, civil and
military structures as well as traces of its rich lifestyle, all integrated with the natural setting. The
cultural value of the site is also reinforced by living traditions, rituals, occupations as well as arts
and crafts.
The site is spread across an area of 41.8 sq. kms and the buffer zone around it is 194.2 sq.
kms totaling 236 sq kms which is the local planning area of Hampi World Heritage Area
Management Authority. Archaeological Survey of India (ASI) has 56 monuments under its
protections and many other historic structures are under the protection of Department of State
Archaeology and Museums. There are 29 settlements in the core and buffer zones of which some
are historically significant.
The World Heritage Site and its buffer zone have been exposed to various kinds of
hazards that have caused adverse impact on the safety of human lives, livelihoods as well as
values of the site. One of the primary source of hazard is heavy rainfall that has lead to flooding
of Tungabhadra and breaching of canals resulting in submergence of agricultural fields and
residential areas causing loss of life and livelihood. Tungabhadra dam are opened or water
gushes down into valleys after heavy rainfall. Other hazards include fire, rock fall, vandalism
and theft. Moreover there is increasing threat of terrorism calling for adequate security measures
at the site. Besides they have also caused damage to various heritage components including
historic structures, canals and buried archaeological properties. The site is also prone to slow and
progressive hazards which are natural such as weathering and erosion as well as human induced
such as looting and mining.
Risk Management Plan aims to prevent or reduce the negative impacts of various hazards
on the World Heritage Property. It is primarily concerned with reducing risks to the heritage
values embedded in the property; its authenticity and integrity but also to human lives, physical
assets and livelihoods.
Considering these vulnerabilities, it is very important that site staff is adequately trained
to prepare for emergency and respond to such emergency situations through necessary
equipments and procedures for evacuation, rescue of visitors as well as salvage of heritage and
emergency treatment to prevent further damage to heritage. It would also require a close
coordination with external emergency services such as fire brigade, police, health and municipal
departments such as water and electricity. These activities would help in developing emergency
preparedness and response plan as part of the overall disaster risk management measures to be
eventually integrated into site management system.
However, in order to start the process, it is crucial to build the capacity of local staff so
that are well prepared to effectively respond and undertake assessment of needs for equipments
and procedures necessary for the same
Preliminary Site Observations

1. As noted before heavy rainfall during monsoons is one of the main hazard at the site,
which has been inundated with devastating floods in 2006 and 2009 causing massive loss
of property and livelihoods. Rise in water levels in river Tungabhadra and breaching of
canals results in submergence of large areas of the site under water for days causing
damage to standing heritage buildings as well as buried archaeological properties. Also
due to unique topography of site water gushes along slopes of the hills into the valleys
thereby causing flash floods and damaging heritage structures. For example in 2009
floods, a part of the compound wall of Achyutraya temple collapsed due to water rushing
down from Matanga Hill. Breaching and damage of historic embankment of Kamalapura
Tank was also seen during these floods.
2. Due to heavy rains at the site, number of vernacular houses in Hampi and Anegundi
village have either partially collapsed or have been significantly damaged. These houses
are constructed of brick or random rubble laid in mud mortar and have a roof of Abestos
sheets or Cuddapaha slabs with a layer of earth covering over it. Such constructions are
especially vulnerable to rain water especially if these are not maintained on regular basis
as has been the case here due to poor economic status of many inhabitants. It was
observed that rain water had entered in to the houses, and profusely leaking houses were
provided with plastic sheets and mats as an attempt in vain to stop seepage of water.
3. Incidents of vandalism and theft have been reported from the site. In fact many
sculptures and fragments of historic structures that lie scattered throughout the site are
highly vulnerable to looting. Recently special cameras have been installed at various
vantage points in the site through which observations can be made through web.
However it was felt that there is general lack of coordination between security staff and
various agencies. Effective action through this monitoring system would require
adequate communication and coordinated response mechanism.
4. Several fairs and festivals such as Hampi festival take place in the Site during which
thousands of pilgrims and tourists throng the site. During this period visitors occupy
vacant places in the site, which include heritage structures. In the absence of well
coordinated crowd management, there is great risk of stampede and damage to heritage
structures and of course there is higher danger of theft during this period.
5. Quarrying and mining has been going on in the buffer zone of the site. Although this
practice has been largely controlled through strict monitoring, there are still incidents of
quarrying and mining that pose risk to the natural landscape features and cause water and
air pollution besides resulting in vibrations that may damage heritage structures.
6. As general agricultural practice, the sugarcane fields are put on fire. This poses risks to
heritage properties that are located in the middle of agricultural fields.
7. The site is dotted with rocky outcrops and boulders. Many of these boulders are
precariously situated and there is risk that they may fall down due to vibrations or after
heavy rains thereby posing risk to the safety of visitors and staff.
8. There is also a risk that use of water for irrigation may cause damage to heritage
structures located in the middle of agricultural fields.
9. Besides there are slow risks to heritage structures due to weathering, growth of
vegetation and traffic vibrations especially along the main roads (including bypass road)
passing through the area.
The Scope of Risk Assessment

Above mentioned site observations show that the site is exposed to various natural and
human induced hazards that are both momentary and slow. One can not underestimate the risks
due to slow and progressive hazards as they are primary contributors to vulnerability and long
term risks. However addressing these hazards would require a preventive conservation approach
that seeks to adopt various maintenance and monitoring mechanisms and proactive conservation
techniques that would reduce the impact of these hazards. However the scope of risk assessment
to be undertaken for this project would be primarily concerned with identification of risks to the
site and its heritage attributes from momentary hazards that may cause disasters that are beyond
the coping capacity. In the case of Hampi, these are mainly:
a. Heavy rainfall
b. Vandalism and looting and
c. Fire
Although there are no recent instances of earthquake damage at the site, it would be
worthwhile considering earthquake since peninsular India is increasingly recognized as
seismically active although to a lesser extent than other regions in the country.
10. Infrastructure Plan (Under preparation)
Background :-
The World Heritage Site of Hampi is the erstwhile capital city of Vijayanagara Empire of
14th to 16th century AD located in the Tungabhadra basin in Northern Karnataka falling within
the jurisdiction of Bellary and Koppal districts. The site consists of an ensemble of living
temples, magnificent archaeological remains in the form of elaborate sacred, royal, civil and
military structures as well as traces of its rich lifestyle, all integrated with the natural setting. The
cultural value of the site is also reinforced by living traditions, rituals, occupations as well as arts
and crafts.
The site is spread across an area of 41.8 sq. kms and the buffer zone around it is 194.2 sq.
kms totaling 236 sq kms which is the local planning area of Hampi World Heritage Area
Management Authority. Archaeological Survey of India (ASI) has 56 monuments under its
protections and many other historic structures are under the protection of Department of State
Archaeology and Museums. There are 29 settlements in the core and buffer zones of which some
are historically significant.
Infrastructure Plan
 Physical infrastructure development – provisions for water supply, electric supply
and sewage disposal and telecommunication facilities.
Tall telecommunication towers and antennae will not be allowed in Archaeological
Park and remaining core zone.
 Social infrastructure development – primary schools, clinics and dispensaries
(including 24 hour emergency health facilities), etc
 Special infrastructure development – essential services for visitors:
* Drinking water kiosks
* Toilets
*information kiosks
* signages
* Rural Tourism scheme – Atithya that utilizes existing traditional houses to
accommodate guests.
* Select boarding and lodging facilities especially for economically backward
visitors/pilgrims.
MASTER PLAN
FOR
HAMPI LOCAL PLANNING AREA
Phasing, Finance & Implementation

1. MASTER PLAN FOR HAMPI LOCAL PLANNING AREA
Phasing, Finance & Implementation
Phasing
Phasing is only for providing infrastructure facilities and the execution part of Master
Plan has to be carefully and systematically programmed to achieve continuity and
integration in development. The plan period is conveniently divided into two phases.
Hampi Master Plan is prepared for the year 2021 AD the first phase period is
proposed upto 2011 AD and the second phase period is proposed up to 2021 AD.
Infrastructure and other facilities has to be developed and upgraded for the existing
developed area by 2011 AD. Excluding the present developed area remaining area has to be
developed by 2021 AD in the next Phase.
Finance
A. Land Acquisition:
For the effective implementation of the proposals made in the master plan of the
Hampi, the acquisition of the land earmarked for public and semi public, parks, play ground
and open spaces and public utilities will have to be acquired to provide for the basic
amenities proposed in the plan for the growing population. The total area proposed for
public & semi public use in the Master plan is 319.51 hect. The additional area required to
be acquired for the said purpose is 44.81 hect. The total area proposed for park, open
spaces and play ground is 97.71 hect. The existing area under this component is 29.22 hect.
The additional area proposed for the purpose is 68.49 hec. The total area proposed for
transportation & communication is 139.71 hect whereas the existing area under this
component is 14.6 hect. The additional area required for proposed roads including widening
of existing roads is 125.11 hect. The total area proposed for Residential use is 158.66 hect,
whereas the existing area under this component is 113.82 hect. The additional area required
for the purpose is 44.81 hect. The total area proposed for commercial use is 14.16 hect. The
additional area required for the purpose is 2.59 hect.
The total area proposed for acquisition works out to be 406.05 hect as per the
proposals in the Master Plan.
B. Financial Implication:
Implementation of any plan involves finance. The implementation of Master Plan
includes development of various use areas envisaged in the plan. The development of the
town includes the cost of the land acquisition and development of infrastructure in various
use area. As implementation part of Master plan has to be done by various agencies (Private
participation and public sector involvement) at different stages.
To implement any plan, it is necessary to work out the cost involved for the
proposals made in the Master plan. Accordingly and estimate is drawn up which requires
nearly 8124.2 Lakhs out of which more than 50% of the amount will have to be generated
by Government & Semi-Government organizations and the remaining has to be generated
by the private sector.
The estimated costs involved in various uses are calculated as follows:
Table 5 – Cost of the implementation
Area required in hect
Land acquisition rate
Approximate cost of
cost of
Proposed area hect.
Existing area hect
Add rate of land

land acquisition
development in
development in
Approximate
Land use
in lakhs
Sl.No
lakhs
lakhs
1. Residential 158.63 113.82 44.81 5 224.05 15 672.15 Total
896.2
2. Commercial 14.16 11.57 2.59 -do- 12.95 -do- 38.85 51.80
3. Industries 0.42 0 -do- -do-
4. Parks, Open 97.71 29.22 68.49 -do- 342.45 -do- 1027.35 1369.8
spaces, Play &
burial grounds
5. Public and 319.51 154.3 165.21 -do- 826.05 -do- 2478.15 3304.2
Semi-public
6. Transportation, 139.71 14.6 125.11 -do- 625.55 -do- 1876.65 2502.2
Communication
Total 729.72 323.93 406.21 2031.05 6093.15 8124.2
Total cost involved in land acquisition: 2031.05 Lakhs
Total cost of development in all sectors: 6093.15 Lakhs
Grand Total: 8124.2 Lakhs
It is not possible for any one public agency to meet this demand. External funding
agencies, Private sector participation, Tourism sector and Development agencies will have
to be co-opted to meet the demand required for the implementation of the Master Plan
proposals.
Implementation
All planning will be a failure if sustained efforts are not made to enforce and
implement the master plan for the Hampi Local Planning Area. There are various provisions
regarding control of development and use of land contained in the KTCP Act of 1961 Hampi
World Heritage Area Management Authority Act 2002, Municipal Act, Panchayat Act,
Housing Board Act, Public Works code, etc., in implementing the plan. The coordinated
approach is the only solution for the conservation and planned development of the planning
area.
For the effective implementation of the Master Plan various agencies are identified
and shall be involved in the process.
SL
Name of agency Description of schemes
No
Hampi World Heritage Improvement schemes, Town/Village extension
Area Management schemes, Formations of roads, Development of land for
1.
Authority, Town & Village commercial use, Civic amenities and Traffic
Panchayats improvement schemes.
2. Karnataka Housing Board Development of land for residential use.
Formation of Highways, roads, Construction of
Public Works Department
Quarters for Govt. Employees, Construction of building
3. & National Highways
for various departments and Traffic improvement
Department
schemes.
Karnataka Urban Water
Formulation and implementation of Drinking Water
4. Supply & Drainage Board,
supply and Under ground drainage schemes.
Zilla & Taluk Panchayat
5. KPTCL Electricity supply and maintenance
6. Education Department Construction of schools and educational institutions.
Horticulture and social
7. Plantation of trees and maintenance of greenery
forestry
Conservation & Preservation of monuments & its
8. Archaeology Department
surrounding areas.
Enforcement and implementation:
As required under Sec 14 of KTCP Act 1961, the process of implementation of Master
Plan involves legal, financial and administrative aspects; where the Hampi World Heritage
Area Management Authority is incharge of the functions to prepare the plan, Kamalapur
Town Panchayat and the Village Panchayats are the agencies for enforcement and
implementation of the plan. The success of enforcement and implementation of the plan
depend upon the co-operation and co-ordination between various planning, enforcing and
implementing agencies.
Enforcement of zonal Regulations:

Zonal regulations are intended for controlling the use of the land and are also
intended to prevent congestion by prescribing setback around buildings, restricting the
heights, coverage, FAR etc., The regulations are also required for sub division of land and for
parking spaces to be provided to prevent traffic hazards. The zonal regulations are put
under four categories namely;
i. Regulations to control the use of land
ii. Regulations governing set backs, FAR etc.,
iii. Regulations for sub-dividing the land
iv. Prescribing the width of the roads and parking spaces.
v. Regulations for heritage buildings/precincts.
vi. Regulations for the area around monuments & natural areas under Areas of special
control.
SOCIO – ECONOMIC STUDY
FOR
HAMPI WORLD HERITAGE AREA
Priority 1 Priority 2 Priority 3

Page 1 of 5
2. Recommendations based on the Socio – Economic Sectoral Study
The Socio-Economic sectoral study was initiated by the HWHAMA in June 2009 and completed on 10
December 2010. Following is a compilation of the recommendations made at the conclusion of the
study. The recommendations are followed by a list of elaborations where relevant and the agency
responsible for implementation. Each set of recommendations has been accorded a priority based on
the criticality of the intervention. It is important to note that these recommendations should not be
seen as standalone action points, but have to be integrated with frameworks derived from other
sectoral studies as well as the larger development goal for the region.
In the context of the Hampi World Heritage Site, the objectives of the social assessment can be
summarized follows:
- Understand the socio-economic profile of the HWHA the living standard of people,
- Understand occupation patterns and related threats,
- Identify poverty problems and gender issues,
- Highlight basic infrastructures needs,
- Understand inhabitants’ relationships with their heritage,
- Highlight conflicts arising as a result of the preservation and conservation and tourism on one the
development needs of the area on the other.
-Based on the above evolve a guiding framework recommendations to be incorporated in the
Revised Master Plan for the WHS.
All the recommendations listed below come under the direct purview of the HWHAMA.
# Recommendations Project Cost Action taken Remarks
1 Local communities are eager to get involved in the 100000 Committees

participatory process. This positive cooperation must formed
be seen as encouraging for any future consultative
processes to be undertaken in the area. It is
recommended to use the records (videos + sounds)
of the different Focus Group Discussions (FGD) as
valuable inputs during the revision of the Master
Plan.
2 The constitution of local consultative committees NIL Ongoing

(LCC) between the Authority and the local
communities can facilitate, as a platform, exchange
of information on issues related to development,
tourism and heritage and where local communities
will not just get informed but can also inform
authorities.
3 LCCs are recommended to be divided geographically NIL Completed

in order to ease their implementation as well as the
relations between HWHAMA and local communities
# Recommendations Project Cost Action taken Remarks
4 It is recommended that the HWHAMA create 1000000 Ongoing

awareness amongst the local population on its roles
and responsibilities as a planning body vis a vis the
function of local bodies as service providers. Such
awareness can go a long way in promoting
accountability in the area.

Page 2 of 5
5 As a living site, policies and actions implemented by 50000 To be initiated Pass system is
the Authority shall make sure that the development worked out. Yet
needs of the local communities are neither to be approved
compromised nor threatened. It will otherwise
increase the gap between local communities, the
Authority and tourists. It is strongly recommended
that inhabitants residing in the WHS have access to
free movement within the site with no taxes or fees
levied upon them. Efforts need to be made to
distinguish the resident from the tourist.
6 It is recommended to translate all the key 300000 To be initiated,

documents such as the Hampi Master Plan and Master plan is
other related documents into Kannada. The fact done
that the Hampi Master Plan was realised and
published only in English prevents the majority of
the population from accessing this information.
7 Girls are usually educated till 8th standard, which is To be To be

on an average the level of education available in included in coordinated with
each village. To allow girls to go to the next village the specific the social welfare
for higher education, it is recommended to line department
implement policies to supply free bicycles for girls so department
they can go to school everyday. Similar initiatives budget
have already been implemented in States like Tamil
Nadu, Bihar and Orissa.
8 HWHAMA should focus on promoting public To dovetail To be

transport, which will allow children to go to the with coordinated with
closest village / town for higher education existing NEKRTC
schemes
9 As highlighted during the FGD, inhabitants, To dovetail To be

especially Women, are willing to attempt training with coordinated with
and building capacity program. The presence of existing Education
‘night schools’ in different villages of the area schemes department
presents an opportunity towards this end.
Partnerships between local government and the
night schools could be developed to propose
adequate training programs.
10 It is recommended that the Authority work with the To dovetail To be

Panchayats to implement government schemes such with coordinated with
as “Student Scholarship Scheme” under the existing Education
Department of Labour for the Children of organized schemes department
and unorganized workers, or “Pre-matric and Post-
Matric scholarships” for vulnerable classes under the
Department of Backward Classes and Minorities.
11 The biggest challenge towards HIV/AIDS is to raise To dovetail To be

awareness on the causes, consequences and with coordinated with
prevention of the disease. They must become aware existing Medical
on how to protect themselves and access related schemes department
products and services.

Page 3 of 5
12 It is recommended that the Authority works with the To dovetail To be
Karnataka State AIDS Prevention Society (KSAPs), with coordinated with
through the Health facilities and AngawadiCentres at existing Medical
the local level. Programmatic interventions have schemes department
been implemented within districts in Karnataka to
raise awareness among both Females and Males.
13 Most of the participants to the FGD have mentioned To dovetail To be

the work done by the NGO Myrada-Soukhyato raise with coordinated with
awareness on HIV/ AIDS. As inhabitants are already existing Medical
aware of the MyradaSouhkyaProgramme, it is schemes department
recommended to pursue the work with this NGO
and increase awareness and prevention, especially in
villages especially where tourism and pilgrimage are
important. As protection is the only mode of
prevention, it is critical to make sure that proper
ways of protection (condoms) are disseminated in all
the villages.
14 Sanitation: The lack of public facilities and the lack Infrastructur HWHAMA to
of hygienic conditions push inhabitants to go to e plan to be monitor
open-air as the main mode of sanitation, despite it dovetailed implementation
being highly unsafe, inconvenient and lacking with Zilla
privacy. In addition, while only some villages have panchayat
open-air drains, an infrastructure plan needs to be developmen
defined to address drainage and sanitation t plans
requirements among all the villages to avoid ad hoc
interventions, to ensure the same level of
development and to avoid imbalance within the
area.
15 Solid Waste Management: Changes in lifestyles and Infrastructur HWHAMA to

increased tourism generate an increased amount of e plan to be monitor
solid waste. Informal disposal presents a threat for dovetailed implementation
both the environment and human health. It is with Zilla
recommended that a Solid waste Management Plan panchayat
be defined and implemented at the WHS level developmen
including urban and rural settlements. Some t plans
participants to FGD suggest to regulate the WHS as
‘’a plastic-free” area. Its feasibility needs to be
further assessed by the Authority
16 Water Supply: As the first development need, Infrastructur HWHAMA to

provision of safe water needs to be planned for and e plan to be monitor
executed by the Authority and the Local Bodies dovetailed implementation
respectively. Many villages are still dependent on with Zilla
wells or the river. Increased pollution of these water panchayat
sources and lack of proper treatment can lead to developmen
diseases. Water supply solutions needs to be t plans
assessed by the authority, integrated and
implemented.
17 The initiatives of Self Help Group and the To bring in Pilot projects are
implementation of government schemes such as NABARD already
Stree Shakti, is recommended to be supported by assistance implemented at

Page 4 of 5
the HWHAMA, especially from the perspective of Anegundi by The
promoting income generating activities. Kishkinda Trust
18 Households who reach a critical level of To be Ongoing HWMHA to

indebtedness need to be supported by the Local dovetailed monitor
Authorities. Regular interactions between the with
representatives of Self Help Groups and the existing
Authority through the Local Consultative Committee Govt
could provide an opportunity to undertake such schemes
dialogue.
19 The situation of inhabitants who might be resettled Nil Ongoing Resettlement

has to be clarified at the earliest to help them to plan
pursue their activities and ensure that they do not
loose their source of livelihood.
20 Ensuring economic sustainability and viability of To be Ongoing HWHAMA to

small land holders while improving their dovetailed monitor
competitiveness in production and facilitating better with
market, technology, credits, etc., should be accorded existing
priority for an inclusive agricultural growth. schemes
21 The Authority should ensure Local Communities get Nil Ongoing Tourism strategy
the direct benefit from tourism and are not
threatened by its development.
22 Exemption of fees for the Local Communities: Already Completed Pass system to be
participants reported that they have to pay fees or addressed implemented
taxes when they want to cross Hampi to go their whenever the
fields. Inhabitants should be able to move freely in common
the area. ticketing system
is started
23 Training and building capacity program for local 1000000 HWHAMA to

communities should be initiated to support monitor
entrepreneurship and help to increase
professionalism of tourism in the area,
24 Support women who are willing to develop To dovetail HWHAMA to

handicraft activities; to help them get organized and with monitor
market their products. The recent registration of existing
Sandur Lambani Embroidery as a Geographic schemes
Indication provides an opportunity towards the
same.
25 Definition of incentives to favor the employment of Refer tourism

local communities, policy
26 Police intervention to stop drug traffic in the area, Fool proof Ongoing HWHAMA to
implementa monitor
tion
27 Raising awareness on responsible tourism, Included in Ongoing Refer Tourism

especially for foreign visitors tourism strategy
budget

Page 5 of 5
TOURISM DEVELOPMENT STRATEGY
FOR
Project Data Sheets for

Transversal Actions
19
PROJECT 1.1: LAUNCHING WORKSHOP

Lead Stakeholders: Level of Priority:
Short Term
The present activity consists in the organization of a workshop in order to

make aware all local stakeholders about the steps leading to the
implementation of the Tourism Development Strategy.
The work shop represents the Programme starting and will be organized as
follows:
DESCRIPTION - Half day workshop
- Three main sections: i) presentation of the Tourism Development Strategy
of HWHA; ii) best practices in the world; iii) debate with participants.
- Attended participants: around 200 people, including National, State and
local authorities, other institutions, private sector, civil society and local
population.
- Coffee break for around 200 people.
The main objectives related to this activity are as follows:
- to make aware all local stakeholders about the Program, its activities,
objectives and benefits;
- to stimulate since the beginning the participation of all local stakeholders
to the tourism development process (participatory approach)
OBJECTIVES - to stimulate the key actors to participate to the Program
- to start the Program
Finally, the beneficiaries of the present activity will be all involved institution,
private sector interested in the area, local population and civil society.
The activities to be implemented for the organization of the Launching
Workshop are as follows:
- identification and invitation of the speakers (and supervision of their
presentations)
- invitation of the VIPs (e.g.: Karnataka’s Minister of Tourism, Government
officials, representative of the main institutions and other sector that are
interested to HWHA, etc.)
IMPLEMENTATION - organization of travel and staying for the guests of the Workshop
- preparation of the materials for participants (information kit: it should
include a welcome letter, a summary of the Tourism Development
Strategy in hard and digital copy)
- other materials (panels, posters, flyers, etc.)
- organization of the conference room (equipment, etc.)
- organization of other related services (transports, hostess, coffee break,
etc.)
PROJECT
HWHAMA
IMPLEMENTER
SUPERVISOR DoT
DURATION 2 months for the organization of the half-day workshop
The total cost of the present activity is proposed to be jointly ascertained by
DoT & HWHAMA including the following items:
COSTS OF THE
- Travel costs: Rp.
PROJECT - Expenditures: Rp.
- Information kit: Rp.
20
- Advertisement on newspaper, etc.: Rp.

- Rent location: Rp.
- Equipment: Rp.
NOTE --
21
PROGRAMME 1.2: ORGANIZATION OF PROJECT IMPLEMENTATION TEAM (P.I.T.)

HWHAMA SHORT-TERM (1-2 years)
Considering the vital role that tourism development plays (both in positive and
negative terms) in all World Heritage Sites, dealing with the tourism needs and
requirements, while not compromising on the local development issues becomes a
major challenge that the HWHAMA will have to face increasingly in the future.
However, as of now, tourism management is not a function performed by the
HWHAMA. Furthermore, considering the functions of the Department of Tourism,
GoK (which include primarily the formulation of policies and coordinating activities
at the State Level), tourism development needs to be addressed at the local level.
As detailed in the strategy, the HWHAMA needs to be remodelled to address

effectively tourism development, heritage conservation and development. These
reforms proposed to be achieved I a consultative manner are anticipated to happen
in a medium-term subject to the revision of the HWHAMA Act, rules and
regulations. In the absence of a management regulation, the development of tourism
which is rapidly growing could damage the integrity of the Site and the O.U.V. The
implementation of the Action Plan cannot wait for the reforms of the HWHAMA.
DESCRIPTION As a transition management tool, a project management team is recommended to be
constituted along with the approval of the HTS to ensure the implementation of the
Action Plan
The institution of a Project Implementation Team should be envisaged as temporary

technical unit while the HWHAMA is remodelled. The P.I.T. will rely on a group
of staff members designated to work officially on a full-time or part-time basis
to manage, coordinate and monitor the implementation of the Tourism Action
Plan. The P.I.T. will be located in the HWHAMA to facilitate the communication
with the local stakeholders, the private sector, civil society and local communities.
It will help to articulate tourism issues with development and heritage, arbitrate
conflicts between the different groups of interests, involve representatives of the
private sector, raise funds for tourism purpose, share benefits from tourism
development with local communities, improve the local skills and monitor tourism
development.
The Project Implementation Team is recommended as an alternative until such
time as the remodelled HWHAMA is functioning.
The dedicated Project Implementation Team will aim at:

Implementing the Action Plan following the timeline defined,
Preparing for and facilitating the remodelling of HWHAMA,
Managing and monitoring tourism development till the creation of the
Tourism Technical Unit as proposed in the remodelling of HWHAMA,
OBJECTIVES Strengthening the capacities of the HWHAMA by bringing new skills on
tourism.
The management of tourism development will be handled as soon as the P.I.T. will
be put in place. Thus, the implementation of the Action Plan while dependent on the
remodelling of HWHAMA, can start off with immediate effect
22
The PIT should be housed in the existing HWHAMA. Recruitment of skills should
essentially be done following an assessment of the existing skills within
HWHAMA. At the very minimum it should include
- A Director on a full-time basis having experience related to cultural tourism
management and community-based development,
- An technical person with tourism management skills and
- the required ground staff.
The P.I.T. should perform the following tasks:
- Coordination and collaboration,
- Information collection and dissemination,
- Social mobilisation,
- Visitor management,
IMPLEMENTATION - Promotion and commercialisation,
- Tourism product development,
- Enterprise Assistance,
- Monitoring of tourism development.
To steer the smooth functioning of the Project Implementation Team and to guide
and monitor the P.I.T. activities the constitution of a temporary Advisory
Committee is recommended
The work of the PIT will be handed over to the Tourism Technical Unit once the
HWHAMA will be remodelled. In this context, it is essential that the P.I.T. is
allowed to develop the technical capacity within the HWHAMA in parallel to the
implementation of the Tourism Action Plan.
PROJECT HWHAMA
IMPLEMENTER
SUPERVISOR Department of Tourism
The institution of the P.I.T. should happen in a very short-term and should be
considered as a high priority task.
It will however require 2 or 3 months to hire the technical staff which will be
composed of the Project Implementation Team.
DURATION
The implementation of the Action Plan and thus the whole tourism strategy is
dependent upon the creation of the Project Implementation Team. That is why this
activity should be envisaged as a priority.
23
PROJECT 2.1: CULTURAL AND TOURISM OBSERVATORY (CSTO)

SHORT – MEDIUM TERM
The project idea consists of the organization and implementation of an

Observatory able to collect quantitative and qualitative information about
culture (as production as well as consumption) and tourism (flows,
motivations, impact) in HWHA.
The CSTO will not be a wholly new entity, it will be acting as a coordinating
alliance among local stakeholders who are already operating in cultural
activities and promotion , and in tourism monitoring and research. Its main
characteristics consists in involving all local stakeholders with a stake interest
in the cultural and tourism sector (national and local governments, private
sectors, local communities, cultural associations, universities, statistic
institutions, civil society, etc.). in addition, it also aim at identifying and
reporting relevant information, such as necessities and expectations of local
communities, special requests of the private sector, trends in culture and
tourism, etc.(this information will be collected essentially through the Local
Committees). They will be integrated with quantitative data and become a
usable decision basis for prioritizing public and private policies and strategies.
The main functions of the CSTO are:

1. Monitoring and evaluation: it consists in an organized collection of
available information in order to carry out a detailed analysis of the
situation (tourism and cultural trends, cultural evolution, cultural tourism
developments, etc.). This is usually considered as the traditional activity
DESCRIPTION of an Observatory and it is carried on through data collection, special
surveys addressed to tourism and visitors, and personal interviews with
key local stakeholders. Moreover, all cultural sectors will be monitored:
performing arts, audiovisual, creative industry (connected to the using of
the culture in industrial production, ej. design, etc.), etc..
2. Strategic planning: it is the most important activity carried on and service
provided by the Observatory and consists in the implementation of
specific activities for stimulating the participation of local stakeholders in
the strategic planning promoted by national and local governments. To
implement such activity, a number of distinct groups (for instance tour
operators, handicraftsmen, etc.) should be organized and attended by local
stakeholders. In this case, the Observatory will act as a collector of inputs
about specific needs and requests from the local stakeholders, that can be
used by national and local governments for their cultural and tourism
strategic planning. The main aim is to reduce, as much as possible the
potential negative impacts on local cultural heritage associated with
poorly controlled tourism development.
3. Education: the third function of the Observatory consists in a training and
awareness process addressed both to: i) all local stakeholders involved in
cultural and tourism development; and, ii) to local population, visitors and
tourists which continuously interact whit cultural and tourism resources of
the territory. From one hand, it is important to maintain high the interest
of local stakeholders about cultural and tourism integration, preservation
of the cultural identity and potential positive and negative impacts of
24
tourism on the social life. In addition, it is necessary to train all local

stakeholders about the implementation process and mechanisms of the
CSTO. In the other hand, the Observatory should have to run an
awareness campaign addressed to local population, visitors and tourists in
order to increase their sense of responsibility and respect on local cultural
and natural heritage.
Present situation: There are different public and private institutions

(Governments, universities, etc.) presently attending to collect statistical data
and information about culture and tourism in HWHA. However, there is still a
huge lack of information especially related to tourism data. As already said in
the first and second report of this technical assistance, the Consultant carried
out more than 10 different analysis (census of the tourism enterprises in
HWHA, traffic and transportation analysis, etc.) in order to find out the useful
information to be used for the identification of the present Tourism
Development Strategy.
Project justification: The impacts of tourism development on local population

culture and life-style, varies according to the tourism product, and considering
that cultural tourism is essentially based on the integration among the
visitor/tourist and local tangible and intangible heritage, cultural and tourism
stakeholders have to put in place concrete actions in order to preserve local
culture, to stimulate cultural integration and to limit the potential negative
impacts of tourism while maximizing the positive ones. Considering this
peculiarity of the cultural tourism, many tourism destinations have activated,
in the last few years, cultural tourism observatories in order to be able to
manage, in a rational way, the utilization of the cultural and natural resources.
The main objective is to take advantage of the economic development
normally generated by tourism for satisfying both local stakeholder and tourist
needs, in addition to constant preservation of the own tangible and intangible
cultural heritage.
As already said before, the CSTO should becomes an important tool for all
local stakeholders in order to monitor both cultural tourism development, and
to identify appropriate policies and strategies useful for culture and tourism
integration. Finally, the CSTO should represent a practical tool in order to
monitoring the implementation of the destination management plan identified
for HWHA.
General objectives:
- to analyze culture and tourism sector, including economic and functional
parameters (employees, enterprises, annual incomes, events, visitors, etc.);
- to analyze cultural tourism trends;
- to manage the culture and tourism integration in a rational way;
- to stimulate a destination management approach including both culture
and tourism sector;
- to stimulate the participation of all local stakeholders in a cultural tourism
OBJECTIVES development based on cultural heritage preservation.
Expected results:
The expected result of the project is the implementation of an interinstitutional
agreement among all local stakeholders in order to organize a set of
information which will be very important for the identification and
implementation of the culture and tourism policies and strategies of HWHA.
Finally, the Observatory will be a very practical tools of Destination
Management to be used by the HWHAMA.
25
Beneficiaries:
- All culture and tourism stakeholders of the project area
- Tourists
The implementation criteria to be considered for the present activity are as

follows:
- agreement among local stakeholders and in particular Government,
HWHAMA, universities, other statistic institutions;
- participation of local population, tourism enterprises, cultural associations
and institutions, civil society; etc.
While, the activities to be implemented in order to run the CSTO are as

follows:
i) Organization of the Observatory

- Awareness of local stakeholders: during the first stage of the
project implementation, it will be necessary to stimulate all local
stakeholders to participate to the Observatory. Meetings, working
groups, and seminars will be organized in order to select the
stakeholders that will be involved in the Observatory.
- Organization of the CSTO office: the CSTO will be placed at
HWHAMA’s office in Kamalapure or Hospet, or at the Kannada
University (considered as an important partner of this project).
Operational equipment (3 full computer stations, statistical
programs, etc.) will be buy for the CSTO office.
- Personnel: during its first period of implementation, the CSTO will
include 3 persons as internal staff (1 Director, 1 expert in statistical
data elaboration and 1 expert in quantitative and qualitative
investigations and researches).
IMPLEMENTATION
Considering the three functions of the Observatory, the activities to be
implemented should be as follows:
ii) Monitoring and evaluation

- Organization of the analysis models to be used by the CSTO: this
activity will be carried out during the first stage of the project
implementation and consists in the identification of the analytical
models to be used by the CSTO. It includes also the identification
of the parameters to be used for the analysis about culture and
cultural tourism in HWHA. This activity should have to involve all
local stakeholders specialized in monitoring and evaluation (ej.
Government, universities, local statistical institutions, etc.)
- Collection of quantitative and qualitative information: this
activities will consists in the collection of the available information
elaborated by other statistical departments / institutions of the area
and in the organization of specific surveys directly carried out by
the Observatory in order to details important information about
culture and cultural tourism of the area.
- Evaluation of the available data: the Observatory will edit an
annual report which will include the analysis of the situation,
analysis of the trend compares to the previous years, policy and
strategy recommendations. In addition, a quarterly paper will be
edit including information about necessities and expectations of
local stakeholders (local communities, private sector, etc.).
26
iii) Strategic planning

- Meetings and working groups with local stakeholders: for the
recollection of the quantitative and qualitative information, CSTO
staff will organized several meetings and working groups during its
activity.
- Personal interviews: in order to integrate the available information,
CSTO’s staff will carry out personal interviews with the most
important stakeholders of both sectors (culture and tourism). These
interviews will have the aim to collect opinions and suggestions of
local culture and tourism leaders about the development of culture
and tourism policies and strategies.
iv) Education
- Training: this activity will be addressed both to the stakeholders
directly involved in the monitoring and evaluation activity and it
has the aim to share / coordinate the analysis processes and systems
to be used by the Observatory; and to all other involved
stakeholders (ej. local communities, private sector, cultural
associations, etc.) in order to teach them out to collaborate for the
statistical data collection.
- Awareness campaign: this activity will be carry out by the
Observatory in order to stimulate the participation and the attention
of all local stakeholders to the CSTO.
HWHAMA in collaboration with Kannada University, other statistics

institutions, local municipalities within the project area.
In addition, a twinning program with other international universities should be
launched. For instance, the twinning program could be launched with the
PROJECT
University of Siena (the Observatory for sustainable tourism). University of
IMPLEMENTER Siena has various partnership agreements with Latin America Universities in
order to develop Sustainable Tourism Observatories (ej. Belo Horizonte in
Brazil, Honduras, Uruguay.).
SUPERVISOR DoT
The Observatory will be implemented starting from the second year of
implementation of the present Program. After this Program, it will be a
DURATION permanent activity of HWHAMA.
27
The total amount for the first three years implementation of the Observatory is US$
COSTS OF THE
474.800,00 as showed below.
PROJECT
The Observatory will be auto-sustainable and its revenues will be generated by:
- selling the Annual Cultural and Tourism Trend Report;
- participating in special projects financed by National Government and other
NOTE
national and international institutions;
- contributions and sponsorships of local stakeholders.
Project cost:
INR SUB-TOTAL
Unit
#unit (INR)
(A) Personnel° 5.466.000,00

Project Director (part-time) 36
68.500,00 2.466.000,00
Expert in statistical data (part-time) 36
36.500,00 1.315.000,00
Expert in surveys (part-time) 36
36.500,00 1.315.000,00
Secretary (part-time) 18
20.500,00 370.000,00
(B) Equipment 1.200.000,00

36
Office space (US$ 50 x month) 2.280,00 82.000,00
36
Utilities (US$150 x month x 2 years) 6.850,00 247.000,00
3
Full Computer Stations 228.000,00 685.000,00
1
Laptops 183.000,00 183.000,00
(C) Administration costs 1.479.600,00

36
Communications (US$ 400/month) 18.265,00 657.540,00
36
Electricity and other expenses (US$ 300/month) 13.700,00 493.200,00
36
IT support 9.135,00 328.860,00
(D) Travel 2.896.800,00

100
Local travels 6.850,00 685.000,00
200
Per diem local personnel (1 day $70 x 200 days) 3200,00 224.000,00
28
International travels (twinning program and exchange

18
international collaboration) 80.000,00 1.440.000,00
Per diem international experts (1 day $200 x 60 days) 60
9.130,00 547.800,00
(E) Training
3.196.340,00
100 people x 2 days in 4 classes 4
114.160,00 456.640,00
training material 100
4566,00 456.600,00
International experts (2 experts x 50 days each-one) 100
22.831,00 2.283.100,00
(F) Awareness campaign

2.922.514,00
Promotional material forfait
456.600.,00 456.600.,00
Radio 12
137.000,00 1.644.000,00
newsletter 36
22.830,00 821.880,00
(G) Seminars, working groups, etc.

1.095.960,00
Rent of the working spaces 12
22.830,00 273.960,00
Buffets 12
68.465,00 822.000,00
(H) Reports
3.014.000,00
Annual Reports (500 paper-copies x 3 years) 20
68.500,00 1.370.000,00
Annual Reports (2000 CD-copies x 3 years) 3
274.000,00 822.000,00
Quarthly reports (500 CD-copies x 4 editions x 3 years) 3
274.000,00 822.000,00
TOTAL COSTS (A+B+C+D+E+F+G+H) INR

21.271.214,00
29
PROJECT 3.1: AWARENESS CAMPAIGN

Long Term
This activity will support the implementation of the sustainable tourism

development program, involving all local and public stakeholders. In
particular, the present activity will be addresses to: i) introduce the sustainable
tourism development strategy to local population, private sector and all other
interested stakeholder; ii) build awareness of the key stakeholders at the
public/private sectors and local communities about the benefits of sustainable
DESCRIPTION tourism and networking strategy; iii) stimulate participation of local
stakeholders, especially local communities, to the present program.
The present awareness campaign has to be conceived as an integration to the

activity 1.1 “Launching workshop” and 5.1 “Organization of the Cultural
Preservation and Sustainable Tourism Development Annual Forum”.
To make aware all private and public stakeholders, local communities and
civil society living and/or operating in HWHA about the present tourism
OBJECTIVES development strategy, tourism development and its impacts.
The activities to be implemented for the awareness campaign are as follows:

- Promotional materials: this is the material to be conceived, printed and
distributed to all public and private sector, schools and other strategic places
of HWHA. The promotional material consist in flyers (around 20.000
copies), posters (around 4000 copies), panels (around 100 copies) and
brochures (around 10.000 copies) to be used in the area. For instance, poster
and flyers could be located in the commercial shops, hotels and restaurants
of HWHA, panels and poster could be located in the public institutions and
used during the organization of the workshops, seminars, and other events.
The brochure could consists in a very simple resume of the tourism strategy,
its action plan, and (most important) the expected impacts and benefits for
local entrepreneurs and communities. A specialized firm will be contracted
in order to design, print and distribute all promotional materials.
- Newsletter: this is a monthly newsletter to be sent to all private and public
stakeholders about the last news referred to the tourism development in
IMPLEMENTATION HWHA. It will be especially focused on the activities implemented through
the present sustainable tourism development program and it has the aim to
constantly inform local stakeholders about the implementation status of the
program.
- Meetings and workshops with stakeholders: during the first year (each 2
month starting from the third month of the beginning of the project) the PIT
will organize at least 6 working meetings in HWHA using a “bottom-up”
strategy for stimulating local tourism micro and small tourism enterprises to
participate to the other activities identified in the present Action Plan (for
instance, technical assistance funds, etc.).
- Competitions: special concourses will be launched in all school located in
HWHA and surrounding area (Hospet, Bellari, etc.). Primary, secondary
and high schools will be particularly interested by the present activity.
Different concourse typologies could be organized, depending by the topic
of interest. For instance, a panting competition could be organized at the
30
primary school, a photo competition about tourism activities could be

organized at high school, etc. An annual competition could be organized by
HWHAMA and gifts, special discount bonus or money could be the prizes.
- Sustainable tourism development day: it is a specific action addresses to
local communities and private tourism stakeholders. It consists in the
organization of a cultural event for local population with performing art
activities, handicraft market and other entertainment activities. A special
agreement with tourism service providers (hotels, restaurants, etc.) should
be made in order to offer a special discount to local and national tourists
that visit HWHA during the sustainable tourism development day.
- HWHA Sustainable Tourism – Annual Report: it is an annual publication
including all information about the tourism activities and program
implemented by DoT, HWHAMA and other public stakeholders. In
addition, a special section should be dedicated to interviews with private
tourism stakeholders, local population leaders and civil society. This
publication could be carried out directly by the Sustainable Tourism
Observatory.
PROJECT PIT in collaboration with HWHAMA

IMPLEMENTER
DoT
SUPERVISOR
5 year, all duration of the Action Plan.
DURATION
COSTS OF THE Total budget of the present activity is Rps 2.182.500,00 as detailed below.
PROJECT
--
NOTE
Details of project costs:
Cost Unit
Activity Qt. Sub-Total (INR)
(INR)
Promotional materials 1.200.000,00
Flayers 20.000 5,00 100.000,00
Posters 4.000 25,00 100.000,00
Panels 100 3.000,00 300.000,00
Brochures 10.000 70,00 700.000,00
Newsletter 60 3.000,00 180.000,00
Meetings and workshops
6 15.000,00 90.000,00
with stakeholders
Competitions 5 12.500,00 62.500,00
Sustainable tourism
5 80.000,00 400.000,00
development day
HWHA Sustainable Tourism
5 50.000,00 250.000,00
– Annual Report
TOTAL COSTS 2.182.500,00
31
PROJECT 4.1: ELABORATION OF MANUALS RELATED TO NATURAL HERITAGE

HWHAMA MEDIUM TERM
To date, tourists are experiencing heritage components without being fully aware of
the qualities of the natural environment. For instance, tourism guides are mostly
focusing their visit on cultural patterns and as a consequence confine the uniqueness
of the site to a selected group of monuments and buildings. Interactions between
cultural and natural heritage are nevertheless primordial to understand the site and
its history.
It is proposed to edit manuals to explain the natural heritage features, such as the
geological history, the fauna and flora, the watershed catchments, the agricultural
practices, etc.
DESCRIPTION The manuals could deal with issues such as:

Geological history: geological explanation on the boulders formations
illustrated with maps,
Water resources: description of the watershed and the relations between the
different water bodies and how they work as a network (this section can also
include explanation on the historical water bodies and thus link the cultural and
natural experience),
Biodiversity: description and pictures of flora and fauna, how to recognize
them, conservation measures.
Agricultural patterns: presentation of the past and present trends in land
husbandry, schedules of seasonal crops and harvest, historical and current
agricultural practices
The purposes of these manuals are to:

- Present and describe the most outstanding aspects of natural heritage in the area,
- Articulate the natural and cultural heritage components,
OBJECTIVES
- Increase skills and knowledge of tourism stakeholders on the natural features,
- Empower tourists to fully experience the natural qualities of the site,
- Create awareness and a sense of wonder about the natural environment.
32
The manuals shall not only be conceived to describe the natural features but also to
present the threats that may damage the natural environment.
Manual for tourism stakeholders: it shall be designed for those who require a
technical approach on natural heritage features. The manual will help to
understand geological history, the watershed, to identify components of
biodiversity, etc. It could be used by tourism guides, hotels owners, project
developers, travel agencies, etc. It will also strengthen knowledge and skills of
tourism stakeholders to allow them to explain natural features to tourists.
Manual for tourists, oriented towards children: Environmental education is

crucial to ensure our environment is preserved for the next generations. To this
IMPLEMENTATION end, a manual shall be designed for tourists, especially children, to explain the
qualities of the natural environment and their roles and responsibilities in order
to preserve this environment. Thus, the manual can also explain how to avoid
and reduce pollution. This manual shall be conceived in a less technical manner
than the previous one.
The elaboration of the manuals, especially the one for tourists, could be realised
through an educational program involving local schools. Local children could be
involved in the identification of biodiversity, drawing competitions, field
experimentation, etc. Furthermore, by involving local children, it will help increase
their knowledge on their environment and raise awareness. This partnership may be
realised with the collaboration of local bodies.
PROJECT HWHAMA, Hampi Kannada University

IMPLEMENTER
SUPERVISOR,
State Department of Ecology and Environment, State Department of
PARTNER
Agriculture,
STAKEHOLDERS
The manuals on natural heritage shall be elaborated on the medium-term (2-3 years)
Before the elaboration of the manuals, the sectoral landscape study which is likely
DURATION to start under the purview of the HWHAMA has to be completed. The feedbacks of
this study will help the HWHAMA to design the contents of manuals. Then, the
elaboration of the manuals could be realised within 6 months.
33
PROJECT 4.2: TRAINING FOR PUBLIC SECTOR STAKEHOLDERS

SHORT TERM
The present project is addressed to the public sector stakeholders in order to

improve their abilities to promote tourism development in HWHA.
The tourism strategy for HWHA is a new tool adopted by the DoT and other
public key actors. It implies new skills and competences that local
stakeholders need to have in order to promote sustainable tourism
development in Hampi. For this purpose, it is important to implement specific
training courses to publics officials in order to allow them not only to
implement the present program, but even to review it in the long term.
SHORT
Based on the tourism development needs of local stakeholders, the training
DESCRIPTION courses will address the following:
- Collaborations and partnerships in tourism sector
- Financing sustainable tourism sector
- Tourism product development and marketing in tourism
All courses should have a duration of around 40 hours to be implemented in

around 2 months each one. Each training course should have to be attended by
no more than 20 people, including representatives from the local self
governments of HWHA, HWHAMA and the DoT.
The project has the aim to train around 120 public officials during the program
implementation in order to improve their abilities to manage sustainable
OBJECTIVES tourism development of the project area.
Under the project, the following activities will be implemented:

(a) Identification of the training course contents: a specialized local firm will
be selected in order to identify the contest of all training courses to be
provided to local public stakeholders.
(b) Identification of the participants: during this phase, the project
implementer will contact all public entities involved in the project (29
local self governments, HWHAMA and DoT) in order to explain the
project purposes and identify the participants to the training courses. It is
expected at least one representative for each institution for each one of the
training courses.
(c) Implementation of 2 training courses related to “collaborations and
IMPLEMENTATION partnerships in tourism sector”. This training course has the aim to allow
public officials to understand how to promote and develop public-public,
private-public and private-private partnerships in order to facilitate
tourism development. As such, the courses will address such topics as: i)
tourism networks (tourism districts, clusters, etc.); ii) collaboration among
public entities for tourism development; etc.
(d) 2 training courses related to “Finance and tourism development”. The
purpose of the present training course is to help local stakeholders
developing basic knowledge, skills, and attitudes in order for them to be
able to identify, organize and implement tourism development funds that
will be important in order to stimulate the development of the tourism
34
supply in HWHA. As such, the courses will address such topics as:
i)organization of a tourism development fund; ii) state legislation related
to financial funds for tourism sector; etc.
(e) 2 training courses related to “Tourism product development and
Marketing in tourism”. The purpose of the present training course is to
help local public stakeholders developing basic knowledge about the
structure of the tourism products and marketing strategy included in the
Sustainable Tourism Development Strategy of HWHA. It is because after
the training course the local public officials will be able to promote the
identification and organization of new tourism products for HWHA, to
stimulate private sector collaboration for tourism services development, to
implement and develop new promotion and commercialization activities
related to HWHA.
Specialized training institutions (tourism university, Kannada University, etc.)

