Background
For centuries, Indigenous Peoples and Local Communities (IPLCs), particularly the Tharu people of Bardiya, lived in harmony with wildlife and the forest through a carefully maintained balance. Guided by traditional land management, cultural stewardship, and deep ecological knowledge, they sustained both livelihoods and biodiversity without external enforcement. Wildlife was not regarded as separate or adversarial, but as part of a shared cultural and ecological landscape. This equilibrium was abruptly dismantled in 1973 with the passage of Nepal’s National Parks and Wildlife Conservation Act. It institutionalized a “fortress conservation” paradigm that prioritized creating “pristine wilderness” over the rights and roles of the people who lived there.
Initially designated as the 368 km² Karnali Wildlife Reserve in 1976, Bardiya National Park (BNP) was expanded to 968 km² and declared a National Park in 1984. In the process, hundreds of IPLCs were forcibly evicted, their ancestral farmlands annexed, sacred cultural sites bulldozed, and the people who had long safeguarded the land were stripped of both agency and access.
In the following decades, ecological milestones swiftly followed: rhinos were reintroduced after local population decline, anti-poaching patrols intensified, and by 2024, tiger populations surged from 18 in 2010 to 125 in 2024 (Himalayan Times, 2024). Rhinos stabilized at over 35 individuals, and elephants exceeded 120, making BNP, Nepal’s largest elephant bastion (Panthi, 2025). One of the crowning achievements of this era was the Khata Wildlife Corridor, a 13 km restored forest linking BNP with India’s Katarniaghat Wildlife Sanctuary. While the Government of Nepal and its conservation partners like WWF and ZSL, relentlessly pursued narrow conservation metrics, such as animal population targets, protected area size, and habitat expansion, they willfully ignored Nepal's socio-economic context, institutional capacity, and fundamental ecological constraints like habitat suitability and carrying capacity. Program after program, decade after decade, projects were initiated at the whims of international donors, with zero meaningful consultation with IPLCs. These strategies, shaped more by donor expectations than ground realities, have entrenched a cycle of dependency, tokenism, and conflict. Communities were not stakeholders; they were an afterthought at best.
The result of which is the escalating HEC. Since BS 2050, elephants have killed 46 people in Bardiya up to 2079 BS. In 2022–2023 alone, 78 homes were destroyed, and more than 65 hectares of crops lost (Panthi, 2023). Nutritional pull exacerbates these raids, as elephants consume up to 200 kg/day, prefer protein-rich crops like rice and maize when wild forage declines (Shrestha, 2007). GIS analysis reveals a strong correlation (r² = 0.49) between habitat fragmentation and crop-raiding (Shrestha, 2007). In the Khata Corridor alone, elephants caused 162 crop damage incidents, totaling 20.8 hectares, over 12 years (Gurung et al., 2025).
The Opportunity and Need
Decades of exclusionary, top-down “fortress” conservation practices have sidelined Indigenous Peoples and Local Communities (IPLCs), fuelling conflict, dependency, and mistrust. Donor-driven projects have repeatedly failed to address these systemic issues, treating communities as bystanders rather than stewards and stakeholders. At the same time, Nepal faces mounting social and economic pressures. The absence of dignified local opportunities has driven unprecedented youth migration abroad, hollowing out rural economies and eroding cultural continuity. While remittances sustain households, they do not build resilient livelihoods or strengthen local institutions. Weak infrastructure, limited access to quality education and health services, and increasing climate variability further amply intersectional vulnerabilities in a community reaching the breaking point of its socio-environmental fabric.
Yet Nepal still retains a wealth of cultural traditions, resilient communities, and extraordinary biodiversity, which creates a rare opportunity to pioneer an alternative model of conservation, one that regenerates ecosystems and culture while simultaneously advancing sustainable and responsible livelihoods. Building on its flagship program, the Initiative for Agency of Community Over Conservation (IACC), Burhan Community Regeneration and Conservation Foundation (BCRCF) has worked closely with the Tharu community and conservation professionals from Taiwan and Malaysia to design a permanent hub, the Centre for Regeneration and Conservation (CRC), which will anchor a new, community-led model of regeneration. By combining indigenous knowledge with modern science, linking livelihoods to conservation, and creating dignified local opportunities, CRC demonstrates that protecting biodiversity and strengthening community well-being are not competing goals but mutually reinforcing ones. In doing so, CRC offers not only a solution for Bardiya but a replicable model for Nepal and beyond.
