Project report by Eco-tourism Technical Assistant Carsten Broder Hansen Esboenderupvej 85, Saltrup 3230 Graested, Denmark Phone: + 45 48 36 22 04 E-mail: [email protected]

Project participation: October 13 -November 03,2000 February 06 -February 28, 2002

2 Table of contents

List of abbreviations 4

5

.Options for eco-tourism in Maliau Basin 5 2.1. Introduction 5 2.2. Assumptions and risks 6 2.3. Policy framework 7 3. Stakeholders in Sabah's tourism industry and their view on Maliau Basin 8 3.1. Introduction 8 3.2. Stakeholder criticism and tour operator co-operation 8 3.3. Tourism industry stakeholder summary 9 .Eco-tourism strategy and target groups 9 4.1. Maliau Basin eco-tourism objective 9 4.2. Target group considerations 10 4.3. Eco-tourism strategy 11 4.4. Existing tourism situation and immediate recommendations 13 4.5. Scenario for eco-tourism in the Maliau Basin 14

References

Annex 1 17

Annex 2 TOR for Eco-tourism TA

Annex 3 26-27 FEB Eco-tourism Workshop introductory presentations 20

Annex 4 26-27 FEB Eco-tourism Workshop conclusion 27

3 List of abbreviations

CTA Chief Technical Advisor BRL Borneo Rainforest Lodge DANCED Danish Cooperation for Environment and Development EIA Environmental Impact Assessment KK Kota Kinabalu MBCA Maliau Basin Conservation Area MBMC Maliau Basin Management Committee MBSC Maliau Basin Studies Centre MYR Malaysian Ringgit NP National Park PMG Project Management Group TA International Technical Assistant TOR Tenns of Reference YS Yayasan Sabah WTO World Tourism Organisation

4 Background

In a world where pristine natural areaswill become increasinglyscarce Maliau Basin is a symbol of conservationfor all of SoutheastAsia. As a high profile protected area Maliau Basin is expectedto be one of the major tourist attractions in Sabah.

The TOR for the Eco-tourjgm TA was to assessthe challengesand potentials of the eco- tourjgm developmentin Maliau Basin and to provide specific recommendationsfor a tourjgm strategy (TOR in Annex 2). During the stay the eco-tourjgm TA provided training to selectedstaff including an Eco-tourjgm workshop (Annex 3 and 4). During a field visit the eco-tourjgm TA furthermore gave site related recommendationsof which several have been successfullyimplemented.

The first input started in October 2000 and ended in November2000. The result was submitted in December2000. The final eco-tourism TA input is this report submitted in March 2002. The two reports presentsresuhs and recommendationsfrom the entire input of the eco-tourism TA

2. Options for eco-tourismin Maliau Basin

2.1. Introduction Human activities will continuously alter the natural environmentin the near future. Additional lossesor modifications of the world's remaining wildernessareas are inevitable regardlessof increasedpublic awarenessand numerous conservationinitiatives.

While nature sites decreasesm size and wildlife diminish the few remainingpristine natural areas will be mcreasinglypopular as tourist destinations.The number of nature seekmg tourists will grow, just as the overall number of tourists will grow. Accordmg to recent figures from the WTO close to 800 million people fell under the definition of tourist in year 2000. One billion people every year will travel before the year 2005 evengiven the occasionalglobal setbacksas September11 and in spite of local incident as the terror attack in Egypt a few years ago and the kidnappmgs in Sabah.

These statementsare facts, not just speculations.The obvious long-term consequenceis a growing tourist demandto visit the last pristine natural areas.Even though the global tendencyis clear large regional fluctuations in visitor arrivals will also remain a future fact. Such fluctuations may be causedby economical development, destinationprices, image and marketing initiatives, fear of terror or crime and a number of other factors that will affect tourism options and the local economy.

For Sabahthe prospects for a huge increase in tourists number in the near future are not encouraging.The combinationof the September11 attack, the previous kidnapping incidents and the unstable situation in the nearbyPhilippine province of Mindanao have seriously damagedthe local tourism industry.

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I. However the growth in the global tourist number will continue and tourist memoriesare traditionally very short. It should be expected that if Sabahgives priority to the protection and security of its natural heritagea very profitable future tourism income is certain. The tourist demand for nature experienceswill eventually far outweigh the limited supply of areas that offers such experience.The amount of money that the individual tourist is willing to pay for nature attractions will also increase(further background is found in the fITstreport).

While the revenuesincreases the temptation to allow more tourists inside the nature reserves will also increase.We are alreadyall too familiar with sightsof natural locations being degraded or spoilt by uncontrolled tourism In Sabahwe have seenpeak season crowding of tourists in SungaiMenanggul, Sipadanand Mount Kjnabalu. The risks of failure are well known. In a distant future one of the most seriousthreats to Maliau Basin might prove to be successin terms of number of visitors.