PROJECT
selected by the Project Implementation Team in collaboration with
IMPLEMENTER HWHAMA.
HWHAMA in collaboration with the DoT.
SUPERVISOR
Each course should have a maximum total duration of around 40 hours to be
implemented in around 2 months each one.
DURATION The training activities should start from the first year of program
implementation.
The total costs for the implementation of the project are US$ 39.000,00. For
COSTS OF THE
more details, see table below.
PROJECT
--
NOTE
Details of project costs*:
Costs Unit
Activities Qt. Sub-Total (INR)
(INR)
Training course contests 5 137.000,00 685.000,00
n. 2 Collaborations and partnerships in tourism sector 40 9.130,00 365.200,00
n. 2 Financing sustainable tourism sector 40 9.130,00 365.200,00
n. 2 Tourism product development and marketing in
40 9.130,00 365.200,00
tourism
TOTAL 1.780.600,00
* The costs of the training courses also include the expenses related to materials, management of
the courses, etc.
35
PROJECT 4.3: TRAINING FOR PRIVATE SECTOR STAKEHOLDERS

The present project will enhance the management and marketing capacities of
local private stakeholders (at al level, from management staff to employees)
involved in the provision of cultural and tourism related services. The project
is designed to address the training requirements of local stakeholders as they
emerged by the training needs survey conducted by the Consultant during the
Background Study.
There are actually different local actors (e.j. DoT, Tourism University,
Kannada University, etc.) already involved in training and capacity building
activities. But despite this, the need of training is still remarked by almost the
totality of the interviewed by the Consultant during its field missions. In
particular, the training activities should have to be focused on the follows
DESCRIPTION priority topics:
1. Micro-enterprise management and administration
2. Quality of tourism services
3. Cultural, tourism and economic valorization of the tangible and intangible
patrimony (tourism product development)
4. Tangible and intangible cultural heritage of HWHA
Due to the very limited skill and competences of los tourism entrepreneurs, the
present situation does not allow local cultural tourism operators to plan a high
quality supply as requested by national and international tourists. It means that
training is strongly recommended in order to improve cultural tourism
understanding and competences of local stakeholders.
The project has the aim to train around 1.280 people during the program
implementation in order to improve: i) their management skills of cultural and
tourism businesses; ii) understanding of cultural tourism and developing of
tourism products and circuits iii) knowledge of local cultural heritage; iv)
tourism development and social, economic and environmental impacts.
OBJECTIVES For the private sector, the expected results deriving from the implementation
of training activities are connected to the ability of the trained tourism
stakeholders to understand the tourism mechanisms and manage cultural
tourism businesses. This will affect not only the “technical” aspects of the
cultural tourist services, but will also improve the economic viability of the
cultural tourism businesses.
Under the project, the following activities will be implemented:

(f) Identification of the training course contests: a specialized local firm will
be selected in order to identify the contest of all training courses to be
provided to local stakeholders.
IMPLEMENTATION (g) Identification of the selection criteria and selection of the participants:
during this phase, the project implementer will identify, in collaboration
with local universities and other interested stakeholders, a set of criteria to
be used for selecting the participants to the training courses. For instance,
the selection criteria should be as follow: i) people already working in the
36
tourism sector; ii) study background; iii) interest in working in tourism

sector, etc.. Finally, the participants to the training courses, should have to
be selected during the implementation of the awareness activities (see
activity 4.2)
(h) Implementation of 12 tourism enterprise management courses (due to the
big size of HWHA, it is recommended to organize the area in 3 main pilot-
zones where implementing the training activities, including 4 courses in
each pilot zone, and around 30 participants per course selected based on
the selection criteria). The courses will help the entrepreneurs improving
their knowledge, skills, and attitudes to manage a tourist enterprise. As
such, the courses will address such topics as: i) accounting and
administration of tourist enterprises (hotels, restaurant, etc.), and cultural
enterprise (i.e. museums, art galleries, handicraft, etc.); ii) the cultural
tourist system; iii) tourist services and products development; iv) HR
management, etc.
(i) 12 tourism marketing courses (4 courses in each pilot zone, around 30
participants in each course selected based on the selection criteria). The
purpose is to help local stakeholders developing basic knowledge, skills,
and attitudes in order for them to be able to identify and implement
tourism marketing strategies and activities. As such, the courses will
address such topics as: i) marketing elements; ii) tourist communication
strategies and tools; iii) selling channels in tourism, etc.
(j) 4 tourism product development courses (1 course in each pilot zone,
around 30 participants in each pilot area selected based on the selection
criteria). The aim of the courses will be to allow local tourism
stakeholders to develop new businesses related to the cultural attractions
of HWHA and their integration with the tourism sector. As such, the
courses will address such topics as: i) organization of the tourism
products; ii) tourism services and tourism circuits; iii) key actors of the
tourism products; iv) tourism products / segments and tourism products /
markets, etc.
(k) 4 cultural interpretation courses (1 courses in each pilot zone, around 20
participants in each pilot zone selected based on the selection criteria).
The aim of the courses is to improve specific knowledge of the
participants about local cultural heritage in order to allow them to be
employed in local cultural tourism operators or to run new tour
overstoring enterprises (these skills and competences are particularly
requested by local Tour Operators in order to identify and organize
cultural tourism products and packages).
(l) 12 Tourism Quality Development courses (4 courses in each pilot zone,
around 30 participants in each pilot area selected based on the selection
criteria). The course will have the aim to improve the present quality
supplied especially by hotels and restaurants. As such, the courses will
address such topics as: i) hygienic of the places; ii) tourist’s safety; iii)
energy efficiency; iv) tourism services and quality process; v) quality
certification; etc..
Specialized training institutions (tourism university, Kannada University, etc.)

PROJECT
selected by the Project Implementation Team in collaboration with
IMPLEMENTER HWHAMA
SUPERVISOR HWHAMA in collaboration with the DoT.
Each course should have a maximum total duration of around 160 hours to be
implemented in around 4 months.
DURATION The training activities should start from the second year of program
implementation.
37
The total costs for the implementation of the project are INR 12.371.400,00.
COSTS OF THE
For more details, see table below.
PROJECT
NOTE --
Costs Unit
Activities Qt. Sub-Total (INR)
(INR)
Training course contests 5 137.000,00 685.000,00
12 tourism entreprise management courses 360 9.130,00 3.286.800,00
12 tourism marketing courses 360 9.130,00 3.286.800,00
4 tourism product development courses 120 9.130,00 1.095.600,00
4 cultural interpretation courses 80 9.130,00 730.400,00
360 9.130,00 3.286.800,00
TOTAL 12.371.400,00
* The costs of the training courses also include the expenses related to materials, management of
the courses, etc.
38
PROJECT 5.1: ORGANIZATION OF THE CULTURAL PRESERVATION AND

SUSTAINABLE TOURISM DEVELOPMENT ANNUAL FORUM
The project consists in the organization of an annual forum in Hampi

completely dedicated to cultural preservation and sustainable tourism
development issues at local(HWHA), regional (Karnataka and neighboring
states) and national level (India). It will be “one day event” including three
main components:
1. Seminar / meeting with local private sector and communities: it has the
aim to aware local entrepreneurs and communities to the sustainable
tourism sector in HWHA. In addition, it will be used as a practical
“discussion round table” in order to share tourism policies and strategies
to be implemented in HWHA. And to stimulate cooperation and
collaboration activities in order to develop new tourism products in the
area.
2. Workshop with potential investors: the Forum will also be an important
moment in order to organize a workshop to frame a methodology for the
implementation of new tourism projects/activities. Based on the
sustainable tourism development strategy and preservation policy of
HWHA, the DoT and all local stakeholders will be able to invite key
DESCRIPTION investors in order to provide them important information that could be
useful for their investments in HWHA. The workshop should have to be
organized as a Sustainable Tourism Cluster where DoT, HWHAMA and
Local Self Governments (LSGs) will be able to identify key tourism
development projects to be financed (or co-financed) by private strategic
investors. Depending of the success of the present event, additional
workshops with potential investors should have to be organized during
the year (in this case, a Tourism Development Round Table will be
organized. For more details, please see project 17.1).
3. Developing partnerships with local private / public key actors: the
development of the sustainable tourism in HWHA will pass also through
the organization of strategic partnerships with other important tourism
destinations at regional (e.g. Goa, etc.) and national level. These
partnerships should have to be mainly focused on: i) transports (to
facilitate the accessibility to the area); ii) tourism product development
(diversification of the present tourism products and packages of
HWHA); iii) marketing and promotion.
• To strengthen HWHA as a sustainable tourist destination at regional and

OBJECTIVES national level.
The activities to be implemented for the organization and follow-up of the

Annual Forum are as follows:
- Organization of a database, including all stakeholders to be invited the
Forum (community leaders, most important entrepreneurs of HWHA,
IMPLEMENTATION Local Self Governments, other governments and institutions at regional
and national level; potential investors, etc.).
- Organization of the promotional campaign of the event, contacting local,
regional and national media.
39
- Preparation of the Forum’s materials: it consists in the preparation of the

information materials to be distributed to the participants. The are three
different levels of information to be provided depending by the
participants:
o Local private sector and communities: information about tourism
products and services, quality development, tourism segments and
markets, new job opportunities, financial opportunities of the present
Sustainable Tourism program, etc.
o Potential investors: information about local legislation related to
tourism sector, availability of special funds for investors, land use,
tourism policy and strategy for HWHA, tourism trend, etc.
o Partnerships with local public and private key actors: information
about the present Sustainable Tourism Development Strategy, key
projects already developed (or to be developed) by DoT and all other
local public key actors in HWHA, future projects to be implemented
and needs to be satisfied, etc.
- Follow-up: after the Forum, all participants will be contacted in order to
send them documents and/or materials discussed during the Forum. In
addition, this activity is particular important especially for potential
investors and strategic partners because it will allow the DoT and
HWHAMA to continue with them the project ideas and/or intentions
discussed during the Forum.
PROJECT A specialized firm contracted by the HWHAMA
IMPLEMENTER
DoT
SUPERVISOR
It is an annual event. The organization of each event will take around 3
DURATION month for each event.
The total costs for the implementation of this action is around RPs
COSTS OF THE 1.350.000,00 per annual event, including travel costs, expenses of
PROJECT participants, renting costs and equipment, communication, etc.
Sponsors and other donors (e.g. local banks, etc.) should have to be involved
NOTE in order to reduce the costs of this action.
Cost Unit Sub-Total

Activity Qt.
(INR) (INR)
Seminar / meeting with local private sector and

150 3.500,00 525.000,00
communities
Workshop with potential investors 20 10.000,00 200.000,00
Developing partnerships with local and regional
5 25.000,00 125.000,00
private / public key actors
Promotion and communication forfait 400.000,00 400.000,00
TOTAL COSTS INR 1.350.000,00
40
PROGRAMME 6.1 : PREPARATION OF DETAILED PROJECT REPORT

HWHAMA SHORT-TERM (1 year)
Roads configured in reference to radial, longitudinal and transitional

corridors identified in greater Hampi area are needed to develop with
Engineering face lift and facilitate higher riding quality. Strategy proposed
to use is development of all the important corridors with structure based
planning so that the aspects like water stagnation, poor visibility, and
accident risk can be avoided by using structural facelift of every road and
DESCRIPTION attracts higher importance and utility levels with uniformly spread. This
will avoid the non warranted congestion and pollution at certain roads
Roads configured to a length of 180 kms are the important access roads for
HWHA. These required a uniform entity as base for similar structural face
lift. The traffic operations should be equally attracted i.e; all the roads
draw the traffic uniformly and promote uniform level of service.
Detailed project report preparation to give a lead to the construction
implementation of the proposed infrastructure with the identified
OBJECTIVES
deficiencies in corridors and junctions through pavement design and
geometric design.
Development of planning profiles based on:
a) Surface condition Survey – Bump Integrator survey is recommended to

use to assess the riding quality of the roads
b) Structural condition survey- Benkelman Beam deflection testing survey

is recommended to assess the structural capability against the deflection
c) Material Characterization survey- The tests like CBR, Moisture

Content, Pl, Ll, PI, Grain Size distributions etc. shall be conducted to
assess the material suitability, type of treatments requited, and identify the
thickness of road structure required
IMPLEMENTATION
The step wise procedure is designed as –
• Conducting Bump integrator(BI) survey on all the roads to know the
riding quality of all the roads and segregate in par with good, best ,
normal and bad road stretches. This will facilitate to identify the typical
locations or stretches where deflections are propose to measure
• Conducting BBD testing on the defined stretches and assess the

deflections at different locations
• Material characterization testing on all the predefined locations as

observed from the BI and BBD Testing.
41
• Development of Detailed Project report by considering the traffic,

material characteristics and deflections as base.
PROJECT HWHAMA in collaboration with any technology sustained working,

IMPLEMENTER planning and monitoring agency / organization.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 20 lakhs
PROJECT
42

SCENARIO 1
43
PROGRAMME 7.1 : REVISION OF THE HWHAMA ACT, RULES AND REGULATIONS

State Department of Kannada and Culture SHORT-TERM (1-2 years)
As proposed in the Tourism Strategy, the HWHAMA should be remodelled and

conceived as an institution with a much broader mandate of regulating the growth
and development of the WHS, ensuring tourism development and heritage
preservation and conservation to preserve the OUV of the Site, while also fully
complying with the letter and spirit of the 73rd and 74th CAA. The role of HWHAMA
as a coordinating and regulatory body assumes added importance, given the fact that
the WHS straddles two districts, covered by two DPC’s and a plethora of other
service and development agencies. Furthermore, as per the HWHAMA Act 2002, the
functions which shall be performed by the Authority do not specifically include
tourism development. Even though its draft rules and regulations address this missing
link, the act reveals how tourism development is absent from the local institutional
framework which could deeply threaten the implementation of the Tourism Strategy
and its Action Plan.
Given the nature of the area and the challenges it faces, as also the current
decentralisation dynamics in the region, it is imperative that the HWHAMA is
conceived as a larger body, with more powers and functions to strengthen its roles in
streamlining and managing the growth in the LPA. In this context, the HWHAMA
Act, 2002 as well as the Rules and Regulations need to be revisited and revised to
enable a remodelling of the Authority.
The fact that the rules and responsibilities are yet to be finalised, provides an added
DESCRIPTION opportunity to add value to the existing institutional structure – the HWHAMA and
its relationship with other stakeholders. An analysis of the Act and the rules reveals
that HWHAMA is conceived as an authority which refers to developmental functions
with some executive powers. Furthermore, the Authority is mainly composed of State
Level stakeholders, which leads to a lack of participation of the LSG’s. There is also
a lack of consistency between the HWHAMA Act 2002/ 3 and the HWHAMA draft
Rules 2009 and HWHAMA draft Regulations 2009. This lack of consistency should
be addressed to facilitate a better understanding for all stakeholders concerned as also
a smooth implementation if the same.
The revision of the HWHAMA Act and its rules and regulations should essentially
look at, positioning the HWHAMA as an apex body, therefore, widening the mandate
and structure of the Authority, its composition and staffing; the integration of
statutory obligations under the World Heritage Covention, the operational Guidelines
and the IMP as reflected in the Revised Master Plan; the revision of its operations;
and last but not least the re-definition of its roles and responsabilities vis-a-vis the
relevant bodies at state and local level with regard to the decentralization agenda
(including planning mandate, regulatory role in building and ecomonic aspects,
security mandate, tourism development and management; conservation and
maintenance of heritage resources, etc.). There is also a need to look into aspects of
financing.
44
The first and the foremost objective is to make the necessary changes to give
HWHAMA a legitimacy to continue to perform its functions without substituting for
the planning exercise by LSGs and DPCs. The revision of the Act as well as the
Rules and Regulations have to be made in consonant with the reflections on the
remodelling of the HWHAMA in a comprehensive manner in tune with the major
needs of the WHS and the challenges it faces in terms of development, heritage and
tourism.
OBJECTIVES
Indeed, the propositions of remodelling of HWHAMA aim at simplifying and
strengthening the institutional structure, increasing the participative approach
between the different levels of government, the public and private sectors, and the
local communities, while ensuring that the HWHAMA is positioned as an apex
institution charged with the responsibility of preserving the OUV of the site without
compromising on the local development needs of the area.
The act, as well as the rules and regulations should be revised in compatibility with
the laws applicable in the area. Furthermore, all the definition and terminology used
in the HWHAMA Act, rules and regulations shall be made in accordance with the
acts applicable in the area. The HWHAMA Draft Regulations and Rules have been
defined in two different documents. Considering that there is no significant
difference between the terms rules and regulations, It is recommended to collate the
rules and regulations under only one document to ease the understanding, as well as
their implementation.
IMPLEMENTATION
The Consultant Team has elaborated a review of the HWHAMA Act, its Rules and
Regulations which is presented of the Annexure II “Institutional Review” of the
report “Tourism Development Strategy for the HWHA” submitted on December
2009 to the Department of Tourism, GoK.
Thus, it is recommended to consider this review while revising the HWHAMA Act,
and its rules and regulations.
PROJECT State Department of Kannada and Culture

IMPLEMENTER
SUPERVISOR HWHAMA, State Department of Town and Country Planning
The revision of the HWHAMA Act, rules and regulations should be undertaken in a
short term and should be considered as a highest priority task. Indeed, the revision
of the HWHAMA Act, Rules and Regulations will allow the remodelling of the
HWHAMA.
It is proposed to start the revision process once the Tourism Strategy is approved,
i.e. in June 2010. Considering the consultation process required, it is scheduled to
DURATION
finalise and approve the revision of the HWHAMA Act in April 2011.
The activities such as the institution of the HWHAMA Board and the Local
Consultative Committee, the creation of the Technical Units (Heritage / Development
/ Tourism) are dependent upon the revision of the HWHAMA Act, Rules and
Regulations. That is why, the revision should happen in a short-term.
45
PROGRAMME 7.2: CONSTITUTION OF THE HWHAMA BOARD AND THE

LOCAL CONSULTATIVE COMMITTEE
The HWHAMA Act, 2002 makes a provision to create a State Level Advisory
Committee. The representation of the Karnataka Panchayati Raj is currently
missing from the State Level Advisory Committee despite 28 of the 29 LSG with
civic responsibilities included in HWHA are rural bodies. Furthermore, as of now,
there is a lack of communication between the Authority and the local communities
As explained in the Tourism Strategy Report submitted in December 2009, it is
proposed through the remodelling of HWHAMA to constitute a multi-stakeholders
board with its committee which will give representation to central, state and local
stakeholders. Under these circumstances, there is no need for a multiplicity of
oversight bodies, and the proposal to set up a state level committee may be
dispensable.
In the meantime, a platform should be put in place whereby local communities will
not just get informed but also inform the authorities on their needs and
requirements.
The HWHAMA should therefore be governed by a board able to consider and

integrate in a comprehensive manner:
The OUV, protection, conservation and maintenance of cultural and natural
resources
DESCRIPTION The policies defined at the Central and State level,
The developmental needs of the local population,
The commitment and actions undertaken by the civil society,
The requirements of the private sector, especially in terms of tourism
development.
Besides the constitution of the HWHAMA Board, Local Consultative Committees

should be constituted to ensure the participative involvement of local communities.
The composition of HWHAMA Board should follow the principles of mixed public
and private stakeholders, mixed elected and nominated members, representation of
multi-level of governance (i.e. central, state and local), mixed experts and
representatives of organisations.
The implementation of Consultative Local Committees shall ensure the

communication and interaction between the Authority and the local communities.
As a platform for exchange of information, it is critical that all the issues (in terms
of planning & development, heritage & conservation and tourism development) are
discussed together during these committees to avoid a fragmented approach.
46
The creation of a wider board, which includes the different levels of

governance, will strengthen the legitimacy of HWHAMA amongst stakeholders
and will avoid the multiplication of additional committees.
OBJECTIVES The constitution of the local consultative committee will help the HWHAMA
to consider the local needs. It will improve the exchange of communication and
information between the authority and the local communities.
As explained in the Tourism Strategy, it is proposed to compose the board

following this repartition:
Representatives of Central and State Level: 30%
Representatives of the LSGs: 30%
Representatives of the Civil Society (NGO, Association): 15%
Representatives of the Private Sector: 15%
Experts nominated by the Authority: 10%
The HWHAMA Board should meet at least once in three months and should be
organised to:
Define the regulatory framework and the policies guidelines of the
Authority,
Coordinate and monitor the activities of the Authority with the other
departments and stakeholders,
Approve the authority budget,
Approve the revised MasterPlan along with its sectoral studies and sectoral
IMPLEMENTATION plans,
Advise and control the activity of the technical units.
To ensure the continuity of the relationships between the Authority and the local
population, it is important that the Local Consultative Committees meet regularly
(at least once in 6 months). They should include representatives of
HWHAMA: its board as well as its technical units,
Local Population
Civil Society
Representative of Trade Union,
Private sector if required regarding the agenda of the committee.
These committees could be divided geographically in order to ease implementation

as well as the relations between HWHAMA and the local communities. One
committee could be set up for 2 or 3 Gram Panchayat. Social, economic,
environmental, tourism issues shall be debated.
PROJECT HWHAMA
IMPLEMENTER
For the constitution of the boards: State Department of Town and Country
Planning, State Department of Kannada and Culture, ASI and State Department of
SUPERVISOR AND
Tourism
PARTNERS
For the Local Consultative Committees: the LSGs and eminent citizens
representing the larger civil society including the NGOs.
The Board and the Local Consultative Committee should be created in a short-term.
The constitution of the Board could happen one the HWHAMA Act, rules and
DURATION regulations will be revised,
The constitution of the Local Consultative Committee would happen once the
HWHAMA Board will be created.
47
48
PROGRAMME 7.3: CREATION OF THE TOURISM TECHNICAL UNITS

The organisation of the HWHAMA is currently structured under one technical unit
divided in four sections (planning, cultural resource, building center and Integrated
Information Management Center).
As already mentioned, tourism management is currently missing from the mission

performed by the authority. In this context, the reorganisation of the technical unit
of the HWHAMA should provide an opportunity to strenghten the current skills and
develop capacitites in order to better articulate tourism, heritage and development
issues.
To help reduce the fragmentation between the issues, the HWHAMA should
operate through different technical units which must address development, tourism
and heritage conservation. The Integrated Information Management Centre, as
proposed by the IMP, is already becoming “the nodal point to collect and store data
and information related to the HWHA1” to ensure the sharing of information
DESCRIPTION between the different units and stakeholders.
The remodelled HWHAMA should be essentially organised as a technical

organisation with four divisional units. As a regulatory and coordinating body, the
Authority shall not undertake executive functions. Furthermore, the functions of the
technical units should not replace or overlap with the responsibilities of the other
authorities involved in the area (e.g. ASI, DAM, DoT, LSGs, etc).
The creation of the Technical Units should be envisaged in the continuity of the
Project Implementation Team. Indeed, the Project Implementation Team will be put
in place on a temporary basis to implement the Tourism Action Plan until the
HWHAMA is remodelled. Once the HWHAMA Act, its rules and regulations will
be approved, the Technical Units could be created. The Project Implementation
Team, dedicated to the implementation of the Tourism Action Plan, could then be
merged with the Tourism Technical Unit.
The implementation of technical units under HWHAMA will help to reduce the
fragmentation of the site. It will clarify the roles of the various stakeholders and
address the existing gaps and overlaps between these stakeholders. It will allow for
OBJECTIVES better coordination between the issues of tourism, development and heritage as well
as between the different agencies involved.
The creation of dedicated technical units will necessarily require to strengthen the
current skills of the HWMAMA.
1 Extract from the IMP, chapter 12, page 6
49
The implementation of the technical units requires the strengthening and

involvement of technical persons with relevant skills to be able to drive each unit
and ensure its performance as well as its coordination with the other units. As a
consequence, each unit should be structured with a technical team. The
commissioner of the authority should coordinate the four technical units and ensure
the coherence among the interventions of the various stakeholders.
The composition and functions of the different technical units i.e. development,
tourism, heritage, information centre have been detailed in the third report
IMPLEMENTATION “Tourism Strategy for the HWHA2”.
The creation of the technical units shall result from a process that:
Assess the existing capacities,
Build capacitites of the existing staff,
Hire additional skills if required,
Collabore and coordinate with the Project Implementation Team (the staff from
the P.I.T. could be included within the Technical Tourism Unit of the
HWHAMA to ensure the continuity of the actions undertaken).
PROJECT HWHAMA
IMPLEMENTER
SUPERVISOR AND State Department of Town and Country Planning, State Department of Kannada
PARTNERS and Culture, ASI and State Department of Tourism
The creation and the empowerment of the technical units will result from a process
divided into the following steps:
The creation of the technical units will happen once the HWHAMA Act, rules
and regulation will be revised (previsionnally planned in April 2011)
DURATION The process to assess the existing capacities, to build the capacities of the
existing staff and to hire additiional skills is envisaged to happen within a year.
The empowerment of the technical unit will take 6 months while each technical
unit will collaborate and coordinate with the Project Implementation Team.
The Technical Units could be then fully operational.
2For further information on the roles and responsibilities of the technical units, please refer on the third report
“Tourism Strategy for the HWHA”, pp 18-22
50
PROGRAMME 8.1 : REVISION OF THE HAMPI MASTER PLAN

Two planning efforts guide the development and the conservation of the Hampi
World Heritage Area. The Hampi Master Plan 2021 which conducts an existing
situation analysis, has been prepared with the aim to direct and regulate new
developments and control change in land use in the HWHA. The elaboration of the
Integrated Management Plan under the Archaeological Survey of India is
focusing mainly on heritage and conservation issues. Meanwhile, sectoral studies
and plans have been undertaken under various departments (socio-economic study,
visitor management, housing, waste management, environment, vernacular
architecture…). All these studies and plans are as of now disconnected. While the
Hampi Master Plan 2021 is the only statutory document which deals with land use
regulations, there is a need to articulate all these plans and studies into only one
statutory document to define a comprehensive strategic vision for the whole area.
One of the responsibility of the HWHAMA as a specialised coordinating and

regulatory authority should be to build a strategic vision in terms of
development, heritage and tourism and disseminate it to all concerned,
DESCRIPTION particularly the local governments which are empowered to prepare the local plans.
This strategic vision should also be communicated to the DPCs of Bellary and
Koppal Districts as the latter have the responsibility of the consolidating the draft
development plans of these districts according to the 73rd and 74th CAA.
All the plans and sectoral studies though relevant and necessarily required need to
be articulated to be implemented in a comprehensive manner. That is why, the
Master Plan which is the only statutory document in the area shall be revised
to integrate all of the sectoral inputs (Heritage & conservation, tourism, housing,
waste Management…) while paying attention to not overlap with the LSGs
responsibilities regarding the 73rd and 74th CAA. Indeed, the approved Hampi
Master Plan 2021 is not a static document, but must be revised on a regular basis to
include the lessons learned from the day to day site management and any changes
in legal or other aspects. Such revision may be laid down in the Act and renewed
every ten years as recommended in the Karnataka Town and Country
Planning Act, 1961 (section 13D). It should also necessarily coincide with the
revision of the IMP (along with its sectoral studies) and the tourism strategy.
The revision of the Hampi Master Plan aims to :
- articulate all the studies and plans approved and undertaken in the area,
- build and disseminate a strategic vision for the HWHA including issues of
development, tourism and conservation,
- collate and consolidate the local plans defined by the Local Self
Governments.
- forward the Master Plan to the District Planning Committees to be
OBJECTIVES integrated in the Comprehensive District Development Plan. In the process,
the plan will also coordinate with the efforts of the district planning
committees in their efforts to evolve the respective district plans
By building one strategic vision for the whole area, it will help to reduce the
fragmentation between the issues of development, tourism and heritage
conservation. Furthermore, the revision of the Hampi Master Plan will give a
statutory mandate to all the sectoral studies (IMP, Hampi Tourism Strategy,
51
agricultural plan, socio-economic study and landscape study…) and thus will
facilitate their implementation.
It will be essential to finalise all the sectoral studies for the area (IMP, socio-
economic, landscape, waste…) to ensure the revised Hampi Master Plan includes
all the necessary inputs to define a strategic vision.
Besides the Revision of the Master Plan, the HWHAMA should provide technical
support to both DPCs in terms of the article 243ZD(3)(B) of the constitution to
ensure that their plans are in accordance with its strategic vision. This technical
support could include inputs of the IMP, tourism strategy and sectoral studies that
might be undertaken. What emerges from this exercise would be a revised Hampi
Master Plan, a statutory document that is both a stand alone plan, as also a
component of the district plans of Koppal and Bellary districts. It is proposed that
IMPLEMENTATION the plan so prepared should go through a coordination mechanism with the plans
prepared and coordinated by the Bellary and the Koppal DPC’s for their respective
jurisdictions. This approach will ensure that the planning exercise coordinated by
HWHAMA harmonised with the decentralised planning process led by the local
governments and consolidated by the DPCs. The provision for it has to be made in
the Hampi Act, 2002.
The timing for the preparation and revision of the different plans (District plans,
Hampi Master Plan, Local Development Plans) should necessarily be coordinated
and amendments to this effect have to be made in the Act and the rules and
regulations.
PROJECT HWHAMA
IMPLEMENTER
State Department of Town and Country Planning, State Department of Kannada
SUPERVISOR AND
and Culture, ASI and State Department of Tourism, DPC’s Koppal and Bellary and
PARTNERS
the relevant line agencies in the two districts.
The revision of the Hampi Master Plan shall start after the approval of the Hampi
Tourism Strategy.
DURATION
All the sectoral studies shall be finalised during the process of the Master Plan
revision to ensure all the inputs are included..
52
PROGRAMME 9.1 : INSTITUTION OF A COMMON TICKETING

In the HWHA, the ASI is collecting entry fees from tourists at the entrance of
Vittala Temple and Lotus Mahal. Additionnally, two LSGS are collecting fees or
toll taxes for the parking in two different points of the core zone while the
HWHAMA does not charge any fees to tourists.
The entry fees collected at various points leads leads to a misconception and proves
to be an inconvenience for tourists while increasing the fragmentation of the site.
Tourists do not understand why entrance fees are requested to visit some
monuments while no fees are charged for the others. It may lead to the feeling that
monuments where fees are charged are more important than the others. This can
further create a misunderstanding of the site interpretation. The collection of
different fees at different points for different agencies/authorities lead also to the
confusion of the roles and responsibilities among the stakeholders.
In this context, it becomes essential to clarify and standardize the collection of fees
between the different stakeholders. The Integrated Management Plan and the ASI
DESCRIPTION have proposed to put in place a common ticketing system in order to rationalize the
ticketing fees. The common ticket should include all the fees payable to the ASI,
LSGs and the HWHAMA. It is proposed that the fees should be collected by only
one stakeholder (e.g. the HWHAMA) and then redistributed to the others
stakeholders (e.g. ASI, LSGs). (for instance, in other tourism destinations where
local communities are relevant for tourism development, normally local
stakeholders create a special fund with ticket fees in order to be used for developing
services and infrastructure dedicated to local communities (e.g. nurseries, cultural
rooms, etc). The right way how to use and share the ticket fees within the local
communities should have to be decided by local stakeholders through the Local
Consultative Committees.)
The setting-up of one common ticket for the entire site would translate into locating
collection points adequately and also defining measures to control the issueing of
tickets by different stakeholders. at different points. While a common ticketing
policy is a must as a means to generate revenue for the site, being a living heritage,
it is essential to put in place measures that will ensure that local communities are
allowed to move freely within the whole area.
The implementation of a common ticket policy will:
Standardize the collection of fees,
Clarify the payment requests for tourists,
Help to reduce the site fragmentation,
OBJECTIVES Allow the HWHAMA to collect fees for the implementation of tourism
infrastructure or activities,
Facilitate the monitoring of tourists flows (to date, the number of visitors who buy
ticket to the Vittala Temple and the Lotus Mahal is not representative of the
number of tourists who visit the HWHA)
53
The implementation of a common ticket will require address institutional, financial

and spatial issues. Indeed, it will be necessary to identify:
The amount of the common ticket: the common ticket should include the
fees of the different stakeholders who are currently charging tourists. It should
also include a part which will be redistributed to the HWHAMA which does
not charge tourists to date. On one hand, the amount collected by the
stakeholders should not be reduced compared to what they are currently
collecting. One the other hand, the amount of the common ticket should stay
affordable for tourists, especially Indian tourists.
The stakeholder who will collect the fees: as of now, the ASI is collecting
the highest amount in the form of tickets for selected monuments. However, it
is recommended that the coordinating and regulatory body of the area, i.e. the
HWHAMA, collect the common ticket.
The sharing of the revenues collected by the common ticket: the fees
collected by the main stakeholder (e.g. the HWHAMA) should then be
IMPLEMENTATION redistributed to the ASI and the LSGs. The sharing of the revenues from the
common ticket should be defined and approved between all the stakeholders
before setting up the common ticket.
The collecting point as well as the way to control tourists: if only one ticket
is required to visit the whole site, the selling point should be located in the
beginning of tourists visit. It can be included in the activities of the visitor
centre as proposed in Kamalapuram. Furthermore, policies shall be defined on
how and where to control tourists. If control is realised to the entrance of
monuments or parking nodes, it shall be done at every monument or parking
nodes. Otherwise, it will continue to fragment the site and tourists may go
where it seems free.
Measures and policies for local population: as a living heritage, it is crucial

that local communities feel free to move within the whole area. Measures shall
be taken to ensure they are not charged. It will otherwise lead to conflicts with
tourists, and local communities will not anymore appreciate living within the
HWHA which in turn can lead to a lot of other social and cultural issues.
PROJECT HWHAMA
IMPLEMENTER
SUPERVISOR AND
ASI, LSGs
PARTNERS
The setting-up of a common ticket for the area shall be realised in the short-term,
as soon as the tourism strategy is approved. Indeed, it may take 6 to 7 months for
DURATION the stakeholdes (i.e. the HWHAMA, the ASI and the LSGs) to define the conditions
of the common ticket (as explained above).
54
PROGRAMME 9.2: INSTITUTION OF TAXES ON TOURISM CONSUMPTION

Tourism as an activity is currently not being taxed in the WHS. While tourists are
expected to pay fees at the entrance of two monuments (entrance fees + toll taxes),
owners of tourism accomodations or restaurants only pay services charges to the
LSG’s to manage waste, water supply and treatment. No other revenue is generated
directly from tourism commodities and services. As a result HWHAMA as well as
the LSGs lack financial resources to implement or improve tourism infrastructure
and activities.
There are many experiences around the world that use economic or financial
instruments to manage tourism. One of the financial resources from the tourism
could be generated by taxes on tourism consumption.
In this context, it is proposed to set up taxes on tourism consumption. Tourists will

pay a tax when they consume tourism commodities and services in the HWHA.
These taxes should be applied to different tourism services and commodities.
Indeed, tax on tourism consumption is usually applied only to the hotel /
DESCRIPTION accommodation sector. This leads to a higher incidence of the tax on the total price
paid by the tourists for accommodation services. Additionally, hotel owners and
managers feel they are the only sector, which contribute to the revenue of tax. That
is why, it is recommended to involve the following categories in the payment of
taxes;
Accommodation units (bednight tax),
Restaurants (bill taxes),
Tourism guides,
Travel agents.
If these large range of tourism services are involved in the tax process, the
incidence of the tax will be lower for tourists and revenues generated from the taxes
will be higher for the stakeholders.
As collection of taxes by the HWHAMA is not legitimate, it is proposed that the

Gram Panchayat shall directly collect the revenues generated by taxes and then
redistribute a rate to the HWHAMA. The redistribution rate, it is proposed, can be
defined jointly between the HWHAMA, LSG’s and the DoT – GoK
The setiing up of taxes on tourism consumption aims to:

Generate tax revenues for the HWHAMA and the LSGs to implement and
improve tourism infrastructure and activities,
Include tourist participation in the financing of tourism infrastructure,
OBJECTIVES Coordinate private sectors, LSGs and the HWHAMA,
Give data to measure tourism consumption (through the amount of taxes received, it
will be possible to evaluate the number of tourists who spend the night in the
HWHA, go to the restaurants, use services of guides, etc).
55
The process to set up taxes on tourism consumption should begin by analysing and
defining the characteristics of these taxes:
Object of taxation: the different categories of tourism services and

commodities that will be taxed need to be identified. As explained above, the
larger the taxable base the lesser will be the impact on tourists.
Amount of taxation: the amount of the tax shall be relatively low to not
discourage tourists to consume within the HWHA. In addition, the amount of
tax shall be different for Indian and foreign tourists (for instance, in similar
tourism destinations in Europe and Latin America, foreign tourists pay from 25
to 62 INR per day, while national tourists around 6 – 12 INR). Based on the
experience in other similar tourism destination. The amount of the tax should
have to be settled in accordance with local communities and private sector. In
addition, the tax should have to be paid by the tourists directly to the hotels or
other accommodations (e.g. tax for the bednights). However, it shall be the
same in the whole HWHA for all accommodations.
IMPLEMENTATION Collection and sharing-out of revenues generated by the taxes: Taxes will
be directly included in the tourists bill. The private stakeholders (hotels, guest-
houses, restaurants, guides, etc) will collect themselves the taxes from tourists.
100% of the revenues from the taxes will then be transferred to the LSGs
who will share them with the HWHAMA. Such a process will require the
private sector to be aware of the necessity to collect taxes. Indeed, if the
amount of the tax is high or if they do not agree with the process, they may be
reluctant to tax tourists or even to transfer the revenues to the LSGs. They
should acknowledge the utility and purpose of the tax, which will improve
tourism infrastructure in the area, and as a consequence, the quality of their
business.
Use of revenues for tourism purpose: the financial resources generated by

the tax shall be used to implement or improve tourism infrastructure and
activities. Thus, the revenue may be raised in a specific fund dedicated to
tourism. This fund can then be used to implement tourism infrastructure or to
support and grant local communities for the implementation of tourism related
project.
PROJECT HWHAMA
IMPLEMENTER
SUPERVISOR AND
LSGs, Private sector
PARTNERS
Taxes on tourism consumption shall be set up in the short-term, as soon as the

tourism strategy is approved. Indeed, it may take 6 to 7 months for the stakeholdes
DURATION (i.e. the HWHAMA, the LSGs, the Private Sector) to define and agree with the
details of the tax process (as explained above).
56
PROGRAMME 10.1: ESTABLISHMENT OF AN AUTHORIZATION PROCESS

The increasing illegal encroachments are threatening the area while posing
challenges to development, heritage-conservation and tourism development in the
area. Illegal constructions are outside the taxable base of the LSG’s thereby
threatening both the environment and the overall OUV of the site.
Furthermore, proposals for new tourism projects are usually assessed by the
Department of Tourism following the process defined in the State Tourism Policy.
This process may be disconnected from the development and heritage issues that
could be impacted by the project itself.
As a consequence, it is becoming critical to clarify and standardise the
authorization process between the different agencies in order to regulate
tourism development in a sustainable manner.
DESCRIPTION
The authorisation process shall be clarified while reflecting a comprehensive
approach to tourism, heritage conservation and development. An authorisation
requested for tourism-related projects wil require :
A building licence,
A conversion of land-use: all kind of land-use conversion shall be concerned,
i.e. agricultural to residential or commercial, residential to commercial…
The Agreement of the State Department of Tourism.
To date, these authorisations are driven by different stakeholders (LSGs,
HWHAMA, DC, State Department) which intervene linearly without enough
connection between each others.
The clarification of the authorisation process aims to:

Regulate and control tourism development,
Assess the proposal from a tourism, development and heritage perspectives,
OBJECTIVES Increase collaboration and coordination among stakeholders involved,
Regulate tourism development in accordance with the carrying capacity,
Promote and encourage projects proposed by local communities,
Monitor tourism development
57
The process of authorisation shall not only be envisaged as a step which sanctions
a project proposed in the area but also as a process which shall help private
stakeholders to develop a sustainable proposition.
This will require, putting in place the following
Technical Assistance Towards Project Conception within the Larger

Framework: As the coordinating and regulatory body of the area, the
HWHAMA should assist private stakeholders who are likely to develop a
tourism project. From this perspective, it is essential that the HWHAMA is
able to communicate on the tourism strategy, explain the land-use regulations
detailed in the Hampi Master Plan, forward guiding principles to ensure that
the project conceived is within the larger framework guiding the development
of the site.. The authorisation process should clearly outline the steps required
to obtain clearance for the project.
Definition of an analysis grid: the proposal shall be assessed according to

IMPLEMENTATION different parameters that consider tourism, heritage conservation and
development issues. The result of the Carrying Capacity shall also help the
HWHAMA to regulate tourism development.
Clarification of the roles and responsibilities of the different stakeholders:

The HWHAMA, as a coordinating and regulatory body, should be considered
as an intermediary between the LSG’s and the Higher Governments Agencies.
It should help the interactions between the different levels of governance.
Furthermore, as the proposed board of the Authority will be composed of state
and central level stakeholders (ASI, DAM, DoT…), LSG’s, civil society and
private sector, the HWHAMA is positioned as a ideal level to discuss and
sanction the authorization.
Scale of the Project: Based on the mutually established inter-departmental

norms and as per the governing Act & Rules of HWHAMA, the scale of the
project submitted for necessary authorisation process shall be decided by
involved stakeholders.
PROJECT HWHAMA
IMPLEMENTER
SUPERVISOR AND
LSGs, District Planning Committees and Department of Tourism
PARTNERS
The authorisation process shall be clarified in the short-term to limit the

unregulated development of tourism projects and activities. The consultation of the
DURATION different stakeholders involved (i.e. LSGs, HWHAMA, DoT, ASI) may begin once
the Temporary Advisory Committee is constituted, the latter being responsible for
the clarification of the authorisation process.
58
PROGRAMME 11.1: PUBLICATION AND DISSEMINATION OF A LEAFLET

DESCRIBING THE ROLES AND RESPONSIBILITIES OF STAKEHOLDERS
HWHAMA MEDIUM-TERM (2-3 years)
Many stakeholders are involved in the HWHA with different roles and
responsibilities; the HWHA, the ASI is responsible for the conservation and
protection of heritage of national and international importance while the State
Department of Archaeology and Museum (DAM) is responsible for the
preservation and protection of the remaining monuments. The HWHAMA shall act
as a regulatory and coordinating body to articulate development, heritage and
tourism issues while the LGSs shall define local plans for economic development
and social justice. These plans are then consolidated as the Master plan for the
WHS, while coordinating with the District Planning Committees of Bellary and
Koppal and their respective plans.
All the stakeholders involved have their own jurisdictions which can with their own
DESCRIPTION polic frameworks, leading to confusion and ambiguity among the roles and
responsibilities.
Furthermore, when tourists pay for entrance fees or for tax on tourism consumption,
it is important that they understand how their fees are used by the different
stakeholders.
It is proposed that an awareness campaign be initiated through a brochure which

explains the institutional framework of the HWHA. This brochure shall detail who
are the stakeholders involved in the area, what are their roles and responsibilities,
how fees are used. It should then be dissimenitated to tourists when they buy their
ticket.
The realisation and dissemination of a brochure aims to:

Explain the institutional framework to tourists,
OBJECTIVES Educate tourists on the use of their fees,
Increase the transparency and the accountability towards citizens and tourists,
Group together all the stakeholders who will sign the brochure.
59
To reach the objectives described above, it is essential that:

All the main stakeholders (i.e. UNESCO, ASI, DAM, HWHAMA, DOT,
LSGs) share the process and sign the brochure,
The content of the brochure is discussed within the HWHAMA Board which
will include representative of public and private governance
The design of the brochure follows the branding strategy defined at the same
time,
IMPLEMENTATION The explanations are clear and simple,
The brochure is distributed to tourists when they buy their ticket to visit the
HWHA.
In a long-term perspective, the brochure will be updated to include the projects
realised with the revenues of the common ticket and taxes on tourism
consumption.
PROJECT HWHAMA
IMPLEMENTER
SUPERVISOR AND
UNESCO, ASI
PARTNERS
The institutional communication should happen in the medium-term (2-4 years). it

DURATION is proposed to launch the process following the constitution of the HWHAMA
Board after the remodelling of the authority.
60
PROGRAMME 12.1: MEMBERSHIP TO THE INDIAN HERITAGE CITIES

NETWORK (IHCN)
HWHAMA MEDIUM-TERM (2-3 years)
In 2006, with the support of the Ministry of Urban Development, Government of

India, and the JNNURM, UNESCO has launched an initiative titled “Indian
Heritage Cities Network (ICHN)” in order to strenghten the capacities of indian
towns and cities in heritage conservation and development. Through a membership
process, this network acts as a platform to link those heritage cities and towns
which can include heritage as a resource and therefore needs to be a part and parcel
of the development strategy. By getting the national and international towns/cities,
technical partners and funding agencies on a common platform, the ICHN aims at:
- Sharing experiences and best practices,
- Strenghtening capacity and technical support for heritage-based urban
development, institutional and legal framework for heritage protection and
DESCRIPTION conservation,
- Bringing operational support for projects, including fund raising,
- Setting up of a cultural knowledge database for Heritage Cities.
The ICHN may provide the necessary interface required to manage the various
issues that the WHS faces today.
To enable membership to the INHN, the HWHAMA needs to be remodelled and

structured as the coordinating and regulatory body in the area. The authority could
then be the main representative of the HWHA legitimate to become member of the
IHCN.
By becoming member of the Indian Heritage Cities Network, it will help the
HWHA and its stakeholders to:
Share experience with other indian heritage cities and towns,
Develop and strenghten its capactity to manage an heritage area,
Increase its knowledge and understanding of challenges also faced by heritage
OBJECTIVES cities and towns,
Improve the articulation of heritage conservation, tourism and development
issues,
Seek for operational and technical support forprojects,
Bring its own experience as a platform of exchange with the other heritage towns
and cities.
61
The IHCN brochure3, outlines the following steps to become a member of the
network
In the first stage the cities agreeable to the mission and objectives of the
network would be given provisional membership. The proposition to become
member will be reviewed by the advisory board of the IHCN,
The partners of the network would work with member cities with initial
membership and help them devise strategies for sustainable development based
IMPLEMENTATION on heritage.
These cities would be required to implement the recommendations of the
network and make necessary amendments in their system before being given
the permanent membership and full access to the benefits of the network”.
The HWHAMA will be requested to sign the Charter of the Network and
explain how it intend to work towards the common goals shared in the
network.
PROJECT HWHAMA
IMPLEMENTER
SUPERVISOR AND
UNESCO, ASI
PARTNERS
The process to become member of the Indian Heritage Cities Network should
happen in the medium-term (2-4 years). Indeed, the application of the HWHA to
the IHCN would be stronger if the HWHAMA has already been remodelled. That is
DURATION why, it is proposed to launch the process following the constitution of the
HWHAMA Board. The proposition to become member of the IHCN could then be
discussed among all the representatives of public and private stakeholders who are
going to compose the board.
3
Further explanation of the Indian Heritage Cities Network can be found on the UNESCO platfrom at the following website
address: http://portal.unesco.org/geography/en/ev.php-URL_ID=6252&URL_DO=DO_TOPIC&URL_SECTION=201.html
62
PROGRAMME 13.1: INFRASTRUCTURE DEVELOPMENT - CORRIDOR AUDITING

FOR ROAD DEVELOPMENT
The present traffic scenario exhibits mixed activity of heritage tourism,

agriculture and trade. The traffic load on the infrastructure is critical posing
problems to management as well as tourists especially during special
events. Lack of alternative infrastructure and proper monitoring systems in
HWHA has led to a threat to the heritage assets posing a high demand to
develop a better transportation system in HWHA. An intervention from
traffic and transportation is required in converging Hampi as a World
Heritage centre to meet the needs of the society. The intervention
requirements should able to satisfy the demand and at the same time
promote a congenial environment for preserving the heritage and cultural
assets in HWHA. Hence transport infrastructure development and planning
is required to achieve the desired transport scenario.
In the event of promoting Hampi as World Heritage Centre, traffic loading

DESCRIPTION
on special events and regional travel interactions, there is a need to develop
the base for keeping face lift of the region with hierarchical, functional and
land use controlled roads. These roads developed should able to attract the
tourists to reach the Hampi within desired time of travel. The transportation
systems like BRTS, High Speed vehicles should enable travel and promote
reliability, safe and economic travel. These roads must be able to connect
all the directional travelers from different places and directions to the
HWHA. At the same time these roads should accommodate the regional
travelers, interstate travelers and local travelers to use these roads and
avoid the roads configured in Core area. This will facilitate the sustenance
of heritage property free from vehicular vibrations and pollution. In view of
the potential of tourists and pilgrims, the transportation planning and inter
modal, rapid transit system planning are important to be viewed
scientifically.
Identify the existing deficiencies in the transport infrastructure and develop
planning profiles for its improvement to serve the tourist and local traffic
OBJECTIVES
with a parallel preservation of heritage , cultural and environment assets in
HWHA
63
The step wise procedure is designed as follows –
• Traffic audit: The vehicular volume on major mid blocks falling in roads
configured to a length of 180 km must be studied to know the traffic
volume over a time. This will be helpful to know composition levels of
slow moving, fast moving; vehicular loads, percentage of split among
regional and local/ tourist oriented traffic, freight versus passenger traffic
operated on these roads
• Risk audit: Risk generating spaces or locations must be identified by

considering the road geometrics, land use, road user densities, road
network, vehicular densities etc. into account. The risk generation aspects,
distribution and occurrence aspects must be studied by considering the
different standardized aspects into account. Necessary measures must be
suggested to avoid the risk of travel
• Land use audit: Different types of land use prevailing on all the
neighboring areas of the total road length of the study area like 180 km
must be identified. Certain obligatory aspects which will lead as
hindrances for good level of service of roads as express ways or arterial
roads must be identified. Recommendations must also be given on how to
treat the land use impacts by virtue of planning policies
• Safety Audit: The aspects like village portions, poles, entry exits of
important land use, tree locations, gradients aspects must be studied in
IMPLEMENTATION
this audit. The safety profiles are proposed to develop on all the road
stretches with objective of identifying the non safe zones for different
speed profiles of vehicles. The possibility of declaring certain roads as
high speed corridors must be analyzed within this study
• Road condition audit: The road features like number of pot holes,
patches, carriage way shoulder proportions, road surface cracks, cross
drainage works positions, conditions, must be analyzed. This audit will
facilitate the need of road strengthening from surface condition, the
possibility of road widening with reference to CD works.
• Road geometric audit: The road geometric features like gradient, cross
slope, horizontal, vertical curves, road right of way features, other road
geometric issues must be collected. This study will be helpful to study the
possibility of road widening, engineering dimension obligatory issues etc.
• Accident audit: The planning, engineering features on all the road

stretches will be simulated and its reciprocative impacts on vehicular
aspects at variable speeds, headway will promote safer roads from
planning, engineering aspects. Certain managerial issues, planning issues,
engineering corrections must be suggested to promote safer roads. Road
markings, sign informatory aspects must be recommended in this audit.
• Network audit: Road density at certain obligatory locations all along the
radial and circumferential roads is proposed to assess. Possibility of
64
alternative access and connective pattern during peak days or event days
must be suggested.

