About Bunaken National Marine Park

• Established in 1991, overseen by BTNB (Bunaken Authority from the Department of Forestry)
• ~90,000 hectares, including 5 islands and North Sulawesi mainland (South and North sections)
• exceptionally diverse.
• Occupied by 22 villages inside park, with ~35,000 residents

Tourism in Bunaken NP

• Well-developed marine tourism industry - highly environmentally concerned
  • ~30 dive operators – land-based and operating daytrips to park
  • Accommodations ranging from 5* resorts to rustic backpacker cottages
• ~ 50,000 guests/year
• Direct international airline access

Despite national park status and significant funding inputs, the park has suffered a slow, continuous degradation due to a number of threats….

• Coral Mining
• Diver/ anchor damage
• Blast fishing
• Cyanide fishing
• And TRASH

BNP Management less than optimal over past decade due to a number of problems

• Overlapping authorities (BTNB, local govt agencies)
• Local communities and private sector not constructively involved
• Conservation funding levels continue to decline
• Two conflicting and unclear zonation systems

Strategy for entering a new era of co-management of BNP

• Inclusion of local communities and private sector in mgmt, particularly enforcement
• Creation of a multi-stakeholder advisory board
• Implementation of a ground-breaking entrance fee system for sustainable conservation financing
• Support for BTNB to rise to the occasion and lead other agencies in effective management of the park
• Participatory zonation revision process

Towards true co-management of BNP…

Bunaken National Park Management Advisory Board (DPTNB)

Multistakeholder board established by Governor’s Decree #233/2000, sworn in by Minister of Forestry
19 seats on board: 9 non-governmental, 10 governmental
Vice Governor North Sulawesi
6 village representatives from Concerned Citizen’s Forum
BTNB (Park Authority) and Water Police
Tourism Dept
Marine & Fisheries Affairs Dept
Local University (UNSRAT)
Private Sector (NSWA & HPWLB)
Environmental agencies (city, district, province)
Executive Secretariat (professionals) for operational activities

The primary objectives:
Explore the financial needs for sustained BNP MPA management and recommend a draft finance strategy for the short and long terms. (Including developing a cost model, which identifies the actual funding necessary to manage BNP).
Raise awareness by park stakeholders of the different type of conservation financing mechanisms available for BNP.
Coordinate policies of the various government agencies with authority within the park.
Support the BTNB in formulating and funding conservation programs in the park.
Share BNP experience with other MPAs in region, including Raja Ampat, Wakatobi, and Komodo.keholders in the conservation of BNP.

First year priorities:

Design and implement an effective entrance fee system
Expand the joint BTNB/NSWA/police patrol system (involving villagers)
Institutional development of DPTNB and secretariat
Implement trash collection program on Bunaken Island
Institutional development of FMPTNB citizen’s forum

Five year priorities:

Develop a new management plan
Alternative livelihood programs in 22 villages
Conservation education in 22 villages
Environmentally-friendly village development programs
Village docks, sanitation systems, running water
Alternative ecotourism development

Conservation Financing Resources:

Entrance Fee System (PERDA SULUT No. 14/2000 & No. 9/2002)
Grant money from international donors (WWF, NRM, Seacology)
Operational/routine funding from agencies involved in DPTNB

Bunaken NP Entrance Fee System
Dual system
Foreign guests (numbered plastic tags): Rp 150,000/year (~$15)
Local guests (ticket) Rp 2500/trip (~$.25)
Distribution of entrance fee revenues
80% BNPMAB–specifically for Bunaken conservation programs
20% local government – North Sulawesi, Minahasa district, Manado city, Jakarta

2003-2005 Developments

Despite dramatic drop in international tourism (SARS, Bali bomb, Iraq), international arrivals to Bunaken stable
Tremendous increase in domestic arrivals due to 75% decrease in domestic airfares to Manado, government policies of multiple 3 day weekends
Awards:
British Airways Tourism for Tomorrow Award- Global Winner
UNDP Equatorial Initiative Award 2004
SKAL International Ecotourism Award 2004
Carrying Capacity Study indicates some sites are already approaching or exceeding carrying capacity

Notable benefits of co-management initiative to date
Coordination between local government agencies much better (fisheries, environmental agency, etc)
DPTNB’s decentralized user fee system provides financial resources for conservation/development
All stakeholders much more satisfied with coordinative approach and more supportive of park’s goals
Participatory zonation and enforcement has proven extremely successful
Better relations with mass media

Institutional Strengthening of Co-Management Partners
BNPMAB. Develop into a world-class mgmt body like GBRMPA - particular emphasis on executive secretariat
Concerned Citizen’s Forum. Encourage democratic process at village level and attain true village representation
BTNB. Vitalization underway! Ranger trainings, institutional transformation

Attainment of Financial Self-reliance

Targeting 100% financial sustainability (projected annual budget of $500,000 - $700,000)
$200,000 per year via entrance fee system (increase fee for both international and domestic visitors gradually)
Diversify other revenue streams to reduce dependency on potentially unstable tourism industry
national/international grants
merchandising at new visitor center
international volunteers system
in-kind labor support from dive operators
endowment program via GEF/UNEP

Towards Sustainable Financing (After the big Donor’s Gone in 2004)
Calculated the estimation cost for an effective and efficient National Park
Worked with CCIF (Conservation and Community Investment Forum )
Still in draft format (there’s no long term management mechanism and no management plant yet).
Proposal to GEF for sustainable financing

MSP Proposal to GEF to get US$1M
75% for investment
25% for operational cost
Local efforts
Good governance system
Lobby local government to allocate budget
Through Payment for Environmental Services mechanism

Challenges
The current organizational structure for BNP management is in-effective, unclear and appears to be losing support from stakeholders.
A management plan does not exist in a comprehensive and clear structure or format.
Costs for effective management cannot be calculated due to point 1 and 2

Garbage. Because of its location that’s very close to Manado city (400,000 population)
There is still “tug-of-war” with the city government about the entrance fee.

Way forwards

To maintain its credibility, in the near future BNPMAB will have to translate its given mandate into concrete actions that clearly demonstrate:
Effective coordinating function – Ability to leverage resources of its members in implementing programs and monitor results to achieve objectives identified in the strategic plans.
Effective stakeholder communication – Ability to educate and communicate with all stakeholders (e.g., community members, the district, provincial, and national governments, international institutions, etc.) on issues related to BNP to generate support.
Efficient financial management – Capacity to manage income from entrance fee and seek additional donor funding to support activities.
The BNPMB must refocus on the original tasks and roles stated so clearly at the beginning of its establishment: coordination, consultation and support for fund raising

Last words
It’s important to have a solid Executive Secretariat before the co-management body exist
Socialization process just never ends
It’s important to have solid support from local government (funding included)
Co-management system is not easy but important for conservation management