The eco-tourism objective for MBMC is to support the continued conservationas a fully integrated part of the ManagementPlan. The recommendationsand suggestionsin the previous report and in this report are based on the objective and are in accordancewith the tourism policy outlined in SabahTourism Masterplan and the MalaysianNational Eco- tourismPlan.

2.2. Assumptionsand risks The objective of the tourism developmentis to establishan ere-tourism activity that supports the conservationof the Maliau Basin.

The principal assumptionsunderlying this objective are that: .The commitment of YS to conservethe key tourism areaswithin the Basin and in the buffer area is not reassessedin favour of alternative uses. .MBSC is constructedto allow permanentadministration staff within the conservationarea. .Adequate tourist facilities are constructed and infrastructure is established

The main risk in the initial phase of the eco-tourism project is that one or more of these assumptionsare wrong. Tourism is the only significant argument for conservationof the Maliau Basin of any economical importance. For tourism purposesthe conservationof the buffer area outside MBCA is a very important element. A large part of the wildlife of particular interestto tourists are found in the buffer zones (Traeholt, 2001) and many of the tourism activities will take place in the buffer zone. Thesefacts are firmly recognised by YS and it is consideredunlikely that the first assumptionshould fail.

Failure in constructing the MBSC is not a seriousrisk. Commitment, fmancesand architectural designare available. At the time of submitting this final report a high profile ceremonyto initiate the actual construction was plannedto take place within a few weeks.

6 The third assumptionis not consideredthreatened. Based on previous recommendations from Eco-tourism T A the Agathis Camp has beenupgraded and is now capableof handling the few tourist arrivals that are likely during this year. A plan to construct additional facilities at Belian Camp is well in progress. However to securethe future long- term tourism developmentadditional constructionsand infrastructure must be planned and budgeted by the managers.

Provided that the asswnptionsare correct and basedupon the view of the various tourism stakeholdersas well as experiencefrom other parts of the world it is consideredvery probable that successfuleco-tourism activities will be carried out in Maliau Basin.

2.3. Policy framework Under The Forest Enactmentof 1968, the Chief Minister of Sabahhave in 1998 given The MBMC the following rules related to tourism:

The Committee shall facilitate and co-ordinate the managementobjectives of: .Promoting of the reserve for appropriate recreationand nature tourism .Creating a role model forest managementarea that combines conservation. forestry and nature tourism activities on a sustainablelong-term basis

Theserules are in accordancewith the MalaysianNational Tourism Plan of 1997 used by the SabahState Governmentto guide tourism development.The policies are: .To minimise negative socio-cultural and environmental impact of tourism in the process of development .Tourism developmentto be tailored in line with the state's unique characteristic of "unspoilt nature" .Encouraging tourists to spreadinto rural regionsrather than concentrate in the towns so that rural folks can benefit directly from tourism

The SabahTourism Masterplan is also in accordancewith the policy. One of the objectives of the plan is to position Sabahas the best place in Asia to experience rainforest and specifically for Maliau: .The Maliau Basin, if carefully developedas a remote wilderness experience,has great opportunities as a high value rainforest operation setting a "lost world" image for Sabahas the most remote and unspoiled forest in Borneo

Thus eco-tourism developmentin Maliau is both highly desired and officially endorsed. The very successfulpublic awarenessinitiatives from the project so far have managedto put Maliau Basin on the agenda among local stakeholders.Further visits by foreign journalists and film crew will undoubtedly also help create interests among tour operators and individual travellers overseas. 3. Stakeholders in Sabah's tourism industry and their view on Maliau Basin

3.1. Introduction Meetings with the various tourism stakeholdersas well as attendanceat the Sabah Tourism Symposium:"Diversifying Tourism Products in Sabah"have provided valuable insight in the view on Maliau Basin, both as a tourist attraction in itself and as a contributing part ofSabah's efforts to promote itself as the major eco-tourism destination in SoutheastAsia. Additional and detailed opinions were provided at the Maliau Basin Eco-tourism Workshop February26-27 (Annex 3 and 4)

Generallythe viewpoints were found to be in accordancewith the strategy applied by the project so far. The public awarenesscampaign and the scientific community have highlighted the uniquenessand importance of Mali au Basin as a nature area. The stakeholdersin the tourism industry generally endorsedthis image. The reputation built up is that Maliau Basin has very good potentials as a tourist destination for a few and very determinedvisitors (Teo, 2001).