SUPERVISOR HWHAMA
DURATION One year
Rs30 lakhs for development of road development profiles through survey
COST OF THE and analysis. The actual construction cost for upgradation is approximately
PROJECT estimated to be RS 60,000 lakhs for 180 km road length which is decided
based on the estimation cost in DPR.
65
PROGRAMME 13.2: JUNCTION IMPROVEMENTS ON MAJOR ACCESS POINTS

FOR ROAD DEVELOPMENT
In the event of promoting Hampi as world heritage centre, traffic loading on

special events and regional travel interactions, there is a need to develop the basic
infrastructure like junctions or common areas to keep the facelift of the region.
DESCRIPTION Junctions are the common areas which require the geometric facelift matching to
the neighboring land use, roads and traffic intensity. Junctions developed should
promote accident free, land use controlled and better geometric sustained common
area.
Identify the existing deficiencies in the transport infrastructure and develop
OBJECTIVES planning profiles for its improvement to serve the tourist and local traffic with a
parallel preservance of heritage , cultural and environment assets in HWHA
The following templates are recommended to improve the junctions at major
access points
• Turning path
• Entry & Exit path
• Weaving path
• Sight Triangle
• Sight Distances
• Acceleration and Deceleration template
• Obligatory space controls
• Risk Generators
IMPLEMENTATION
The approach is designed with the technology like satellite, Total station and GPS.
The step wise procedure is designed in following manner–
• Every Junction must be conducted with reconnaissance survey. The
features like neighborhood land use, road network and other obligatory
parameters must be collected.
• The GPS based marking on obligatory / temporary obligatory parameters

must be plotted on base map developed in first step
• Total Station based junction base map must be developed with all the
spatial features and dimensions at high precision
• Base map must be generated and several templates must be simulated and
checked on the ground features to correct the junction features to match
for higher access junction
66
• Junctions drawings shall be developed with standard specifications .
PROJECT HWHAMA in collaboration with any technology sustained working, planning and
IMPLEMENTER monitoring agency / organization
SUPERVISOR HWHAMA
DURATION 6 months
COST OF THE
Rs 20 lakhs
PROJECT
67
PROGRAMME 13.3: DEVELOPMENT OF HIGH RESOLUTION GIS SYSTEM

In the event of promoting Hampi as world heritage centre, GIS enabled

display system at micro level is proposed to facilitate. The aspects relating
Engineering, Planning and management aspects will be displayed with all
the GIS enabled features. Total area will be gridded with geo referencing
DESCRIPTION so that all the features can be proportionately viewed over a time and space
frames. Total study area will be referenced with higher end DGPS. Total
station shall be used in coordination with DGPS and total features shall be
viewed with query based display system. This GIS will facilitate to view all
the activities and intervention aspects propose to develop in HWHA
Development of high resolution GIS system to provide multi access to the
OBJECTIVES
administrators and road users
• Development of Layer wise features of HWHA like infrastructure
configurations, activity based, historical based etc.
• Updating some of the attribute and spatial information over a space and
time .
• Query based analyzers for different objectives in GIS environment

IMPLEMENTATION
• Module addition for data display and analysis on the type of query
interested by administrators.
• Development of Videographic based display of land use prevailed on

various roads in core area and some of the important roads in HWHA
• Generation of HWHA based GIS system with supportive modules
HWHAMA in collaboration with any technology sustained working,

PROJECT
planning and monitoring agency / organization that can handle the total
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 20 lakhs
PROJECT
68
PROGRAMME 13.4: TROUBLE CALL MANAGEMENT SYSTEM

In the event of promoting Hampi as World Heritage Centre, the interactions

intervene in the future will be higher order and there is a need to fence the
DESCRIPTION
HWHA into a spatial fencing with the objective of tracking security, safety
and operational issues in the GIS environment.
Development of Trouble call management system to develop HELP spots
OBJECTIVES and facilitate road users in providing police and hospital services in
emergency situations
Development of software / hardware components for
• Help spot tracking with mobility security guarding
IMPLEMENTATION
• Health hazard , Social suppression and economic violation tracking
systems

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 10 lakhs
PROJECT
69

SCENARIO 2
70
PROJECT 14.1: TOURISM CARRYING CAPACITY ASSESSMENT

SHORT TERM
The Hampi area is a living heritage site: in this region the preservation of the
cultural heritage has to be harmonized with the social and economic
development of resident population.
The analysis provided by the Consultant and the common filling of local
population identify the tourism sector as the key instrument for promoting the
development of the whole region.
The long term interest of the hospitality industry is to preserve the historical
and natural resources of the area but this interest can conflict with the
DESCRIPTION preservationist approach because their different starting points.
The Tourism Carrying Capacity Assessment provides the methodology and
the guidelines for harmonizing tourism and preservations needs.
This technique, constantly improved thanks to many experiences, is the
appropriate instrument for establishing the carrying capacity of Hampi area
because it takes into account all elements contributing to establish tourism
development limits.
The goal of TCCA is to establish the limits of tourism development of Hampi

area.
Beneficiaries of the project are both residents and local tourism entrepreneurs,
OBJECTIVES because together with nature and cultural heritage is preserved also the long
term competitiveness of Hampi destination.
The TCCA is based on a full knowledge of the destination capacity to sustain

and increase tourism development. Two different groups of capacities must be
recognized:
(a) Constant capacities are fixed, not renewable and are the starting point to
be respected by any future tourism development project:
- Ecological capacity;
-The natural resources component ("fixed") of physical-ecological
capacity.
(b) Flexible capacities must be related to the current conditions of the

destination to define sustainable patterns:
IMPLEMENTATION - Infrastructure component ("flexible") of physical-ecological capacity;
- Socio-cultural capacity;
- Political-economic capacity.
The TCCA can be considered as a result of the sum of the different capacities
(ecological, physical, sociocultural, politics, economic).
The UNEP methodology foresees the following steps:
1. Background studies and cartography production

The first step is focused on data collection and analysis of the following
topics:
71
• Demographic and social structure of the destination,

• Economic system organization, with special focus on tourism sector
• Environment quality and treats,
• Census of new public and private projects,
• Conflicts in the local community
• Prevailing opinions and orientations among the resident population,
• Social capital.
2. Selection of tourism sustainability indicators

The interactions among the tourism sector and other components of the social
and economic system are assessed and for the most relevant interactions a set
of specific indicators is identified.
3. Local community or stake holders forum implementation

The strong involvement of the local community and the stake holders in the
implementation process of TCCA is the main characteristic of this
methodology. According to UNEP the local community, supported by the
knowledge of specialists, must choose its own future and specifically the
relationship to build with its environment.
4. Tourism development sceneries making

The scenery creation is finalized to explore and choose the “best”
development path.
The process of sceneries formulation foresee a strong involvement of the local
community in order to make aware the residents about their possible futures.
Each scenery has to be clearly identifiable by specific quantitative parameters:
5. Definition of the estimation model of the Carrying Capacity.

The outcomes of the mathematical model display the threshold levels of the
strategic parameters driving the tourism development.
A team of consultants experts in the different topics of TCCA has to

PROJECT
implement the project, in collaboration with HWHAMA.
IMPLEMENTER
Karnataka’s Department of Tourism (DoT), Ministry of Environment and
SUPERVISOR Archeological Survey of India
Total duration of the present activity will be 6 - 9 month.

DURATION
Total costs for the implementation of the present program are INR as shown
COSTS OF THE
in the table below.
PROJECT
--
NOTE
Details of project costs template:
Cost
Activity Qt. Unit Sub-Total (INR)
(INR)
1. Background Studies
72
collection and analysis of existing data 4
4 New surveys forfait
GIS applications
2. Selection of tourism sustainability indicators

theoretical approach
Test of selected indicators in Hampi situation
Final selection of sustainability indicators
3. Community involvement
Local conferences, workshops, focus groups to make
10
aware local stakeholders
4. Tourism scenery making and final model estimation

Scenery making
Mathematical development of scenery making
TOTAL COSTS
73
PROGRAMME 15.1: DEVELOPMENT OF MICRO LEVEL GRID ANALYSIS

FRAME FOR TOPOGRAPHY / TERRAIN AND MATERIAL CHARACTERIZATION
Core area of the HWHA should be free from the aspects related to
environment pollution, with coordinated topographic and terrain levels.
Materials existed in this area should be compatible with the type of
DESCRIPTION
construction suggested. Hence it is proposed to conduct a micro level grid
analysis frame for topography / terrain and material characterization to
account for the design aspects
Development of micro level grid analysis for providing a scope for asset
OBJECTIVES
management to assist in design , planning and monitoring aspects
• Base map fencing with grid of micro level – The core area to be fenced
with GIS as Supportive tool and GPS technology to be used to update
some of the Ground Control points
• Topographic features to be captured with Total Station as Supportive tool
• Terrain features to be captured with all the relevant land use details by
IMPLEMENTATION using the Satellite data and total station and GPS as basis
• Study on Characterization of material, their suitability and the matching of

other road material at that particular land use .
• A directional lead to be given to face lift the core area for sustenance of
heritage assets

SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs10 lakhs
PROJECT
74
PROGRAMME 15.2: BAR CODE ENABLED VISITOR SYSTEM


DESCRIPTION
Development of Barcode enabled visitor system to track the tourists
OBJECTIVES
visiting the heritage structures in HWHA
Development of software interface and module systems for online
IMPLEMENTATION
accountability display and disaster monitoring .
PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 5 lakhs
PROJECT
75
PROGRAMME 15.3: BAR CODE ENABLED DEBIT VOUCHER MONITORING SYSTEM


DESCRIPTION
Development of Bar code enabled auto debit voucher monitoring system to
OBJECTIVES
facilitate the tourists and monitor the income generated through tourism
Development of hardware / software interfaces for
• Economic viability tracking of tourists
IMPLEMENTATION
• Preferential demand tracking system

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 10 lakhs
PROJECT
76
PROGRAMME 15.4: RFID BASED VEHICLE LOAD / FOREIGN VISITOR

TRACKING SYSTEM

DESCRIPTION
Development of RFID based vehicle load/ foreign visitor tracking system
OBJECTIVES
to determine the alternative parking locations and track the foreign tourists
Development of GIS interface , software and display system for
• Security promotion to international tourists
• Online tracking
IMPLEMENTATION
• Level of service to foreign visitors
• Delay avoidance system for traffic mobility and planning

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 10 lakhs
PROJECT
77
PROGRAMME 15.5: VIBRATION TRACKING SYSTEM


DESCRIPTION
Development of Vibration tracking system to monitor the heritage
OBJECTIVES structures with the prevalent traffic and propose vehicle movements and
loading
• Vibration measurement and impact assessment on heritage structures.
• Online tracking of Hampi assets
IMPLEMENTATION • Change of functionality of roads
• Restrictions on vehicle mobility levels
• Design issues - assessment

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 15 lakhs
PROJECT
78
PROGRAMME 15.6: CAMERA ENABLED MONITORING SYSTEM


DESCRIPTION
Development of Camera enabled monitoring system of heritage properties/
OBJECTIVES tourist/ temple monitoring system to track the visitor movement and
heritage assets
• Assessment of visitor loading and tracking system
IMPLEMENTATION • Security and facility monitoring system
• Administration and Implementation group coordination system.

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 10 lakhs
PROJECT
79
PROGRAMME 15.7: BURGLAR SYSTEM / BOAT TRACKING SYSTEM


DESCRIPTION
Development of Burglar system / Boat tracking system to track the visitor
OBJECTIVES movement and maintain accountability of boat travel and trips made in
boats.
• Security and accountability (BOT based boat tracking system)
IMPLEMENTATION
• Safety monitoring system

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 5 lakhs
PROJECT
80

SCENARIO 3
81
PROJECT 16.1: TECHNICAL ASSISTANCE FUND FOR PROMOTING THE

DEVELOPMENT OF THE CULTURAL TOURISM SUPPLY (TOURISM
PRODUCTS, ITINERARIES AND CIRCUITS)
DoT MEDIUM-LONG – TERM (2nd year of Plan
implementation)
The present Fund will allow local private entrepreneurs and communities to
organize tourism services based on the tourism product portfolio already
identified by the present Sustainable Tourism Development Strategy for
HWHA. In addition, the Fund will provide financial resources not only to the
already existing tourism enterprises, but also to those people interested to run
new tourism enterprises. Due to the need to develop collaborations between
tourism service providers, the Fund will finance the beneficiaries only if they
will develop tourism products, circuits and packages through the organization
of tourism SMEs networks.
DESCRIPTION The Fund will finance a set of actions, including training activities, soft
infrastructures (e.g. trekking paths, etc.), marketing and promotion, etc.
The present Fund could be also used in order to finance tourism development
projects identified during the Annual Forum (Activity 5.1) and/or during the
training activities (Activity 4.3) provided to local entrepreneurs and
communities.
For more details, please see “Regulation of the Technical Assistance Fund”
below.
- To assist local private stakeholders and local communities to design,

organized, promote and commercialize tourism products, circuits and
packages in HWHA.
- To stimulate the development of tourism networks in order increase the
OBJECTIVES present tourism competitiveness of HWHA.
- To diversify the present tourism supply and spread it in the whole HWHA
(especially in the buffer and peripheral zones).
The activities to be carried out in order to launch the Technical Assistance

Fund are as follows:
- Definition of the Technical Assistance Fund (T.A.F.) priorities: the
Consultant identified the main characteristics of the TAF based on the
outputs of the Background Study, however it is important to share the
present regulation with the potential beneficiaries of the present Fund (local
IMPLEMENTATION micro entrepreneurs and communities). The working groups organized
during the first year of the awareness campaign, Annual Forum and
Consultative Committees could be an excellent opportunity to share the
present regulation and confirm or review its priorities.
- Identification of strategic partners: the technical assistance should have to
be provided through a specialized group of experts. They should be
individual experts or specialized institutions, such as a local university
82
specialized in tourism development. During this phase, the DoT in

collaboration with the HWHAMA will contact all potential interested
stakeholders and will find out an agreement for the implementation of the
technical assistance.
- Selection Committee: a specific selection committee will be organized in
order to select the project ideas to be financed by the T.A.F.. It should have
to be composed by at least 5 people, including representatives of the DoT,
HWHAMA, PIT, the strategic partner (contracted for the technical
assistance), and other key partners such as UNESCO, ASI or others. The
selection committee members will dedicate at least 10 days a year in order
to select the project idea submitted by the beneficiaries.
- Implementation of the TAF: an annual bidding process will be implemented
starting from the second year of the implementation of the present Action
Plan.
- Technical assistance: the selected institution or individual consultants will
provide technical assistance to the fund’s beneficiaries as established by the
Fund’s regulation.
below.
IMPLEMENTER
DoT
SUPERVISOR
n. 4 years starting from the second year of implementation of the Action Plan.
DURATION
Total costs for the administration and implementation of the Fund are RPs
44.480.000, as detailed below:
- Total Fund contribution: RPs 36.000.000,00 (RPs 9.000.000 per year)

COSTS OF THE - Administrative costs: RPs … 480.000,00 (RPs 120.000 per year)
PROJECT - Selection Committee costs:RPs 2.000.000,00 (RPs 500.000 per year per 5
people)
- Technical assistance: RPs 6.000.000,00 (RPs 1.500.000 per year)
TOTAL COST (4 years) RPs 44.480.000,00
NOTE
Regulation of the Technical Assistance Fund (example):
DoT in representation of Karnataka’s Government, supports the improvement of micro and small tourism
enterprises competitiveness, stimulating them to organize multi-sector tourism networks4 in order to develop
high quality cultural tourism products, circuits and packages.
The development of new multi-sector tourism networks will be stimulated through a Technical Assistance
Fund (Matching Grant) addressed to the SMEs already existing or to be ran in the project area (HWHA).
Chapter 1: General Framework
Art. 1: DoT organizes a Technical Assistance Fund for a total amount of RPs 36.000.000 addressed to the
4
Multi-sector Tourism Networks are generally composed by tourism stakeholders operating in different economic
sector (ej. hotels, restaurants, tourist guides, handicraftsmen, transports, museums, cultural associations, other
services, etc.)
83
tourism SMEs of HWHA.
Art. 2: Taking into account the economic reality of the project area, the characteristics of the tourism SMEs
considered by the Fund are as follows:
• Enterprises with an annual income under RPs 10.000.000,00
• Enterprises with maximum 10 employees
• Enterprises where services or products related to tourism represents the main business
Art. 3: The Technical Assistance Fund will finance micro pilot projects for the organization of multi-sector
tourism Networks, including individual and/or associate stakeholders operating in the HWHA.
Art. 4: The minimum number of enterprises (or entities) for the organization of a Network is fixed in 6
enterprises.
Art. 5: the Technical Assistance Fund will finance projects in individual or combined form.
Chapter 2: Objectives
Art. 6: The specific objectives of the Fund are the following:

a) to strengthen the present cultural tourism supply of local stakeholders
b) to design, organize and implement high quality tourism products and packages
c) to improve the quality of the present cultural tourism supply
d) to stimulate local stakeholders in creating tourism networks in order to develop / improve their
competitiveness in the tourism market
Chapter 3: Intervention sectors and eligible expenses
Art. 7: Taking into account the problems that are affecting the tourism micro and small tourism enterprises
in HWHA the intervention sectors of the Technical Assistance Fund will be as follows:
− improvement of the cultural tourism supply and development of new cultural tourism products;
− assistance for making easier the access to the business credits;
− skills and management strengthen of local tourism stakeholders;
− marketing activities in order to develop new market shares.
Art. 8: Considering the intervention sectors established in Art. 7, the DoT will assist Micro and Small
Enterprises Tourism Networks for designing and structuring Business Plans which eligible expenses are as
follows:
a) improvement of the cultural tourism supply and development of new cultural tourism products
− design and organization of cultural tourism products and packages
− soft-infrastructures (signalizations, new paths/circuits, etc.)
− equipment (new technologies, etc.)
− technical design related to rehabilitation and/or extension of infrastructures
b) assistance for making easier the access to the business credits

− expenses related to the request of business credits (bank commissions, legal expenses, etc.)
c) skills and management strengthen of local tourism stakeholders

− training, awareness campaigns, conference and workshops
− institutionalization of the Micro and Small Enterprises Tourism Network
84
d) marketing activities in order to develop new market shares

− promotional campaigns of the Micro and Small Enterprises Tourism Network (advertisement, etc.)
− design and organization of brochures, depliants, flyers, etc.
Art. 9: DoT should also start, individually and/or in collaboration with other institutions, special actions in
order to promote and stimulate the organization of multi-sector tourism networks.
Art. 10: Each multi-sector tourism network can be assisted for a period no longer than 12 months, including
the design and implementation of the Business Plan.
Art. 11: All expenses realized by the multi-sector tourism network before the signature of the contract with
the DoT are not reimbursable by the Technical Assistance Fund.
Chapter 4: Beneficiaries / actors
Art. 10: The Technical Assistance Fund will finance projects presented by Micro and Small Tourism
Enterprises organized as multi-sector tourism networks.
Art. 11: Multi-sector tourism networks that present projects will have to respect the objectives listed in Art.
6 of the present regulation.
Art. 12: All Micro and Small Enterprises participant to the multi-sector tourism networks must meet all
characteristics established in Art. 2 of the present regulation.
Art. 13: Considering the characteristics of the tourism sector, the beneficiaries will be all stakeholders
included in the production chain of the tourism supply. In particular, they should be as follows:
− tour operators and travel agencies
− hotels, guest-houses, and restaurants
− handicraftsmen
− tourism guides
− transports
− entertainment services
− cultural stakeholders (museum, cultural associations, dancing/music groups, etc.)
Art. 14: multi-sector tourism networks must be composed by stakeholders coming from at least three of the
different economic sectors established in Art. 13.
Chapter 5: Functioning of the Technical Assistance Fund
Art. 15: The Technical Assistance Fund can be used by a total amount of RPs 9.000.000,00 per year.
Art. 16: The total amount of the contribution for each Business Plan cannot exceed RPs 1.500.000,00 or
80% of the total amount of each project.
Art. 17: The technical assistance provided by DoT to the multi-sector tourism networks will be as a grant
and it will be provided through a selected group of experts.
Art. 18: DoT can implement promotional programs, as established in Art. 9, in order to promote the multi-
sector tourism network for a total maximum amount of RPs 1.000.000,00 per year.
Art. 19: The Fund can also finance projects that are co-financed by other institutions.
85
Chapter 6: Group of experts
Art. 20: DoT will select a group of experts that will provide technical assistance to the multi-sector tourism
networks. The experts can be individual persons and/or enterprises and they will be included in a special list
that will be upgraded every two years by DoT.
Art. 21: The selected experts will have the following characteristics:
− at least 10 years of experience in the organization of multi-sector tourism networks, and tourism product
development;
− they do not to be employees of Karnataka’s Government.
Art. 22: The activity of the group of experts will be directly paid by DoT according to the following
modalities:
− 30% to the signature of the contract among DoT, multi-sector tourism network and the technical
assistant;
− 40% to the presentation of the first report;
− 30% to the end of the technical assistance provided by the expert.
Chapter 7: Administration of the Fund
Art. 23: HWHAMA manages the Technical Assistance Fund on behalf of Karnataka’s Government.
Art. 24: HWHAMA will choose an internal person (member of the PIT) for the administration of the
Technical Assistance Fund and to coordinate the work of the selected experts in order to assist the multi-
sector tourism networks.
Art. 25: DoT will organize a Technical Committee, composed by a minimum of three and a maximum of
five experts of grateful reputation in the tourism sector and development of multi-sector tourism networks.
The Technical Committee will be composed by internal and/or external people to the DoT.
Art. 26: The Technical Committee will organize a bidding competition every twelve months and among the
30 days it will select the worth projects.
Art. 27: The multi-sector tourism networks can present projects in any moment, but the Technical
Committee will analyze the proposals every twelve months. At the beginning of every year, DoT will have
to indicate the date related to the selection of proposals.
Art. 28: The Technical Committee can invite the candidates to improve and/or to specify aspects of the
examined proposals.
Chapter 8: Duration of the selected projects
Art. 29: The selected projects should be executed in a maximum period of one year after the signature of the
contract with the DoT.
Chapter 9: Application
Art. 30: Each multi-sector tourism network, already organized or in organization process, has to send to the
Technical Committee its project proposal for developing a Business Plan of the Network. The project
proposal has to include, at least the following information:
86
− general information about the multi-sector tourism network and all its participants, detailing their
experience;
− detailed description of the project idea (characteristics, objectives, activities to be financed,
implementation methodology, duration, cost);
− beneficiaries and expected results
Art. 31: Each multi-sector tourism network has also to indicate in its proposal the technical assistant (tutor)
that will assist the Network during the elaboration of the Business Plan. The technical assistant (tutor) will
be chosen by the Network in the list of technical assistants provided by the DoT (through its strategic
partner).
Chapter 10: Obligation and responsibilities of the participants
Art. 32: Each multi-sector tourism network has to:

− name a responsible for the Network;
− start the activities for developing the Business Plan among 30 following days to the signature
of the contract;
− collaborate with the technical assistant (tutor) in order to present an interim report (technical
and financial) at the six months of the beginning of the project;
− collaborate with the technical assistant (tutor) to present the Business Plan of the Network with
the evaluation of the proposed activities.
Art. 33: all members of each multi-sector tourism network is not able to:
− obtain a financing participating to more than one multi-sector tourism network;
− if a tourism enterprise presents its application contemporarily participating to more than one multi-
sector tourism network, all its applications will be excluded by the selection process.
Chapter 11: Selection criteria
Art. 34: The Technical Committee will select the projects based on the following criteria:
− quality and creativity of the business idea included in the Business Plan;
− implementation methodology presented in the project proposal;
− experience of each one of the tourism enterprises, considering the involved economic sector;
− economic and financial capacity of the tourism enterprises that compose the multi-sector tourism
network.
87
PROJECT 16.2: TECHNICAL ASSISTANCE FUND FOR THE DEVELOPMENT OF

TOURISM ORGANIZATIONS AND/OR ASSOCIATIONS
DoT MEDIUM-LONG TERM (3rd – 5th year of Plan
implementation)
The present Fund has been conceived in order to facilitate the organization
and/or development of tourism associations in HWHA. The cooperation and
collaboration within the tourism service providers is not only an important tool
for the development of the tourism products and services, but it is a key factor
in order to reduce costs related to good and service purchases, marketing
actions, legal issues, training, etc.
All these activities are normally implemented by dedicated institutions, such

as Chamber of Commerce, Chamber of Tourism Enterprises, or local tourism
associations normally composed by micro and small enterprises. The purpose
of the present Technical Assistance Fund is to allow local stakeholders to
organize themselves in tourism associations aimed to:
DESCRIPTION - reduce purchasing costs of its members (good ad services, legal services,
etc.);
- share marketing actions;
- improve skills and competences of its members.
The beneficiaries of the present technical assistance fund will not be only local
entrepreneurs, but also existing state associations (Chamber of commerce,
etc.) that would like to open / strengthen their branch office in HWHA,
involving local tourism entrepreneurs.
below.
The main objective of the present Technical Assistance Fund is to strengthen

the present tourism supply on HWHA through the organization of new tourism
OBJECTIVES associations or strengthening the existing ones.

- Identification of strategic partners: the technical assistance should have to
be provided through a specialized group of experts. They should be
individual experts or specialized institutions, such as a local university
specialized in tourism development. During this phase, the DoT in
collaboration with the HWHAMA will contact all potential interested
stakeholders and will sign an agreement for the implementation of the
IMPLEMENTATION technical assistance.
order to select the project proposal submitted by the beneficiaries of the
fund. It should have to be composed by at least 3 people, including
representatives of the DoT, HWHAMA, PIT, the strategic partner
(contracted for the technical assistance). The selection committee members
will dedicate at least 10 days a year in order to select the project idea
submitted by the beneficiaries.
- Implementation of the TAF: an annual bidding process will be implemented
88
starting from the third year of the implementation of the present Action
Plan.
- Technical assistance: the selected institution or individual consultants will
provide technical assistance to the fund’s beneficiaries as established by the
Fund’s regulation.
below.

IMPLEMENTER
DoT
SUPERVISOR
n. 2 years starting from the third year of implementation of the Action Plan.
DURATION

COSTS OF THE - Administrative costs: RPs … 240.000,00 (RPs 120.000 per year)
people)
- Technical assistance: RPs 3.000.000,00 (RPs 1.500.000 per year)
--
NOTE
DoT in representation of Karnataka’s Government, supports the improvement of micro and small tourism
enterprises competitiveness, stimulating them to organize tourism associations or strengthen branch offices
of existing associations or corporations in order to develop the competitive capacities of local tourism
entrepreneurs.
The development of new tourism associations or the strengthening of branch offices of existing associations
will be stimulated through a Technical Assistance Fund (Matching Grant) addressed to the SMEs and
enterprise association / corporations already existing in the project area (HWHA).
Art. 1: DoT organizes a Technical Assistance Fund for a total amount of RPs 10.000.000 addressed to the
tourism SMEs of HWHA.
Art. 2: Taking into account the economic reality of the project area, the characteristics of the tourism SMEs
considered by the Fund are as follows:
• Enterprises with an annual income under RPs 100.000.000,00
• Enterprises with maximum 50 employees
• Enterprises with at least 3 years of experience in the project area;
Art. 3: The Technical Assistance Fund will finance micro pilot projects for the organization of new tourism
associations or the strengthening of branch offices of existing associations operating (or that they want to
operate) in the HWHA.
89
Art. 4: The minimum number of enterprises (or entities) for each association is fixed in 10 enterprises.
Art. 5: The Technical Assistance Fund will finance projects in individual or combined form.

a) to strengthen the competitive capacity of the present cultural tourism supply
b) to reduce administrative and operative costs of the tourism enterprises
c) to stimulate a sustainable tourism supply based on collaboration and cooperation between all local
tourism stakeholders
Art. 7: Considering the objectives established in Art. 6, the DoT will assist new tourism associations or
branch offices of existing associations for designing and structuring Business Plans which eligible expenses
are as follows:
a) legal organization of the association

b) awareness campaign in order to involve local entrepreneurs
c) promotional materials (e.g. brochure, logo, etc.)
d) commercialization actions (e.g. working groups with food and beverage providers, services providers,
etc.)
e) all other services that could be considered directly related to the improvement of the competitiveness
capacities of local micro and small tourism enterprises
order to promote and stimulate the organization of tourism associations.
Art. 9: Each tourism association can be assisted for a period no longer than 12 months, including the design
and implementation of the Business Plan.
Art. 10: All expenses realized by the beneficiaries before the signature of the contract with the DoT are not
reimbursable by the Technical Assistance Fund.
Art. 11: The Technical Assistance Fund will finance projects presented by micro and small tourism
enterprises organized as association.
Art. 12: Tourism associations that present projects will have to respect the objectives listed in Art. 6 of the
present regulation.
Art. 13: All Micro and Small Enterprises participant to the multi-sector tourism networks must meet all
characteristics established in Art. 2 of the present regulation.
Art. 14: Considering the characteristics of the tourism sector, the beneficiaries will be all stakeholders
included in the production chain of the tourism supply. In particular, they should be as follows:
− tour operators and travel agencies
− hotels, guest-houses, and restaurants
− handicraftsmen
− tourism guides
− transports
− entertainment services
− cultural stakeholders (museum, cultural associations, dancing/music groups, etc.)
90
− finally, existing tourism associations or cooperatives are considered beneficiaries of the present Fund.
Art. 15: The Technical Assistance Fund can be used by a total amount of RPs 5.000.000,00 per year.
Art. 16: The total amount of the contribution for each Business Plan cannot exceed RPs 1.000.000,00 or
70% of the total amount of each project.
Art. 17: The technical assistance provided by DoT to the tourism associations will be as a grant and it will
be provided through a selected group of experts.
Art. 18: DoT can implement promotional programs, as established in Art. 9, in order to promote the tourism
associations for a total maximum amount of RPs 500.000,00 per year.
Chapter 6: Group of experts
Art. 20: DoT will select a group of experts that will provide technical assistance to the tourism associations.
The experts can be individual persons and/or enterprises and they will be included in a special list that will
be upgraded every two years by DoT.
Art. 21: The selected experts will have the following characteristics:
− at least 10 years of experience in the organization of tourism associations, and SMEs development;
− they do not to be employees of Karnataka’s Government.
Art. 22: The activity of the group of experts will be directly paid by DoT according to the following
modalities:
− 30% to the signature of the contract among DoT, multi-sector tourism network and the technical
assistant;
− 40% to the presentation of the first report;
− 30% to the end of the technical assistance provided by the expert.
Art. 23: HWHAMA manages the Technical Assistance Fund on behalf of Karnataka’s Government.
Art. 24: HWHAMA will choose an internal person (member of the PIT) for the administration of the
Technical Assistance Fund and to coordinate the work of the selected experts in order to assist the tourism
associations.
Art. 25: DoT will organize a Technical Committee, composed by a minimum of three and a maximum of
five experts of grateful reputation in the tourism sector and development of tourism associations. The
Technical Committee will be composed by internal and/or external people to the DoT.
Art. 26: The Technical Committee will organize a bidding competition every twelve months and among the
30 days it will select the worth projects.
Art. 27: The tourism associations can present projects in any moment, but the Technical Committee will
analyze the proposals every twelve months. At the beginning of every year, DoT will have to indicate the
date related to the selection of proposals.
examined proposals.
91
Art. 29: The selected projects should be executed in a maximum period of one year after the signature of the
contract with the DoT.
Art. 30: Each tourism association, already organized or in organization process, has to send to the Technical
Committee its project proposal for developing a Business Plan of the Network. The project proposal has to
include, at least the following information:
− general information about the tourism association and all its participants, detailing their experience;
Art. 31: Each tourism association has also to indicate in its proposal the technical assistant (tutor) that will
assist the Association during the elaboration of the Business Plan. The technical assistant (tutor) will be
chosen by the tourism association in the list of technical assistants provided by the DoT (through its
strategic partner).
Art. 32: Each tourism association has to:

− name a responsible for the tourism association;
− start the activities for developing the Business Plan among 30 following days to the signature
of the contract;
− collaborate with the technical assistant (tutor) in order to present an interim report (technical
and financial) at the six months of the beginning of the project;
− collaborate with the technical assistant (tutor) to present the Business Plan of the tourism
association with the evaluation of the proposed activities.
− quality and creativity of the business idea included in the Business Plan;
− experience of each one of the tourism enterprises, considering the involved economic sector.
92
PROJECT 16.3: QUALITY DEVELOPMENT

DoT SHORT TERM (1st year of Plan implementation)
Based on the Background Study, the present quality of tourism infrastructures

and services in HWHA are very limited. The lack of minimal quality standards
is essentially because of the low professional skills and competences of local
entrepreneurs (many of them come from other economic sector, such as
agriculture, commerce and handicraft) and the limited financial availability in
order to restore accommodation and restaurants. Many tourism
accommodation and catering services show evident lack of the basic
requirements of a fair management. These problems usually go together with
unsatisfactory safety standard for tourists and hospitality industry workers.
DESCRIPTION The risks for the public health are very high with relevant potential negative
impacts on the tourism demand flows.
The improvement of the infrastructures, and their hygiene and safety is a
priority of the present Action Plan.
The present activity consists in the identification if the minimal quality

standards that could be applied by local stakeholders and in the organization
and implementation of a quality development process to be run in the short
term.
The main objective of the present activity is the quality development of the
present tourism infrastructure in HWHA in order to increase the safe condition
of visitors, tourists and local communities. It is expected that a better quality
will enhance tourists satisfactions and the tourism flows to the area.
OBJECTIVES
A secondary objective related to the present activity is to increase the incomes
generated by the tourism entrepreneurs.
This activity should have to be conceived as a process where public and

private sector work together in order to achieve the minimal quality standard.
It is because the quality development needs investments efforts by the private
entrepreneurs, and also the public authorities have to be involved in the
process since beginning because hygiene and safety are public interest topics.
In addition, public authorities play an important role in order to stimulate (e.g.
special grants, or programs, etc.) and control local entrepreneurs to increase
their quality.
The activities to be implemented in order to develop the present quality of

IMPLEMENTATION tourism services in HWHA can be grouped as follows:
1. Identification of the minimal quality standards: this activity consists in the

identification of the minimal quality standards to be applied by local
entrepreneurs. It can be done through the organization of working meetings
with local entrepreneurs in order to define with them the most important
quality needs and their priorities. The output of this activity will be not only
the identification of the minimal quality standards, but also a shared
roadmap for achieving these minimum standard.
2. Training of local entrepreneurs: all local entrepreneurs will be trained on
93
how to achieve the minimal quality standards identified in the previous

phase. In the short term, this training activities could be addressed
essentially to accommodation and restaurant owners, while in the long term
all other tourism service providers could be involved.
3. Organization of a “quality development grant fund”: all trained
entrepreneurs will have the opportunity to apply for a special grant supplied
by the DoT and administered by the HWHAMA. The grant will cover not
more than 30% of the requested investment (it is an example and it should
have to be confirmed by the DoT) and it cannot be more than RPs
300.000,00 per entrepreneurs. This grant fund will be used for the
restoration / requalification of the infrastructures and for the purchasing of
special equipments.
4. Technical assistance: a group of local experts (architects, engineers, etc.)
will be organized by HWHAMA in order to provide technical assistance to
the trained entrepreneurs. This technical assistance will cover all different
phases of the quality development process, including preparation of the
project proposal for applying to the grant-fund, feasibility study of the
interventions, rehabilitation works, etc.. In addition, the technical assistance
for the preparation of the project proposals will be paid directly by the DoT,
while all other costs related to the rehabilitation works will be covered
directly by the entrepreneurs. Costs related to the equipments will follow
the rules of the grant-fund.
HWHAMA which will contract a specialized firms and local experts in order
PROJECT to provide the activities listed in the “implementation section” of this project
IMPLEMENTER sheet.
Karnataka’s Department of Tourism (DoT)

SUPERVISOR
The whole duration of the present Action Plan.
Activities 1 and 2 should have to be implemented during the first year, while
DURATION activities 3 and 4 during the next years of the Action Plan.
Total costs for the implementation of the present program are RPs
COSTS OF THE
18.300.000,00 as showed in the table below.
PROJECT
NOTE --
Costs Unit
Activities Qt. Sub-Total (Rs)
(Rs)
Identification of minimal quality standard
forfeit 300.000,00 300.000,00
(specialized enterprises contracted by HWHAMA)
Training of local entrepreneurs
(the entrepreneurs will be trained by activity 4.3 of the
360 00,00 00,00
present Action Plan. The costs are already included in
activity 4.3)
Organization of a “quality development grant fund” 360 40.000,00 14.400.000,00
Technical assistance 120 days 30.000,00 3.600.000,00
TOTAL 18.300.000,00
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PROJECT 17.1: PROMOTING MIXED PUBLIC/PRIVATE INVESTMENTS

DoT / HWHAMA MEDIUM TERM (2nd – 5th year of Plan
implementation)
It is a program that seeks to use public and / or private land. Basically land
that is not productive in any other way or which has a potential for tourism
development. It can be public or private strategically located in HWHA in
order to promote tourism infrastructure development through strategic public-
private partnerships.
The added value of the present program is that the DoT & the Tourism Unit of
HWHAMA will be able to strengthen the tourism supply in HWHA
stimulating local, state or national investors to develop new tourism strategic
infrastructures in the buffer and peripheral zones. This participatory approach
will drive the private investments to develop projects that will be sustainable
not only from the economic and financial point of view, but also from the
environmental preservation and the social development perspective . This
activity shall be guided by the Sustainable Tourism Development Strategy and
shall strictly adhere to the established protocols.
The present program consists to make available land to private investors under
DESCRIPTION the following conditions:
- The earmarked lands as per the master plan provisions can be negotiated
between the private – private or private public body for a fixed time of
xxx years (normally, in other tourism destinations, it is between 10 and 20
years). After this time, the private investor should have to buy the land to
a fixed price already determined at the beginning of the public/private
partnership.
- Through the tourism unit of HWHAMA, the private investors will
prepare the business plan of the investment under the supervision of the
DoT and HWHAMA and following its tourism development policies and
strategies (for instance, they will have to accept the sustainable tourism
protocols, see Activity 18.1 for more details).
- The present partnership will be applied only to projects considered
strategically important to improve the present tourism competitiveness of
HWHA, such as infrastructural investment projects related to accessibility,
interpretation and cultural centers, other tourism centers.
The main objective of the present program is to develop a process of

developing patnerships between the private & public sharing resources,
OBJECTIVES thereby, sowing demonstrative activities in order to strengthen the present
tourism supply
The activities to be implemented for the present program are as follows:

- Identification and mapping of the lands suitable for tourism development,
in the Master Plan & in conjunction with the Tourism Strategy
IMPLEMENTATION - Identification of the land & its proposed use shall be guided by the Zonal
regulation for each identified Tourism Development related proposal
- Development of a data-base including all potential investors at local, state
and national level.
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- Promotion and communication at state and national level. This activity

will consists in advertisement activities through newspapers and other
communication means in order to inform the potential investors about the
new opportunities generated by the present Program.
- Organization of workshops with potential investors, in order to identify
the investors to be involved in the projects and sign the partnership
agreement. The workshops could be organized during the Annual Forum
(see Activity 5.1 for more details)
- Technical assistance for the feasibility study of the project investments
will be the main responsibility of the Tourism Unit of HWHAMA. The
DoT will make available an expert in order to participate to the conception
and drawing of the project investment, in order to assure that all standards
and criteria requested by the DoT will be respected.
- Organization of a data-base with all architects, engineers and economists
accredited by the DoT in order to provide technical assistance.
PROJECT HWHAMA (in collaboration with the Program Implementation Team)

IMPLEMENTER
HWHAMA & DoT
SUPERVISOR
3 years starting from the second year of the implementation of the Action Plan
DURATION
The total cost for the present Activity is RPs 2.630.000,00 as showed below:
- Mapping of the potential lands for tourism development:RPs 300.000,00

- Development of a data-base (potential investors): RPs. 65.000,00
- Promotion and communication activities: (forfeit) RPs. 1.000.000,00
- Organization of workshops: RPs. 0,00
(the costs of this activity are already including in the Annual Forum)
COSTS OF THE - Technical assistance: RPs. 1.200.000,00
PROJECT (around 200 working men-days estimated)
- Data-base of experts (for technical assistance): RPs. 65.000,00
TOTAL RPs. 2.630.000,00
IMPORTANT: the present budget does not include all costs related to the
value of the public lands.
The “Tourism Hub” (promoted by the DoT in Kamalapura) is a typical

project that could be included under this Program. In particular, the Consultant
suggests the following:
- Accomodation (rooms) can be included as per the carrying capacity &
NOTE other feasibility studies
- the Tourism Hub can be conceived as an interpretation center including
the miniature of HWHA, multimedia rooms, restaurants;
- a dedicated area can be addressed to some boutiques and shops.
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PROJECT 17.2: BASIC INFRASTRUCTURE AND EQUIPMENT FOR TOURISM

DEVELOPMENT
DoT SHORT TERM (1st - 2nd year of Plan implementation)
The present activity will be particularly important in order to stimulate the

development of Discovery tourism, Adventure Tourism and Active Nature
Tourism (they are three tourism products identified in the Tourism
Development Strategy for HWHA).
These basic infrastructures and equipments have already been identified by the
DoT (see, Tourism Project Proposal for Funding - Karnataka tourism 2007-
2008. Actions “5a” and “5b”) and they are as follows:
- Kamalapur – water sports center
- Sanapur – water sports center
- Base camp at HPC
- Auxiliary camp at Sister stones
- Auxiliary camp at River bank
DESCRIPTION - Purchase of equipment (related to the base and auxiliary camps and water
sport centers)
Adventure, discovery and active tourism are mainly organized during the
Hampi Utsav, while there is a lot of potential for these tourism products to be
organized and supplied to local, regional, national and international tourists.
Especially the base and auxiliary camps are considered by all interviewed
stakeholders as a very important infrastructure to be developed in order to allow
tourists to visit many tourism attractions that actually are not very well
connected with the accommodation services located in the urban areas. In
addition, this infrastructure allow tourists stay longer in the project area and, at
the same time, it allows local stakeholders to diversify the present tourism
supply.
The main objective of the present activity is to provide infrastructures and

equipments to be used in order to develop new tourism products to be integrated
OBJECTIVES to the existing ones and to create the condition to stimulate the tourists to stay
longer in HWHA.
Taking into consideration that the locations of the basic infrastructure have
already been identified by the DoT, the main actions in order to implement the
present activity are as follows:
- Agreements with local key actors or communities in order to manage the
water sports centers and camps. As said in the Tourism Project Proposal for
Funding - Karnataka tourism 2007-2008. Actions “5a” and “5b” the
IMPLEMENTATIO
adventure water sports facilities will be managed by a local organization
N known as NOPASANA with an agreement by HWHAMA. While there is
the need to find a key-player for the management of the camp facilities. It
could be a local organization or a whole community.
- Development of the facilities and related equipment as detailed in the
project proposal elaborated by the DoT.
PROJECT HWHAMA
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IMPLEMENTER
SUPERVISOR DoT
DURATION 12 months starting from the first year of the project.
As estimated by the DoT, total cost for the present activity is RPs 56.390.000.
COSTS OF THE
for more details, please see Tourism Project Proposal for Funding - Karnataka
PROJECT tourism 2007-2008. Actions “5a” and “5b”.
In the medium-long term, new base and auxiliary camps should have to be
NOTE developed even in the Anagundi area and in the northern part of HWHA.
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PROGRAMME 18.1: ORGANIZATION OF A “SUSTAINABLE TOURISM