Centre for Regeneration and Conservation (CRC)
The Centre for Regeneration and Conservation (CRC) will serve as both a visitor centre for sustainability and a community hub for regeneration. It will inspire, equip, and empower communities to take collective action for conservation, cultural preservation, and economic empowerment.
Vision:
To create a thriving regional hub that regenerates ecosystems, empowers communities, and showcases a replicable model of responsible living in harmony with nature.
Mission:
To inspire and empower a new generation of conservation stewards, while strengthening social harmony, cultural identity, and economic resilience of Indigenous Peoples and Local Communities (IPLCs).
Objectives
- Create a Communal Hub for Learning & Action
- Provide a space for 100+ participants for training, discussions, and conflict resolution.
- Serve as a venue for regular community meetings and decision-making.
2. Advance Conservation Technology & Science
- Establish a Conservation Technology Centre for training in wildlife monitoring, drones, GPS, and early-warning systems.
- Serve as a research hub integrating indigenous knowledge and modern science.
3. Promote Entrepreneurship & Livelihood Innovation
- Incubate micro-enterprises in eco-tourism, herbal products, eco-friendly crafts, agro-processing, and sustainable agriculture.
- Provide financial literacy, market access, and mentorship.
4. Strengthen Cultural & Conservation Education
- Establish an Environmental Learning Centre with library, digital access, and cultural archives.
- Host regular workshops, seminars, and cultural programs to pass on indigenous traditions.
5. Function as an International Exchange & Visitor Centre
- Host researchers, students, and volunteers.
- Showcase sustainable living models in energy, housing, agriculture, and conservation.
Key Activities
- Construction and Setup: Establish multipurpose facilities (training hall, library, lab, visitor accommodation, cultural exhibition spaces).
- Technology Hub: Deploy conservation monitoring equipment and provide training.
- Entrepreneurship Incubator: Establish community micro-enterprises and link them with regional and global markets.
- Education & Outreach: Run workshops, seminars, environmental and cultural education programs.
- International Exchange: Build partnerships with scholars, students, and conservationists worldwide.
- Community Integration: Serve as a mediation and decision-making venue for local governance, conflict resolution, and planning.
Proposed Design
The design of the proposed center considers the need without compromising the wilderness of the setting. The proposed design for the center depends on the size of the site, surrounding environment and community requirements. The design proposes 24 hours electricity unit within the structure.
Interior
View across the hall
Corridor and bio-pool add a lot of value to the design that is enriching to both the young and grown ups
The entrance is very welcoming but helps maintains privacy for the inner area
The corners of the hall which is very open style provide working space for those who need some private space and peace to focus
The design proposes an eco-concept that has been thought about carefully to maximize the use of space available. The base under the overhang thatched roof and tree trunk columns is inspired by the traditional local design of houses in Bardia. The foundation base would be concrete strip which will minimize the need for maintenance. This one storied base structure plans to have a big hall; creating a mixture of library, bookshelves, presentation screening and furniture which can accommodate around 100 individuals. The convertible roofs will create outdoor theatre for entertainment purpose. The base has no windows or door, which will allow natural lights to enter onto the hall. The meeting hall directly off from the reception could be a meeting space or library with resources and the internet. The space will be multi-functional with sound management system that serves different purposes from entertainment, movie screening, presentations, seminars or meetings. The hall provides access to the lawn with natural grass and trees. The spaces outside the base will be surrounded by trees which will disguise the building from the outside of the compound (next door community forest).
Exterior
Expected Outcomes
- A fully operational Centre for Regeneration and Conservation in Bardiya.
- Enhanced local capacity in conservation technology and HWC mitigation.
- At least 20 micro-enterprises established, increasing community income.
- Improved community participation in conservation decision-making.
- A new generation of youth and women leaders in conservation and cultural preservation.
- Strengthened international visibility of Nepal as a model of community-led conservation.
Recent Progress
- Land purchased in Dalla village, Bardiya.
