In the midst of the vibrant festivities during Tihar, the Kathmandu Metropolitan City (KMC) undertook a commendable initiative to ensure the proper management of floral vendors. The move taken in collaboration with the Floriculture Association of Nepal (FAN) and the Nepal Chamber of Commerce (NCC) aimed to streamline the scattered business of flower vendors by designating specific sales points. Led by the vision of KMC Mayor Balendra Shah, the effort involved escorting floral vendors from various areas to specified sales points using vehicles provided by the Metropolitan Police Force. The chosen locations for selling flower garlands included Bhrikutimandap, Tinkune Chaur, Handigaun, and Balaju Valley Cold Store along the exhibition route. The KMC team assisted the vendors to ensure the transportation of flowers at the specified sales point, as well as to load and unload the flower and garlands to the designated sales point. KMC maintained that the move was taken keeping in view of the challenges faced by vendors unfamiliar with the designated sales points.

One noteworthy decision made during this initiative was the exclusive sale of Nepali flowers at designated locations throughout the city. This strategic move not only supported local producers but also contributed to the larger goal of making Nepal self-reliant in flower production. KMC Mayor Shah deserves appreciation for his foresight in prioritizing domestic products and aligning the initiative with the broader vision of economic self-sufficiency. While the initiative to promote local produce and establish designated sales points was well-intentioned, it faced challenges in execution. Despite the best intentions, misinterpretations arose, leading to initial reluctance among floral vendors to comply. Although they eventually adhered to the designated locations, the sales did not meet their expectations. One contributing factor was the lack of sufficient publicity among the residents of Kathmandu. Reports surfaced that some vendors had to return home with unsold flowers, indicating a need for improvement in communication and awareness. Nevertheless, the overall effort by KMC to manage floral vendors is commendable and represents a step in the right direction.

Recognizing the shortcomings faced during this year's implementation, it is crucial for KMC to consider the continuation of this initiative in the future, incorporating valuable lessons learned. Adequate publicity, both among vendors and residents, is imperative for the success of such endeavors. Increasing the number of sale points within KMC could further alleviate challenges faced by vendors and cater to the diverse needs of the public. As with any pioneering effort, there are lessons to be learned and improvements to be made. The success of future endeavors of this nature lies in refining the execution strategy, increasing awareness, and ensuring seamless coordination between stakeholders. KMC's initiative to manage floral vendors during Tihar sets a positive trend for promoting local businesses and products. By addressing the challenges faced this year and incorporating improvements, KMC can continue to lead the way in supporting local producers but also contributing to the larger goal of making Nepal self-reliant in flower production.

 
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