DEVELOPMENT ROUND TABLE”
HWHAMA MEDIUM TERM (2nd - 3rd year of Plan
implementation)
The present activity has to be considered complementary to the Annual Forum

and consists in the organization of dedicated working technical meetings
(round-tables) with local or national potential investors interested to invest in
the area. the purpose of these round-tables is to provide all information about
legislation, financial opportunities, etc. to the potential investors. It is a kind of
technical assistance provided HWHAMA to all stakeholders in order to
stimulate those typologies of investments in HWHA that are in line with both
the present preservation policy adopted by the Government and the present
Sustainable Tourism Development Strategy.
In order to make HWHAMA able to assist the potential investors, the round-
DESCRIPTION table should have to be organized each two months. A group of experts should
have to be selected by HWHAMA in order to provide technical assistance to
the beneficiaries. And the requested expertise should be as follows: i) tourism
legislation in the project area; ii) preservation rules; iii) urban and landscape
planning, etc. the meetings should have to be attended both by the investors
and all local governments.
Finally, the beneficiaries are identified through the Annual Forum and the
Local Consultative Committees. And they could be investors at local, state or
national level.
The main objective is to stimulate an investments process in HWHA in the

OBJECTIVES respect of local development policies and strategies.
The activities to be implemented are as follows:
- Identification of the potential investors: the investors will be identified

during the implementation of the Annual Forum and its follow-up activity
(see activity 5.1 for more details). In addition, other potential investors,
especially at local level, could be identified during the Local Consultative
Committees and other working meetings organized in HWHA.
- Organization of an investor data-base: it will be important to create a
special data-base including all information about the potential investors
IMPLEMENTATION and their propjet ideas and requests. In this way, it will be easier to assist
them facilitating the investments.
- Development of an “investment guide”: it is a practical tool to be
delivered during the Annual Forum or the round-table and has the purpose
to inform potential investors about the present legislation related to urban
development in HWHA, sustainable tourism development strategy of
HWHA (including sustainable protocols, etc.) , financial opportunities for
investors, etc..
- Organization of the meetings: the round table should have to be organized
each three or four months in order to facilitate the investments. The
99
purpose of these meetings is finalize the project ideas in a concrete

projects to be implemented. These meetings could be organized directly at
the HWHAMA offices in Hospet or Kamalapura.
In the short term, the Program Implementation Team could be the

PROJECT implementer of the present activity, but in the long term it should have to be a
IMPLEMENTER specific duty of the HWHAMA.
DoT, in collaboration with ASI

SUPERVISOR
It is a medium term activity to be implemented starting from the 2nd – 3rd
DURATION year of Action Plan implementation.
COSTS OF THE Costs are limited because mainly referred to the preparation of the “investors
PROJECT data-base” and the “investment guide”. It is estimated a total Rs. 300.000,00
NOTE --
PROJECT 19.1: DEVELOPMENT OF SUSTAINABLE TOURISM PROTOCOLS

HWHAMA MEDIUM TERM (2nd 3rd year of Plan implementation)
The present activity consists in the final review and approval version by local
stakeholders of the three different sustainable tourism protocols identified in
the Sustainable Tourism Development Strategy. The three protocols are as
follows:
• Ethic protocol for the Government
• Socio-Economic Development Protocol
• Environmental Preservation Protocol
These protocols will be based on a voluntary adhesion of the tourist
DESCRIPTION stakeholders. However, in order to stimulate local stakeholders to participate
to the present Sustainable Tourism Development Strategy, only those
stakeholders that will accept the protocols will be able to apply for the
different opportunities offered by the present Action Plan (especially referring
to the grants, training and technical assistance activities).
For more details, please see “Third Report - Sustainable Tourism

Development Strategy”.
The main objective of this action is to spread the positive impacts of tourism
OBJECTIVES development to the local population, especially in terms of additional incomes,
new job opportunities, and preservation on local cultural heritage.
The implementation of the protocols passes through the followings phases:
• Definition and approval of the protocols: a draft version of the protocols
has been proposed by the Consultant in the Third Report of the present
technical assistance. This draft version should have to be discussed for
final approval (or integration) with all local stakeholders to the local
stakeholders and population through the Consultative Committees. The
IMPLEMENTATION discussion among all participants will allow HWHAMA to identify the
final and accepted version of the protocols.
• Operating of the protocols: the protocols will be adopted by all
beneficiaries of the present tourism development strategy. In particular,
the acceptation of the protocols by local stakeholders will be a “conditio
sine qua non” to access to the activities and programs included in the
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Action Plan of HWHA Tourism Strategy. For instance, the tourist

enterprises will be included into the tourism circuits only if they adopt
sustainable tourism protocols. Each stakeholders should have to sign a
declaration in order to accept the protocol. Finally, a control system
should have to be organized by HWHAMA in order to monitor if
stakeholders are respecting the protocols.
PROJECT
HWHAMA
IMPLEMENTER
SUPERVISOR DoT
Discussion and signature of the protocols should have to be done during the
DURATION second year of Action Plan implementation.
The costs of the present activity are only related to the monitor activities to be
COSTS OF THE implemented by HWHAMA. It could be estimated in 90 working/man days
PROJECT per year for a total amount of Rs 120.000,00 per year. (Rs 360.000,00 per
three year of implementation).
NOTE --
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PROJECT 19.2: DIVERSIFICATION OF TRADITIONAL SECTORS

INTEGRATING CULTURAL AND TOURISM ACTIVITIES
HWHAMA MEDIUM-LONG TERM (3rd – 5th year of Plan
implementation)
Based on the Background Study the majority of tourist entrepreneurs come

from other sector such as agriculture and commerce. This is a phenomenon
that can completely change the traditional economy of HWHA in the medium
term, putting in danger local traditions. In order to avoid this negative impact
that tourism sector can generate, it is important to develop new (or addition)
income opportunities to the main economic activity (agriculture). In order
word, through the present program, the DoT and HWHAMA will be able to
assist local farmers in HWHA to have additional income generated by tourism
sector, without the need to change their traditional sector (moving from
agriculture to tourism business).
This program takes advantage by the tourism products and circuits identified
DESCRIPTION in the Sustainable Tourism Development Strategy for HWHA. In particular,
the tourism products will allow local stakeholders to develop cultural and
natural circuits and packages where tourists will be in direct contact with local
farmers. These last ones will be able to sell products and tourism services to
visitors and tourists.
The additional incomes could be generated through the following activities

provided by the farmers:
- Room-let
- Restaurant service
- Cooking courses of traditional dishes
- Sales of typical handicraft and gastronomic products.
The main objective is to create additional incomes to local farmers using the
new opportunities generated by tourism development.
OBJECTIVES IMPORTANT: as these are additional income, it is suppose that the main
activity will remain agriculture.
For the implementation of the present program, the following activities are
needed:
- Awareness campaign: this activity has the aim to make aware local farmers
about the present assistance program and the new opportunities in term of
additional incomes that tourism can generate. Through this awareness
campaign it will be possible to show to local farmers how it is possible to
IMPLEMENTATION do business with tourism sector continuing to be farmers.
- Special training: all farmers that will show their interest during the
awareness campaign will be trained in order to improve their skills and
competences related to provide tourism services. Depending by the specific
needs of local farmers, the training courses could include the following
topics:
o Quality process in the tourism services
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o Safety measure for tourists

o Customer satisfaction
o Local gastronomy
o Room-let management
o Commercialization techniques
o Administration and management of tourism services when they are
complementary services to the main activity of the entrepreneurs
- Technical assistance: all trained entrepreneurs will be assisted in order to
develop their business plan and to make easier their integration with tourism
sector. HWHAMA should provide this technical assistance through a
strategic partner specialized in education and training activities.
- Special micro-fund: a micro fund could be created in order to allow local
farmers to integrate tourism services to their traditional activity. This micro-
fund is considered particular important in order to stimulate the farmers to
participate to the program and, considering the present situation in HWHA,
it could be around Rs. 80.000,00 per farmers. Only farmers that have
participated to the training courses and developed a concrete business plan
of his project idea will be able to supply for the micro-fund. This micro-
fund could follows the same rules identified for the Technical Assistance
Funds already included in this Action Plan (see Activities 15.1, 15.2 and
20.1)
PROJECT
PIT and HWHAMA
IMPLEMENTER
DoT in collaboration of the Department of Agriculture of Karnataka’s
SUPERVISOR Government
DURATION Three years starting from the 3rd year of Action Plan implementation.
The total estimated cost for program implementation is Rs. 4.900.000,00.
- Awareness campaign Rs. 150.000,00

COSTS OF THE
- Training (100 farmers, estimated)Rs. 250.000,00
PROJECT - Technical Assistance: Rs. 1.500.000,00
- Micro-fund: Rs. 3.000.000,00
Departmaent of Agriculture of Karnataka’s Government could finance part of

NOTE the financial resources to be used for the present program.
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PROJECT 20.1: BRANDING STRATEGY – A NEW IMAGE FOR HWHA

DoT MEDIUM- TERM
The project consists in the conception and design of a new tourism logo for
HWHA. In particular, it will be a branding strategy approach which allows to
HWHA not only to be more visible at national and international level, but also
for regulating the minimum quality standards to be supplied by all tourism
services providers of HWHA (the new logo will be a sort of classification tool
to be used during the quality development process, see Activity 15.3).
Actually, there are many tourism brands created and used by tourism and
DESCRIPTION cultural stakeholders in HWHA, in addition to the institutional one. For the
success of the tourism marketing actions, there is the need to identify a new
brand which include a specific regulation about the minimum quality
standards to be applied by local stakeholders. The new logo could be a
revision of the existing institutional one, but in any case, it will be important
standardize the marketing actions of the project area with an individual
logo/brand.
• To create and promote a new cultural tourism image of HWA

OBJECTIVES • To stimulate a standardization of the quality of tourism services in
HWHA.
The activities to be implemented are as follows:
• Analysis of the present brands/logos used in HWHA by all private and
public stakeholders in order to verify both the opportunity to use one of
the already existing or to create a new one with the agreement of the main
stakeholders. Local Consultative Committees, Annual forum, and all other
working groups and communicative moments will be important means to
use in order to implement the present activity.
• Design of a new logo (brand) of HWHA: through a participatory approach
including all main tourism stakeholders for the project area, the new logo /
IMPLEMENTATION brand of HWHA will be identified and designed by a professional directly
contracted by HWHAMA. The identification of the new logo / brand for
HWHA should be done at least through the following steps: i) definition
of the new image of HWA; ii) design of 3-4 different options and their
brand declinations; iii) testing on the market of the identified brands.
• Identification of the regulations governing the use of the new logo / brand,
and integration of the logo to the minimal quality standards identified in
Activity 15.3 (Quality development). The logo will be used in order to
classify the quality provided by the tourism entrepreneurs working in
HWHA.
PROJECT HWHAMA will contract a local specialized firm in order to conceptualize and
IMPLEMENTER design the new logo and image of HWHA.
SUPERVISOR DoT
DURATION 8 months during the third year of Action Plan implementation.
COSTS OF THE The total cost for the identification and design of the new logo / brand is RPs
PROJECT 1.600.000,00.
In order to optimize the present marketing activities implemented by the State
NOTE go Karnataka and the Government of India, the new logo / brand will have to
be in line with their promotional and marketing policies and strategies.
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PROJECT 20.2: PROMOTION AND MARKETING ACTIVITIES

DoT MEDIUM-LONG TERM (3rd – 5th year of Plan
implementation)
The project consists in the organization and implementation of a set of

marketing activities able to promote and commercialize the cultural tourism
products and packages of HWHA towards selected tourism segments and
markets.
These marketing activities should be classified in two different categories as

follows:
a. Pull-type actions: they attract (‘pull’) the consumers towards the
productS and for this reason the actions are addressed to:
- ‘prescriptors’ and journalists: to improve the image, increase the
interest and spread the knowledge of the destination among the public;
- actual tourists: to stimulate re-buying and advice to other people about
the destination through “word to mouth” advertising;
- potential tourists: increase the knowledge, stimulate the attention
toward and facilitate purchase of the destination.
b. Push type actions: they ‘push’ the tourism products towards the
consumers through the following distribution channels:
- Direct channel, the tourist packages created at local level are directly
DESCRIPTION sold to the public (direct selling through paper advertising, websites,
etc.) without the involvement of intermediaries.
- Indirect channel, typically consisting of TOs, TAs, PCOs,
associations, etc. In this case, the marketing actions have to address a
public of tourism professionals and - through advertising, workshops,
exhibits, personal meetings, etc.- stimulate their interest for the local
tourism supply. The aim is ‘to force’ TOs to have the tourist
destination (and its relevant tourist packages) included in their
catalogues.
At the present, despite the efforts provided by the DoT and other local
stakeholders, there is not a promotion and commercialization of an organized
cultural tourism product portfolio based on an “umbrella approach”. With the
new Sustainable Tourism Development Strategy, there is the need to to
organize and implement a set of specific communication and
commercialization activities that will support the new image of HWHA as
Cultural Tourism Destination.
• To integrate and strengthen the present marketing activities of State and

National Government, promoting and commercializing the cultural
tourism portfolio of HWHA at national and international level.
OBJECTIVES
• To increase the interest of tourism stakeholders and tourists towards the
area as a cultural destination.
In general, there are several marketing actions that should be implemented by

the DoT and other tourism stakeholders to promote and commercialize the
IMPLEMENTATION tourism products (its packages and circuits) at national and international level.
So that, the Consultant has used the following prioritizing criteria for selecting
the specific marketing actions to be included in the present Sustainable
105
Tourism Development Strategy:

- marketing actions that stimulate additional tourism arrivals;
- marketing actions that allow local stakeholders to implement an
“umbrella strategy” for promoting and selling the whole HWHA as an
individual cultural tourism destination;
- marketing actions that develop the direct commercialization channel and
strengthen the indirect one (local and national tour operators)
The creation of an Internet portal and a new brand / logo for HWHA are two
very important tools to be developed, but they are not included in this group of
marketing actions because already included in project’s sheets 20.1
The marketing actions should be focused on the following topics:

A. Communication & Promotion (promotion actions towards
“prescriptors”, disclosure actions through articles in the press,
advertising, creation of support material, etc.)
B. Commercialization (improvement of the present selling channels, direct
marketing of tourist packages created by the local cultural tourism
enterprises, etc.)
A. Communication & Promotion

The communication and promotion actions aim at disseminating the
knowledge of HWHA as a prime cultural tourism destination at national and
international level. At the same time, the communication and promotion
actions would also increase the awareness of the cultural assets of the
destination in “not-cultural tourists” and local stakeholders.
The Communication and Promotion activities should include:
A.1 Publications
A.1.1 Cultural and Natural Heritage tourism catalogue of the area: It is

an important tool in order to promote and sell the area to cultural tourists,
cultural tourism professionals and the associations of cultural “passionate”
people. Besides this, various attractive and promotional leaflets / folders
related to the specific identified priority cultural tourism products should be
created. Obviously the issuing should be in the main international languages
(target markets) and by the creation of a 60-70 pages brochure including a
general introduction on the general cultural followed by a description of all the
specific tourism products with the information about:
• Cultural and natural heritage tourism attractions;
• history, tradition, food, etc.;
• maps and location of the cultural tourism assets;
• hotels, transports and cultural tourism services provided in the area.
• special offers, tourist packages offered by all local tourism entrepreneurs
(this part would also be inserted in a separate price-list, to be updated
every year).
Distribution: around 50.000 copies in different languages (English, French,
Spanish, Italian, Chinese).
A.1.2 Cultural Tourism Sales manual on CD-Rom / DVD: This is a

specific marketing tool addressed to national and international Tour Operators,
Travel Agencies and other Intermediaries (such as Associations) with the
purpose of providing a description of the tourism organization of the area. It
provides information about the cultural and natural heritage tourism offer of
the area, the cultural and natural tourism products and packages, the related
106
services, and the main characteristics of the local tourist stakeholders (hotels,
restaurants, tourist services, agro-tourism, B&B, etc.).
This Sales Manual should be printed on CD-Rom / DVD and distributed in
around 3.000 copies per year in at least 4 languages (English, French, Chinese
and Spanish) and also be downloadable from the website.
A.1.3 2D Maps and other digital tools: Realization of a fascinating graphic

map of the area in 2D (two dimensions) both in paper and digital version, that
visually makes pleasant and easy to understand the territory and the principal
cultural and natural attractions of the area. The advantage of maps in 2D is
that the perspective is rendered perceivable, being based on a non flat
reproduction of an area or city. In the middle term it could also be
hypothesized to pass to maps in 3D (three dimensions) and which permits to
carry out zooming of sites of particular interest for the tourists finding here
real webcams or photographic images of the site, monument or select
landscapes. In addition it will be important to crate digital maps, itineraries,
and e-book (guides) for smart-phones and palmares.
A.2 Advertising
This action intends to promote the cultural and natural heritage tourism
attractions of HWHA in selected markets using the mass-media, as follows:
A.2.1 Campaigns & Co-Marketing: The present promotion activities

implemented by Karnataka’s Government should be strengthened and
supported with an additional budget focused on HWHA cultural and natural
tourism products. In this case, it should be important to launch a advertisement
campaign on the radio and TV as well in specialized magazines (culture, etc.),
tourist guides (Lonely Planet, etc.), which can also successfully done in co-
marketing with other local stakeholders. Co-marketing is a successful model
already used by many tourist boards worldwide, and it is based on joint
actions with private companies of the car and aircraft industry, mobile phones,
soft drink producers, etc., in order to participate in their promotional
campaigns, buying for instance some seconds in TV spots of these companies,
offering prizes in contests, etc. In this way spending around 50% of the normal
price, a destination can participate and be visible with the tourism brand in
massive TV, radio and magazines campaigns, in the main foreign
geographical target markets.
A.2.2 Web Marketing & Web 2.0: Considering the importance of the web
portal in the present marketing strategy, the advertisement on the web has to
be considered inescapable. A comprehensive range of state-of-the-art web
marketing solutions should be adopted, starting from search engine marketing
in order to increase the website presence, perceiving the goal of a good
ranking of the cultural tourism section of HWHA tourism portal in the major
search engines (such as Google) and directories (e.g. Expedia) driving
qualified costumers, e.g. through optimizing of the keywords that customers
search for related to the many cultural tourism products that HWHA will
supply. Many other possibilities are offered by the web for innovative tourist
marketing, from search engine advertising to linkage exchange with online
partnerships. In this sense also the implementation of web 2.0 related tools and
services is fundamental. Meaning with Web 2.0 a number of new internet
based interactive services which have altered the usage of the Internet,
transforming users from passive readers to active interacting surfers through
the exchanging of photos, videos, music; the making of contacts and dates,
etc.. In this sense, it is suggested to create webpage in the most important
social network such as, for instance, Facebook or Twister. And to download
107
videos and images on the most popular video-sharing portals (e.g. Youtube,
etc.). For the implementation of the present activity there is the need to
develop specific videos, photos album, and podcast that can be easily
downloaded by Internet.
A.3 Public Relations & Press
A.3.1 Realization of a “press kit”: Creation of an electronic support (CD /

DVD, “press corner” on the website, etc.) with all information - history,
curiosities, locations, etc. - and photos about the main cultural and natural
tourism attractions of HWHA, to be distributed to / downloaded by journalists,
tourism professionals and other key players. This action intends to encourage
the publication in newspapers, guides and magazines of articles and reports
about HWHA, as well as to provide the TOs with reference materials to create
“HWHA pages” in their brochures.
A.3.2 Organization of Press-Tours: it consists in the organization of guided

tours for journalists that are invited for two or more days to stay in the tourism
destination. The purpose of the press-tours is to inform the media about local
tourism supply of HWHA and stimulate journalists to write articles to be
published in newspapers, magazines, specialized media, etc.. It is suggested to
organize at least one press tour a year starting from the third year of Action
Plan implementation. Around 15-20 national and international journalists
should have to be invited per event.
A.4 Photo database: due to the limited quality of photos used by local
stakeholders in their marketing activities, it is suggested to contract a
professional photographer in order to create a photo database of around 3.000
very high quality photos to be used for all promotional and marketing
activities of HWHA. This photo database should have to be made available,
under the acceptation of the DoT visibility policy (e.g. for each photo used by
private stakeholders it is compulsory to detail the source, etc.) o all local
stakeholders in order to facilitates their promotional and marketing activities.
B. Commercialisation
The main objective of this second group of actions would be the creation of a
direct link between the local tourism entrepreneurs and the selling channels
(Tour Operators, Travel Agencies, Associations, etc.).
B.1 Organization of educational tours and participation to tourism

fairs, workshops and road-shows (buying and selling events): The
workshops usually are excellent opportunities for the commercialization of
tourist destinations and products, because they create direct links between
tourist sellers and buyers.
The “educational” is a guided visits to the cultural tourism and natural
attractions of HWHA addressed to selected cultural tourism specialized TOs,
TAs, PCOs, Associations, etc.. The specific aim is to stimulate the cultural
tourism professionals and prescriptors (such as the associations) in having the
cultural tourism offer of HWHA included in their future destination lists. The
“roadshows” are marketing tools similar to the educationals and workshops,
with the difference that all the activities are organized in the target markets
(local tourism stakeholders go to selected markets in order to meet with TOs
and other intermediaries that could be interested to “sell” HWHA as tourism
destination). The Culture and Tourism District should pursue these types of
actions and at the same time should participate to similar initiatives organized
by third parties (National Tourism Board, etc.). Considering HWHA, it is
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suggested to participate / organize the following events:

- At least participation to the international tourism fairs organized in India,
Germany, UK, Italy, Spain, France, China, Hong Kong and USA.
- Organization of at least one workshop, one educational, and one roadshow
per year starting from the third year of Action Plan implementation.
Considering the high costs for the organization of roadshows, it is
suggested to implement these kind of events only in the main cities of
India (Bangalore, New Delhi, Mumbai, Hyderabad, etc.). The roadshow
could be implemented, for instance, through the organization of a show /
event in the most important institutional or popular places of these cities.
B.2 Creation of a mini-stand: there is the need to create a mini-stand to

be used by local stakeholders during the participation to the national and
international fairs. In particular, it is suggested to develop a mini-stand that
can be easily integrated in the present Tourism Stand used by the Government
of India in the international tourism fairs.
B.3 Creation of a Database of Cultural Tourism Professionals and

Associations: A database of the main National, European and other
International cultural tourism professionals and Associations should be
created in order to have a mailing list to be used for efficient marketing
through direct mailing of HWHA. This database should contain at least the
details of 2-3.000 national and international stakeholders.
Finally, additional actions to the listed above and addressed to national and
international stakeholders should be as follows:
C. Seminars, meetings, workshops, focus groups

The participation of a representative of HWHA” to seminars, meetings,
workshops, focus groups, etc. organized at national and international level (for
instance, participation to UNESCO’s workshops organized in selected
countries) is instrumental to increase knowledge and attention of selected
markets and stakeholders towards HWHA. In addition, the participation to
these events could be very useful in order to identify and develop strategic
partnerships with other tourism destinations
D. Newsletters
Realization and distribution of newsletters addressed to all local, national and
international stakeholders that should be interested to HWHA.
This tool would contain technical information regarding the progress of
HWHA, specific activities of the area, trends in cultural tourism in the
national and international markets, results of the actions undertaken, new
programs to be realized, etc.. An electronic copy should be delivered by e-mail
to the mailing list included in the data-base of professionals.
PROJECT Based on the specific requests of the activities listed above, specialized firms
IMPLEMENTER and/or individual consultants will be contracted by HWHAMA.
SUPERVISOR DoT
The preparation of all these activities could start from the third year of Action
Plan implementation, when tourism products and packages will be already
DURATION organized and market-ready. While their implementation (e.g. tourism fairs,
workshops, educational and roadshows, etc.) will be done during the last two
years of Action Plan implementation.
COSTS OF THE The total costs for these promotion and commercialization activities is Rs.
PROJECT 44.606.400 as detailed below.
NOTE --
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Sub-total costs (Rs.)

COSTS Qt Rs. per unit
1° year 2° year
PROMOTION
Publications
Cultural tourism catalogue of the area 20.000 240,00 4.800.000,00 -
Cultural Tourism Sales manual on CD-Rom /
3.000 120,00 360.000,00 360.000,00
DVD
2D Maps and other digital tools forfait 2.000.000,00 2.000.000,00 -
Advertisement
Campaigns & Co-Marketing forfait 9.600.000,00 9.600.000,00 9.600.000,00
Web Marketing & Web 2.0 forfait 1.200.000,00 1.200.000,00 1.200.000,00
Public Relationas and Press
Realization of a “press kit” forfait 720.000,00 240.000,00
720.000,00
Organization of a press-tour 40 48.000,00 960.000,00 960.000,00
Photo database
3.000 photo database forfait 1.000.0000 1.000.0000 -
COMMERCIALIZATION
Educational tours, workshops and road-shows 6 480.000,00 1.440.000,00 1.440.000,00
Participation to national and international tourism
9 720.000,00 3.600.000,00 2.880.000,00
fairs
Creation of a mini-stand for tourism fairs 1 960.000,00 960.000,00 -
Database of Cultural Tourism Professionals and
1 480.000,00 480.000,00 -
Associations
STRENGHTENING ACTIVITIES
Seminars, meetings, workshops, focus groups 6 96.000,00 288.000,00 288.000,00
Newsletters 24 9.600,00 115.200,00 115.200,00
TOTAL 27.523.200,00 17.083.200,00
GRAND TOTAL Rs. 44.606.400,00
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PROJECT 20.3: E-COMMERCE AND SUSTAINABLE CULTURAL TOURISM

DEVELOPMENT PLATFORM
HWHAMA LONG TERM (5th year of Action Plan implementation)
The project consists in the conception, design, development, implementation

and launching of a E-Commerce and Cultural Tourism Sustainable
Development Platform of the Cultural Tourism District.
The internet platform will be created not only for promoting and
commercializing HWHA (e-commerce), but also for stimulating a sustainable
tourism development. Based on the above identified purposes the Internet
Platform will be organized for stimulating its participants (local cultural and
tourism stakeholders) in exchanging information and collaboration (best
practices) in order to use the Platform as a concrete benchmarking tool. In
particular, the Platform will be based on the following three typologies of
inter-exchanges:
- BtoB: in this case, the Platform will allow all tourism and culture
stakeholders involved in the platform to organize collaborations among
participants in order to identify and communicate best-practices
developed by some participants to the other participants;
- BtoC: it is the classical using of the E-commerce Platform structures for
selling tourism packages, promoting the tourism supply of all participants
to the market and providing information to the tourists;
- CtoC: it is the new era of internet (web2.0) and it is based on the
information exchanging among the consumers. This last typology of inter-
exchanges will be useful in order to identify information to be used by the
DESCRIPTION Platform (and its participants) to understand the characteristics of the
present tourism segments interested to spend an holiday in HWHA or
other tourism destinations in Karnataka or other neighboring States
eventually included in the Platform.
Actually there is not a similar internet platform in HWHA. Local stakeholders

have developed various typologies of internet web-site, but they are essentially
used for commercializing tourism packages of individual operators. In
addition, there is a web-site of HWHA but it is mainly structured in order to
provide information to tourists about events, festivals, etc..
This project has been considered strategic for tourism development in HWHA
because, based on the interviews conducted by the Consultant with local
tourism stakeholders, there is the need to strengthen the promotion and
commercialization of the area, especially through internet based tools, and to
stimulate collaboration between tourism services providers. Based on this
necessity, the E-Commerce and Cultural Tourism Sustainable Development
Platform should be used not only for promoting and selling tourism products
and services, but also for acting a long term collaboration among all local
stakeholders.
Finally, the E-Commerce activity will concretely contribute to sell tourism
111
packages at national and international level, attracting new tourism and visitor
flows to HWHA.
- To increase tourism flows to the project area

- To stimulate collaboration and partnerships among local cultural and
tourism stakeholders in order to organize and selling cultural tourism
packages
- To strengthen local tour operators in organizing tourism products and
packages, allowing them to be more competitive in the national and
OBJECTIVES international markets.
The beneficiaries of this project will be essentially the following:

- All local cultural and tourism stakeholders
- National and international tourists
A partnership with a strategic partner (specialized in e-commerce platform) is

considered very important in order to structure, launch and manage the e-
commerce platform. The strategic partner could be identified during the
different communication moments included in this Action Plan (e.g. Annual
Forum, educational trips, etc.)
In order to develop de platform, the strategic partner should have to implement

the following activities:
a. Diagnostic study and identification of opportunities: during this phase

it will be carried out a detailed analysis of the involved cultural and
tourism stakeholders of the project area, outlining the opportunities,
challenges, and risks and potential for the Platform. The diagnostic has a
double aim: i) to identify the real technical possibilities of local
stakeholders to be involved in the Platform; ii) to define the real
necessities of each involved stakeholder (by category) in order to
organize the services of the E-Commerce Platform. The diagnostic should
have to include the following information:
o analysis of the internet equipment in order to verify the technological
infrastructure of each participant (availability of hardware and
IMPLEMENTATION software used by all stakeholders involved in the project) and their
connection to the Internet network;
o analysis of the real ability of the participants in using internet
technologies;
o general analysis of the e-commerce systems used in the project area
involved in the project, including tourism demand and supply trends;
o analysis about the potentialities to use the e-commerce platform for the
intermediary channels of the tourism commercialization;
o detailed analysis of the specific requests of all participants in order to
identify the additional web services to be included in the e-commerce
platform (ej. all instruments related to BtoB, BtoC and CtoC such as e-
learning, tourism flow database, on-line booking, etc.).
b. Structure of the Platform: Based on the output of the diagnostic study,

the Internet Platform will be structured, including not only the
promotional and commercialization sections (web-pages) but also all
services that should be provided to the participants, local communities
and tourists, the requested software and hardware and the institutional
organization of the E-commerce Platform
c. Launching, up-grading and maintenance: finally, the Platform will be
112
launched on the web. During this phase it is supposed to sign all

necessary contract for using the Platform on the Web.
The strategic partner identified and contracted by the Project Implementation

PROJECT
Team in collaboration with the HWHAMA.
IMPLEMENTER
DoT
SUPERVISOR
Around 10 months for the creation of the Platform.
DURATION
The estimated cost for the design, organization, implementation and running
COSTS OF THE of the e-commerce and Cultural Tourism Sustainable Development Platform is
PROJECT Rs. 12.000.000,00
The e-commerce platform is a critical tool to be developed in order to allow

local stakeholder to directly sell on the market the cultural tourism packages.
Due to the present situation in HWHA, it is considered a long term activity (5
years), however in order to promote and commercialize the tourism packages
that will be structures this Action Plan, it is recommended to active
collaboration with some of the most important e-commerce platforms already
NOTE operating at international level (e.g. Expedia, etc.), since the end of the 2nd
year of Action Plan implementation (when the tourism products and packages
will be market ready). These partners could be identified during the Annual
Forum, educational trips, participation to international fairs, etc.. In this way,
it is supposed that local stakeholders will made aware about the e-commerce
procedures, and so their involvement in the HWHA e-commerce platform will
be easier.
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PROGRAMME 21.1: PARKING NODE IDENTIFICATION

To promote a pedestrian friendly environment in core area and facilitate

DESCRIPTION
intermodal coordination, parking nodes must be identified.
Parking node identification and development profiles generation with
OBJECTIVES
feasibility audit
• Feasibility audit for development of identified parking nodes around the
periphery of the core area.
IMPLEMENTATION
• Development of parking structure designs (Surface parking / Onstreet)
with assessment of parking demand in HWHA

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION 3 months
COST OF THE
Rs 10 lakhs
PROJECT
114
PROJECT 21.2: SUSTAINABLE INTEGRATION OF THE PARKING NODES

HWHAMA HIGH
The identification of parking nodes, especially within the core area, will
deeply influence tourists movements and as a consequence requires to
analyse the site connectivity, the relation between the nodes and the site
interpretation, their impacts in terms of landscape, environment, the
DESCRIPTION
integration of visitor facilities, etc. The different parking nodes shall be
considered as a whole system as they are interacting each other.
To ensure the sustainable integration of all kind of nodes, it is recommended
to assess the proposals with multi-disciplinary criteria.
The assessment process will help to ensure to:
- Consider local communities,
- Integrate the parking nodes within their environment,
- Forecast long-term needs,
OBJECTIVES
- Anticipate tourism movements,
- Articulate the nodes with site interpretation,
- Preserve heritage features,
- Use local materials.
While designing parking nodes, the definition of criteria will help the
stakeholders to consider:
- The living heritage site,
- All modes of transport,
- Tourism movements within the core,
- Tourism amenities,
- Site interpretation,
- Ancient linkages
IMPLEMENTATION - Articulation between the different nodes.
Below are presented some recommendations to ensure a sustainable

integration of parking nodes. All these recommendations could be applied to
nodes developed within the core, buffer and peripheral area.
The following issues and recommendations have been illustrated with the
current proposals of parking nodes developed within the core zone. It is
important to note that some recommendations may be outdated regarding the
advancement of the design conducted by the architects team.
IMPLEMENTER HWHAMA
SUPERVISOR OR
PARTNER ASI, LSGs
STAKEHOLDERS
The assessment of the nodes proposed in the HWHA shall start as soon as
DURATION possible. It shall then be applied to all new projects in medium and long
terms.
115
Issues Recommendations
All policy defined to regulate transport within the core zone shall
consider the living population.
⇒ If private vehicles flows are restricted beyond the parking nodes,
measures shall be envisaged to allow local population to move
freely within the site. As a living cultural landscape, it implies that
Living Heritage Site while the preservation of the Outstanding Universal Value,
heritage conservation and preservation and tourism aspects guide
the management of the site, the development needs of local
population assumes special significance. If local needs are not
addressed, especially in terms of transport, it will create conflicts
between local population and tourists.
The location of the nodes should follow a logical process to anticipate
tourism movements.
⇒ It should consider where tourists will arrive, where they will stop,
what mode of transport they will use, what will be the order of
their visit tour. The proposal needs to ensure the tourist movement
within the site remains as close to the ancient circulation pattern.
Thus ensuring that the numerous monuments are explored in the
right hierarchy of their creation.
The parking nodes shall not only consider the connectivity between
the monuments but also between monuments and accommodation,
and other attractions.
⇒ For instance, 80% of tourists who are staying in the core zone are
accommodated in Hampi Bazaar or Virupapuragadda Island5. The
modes and ways of transportation shall be forecasted to ensure
tourists will be allowed to go to their accommodation without
difficulties.
Tourists should be aware of the parking nodes and the flows

Tourism movement regulations
⇒ For instance, the Kamalapuram node is located in the road towards
Hampi. If tourists are not aware that they should stop and buy a
ticket, they could cross Kamalapur and go to Vittala Temple
without buying ticket and collecting the information. The private
vehicles that will take the existing route towards Hampi that has
been ear marked as the Eco-bus route, have to be curtailed from
reaching the Hampi bazaar in this appropriate order.
The realisation of parking nodes shall be articulated with other

tourism measures.
⇒ As proposed, the Kamalapuram node will also host a visitor centre.
It is supposed to become the main arrival / departure centre to
access the site where tourists will be supplied with all basic
amenities, including Ticketing counters, Information kiosks,
Toilets, Restaurants, medical facilities,etc. It means the
construction of this node is deeply related to the implementation of
a ticketing policy (where the thoroughfare will be controlled, how
it will be shared between the stakeholders, implementation of
measures for living population to ensure they will move freely
116
within the site,etc.)

The nodes shall address the issues of all modes of transport and
clarify their status.
⇒ As mentioned in the survey carried by the transport expert, 25% of
the tourists are using auto-rickshaws as a mean of transport
between the place of stay and tourist attractions. The proposed
parking nodes address the issues of parking for cars, buses and
two-wheelers. However, no parking places have been identified for
All modes of the auto-rickshaws. If dedicated parking places are not identified
Transport for auto-rickshaws, they will stop within monuments precincts.
The identification of auto-stand, at least in the main nodes, could
be relevant. It should also help to define circuits at a reasonable
price.
⇒ It should be clearly expressed whether autorickshaws are
considered as private vehicles, and thus shall stop at the node, or
whether they are allowed to take for instance the Vittala bazaar and
reach the temple.
The location of parking nodes shall be deeply related to the site

interpretation and the visit hierarchy:
⇒ Tourists will look for parking places which are close to
monuments. The manner and the order they will access and stop to
the parking nodes will influence their visit. If they begin by
Kamalapuram node (where they will have to buy ticket), they may
begin the visit by the royal precinct. However, from an historical
point of view, it may be better for a visitor to begin the visit by
Hampi or Vittala precinct and then finish by the most elaborated
precinct, i.e. the royal one.
The issue of parking close to the Royal Area has to be addressed.

⇒ The location of the node in Kamalapur will constitute a temporary
stop as the node is not directly connected to any monuments. The
Site Interpretation Royal Precinct is too far from Kamalapuram node to be reached by
and Ancient walk. If private vehicles are not allowed within royal precinct, eco-
Linkages bus bay should be distinctly designed to drop tourists and pick
them up. Tourists should be made aware of these measures.
Otherwise, it means tourists will stop there and either take an other
mode of transport (eco-buses, rented bike, autoricksaws…) or
continue the visit with their own vehicle.
The parking nodes shall ensure to not damage the historical and
visual linkages.
⇒ The proposal at no point addresses the ancient linkages, between
the various monuments. The proposed nodes need to be checked
whether they physically or visually hinder any such ancient
linkage. These linkages might be visually missing in today’s
scenario, due to the recent growth of settlements or recently
developed road networks. The proposed nodes can try and reinstate
these linkages visually and physically
⇒ As an example, the location of the dining area in Gejjala Mantapa
117
is supposed to improve tourism experience (because they can have

visual access to Vittala Temple and the Mantapa). However, the
location of such a dining area will detract the historical visual
connection between Vittala temple, its bazaar and the mantapa.
Even if no permanent structure is built, a dining area will require
tables, benches, place to wash hands, bins…and all of them may
compromise the site integrity. Moreover, the watershed shall not
been interrupt by structure (even though not permanent).
The parking nodes shall forecast the long-term needs of the tourists.
⇒ If tourism amenities are not required on a short-term, they may
however be necessary in a medium or long-term. For instance, any
Tourism Amenities visitor facilities have been planned in the node at Gejjala Mantapa.
It would be important to anticipate the needs for amenities such as
toilets, water to ensure they will not be built later and as a
consequence not integrated within the initial design.
The needs of senior citizens and physically challenges tourists shall be
Senior Citizens and considered
Physically ⇒ The node may cover too much an area to be stopped at the
Challenged proposed node and explored by walk. Electronic cars or eco buses
Tourists are compulsory requirements, to help senior citizens and physically
challenged tourists to explore the various monuments.
Architectural and landscape designs shall respect the native style of
the area
⇒ Architectural design of the buildings is preferred to comply with
the native style of Hampi.
Building Forms and ⇒ Water management recommendations: If the proposal has a lot of
Materials / area under paving for the parking bays, effective surface water
Landscaping management needs to be planned out
⇒ Planting recommendations: Existing trees at the proposed site have
to be protected / transplanted.
⇒ The restoration of the site of the Krishna Node in its initial stage
should follow landscape principles that respect the site integrity.
118
PROGRAMME 21.3: VEHICLE TRACKING SYSTEM


DESCRIPTION
Development of GIS / GPRS based vehicle tracking system to ensure
OBJECTIVES
safety and security to the road users
• Safety , security and operational fencing
• Coordination of activity monitoring system

IMPLEMENTATION
• Accident and risk analyser monitoring system
• Landuse impact monitoring system

PROJECT
IMPLEMENTER
fencing of HWHA.
SUPERVISOR HWHAMA
DURATION One year
COST OF THE
Rs 20 lakhs
PROJECT
119

SCENARIO 4
120
PROJECT 22.1: TECHNICAL ASSISTANCE FUND FOR PROMOTING

CULTURAL INDUSTRY DEVELOPMENT
HWHAMA MEDIUM-LONG TERM (3rd – 5th year of Plan
implementation)
The present Fund has been conceived in order to facilitate the development of
the cultural industry in HWHA. Many cultural festival and events are
organized in HWHA during the year and many artists participate to these
events. However, actually there is not a direct link between these events and
the cultural industry production. CDs, videos, gadgets, and all other typical
productions of the cultural industry could represent for HWHA not only a way
to promote the area and preserve local cultural heritage, but also it represents a
concrete mean in order to develop local economy.
The present Technical Assistance Fund will allow local stakeholders both to
DESCRIPTION improve skills and competences of local artists and to develop specific
products that can be commercialized to tourists and visitors in HWHA as well
as to the general market.
The beneficiaries of the present technical assistance fund will be mainly local
cultural associations representing local artists.
below.
The main objective of the present Technical Assistance Fund is to develop

cultural industry in order to preserve local cultural heritage and create new job
OBJECTIVES opportunities and economic development.

- Awareness campaign: this action aims to make aware all local cultural
associations, individual artists and interested stakeholders about the
purposes of the present Fund and to allow them to organize themselves in
order to apply to the Fund.
order to select the project proposal submitted by the beneficiaries of the
IMPLEMENTATIO Fund. It should have to be composed by at least 3 people, including
N representatives of the HWHAMA, PIT and cultural industry experts. The
selection committee members will dedicate at least 20 days a year in order
to select the project ideas submitted by the beneficiaries.
- Implementation of the TAF: a bidding process will be activated twice a year
starting from the third year of the Action Plan implementation.
below.