- Architectural design completed for the Centre.
- Operational plan drafted in collaboration with Nepal Conservation and BCRCF.
- Budget estimated at USD 466,200 for construction and launch.Partnerships established with Tharu community, Malaysia & Taiwan experts, and grassroots conservation leaders.
Operational Plan and Sustainability
The proposed learning centre is based on a hybrid social business model. Initially, the project follows nonprofit model by soliciting external funding from angel investors or international organisations which will be utilised for the development of the learning centre. Moreover, the funding will be utilised to train local communities to leverage the quality of existing resources. For instance, resident volunteers will be trained on the management of the learning centre and later will be remunerated for the services they provide to the visitors. Likewise, training programs to leverage the economy of the locals will be organised in the first phase on the fields of wildlife guiding, birding, beekeeping and community seed banks etc. Such trainings hope to create a network of entrepreneurs who can sell the products in the local or national market to sustain further training in the next phase.
In the next phase, the project seeks to start a social business of a café and accommodation services for international visitors, researchers, scholars and students. Furthermore, revenues will be generated from the potential stakeholders who use the space for organising their seminars and programs. The social business seeks to ensure a sustainable revenue stream for the centre. Thus, the management cost for running the centre will be dependent on the profit made through the services provided. The learning centre expects to make profit after initial phase of starting the centre, i.e., the second phase of the organisation.
The operational plan has been divided into 5 plans as described below.
Plan I: Construction and Resource Management
Phase I of the project covers the initial investment for the construction of the foundation and resource management for setting the learning center. The initial phase is estimated to complete in two years. The initial phase is dependent on the funding from the angel investors whose motive of investment aligns with the mission of this project.
Plan II: Access for the Locals
Once the construction of the center is completed, the center will be open for the locals. Certain capacity development training will be organized to leverage the skill of the locals such as wildlife guiding, birding, beekeeping, center management, language training and others. Such skills will open opportunities for the locals in wildlife tourism. Likewise, it will ensure capital for the learning center for the next phase.
Plan III: Cross Subsidisation
Besides providing non-profit services to the local community, the center will be accessible for both national and international visitors who seek to utilize the resources available. The center provides accommodation facilities for visitors and also provides services of café and gift shop. The revenues generated from the charges will cross subsidize the services to be provided for the locals.
Plan IV: Fundraising through international exchange hub
The project envisions opening a space for fundraising through international exchange hub. This international exchange hub will provide the local communities to learn from the international practitioners in the field of wildlife and biodiversity conservation. On the other hand, it will allow the international guests to contribute to the community and conservation of biodiversity in Bardia. In addition, the international exchange hub and a local visitor centre/cafe will help raise funds to ensure sustainability of the project.
Plan V: Partnerships for Satellite units (Learning Center and research station)
The profit accumulation from this centre helps the overall centre to sustain and scale up by reducing dependency on grants and donations. Partnership with international organisations, universities and practitioners (past visitors and prospective visitors) may establish network and credibility of the centre to be recognised as community learning centre for wildlife conservation and community development. Such partnership may also ensure the prospects for establishing Satellite Learning Centre to assist international research works. Furthermore, the partnerships with international stakeholders may provide opportunities for this centre to expand its services in the future.
Few things mentioned here are expected to support the financial sustainability of the operation of the centre -
• Café at the centre will be used by visitors who may require facilities from the centre. The visitors will be charged with a fee for the services provided.
• The meeting halls will act as a venue for stakeholders such as other organisations for their meetings or gatherings. Such events can also generate revenue for centre's sustenance.
• Accommodation facilities will be provided to international researchers, scholars, students or visitors, who will be charged for the services rendered.
• Community will get access to the internet and basic printing and photocopy services. Since there are no internet facilities around the site, such facilities can be used to generate income for the volunteers who will be serving the communities.
Budget as estimated in 2016 (current budget can be estimated to come with 50% additional cost)
An additional amount of $ 35,000 for the preliminary phase operations, before the centre becomes self-sustainable, will be required, making the final total budget of $ 466,200
A glimpse into Bardia
We look forward to your kind support for the making of this Conservation Center and also to your future visit to the Base once it is fully functional.