IMPLEMENTER
SUPERVISOR DoT
121
n. 2 years starting from the third year of implementation of the Action Plan.
DURATION

COSTS OF THE
- Administrative costs: RPs … 240.000,00 (RPs 120.000 per year)
people)
--
NOTE
DoT, in representation of Karnataka’s Government, supports the development of cultural industry

production in HWHA financing local cultural entities for performing cultural activities and producing
products to be marketed.
The development of the cultural industry will be stimulated through a Technical Assistance Fund for
Cultural Activities (Matching Grant) addressed to the cultural entities already existing in HWHA
Art. 1: DoT organizes a Technical Assistance Fund for a total amount of Rs. 9.000.000 addressed to the
cultural entities of HWHA.
Art. 2: Taking into account the present situation of the project area, the characteristics of the cultural
entities considered by the Fund are as follows:
• Applicants have to be local entities (legal persons) with at least 2 years of experience in the project
area
• It has to be a NO-PROFIT cultural entity
Art. 3: The Technical Assistance Fund will finance cultural activities implemented by local cultural
entities; such as dance, music, film festivals, theatre productions, exhibitions, workshops, etc. and the
related cultural industry products. Mainly on inter-cultural dialogue in order to stimulate social integration
through culture activities.
Art. 4: the Technical Assistance Fund for cultural activities will finance projects in individual or combined
form.

e) to develop cultural industry production;
f) to stimulate dialogue and exchange between cultures;
g) to promote the development of the present cultural supply;
h) to promote the development of new artists;
i) to straighten the present tourism supply with a group of planned cultural events
Art. 6: The cultural themes to be financed by the Fund will be as follows:
122
− music and dance;

− theatre and performing arts;
− road artists;
− audiovisual;
− exhibitions and workshops
ART. 7: The following types of action are ineligible:

− action concerned the organization of cultural events or activities with the purpose to develop cultural
industry products;
− actions concerned only or mainly with individual sponsorships for participation in workshops,
seminars, conferences, congresses;
− one-off conferences. Conferences can only be funded if they form part of a wider range of activities to
be implemented in the life-time of the project. For these purposes, preparatory activities for a
conference and the publication of the proceedings of the conference do not, in themselves, constitute
such “wider activities”.
Art. 8: Considering the intervention themes established in Art. 7, the eligible expenses of the Technical
Assistance Fund for Cultural Activities are as follows:
− conception, design and creation of the cultural industry products
− training activities
− rent and/or creation of costumes and other
− rent of spaces for the implementation of the cultural action/event
− the cost of staff assigned to the action, corresponding to actual salaries plus social security charges and
other remuneration-related costs; salaries and costs must not exceed those normally borne by the
Beneficiary or his partners, as the case may be, unless it is justified by showing that it is essential to
carry out the action;
− travel and subsistence costs for staff and other persons taking part in the action (these costs cannot
exceed the 15% of total amount of the project)
− purchase or rental costs for equipment and supplies (new or used) specifically for the purposes of the
Action, and costs of services, provided they correspond to market rates;
− the cost of consumables;
− subcontracting expenditure;
− costs arising directly from the requirements of the contract (dissemination of information, evaluation
specific to the action, audit, translation, printing, insurance, etc.) including financial service costs (in
particular the cost of transfers and financial guarantees).
− Eligible indirect costs (overheads)
− a lump sum not exceeding 7% of the total amount of eligible costs of the Action may be claimed as
indirect costs to cover the administrative overheads incurred by the Beneficiary for the Action.
ART: 9: Contributions in-kind

Any contributions in kind made by the Beneficiary or the Beneficiary’s partners or any other source, which
must be listed in the project proposal, do not represent actual expenditure and are not eligible costs. They
may not be treated as co-financing by the Beneficiary. The cost of staff assigned to the Action is not a
contribution in kind and may be considered as co-financing in the Budget for the Action when paid by the
Beneficiary or his partners.
However, the Beneficiary must undertake to make such contributions as stated on the application form if
the grant is awarded.
ART. 10: Ineligible costs

The following costs are not eligible:
a) Debts and provisions for losses or debts;
b) Interest owed;
c) Items already financed in another framework;
123
d) Purchases of land or buildings, except where necessary for the direct implementation of the action, in
which case ownership must be transferred to the final beneficiaries and/or local partners, at the latest at
the end of the action;
e) Currency exchange losses;
f) Taxes, including VAT, unless the Beneficiary (or the Beneficiary’s partners) cannot reclaim them and
the applicable regulations do not forbid coverage of taxes;
g) Credits to third parties (micro-credit and revolving funds for instance).
order to promote and stimulate local cultural stakeholders in implementing cultural events.
Art. 12: All expenses realized by the cultural NO-PROFIT beneficiary before the signature of the contract
with the DoT are not reimbursable by the Technical Assistance Fund for Cultural Activities.
Art. 13: The Technical Assistance Fund will finance projects presented by all local culture entities, located
in HWHA, which have the criteria listed in Art. 2 of the present regulation.
Art. 14: Cultural entities that present projects will have to respect the objectives listed in Art. 5 of the
present regulation.
Art. 15: Considering the characteristics of the cultural sector, the beneficiaries will be all stakeholders
included in the production chain of the cultural industry that have their permanent location in HWHA..
Beneficiaries from other areas of Hospet and Bellari districts are allowed only if the cultural activities will
be implemented in HWHA. In Particular, they should be as follows:
− Individual artists and cultural groups (music, dances, etc.)
− Cultural associations, NGO, and other no-profit organizations
Art. 16: The Technical Assistance Fund can be used for a maximum total amount of Rs. 4.500.000 per
year.
Art. 17: The total amount of the contribution for each proposal (cultural action/event) cannot exceed Rs.
500.000 or 85% of the total amount of each proposal.
Art. 18: The contribution provided by the DoT to the selected applicants will be as a grant.
Art. 19: The DoT can implement promotional programs in order to promote the financed cultural actions /
events for a total maximum amount of Rs. 500.000 per year. This amount will be reduced by the total
amount of the Fund.
Art. 21: the DoT manages the Technical Assistance Fund on behalf of Karnataka Governament’s
Government.
Art. 22: the DoT will choose an internal person of HWHAMA for the administration of the Technical
Assistance Fund and to coordinate the work of the Technical Committee.
Chapter 7: Technical Committee
124
Art. 23: The DoT will organize a Technical Committee, composed by a minimum of three and a maximum
of five experts of grateful reputation in cultural sector and representing the cultural themes listed in Art. 6.
The Technical Committee will be composed by internal and/or external people to the DoT.
Art. 24: The Technical Committee will organize a bidding competition every six months and among the 30
days it will select the worth projects.
Art. 25: The beneficiaries can present projects in any moment, but the Technical Committee will analyze
the proposals every six months. At the beginning of every year, the DoT will have to indicate the two dates
related to the selection of proposals.
examined proposals.
Art. 27: The selected projects should be may not be shorter than 5 months nor exceed 12 months.
Art. 28: Each applicant has to send to the Technical Committee its project proposal for implementing the
cultural event / action and produce the cultural industry products. The project proposal has to include, at
least the following information:
− general information about the applicant detailing its experience (in case of network, it is necessary to
provide information about all participants to the project);
Art. 29: Each cultural entity has to:

− elect a responsible for the project;
− start the activities for developing the cultural event / action among 30 following days to the signature of
the contract;
− collaborate with DoT and HWHAMA in order to provide all documentation related to the good
administration and management of the financed project;
− provide a final report to DoT and HWAMA with a detailed explanation of all activities carried out
during the implementation of the project and the results of the action /event.
Art. 30: all applicants is not able to:

− obtain a financing participating to more than one proposal;
− if an applicant presents its application contemporarily participating to different project proposals, all its
applications will be excluded by the selection process.
− quality and creativity of the project idea;
− concrete possibility to market the cultural industry products;
− experience of the applicant/s;
− economic and financial capacity of the applicant/s.
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PROJECT 23.1: INFORMATION SYSTEM FOR CULTURAL HERITAGE

DoT SHORT TERM (1st year of Plan implementation)
The present activity consists in the creation of a detailed data-base including

all information about the natural and cultural attractions of HWHA. It is
normally a very important information tools to be used by all local public and
private stakeholders. For instance, the these information can be used by public
sector for developing street signals, information panels at the attractions, etc.;
and they can also be used by private sector in order to develop tourism
packages and circuits, or promote and commercialize HWHA.
The present information in the area is very poor. And panels and signals to
arrive to the different sites are limited too.
The data base should contain the following information:

1. Information about the site/element
a. Name of the element
b. Localization (geo reference)
c. Age
d. Ticket cost (if any)
e. List of services (audio guides, guided tours, none, etc.)
2. Information about the actual situation of the site/element
a. State of conservation
b. Investment needed for protection
c. Investment needed for rehabilitation
3. Information about the cultural interpretation
DESCRIPTION a. A short description of the site/element
b. A medium description of the site/element
c. An in depth description of the site/element
d. Photographs, video, audio about the site/element
e. Annexes (study and research, comments, critics, etc.)
4. Information about the tourism and cultural infrastructures
a. Localization of the main services (restaurant, bar, shops,
bookshops, etc.)
b. Localization of the hotels, guest houses, etc.
c. Localization of the other supply (bank, change, etc.)
d. Localization of the other cultural services (museum, cinema,
theatre, libraries, concert hall, conference hall, etc.)
5. Information about the area
a. How to arrive
b. Public transportation
c. Private transport services
d. Car, bicycle, motor rent
e. Main events
All the information collected are useful to produce:

• A guide for the tourist;
• A guide for the entrepreneurs
• An internet web site
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• Audio guides
• Training programs for guided tours
• Information panels
• Brochures
The main objectives related with this project are:

• To give all the information for the management, communication and
information of the area
• To give a coherent information with different media
• To organize information for local stakeholders in order to produce
internet web site, guides, audio guides, panels, etc.
• To empower the ‘brand identity’ of the HWHMA
• To optimize the information for the interpretation of the territory
• To give a concrete tool for the management of all the aspect of
preservation, rehabilitation, promotion of the area
• To enhance the value of the heritage and its comprehension
• To communicate the importance of the archaeological site to local
community and tourists
OBJECTIVES • To give a correct interpretation of the cultural assets of the area
• To re-enforce the local community identity
• To raise consciousness about the importance of cultural heritage
protection and conservation
• To provide visitors with a wide cultural experience
The expected results are:

• Re-enforcement of consciousness of local heritage for the local
community and visitors
• Communication of a correct view the entire archaeological site
Finally, the beneficiaries of the present action are all local public and private
stakeholders, local communities, visitors and tourists.
The project should be implemented following the steps:

1. Selection of specialized enterprise in order to develop the data base;
2. Development of a recompilation format for the cataloguing of the
cultural heritage;
IMPLEMENTATIO
3. Organization of the information following the recompilation format;
N 4. Data-entry of the data base with all collected information;
5. Distribution of the data-base to all stakeholders interested to tourism
development in HWHA
The project should be implemented by a specialized enterprise contracted by

PROJECT
HWHAMA and should endeavor to build upon the existing database at IIC of
IMPLEMENTER HWHAMA.
SUPERVISOR Joint Conservation Program Committee
DURATION One year
The project costs are:
• Technological infrastructure (mapping & inventories) Rs. 1500000
COSTS OF THE
• Cataloguer Rs. 1200000
PROJECT • Implementation of the information in the data base Rs. 500000
• Dissemination Rs. 300000
NOTE --
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PROJECT 23.2: EMPOWERMENT OF SITE MUSEUM

DoT SHORT TERM (1st - 2nd year of Plan implementation)
The project consists in the restyling of the actual site museum with cultural
services and other supply. The site museum is now an old-fashioned museum
with limited information tools and visitor-oriented services (such as guided
tours, bookshop, catering services, etc.).
The project will give a more comfortable visit experience to visitors and can
be a source of funding for the cultural activities and for employment in
cultural sector.
The services may be divided in three sections:
1. Cultural services
a. Audio guides of the museum
b. Guided tours of the museum
c. Didactic activities for children and scholarship
d. Laboratories
e. Event and temporary exhibitions (photographs, documents or
thematic exhibitions, etc.)
2. General services for visitors
a. Bar
b. Restaurant
c. Bookshop
d. Ticket service
e. Info-point for tourists and visitors
f. Souvenir shop
DESCRIPTION g. Craft and handmade goods shop
h. Baby sitting service
3. Services for specialized visitors and professionals (e.g. archeologist)
a. Archive
b. Media library
c. Specialized library of Hampi
d. Photographic archive
For the first two points listed above may be implemented in one-two years.
The most important criteria to choose which services should be activated first
is related to the presence of skilled professionals who can provide the services
with a good level of quality. Tourists, especially cultural ones, are often
exigent and they demand quality rather than quantity of services.
It would be particularly important to use the information of the data base for
the development of cultural services, such as audio guides, panels and other
communication tools. Also for the guided tours it is important to select skilled
and well prepared professionals.
As for the second group of services listed above, it is important to find the
local entrepreneurs that can ensure the higher level of quality.
As for the third group of services, it is important to invest in the professionals
involved in the museum and the museum employers.
The objectives of the project are:

OBJECTIVES • to communicate in a better way the heritage of Hampi
• to involve community in the process of enhancement of the cultural
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heritage
• to promote a correct interpretation of the Hampi heritage and the
landscape
• to earn from the services and to develop the local economy
• to rise employment through cultural activities and professionals
The expected results are:
• Empowerment of local identity
• Empowerment of employment
The beneficiaries are:
Local community, local entrepreneurs, visitors, professionals
In order to provide these new services, the museum should have to be

reorganized including the following activities:
- Development of cultural facilities: it is related to the existing spaces in order

to organize event and temporary exhibitions, laboratories for special targets
(such as, students, etc); training rooms for didactic activities.
- Development of information tools: using the information of the data-base
(see project’s sheet 22.1), it is very important to digital tools that could be
used by tourists during their visit at the museum (e.g. audio guides, videos,
digital maps, etc.)
- Training for tourist guides: based on the new tourism product portfolio, it
should be very important to train the present and new tourist guides to be
employed by the museum. The tourist guides could be selected from the
IMPLEMENTATION group of guides trained with Activity 4.3 of the present Action Plan.
- Development of facilities for general services. This activity aims to build /
organize the physical spaces to be rent to private investors interested to set-
up the bar, restaurant, bookshops, etc. services. These services can be
organized in-site the museum or out-site, close to the museum (depending
on the space availability). This activity includes also the identification and
definition of the agreements with local private investors in order to provide
the services of bar, restaurant, bookshop, etc.
- Development of facilities for specialized segments: it consists in the
organization of physical spaces in-site the museum in order to provide
specialized services related to archive, media library, specialized library for
Hampi and photographic archive. This spaces should have to be managed
directly by the museum.
PROJECT
HWHAMA, individual consultant contracted by DoT, Museum Director
IMPLEMENTER
SUPERVISOR Director of Museum, ASI
DURATION One year
COSTS OF THE "Cost will be jointly ascertained by the DoT & ASI based on the Initial Project
PROJECT report prepared by the identified Consultants"
The investment in museum should be one of the most important investments
in the area; the DoT should consider the hypothesis of rebuilding a modern
NOTE structure in which the actual museum could be transferred. In this case it
should be important to program a more complex project.
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PROJECT 23.3: INTERPRETATION CENTRE AND INTERPRETATION POINTS

DoT Short Term
The development of an interpretation center should be considered as one of

the most important investments in order to stimulate tourism participation and
to have a strong impact on visitors. The Interpretation Center should have to
be conceived as a tool for a better understanding and interpretation of the area,
thanks to the use of virtual means and reconstruction; since it will also
function as ticket office, it is meant to be the starting point of the whole visit.
The idea to make the interpretation centre as the main entrance to/exit from
the area should be well balanced by the presence of other entrance/exit points,
smaller compared to the main one (information points), in order to let visitors
be free of choosing their own paths during the visit. Quite obviously,
information provided within the interpretation centre must be coherent with
those provided all around the area through different means.
DESCRIPTION The information centre and the information points should be multifunctional
spaces and should offer:
1. Ticket service (hotel and restaurant booking, sales of ticket for the
archaeological site, tour, excursions, audio guides rent, etc. )
2. Information desk (touristic services, touristic information, video
totem, etc.)
3. Shopping (Crafts and hand made shop, bar, restaurant, car, motor and
bicycle rent, etc.)
4. Other services (wireless internet connections, bank cash, phone centre,
etc.)
Some of the services listed above are typically public services, i.e. information
desk, while others (such as bars, restaurants, shops, etc.) are private services
that can be supplied by private sector entrepreneurs.
The main objectives of the interpretation centre are:

1. to give a coherent interpretation of the area
2. to became a starting point for the visitors
3. to integrate information services and general services for tourists
OBJECTIVES 4. to give a wider idea of the importance and significance of Hampi
Cultural Heritage and traditions
5. to be a challenge for the development of local economy through
tourism development
The development of the Interpretation Centre and Information Points can be

done following three different approaches:
1. Concession of the use of land: The DoT will offer the use of land to
private investors and private sector can built the interpretation centre and
IMPLEMENTATION information points and manage them;
2. Public investments-private management: The DoT could rehabilitate an
old building and rent the spaces to local or national entrepreneurs that will
manage the Interpretation Centre and the Information Points;
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3. Project financing: The DoT could start a process of project financing in

which involves the private sector from the beginning and manage it in
public-private cooperation.
All these activity could be implemented through special funds made available
by the DoT (for more info, please see project’s sheet: “Promoting mixed
public/private investments”).
All these three approaches listed above have different positive and negative
points to be discussed:
• In the first case, the government should do a market analysis to ensure that
the private sector is able to develop, whit private sources, all the services
that the information centre needs. The risk of this approach is that the
spaces of the Interpretation Centre could mainly be development for
supplying business activities (pro-business approach) and not to supply
more public services (pro-tourists / visitors approach, oriented to the
tourist information and assistance)
• The second approach can limit the investment cost for the private sector
and can ensure the respect of a public approach in the building technique
and harmonization of the constructive methods but it does not ensure the
correct use of the different spaces and the private management may be
market oriented. This can be a problem for the visitors that probably have
to pay for all the services (info, wireless, etc.) and in this way it could be a
constrain for the tourists’ participation.
• Finally, the “project financing” system involve local entrepreneurs and

firms in the decisional framework and in the realization of the project.
This way can ensure a correct balance from public and private sector and a
correct management of the services as a whole.
PROJECT HWHAMA
IMPLEMENTER
DoT
SUPERVISOR
On year for the conception, design and construction of the Interpretation
DURATION Center and Information Points.
It is not possible to define total investment costs of this action because they
COSTS OF THE
will depend by the implementation approach adopted by the DoT.
PROJECT
The Interpretation Centre could be developed in the Tourism Hub planned by
the DoT.
Finally, the Interpretation Centre (IC) could be part of a wider project of urban
NOTE rehabilitation or an international price for architects that can give ideas on the
development of the project or of the urban role of the IC.
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PROJECT 23.4: ORGANIZATION OF WORKSHOPS DEDICATED TO CULTURAL

HERITAGE
HWHAMA HIGH Short Term
The current concentration of tourism activities in the core zone leads to negative
impacts such as unregulated development, stress on environmental resources,
internal migration (farmers or villagers who want to move to tourism related
activities move to these areas), irregular tourism benefits between these villages and
the remaining Hampi World Heritage Site. To reduce the pressures on these
villages, it is necessary to expand tourism influence and its benefits through the
whole area.
In accordance with the carrying capacity, all new development of tourism

activities/facilities shall therefore ensure minimal impact on heritage and
environment while improving livelihood benefits.
DESCRIPTION
With this background, the implementation of new tourism activities has to be
driven by guiding principles that address negative impacts: relations between
the tourism activity and its surrounding settlement, site connectivity, impacts in
terms of landscape and environment, closeness with heritage features, availability of
infrastructure, potential involvement of local population are some issues that have to
be analysed before identifying the future location of tourism activities.
The organisation of a multi-disciplinary workshop shall help share a methodological

process to drive tourism development in the area. It provides an opportunity to
define a methodology in order to assess the appropriateness of a site before
locating new tourism activities.
This workshop shall be considered as a participatory process that aims at:

Raising awareness of stakeholders on the impacts that may be generated by
tourism,
OBJECTIVES Defining and sharing principles which must drive tourism development,
Increasing the cross-sectoral approach,
Limiting environmental impacts while ensuring livelihood benefits.
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It is proposed to organise the workshop with the following steps:

Before the workshop:
- Background research with an identification of issues faced in the area,
- Identification of stakeholders to be invited during the workshop
(institutional stakeholders, experts, private sectors, etc).
During the workshop:
- Field observation,
- Cases studies,
- Open discussion
After the workshop:
IMPLEMENTATION - At the end of the workshop, a sustainable methodology should be
defined and shared by all the stakeholders,
- This methodology should then be published and given to all the
stakeholders involved in the area.
Below to the project sheet, some guiding principles are presented. They are
articulated with some issues faced in the area and how these issues can lead to
negative impacts if not managed in a sustainable manner.
These issues should be considered as demonstrative and need to be fully appropriate

and handled by the HWHAMA and all the stakeholders involved in the area.
PROJECT HWHAMA
IMPLEMENTER
All the stakeholders who are likely to implement tourism project in the area shall be
invited to participate and assist to the workshop. They could be :
ASI,
DAM
Department of Tourism,
BENEFICIARIES
District of Bellary and Koppal,
LSG’s,
Representative of Private sector,
Civil Society,
etc
The implementation of this action is divided into three times :

Before the workshop, the time required is two months to invite stakeholders,
identify the issues, define guiding principles and organise the workshop.
The workshop should be organised on one day in order to have a maximum
participation.
DURATION After the workshop, the time required is one month in order to assess
feedbacks given by stakeholders, to finalise the methodology and to publish it.
The time between the organisation of the workshop and the realisation of the
methodology should not be too long
133
134
PROJECT: 23.5 INTERPRETATION GUIDE FOR RESTORATION

DoT, ASI SHORT TERM (1st year of Plan implementation)
The fragile structure of Hampi heritage and landscape can be a strong

constraint for a sustainable policy of development of the area.
To avoid this problem, a proper approach adopted in many UNESCO World
Heritage Areas in the world is to develop research and studies that can provide
guidelines for correct interventions in the field of restoration, protection and
construction of new buildings.
HWHA is a unique area that contains a huge variety of buildings. These

represent many different architectural styles and building materials from
HWHA pats to the present day. In particular, the present scenario shows that
the urban situation is quite crucial and the local population is not aware of the
importance of protection and restoration of buildings. Many times restorations
are made with materials and architectural styles different from the local
traditional one.
The present activity consists in the creation of at least the following guides:
• Historic building guide, which covers the following topics:

o External walls
DESCRIPTION o Woodwork, doors and windows
o Down pipes, gutters and other rain water goods
o Tailing, balconies and other ironwork
o Common stairs
For each topic, the guide will cover preparation, the types of paints that should
be used, application advice and recommendations on suitable colors.
• Public space guide, which covers the following topics:

o gardens
o streets
o squares
o etc.
For each topic, the guide will cover preparation, materials to be used,
application advice and recommendations on suitable styles, etc.
In the same way, it is necessary to implement a correct development strategy

for new buildings and services related regulations as per the Master Plan and
the Joint Conservation Program.
The main objectives of the project are:
• To give guidance to owners, property managers and other professionals
who are concerned with the external decoration and maintenance of
OBJECTIVES property within the WHS.
• To harmonize the different approaches of intervention in the building of
the villages in the area
The implementation of the activity is as follows:

• Recollection of the information: based on the available studies about the
IMPLEMENTATION
local architectural styles and materials, there is the need to organize all
this information in order to select the most important information to be
135
included in the guides.

• Design and printing of the guides: the guides should have to easy to read
and very practical. Similar guides developed in other WHSs are normally
composed by no more than 10 pages (15x10 cm).
• Distribution and awareness campaign: the guides should have to be
distributed to all local stakeholders during all activities related to
educational events (training courses, awareness campaigns) and to the
participants to the Local Consultative Committee.
The present guides are normally not compulsories for buildings owners,
however in HWHA they could become compulsories for all beneficiaries of
the Activities included in the Action Plan (e.g. technical funds, quality
development, etc.).
PROJECT A specialized firm contracted by HWHAMA
IMPLEMENTER
DoT, ASI
SUPERVISOR
Six months for the conceptions, design and printing of the guides (during the
first year of implementation of the Action Plan)
DURATION Total duration of the Action Plan for the distribution and awareness of local
stakeholders.
The estimated cost for the present activity is Rs 1.400.000,00 as detailed

below:
COSTS OF THE • Recollection of the information: Rs 320.000,00

PROJECT • Design and printing of the guides (5.000 copies):Rs 1.000.000,00
• Distribution and awareness campaign: Rs 80.000,00
TOTAL COST Rs. 1.400.000,00
NOTE ---
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PROJECT 23.6: PRODUCTION OF INTERPRETATION TOOLS

DoT, ASI SHORT TERM (1st - 2nd year of Plan implementation)
The production of the information tools is an important step to better

communicate the importance of the heritage and to provide visitors with an
effective cultural service.
Actually there are very limited information tools developed at local level,
while the most popular communication tools used by tourists are book-guides
of India (routard, etc.).
The implementation of the data base (see activity 22.1) will be a very
important source for all the information requested by many different
typologies of information tools that could be used at HWHA. In particular, it
should be important to develop the following information tools:
1. Audio guides to be used by tourists overall HWHA. Special cultural
circuits can be organized where the tourists has the opportunity to hear
directly from the audio-guide the information about the attractions.
2. Development of video-totem to be used in the main tourism attraction with
the details about the tourism attractions. This action includes also the
realization of the videos.
3. General information panels:
a. In order to provide all the area with maps and paths in order to
communicate to visitors the main attraction;
4. Cultural information panels should be organized in different ways:
a. Short ones: this kind of panel may contain the short description of the
cultural site/element and should be one or two lines long; They should
DESCRIPTION be numbered for the use of audio guides;
b. Medium ones: this kind of panel may give a wider description of the
cultural site/element and a linkage with other media (audio guides,
rfeed, etc.) and the other site in the HWHA
c. In depth ones: this kind of panel should offer all the important
information about the site and the rest of the interpretation of the
HWHA including maps of the site itself and linkage with other similar
sites in the HWHA.
5. The official internet web site: the web site that will be structured for
promoting and commercializing HWHA has to be also used as
interpretation tools by local stakeholders. For this reason, it will be
important to include a special section where visitors and tourists can
download videos, audios, podcasts, etc. related toHWHA, its traditions,
attractions and significance.
6. Radio Frequency Identification (RFID): this is a new technology
consisting in a micro-chip in which are stored all the information and that
is activated by a radio signal like Bluetooth or other media. This tool may
be very important both to communicate a modern approach to the
communication of cultural heritage and to reach young people and
professionals who make an extensive use of new technologies. An
example was the custom-designed temporary research application,
"eXspot," at the Exploratorium, a science museum in San Francisco,
California. A visitor entering the museum received an RF Tag that could
be carried as a card. The eXspot system enabled the visitor to receive
137
information about specific exhibits. Aside from the exhibit information,

the visitor could take photographs of themselves at the exhibit. It was also
intended to allow the visitor to take data for later analysis. The collected
information could be retrieved at home from a "personalized" website
keyed to the RFID tag.
The main objective of the project is a better communication of the value of the
heritage. This project can also provide information tools for visitors who live
abroad.
The expected results are a coherent communication of the cultural value of the
OBJECTIVES history of Hampi and, in general, a better comprehension of the Hampi World
Heritage Area.
The beneficiaries are:

Local community, local entrepreneurs, visitors, scholarships
The project is a natural deliverable of the database. The most important

activities are related with the communication strategy of the entire HWHA.
The following steps are important for a correct communication strategy:
1. Selection of a specialized graphic enterprise or professional that can
harmonize all the tools with the same graphic line (logo, lay-out, etc.)
2. Production of the contents (related to the implementation of the data
IMPLEMENTATION base)
3. Print of all the brochure, and panels
4. Dissemination of the information tools following the marketing
strategy (see sheet n. ---)
PROJECT
HWHAMA
IMPLEMENTER
SUPERVISOR DoT, ASI
DURATION One year
COSTS OF THE "Cost will be jointly ascertained by the DoT, HWHAMA & ASI based on the
PROJECT Initial Project report prepared by the identified Consultants"
NOTE ---
138
PROJECT 23.7: REORGANIZATION AND OPTIMIZATION OF THE INTERPRETATION

STUDIES AND RESEARCHES ALREADY AVAILABLE
DoT, ASI, DAM, Kannada MEDIUM TERM (1st year of Plan implementation)
University & HWHAMA
An absence of holistic consolidation of the last 20 years of documentation & past

interventions by ASI, DAM, Kannada University & HWHAMA leading to
difficulties for undertaking the Interpretation tools. The present activity consists
in the creation of linkages among the documentation of the past interventions,
current implementations and material research of both Tangible & Intangible
Heritage. Reorganization & optimization of information is absolutely required in
DESCRIPTION order to scientifically interpret the site & also to preserve the Outstanding
Universal Value of the HWHA. The various researches and studies carried out
since the last twenty years have to be focused into an action research in order to
lead to informed decision-making for developing Interpretation Tools. This shall
also benefit the Joint Conservation Program.
The main objectives related with this project are:

• To consolidate the previous interpretation studies & researches
• To organize information for interpretation of Tangible & Intangible
Heritage.
• To give a coherent view of the link between Authenticity, Integrity &
Interpretation of the HWHA.
OBJECTIVES The expected results are:

• Integrating the existing interpretation studies, researches of the Tangible
& Intangible heritage.
• Informed decision-making in creating apt interpretation tools without
threatening the OUV of HWHA.
• Developing holistic understanding of the site as a Cultural Landscape &
help in the future re-nomination process.
The project should be implemented following the steps:

6. Preparation of specific Bibliography of the various information such as
ASI Excavation & Conservation Reports, Vijayanagara Architectural
Inventory, Vijayanagara Metropolitan Region Study etc., (list of reports
currently under preparation) following the recompilation objectives;
7. Focused & thematic compilations linking the existing studies of myths,
legends, artifacts, deities, gods, folk rituals, rural festivals, annual fairs
etc
IMPLEMENTATION 8. Organizing a series of workshops & scholars conclave specialized in
interpretation studies for developing visitor experiences in aspects such
as rituals, customs, cuisines, historic building systems, traditional
farming practices etc (see activity 22.4)
9. Lead the above short & medium term priorities into a long-term
development of research programs in aspects of Cultural Landscape,
Scared Geography etc.
PROJECT
Kannada University
IMPLEMENTER
139
SUPERVISOR Joint Conservation Program Committee

DURATION Two – Three Years
"Costs will be jointly ascertained by the DoT, Kannada University, HWHAMA,
COSTS OF THE
DAM & ASI based on the Initial Project report prepared by the identified
PROJECT scholars "
NOTE --
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PROJECT 23.8: WATER SYSTEM NETWORK THROUGH THE IMPLEMENTATION OF

VARIOUS PROJECT
HWHAMA MEDIUM
As the site is mostly fragmented, tourists are not aware of the qualities and ingenuity
of the water network developed during the Vijayanagara Period. They are exposed
to individual water system components without understanding the relationship
between the different elements and the complexity of the whole network, especially
in a context where links between water features are crucial.
While it is clear that an average visitor cannot be expected to understand the

complex relations and mechanisms guiding the water systems, the intention should
DESCRIPTION be to allow a basic interpretation, exposure and appreciation of the system.
Furthermore, vegetation, unregulated development or agricultural plantations are

developed without considering the water system and thus obstruct water channels
and bodies, many of which are neither protected nor restored.
The introduction of water management network within site interpretation

process requires a recognition of the inter-relation between nature and culture,
so as to revive, restore or clear water channels and bodies.
The objective is to restore some water bodies and give the opportunity to the tourists
to experience and understand the significance of the water system. It is indeed
important to ensure the history and significance of water systems are interpreted as
OBJECTIVES one of the central cultural features of the area.
All the individual projects undertaken by the various stakeholders should be
developed towards the same goal in order to maximize the significance of the water
management system and all its component.
The creation of water system network and its introduction within interpretation
process requires to :
develop a knowledge on the historical water components and the way they were
articulated with building, temples, agricultural fields,
identify projects which are likely to embody the significance of the water
system management,
IMPLEMENTATION articulate all of them into an overall interpretation process.
Following are proposed some projects6 which could participate to the enhancement
of the water system network. The following list was developed purely from the
tourism perspective. It is not meant to be an exhaustive site interpretation of
the HWHS. Such a study should be further undertaken to address all the issues
related to site interpretation of the overall complex.
IMPLEMENTER Detailed below
141
Main Estimated Estimated
Project Location Description Illustration
Stakeholders Cost Duration
Revival of To revive the historical water body
Anegundi HWHAMA ….. …..
Singarakunte of Anegundi
The Kamalapur Lake which was
built during the Vijayanagara period
presents a great opportunity to
Kamalapur Lake South of articulate the significance of the
HWHAMA ….. …..
Bund Kamalapur water body with the tourism
experience. A path could also be
developed with educating panels
along it.
The Interpretation of the Royal
Restoration of the
Enclosure has to be further analysed
water channel
to respect the integrity of the site.
originating from Royal
ASI The restoration of the water channel 18 Lakh 2 months
the rear side of Enclosure
is one of the measures that should be
Pattana Yellama
articulated with new movement
temple
patterns.
Queens Bath is the first ruined
structure seen when entering into the
Royal Center. Outside around the
Treatment of building is a big water channel
Queens
Water Channel ASI encircling it. The Channel shall be 10 Lakh 3 months
Bath
Ruins treated and fully integrated in the
interpretation of the precinct to
allow tourists to fully understand the
functioning of the Queens Bath
The remains of the water channel
works drawing from Kamalapur
Integration of the
Chandra- Tank to the Queens Bath and Royal
water channel
sekhara ASI Enclosure are seen clearly in the rear 48 lakh 6 months
works with
Temple side of the temple which are to be
movement pattern
integrated with a comprehensive
movement pattern
142
Estimated Estimated
Project Location Implementer Description Illustration
cost duration
Pattabhirama Temple is notable for its
size and completeness and is as large
as the more popular Vittala Temple.
The temple was connected with its
pushkrani located on the South. An
irrigation canal is also surrounding
the temple precinct. To fully enhance
Interpretation and Patta- the water system connected to the
restoration of the bhirama temple, it is proposed to remove and 64 Lakh
ASI 8 months
whole water Temple clear the private coconut farm as well
system (PT) as the wild vegetation in order to re-
establish the visual and physical
linkage between the temple and the
tank. The presence of wells inside the
temple, the coconut farm, close to the
pushkrani and the domed Gate has to
be studied a system of water bodies in
unison
The Bhojana Shala, with the water
channel continues into the Coconut
plantation nearby. The Coconut
plantation area has to be cleared and
studied for the extension of the
Bhojana shala and the water channel.
The monument which was a
Linkage between South of
permanent Dining area for Soldiers of
Royal Enclosure Royal ASI 8 Lakh 2 months
the Army then, who lived in the
and Bhojana Shala Enclosure
Chieftains Quarters nearby towards its
North, has Plates and containers
engraved in stone slabs, which are set
on either of a water channel which
was believed to have been flowing
non stop, during time of usage of this
space.
143
Estimated Estimated
Project Location Implementer Description Illustration
rate duration
The secondary water canal which
goes from the river to the tank
represents also an extraordinary
interpretation tool to explain how the
Revival of the Krishna 3 months
ASI whole network was conceived to 30 Lakh
water system Complex
work. The revival of the water system
in and around the Krishna complex
should be envisaged as a whole
network.
Several ancient pathways in and
around the Matanga hills are of still
unknown which can however value
the water system. The first one links
Restoration of
Matanga the Virupaksha Temple and the 4 months
Ancient ASI, HWHAMA 16 Lakh
hill area Achutaraya Temple situated along the
pathways
bank of the Tunga Bhadra River in
the core Hampi area. The second one
leads to the Noblemen’s quarter from
the Krishna Bazaar
As people were dependent upon the
management of rainwater, the system
of diverting water to the tanks was
Revival of the based on careful analysis of the
Vittala
water network topography and the terrain. The
Temple ASI 38 Lakh 5 months
surrounding revival of the drainage system as well
Precinct
Vittala Temple as the detention ponds surrounding
Vittala could help tourists to
understand sustainable water system
developed in the 14th century
144
Timetable of the Action Plan
145
146
TRAFFIC AND TRANSPORTATION
MODULES
FOR
4. Traffic and Transportation modules with Technology interface architectures
Cost estimates on different heads proposed as a part of IMP on HWHAMA, HAMPI
Findings of the study for implementation and responses to the points discussed in meetings
Index:
1. Road Development plans:
Output is taken from the GIS based analysis on the study area. Engineering surveys
are conducted, material characterization, surface condition and structural condition
surveys are conducted. Developed geometrically sustainable, traffic sensitive, access,
connectivity and mobility patronages for local, regional, state level and for national
traffic to the Hampi which is kept as target. Treatment of higher traffic for circular,
radial, transitional /longitudinal roads is identified. Estimates are prepared, for core
area with pavement block pattern roads are advised as the structure can be
removed as and when required on the heritage roads, it can be useful for slow
moving or pedestrian walk ways. Estimated amount for all the configured as shown
in figure is placed in the following table.
Roads to be developed in and around the core area with in HWHAMA. With an
emphasis on core area roads for walkways or slow moving traffic.
Engineering and planning oriented based estimate
PRIORITY -1: ROADS SHOULD BE CONSTRUCTED WITH ALTERNATIVE MATERIALS. COST OF
THEM WILL BE :
SI.NO. NAME OF THE ROAD LENGTH OF COST

THE ROAD (Rs. Ps.)
(K.M)
01. Kamalapura – Lambadithanda 1.48 66,00,000.00
02. Virupapuragadda to Tungabadra river(Hampi) PW 1.40 68,00,000.00

road
03. Kamalapura - Hampi Kannada University 2.40 1,27,00,000.00
04. Prakashnagar to Virupaksha temple road 1.50 1,00,00,000.00
05. Kamalapura to Hampi temple road 3.50 2,27,00,000.00
06. Kamalapura to Kaddirampura 1.50 75,00,000.00
07. Kamalapura to Kaddirampura (part -II) 4.10 1,23,00,000.00
08. Kaddirampura to Dhanapur 2.80 1,23,50,000.00
09. Mallappantanda bridge to Kaddirampura road 3.10 1,47,00,000.00
10. Ramapuratanda to Anegundi 3.00 1,55,00,000.00
11. Benkapura to Mallappantanda road 0.90 50,00,000.00
12. Kamalapura to Nallapura between road 1.90 1,16,00,000.00
13. Chikkarampura to Kadebhagilu 3.30 5,80,00,000.00
14. Kaddirampura to Hampi Temple road 3.60 6,59,00,000.00

15. Hira Chitra to Thurtha canal 1.50 80,00,000.00
16. Kamalapur - Papinayakanhalli 4.17 4,18,00,000.00
17. Kamalapur – Devlapura 20.70 25,07,00,000.00
18. Vittla to Gajjela Mantapa 1.70 95,00,000.00
19. Krishna Temple Bypass Road 3.00 1,66,00,000.00
20. Road around Royal Enclosure 2.50 1,39,00,000.00
21. Hospet to Galemmamagudi 4.52 4,88,00,000.00
22. Venkatapura to Bukkasagara 5.62 6,05,00,000.00
23. Kamalapura bund to Galemma gudi 3.54 1,85,00,000.00
24. Kamalapura bund to Venkatapura 6.96 3,60,00,000.00
25. Mallappantanda bridge to Kaddirampura road 3.10 1,47,00,000.00
Total Cost of Core Area Roads : Rs. 78,06,50,000.00/-

PRIORITY-2: Roads should be constructed as they are part of inner and outer ring roads. Cost
of construction should be :
SI.NO. NAME OF THE ROAD LENGTH OF THE COST

ROAD (K.M) (Rs. Ps.)
1. Gallimma Temple to Dhanapura (CR 18) 5.157 7,23,50,000.90
2. Kampli to Morarjidesai School (CR3 part-2) 8.77 9,43,50,000.00
3. Malpantanda to Kondanayakalli (CR22) 1.177 1,60,50,000.00
4. Chikkarampura to Near Kadebhagala (CR11) 4.167 6,59,00,000.00
5. Devalapura to Kampli CR3(Part 1) 15.00 16,05,00,000.00
6. Nallapura to Devalapura (CR 3 part-3) 10.00 12,08,00,000.00
7. Kadebhagala to Koramma camp (CR12) 2.55 3,35,00,000.00
8. P.K.halli to Nallapura (CR 2) 9.02 12,88,50,000.00
9. Kondanayakanahalli to P.K.halli (CR1) 5.925 8,82,40,000.00
10. Venkatapura to Sitaramtanda (CR 15) 4.006 6,03,00,000.00
11. Morarjidesai school to Tungabhadra River (CR4) 1.00 1,53,00,000.00

12. Sanapura toTungabadra River (CR 9) 0.50 56,50,000.00
13. Sanapura to Chikkarampura (CR 10) 5.64 6,06,50,000.00
14. Dhanapur to Tungabadra River (CR19) 1.73 2,65,90,000.00
15. Rangapura to Sanapura (CR 8) 3.38 5,16,00,000.00
16. Kannad University to Gallimmagudi (CR17) 5.80 8,84,80,000.00
17. Tungabadra river to Venkatapura (CR 14) 7.20 10,99,00,000.00
18. Rampura to Rangapura (CR 7) 4.66 7,11,00,000.00
19. Tungabadra river to near Dhanpura (CR 20) 1.30 1,98,50,000.00
20. Karamma camp to Tungabadra River (CR13) 1.28 1,96,00,000.00
21. Sitaramtanda to Kannad University (CR 16) 5.74 8,76,20,000.00
22. Kalligatta to Malpantanda (CR21) 5.67 7,96,00,000.00
Total Cost of Inner and Outer ring Roads : Rs. 147,67,80,001/-

PRIORITY-3: Radial roads should be constructed to improve overall connectivity of HWHAMA
SI.NO. NAME OF THE ROAD LENGTH OF COST
THE ROAD (Rs. Ps.)
(K.M)
1. Hospet to Galemmanagudi (RR1 and RR2) 4.52 4,88,00,000.00
2. Rangapura to Chikkarampura (RR9) 3.93 4,92,00,000.00
3. Mallapura to Rampura (RR8) 3.894 5.93,90,000.00
4. Sanapura to Koramma camp (RR6) 3.26 3,50,50,000.00
5. Dasanahalli to Mallapura (RR 7) 6.23 9,51,00,000.00
6. P.K.halli to Kannada University (RR3) 4.33 4,23,00,000.00
7. Sanapura to NH 13 (RR10) 15.02 17,53,00,000.00
8. Tungabhadra river to Kalagatta(RR 11) 4.76 7,26,20,000.00
9. Kalagatta to Dhanapura (RR12) 1.68 2,56,50,000.00

10. Malapanagudithanda to Nagenahalli Bridge( RR 1.69 2,58,00,000.00
14)
11. Kannada University to Kamalapura (RR15) 4.12 4,68,50,000.00
12. Venkatapura to Anegundi (RR 17) 4.451 5,31,00,000.00
13. Rampura to Kadebhagilu (RR 18) 2.22 2,67,00,000.00
14. Dhanapura to Malapanagudithanda (RR13) 2.99 3,75,70,000.00
15. Sitaramatanda to Kamalapura (RR 16) 3.32 3,85,50,000.00
16. Morarjidesai school to Venkatapura (RR5) 5.62 6,05,00,000.00
17. Nallapura to Sitaram tanda (RR4) 6.23 7,58,00,000.00
Total Cost of Radial Roads : Rs. 90,88,90,000/-
2. Junctions to be improved
Amount required is Rs 12.5 Crores for 25 junctions enlisted.
3. Total length of the road audited with safety parameters – 215.742kms
Total cost for improving safety will be = 215.742Kms* Rs 20,000/- per km

= Rs 4,31,4,840/-
4. Technology interface As a part of IMP of HWHAMA
 RFID based tracking of the vehicles at in and out of predefined parking locations
beyond the boundary of Core area . This technology can also be used to track on
number trips made by Boat based transportation near Anegundi [ which is the need
based issue to track on contractor operations of ferry based transportation]
Proposed around 50 readers and 1000 tags = 30lakhs
 Help call systems integrated with GIS map display system at server , creating an
alarm system whenever help call is given by pressing the button at predefined
locations.
Propose to install of around 100 pl;aces in HWHAMA area , it will cost =20 lakhs
 Bugler alarm system with creating an Alarm at defined locations .

Propose to use a minimum number of 50 systems. It will cost around =10 lakhs
 GPS based navigation of vehicles with displaying on their mobility, travelling record
and vehicle travel patterns. Proposed to use for tracking vehicles operating in core
area like battery operated vehicles, vehicles driving on to the roads developed by us.
It will also be useful to track the foreign travelers or knowing the information of
location of certain movables or costly gadgets. –revenue generation – Toll collection
Proposed for multiple applications on tracking road safety, security of tourists,
accountability of ferry transport, parking vehicles, navigating vehicles, battery
operated vehicles and any important gadgets or articles to be tracked on.
Propose to procure 100 number of gadgets , it will cost around 20 lakhs
JUNCTIONS PROPOSED TO DEVELOP:
In view of traffic mobility and safety the following junctions are proposed to face lift and
they are shown in figure-
Junction Between
1.Kamalapura and Kampli
2. Kondenayakanahalli to Hospet
3. Morarjidesai school to Gangawathi
4. Hospet and Nagenahalli
5. SitaramThanda and Devalapura
6. Anegundi to Kamalapura
7. P.K.Halli to kamalapura
8. Galemmanagudi and Hampi
9. Nagenahalli and Benkapura
10. Gangawathi and Thirumalapura
11. Sanapura and Rangapura
12. Ramapura and Kadabagilu
13. Ramapura to Mallapuna
14. Tirumalapura and Sanapur
15. Kondanayakana halli and Hospet
16. Papanayakahalli and Kondanayakanahalli
17. Byluviddigiri and Devalapura
18. Kamalapura and Kampli
19. Kadirampura and Shiva temple
20. Kadirampura and Kampli
21. Kamalapura and Nallapura
22. Chikkarampura and Kadabagillu
23. Kadirampura and Dhanapura
24. Dhanapura and Hampi
25. Kamalapura and Kannada University
Conducted Total station based survey. Generated base plan, working plan and outlook plan
To implement in field – cost will be @ Rs 50 Lakhs per junction, covering approach road
length of minimum of 50 to 100 metres, control islands, markings and signs and other
facelift with reference to gradients rather structural facelift.
Amount required is 12.5 Crores for 25 junctions enlisted.
Road safety cost estimation:

Survey is organized with Videographic technology, follows by developing the road plan in
GIS environment/ Auto CAD environment. Measures are given by comparing before and
after with a view to display the audited stretch.
1.CR-1 Kondanayakanahalli to PK Halli – 5.925 Kms

2. CR-2 Buluviddigiri to Nallapura – 9.02Kms
3. CR-3-
[a] Devalapura to Kamplu -15Kms
[b] Kampli to Morarjidesai School – 8.77Kms
[c] Nallapura to Devalapura -10Kms
4. CR-4: Morarjidesai School to Tungabhadra River -1 Kms
5. Cr-7: Rampura to Rangapura -4.66Kms
6. CR-8- Rangapura to Sanapura – 3.38Kms
7. CR-9- Sanapura to Tungabhadra River – 0.5KMs
8. CR-10- Sanapura to Chikkarampura -5.64Kms
9. CR-11- Chikkarampura to Near KadABAGILU – 4.17KMS
10. cr-12- Kadebagilu to - 2.55Kms
11. CR- 13- Koramma Camp to Tungabhadra river – 1.28Kms
12. CR-14 – Tungabhadra river to Venkatapura - -7.2Kms
13. CR-15-Venkatapura to Sitarama thanda - 4kms
14. CR-16- Sitarama Thanda to Kannada University – 5.74kms
15. CR-17 – Near Kannada University to Gallemmagudi – 5.8Kms
16. CR-18- Gallemmagudi to Dhanapura -5.157Kms
17. CR-19- Dhanapura to Tungabhadra River -1.73kms
18. CR-20- Tungabhadra river to Dhanapura – 1.3Kms
19. CR-21 Kalagatta to Malapanagudi Thanda - 5.67Kms
20. CR-22- Malapanagudi Thanda to Kondanayaka halli -1.18kms
21Kaddorampura to Hampi Temple road -3.6Kms
22. Kamalapura to Hampi Krishna Temple – 3.5Kms
23. Kamalapura to Kadirampura Road – 4.1kms
24. Kaddirampura to Dhanapur Road - 2.8kms
25. Kamalapura to Lambadi Thanda road – 1.5kms
26. Kamalapura to Nallapura between roads – 1.9kms
27. Prakash nagar to virupaksha temple road – 1.5kms
28. Benkpura to Malpanagudi road -0.9kms
29. Malapana Thanda BRIDGE TO Kaddirampura road -3.1kms
30. Kamalapura to Hampi Kannada University – 2.3Kms
31. Chikkarampura to Kodanagolu road -3.3Kms
32. Rampura Thanda to Anegundi road -3Kms
33. Gallemmana gudi to Ananthasaina gudi – 3.1kms
34. Kandnayakana halli to Ananthasaina gudi – 2.1kms
35. Nallapura village to Sitaram thanda -6.23kms
36. Near Murarjidesai school to Venkatapura – 5.62Kms
37. Sangpura to Koramma camp- 3.26Kms
38. Dasannahalli to Mallapura -6.22kms
39. Mallapura to Rampura – 3.8kms
40. Rangapura to ChikkARAMPURA – 3.98KMS
41. Sanapura to NH13 ROAD – 15kms
42. Tungabhadra river to Kallagatta 4.76kms
43. Kalagatta to Dhanapura -1.68kms
44. Dhanapura to Malapannagudi Thanda -3kms
45. Near Malpanagudi to Nagenahalli – 1.7Kms
46. Kannada University to Kamalapura – 4.12Kms
47. Sitharam Thanda to Kamalapura – 3.3Kms
48. Vemkatapura to Anegundi -4.5Kms
49. Rampura to Kadebagilu -2.2Kms
Total length of the road audited with safety parameters – 215.742kms
Total cost approximately will be 215.742Kms* Rs 20,000/- per km = 4,31,4,840/-
Technology interface As a part of IMP of HWHAMA

 RFID based tracking of the vehicles in and out of predefined parking locations
beyond the boundary of Core area are proposed to activate. Software and hardware
integration with GIS map display system at Central location or server is proposed.
Technology architecture with RFID reader and tags are used with relevant software
and Map display system. This technology can also be used to track on number trips
made by Boat based transportation near Anegundi [ which is the need based issue to
track on contractor operations of ferry based transportation]
Proposed around 50 readers and 1000 tags = 30lakhs
 Help call systems integrated with GIS map display system at server , creating an
alarm system whenever help call is given by pressing the button at predefined
locations. Technology architecture with software interface and GIS mapping system
are proposed and developed.
Propose to install of around 100 places in HWHAMA area , it will cost =20 lakhs
 Bugler alarm system with creating an Alarm at defined locations . technology

architecture, software interface is developed.
Propose to use a minimum number of 50 systems. It will cost around =10 lakhs
 GPS based navigation of vehicles with displaying on their mobility, travelling record
and vehicle travel patterns. Software, gadget, map display systems are developed.
Proposed to use for tracking vehicles operating in core area like battery operated
vehicles, vehicles driving in to the roads developed by us. It will also be useful to
track the foreign travelers or knowing the information of location of certain
movables or costly gadgets.
Proposed for multiple applications on tracking road safety, security of tourists,
accountability of ferry transport, parking vehicles, navigating vehicles, battery
operated vehicles and any important gadgets or articles to be tracked on.
Propose to procure 100 number of gadgets , it will cost around 20 lakhs
Identification of Major roads , Transport terminals and supporting

infrastructure
•By considering the
different travel
demand interactions ,
network availability
and land use
patterns, a spatial
planning is attempted
to identify the
circular routes , radial
routes beyond the
core area. In this
process of analysis, a
development is also
made on
These locations are needed to be further investigated with
reference to engineering, socio – economic / demographic identification of
and travel issues. The core area is declared as a motor free bridge locations.
area which creates a pedestrian friendly environment.
Identification of
Regional
corridors:
•Static analysis is conducted on the regional corridor beyond the

HWHA and certain spatial routes are identified which are to be
developed in future as Regional urban enabled routes. Proper audits
should be conducted on understanding the feasibility of development
Identification of
parking locations: P
median method
If core area is nor made environment friendly to an

immediate effect, the parking locations may be shifted
inside the core area along the same direction
•P- Median method of locational modeling is attempted by considering the

output of travel demand on each node and travel impedance among the
interacting nodes. A predefined study of 5 km radius around the core areas
and buffer area are delineated. This analysis is made such that the average
walking distance to any of the location is of 2.5 km
Identification of
junctions to be
developed
•The number of trips of higher order loaded around the core and
buffer area are attempted with demand analysis. More nodes are also
matching with P median method and certain additional nodes are
given for installing parking structures.
Traffic and Transportation modules with Technology interface architectures
Convergence report as response to points communicated with reference no:

HWHAMA/Hpt/IMP/2014-15 dated 17-11-2014
Use of coracles in lieu of boats:

Issue of ferry based transport is discussed in one or two interactions. During the time of
project study, boats transport is getting operated by private contractors or in lease based
operation. At that time accountability of number of operations per day, number of visitors
using this transport is expected to track on. With this reason, RFID tags, GPS based
navigation are proposed to use. Technology configuration is already interfaced on tracking
of battery operated vehicles and parking accounting with RFID technology.
Use of Coracles in lieu of boats is acceptable with the following tracking and monitoring
systems:
 Boats and coracles are required to be monitored with RFID readers and RFID tags.
 QR code based tracking of visitor should be implemented
 FLOOD lights and night vision cameras should be installed on the ferry route.
 Water currents at the periphery of catchment area like few 100 metres away should
be monitored and alerts should be generated.
 Help call systems are to be integrated for ferry transport users by ZIG bee technology
or wireless technologies.
 Hydrographic survey and mapping on the ferry transport area are needful to track
the safety of routes against water currents if at all exists
Cost required for implementing –
4 RFID readers costs to 3Lakhs
RFID tags of 100 numbers – Rs25000/-
QR code generation and readers – Rs50,000/
Flood lights of 200 watts operating with AC & Solar based = -10 numbers – 5lakhs
Night vision cameras – 2 numbers – 3 lakhs
Water current tracking systems with sensor technologies and communication systems -5
lakhs
Help call systems – 50 numbers with communication systems – 5 lakhs
Total cost = 21.75 lakhs
Connecting railway and bus routes for public convenience:

Issue of accessibility, connectivity and mobility of traffic are addressed in the report.
Transitional, longitudinal and radial routes are configured to connect with external areas
beyond HWHAMA area. Plans showing the connectivity pattern among bus stands, railway
stations and air port hubs with reference to the respective towns or places are shown in
tables and maps.
Formation of pedestrian routes:
Pedestrian routes are identified with reference to monuments and are shown in the maps.
All these routes and roads in core area can be constructed with removal blocks of natural
stone materials and inert materials as binding interface.As most of the ropoads are within a
waliking length of 2.5 kms, constructing these with alternative materials beyond cement and
bitumen materials shold be used. Prioritization and the length of roads are mentioned in a
map.
Integrated tourism with transport
Roads proposed to develop in HWHAMA area are to be integrated with the level of service
expecting by tourists as a part of tourism.
The following points are addressed and required to implement with certain additional
privileges.
 Roads fallen under tourism area of HWHAMA should be developed with BOT base.
Nearly 2 to 3 lakh vehicles or beyond are going to use these roads. Any travel from
External to external and external to internal should be charged. 2 & 3 wheelers are
exempted and dwellers of the HWHAMA for their non business trips should be made
free from toll charges. Nearly an income of 3 crores per day can be attained by
taking a charge of 50/- per trip length of 25 to 30 kms . Amount propose to invest
can be converged within a year.
 Technology based tracking of vehicles on driving deficiencies, toll accountability can

be arrived with the outcome of the Road development plans, which are spatially and
pointedly geo fenced.
 Ferry routes, canal roads, radial roads, circumferential roads and internal roads
should be improved with street lights for making HAMPI a 24*7 visiting place.
 Flood lights at junctions and tourism activity getting continued upto mid nights may
create more sustainability of tourism.
 Spatially fenced roads be connected with Camera based or RFID based or GPS based
may create safety provision and security to tourists.
 Integration of tourism and transport can be attained by connecting every activity or

visiting place with mobility on a road by online monitoring and un manned
communication results great sustenance of safety, security, economy and
environment.
With Findings for implementation:
 Circular roads like inner and outer ring roads should be constructed on priority
beyond radial roads.
 Pedestrian walk paths should be constructed with alternartive materials beyond
bitumen and cement as binding materials.
 Parking nodes identified from the analysis required to be implemented at peak
interaction side of the study area. As there are certain objections on paerking places
from ASI, a need based study should be conducted own certain private lands for
parking either by BOT or other means. Temporarily erecting structures for slow
moving and cars can be planned. On street parking for heavy vehicles should be
stopped at outer ring road and intermediate para transit vehicles or private vehicles
can be used for mobility.
 In the recent visit, understand the problem of functionality of battery operated
vehicles, these should be attended by alternative energy if possible to operate by
online charging of batteries or off line charging of batteries. As each vehicle demands
3.5KW inverters, it may cost to 3.5 lakhs per vehicle. For 25 vehicles it may cost 90
lakhs to operate 5 hours or quichk charging for one time charging of 6 to 8 batteries
by solar PV modules.
 PEDESTRIAN WALK PATHS of 4.5 kms of minimum are identified for on priority basis.
these are shown in figure. Cost of construction with alternative materials will be
arount 3 crores
COMPREHENSIVE CONSERVATION PLAN
(CCP)
FOR
94
Comprehensive Conservation Plan (CCP)
Action Plan for 2015

The key activities in the action plan for 2015 to initiate the implementation of Comprehensive
Conservation Plan on Hampi are as following:
1. Documentation
a. Historic research
b. Survey and Identification
c. Mapping
2. Scientific Investigations
a. Physical and Chemical Analysis of Materials used in construction
b. Scientific studies
3. Assessment of cultural heritage condition & priorities
4. Pilot conservation project based on CCP recommendations
These actions are to be considered priority and performed prior to or simultaneously with
conservation actions.
Listed below are the descriptions of each of these actions.

1. Documentation
Conservation works in Hampi have continued now for the past century with serious research,
excavations etc continuing for the past 3 decades. There is no dearth of information about the
various aspects of Hampi, its excavations and conservation of monuments. This study was
however proposed as three main issues have been noted with the research on Hampi. The
primary issue is that, the researches that were carried decades ago have not yet been updated
for a more up-to-date knowledge of the site. Secondly, the data gaps have not yet been
identified, which is a necessity for better site comprehension. Thirdly, the information that is
present have not yet been disseminated. Application of research varies from technical
interventions, better articulation of values, dissemination, interpretation and above all education
thereby outreach.
95
Scope of work
 Indentifying the quantum of information and research present in all fields on Hampi (Some
possible sources have been identified for the purpose of CCP. A few of these have been
sourced while many others yet need to be sourced, yet others need to be identified)
 Identification of static (eg- historic data, interventions made in the past, etc) and dynamic
(demographics, per person parity, housing stock etc) data
 Regular and continuous updating information present and integrating parameters in GIS
platform
 Translation of information for outreach and communication for the locals
 Developing modules in formal education course
 Outreach to involve youth for surveys, monitoring, crowd control and conservation
 In-house training and capacity building for increased competency and enhanced working
skills using latest relevant technology
 Sourcing of information/ data present in the form of thesis, periodicals, publication,
newsletters, journals, documentation works in architectural institutes, papers etc
b. Survey and Identification: Exploration of un-surveyed Areas, Re-survey as the means of

updating information, Geo-prospecting
There is a 2 pronged need to explore un-surveyed areas – firstly to identify potential areas that
are rich in cultural resources. No potential archaeological site can be subjected to any form of
development that can be detrimental to its integrity and condition. Secondly it is required to
identify areas to accommodate the spread of population or resettlement activities of the future.
The same also answers the cardinal question of how much can Hampi contain in terms of
capacity.
Scope of Work
 Reconnaissance survey of areas that are unexplored by either agencies – ASI or DAM or
institutions or other private researchers/ organisations
 Re-survey of some of the areas that have already been identified 2-3 decades before by
ASI/DAM, but have not been recorded.
 Identification of the broad range of cultural resources in Hampi
96
Geo-prospecting
 Scanning of areas as identified to have potential sub-surface archaeological remains
 Analysis and interpretation of scanned data to reveal possible nature and probable location
of cultural resources.
c. Mapping
It has been noted that several of the Cultural resources that have been identified in Hampi as a
part of excavations, private researches, have not been documented or located on the base map.
In order to aid planning, it is important that all the cultural resources identified so far (after
survey and re-survey) need to be located on the base map and each, inventoried.
Scope of Work
 Physical Mapping, inventorying and documentation of newly identified cultural resources.
The documentation need to follow the given structure and format.
 Identification of potential areas for Geo-prospecting
 Geo-referencing on GIS Base Map
2. Scientific Investigations
a. Physical and Chemical Analysis of Materials used in construction
The constructions in Hampi are primarily composite in nature For example, the temples are
constructed using a combination of granite and brick set in mortar, where the latter forms the
core enveloped by stone veneer. The passage of time and impact of natural, man-made
(weathering, increased traffic vibrations etc) agents on the construction materials have resulted
in degeneration of the building materials. Depending on the inherent properties of the materials,
each have reacted differently to the agents of deterioration. As a result, it is of extreme
importance to understand the physical and chemical properties of the material used in
construction. The studies have to be conducted structure by structure, thereby determining the
course of conservation and decision making.
97
Scope of Work
Material Investigations
 Physical properties of material (Stone / Brick/ Wood/ Mortar/ Stucco/ lime wash/ Paint or
applied layers of whitewash etc) used in a resource.
 Chemical composition and properties of ALL material (structure by structure) as extant on
the site
 Mapping of strength of individual material members in the structure i.e. identifying
weakened or weakening structural members.
 Identification of agents and trends of degeneration / weathering, its impact and symptoms of
each material
 Reaction of original material with later added materials i.e. bitumen, cement mortar etc
 Composition of traditional protective coats (if any)
 Present strength of material, limiting capacity of structural members and rate of
degeneration affecting its capacity to bear load
 Suggested alternative material/ consolidates, wherever need be
 Identification of non-reactive protective coats
b. Scientific Studies
 Identification of impact of exposure to change in temperature, water/ moisture/ humidity,
human and animal contact etc on pigments present in form of mural painting, rock painting,
stucco, relief and inscriptions
 Pigment composition of Mural Paintings and traditional sources of material
 Stucco composition analysis
 Mortar analysis and composition
 Lime wash analysis and composition
Above specified are but the basic studies that are required in the World Heritage Site. Other
studies like Petrological tests, Environmental Impact assessment etc, need to be performed
after prioritization.
3. Assessment of cultural heritage condition & priorities

a. Types of built heritage protected by state & central archaeology departments
b. Prioritization of Conservation works based on the following criteria
i. Significance of the structure
98
ii. Current Condition of the structure
iii. Visitor accessibility as per the visitor movement plan
iv. Budget
v. Availability of conservation skills, building materials
vi. Tourism infrastructure
c. Guidelines for private sector participation through CSR based on the priorities
4. Pilot conservation project based on CCP recommendations
Project Name: Hampi Bazaar & Virupaksha temple complex restoration project
a. Taking spot levels using total station survey,
b. Condition mapping
c. Risk Value matrix
d. Propose Conservation Works
e. Conservation Estimates
f. Conservation Drawings
g. Periodic Reporting & Monitoring
h. Visitor movement plan
i. Rituals & Festivals
j. Security
k. Disaster Management
Estimates
Sno Item of works Cost
1 Documentation 500000/-
b. Survey and Identification
c. Mapping
2 Scientific Investigations 500000/-
d. Physical and Chemical Analysis of Materials

used in construction
e. Scientific studies
3 Assessment of cultural heritage condition & priorities 500000/-

4 Pilot conservation project based on CCP recommendations 900000/-
99
Recommendations and suggested actions based on the Landscape Sectoral Study
LANDSCAPE STUDY
FOR

Page 1 of 7
The Landscape sectoral study was initiated by the HWHAMA on 29 December 2009 and
completed on 30 November 2010. Following is a compilation of the recommendations made at
the conclusion of the study. The recommendations are followed by a list of elaborations where
relevant and the agency responsible for implementation. Each set of recommendations has been
accorded a priority based on the criticality of the intervention. It is important to note that these
recommendations should not be seen as stand alone action points, but have to be integrated with
frameworks derived from other sectoral studies as well as the larger development goal for the
region.
# Recommendation Elaboration of recommendations Project Cost Action taken Remarks
1 Improve  Improve land productivity while Ongoing Water shed &

watershed mitigating resource degradation. Agriculture
management in  Harmonize the use of water, soil department
the Hampi WHS and pasture resources in an
region integrated fashion
 Optimize moisture retention and
reduce soil erosion
 Land productivity is maximized and
land degradation controlled
 Excess surface run-off water
harvested in irrigation tanks
(catchments ponds)
 Subsurface runoff to recharge
aquifers
 Promote awareness and
participation among local
communities
2 Use of GIS for  Acquisition of topographic data will Ongoing Water shed,
effective allow the HWHAMA to create Agriculture
landscape Digital Terrain Models department,
management  Based on the Digital Terrain Model, HWHAMA,
analysis of topography, slopes, District
drainages patterns, ridges, etc., will information
be possible at the HWHAMA level centre
itself.
 Definition, implementation and
monitoring of the watershed
programme management will be
more structured and easier through
the GIS.
 Future land use can be defined
considering the integrated
character of the area
 Visual Impact Assessment helps in
projecting and assessing changes in
land use, development of buildings
and structures, etc.
3 Strictly enforce Ban to include not only large scale Mines &
ban on quarrying extraction but also defacement of Geology,
individual boulders within the WHS District
Administration
HWHAMA, ASI,
SDAM

Page 2 of 7
4 Conservation of  All rocky and hillock areas have to Forest

natural hills and be preserved as an outstanding department,
boulder natural landscape District
formations  No development shall be allowed Administration,
and this regulation should be HWHAMA
strongly emphasized in all of
development documents such as
the Hampi Master Plan, Local
Development Plans defined by
Panchayats and District Planning
Committees.
 Pedestrian (or trekking) path
should be designed in a manner to
limit damages on natural
environment while improving
tourist connectivity through the
site
 Tourist circuits and movement
should be anticipated and
integrated
5 Regulate  All development should be planned HWHAMA,
development in continuity with existing District
along the river settlements within the conurbation administration,
banks boundaries and clearly mapped in Irrigation, Public
the Master Plan Works & Inland
 Clearly demarcate high-flood line to water ways
control development and prevent Department
flood damage
 A set back of 100 metre from the
riverbank should be marked in the
Master Plan specifically for
Anegundi and Hampi villages.
 Protected areas (shown in green on
map in page 53) allows agricultural
use; conversion to any other use
should be strictly prohibited
 Hills mapped as conservation areas
should exclude all manner of
construction and development.
 All quarrying activities must be
stopped immediately
6 Conserve, revive  Forbid all new construction along HWHAMA,

and maintain the river bank (either permanent District
historic water or temporary) within a buffer administration,
systems zone of 100 metre from the high Irrigation, Public
flood line Works & Inland
 Forbid all new construction water ways
surrounding static water bodies Department,
such as tanks and ponds (both Minor Irrigation
historical and contemporary) department
within a buffer zone of at least 50
metre
 Only excavations related to
conservation programs should be

Page 3 of 7
allowed at the immediate vicinity

of water bodies,
 Restore historical water bodies
through the involvement of local
communities
 Avoid obstruction of the historical
irrigation network
 Raise awareness of local
communities on the importance of
maintaining historic water systems
7 Revive and  Maintain existing drainage patterns HWHAMA,
maintain natural and avoid obstruction to natural District
water systems water movement administration,
 Maintain adequate soil porosity Irrigation, Public
throughout the landscape Works & Inland
 Stabilize steep slopes that drain into water ways
the water bodies to stop soil Department,
erosion and premature Minor Irrigation
sedimentation & Water shed
 Develop vegetation and ground department
cover through watercourses to
avoid erosion and siltation of water
bodies
 Limit the amount of nutrients
reaching the water bodies to avoid
the further eutrophication
 Restrict land use that will increase
soil erosion and sediments
transport to the water body
 Regulate waste and garbage
dumping, especially those occurring
close to water bodies
8 Initiate measures  Exploitation of groundwater by any Ground water

for water security agency, both public and private, department,
of the region should be strictly regulated HWHAMA,
 Arrest depletion of ground water District
through planned recharging of Administration
aquifers
 New developments shall necessarily
incorporate water conservation and
water recycling measures.
 Water conservation mechanisms
should be retrofitted in existing
developments to the extent
possible
 Ensure the application of all
national and state legislations and
by-laws related to water without
any dispensation for both public
and private water bodies
9 Ensure Measures include: Agriculture
compatibility of  Anticipation of planned/potential Department,
Agricultural archaeological excavation areas HWHAMA,
practices with  Identify threats to historic linkages District
heritage (visual and physical) Administration,

Page 4 of 7
conservation  Agricultural use to be in consonance ASI, SDAM

with heritage character of the
precinct
10 Prevent scattered Increased fragmentation due to non- HWHAMA,

development in compatible uses leads to fall in Panchayats
agricultural areas productivity, increased infrastructure
provisioning costs and visual blight.
11 Initiate Awareness programs with the farming Agriculture

sustainable community should department,
agricultural  Highlight the advantages of HWHAMA
practices sustainable practices
 Highlight the risks towards water,
land degradation and soil
contamination
 Highlight risks towards farmer’s
vulnerability and human health
12 Remove all  Removal of shops, restaurants and HWHAMA,

activities from accommodation facilities District
Virupapuragadda  Strict enforcement of riverfront Administration,
and declare the development guidelines Forest
island as a  Integration of archaeological department
biodiversity remains with the main circuit
reserve
13 Connect open Ensure proposed developments do not HWHAMA

spaces as a fragment natural habitats, wildlife
landscape corridors and water courses
network
14 Promote native  Documentation of threatened HWHAMA,

biodiversity species Forest
 Measures to re-introduce department
traditionally valued species
 Control/eradicate invasive and
exotic species
15 Preserve visual  Forbid all kind of development in HWHAMA &

quality the hills areas and protect boulders Respective line
from destructions; It is imperative departments
to maintain the hills as non-
buildable area, even for tourism
and leisure purposes.
 No quarrying activities in the Hampi
WHS: This includes minerals, ores,
rocks, sand, etc.
 Protect the existing skyline by
limiting the height of constructions
for both old and new constructions
and for both permanent and
temporary structures.
 Preserve the river edge and water
bodies with a non constructible
buffer zone: no construction shall

Page 5 of 7
be allowed along the river banks

and water bodies
 Forbid constructions that will
interfere with the historical visual
linkages between monuments or
precincts.
 Integrate electrical lines, pylons and
antennas so as to not disturb the
view of heritage precincts
 Street lighting and lighting of
monuments and heritage places
should be designed in a manner the
enriches the visual appeal rather
than as an exercise in powerful
illumination, rendering them harsh
and insensitive
 Locate tourism amenities in a
manner to minimize/reduce their
visual impacts (scale and design
shall be defined in order to limit
their visual impacts)
16 Integrate Comprehensive approach will include: HWHAMA
landscape  Historic values by identifying the
components in elements of historical significance
the process of and ensuring that their inherent
heritage value is restored
preservation  Socio-cultural values by making the
monuments as part of the town and
integrating heritage component
with living areas
 Ecological values by re-establishing
the natural and man made
processes or systems like hydrology,
water systems, sacred grove, etc.
17 Plan new Provide site specific locations HWHAMA

development in earmarked for necessary urban
congruence with development while protecting natural
the environment resources, such as rocky hillocks, water
bodies, agricultural areas, visual
corridors, etc.
18 Locate Criteria to include: HWHAMA,

resettlement  Topography District
projects from a  Drainage Administration
sustainable  Connection to Heritage areas
perspective  Open spaces
 Continuity with existing settlement
 Urban Morphology
 Visual quality
 Socio-economic aspects
19 Structure edge Address and resolve conflicts that HWHAMA

and boundaries occur between:
 Settlements and Agricultural lands
 Heritage areas and agricultural

Page 6 of 7
lands
 Settlements and heritage areas
20 Plan and  Anticipate and forecast tourist HWHAMA, ASI,

anticipate tourism movement SDAM, Tourism
movements  Avoid conflict with local practices department
 Integrate site interpretation and
historic linkages (both physical and
visual)
 Ensure tourism related activities
and amenities respect vernacular
traditions
 Forecast long-term needs
20 Preserve the area  Provide specific collection and HWHAMA,

from waste management facilities across the Panchayats
dumping region
 Raise awareness of local
communities and tourists
 Use organic waste as nutrient for
agriculture
21 Raise awareness Specific programs targeting HWHAMA

on environment  Local communities
challenge  Children
 Tourism operators
 Tourists

Page 7 of 7
HOUSING & REHABILITATION PLAN
FOR
HAMPI BAZAAR
1
Report of Housing & Rehabilitation Plan for Hampi Bazaar
• The Hon’ble High Court of Karnataka in W.P.No:29843/2009 (GM-PIL) has order to
take initiative to remove illegal encroachments near Virupaksha temple impacting the
integrity of the monuments at Hampi.
• Demolition of encroachments was taken up on 29-07-2011 and 30-07-2011. Joint
survey of encroachers was conducted by ASI and HWHAMA and the list of 327
families was prepared and submitted to Hon’ble High Court. After resurvey 14
rehabilitants were included as per the directions of the Hon’ble High court.
Rehabilitation programme by HWHAMA.

The Govt. of Karnataka allotted 15.80 acres of Govt., land near Kaddirampura Village for
rehabilitation purpose.
• 335 Nos plots measuring 6m x 9 m size have been allotted to rehabilitant and
allotment letters are also issued.
• Out of Rs.1,30,000/- cash compensation (As per specified allocation in Government
Urban Housing Guidelines) towards construction of buildings 1 st installment of
Rs.65,000/- each to the 305 rehabilitants were paid and after completion lintal level
2nd installment of Rs.65,000/- each paid to the 211 persons.
• Work entrusted to Nirmiti Kendra Bellary for providing infrastructure facilities at
rehabilitation layout and work is nearing completion.
• As per directions of the Hon’ble High court 12 Kiosks were allotted to run the
commercial activities of selling day today ritualistic wares.
Funds released by Funds to be

Project Total Funds
State Govt., released by
cost ASI received
(Tourism) GOK
1787.39 89369500 50000000 139369500 39369500
2
15.89 acres of un-Authorised occupation of Virupaksha
Bazaar of the centrally protected monument area were
removed as per court directions.
3
Removal of unauthorized encroachments in Hampi
bazaar.
4
5
6
7
Rehabilitation of the Displaced
S.No:99 & 101 of Mallapanagudi village
8
Distribution of Sites & Allotment Letter to the
rehabilitants
9
Details of Encroachments and unauthorised construcitons in the Centrally
Protected Area with special reference to the Virupaksha Bazaar, Hampi, Hospet
taluk, Ballari District. Redistribution of sites alloted on 29-12-2012 at Virupaksha
temple complex.
H. No.
Site
(as per Redistribution
SL. alloted
panchayat Sy. NO. OWNER NAME of Site alloted
NO. on 12-
records) on 29-12-2012
01-2012
314 List
1 129 31 AMBRAMMA 99 238
2 199 203 ANERAJA 10 281
3 261 167 ANUSUYAMMA 284 262
4 156 64 (63) ANNAPURANA 180 119
5 45 100 ANNAPURANAMMA.G 95 121
6 39 108 APPAYYA.R 133 285
7 131 227 APPAYYA.V 148 273
8 169 67 IMMAMSAB 103 221
9 53 92 IMMAMSAB 173 297
10 159 64 ERAMMA 281 282
11 36 112 UTANGI BASAPPA (GANGAMMA) 176 191
12 204 521 UPPAR PAMPAPATHI 153 170
13 144 51 UMAPATHI 165 169
14 175 URAMMA 8 267
15 142 49 ELAMMA 278 88
16 219 198 ELAMMA.B 218 125
17 95 72 KAMPLI PRABHUSWAMY (ERAMMA) 230 76
18 85 76 KAMPLI BHAGAPPA 83 209
19 50 94 KADURU MAREPPA 159 245
20 100 5 KAMALAMMA 198 161
21 105 15 KRISIDDASWAMY MATH (ANDAPPA) 248 264
22 31 116 KARIMA BEE (WAHIDA BEGAUM) 237 182
23 198 203 KALAVATHI 25 212
24 63 83 KANCHANAMMA 245 290
25 147 55, 56 KASIMBEE 9 261
10
26 48 97 KASIMSAB 193 193
27 163 65 KALI 23 275
28 101 8 KALIKADEVI TEMPLE 167
29 69 81 KUMAR 66 202
30 309 KUMARAPPA 286 307
31 194 196 KRISHNAM RAJU (ILANGOA) 72 150
32 212 204 KOTTURUSWAMY MATH 1
33 143 50 KOTRESH MANEGAR 81 237
34 162 65 KHAJA HUSSAIN 91 246
GANGAVATHI VENKOBANNA
35 112 18 21 166
CHATRA
36 268 174 GANGUBAI.R.S 300 289
GAVIYAPPA SHRIKANTAPPA
37 168 66 320 316
T.T.GUTTI
38 259 165/C GAYATHRI 110 181
39 60 86 GALEPPA 56 249
40 141 48 GUNNI PAMPA 163 190
41 308 13 GUTALKERI BASAPPA ANGADI 30 321
GUTTI.T.T (G.SHRIKANTAPPA,
42 5 145 90 306
G.CHANDRASHEKHAR)
43 6 144 GUTTI.T.T (G.GAVIYAPP, T.T.GUTTI) 113 173
44 293 125 GOVIND.M. S/O.BHIMAPPA 313 89
45 279 180 GOVIND RAJU 16 94
GOVINDRAM SINGH.R S/O.RAJARAM
46 175 330 172
SINGH
47 255 163 GOUDR PHAKIRAPPA 282 232
48 27 120 GOURAMMA 185 228
49 244 408 CHINAPPA RAJU (SHANKARAMMA) 102 220
50 58 88 CHENNA BASANGOUDA 207 174
51 155 64 (63) JAGADAMMA 274 208
JUTURU CHANDRAPPA (JAIRAM
52 25 123 152 292
SINGH)
53 75 80 TALVAR GALAPPA 55 213
54 116 22, 23 TALVAR GALAPPA 178 277
11
55 115 21 TALVAR SHIVARAM 121 300
56 72 80 TALVAR HANUMANTHAPPA 35 203
57 208 197 TAYAMMA 267 268
58 172 TAWARA NAIK (RATNA NAIK) 24 253
59 38 109 THIPPANNA 124 195
60 47 98 THIPESWAMY 188 310
61 301 4 THIPESWAMY.S/O OBAREDDY 57 87
62 33 114 THIMMAPPA 304 118
63 132 33 DASAPPA 290 180
64 206 201 DURGAPPA (NAGENDRA) 299 153
65 161 65 DEVANNA 146 259
66 228 190/C DEVAMMA.B (GANGAMMA) 147 229
67 266 169.11 DEVARAJ.S 104 134
68 241 406 DODDA NAGESH B 260 298
69 91 73 NARASAMMA 314 318
70 225 191 NARSINGH BAN SINGH.R.G. 54 48
71 49 96, 95 NAGAMMA 224 101
72 138 45 NAGARATNAMMA 289 217
73 218 238 NAGARATNAMMA.N.G 220 164
NAGARAJ SHETTY S/O.NARAYAN
74 298 279 223
SHETTY
75 264 170/A NAGARAJ.R.V. 204 127
76 98 4 NAGARAJ.I 85 175
77 304 NAGARAJ.D 37 187
78 86 76 NAGAVENI 265 241
79 121 215 NAGENDRA.V 160 152
80 135 42 NAGESH 127 270
81 299 520 NAGESH.H. S/O.BASAPPA 150 133
82 187 210 NIRMALA.V 308 90
83 290 NIRMALA W/O SHIVARAM 261 171
NEELAKANTAYYA.B.M
84 130 32 318 320
(CHANDRASHEKARYYA.B.M)
12
85 55 90 NEELAMMA 243 295
PANDARINATH GOURIBAI (LINGA
86 104 13 13 284
MURTY)
87 164 65 PAMPA 228 162
88 137 44 PAMPAPATHI 315 167
89 117 24 PAMPAPATHI.U 199 271
PATIKONDA VENKANNA SHETTY
90 1 147 20 198
(B.RAGHAVENDARA)
91 242 407.11 PADMAVATHI.S 129 129
92 183 PARBRAHAMMAI S/O GURUPAYYA 167 160
93 23 132 PARAMESHI 140 303
94 22 132 PARAMESHI 187 266
95 124 28 PARAMESHI.B (RENUKAMMA) 186 178
96 185 208 A PARAMESHWARA.B 5 274
97 234 403 PARAMESHWARAPPA.P 58 91
98 15 135 PARAMESHWARAPPA.G 17 240
99 189 374 PRASHURAM SINGH.R.J 130 156
100 236 338 PANDURANGA NARAGUND 76 294
101 79 77 PARK LINGAPPA 68 205
102 151 60 PARVATHI 88 163
103 28 120 PIRAMMA 192 199
104 171 69 PIRUSAB 11 65
105 19 133 PRATHAP SINGH.M 210 236
106 224 192 BANDEPPA.B (HULIGEMMA) 298 317
107 250 553 BASAMMA 4 276
BASAVANGOUDA (M.NAGRAJ
108 42 102 175 100
GOUDA)
109 289 128 BASAVARAJ.A S/O SIDDALINGAPPA 241 305
110 186 209 BASAVARAJ.V 48 185
BALLARI VIRAPPA, DEVANNA
111 205 201 145 184
(SANNA DEVAPPA)
13
BUKKASAGRA KRISIDDESHWAR
112 7 149 275 254
MATH (KENCHAN GOUDA)
113 30 117 BUDANN SAB 79 168
114 216 232/A BURALI ANAND 168 309
115 146 53, 54 BHARAMMAPPA 189 252
116 64 82 BHAGYAMMA 162 151

117 32 115 BHIMANAGOUDA.G 73 314
118 89 75 BHIMAPPA 216 251
119 258 165/B BHUVANESHWARI.B 273 255
120 145 52 MANGAMMA 312 194
121 70 81 MANGAMMA 322 196
122 139 46 MAKTUMBEE 136 126
123 26 121 MADDI PAMPA 211 272
124 29 119 MARIYYAMMA 221 263
125 82 77 MARISWAMY 236 234
126 239 327 MALLAYYA 238 207
127 94 73 MALIKARJUNA 70 216

128 83 77 MALIKARJUNAPPA 82 301
129 2 147 MALLIGI - P.SUBRAMANI SHETTY 155 293
130 74 80 MALESH 151 96
131 257 165/A MAHALAKSHMI.Y 310 188
132 54 91 MALASHRI (SHIVARAJ KUMAR.M) 297 98
133 276 185 MUKKANNA.V (PARVATHAMMA) 177 93
134 152 61 MUNIYAMMA 247 179
135 149 57 MUKAPPA 268 265
136 240 405 MEHABUB SAB (KHAJA B) 166 211

MOREGERE VERESHAPPA
137 148 63 232 247
(M.RATNA)
138 80 77 MOHIDDIN SAB 184 122
14
139 88 75 YANKAPPA 201 299
140 46 99 YERISWAMY 80 200
141 140 47 RANGAPPA 100 158

142 265 170/B RAGHUVEER RAJ.R.V 307 315
143 87 76 RATNAMMA 44 214
144 59 87 RATNAMMA 92 131
145 243 407 RAMESH NAIK 195 157
146 34 114 RAVI KULKARNI 122 177
147 160 64 RAVI KUMAR.T 231 149

RAJARAM SHARM S/O
148 294 123 292 288
MANGALLILAL
149 233 187 RAJESH.V 126 286
150 20 150 RADHAKRISHAN SINGH 316 313

151 193 195 D2 RAMCHANDRA 246 165
152 136 43 RAMANNA 108 192

153 66 81 RAMASWAMY 293 230
154 166 65 RUDRAMMA 14 256
155 300 RUDRASWAMY.K.M. S/O VEERAYYA 215 312
156 127 30 LAKSHMANA 142 319
157 167 65 LAKSHMAMMA 227 219
158 73 80 LAKSHMAMMA 277 239
159 173 LAKSHMAMMA 94 189
160 153 62 LAKSHMAMMA.V 214 231

161 4 146 LAKSHMI NARAYANA SHETTY T 120 92
162 90 74 LAKSHMI BAI 258 155
163 65 LALITH BAI W/O GALU NAIK 327 186

164 254 162 LILAVATHI G 112 176
165 222 239.11 LOKESH.B 139 257
166 246 234.11 VIJAY KUMAR 287 226
15
167 232 188 VEERABHADRASWAMY MANTAPA 212
168 76 79 VERUPAKSHAPPA 117 283
169 248 416 VERUPAKSHAPPA.B 50 308

170 235 404 VERANJANEYALU 46 128
171 297 536 VERESHI S/O MUSLAPPA 69 210
172 173/B VENKATRAJU.A S/O ANTHRAJU 325 159
173 190 374 VENKATRAJU.P 123 278
174 195 195 B VENKATRAJU.P 161 302
175 283 137 VENKATESH S/O KRISHNAMURTY 43 222
176 263 169 VENKANNA GOUDA.G 200 183
177 126 29 VENKAMMA.B 271 215

VENKOBANNA SHETTY TRUST
178 106 16 (KAMPLI VENKANNA SHETTY) 34 287
(HANUMANTHAPPA)
179 170 68 SHANKARAPPA(GOPINATH) 33 197
180 99 5 SHANKARACHARYA TEMPLE 65
181 56 89 SHARANABASAPPA.G 141 130
182 274 161 SHARDAMMA.C.S 3 243
183 44 103. 104 SHIVAYYA.H.M 22 227
184 52 92 SHIVARAM 134 102
185 41 106 SHIVARAMAPPA 74 248
186 200 203 SHRI.GURU VIDYARANYA MATH 45
SHRI.BHUVANESHWARI
187 256 164 VYAVASAYA SEVA SAHKARI 2 258
SANGHA BANK
SHRI.SIVANNAD PARAMHAMSA YOGA
188 211 242.3 303
SIDDASHRAMA
189 253 161.11 SRINIVAS RAJU 276 244
190 179 231 SRIPAD RAO 233 103
191 40 107 SHANMUKHAPPA 251 279
192 201 204 SANGAYYA SWAMY.K.M 266 280
16
193 150 58, 59 SANNA PAMPA 301 97
194 51 93 SANNA HULIGEPPA 154 291
195 262 168 SATYANARAYANACHAR 239 204

196 238 341 SAROJA.L 208 250
197 77 79 SAROJA.M 181 218
198 92 73 SALAMMA 119 99
199 280 180 SITAMMA 321 95
200 269 174.11 SITARAM SINGH.R 28 296

201 158 64 SUNKANNA 38 206
202 273 179 SUKANYA.H 131 132
203 209 202 SOMLA NAIK (PEER BAI) 179 242
204 84 77 HAMPAMMA 259 124
205 17 134 HANUMANTHAPPA 209 311
206 157 64 (63) HANUMAKKA (RAMANJANI) 174 260
207 123 228 HANUMAKKA.V (SHIVARAM.V) 109 120

208 196 H HANUMNAIK.L 223 224
209 154 64 (63) HARIJAN LAKSHAMMA 182 269
210 134 41 HANUMAN SINGH 87 123
211 227 192 HULIGEMMA.B 172 154
212 57 89 HULUGPPA 197 201
213 62 84 HUSSAIN SAB 116 304
214 71 81 HUSSAIN SAB 12 235
215 81 77 HUSSAIN SAB 75 233
216 174 HONNURAMMA 169 225
217 10 AMBUBAI.R 41
66, 67
218 12 150 AMBUBAI.R 101
17
219 190/E SOMESH S/O VEERABHADRAPPA 324
68, 69
220 226 193/A GANGAMMA.B 183
221 310 223 KISHOR SINGH 288

31, 32
222 21 132 SHIVARAM SINGH.M 235
223 207 194 A CHINNAPPA.V 26

59, 60
224 213 194.1 CHINNAPPA.V 205
225 102 9 TRILOK NATH.B 309

81, 82
226 215 240.1 TRILOK NATH 229
227 43 105 AMBUJAMMA 52

141, 142
228 120 214 RAMCHANDRAPPA (AMBUJAMMA) 254
229 284 NAGARATNAMMA.N.G 128

61, 62
230 118 25 AKKAMMA.P.R 59
231 220 199 NARAYANAMMA.Y 105

77, 78
232 302 5 NARAYANAMMA.Y 203
233 287 129 PARVATHI W/O BANADARAM 253

135, 136
234 251 339.1 PARVATAMMA 317
235 119 26 PRAKSHAMMA.H.S 257

104, 105
236 122 222 PRAKSHAMMA.H.S 222
237 286 136 GUTAL NAGRAJ 171 139, 140
18
238 35 113 SHIVAPPA 256
239 3 147 VENKATRAMANI DAS.R 93

79, 80
240 285 SARASWATHI 18
241 214 240.1 SHANMUKHADAS.R 219

57, 58
242 307 11 SHANMUGDAS 149
METI SHANKARAPPA (LAKSHMI

243 103 303 67
NARASAPPA PATIKONDA NAGAPPA)
74, 75
244 180 230 SHANKARANNA 206
TIPANNA GOUDA (SHARANNAPPA

245 202 195 E 19
GOUDA)
108, 109
TIPANNA GOUDA (SHARANNAPPA
246 281 148 305
GOUDA)
247 221 206 SARSWATHAMMA.S 240

SARSWATHAMMA.S S/O 106, 107
248 171 328
VENKATARAMRAJU
249 306 15 GOPAL.N.G. S/O SURYANARAYANA 64

63, 64
250 114 20 SURYANARAYANA (THIPPAMMA) 263
251 267 173 NARSAPPA 255

70, 71
252 13 151 NARSARAJU.A 202
253 275 186 SHIVARAM.K 296

41, 42
254 192 195 D1 GANGAMMA (DURGAPPA) 190
VEERABHADRAPPA (SIDDAMMA
255 9 27 72, 73
SHETTY)
19
256 8 142 J.NAGRAJ (PAMPANNA SHETTY.S) 156
257 291 GOURAMMA W/O LATE THIPANNA 285

83, 84
GOURAMMA (NAIKAR
258 249 417 89
GOVINDAPPA)
259 11 141 VENKATASUBAMMA.R 164

137, 138
VENKATASUBAMMA W/O LATE
260 172 294
ANATHRAJU
261 113 19 HONURU 15

112, 113
262 223 193 GANGAMMA (NAGANNA.B) 194
263 229 190.1 SUNKANNA.B 264

85, 86
264 190/A1 BASANNA.B W/O SUNKANNA.B 331
265 277 182 RAMACHANDRA SHETTY.J 138

27, 28
266 278 181 RAMACHANDRA SHETTY.J 323
267 303 7 SHIVAYYA.K.M S/O MAHANTHAI 62

151,152, 12, 13
268 14 SHIVAYYA.K.M 144
153
269 125 28 MALLAMMA 272

39, 40
270 247 415 PAMPAPATHI 71
YERISWAMY (MANGAMMA(GALI
271 191 195 D 60
DURGAPPA)
143, 144
YERISWAMY.V. S/O
272 195/a 326
HANUMANTHAPPA
273 37 110 MALLAMMA.M 242

23, 24
274 292 NEELAMMA W/O SHIVAPUTRAPPA 98
20
275 237 326 NAGESH.B 302
29, 30
276 203 195 F SHIVAMMA.B 191
277 197 194 BANNIYAMMA (ABDUL NABI) 42

110, 111
278 305 13/A ABDUL NABI S/O.IMMAMSAB 47
279 245 409 PEDANNA.G 269

10, 11
280 93 73 CHINAKKA 234
281 165 65 KENCHAMMA 114

25, 26
282 61 85 KALAMMA 84
283 282 142 AJIT KUMAR 311
284 133 NIRMALA.M 306 1, 2, 3
285 313 36,37 NIRMALA W/O AJIT KUMAR 61
286 128 223 ESHWARAMMA.K 107
287 288 130 MALLIKARJUN.K 115 33, 34, 35
288 188 211 KAKUBALA SHIVAMMA 118
289 270 176 JYOTHI LAKSHMI 157
290 312 27 GANGAMMA (DHARWAD) 49 4, 5, 6
291 135/2 GIRIJAMMA.G. W/O GANGAPPA .B 329
292 111 17 A NIJALINGAPPA.V 96
293 108 17 A1 MAHESH KUMAR 283 51, 52, 53
294 107 17 A1 PAMPAPATHI 53
21
295 65 82 PAMPAN GOWDA 32
296 78 78 BASVARAJ GOWDA.R 244 14, 15, 16
297 67 81 SAKRAMMA 249
298 252 353 PAMPAPATHI.V 319
299 184 208 MRUTHANJAYA.V 226

20, 21, 22
NEELAMMA.V (REDDY JAMBANNA
300 176 70, 71 170
GOWDA.L.P.S)
301 217 232 METI BASAPPA 7

302 16 134 VIRUPAKSH.M 132 36, 37, 38
303 260 166 METI THIPAMMA 291
304 109 17 VIRUPAKSHI.V 143

305 183 241 VIRUPAKSHI.V 106 7, 8, 9
306 68 81 RUDRAMMA.V 217
307 110 17 A2 SHIVAKUMAR.V 125

308 181 229 SHIVAKUMAR.V 6 17, 18, 19
309 97 3 SHIVAKUMAR.V 36
310 18 156 SHASHIKALA.R 135

311 24 134 SHASHIKALA 250
114, 115,
SHASHIKALA (PARASHURAM
312 314 34,35 86 145, 146
SINGH.R.J)
313 311 27 ANAPURNA BAI 252
314 230 189 SHIVARAM SINGH.M 51
315 231 190.1 SHIVARAM SINGH.M 196

116, 117,
SHIVARAM SINGH.M S/O 147, 148
316 190/A 295
SHANTARAM SINGH
SHIVARAM SINGH.M S/O
317 200 39
SHANTARAM SINGH
22
318 96 2 KUBERAPPA 262
319 296 MALESH.H. S/O.KUBERAPPA 225
320 182 207 MALESH.H. 137 43, 44, 45,
226 A, 46, 47
321 177 BHUVANESHWARI.H. GIRIJAMMA.H 31
226 B
KRISHNA KUMAR.H (KRISHNA
322 178 226 C 97
MURTY)
323 272 178 RUDRAMUNI.S.V 213

RUDRAMUNI.S.V. S/O
324 196/A 332
VIRUPAKSHAPPA
49, 50, 54,
325 295 122 RUDRAMMA W/O VIRUPAKSHAPPA 29 55, 56
326 271 177 RUDRAMMA.S 158

327 210 197 A KEDAR NATH RUDRAMUNI 270
Details of Encroachments and unauthorised construcitons in the

Centrally Protected Area with special reference to the Virupaksha
Bazaar, Hampi, Hospet taluk, Ballari District. for Leftout rehabilitants
sites alloted on 18-02-2014 at HWHAMA Office
H. No. (as Site

SL. per panchayat alloted
Sy. NO. OWNER NAME
NO. records) 314 on 18-02-
List
2014
328 - 109 ANJANEYA SWAMY.A S/O MARISWAMY.A 322
329 - 109 SITAMMA W/O NARAYAN NAIK 323
330 - 109 LAKSHMI W/O OBLESH 324
331 - 109 SHANTIBAI W/O LAKSHMAN NAIK 325
332 - 109 HARIJANA ELAMMA W/O RAMANJANI 326

333 - 109 MANJUNATH S/O ANNAYYA 327
334 - 109 KORAVARA THIPAYYA S/O ERANNA 328
335 - 109 PARVATHI W/O NAGRAJ 329
23
Formation of Layout for Rehabilitation
24
Hampi Bazaar Rehabilitation Colony
25
As per directives of the Hon’ble High court 12 Kiosks
were made available to distrubed stakeholders of there
commercial activities of selling day today ritualistic wares.
26
Alternate place for commercial activities
The survey numbers 106/HI/2, 106/HI/3 & 109/A of Mallapanagudi village to the
extent of 8.98 acres identified by involving displaced people, local Representatives, and ASI.
Government of Karnataka with in the ambit of law changed the land use and approved the
layout provided by them for their commercial rehabilitation.
27
Recommendations and suggested actions based on the
Housing & Rehabilitation plan
Agency
Sl. Project
Sector Issue Recommendation responsible for Action taken
No Cost
implementation
Low cost housing model to House models
be developed incorporating HWHAMA, developed for
Housing the architectural guidelines Housing board, housing the
of Master Plan and Zilla Panchayat rehabilitation of
1 developing a layout Hampi village
New housing layouts to be HWHAMA,
To be developed
developed for growing Housing board,
under PPP scheme
Zilla Panchayat
Housing & Rehabilitation
needs of villages
As per Hon'ble
High court
directions 335
rehabilitants
Hampi Bazaar 1787.39 HWHAMA rehabilitated at
rehabilitation site
near
Kaddirampura
Rehabilitation
village.
Rehabilitation proposal for
Prakash Nagar,
Plan to be
Ramanagara (Malyavanta HWHAMA,
prepared & funds
Cross), Anegundi Housing board,
to be release by
Archaeological site & Zilla Panchayat
Government
South gate,
2 Virupapuragaddi,
28
Recommendations and suggested actions based on the Cultural Impact Assessment of
proposed bridge
CULTURAL IMPACT ASSESSMENT

OF
PROPOSED BRIDGE

Page 1 of 9
proposed bridge
The Cultural Impact Assessment of the proposed bridge at Bukkasagara was initiated by the
KRDCL on 04 July 2012 and completed on 15 October 2012. Following is a compilation of the
recommendations made at the conclusion of the study. The recommendations are followed by
a list of elaborations where relevant and the agency responsible for implementation. Each set
of recommendations has been accorded a priority based on the criticality of the intervention.
# Component Concern Implication Project Agency Remarks

Cost Responsible for
implementation
Core, Buffer The proposed - While the HWHAMA Concerned

1 and Peripheral bridge is construction of the stakeholders
Zones located within new bridge is outside (HWHAMA, Gram Pan-
the buffer zone the core zone, its chayats) should confirm
of the World proximity with the the feasibility to widen
Heritage Site same requires careful the approach road that
while the attention. demarcates the core
approach road and buffer zone on the
proposed for - A physical marking left bank of the river.
widening along was done on the site
the left bank of and the distance of
the river is the junction,
exactly along approach road and
the line that causeway was
demarcates the physically checked
core-buffer and approved by all
zones. the concerned
agencies on the
07.09.2012.
The Ancient - A zone of 100 - The Outer HWHAMA, ASI, - State DAM should
2 Monuments meters around Fortification Walls of DAM confirm the status of
and protected Anegundi royal protection boundaries
Archaeological monuments is settlement is located of 100m and further
Remains and declared as along the approach 200 m with respect to
Sites Act, ‘prohibited’ road on the left side fortification wall,
2010 and further 200 of the river. ancient canal, and Pre-
meters as Vijayanagara Sites
‘regulated’ for - The Hirya Canal is
purposes of crossing the approach - The concerned
both road at Bukkasagara agencies should
construction Junction confirm the status of
and protection boundaries
reconstruction with regard to road
Widening
Hampi Master The Hampi

3 Plan – Master Plan HWHAMA
Development defines the
Regulations existing and
proposed land
use as well as

Page 2 of 9
proposed bridge
the While the area is - Changes of land use
development mainly under should be strictly
regulations agricultural land use, controlled as per the
applicable development development
within the regulations should be regulations. HWHAMA
Hampi World strictly applied to should enforce the
Heritage Area prevent unregulated development
changes of land use regulations to prevent
and spread of scattered development.
residential,
commercial, industrial - The concerned
or touristic activities agencies should strictly
along the approach enforce the ban on
road and towards the quarrying activities
bridge.
- The HWHAMA has to
integrate the concerns
raised by the Gram
Panchayats, if any,
before giving the
approval of the project.
Junction Junction Spatial patterns Concerned agencies

4 improvement improvement specific of the area HWHAMA, ASI, (ASI, DAM,
at Kadebagilu that may should be integrated DAM HWHAMA) should
compromise with the proposed clarify whether the
the existing design by creating a junction
distinct sense node and waiting improvement is
of space space that respond to impacted by the “100
combining local needs and meters” and “300
built and cultural charac- meters” regulations
natural teristics around monuments.
features
Junction Fortification Proximity to the outer HWHAMA, ASI, Concerned agencies

5 improvement wall and wall fortification and DAM (ASI, DAM,
at Kadebagilu Kadebagilu the ancient gateway HWHAMA) should
Gate located at named Kadebagilu clarify whether the
close proximity has to be addressed junction
to the by the proposal improvement is
proposed impacted by the “100
junction meters” and “300
improvement meters” regulations
around monuments.
Junction Two canals are Conservation and HWHAMA, ASI, - Concerned agencies
6 improvement running north- maintenance of the DAM, KRDCL (ASI, DAM, HWHAMA)
at Kadebagilu west to south canals to be to clarify their antiquity
east on both addressed before - Executing agency to
sides of the commencement of clarify how canals will
junction. construction work be addressed/
integrated in the
proposal
-HWHAMA/ASI/DAM to
approve the same

Page 3 of 9
proposed bridge
7 Junction Evidences of an These should be ASI / DAM to clarify

improvement old settlement reflected in the devel- whether further
at Kadebagilu dating from the opment proposal by research and/or
third precise marking and excavations will be
millennium BCE documentation affected by junction
across the high before undertaking improvement and road
outcrop on the the work and ensuring widening
hill south of the evidences are not
junction compromised
8 Approach Remains of Clarification on the HWHAMA, ASI, ASI/DAM to clarify the

Road (Existing fortification legal framework DAM, KRDCL legal framework for
Section) wall are seen applicable for road road widening and the
on the hill widening extent of the 100m and
along the road 300m buffer zones
(Outer Wall of around the wall
the Old through precise
Settlement of documentation and
Anegundi) marking on site.
- Concerned agencies
9 Approach Two canals are Conservation and HWHAMA, ASI, (ASI, DAM, HWHAMA)
Road (Existing running north- maintenance of the DAM, KRDCL to clarify their antiquity
Section) west to south canals to be - Executing agency to
east on both addressed before clarify how canals will
sides of the commencement of be addressed /
junction. construction works integrated
- The concerned
agencies
HWHAMA/ASI/DAM to
approve the same
Approach A sacred - Preservation of the - HWHAMA should

10 Road (Existing Banyan tree sacred space and HWHAMA ensure measures to
Section) being access to the same to protect the sacred
worshipped by be ensured during space and access to the
local and after construction local community
communities is work
located on the
south side of
the road, along
the foothills
Approach Lower stretch Due to the impacts on HWHAMA, ASI, The location of the
11 Road (New of the approach natural heritage, an DAM, KRDCL alternative road
Alignment) road on the left alternative for the alignment was
bank does not road alignment was approved by all the
follow existing proposed going stakeholders present in
road alignment. around the hillock. the meeting held at
A new The alternative road KRCL on 31.08.2012.
alignment was alignment ensures
initially that no boulders
proposed formations will be

Page 4 of 9
proposed bridge
across the disturbed for the
boulders. The purpose of the
initial proposal project.
entails clearing
a substantial
portion of
boulders across
the hillside
which will
undoubtedly
have a marked
physical and
visual impact
on the
landscape.
Causeway (left - The - Agricultural fields KRDCL Options for under-pass

12 bank of the connecting and non-motorized connectivity to allow
river) road and the movements will be the crossing of the
resultant affected causeway for farmers
causeway will - Detention of water should be carefully
bifurcate the during monsoon along considered by the
stretch of the the bank and its consultant IIIE as
riverbank. impacts on instructed by KRDCL
agriculture/vegetation
needs careful
consideration
Causeway (left The river bank Care and measures The executing agency
13 bank of the is used for should be taken to KRDCL should clarify measures
river) agricultural maintain soil fertility to preserve soil fertility
land with good along the river bank
soil fertility
Proposed The bridge is a - The visual impact on HWHAMA, - The executing agency
14 Bridge horizontal the immediate sur- KRDCL should clarify surface
structure with rounding is not finishes proposed
no pylons / obtrusive including material,
masts - The bridge should color, texture, etc.
protruding into not be treated with - The concerned agency
the skyline. bright colors / (HWHAMA) should
textures verify and approve the
- No space for surface finishes and
hoardings / banners ensure no spaces for
should be allowed to hoardings / banners are
ensure future allowed.
additions are negated - Pedestrian footpath
/ remains un- shall be integrated on
obtrusive both sides of the
- The safety railing will bridges by the
be most visible from Consultant IIIE.
outside and should be - Recommendations for
treated using grey/ suitable design of the
brown shades of paint parapet wall have been
only. proposed by Integrated
Design and shall be

Page 5 of 9
proposed bridge
integrated by the
executing agency.
Causeway - The - Agricultural fields - Options for under-

15 (Right bank of connecting and non-motorized KRDCL pass connectivity to
the river) road and the movements will be allow the crossing of
resultant affected the causeway for
causeway will - The detention of farmers should be
bifurcate the water during carefully considered by
stretch of the monsoon along the the consultant IIIE and
riverbank. bank and its impacts proposed to the KRDCL
on agriculture/
vegetation needs
careful consideration
Causeway The river bank Care and measures KRDCL The executing agency
16 (Right bank of is used for should be taken to should clarify measures
the river) agricultural maintain soil fertility to preserve soil fertility
land with good along the river bank
soil fertility
Approach - The first part Opening up what was HWHAMA - The concerned
17 Road of the approach hitherto a ‘backyard’ agencies should strictly
(Quarries road passes through the approach enforce the legal ban
Section) through a road and proposed on quarrying activities
severely bridge can exert both to prevent irremediable
damaged positive and negative damages on the
landscape, influence on this landscape.
which has been particular stretch. -
ravaged due to High visibility can Recommendations for
heavy mean reduced illegal landscape rejuvenation
quarrying. The mining. On the are proposed by
extent of contrary, increased INTEGRATED DESIGN as
devastation is and all-weather part of the Cultural
so severe that access can also enable Impact Assessment and
the proposed increased scale and should be implemented
approach road pace of destruction by the concerned
would not seen due to mining agencies.
as a negative
intervention in
the landscape -
both visually as
well as
physically
Approach The approach Construction of the - The executing agency

18 Road (Wild road identified bridge itself as well as KRDCL should clarify
Section) for widening activities associated themeasures to be
for a stretch of with road widening is undertaken to preserve
1300m passes bound to disturb the landscape along the
through a landscape. Due road widening,
relatively wild recognition of the specially during
landscape lined possible impacts will construction
with boulders likely help mitigate or - The concerned agency
and agricultural control the extent of HWHAMA should

Page 6 of 9
proposed bridge
fields across a disturbance. ensure the natural
rolling terrain. landscape is not
disturbed due to road
widening
19 Junction Residential, The improvement of HWHAMA, ASI, The concerned

improvement religious, the junction should DAM, KRDCL agencies
at agricultural and not compromise any (ASI/DAM/HWHAMA)
Bukkasagara fortification historic evidences, if should clarify whether
sites from any, nor limit the the junction
Vijayanagara possibility for future improvement falls
Period have excavations. under the protection
been identified boundaries of such
by the historic sites.
Vijayanagara
Metropolitan
Survey Team
20 Junction The historic A comprehensive HWHAMA, ASI, - Executing agency

improvement canal conservation and DAM, KRDCL should clarify how the
at HiriyaKaluve maintenance program canal will be integrated
Bukkasagara linking west of should be evolved
Hampi to before taking up the - ASI/DAM/HWHAMA
Bukkasagara work of the road. should approve the
through the measures proposed for
irrigated valley, the conservation and
is running maintenance of the
across the road historic canal.
junction.
Accessibility - The proposed While it will address HWHAMA The concerned

21 and bridge will the needs of authority (HWHAMA)
Connectivity improve immediate should ensure traffic
connectivity surrounding regulations are
and mobility settlements, heavy conceived and
within the traffic across the core implemented to
Hampi WHS protected area should prevent heavy vehicles
through an be prevented from crossing the core
intermediate zone, especially
crossing across towards the Vitthala
the complex on the
Tungabhadra Kamalapura-Venkat-
River. . apure road while
- The increased ensuring farmers’
connectivity access to their fields.
will also entail
heavy traffic
movement
close to the
core zone.

Page 7 of 9
proposed bridge
22 Accessibility The road It is extremely critical HWHAMA The concerned

and connectivity that quarrying agencies should strictly
Connectivity across the activities are strictly enforce the ban on
quarries may controlled and quarrying activities.
increase monitored to prevent
quarrying further and
activities due to irreparable damages
easy access for on natural landscape
trucks and
machinery.
23
Changes in The increase of Dispersion of HWHAMA - The concerned
Land use traffic may development and the agencies should ensure
patterns generate spread of commercial future development
change on land activities along the and commercial
use patterns road will compromise activities happen only
along the the overall site in the continuity of the
approach road integrity by existing settlement.
and before the generating pollution Land use along the
bridge if the and fragmenting the approach road should
development landscape not be allowed to
regulations are change to anything
not strictly other than the existing
applied. agricultural land us
- The concerned
agencies should strictly
enforce the legal ban
on quarrying activities
and ensure the
landscape is
rejuvenated to prevent
further and
irremediable damages
on natural landscape.
- The concerned
agencies should
prevent the spread of
commercial activities,
especially at the
different junctions and
near future bus stops.
24 Visual impacts Provided the HWHAMA, ASI,

conditions that the DAM, KRDCL
proposed bridge is
not treated with
bright colors/textures
and that any spaces
for holding and
banners are allowed,

Page 8 of 9
proposed bridge
it does not present - The executing agency
any major visual should clarify surface
impacts at the macro- finishes proposed
scale level. including material,
color, texture, etc.
- The concerned agency

(HWHAMA) should
verify and approve the
surface finishes and
ensure any spaces for
holding, banners are
allowed.

Page 9 of 9
Government of Karnataka
DISASTER MANAGEMENT PLAN

FOR
(SUMMARISED VERSION)
2014
HAMPI WORLD HERITAGE AREA MANAGEMENT AUTHORITY
Prepared by
CENTER FOR DISASTER MANAGEMENT
ADMINSITRATIVE TRAINING INSTITUTE, MYSURU
ABBREVATIONS
ASI Archeological Survey of India

ATI Administrative Training Institute
CBO Community Based Organazation
CDM Centre for Disaster Management
DC Deputy Commissioner
DAM Department of Archaeology and Museums
DDMA The District Disaster Management Authority
DEOC District Emergency Operation Centre
DM Disaster Management
DRR Disaster Risk Reduction
ESF Emergency Support Functions
GIS Geographical Information Systems
GO Government Order
GoK Government of Karnataka
GP Gram Panchayat
HWHAMA Hampi World Heritage Area Management Authority
IRS Incident Response System
IT Information Technology
KSDMA Karnataka State Disaster Management Authority
NCC National Cadet Corps
NDMA National Disaster Management Authority
NGO Non-Governmental Organisation
NREGA National Rural Employment Guarantee Act
NSS National Service Scheme
NYKS Nehru Yuva Kendra Sangathan
PRI Panchayati Raj Institution
PWD Public Works Department
SCMC State Crisis Management Committee
SDMA State Disaster Management Authority
SDRF The State Disaster Response Force
SEC State Executive Committee
SEOC State Emergency Operation Centers
SOP Standard Operating Procedures
Government of Karnataka
V. Rashmi, IAS.,
Director General
Administrative Training Institute, Mysore
Foreword
The Centre for Disaster Management was set up at ATI Mysore in 2001 with the mandate of
training and capacity building of Officers of the State Government in the area of disaster
management. The Centre is providing professional support in the preparation of disaster
management plans for schools, Hospitals, Organisations, Taluk, District and the State. We are
indeed happy to be associated with the preparation of Disaster Management Plan for Hampi
World Heritage Area Management Authority. The Plan has been prepared based on survey,
guidelines of NDMA, SDMP, DM Act-2005 and based on the review of various reports of
HWHAMA. The Plan covers key areas of Disaster Management namely HRVC Analysis,
framework for disaster management, Incident Response System. Institutional mechanism,
Preparedness, Prevention, Mitigation, Response, SoPs for Officials including the contact
addresses of the resources required for managing disasters in Hampi.
Disaster management requires a different set of skills and knowledge. The officers and
functionaries working in HWHAMA, ASI, DAM, Government departments, PRIs, ULBs,
NGOs, Private Sector, Community and other agencies need to develop multidisciplinary
skills and knowledge in the areas of disaster management.
It is hoped that the Plan would serve as a guide and performance aid to the District
Administration, HWHAMA, DAM, and the state Government to take up preparedness,
prevention, mitigation and response measures. The main aim of the Plan is to reduce the risks
being caused due to various disasters in the Hampi Heritage Area.
I would like to acknowledge the contributions of Dr Ashok Sanganal, Senior Faculty ATI and
Dr J R Paramesha, Faculty of the Centre for Disaster Management, ATI for their efforts in
preparing and compiling this plan. Feedback on the report is welcome and we hope to
improve the report through wider discussions and feedback. Thanks are due to the
HWHAMA for entrusting this work to CDM, ATI, Mysore and look forward to extending
further support in future.
Date: 01/12/2014 (V Rashmi)

Place: Mysuru
Acknowledgment
The Plan has been prepared under the constant guidance of V Rashmi, IAS, Director General, ATI
Mysore. Thanks are due to the HWHAMA who have entrusted this work to CDM ATI Mysore and also
for providing necessary support during the survey and field visits. We also extend our thanks to the
Officers of Departments of ASI, DAM, HWHAMA, Fire Services, Homeguards, Police, PRIs, PWD,
Irrigation, TBDA who had participated in the workshop deliberations.
Dr. Ashok Sanganal

Centre for Disaster Management, ATI Mysore
INDEX
Chapter 1- Introduction 01-05

1.1 Context
1.2 Objectives
1.3 Methodology
1.4 Justification
1.5 Important Organizations Required
1.6 HWHAMA Emergency Operation Centre
1.7 Facilities/Amenities to be Provided in the
Emergency Operation Centre(EoC) at HWHAMA
1.8 Administrative Preparedness
Chapter 2- Hazard, Risk and Vulnerability Assessment 06-11
2.1 Introduction
2.2 Methodology
2.3 Proneness to Various Types of Disasters
2.4 Risk Assessment Matrix
2.5 Seismic Risks
2.6 Agriculture and Drought Risks
2.8 Human vandalism and Treasure hunter
2.9 Illegal Quarrying and Damage to Monuments
2.10 Thermal Cracks
Chapter 3- Organisational Structures for Disaster Management 12-18
3.1 Introduction
3.2 Organisational Structure for Disaster Management in Karnataka
3.3 District Disaster Management Authority (DDMA)
3.4 DDMA structure for Districts having City Corporation in the District
Head Qtr
3.5 Powers and Functions DDMA
3.6 District Crisis Management Committee
3.7 Organizational Structure of HWHAMA
3.8 HWHAMA Institutional Framework
3.9 Proposed Organisational Structure for the Hampi World Heritage Area
Disaster Management
3.10 HWHAMA Functions
3.10.1 Archeological Survey of India(ASI)
3.10.2 Staff Deployed by ASI
3.10.3 Proposed Requirements
Chapter 4- Mitigation Plan 19-23
4.1 Introduction
4.2 Storm Water Management
4.3 Retrofitting and Rehabilitation of Monuments
4.4 Structural and Non-structural Repairs of Stone Masonry Heritage
Buildings
4.5 Regulations
4.6 Road Accidents
4.7 Fires
4.8 Industrial and Chemical Accidents
4.9 Recommendations
Chapter 5- Preparedness, Response and Rehabilitation Plan 24-28

5.1 Preparedness for Response
5.2 Institutional Arrangement for Response
1.3 Agencies involved in evacuation, search and rescue
and their roles
5.4 Role of agencies/individuals in evacuation, search and rescue
5.5 Organisations for Evacuation Operation
5.6 Incident Response at HWHAMA or Hampi WHS
5.8 Drills
5.9 HWHAMA Level Incident Response System
5.10 IEC Materials
Chapter 6- Hampi Utsav : Crowd and Stampede Management 29-36

6.1 Introduction
6.2 Stampede and Large Congregation Management: Hampi
and Anegundi Utsava
6.3 Information Assessment by the District Administration
6.4 Checklist for Hazard Assessment for Crowds in Hampi
and Anegundi Utsav
6.5 Checklist for Rapid Venue Assessment
6.6 Risk Assessment of Potential Hazard Conditions
6.7 Managing Demand Supply Gaps
6.8 Generic Safety and Security Guidelines Hampi and Anegundi Utsav
6.9 Checklist for Planning
6.10 Event / Venue details
6.11 Site Plan: The site plan must include maps showing location and
details of Safety& Security Plan
6.12 Roles and Responsibilities
6.12.1 Visitors
6.12.2 Event Organisers/ Venue Managers
6.12.3 Police
6.12.4 Civil Defense/ NGOs/Volunteers/Village Disaster Management Teams
6.12.5 Code of conduct for media covering places of mass gathering
6.12.6 Role of media BEFORE a disaster
6.12.7 Role of media DURING a disaster
6.12.8 Role of Media After a Disaster
6.12.9 Arrangements
Chapter 7- STANDARD OPERATING PROCEDURE (sops) FOR

OFFICERS 37
1.1 Introduction
Chapter 8- Important Emergency Contact Numbers and Resources 38-39
Chapter 1
INTRODUCTION
1.1 Context
Thehistorical monuments and heritage structures in Hampi world heritage site have over the years
witnessed structural weakness, erosion, degradation and fraught with inadequacy in the basic
infrastructure needed for rising population, which made them vulnerable to different natural and man
disasters. In the recent years, disasters both natural and man madeare causing widespread damages
and losses. Hence, the Disaster Mitigation and Management Plan as per the provisions of Disaster
Management Act-2005 is prepared in order to ensure disaster resilience and minimize the extent of
losses and damages the monuments are subjected to.The Disaster Management is the sole
responsibility of Government with participation of all other stakeholders.
In order to stress the significance and streamline the systematic management of disasters, the
Government of India on 23rd December, 2005 has passed the Disaster Management Act-2005. The
Act clearly lays down the roles and responsibilities of the Government and other
stakeholdersdescribing them over 11 chapters and 79 sections, each giving set of guiding principles
and procedures for the Centre, State, District and Local administrations. It is seen over the years that
the heritage monuments of Hampi have witnessed progressive damages and degradation due to
natural and man made disasters, thereby giving an alarming warning to the Authorities concerned,
to initiate preventive and mitigation measures by involving the key agencies like HWHAMA, the
line Departments and community. The Heritage Disaster Management Plan of Hampi as per the
provisions of the DM Act 2005 comes under the jurisdiction of the District Administration of
Bellary and Koppal, since the heritage site spreads across these two districts in the talukas of
Hospete and Gangavathi.
1.2 Objectives
 Identify the Hazards, Vulnerability and Risks in Hampi World Heritage Site
 Analyse the capacity of the Hampi World Heritage Area Management Authority and Stake holders
including the district administration
 To ascertain the inventory of existing resources and facilities available withthe various agencies
involved in the management of disaster.
 Analyse the gaps in preparedness, Prevention, Mitigation and Response Measures
 Propose an appropriateHampi Disaster Management Plan
1.3 Methodology
The plan is prepared based on the following steps;
 Review of reports and documents of Hampi,
1. Hampi World HeritageSite Comprehensive Conservation Plan-2011
2. Hampi World HeritageSite Master Plan of Hampi-2021
3. Hampi World Heritage Site Landscape Study
4. Hampi World Heritage Site Socio-economic Study-2010
5. Hampi World Heritage Cultural Impact Assessment Study
 Field visitand survey of the area and monuments for possible risks owing to natural and man
made disasters
 Discussions with Officers of HWHAMA, State Archaeology, TB Dam, Tourism, GPs, Town
Planning, ULBs, Police, Fire, Homeguards and some NGOs.
 Workshop at ATI Mysore to discuss the issues related to disaster management, human
resource, institutional structure, capacity and gaps
 Second round of Field visit to Hamp world heritage area sites to assess risks and capacity and
finalize plan
1.4 Justification
In the absence of a definitedisaster management action plan, the response to a disaster would be
arbitrary and illogical leading to haphazard approach to management of disasters. Moreover, due to
inadequate preparedness and absence of a defined response structure and standard operating
procedures, there would be mismanagement of resources and overlapping actions among various
agencies, which may exacerbate the situation thereby compounding the disaster effect. A formal
disaster mitigation and management action plan for managing disasters is therefore necessary to
ensure minimization of hardship and losses. This can be achieved only through;
a) Identification of vulnerable areas, hazards and risks
b) Preplanning of proper sequence of response actions.
c) Allocation of responsibilities to the participating agencies.
d) Action plan for mitigation and Response including Search and Rescue, Relief, Rehabilitation
and Reconstruction
e) Effective management of resources
f) Developing codes and standard operating procedures for smooth coordination between

various departments and relief agencies involved.
1.5 Important Organizations Required

1. District Disaster Management Authority of Bellary and Koppal
2. Hampi World Heritage Area Management Authority, Hampi
3. District Crisis Management Committee, Ballary
4. State Archaeology Dept.
5. PRIs and ULBs
6. Revenue Dept.
7. Police, Home guards, Civil Defense Depts.
8. District Fire Services
9. Health Dept.
10. Public Works Dept.
11. Irrigation Dept
12. Agriculture, Animal Husbandry, Watershed Depts.
13. Food and Civil Supplies Dept.
14. Meteorological Dept
15. ZP Engineering
16. Transport Dept.
17. Inspectorate of Factories.
18. Information Dept.
19. NGOs, CBOs and SHGs
20. Indian Red Cross Society
All the above departments working at the district andtaluka levels under the chairmanship of DC
namely, SP, ADC AC, Tahasildar, EEs and AEEs of PWD/Irrigation, Commandant, Home
Guards/DFO/RFO, DHO, THO, RTO, TPEO, PDO, Chief Officers, etc., as listed above are
responsible for disaster management depending upon the area affected in the Hampi world heritage
site. All of them need to be connected with telephone (both external and internal), VHFs will be
installed. All the line departments are directed to keep themselves ready as per the guidelines and
charter of activities mentioned in this plan. NGOs and private sector agencies including private firms
and industries are asked to prepare disaster management. The resources available with different
agencies are identified
1.6 HWHAMA Emergency Operation Centre

It is the nodal agency responsible for management of activities of Hampi world heritage site. There
shall be an emergency Operation Centre to be set up at Hampi heritage site, operated 24x7 with
adequate staff and equipped the necessary emergency facilities like information kiosk, Telephone,
Internet, Fax, Ambulance, Boats, Quick Rescue Van, First Aid facility etc., with free toll number. The
EOC shall be networked with key line Departments and Deputy Commissioner of Ballary and Koppal.
1.9 Facilities/Amenities to be Provided in the Emergency

Operation Centre(EoC) at HWHAMA
Room
The Emergency Operations Centre has
• Adequate space for a workstation
• VSAT
 Computer with internet
 UPS
 CCTV and other surveillance equipments
 GPS enabled response vehicle
 Telephones
 Fax
 Computer with Printer
 Typewriter
 NIC terminal and
 Wireless communication system
 The phones, i.e. intercom, STD phone, EPBX extension, hotline etc., would be of
different colours, and with distinct rings if possible, to enable them to be
distinguished from each other. An emergency light, fire extinguishers and a generator
for the computer and fax machine would also be provided in the control room
 Communication Networking with DC, SP and other Officers of District
Administration(Line Departments including Hospitals)
The EOC is equipped with

 24x7 operation with personnel deployed from Departments on rotation or permanent
 Necessary furniture and store wells for keeping
 Files of messages
 Stationery
 Other office equipment.
 Action Plans
 Maps
 List of key contact persons during emergencies.
 First Aid Kit
 Mobile Health care unit
 GPS enabled response vehicle
 Emergency equipment
 Ambulance
[Area accessible with clear labels and not under lock and key].
Important phone numbers, which are frequently required, would be displayed on the wall so
that they could be seen easily, while other phone numbers, names and addresses etc., are
maintained on the computer, to facilitate easy retrieval and cross-referencing.
Some provision is made for

 First-aid and other basic medical relief for the staff
 An adjoining toilet
A rest room with adequate facilities and
A lunch room.
[This would be required especially during disaster, when staff may have to be on duty for
long hours at a stretch].
The following facilities are available in the control room
 Telephones
Intercom units for contact within Departments
 VSAT connection to the Deputy Commissioner
Hotline to District Disaster Management Control Rooms, Police Control Rooms
 Networking of Computers
 Internet
PC with printer
Mobiles and wireless communication
 Xerox machine
Television unit and major newspapers to be monitored for news.
During disaster, hotlines from control room to be connected to

Deputy Commissioner/s of the affected district/s and his delegated Officer at Hospete
Superintendent of Police of the affected district/s and his delegated Officer at Hospete
1.8 Administrative Preparedness

The following steps have been taken to combat any eventualities during and after the disaster
situations.
1) DC will be overall in charge of the disaster management in the district and could
delegate any of the powers to other officers in the district.
2) An Emergency Operations Centre will be set up at HWHAMA in Hampi with
minimum emergency facilities. The HWHAMA Emergency Operation Centre
will be connected to DC, AC, Tahasildars
3) Control Room and EOCs will be functioning round the clock in the DC office,
SP’s office, HWHAMA, Tahsildars of Hospete and Gangavathi, office with
adequate facilities and staff members assigned with the job.The Department of
Archaeology and Museums and HWHAMA will prepare and implement
mitigation plan that includes conservation, repairs, retrofitting of monuments
4) HWHAMA Commissioner and Superintending Archaeologist ofDAM will be the
nodal Officers for identification, conservation of heritage monuments including
reporting any emergency arising out of flood, fire, accident etc. to the respective
authority through HWHAMA EOC
5) The TB Dam Authority (EE)is assigned the task of monitoring from time to time
the rainfall, water discharge from the dam and resultant flood warning, repair of
canal that breach due to heavy discharge, regular safety and maintenance of dam
with support of Police and others.
6) Superintending Engineer of Irrigation department will be assigned the overall
responsibility of flood management and rainfall data management.
7) The respective TalukTahsildarsof Hospete and Gangavathi will be assigned the
responsibility as taluk level incident commanders for managing the disasters in
the Hampi world heritage site.
8) SE, PWD has been assigned the overall responsibility of setting up of site
operations centre during the disaster situation and provide all the necessary
facilities.
9) Transport Department/KSRTC is in charge of providing the vehicles necessary for
managing the response activities.
10) DHO and THO is in charge will be providing the necessary medical facilities such
as Medicine, Ambulances, stretchers, medical relief camps, mobile medical teams
ready for the purpose.
11) District Fire and Emergency Services(DFO and RFO) are assigned the task of any
emergency including fire
12) The Homeguards Commandant has been assigned the responsibility of
coordinating with Fire and Police personnel during disaster situations
13) EE,GESCOM is in charge of providing electricity supply during disaster
situations.
14) Flood and Civil supplies officers have been directed by the DC to store adequate
foodstuff at vulnerable areas and strategic points.
15) SP has been directed by the DC to set up and monitor the wireless stations and
make arrangements to seek army assistance if required.
16) The SE(PWD), SE, Irrigation have been instructed to carry out the repair works
of dams, canals, river embankments, bridges, old and unsafe buildings
immediately and before the rainy season ever year.
17) RIs, PDOs and TPEOs of the respective TalukaPanchayats and GPsnamely
Hospete and Gangavathi and all the villageshave been asked to clean the drains,
manage solid and water wastes, supply of water, provide sanitary facilities and all
the civic facilities needed for effective management of disasters in the Hampi
world heritage site.
18) NGOs, CBOs working at the levels of taluks and villages are asked to collaborate
with local administration to carry out the relief, rescue operations and
rehabilitation activities.
19) HAM radio sets with operators are instructed to be ready.
20) The Deputy Director and Assistant Director of Veterinary Department are asked
to keep the medicines ready to protect the animals against contagious diseases and
medicines supplied to the field functionaries for routine treatment.
21) Review of pre-disaster arrangements has been carried out and contingency plan
for the district has been provided to all the heads of the departments in the district.
The resources available in the Talukas of Hospete, Gangavathi, villages of WHS and district
with both private and Government have been compiled.The list of vital installations such as
Dam, transformers, telecommunication centers, wireless relay stations etc., have been
provided with protection and security and the same will be intensified during disaster.
Chapter 2
Hazard, Risk and Vulnerability Assessment
2.1 Introduction
Risk Management Plan aims to prevent or reduce the negative impacts of various hazards on
the World Heritage Property. It is primarily concerned with reducing risks to the heritage
values embedded in the property; its authenticity and integrity but also to human lives,
physical assets and livelihoods. The protection and preservation of epigraphical resourcesof
Hampi is the responsibility of the State Department of Archaeology and Museums (DAM).
The DAM is a body under theDepartment of Kannada and Culture, Government of
Karnataka.
2.2 Methodology
From the field observations and survey, several risks owing to structural weakness and damages have
been noticed.The vulnerability and risks are identified based on;
1. Gathering information on the past history of disasters at the World Heritage Site WHS.
2. Hazard mapping of the region helped in identifying the vulnerability of the site due to exposure.
3. Resource mapping to know the resources
4. Seasonality of disasters
5. HRVC Matrix Analysis
6. Failure mode analysis
7. Micro-zonation in order to understand localized vulnerabilities of various heritage attributes due
to their location and resulting exposure to hazards, which are evaluated as low, medium, high and
very high.
8. Risks owing to crowds and large congregations during Hampi Utsav and Anegundi Utsav
9. Vulnerabilities being evaluated as low, medium, high and very high.
10. Risks to the site; their causes and evaluation of existing disaster preparedness measures for the
site
11. Development of alternate disaster scenarios and their evaluation vis-a-vis probability of events
and impacts on the site in general and specific heritage attributes in particular
Coordination with various line departments needs be done to ensure that risks to various heritage
attributes are addressed by the relevant departments. For example, risks to historic canals would
require coordination with department of irrigation.
2.3 Proneness to Various Types of Disasters
Time of Vulnerable Area
Type of hazard Potential Impact
Occurrence Entire dist/urban area
etc
Geological Hazards June-September Damage to the monuments, road Hampi Circle (Core
Landslides and Rock block, life loss, loss to property 41.8Sq Km & Buffer
slides and Rock and environment zone 191Sq Km)
collapses Auchutraya Temple,
Vittala Temple, Prakash
Nagar, Anagundi area
and other low lying
areas.
Type of hazard Time of Potential Impact Vulnerable Area
etc
Earthquakes Damage to the monuments, road
Any time block, life loss, loss to property Core and buffer zone
and environment.
Illegal quarry Any time Cracks, dust accumulation,
operations (Building collapse of monuments and other
stone & Sand) structures, damage to crops and
Core and buffer zone
vegetations, effect on biodiversity
(birds & animals), depletion of
ground water etc.,
II. Water and Submergence of monuments, Purandaradasara
Climate related June to Sept temples, cultivated areas and Mantapa, Ancient
Hazards settlements etc., Bridge, Kotilinga, Part
a. Flash Flood of the low lying area
In and around Vittalla
Temple,
64 pillared mantapa
b. Water logging June to Sept Widening of the fractures/cracks in Royal enclosure,
the monuments, temples, Krishna temple,
Inundation of cultivated areas and Achutaraya temple,
settlements, spreading of viral Virupaksha temple and
diseases, blockage of sub surface other low lying areas.
drainage system, path ways etc., Sub surface drainage
system, Pathways,
roads.
c. Heat waves Summer and Development of Cracks in rock Core and Buffer zone
winter boulders, monuments, expansion
& contraction of joints
d. Wind June to Aug Erosion in natural boulders and Core and Buffer zone
monuments etc.,
III. Biological Fungus attack on monuments, Core and Buffer zone
Hazards Rainy and Hepatitis –B, Malaria,
a. Epidemic disease summer seasons Dengue, chickengunya, EBOLA,
HIV, Gastro intestinal disease etc.,
Cattle, trees and crops
IV. Chemical and Due to crushing units, Quarry

industrial Hazards operations, movement of vehicles
a. Air pollution and industries.
Core and buffer zone
b. Water Pollution Discharge of domestic sewage, (All around the
c. Solid waste
pesticides/fertilizer traces entering monuments covering
into rivers and water bodies from villages / hoblies /
the upstream towns/cities tandas etc.,)
Improper municipal solid waste
Time of Vulnerable Area
Type of hazard Potential Impact
etc
V. Other accidental
Hazards.
a. Road accidents Hampi Utsava
b. Forest fire Summer Loss of life, damage and
c. Crop fire Summer destruction of HWHS Buffer zone
d. Bush fire Summer properties/monuments Event routes of Hampi
Utsav, Large
e. Stampede
congregated areas
Any time
f. Bomb threat
Any time
g. Heavy road
transport
2.4 Risk Assessment Matrix

Probability Risk Preparedness Total
High Med Low None life Health High Med Low Poor Fair Good Score
disr dis dis
uption ruption
3 2 1 0 5 4 3 2 1 3 2 1
Flood 18
√ √ √
Epidemic 16
√ √ √
Stampede 30
√ √ √
Bomb Threat 15
√ √ √
Structural 30
Damage/Collapse
√ √ √
Electrical 30
Accidents
√ √ √
Mass Casualty 30
√ √ √
Infant Abduction 18
√ √ √
Earthquake 6
√ √ √
Risks are mainly attributed to,
 Heavy rainfall
 Vandalism and looting
 Fire
 Epidemics
 Quarrying and mining
 land/rock slides
 Communal violence and conflicts
 Stampede
 A private resort (under the name of a guest house) came up in the core zone of the site resulting in
heritage alteration
 The famous Akka Thangi Gudda (Sister Boulders) at Hampi have suffered damage. A huge chunk
of one of the boulders fell off during thundershowers.
 World-renowned monuments in the river basin such as Purandara Mantap, Seetheseragu, Lakshmi
Narasimha and Narayanaswamy temples near Chakrateertha, ancient bridges and several other
monuments get submerged during excess water released from Tungabhadra reservoir to the
river
 The recent Cyclone Nilam played havoc at Salu Mantapa which crumbled into a heap of ruins.
Rainfall in the past few years has damaged many monuments with enclosure walls surrounding
major monuments developing cracks.
 A portion of the western wall of Sri Achyutharaya temple complex, the enclosure wall of Lotus
Mahal, the Doomed Gate wall and fencing wall of Gejjela Manatap on the banks of river
Tunghabhadra had collapsed during the incessant rainfall in October 2009.
 In the subsequent years, portions of the Kudre Mantapa, the domed gate, the Janana enclosure
wall and the `pushkarni’ on Bazaar Street near Vittala temple collapsed and, a portion of the
protected Shiva temple at Hampi, popularly known as Varaha temple collapsed.
 Some portions of the Ananthashayana, Pattabhirama, Vittala, Krishna and Virupaksha temples are
weak and rainfall in the area has further weakened the structures. About 15 structures are in a
precarious condition and their partial collapse in heavy rain cannot be ruled out.
 Some miscreants have attempted to steal a Shivalinga near the Moola Virupaksha temple in
Hemakoota hill, adjacent to the Virupaksha temple at the world famous Hampi. Incidents of
vandalism and theft have been reported from the site. In fact many sculptures and fragments of
historic structures that lie scattered throughout the site are highly vulnerable to looting
 On 22 January 2009, the Anegundi Bridge at the World Heritage Group of Monuments at Hampi
collapsed, killing eight construction workers.
 Now motorised boats without precautions are also being operated posing potential danger to the
lives
 Several fairs and festivals such as Hampi and Anegundi Utsav take place in the Site during which
thousands of pilgrims and tourists throng the site. There is risk of stampede and damage to
heritage structures and life and also thefts during this period
 Many of the boulders are precariously situated and there is risk that they may fall down due to
vibrations or after heavy rains thereby posing risk to the safety of visitors and staff.
 There is also a risk that the use of water for irrigation may cause damage to heritage structures
located in the middle of agricultural fields.
 Women and children are regularly using canal and river water for domestic purpose may slip to
danger
 There are slow and progressive risks to heritage structures due to weathering, growth of
vegetation and traffic vibrations
2.5 Seismic Risks
The Bellary region, which experienced a strong earthquake in 1840’s, has been down graded to Zone
II. The 1984 BIS zoning map has placed Bellary region in Zone III. Bellary region which falls in Zone
II seismic zone is referred to as low damage risk zone, the probable intensity is MM VI.Most
significant event of the area is the Bellary Earthquake of 01 st April, 1843 with magnitude ranging
between 5.0 - 5.9 as per the data period.The 1900 event occurred in an ENE-WSW linear belt bound
on either side by Dharma-Tungabhadra fault and Kumudavati-Narihalla faults. This earthquake
occurred with an intensity (Imax) of VII was widely felt in the Deccan Plateau with a radius of
beyond 300 kms. VSAT Enabled Permanent Seismic Monitoring Station of KSNDMC is established
in the premises of TB Dam towards monitoring of Seismic activity in and around the Dam site for
Dam Safety.
A survey conducted by the HWHAMA indicated that over 70% farmers own less than 3 acres land
either dry or irrigated. Also the rampant use of pesticides and chemical fertilisers is leading to
pollution of soil, water and degradation of land. Due to pollution, farmers risk their health and also
indebtedness on fertilisers and pesticides. Following table indicates the drought vulnerability of the
region
No. % No. % No. % No. % No. %
No Drought (ND) 9 23 21 53 34 85 23 58 34 85
Moderate Drought (MD) 0 0 8 20 4 10 7 18 6 15
Severe Drought (SD) 31 78 11 28 2 5 10 25 0 0

The Tungabhadra dam, 12 kms south west of the World Heritage site is getting water to its brim
during peak monsoon and releases to the down stream at the rate of 12,500 cusecs.Excessive rain fall
may result in large quantity of water being released in order protect the TB Dam structure. Such
release is disastrous to the area downstream like Hampi WHS affecting the monuments and
people.The highest rainfall recorded during the study period is 817mm during 1990. Which is 76%
more than the normal and minimum of 175mm recorded during 1994.
• Heavy rainfall this year coupled with release of reservoir water from TB Dam from 50000 to
more than 1.0 Lakh cusescs lead to flooding and breaching of canals resulting in submergence of
agricultural fields and residential areas causing loss of life and livelihood.
•
• The temple of Kodanda Rama one of the important monuments that submerges during the floods
to its maximum.
• The pathway leading to Vitthala temple from the cave of Sugreeva, Kotilinga rock sculptures
witness total submergence.
• The Purandaradasa mantapa, which is known for the great saint Purandara-dasa who use to
perform Bhajan and Kirthan in this mantapa on the banks of this river, goes under 20ft water and
only the bhagavata flag is visible.
• Almost all the water bodies like cisterns, tanks, stepped tanks, subterranean chambers are full
and water logged in the citadel area, temple complexes and bazaars.
• The low lying areas around the monuments and inside the monuments are water logged
• Uprooting of heritage trees during rainy season at the WHS are regularly seen causing damages to
monuments and property
• A number of vernacular houses in Hampi and Anegundi village have either partially collapsed or
have been significantly damaged
2.8 Human vandalism and Treasure hunter
In fact many sculptures and fragments of historic structures that lie scattered throughout the site are
highly vulnerable to looting. Recently special cameras have been installed at various vantage points in
the site through which observations can be made through web. However it was felt that there is
general lack of coordination between security staff and various agencies. Effective action through this
monitoring system would require adequate communication and coordinated response mechanism.
2.9 Illegal Quarrying and Damage to Monuments
 Illegal quarrying and rampant blasting activities have resulted in collapse of significant portion of
the entrance tower of the Varha temple (also known as the Shiva temple) including other
monuments. In June 2011, the 13th century Varaha temple which had weakened due to blasting
for mining activities at Hampi had collapsed after heavy downpour
 Monuments such as Vijaya Vittala temple tower and the Kudure Gombe Matapa are among the
ones which have developed cracks.
2.10 Thermal Cracks
The brick tower over the northern entrance of outer prakara of the Achyutaraya temple has developed
vertical cracks and a chunk of 2 mt cube has dislodged from its position and fallen. This may further
lead to the fall of similar chunks once the thermal action of blazing sun in the following days.
Chapter 3
Organisational Structures for Disaster Management

3.1 Introduction
As per the provisions of the Disaster Management Act 2005 passed by the parliament on 23rd
December 2005, disaster management authorities namely NDMA, SDMA and DDMA at the
national, state and the district levels respectively have been formed. The State Government in line
with Disaster Management Act, 2005, has constituted State Disaster Management Authority (GO No.
RD 28 ETC 2006 dated 16.05.2008) and its composition reconstituted as per (GO No. RD 49 ETC
2010 dated 27.05.2010). The state has also constituted the State Executive committee (GO No. RD
28 ETC 2006 dated 16.05.2008). It has constituted the District Disaster Management Authority
laying down clarity of roles and responsibilities for state and district authorities. The State
Government through SDMA and DDMA can constitute appropriate Institutional structure for disaster
management in Hampi world heritage site.
3.2 Organisational Structure for Disaster Management in Karnataka
KarnatakaState Disaster Department of Disaster

Management Authority Management(GoK)
headed by the Secretary
(9- member body) chaired by the to Govt.
Karnataka State Karnataka State Advisory CDM, ATI

Crisis Committee Executive Committee Committee Mysore
District Disaster Management Authority
7-member body chaired by the District Magistrate and comprising of representatives from the civil
Line Departments Local Authorities(PRIs,

Advisory Committees
of GoK ULBs, UDAs etc
3.3 District Disaster Management Authority(DDMA)
The District Disaster Management Authority (DDMA), headed by the Deputy Commissioner, with
the elected representative of the local authority(ZP) as the Co-Chairperson shall act as the planning,
coordinating and implementing body for DM at District level and at the HWHAMA and take all
necessary measures for the purposes of DM in accordance with the guidelines laid down by the
NDMA and SDMA. It shall, inter alia prepare the District DM plan for the district and monitor the
implementation of the State Policy, the State Plan, District Plan and plans at the Departmental
organisational levels. DDMA shall also ensure that the guidelines for prevention, mitigation,
preparedness and response measures laid down by the NDMA and the SDMA are followed by all
Departments of the State Government at the District level and the local authorities in the district. It
may set up the following for effective management of natural and man made disasters in every
district.
 Advisory Groups
 Expert Committees/Task Forces
The DDMA and SDMA under the provision of the Act shall ensure preparation of DM
plan for world heritage sites and constitute such institutional structure as may deem
suitable for managing the disasters taking into account the nature and types of disasters.
3.4 DDMA structure for Districts having City Corporation in the District Head Qtr
SL Members Designation
No
1 Deputy Commissioner of the District Chairperson
2 President of the ZillaPanchayat Co-chairperson
3 Commissioner of City Corporation Member
4 Chief Executive Officer of the ZillaPanchayat Member
5 Superintendent of Police of the district Member
6 District Health Officer of the District Member
7 Executive Engineer of the ZillaPanchayat of the District Permanent Invitee
8 Joint Director of Agriculture Permanent Invitee
9 Addl. Deputy Commissioner of the District Member Secretary
This structure of the DDMA has been constituted vide Govt. Notification No. RD. 156 ETC 2010
dated 08-01-2013
3.5 Powers and Functions DDMA
 Prepare Disaster Management Plan including Response plan
 Implementation of national/state policy and district plans
 Ensure prevention, mitigation and preparedness measures undertaken by the departments
and bodies
 Give directions different authorities at district level to take measures for prevention of
disasters
 Lay down guidelines
 Monitor and implement disaster management plans prepared by the departments at district
level.
 Lay down guidelines for departments for integration of measures in the development
plans and projects
 Review of capacity building plans and training
 Community training
 Update the district disaster and response plan
 Set up early warning systems
 Provide technical assistance
 Ensure building bye-laws for safety
 Provide information to state authority
 Encourage NGOs
 Establish stockpiles of rescue materials at shorter not
3.6 District Crisis Management Committee

The members of District Crisis Management Group are as follows:
1. Deputy Commissioner Chairman
2. Head Quarters Assistant to Deputy Commissioner Emergency
Officer
3. Superintendent of Police Member
4. District Commandant, Home guards and Civil Member
Defense
5. Divisional Fire Officer Member
6. District Health Officer Member
7. Deputy Chief Controller of Explosives Member
8. Regional Environmental Officer Member
9. Commissioner, CMC Member
10. Regional transport Officer Member
11. Executive Engineer, Public Health Engg. Dept Member
12. Information and Publicity Officer Member
13. Joint Director of Agriculture Member
14. Trade Union Leader Member
15. Deputy Director, Animal Husbandry & Veterinary Member
Services
16. Executive Engineer Member
17. Chief Engineer Member
18. Assistant Commissioner Member
19. Senior Inspector of Factories Member Secretary
In addition to the above the following authorities have been included as permanent invitees:
1. Assistant Commissioners of Sub Division
2. District Surgeon
3. Executive Engineer, National Highways
4. Superintendent Engineer PWD
5. Superintendent Engineer, MESCOM/CHESCOM
6. All the Tahasildars of the District.
7. All the Dy. SPs and CPIs in the District.
8. All the SI of Police Department
The above Officers will be part of the Hampi Disaster Management in addition to the
Commissioner of HWHAMA, Officers of Department of Archaeology, NNGOs and CBOs.
3.7 Organizational Structure of HWHAMA

Hampi world heritage area management authority basically deals with providing design
solutions and guidelines for local development. The technical wing of authority comprising of
architects, engineers and surveyors, study the drawings submitted for building construction
permission within the LPA (local planning area) as well as check on site and in accordance
with the norms laid down in the master plan and comment on feasibility of the building. Apart
from these, various projects falling under tourism sector and development of tourism is also
being taken care of. The technical wing of Hampi world heritage area management authority
also provides consultancy services to various other government bodies namely,
archaeological survey of India, public works department, Zillapanchayat, A.P.M.C and lot
more.The Master plan was prepared by the Hampi World Heritage Area
Management Authority (HWHAMA) as part of its mandate to protect cultural, natural heritage
and regulate development in the Local Planning Area. The plan was prepared under
Karnataka Town and Country Planning Act – 1961 with the assistance of the Department
of Town and Country Planning, Government of Karnataka
3.8 HWHAMA Institutional Framework
Department of Directorate of Archaeological Directorate of State Department of
Kannada and Town Planning Survey of India – Archaeology and Tourism
Culture Nodal State Museum
Administrative Technical Conservation, Conservation Development and
control of control on preservation and preservation and promotion of tourism
HWHAMA annual HWHAMA maintenance of 56 maintenance of related to HWHS
grant to (related to monuments remaining release to develop
HWHAMA development included in monuments tourism infrastructure
(Administrative issues) HWHAMA Local included in (Mega projects)
expenses) Planning Area HWHAMA Local
Planning Area
Hampi World Heritage Area Management Authority

Conservation of cultural heritage and natural environs of Hampi and its surroundings/ preservation of
historical and cultural identity of Hampi WHS/ preventing uncontrolled development and commercial
exploitation of the area/ sustainable development of the area
Local Bodies
4 Gram Panchayat + 1 Town Municipal 3 Gram Panchayat
[14 villages] [15 villages]
Under HospetTaluka/ Bellary District Under GangavathiTaluka/ Koppal District
3.9 Proposed OrganisationalStructure for the HampiWorld Heritage Area
Disaster Management
Chairman DDMA and HWHAMA:
Dy. Commissioner, Bellary
Co-Chairman Dy Commissioner Koppal
Supdt. of Police,
Chief Exe. Commissioner
Officer, EE, ZP/PWD
Bellary and Koppal HWHAMA
ZP.,Bellary
EE, Irrigation, TB Dam
ASP/ Dy SP
Hampi/Hospete, ADC Bellary and Koppal
DHO, Bellary and Kopal
Gangavathi (Nodal Agency)
RFO Bellary
Tahasildar of
Asst. Comr, Asst. and Fire THO Hospete Superintending
Hospete and
Hospete ComrGangava Officer and Dist Surgeon Archaeologist
Gangavathi
thi Hospete, Gangavathi DAM
Gangavathi
AEE,
Senior AEE,
Asst. Dir. of RTO, AD Animal Irrigation AEE, ZP/TP
Geologist Engineer
Factories, Hospete or Husbandry, Dept of Hospete and
(M), DMG, PWD,
Bellary Bellary Hospete Hospete and Gangavathi
Bellary Hospete
Gangavathi
Executive
AD of Engineer,
Dist. Comdt., Div Conservation
Agriculture Dy. Controller GESCOM Superintending
Home guards, Controller, Architect,
Hospete and of Explosives, AEE of Archaeologist
Bellary KSRTC. HWHAMA
Gangavathi Hospete and
Gangavathi
Fire Officer, Dist. RIs of PDOs all Social Town
Building Centre
Hospete and Information Hospete and Hampi WHS coordinator, planning
Engineer
Gangavathi Officer Gangavathi jursidiction HWHAMA Officer/JTP
Private
Govt.
Gen. Mgr. Hospitals, Truckers
Mutual Aid Voluntary Hospitals, Dy. Dir. Public
Telecom, Bellary, Association
Industries Organization Bellary Instr, Bellary
Bellary Hospete and Bellary
VIMS Bellary
Gangavathi
GP Secretary
7 GPs of
President of 3
Municipal Municipal Hospete and President of Env Engineer of
GPs of
Engineer Engineer GangavathiTa 4 GPs of EO of KSPCB Hospete
GangavathiTa
Gangavathi Hospete lukas of HospeteTaluk Municipality
luk
Hampi
Heritage site
Chief officer of
Bus/taxi GIS Expert and
Hospete and
Jindal Factory Owners’ CBOs NGOs Charities Surveyor
Gangavathi
association HWHAMA
ULB
3.10 HWHAMA Functions
Funds earmarked for HWHAMA: Rs.45 lakh (plan), and Rs. 35 lakhs (non plan)
In addition to the above funding, the Tourism Department, GoKhas released Rs. 14 croresduring
2013-14 to take up tourism related conservation activities like development of thematic tours,
performing stages, signages, providing access to inaccessible monuments of historical importance etc.
The State Archeology Department has been entrusted with the preparation of detailed project report
based on the preliminary project proposal being initiated through HWHAMA in this regard.
The technical tasks performed by the HWHAMA are list below;
 Cultural resource mapping

- Mapping of Vernacular Housing and Community spaces
Survey of State Archaeology monuments
 Study of Intangible Heritage
 Cultural events at the weekends
 Quiz programme during the HampiUtsav
 Preparation of Thematic paper on HampiUtsav 2007
 Preparation of Annotated bibliography
 Mapping of historic pathways
 Mapping of historic settlements using inscriptional evidence
 Conservation of Chandramouleshwara temple
 Proposal from Sri DharmastalaManjunateswaraDharmasthana Trust to participate in the
conservation of monuments of Hampi by sponsoring 40% of the conservation costs
 Preparation of Brochures
 Conducting Heritage walks during HampiUtsav
 Preparation of the state of Conservation report
 Mapping of historic vegetation
 Development of a circulation network
 Compilation of traditional building skills and information about use of materials
 Proposals from various funding agencies
3.10.1 Archeological Survey of India(ASI)

The Archaeological Survey of India (ASI) under the provisions of the AMASR Act, 1958 protects
monuments, sites and remains of national importance by giving a two-month’s notice for inviting
objections, if any in this regard. Maintenance of ancient monuments and archaeological sites and
remains of national importance is the prime concern of the ASI. Besides it regulate all
archaeological activities in the country as per the provisions of the Ancient Monuments and
Archaeological Sites and Remains Act, 1958. It also regulates Antiquities and Art Treasure Act,
1972. The organization has a large work force of trained archaeologists, conservators, epigraphist,
architects and scientists for conducting archaeological research projects through its Excavation
Branches, Prehistory Branch, Epigraphy Branches, Science Branch, Horticulture Branch, Building
Survey Project, Temple Survey Projects and Underwater Archaeology Wing. For the administrative
convenience the entire country is divided into 24 Circles. Each Circle is headed by a Superintending
Archaeologist (S.A.), who is further assisted by Deputy Superintending Archaeologist (Dy.S.A.),
Deputy Superintending Archaeological Engineer (Dy.S.A.E.), Assistant Superintending
Archaeologist (A.S.A.), Assistant Superintending Archaeological Engineer (A.S.A.E.), Assistant
Archaeologists (A.A.) and Conservation Assistants (C.A.).
Funds earmarked and Released per annum for Hampi Conservation works = Rs. 1.50 Crores
3.10.2 Staff Deployed by ASI
1. Superintending Archeological Engineer -01
2. Senior conservation Assistant -1
3. Conservation Assistant CA– 01
4. Foreman – 01
5. LDC – 01
6. MTS – 18
7. TSACL (Temporary status casual labourers) - 58 persons
8. Labourers – 195
9. Private Security staff – 64
3.10.3 Proposed Requirements
1. 08 Civil engineers required for conservation works, preparation of action plan, structural
mitigation (with BE degree)
2. Assistant archaeologist -04 nos.
3. Security staffs for human vandalism - 60 nos.
4. Independent mobile van (GPS enabled van) – 03 nos.
5. Photographers (outsourcing) – 02 nos.
6. Surveyors – 02 nos.
7. Modelers /Artisans – 02
8. ASI Museum headed by assistants superintendent archeologist - Vacant (to be filled)
9. Assistant Archeologist - Required
10. Museum staffs - Existing – 04 nos. Required- 15 nos.
1. Rain water harvesting structure
2. Public toilets - Vittala temple
3. Water supply
4. Archeology assistants
5. AEE - 01 Vacant
6. JE -02 Vacant
7. Office superintendent - 01
8. SDA - 01
9. D- group - 04
10. Daily wagers- 92
11. Home guards - 18
Chapter 4
Mitigation Plan
4.1 Introduction
The HWHAMA has prepared a 5 year Comprehensive Conservation Plan(CCP) in 2010 which is
under implementation. This plan takes into account the structural mitigation including repairs and
renewals of the monuments of the Hampi world heritage site with due regard to the heritage character
being not compromised. A mitigation strategy however, cannot be successful unless it has the backing
and support of all concerned – the administrative machinery, the research institutions, the non-
officials and the community. So, it also becomes imperative to have built-in institutional arrangements
and/or legislative backing to oversee the mitigation strategy over a period of time. The HWHAMA is
the nodal agency for taking up mitigation measures in coordination with PWD, Irrigation, ZP, State
Archaeology, Structural Engineering Consultants and Architects.
The CCP becomes the point of reference for actions undertaken in the WHS. The document provides
requisite common philosophy and guidelines, techniques and standards, roles and responsibilities,
mechanisms for management etc., to be followed by the HWHAMA for all actions pertaining to
cultural resources in the HWHS. It is to be noted, that the HWHAMA is required to follow the
standards, ensure that the same is followed in every work that is undertaken and regularly update it
wherever applicable, irrespective of individual official mandates.
There are various provisions regarding control of development and use of land contained in the KTCP
Act of 1961, Hampi World Heritage Area Management Authority Act 2002, Municipal Act,
Panchayat Act, Housing Board Act, Public Works code, etc., in implementing the plan are considered.
The coordinated approach is the only solution for the conservation and planned development of the
planning area.
The key tasks in risk reduction before the disaster are
 Identifying the vulnerable areas

 Preventing development/construction along the flood zones/hazard locations
 avoiding habitation in hazardous areas;
 developing structures resistant to the onslaughts of hazards
 constructing flood, earthquake, fire and cyclone resistant housing
 developing the ability to rapidly evacuate hazardous areas or to shift residents to hazard-
resistant structures
 regulating techno-legal regime
4.2 Storm Water Management
Every year the monuments along the Tunga Bhadra river course are inundated and crops and houses
damaged. Rain water harvesting, drainage revamping, flood zonation, porous pavement are the
important mitigation measures. Storm water management is the removal of water that falls directly
onto properties, as opposed to flood water, that flows onto the property, from upstream sources. Storm
water networks have historically been constructed in urban and agricultural areas to remove these
waters.
Drainage
The irrigation Department and PRIs together need to take up revamping and planning the existing
flood prone areas including drainage systems to prevent floods. It is important to provide adequate
storm water drainage to the sites, and maintain the system through periodic inspections, so that the
system does not obstruct flow in natural courses and cause inundation in periods of cyclones. For
settlements in low-lying areas this assumes great importance. Roads are required to be provided with
camber, side drains and culverts to carry away water into the next level of drains of the drainage
system.
1. Prevent soil erosion and water bodies

2. Remove encroachment along the natural drains, floodplains, and water bodies
4.3 Retrofitting and Rehabilitation of Monuments
All monuments which have structural instability need retrofitting in the form of buttresses, base
strengthening, prevention of collapse, slides and cracks without damaging the authenticity of the
heritage. Based on the investigation at the site of each monument under the threat of collapse or
damage, appropriate strengthening measures shall be taken up. The monuments and structures in
Hampi come under stone masonry in lime-sand-mud mortar including traditional materials.
In general the deterioration of natural materials is a process associated with environmental influences,
entry of water – leading to dampness, After determining cause of deterioration and investigative
testing, for successful repair, Cleaning, Surface preparation, Selection of Appropriate Repair
Materials, Rising Dampness Barrier, Waterproofing, Renders and Finishing
shall be considered.Rehabilitation of old buildings with historic significance is different compared to
normal repair of concrete structures as the materials used in construction are natural and the
rehabilitation or restoration is to be done by maintaining the architectural aesthetics and ambience.
One should be able to blend new materials and new structural concepts with old building materials
and structural designs. It should be borne in mind that primary responsibility is not only to regain the
architectural aesthetics but also to make the old buildings perform their new roles with total safety.
4.4 Structural and Non-structural Repairs of Stone Masonry Heritage Buildings
Non-Destructive Examination
 Evaluating a component without affecting the serviceability of the part or material

 Visual Inspection-Obvious defects are identified
 Pseudo NDE methods-Tapping survey, Micro-drill test.
Non-Destructive Techniques
 Ultrasonic pulse velocity test using different devices.

 High velocity sound waves are introduced into a material and they are reflected back from
surface.
 Locates cracks in brick and stone masonry, wood etc.
 Discontinuities in the cell structure or decay slow down sound propagation.
General Measures
 Reduction of unwanted load

 Removal of natural growth
 Injection of appropriate grouts
 Re-plastering
 Replacing damaged parts
 Reconstruction
Strengthening Foundation
 RCC foundation Jackets are constructed along the masonry wall.

 It is connected to the wall with a steel tie.
 The supported sail is grouted.
Masonry Structures
 Re-pointing the joints.

 Removal and replacement of damaged. Weak and weathered material/reconstruction
 Dutchman repair
 Injection of appropriate grouts.
Masonry Structures
 Vertical longitudinal or transverse reinforcement/stitches.

 Insertion of headers through stones or headers.
Materials
 In India, experts in the field recommend using materials which were originally used when the
building was constructed like mud mortar, lime plaster, natural stone.
 However the structural and durability aspects of modern materials and techniques is slowly
changing this perspective.
 Non-availability of skilled craftsmen and labour in
Substitute Materials
 Glass Fiber Reinforced Concrete (GFRC)-Cornices, brackets, finials

 Precast Concrete-Masonry
 Fiber Reinforced Polymers-Lightweight column capitals, ornamental features
 Epoxies-Binding or infill material
Non Structural Mitigation of Monuments
1. Clean and remove the existing plant growth and apply coat of weedicide or fungicide to
prevent recurrence
2. Damp proofing course wherever dampness is rising
3. Bottom of Pillars are repaired with epoxy mortars
4. Roofs can be repaired using polymer based waterproofing systems
Structural Mitigation
Treatment of Monuments by ASI included the following general rules:
1. When restoring the fallen roof is found necessary, the evidence of original design has to be
necessarily followed.
2. Preservation is carried out without causing disfigurement or alteration of its character.
3. In case of dismantling and restoration complete examination and documentation is made.
4. All destructive vegetation is carefully removed, as the roots and tendrils penetrate into the
cracks and fissures of the walls causing complete destruction of the monuments
5. Excavation and laying out of the site. All monuments in ruins are covered by debris
(sometimes many metres deep) which needs to be removed to restore the site to its
original level and to reveal the original level of the monument
4.5 Regulations
This would include
 New developments should strictly adhere to guidelines and boundaries of protected

monuments(100 mts as prohibited area and 300 mts as regulatory area as stated in ASI
regulations
 Not permitting unrestricted new development in the hazard prone areas
 Anchoring and flood proofing structures to be built in known floodprone areas
 Built-in safeguards for new water and sewage systems and utility lines from flooding
 Enforcing risk zone, base flood elevation, and floodway requirements
 Prohibition on development in wetlands
 Prescribing standards for different flood zones on flood maps.
 Flood plain management in the Hampi WHS
 Basic Infrastructure such as Water supply, Drainage, Solid waste management, Sanitation
should be planned
 To meet these requirements, local governments will have to adopt specific floodplain
management or storm water management regulations into zoning and subdivision regulations,
housing and building codes, and resource protection regulations.
 Access to education facility(less than 2 km)
 Access to health facility(Les than 5 km)
 Resettlement and Rehabilitation programmes should be in continuity with existing settlements
 Electrical lines, pylons, antenna etc., shall be regulated not to affect the WHS
 Laser scanned image of the cultural system (Architectural and Archaeological heritage) in
terms of : materials, condition, cause of failure/ risk/ deterioration if any, changes in building
levels indicating subsidence or any movement of structure
 Quantification and specification of materials: Technically skilled professionals who can
analyse and monitor changes in condition and integrate the same into the implementation
plans
4.6 Road Accidents
 Street or pedestrian path with lighting should be provided wherever necessary without
affecting the visual quality of the heritage site
 Tourism amenities and signages must be integrated
 Excavations on roads must be protected well, particularly in the night, with barricades,
fluorescent signs and red lights.
 Special bays for parking of vehicles on trunk routes should be provided at strategic points
with provision for food and other facilities.
 Public works department should concentrate on removal of bottlenecks on national and state
highways in particular. Bridges should be widened before roads are widened.
 Efforts should be made to provide road dividers on all national and state highways on a
priority basis.Efforts should be made to light up all national highways carrying excessive
vehicle load.
4.7 Fires
Fire brigades are based at urban areas and located far from villages and heritage sites in Hampi. It is
therefore, seen that rural sector by and large, is totally deprived of any fire fighting assistance.
Industries also have fire fighting equipments for on-site emergencies. It is necessary to provide the
following fire safety services for Hampi WHS;
1. Rescue Van with latest equipment

2. Quick Response Vehicle
4.8 Industrial and Chemical Accidents
The nearby industries shall abide by the following;
 Should have on-site and off-site management plans

 Industries involved in the production or transportation of inflammable, hazardous and toxic
materials should have a mandatory responsibility for preparing an off-site plan and
communicating the same to district collector. Simulation exercises should be undertaken in
the adjoining communities.
 Poison centers should be established in every civil hospital and in the hospitals with facilities for
detoxication. All transport of hazardous and toxic materials should be communicated to the RTO.
4.9 Recommendations
1. The HWHAMA and DAM together with Local Building Centre, PWD, Irrigation and PRIs
should implement the annual mitigation plan
2. The department specific mitigation measures should be undertaken
3. Structural mitigation should be carried out without affecting the heritage character for a
separate pool of workers shall be trained.
4. Non-structural mitigation measures namely training, awareness building, IEC materials, Early
warning systems, Drills etc., should be planned
Chapter 5
Preparedness, Response and Rehabilitation Plan
5.1 Preparedness for Response
 The Officers of HWHAMA, all officers of line departments coming under Hospete and
Gangavathitaluks namely Tahasildars and RO/RIs of Police, Homeguards, GESCOM, Health,
Irrigation, PWD, GP/TP/ZP, Food and Civil supplies, TB Dam, Archaeology and Museums,
Hospitals, NGOs/CBOs etc., will be kept in red alert
 Almost all the social workers, NGOs and the likeminded people have been listed with
contact details and are asked to provide their services in times of need.
 The action plans are developed for immediate response which would be initiated on a trigger
mechanism basis upon the occurrence of a calamity of extreme nature.
 Incident Response System at the HWHAMA level and at the taluka level (suitably
modified/indigenized).
 Emergency Operation Centre for HWHMA site.
 Alert mechanisms-early warnings through IMD, KSNDMC, etc.
 Disaster risk reduction framework for hazard risk management.
 Probabilistic scenario-building for different levels of various disasters at HWHAMA site
 The yearly schedule for the conduct of mock exercises for different disasters in different
5.2 Institutional Arrangement for Response
Departments/Agencies Response Phase/Indicative Task
All 23 departments of GoK, PRIs,  Search and Rescue

DDMA, HWHAMA, IRS, EoC,  Evacuation Plan
SoC, NGOs, CBOs, SDRF,  Activate Control Rooms
ULBs, PRIs, GESCOM, PWd,  Search and Rescue Team
Irrigation,KPC, NIMHANS,  Early warning and Communication
BSNL, AIC (Police, Fire Service,  Identification of Nodal Officer
 Relief
Civil Defence, Home Guards,
 Rehabilitation
Para-Military Forces, Government
 Reconstruction
and Private Hospitals have special
role) IMD, CWC, KSNDMC,
SEOC, MHA have special role in
early warning
5.3 AGENCIES INVOLED IN EVACUATION, SEARCH AND RESCUE AND

THEIR ROLES
Scenario Evacuation ordered by Primary Agency Secondary agencies
Scenario A: Deputy Commissioner Fire and Rescue Police, homeguards.

Services and Health
Fire Incident HWHAMA
Scenario B: Deputy Commissioner Fire and Police, Home Guards,
Emergency NCC, community
Rock/Monument Services and volunteers and other
Collapse in the HWHAMA line Departments like
heritage site PWD, TP, GP etc
Scenario C: Deputy Commissioner Fire and Rescue Police, Home Guards,

Services and NCC, community
Flooding HWHAMA, volunteers,SDRF,
Irrigation NDRF, CRPF, CISF,
Red Crossand other
line departments
Scenario C: Deputy Commissioner Police, Fire and Home Guards, NCC,

Emergency community
Stampede during Services and volunteers,SDRF,
HampiUtsav HWHAMA, NDRF, CRPF, CISF,
Red Cross and other
DAM line departments
5.4 Role of agencies/individuals in evacuation, search and rescue

Agency Role
Hampi World Heritage Area
1 DDMA 1. Direct preparation of an Evacuation plan (during

preparedness)
2. Monitor implementation of the plan
2 DC As the IC and chairman of DDMA,
1. Oversee the evacuation
2. Requisition for support of state/central level assistance if
situation warrants
3. Order air operations – as advised by Fire Services/Police
if situation warrants
4. Send sitreps to the state
3 Operation Chief of the IRS 1. Coordinate evacuation and SAR
to be designated by the DC 2. Guide air operations- as advised by Fire Services /Police
3. Update IC on status
(preferably either Tahasildar
or AC/ADC/SP)
4 Fire and Emergency Service 1. Develop the Evacuation plan in consultation with other
Dept. key stake holders-fire dept., home guards, and
community representatives of the vulnerable areas
2. Primary agency during evacuation
3. Guide and lead task teams at the ground
4. Inform the operation chief of the status of evacuation-
every 3 hours
5 Police, Home Guards, 1. Secondary agency for evacuation
SDRF/NDRF/CISF/CRPF 2. Support evacuation and SAR
Armed Forces
6 Dept of Health 2. Go with evacuation teams (as possible) and provide

immediate first-aid to injured
(DHO or THO and 3. Direct referrals of seriously injured to higher levels of
medical care
Team ) 4. Triage Management
5. Casualty Management
6. First Aid
5.5 Organisations for Evacuation Operation

Following organizations/systems will be activated for Disaster Management at all phases depending
on the level of disasters namely L1, L2 and L3.
L1- can be managed with district or local resources
L2: can be managed with State Government resources
L3: can be managed with resources from the Centre
 DDMA(DC)
 DEOC(DC)
 SEOC (Secretary DM)
 State Disaster Response Force(DG)
 National Disaster Response Force(DG)
 Civil Defense
 Home Guards(Commandant)
 NCC
 NSS
 NYK
 Educational and training institutions
 Civil society, CBOs, corporate entities
 Fire brigade
 Civil police
 Media—electronic, print and through folk media, inter personal communication
 Line departments :PWD, Irrigation, TB Dam, Food and Civil Supplies etc,
 Nominate/designate hospitals, doctors and paramedics to cover emergency health
management including trauma and psycho-social care
 Arrange for the use of ICT tools and resources such as Community Service Centres
 Testing of the plans—through mock drills and rehearsals.
 GIS process for collecting and analysing spatial data for emergency management problem
solving.
 Fail-safe communication including last-mile connectivity.
5.6 Incident Response at HWHAMA or Hampi WHS
Action By Whom
 Take Charge as the Incident Commander or depute this charge Deputy Commissioner or his
to another capable officer delegated Officers ADC or
 Establish an incident staging area – this is usually the EOC, or AC of Hospete or Tahasildar
any other location from where all the directions in case based on the level of disaster
disaster strikes can be coordinated
 Define the incident objectives – during the early warning phase
these are
 Mobilise resources to respond to all needs if incident strikes
 Prevent loss of lives and injury
 Minimise damage to property
 Define strategy and tactical direction – who does and how
Establish the incident Response Team : Extent of command functions
required, and how they will expand or retract given changing
scenarios, (All command functions may not be required to operate, or
more than one command function can be managed by a single team.
However with changing scenarios, the IRT may need to be expanded
or retracted. If planned in advance this process can be quickly
initiated and required personnel informed/alerted in advance)
 Assign resources – with support ESFs can direct this step
 Monitor scene safety – with support of the safety officer
 Manage planning meetings
 Approve and authorise the implementation of an incident plan
 Authorise release of information to media
 Convene HWHAMA and District level committee meetings Deputy Commissioner
HWHAMA Commissioner as
convener
Ascertain availability of resources – manpower, material and funds and Incident Response Team
support required from the state
 Ascertain the need for evacuation

 Ascertain the level of support that is likely to be required from the
district, line departments and the state
Plan and implement
a. Community warning
b. Evacuation – from when, where
c. Transit camps
d. Relief distribution and sourcing
e. SAR
f. Restoration of essential services
g. Provision of health services
Mobilise resource for the response as directed by DC Department Heads and
HWHAMA Commissioner
Dispatch support to the disaster sites/transit campus Department Heads and
HWHAMA Commissioner
Inform state authorities of plan Deputy Commissioner
Community assistance to relief authorities at the site to
 Organise cultural and recreational activities in order to protect the mental health and
sustain the ethical and moral values.
 Encourage self-help
 Organise skill training
 Locate and identify the dead, disposal of dead bodies, disposal of carcasses and
disposal of damaged food stocks
 Contribute labour (loading, unloading, distribution, temporary constructions, salvage
and restoration of water supplies, food distribution centers, relief camps, cattle camps
etc.)
 Update records of damages and losses
 Maintain law and order
 Maintain standards in sanitation and disposal of waste.
Dissemination of Other IEC Materials
Following activities will be taken up by the State Disaster management Department/SDMA;
 Poster. Pamphlets and brochure preparation and distribution

 Padayatra,
 Street plays,
 Volunteers training,
 Task force training, etc.
5.8 Drills
The objective of drill include evaluation of the following
 Practicality of the plan (structure and organization)

 Adequacy of communication and interactions among the agencies and the public
 Emergency equipment effectiveness
 Adequacy of first aid and rescue procedures
 Adequacy of emergency personnel response and training
 Public relation skills
 Evacuation and count procedures
 Timely updating
 Coordination with the CBOs / NGOs
5.9
HWHAMA Level Incident Response System
 Prepare HDMP
 Coordinate Policies and
Plans
District Disaster Management  Take measures for
Deputy
Authority (DDMA) mitigation & prevention
Commissioner or
his delegated  Constitute advisory
Officer committees
 Ensure communication
Incident Commander  Provide

Leadership
 Prepare Action
Plan
 Assess Needs
HWHAMA Emergency Operation District Emergency Operation

Centre/Commissioner Centre
Designated
Officials
Emergency Support Functions
Information
Media Liaison
Safety
Operations Planning Logistics
5.10 IEC Materials
The HWHAMA will prepare IEC materials for the education of people on the do’s and dont’s, routes,
checklists etc.
The HWHAMA will organize the drills in coordination with other line department and Stake
holders
Chapter 6
Hampi Utsav : Crowd and Stampede Management

6.1 Introduction
Several fairs and festivals such as Hampi Utsav and festivals take place in the Site during
which thousands of pilgrims and tourists throng the site. During this period visitors occupy
vacant places in the site, which include heritage structures. In the absence of well coordinated
crowd management, there is great risk of stampede and damage to heritage structures and of
course there is higher danger of theft during this period.
6.2 Stampede and Large Congregation Management: Hampi and Anegundi Utsava
The following provisions in the Disaster Management Act -2005 are applicable for crowd
management.
 Sections 24 and 34 provide powers to control and restrict vehicular and human traffic to/from
vulnerable and affected area.
 Section 33 allows district authority to require any officer or any department at district or
local level, if necessary, for disaster management tasks.
 Section 41 mentions that it is a function of local authority to ensure that all construction
projects under its jurisdiction conform to extant standards and specifications.
 Sections 51, 52, 53 make obstruction in discharge of duties, false claims for obtaining
benefits consequent to the disaster, and false warning on disasters punishable offence.
 Section 58 deems company/individual in charge of the conduct of the business at the time of
disaster to be guilty of contravention.
 Section 65 gives power of requisition of resources, provisions, vehicles etc. for rescue
operations
6.3 Information Assessment by the District Administration
1. Determining the time of assembly, duration of event, location, and type of activities planned
2. Estimating the number of persons expected to participate or observe
3. Reviewing any previous events involving the same or similar groups
4. Assess actions and equipment utilized by groups in prior incidents
5. Analyzing the expected time of arrival and departure, and the means and routes of travel for
participants
6. Attempt to determine impact on public transportation and roadways
7. Attempt to determine impact on commerce and public accessibility
8. Analyze potential activities and hazards along the route
9. Assessing public safety concerns associated with the event
6.4 Checklist for Hazard Assessment for Crowds in Hampi and Anegundi Utsav
1. Structural - Collapse / damage to Barricades, Tents, Make shift bridges & watch towers
camps if any
2. Fire/Electricity – Camps, Cook Houses, Illegal Electric Connection & Non availability of FF
Equipment/ Facilities
3. Crowd Control – Closed/ Locked Exit, People in excess of holding capacity of the area,
Parikrama route not being followed.
4. Crowd Behaviour – Non adherence to traffic arrangements, foreign visitors, Prasad
distribution, Unruly & irresponsible crowd behavior, relief Distribution.
5. Security – Terrorist/ Separatist/extremist attack , Mishandling by Law enforcing agency.
6. Lack of Coordination – Common briefing & clear chain of command & division of Roles
Response – Lack of Logistics/infrastructure as per plan.
7. Vulnerability Assessment of Crowd Crush
8. People need at least 1 square yard of space each to control their movements.
9. Most people who die in crowds die from asphyxiation while standing upright, not from
trampling.
10. The compounded force of 5 people crushing in can kill a person.
11. As crowds become more dense, the compression increases exponentially.
12. Humans lose consciousness after being compressed for just 30 seconds, they can be brain
dead within 6 minutes. Most die without ever falling down.
6.5 Checklist for Rapid Venue Assessment
Sl Checklist of Questionnaire Yes

No /No
1 Are visitors welcomed and provided information about the venue, location,
facilities, events, routes, stay, food, services etc.?
2 Are visitors satisfaction and service quality studies conducted and feedback
given to respective Departments and Officers ?
3 Is the approach to venue, exit, clean and well lit?
4 Is there a system of visual control to identify and locate crowd density ?
4 Do the Fire service, Parking, water supply, Sanitation, Police control room, EoC,
etc., are in place?
5 Are updated location, maps, emergency routes, facilities, ingress, egress, etc .,
known to the security and other stakeholders?
6 Are people held at various holding areas or allowed uncontrolled movement?
7 Are the clearly identified roles and responsibilities and reporting instructions
available to the Officers and Stakeholders ?
8 Are the critical and vulnerable points and locations around the venue can be
viewed from the CCTV or Web site ?
Category Indicator
Fire Protection Average Response Time
Number of Fire Stations, Distance between them
Emergency Medical Services · Average Response Time
· Number of Medical Personnel
Number of first-aid kits available
Other Emergency Functions · Established Emergency Operations Center,
Facilities
Drills and Exercises
6.6 Risk Assessment of Potential Hazard Conditions
 Frequency of Crowd Assembly (Routine, Periodic, One-off) (failure) mode of Detection

/ Control
 Risk Priority Number for each of the hazard

 Frequency of Hazard Occurrence, Severity, Ease
6.7 Managing Demand Supply Gaps
Understanding Demands
Crowd Volume--Type/ Pattern of Crowd--- Arrival Pattern ------ Duration of Stay
(No of Pilgrims/Tourists) (Mode of transportation )
Understanding Supply
Accommodation------------------------ Holding capacity-----------------------------------
Tents/ Barracks Venue/ Ghats, Rly Stn/ Bus Stand, procession Route
Resource Availability
Manpower, Equipment, Transport, Facilities, Medical, Food & water, commn

6.8 Generic Safety and Security Guidelines Hampi and Anegundi Utsav
 Deploy snake line approach

 Discourage general admission
 Monitor crowd for developing hazard points
 Have alternative routes for releasing excessive crowd pressure
 Have plans to take care of VIP visitors. Do not hesitate to refuse entry to VIPs if assessment
indicates that it will add to safety concerns.
 Ask foreigners to register and report regularly.
 Have communication channels (PA system etc.) to send a message to the crowd
 Ensure emergency exits are not barricaded, blocked or otherwise inaccessible
 The shops, if possible, have to be confined to one side of the road and there should be a space
of 3 or 4 meters in between cohorts of 5-6 shops so that pilgrims could escape through such
space in the event of unexpected rush.
 The visitors should be encouraged to throw food wastes, plastic bottles etc. in clearly
identified garbage bins lined up in large numbers across the roads. This will not only help in
creating hygienic conditions but will also avoid panic situations arising out of
dog/monkey/elephant menace.
 Ensure that the areas where barricades like chains are erected are kept well lit and visible to
pilgrims during night lest they may trample upon it and if there is heavy rush that could result
in stampede.
 At number of religious places of mass gathering located atop hills/mountains, it is frightening
for pilgrims to do their religious journey along with the speeding ponies in both the direction.
Shrine boards should explore and expedite the possibilities of alternate track for pilgrims on
pony/horses. Until this gets completed, arrangements
should be made to deal with the route cleaning issue and a staff associated with it.
6.9 Checklist for Planning
The important aspects of planning for Hampi and Anegundi Utsav mass gathering are:
 understanding the patrons, various stake holders and their needs

 Crowd Management Strategies
 Risk Analysis and Preparedness
 Information Management and Dissemination
 Safety and Security Measures
 Facilities and Emergency Planning
 Transportation and Traffic Management
 Components of Plan
6.10 Event / Venue details
 Event Location
 Brief history of the event/venue
 Duration of event (schedule and timing)
 Expected number of people
 Details of activities and how/when/where they will take place
 Command & Control
6.11 Site Plan: The site plan must include maps showing location and details of
 Transportation hubs (Bus-stops, Railway stations, Taxi stands etc.)

 Places for stay
 Information kiosks
 Places of interest at the venue/event
 Entry and exit points at event venue
 Helplines
 Transportation Plan
 Facility providers
6.11 Safety& Security Plan
Safety
Risk assessment forms the basis for designing the safety / security plan. Following are the salient
components, but not limited to, of the event safety plan
 Safety Policy Statement

 Preventive and Mitigation Measures based on Risk Assessment
 Crowd Control measures
 Integrated approach
 Infrastructure plan
 Traffic Plan
 Medical & Communication Plan
Security:
 Physical Security
 Area Security
 Health security
Preparedness & Capacity Building
 Emergency Operation Centre (Control room)

 Public Information
 Awareness – (local as well as wide area)
 Services and Utilities
 First aid and basic health services
 Visitors flow management
 Transportation and Traffic Management
 Safety and Security Plan
 Contractors and supplier management plan
 Incident monitoring & reporting system
 Training and exercising
Health, Hygiene and Medical Services
 Safe Drinking water availability (location, sources,)

 Toilets (location, numbers for males and females, cleaning schedule, and responsibility etc.)
 Waste Management (garbage bin arrangements, waste collection schedule, recycling plans)
 Medical facilities (number of beds, equipment available etc.), staff (number of doctors,
surgeons, paramedics, nurses etc. and their expertise), number of ambulances available
(with/without life support systems) and their locations
6.12 Roles and Responsibilities
6.12.1 Visitors
 To get acquainted with the venue/event, routes, facilities and emergency procedures
 To abide by the laws, and local regulations in place (fire, traffic, …) at the venue
 To exert peer pressure on miscreants involved in fighting, pushing, provoking crowds
etc., which may lead to heightened safety risks
 To report emerging situation

 To provide feedback and exert pressure on venue/event managers to have continuous
improvements in facilities and the arrangements
6.12.2 Event Organisers/ Venue Managers
1. To acknowledge and accept the obligation to facilitate patrons in having safe, hassle free, and
memorable experience at the venue/ event
2. To develop, implement, review, and revise the disaster management plan by working closely
with various stakeholders
3. To comply with the central, state, local laws and regulations
4. To get all the necessary approvals from local administration, police, fire, electricity
departments etc.
5. To share details of event schedules, venue, transport, medical, food, hygiene, and emergency
facilities etc. with the concerned stakeholders
6.12.3 Police
1. To maintain the law and order at events/venues and adjacent public property in close
cooperation with local administration, event/venue managers, and the necessary support of the
local community
2. To actively participate in venue assessment and preparedness checks
3. To restrict, guide, and regulate crowd and traffic movements
4. To prevent the commission of offences and public nuisances by close and regular monitoring
at critical hazard points
5. To provide a prompt and humanitarian response to any threatening disaster situation in order
to prevent escalation of casualty and to save lives
6.12.4 Civil Defense/ NGOs/Volunteers/Village Disaster Management Teams
1. To inform the local issues to the event/venue Managers, Police, and the administration
2. To constitute various focused group/committees viz. traffic control, people flow control,
information, medical assistance, food, water & sanitation, mock drill etc.
3. To help in search & rescue and to provide first aid in case of emergency
4. To mobilise local resources (food, shelter, clothing, vehicles, …) in case of disaster
5. To assist in relief distribution and recovery
6.12.5 Code of conduct for media covering places of mass gathering
The Press Council of India: Norms of Journalistic Conduct, 2010 lays down the code of conduct for
media to be followed:
 Media must be objective, factual and sensitive.

 Media must inform and educate the people, not alarm or scare them.
 Natural or man-made hazards become disasters through acts of commission and
omission of the society. Therefore, the disastrous impact can be minimized by
preventive action taken by all the stakeholders including the media.
 Wide publicity to the do’s and don’ts and the potential benefits of disaster mitigation
so that the society follows them before, during and after the occurrence of the
disasters.
 Complete cooperation between the media and all governmental and non-
governmental agencies.
 The investigative journalist should resist the temptation of quickies or quick gains
conjured up from half-baked incomplete, doubtful facts, not fully checked up and
verified from authentic sources by the reporter himself.
 Intrusion through photography into moments of personal grief shall be avoided.
However, photography of victims of accidents or natural calamity may be in larger
public interest.
 Security at Places of worship, KSRTC Bus stands, Railway station,
Market Places etc.,
6.12.6 Role of media BEFORE a disaster
 Analysis of sources of risks:

 Community Preparedness
 Controlling law and order situation:
 Keep a watch on anti-social elements and highlight suspected anti-social activities,
 Law and order machinery in restoring peace and harmony.
6.12.7 Role of media DURING a disaster
 Site Situation- accurate information from the site of the disaster to the anxious public, which
may help prevent rumours and hence panic.
 Advise the public about Do’s and Don’ts to contain the effects of the disaster.
Helpline
 Information Dissemination
 Can facilitate resource mobilization (e.g., help raise funds and material through appeals)
6.12.8 Role of Media After a Disaster
 Can inform the public on post-disaster rehabilitation efforts being made by authorities and aid
groups. It can thus also help maintain a public pressure on the authorities to act sincerely.
 Can help investigate the causes of the disaster for the concerned authorities to help prevent it
in future.
 Can help generate expert opinions through debates/discussions for better prevention of such a
disaster or better preparedness in the event of a repetition of such a disaster
6.12.9 Arrangements
Food, Water and Sanitation
Food
1. No unauthorized vendors allowed anywhere.

2. Food samples from the eateries/ hotels and camps to be sent for testing. (Refer to the
briefing).
3. Random inspections of eateries/ hotels/ camps and langars.
4. Medical inspection of cooks for contagious diseases.
5. Since large number of Police Personnel & Home Guards are being drafted for bundobast duty,
arrangements will be made for their accommodation, food & drinking water.
6. Arrangements for boarding and lodging for the cultural troupes.
MAY I HELP YOU KIOSKS - to be located at vantage points/ places manned by civilians under the
guidance of Police carrying logo of Karnata State Police. KIOSKS to provide information regarding
1. Venues of Programmes
2. Routes/Directions/Destinations of places of tourist interest, Bus stand, Rly stn etc.,
3. Timings of Rail/Road transport services
4. Hotels/ Home stay
5. Parking/One way/ Ambulance/ Hospital
6. Booklets containing FAQs
7. Police contact numbers
8. Precautions regarding theft
Water
1. Water filtration plants new.

2. Water purification of all stored water.
3. Security and protection of all water tanks.
4. Water sample testing on daily basis.
5. Water points along the routes with 100 ml disposable sealed bottles.
Hygiene and Sanitation
1. Drainage lines construction.

2. Sanitation at the camps – 1 latrine for 20 persons for planned capacity and 1 bathroom for 30
persons..
3. Disposal of sewage – liquid and solid treatment plants.
4. Drainage clearing in the city.
5. Cleaning of rivers.
6. Ensuring waste is not drained into rivers and nallas.
7. Contractual employment of staff for cleaning drains.
8. Employment of additional Garbage Disposal Teams, Vans.
9. Placing of Wet and Dry bins at places along the pilgrims routs, camps, railway stations, bus
stands and all public places.
10. Anti-beggar drive and anti-stray dogs drive from 20th Oct 2008 onwards.
11. Toilet facilities at Starting Point of pilgrim route, with arrangements for waste disposal
and garbage clearance as well as anti-stink measures.
13. Garbage Disposal Bins with lids all along the route. Garbage has to be disposed more
frequently. Garbage disposal near the airport and helipads should be more efficient to avoid
birds hits with the aircraft.
14. Community should be advised through announcements and boards not to litter the areas.
Traffic Routing and Related Issues
1. No Vehicle Zone, No Heavy Vehicle Zone and Shuttle Service Zone have been identified.
2. Bus stands have been relocated and routing of the buses has been identified.
3. KSRTC Buses passing will be routed on the outskirts.
4. Traffic passing will be diverted partly if required. These routes and tie-ups will be ensured by
the SP Bellary or Hampi Dy SP.
5. For the population staying in No vehicle Zone, a separate two wheeler and four wheeler car
park will have to be made and all those vehicles will have to be parked there with a system of
halogram and 24 hours guarding and checking.
Security at the Helipads
1. Watch towers helipads.

2. Floodlighting of the runway and helipads.
3. Helipad to be 75 mtr diameter for each helicopter with a gap of 50 mtr.
4. Heli-marking (‘H’) with 18” white paint on hard surface.
5. Firefighting equipment, fire tenders and ambulance with medical team.
6. No trees, tele and electric wires within the vicinity (75 mtr of outer perimeter).
7. Residential areas around both to be screened.
8. Deploy sharp shooters and radio communications on high rise towers/ buildings on the
periphery.
9. Access control round the clock.
10. Bomb Disposal Unit and Mine detectors to check these before landing and certify, each time.
11. Major bandobust places with very high police public interface
12. Strict access control by using HHMD and DFMD
13. Cameras installed
14. Surveillance Cameras at key places to monitor the movement of crowd and vehicles.
15. Surveillance cameras will be installed at other sensitive locations.
16. Effective use of PCR Vehicles.
17. Use of ASC teams
18. Mufti men in large numbers will be deployed in all places of functions as well as in the
procession.
19. Anti-Sabotage check will be done in all the venues and routes by using DFMD & HHMD
and sniffer dogs.
20. Intelligence staff will be deployed to collect advance intelligence
21. Precautions like Ambulance, Fire force etc.,
Liaison and Information Management
Mock Drill/Exercise
a. Nodal Departments.
b. Nodal Officers.
c. Roles & Responsibilities.
d. Standard Operating Procedures.
e. Resources
i. Manpower.
ii. Logistics/equipments.
iii. Expertise
Chapter7
STANDARD OPERATING PROCEDURE (SOPs) FOR

OFFICERS
7.1 Introduction
The Government of India in the DM Act-2005 provided for systematic devolving of roles and
responsibilities at every level up to the local authority. At the state level, the SDMA and the
Department of Disaster Management are the apex bodies for policy, planning and management of
natural and man made disasters in the state. At the district, DDMA headed by the DC and line
departments have been assigned the powers and functions for effective Disaster Management. The
local bodies such as PRIs and ULBs are responsible for local level disaster management. However,
provision for convergence in the matters of resources, coordination and response among various
levels has been laid down. In this chapter the SOPs and Roles and responsibilities of various levels of
functionaries are described. The plan provides the SOPs and roles and responsibilities of Officers
before, during and after the disaster.
 SOP FOR DEPUTY COMMISSIONER

 SOP FOR COMMISSIONER HWHAMA
 SOP FOR SUPERINTENDENT OF POLICE (SP)
 SOP FOR DISTRICT HEALTH OFFICER (DHO)
 SOP FOR ASSISTANT COMMISSIONER
 SOP FOR TAHSILDAR
 SOP FOR DEPUTY SUPERINTENDED OF POLICE
 SOP FOR CIRCLE INSPECTOR (LAW AND ORDER)
 SOP FOR INSPECTOR (TRAFFIC)
 SOP FOR DY. DIRECTOR OF FACTORIES
 SOP FOR THE REGIONAL FIRE OFFICER
 SOP FOR FIRE STATION OFFICER
 SOP FOR HOME GUARDS COMMANDANT
 SOP FOR SUPERINTENDENT ENGINEER PUBLIC WORKS/HIGHWAY
 SOP FOR DEPUTY DIRECTOR OF ANIMAL HUSBANDRY
 SOP FOR RTO
 RESPONSIBILITIES OF OTHER LINE DEPARTMENTS
 SOP FOR EXECUTIVE ENGINEER KPTCL
 SOP FOR EXECUTIVE ENGINEER OF PANCHAYAT RAJ ENGINEERING
 SOP FOR DY. DIRECTOR, FOOD AND CIVIL SUPPLIES
 SOP FOR DISTRICT INFORMATION OFFICER
 SOP FOR ENVIRONMENTAL OFFICER POLLUTION CONTROL BOARD
 RESPONSIBILITIES OF OTHER LINE DEPARTMENTS
Chapter 8
Important Emergency Contact Numbers and Resources

Phone Numbers and Addresses and Resources Available
 District Administration
 HWHAMA, DAM
 Line Departments
 Private Agencies
 PRIs
 Etc
HWHAMA Based Officers
Hampi world heritage area management authority
Administrative Unit, I.S.R. Road, 1st Floor, HUDA Building,
Hospet, Bellary District. pin: 583201
ph: 08394-221022
email: hwhama@gmail.com
Hampi world heritage area management authority

Technical Unit, Ambedkar Circle, Kampli Road, Kamalapura,
Hospet Taluka, Bellary District
ph: 08394-241661
email: hwhama.technicalunit@gmail.com
Town Police Station, Gangavathi: 330633

Tahasildar Gangavathi 08533-230929
EO TP Gangavathi: 08533230230
GANGAVATHI Municipal Commissioner -08533-230802, 9740241226
HWHAMA Commissioner : 9449817210
Superintending Archaeologist, Deputy Director,

Archaeological Survey of India, Archaeology, Museum & Heritage
Bangalore Circle, Department,
5th floor, F-Wing, Kendriya Sadan, Kamalapur
Koramangala, Hospet (Tq)
Bangalore. Bellary (Dist)
Tel:080-25537734 Tel & Fax:08394-241281
Fax:080-25522531 Email: deputydirector.kml@gmail.com
Email:circleba.asi@gmail.com
Vice chancellor Site Manager,

Kannada University, Hampi Archaeological Survey of India,
Vidyaranya Kamalapur
Hospet (Tq), Bellary (Dist) Hospet (Tq), Bellary (Dist)
Tel: 08394-241334 Tel & Fax:08394-241237
Fax:08394-241337 Email:asibgl.hsm@gmail.com
Deputy Environment officer, Secretary,

S.No:597, Ward No:25 Tunga Bhadra Board,
4th main road, near Dr.Vishnuvardhan park Tunga Bhadra Dam – 583225
Kuvempu Nagar, Hospet (Tq), Bellary (Dist)
Bellary
Tel & Fax :08392-240514
Email:bellary@kspcb.gov.in
Telephone Numbers of State Govt. Departments in Bellary District
Sl.No Officer STD Office Residence Mobile
Code
1. REVENUE DEPARTMENT
Deputy Commissioner's Office
1 Deputy Commisioner 08392 277100 277300 -
2 Additional Deputy Commissioner 08392 277204 268229 -
3 Elections Tahsildar 08392 277019, - -
272887
4 Assistant Commissioner, Bellary 08392 277413 247510 -
5 Assistant Commissioner, Hospet 08394 232209 432233 -
6 Deputy Director, Food & Civil 08392 272557 268387 -
Supplies
7 Assistant Director, Muzurai 08392 270621 - -
Tahsildars
1 Bellary 08392 277415 279538 -
2 Hadagali 08399 240238 240208 -
3 H.B. Halli 08397 238255 238535 -
4 Hospet 08394 224208 228689 -
5 Kudligi 08391 220225 220328 -
6 Sandur 08395 260241 260311 -
7 Siruguppa 08396 220238 220162 -
The remaining details are given in the Plan.

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Name of the Property: Group of Monuments at Hampi (India) (C 241)

B. Completed Integrated Management Plan together with a synthesis and a prioritisation

7 Spatial Protection of Hampi World Heritage Site HWHAMA

10 Protection to the unprotected cultural resources of the HWHS HWHAMA

Management of Archaeological Remains of 16th century ASI, HWHAMA,

Change of name of the inscribed property from "Group of

- To synthesize the IMP & sectoral plan recommendations, a Workshop on ‘Site

D. To elaborate, in close cooperation with the local community, a strategy and

b. Develop a conservation strategy for the protection of the historic mandapas

i. Comprehensive Conservation Plan (CCP): The framework given in the CCP

iv. Disaster Management Plan: In the overall Disaster Management Plan

v. Landscape Plan: Measures for revival of historic water systems flowing

2. Other current conservation issues related to World Heritage Site at Hampi

3 In conformity with paragraph 172 of the Operational Guidelines, please

Name of the World Heritage Property: GROUP OF MONUMENTS AT HAMPI

Criteria for Inscription:

Justification for Inclusion in the World Heritage List as a Cultural Property:

The present demarcation of boundaries, is rationalized along individual property

1 As specified in the Hampi Integrated Management Plan

Criterion (III): Exceptional Testimony to a Civilization that has disappeared.

9 Stepped temple tank

10 (ceremonial pavilion in the centre of the tank)

e. Management and Protection requirements necessary to maintain OUV

ii. Specific long-term Expectations

a. HAMPI WORLD HERITAGE SITE

b. LOCAL PLANNING AREA

c. CORE, BUFFER AND PERIPHERAL ZONE

PLAN PROPOSALS AND DEVELOPMENT OPTIONS

1.2. Diversion of state highway

1.3. Visitor movement

2.1. Social Infrastructure

2.2. Physical Infrastructure

3.2. Visitor accommodation:

8. PROPOSED LAND UTILIZATION–2021 FOR L.P.A

Unregulated development coupled with expansion in tourism activities, lack of physical

Objectives of the study

Source: Elaborated by the Consultant

Source: Elaborated by the Consultant

Source: Elaborated by the Consultant

Institutional Development: Tourism Development: Tourism Development: Cultural Heritage:

Key concepts Key concepts Key concepts Key concepts

Touchstone principles (key concepts):

• Distribution of tourism services

STEP V – PROPOSED ACTION PLAN - PROGRAMMES & PROJECT ACTIVITIES

Transversal Programmes & Projects Specific Projects

STEP VI –IMPLEMENTING THE STRATEGY THROUGH PROGRAMMES & PROJECT ACTIVITIES

3. The Action Plan

c. Tourism product development

- development of new cultural tourism services;

d. Interpretation - Cultural & Natural Heritage Preservation and Valorisation

• Access to the site, buffer zone

e. Community-based Tourism Development

f. Promotion and Marketing

Including information about project characteristics, present situation and

Including information about objectives, expected results and beneficiaries.

How is going to implement the activity? e.g. HWHAMA directly? Or a

Including information about duration and implementation time, priorization.

Note on the Action Plan

3.1. Transversal programmes / Integrated activities