3.2. Stakeholdercriticism and tour operator co-operation The private tourism industry is less enthusiastic when asked about the prospectsof participating in the promotion ofMaliau Basin. There is no doubt that in the private sector the general view of the options for Maliau Basin to contribute to the eco-tourism image of Sabahis closely linked to the possibilities of earning an income from the tourism

While the official tourism stakeholdersparticipates actively in using Maliau Basin as an icon for nature tourism in Sabahmany of the private sector tour operators are reluctant and have expressedcritical opinions on the co-operation with Maliau Basin managers.It is a general opinion that procedures for bookings and granting of permits to take tourists to Maliau are slow, bureaucratic, expensiveand not transparent.Some operators complained that it was almost impossibleto use Maliau Basin as a destinationunless you belongedto the few operators favoured by key staff in YS. It was often said that Maliau Basin risks up ending with a very limited visitor interest. Many stakeholderscompared Maliau Basin with Borneo RainforestLodge where few tourists apparentlygo though that location is consideredto be first classby most stakeholders.

Apart from SipadanIsland no single attraction in Sabahcan presentlyjustify a visit to Sabahin the view of the average foreign tourist. Even world famous locations such as Mount Kinabalu and Sepilok are only consideredas part of an itinerary. It must be anticipated that no matter how efficient Maliau Basin is marketed it will have to compete with other attractions and be regarded as one of several highlight opportunities.

8 Co-operation with the tour operators should be consideredan important prerequisite for a successfultourism activity. The tour operators are very active in promoting the nature areasof Sabah.To ensurethat Maliau Basin is presentedin the best possible way the conservationarea should be included in the attractions offered by the tour operators.

It is recommendedthat:

A generalpolicy regardingfuture tour operator proceduresis decided This policy is publishedto all the major operators

A transparentprotocol of permits and booking procedures will ensurethat the private sector looks favourably upon the potentials. All the tour operators should be given the opportunity to take tourists to Maliau Basin and have the same possibility of making a profit by actively promoting the destination.A tour operator exclusivity model mentioned by some commentatorsSmith (200 1), Teo (200 1) and apparentlyin the process of being implementedby YS is not recommendedas the best solution for Maliau Basin.

3.3. Tourism industry stakeholdersummary It is concludedthat: .The stakeholdersin Sabah'stourism industry view Maliau Basin very favourably as a potential tourist destination. .The official stakeholdersare involved in the process of increasingthe local awarenessas well as the overseaspromotion of Maliau Basin. .It must be anticipated that many of the private sector tour operators will prefer to use the traditional attractions in Sabahin their tour itineraries and promotion initiatives unlessthe PMG takes initiative to produce an attractive private sector tourism policy for Maliau Basin. .The overseasoperators in the South East Asian region and from long haul countries should be regardedas other key stakeholdersfor the successof Mali au Basin's tourism activities. That group have not sufficient received sufficient information on Maliau Basin and should be provided with incentives and opportunities to visit and promote Maliau Basin. .It must be expected that foreign operators will invest their marketing budget in the usual attractions of Sabahin the immediatefuture. This is likely to changeover the next years as the international awarenessofMaliau Basin increase.

4. Eco-tourismstrategy and target groups

4.1. Maliau Basin eco-tourism objective In the range of nature tourism products in Sabah,Maliau Basin has a unique niche. It combinesremoteness, dramatic landscapesand large size with the possibilities of truly undisturbednature experiences.Furthermore the area is uninhabited.No other wilderness area in Sabahcan offer similar attractions. The eco-tourism possibilities for Maliau Basin are enormous. In order to ensurethat tourism will contribute positively to the

9

.. conservationof Mali au Basin a policy of slow and carefully monitored tourism developmentis necessary.

The Prime Minister of Sabahhave given the MBMC the rules of "Promoting the reserve for appropriate recreation and nature tourism" and to "Create a role model forest managementarea that combinesconservation, forestry and nature tourism activities on a sustainablelong-term basis".

Given these rules it follows that tourism activities are in fact mandatory and such activities must be appropriate, sustainableand not in conflict with other conservationobjectives. All commentatorshave agreedto this policy.

The principle of tourism managementmust be promotion of small-scale eco-tourism that highlights the uniquenessof Mali au Basin.

4.2. Target group considerations It is often assumedthat natural areasattract a certain kind of visitors looking for birds, wildlife and plants and seekinginformation on conservationissues and ecology. While suchpriorities undoubtedly are important for some tourists the most frequent visitors to protected areas in fact have only moderate interest in natural history. Abundant or very unique wildlife, spectacularscenery and features of geological or hydrological interest are the justifications to enter a protected area.

For rain forest areas in particular this leadsto very important considerations.To clarify the point it can be expected that more than 95% of the average tourists will find it attractive to passthrough a rain forest if the final destinationis a cave, a waterfall, a canopy walkway, an elephant,a mountain summit, an orang-utan or similar specific highlights. Less than 5% of the potential visitors fmd it sufficient attractive that the fmal destination is more of the samerain forest. In the case ofMaliau Basin it must also be held in mind that all the future visitors most likely alreadyhave beento other rain forest areasbefore they arrive to Maliau either earlier on the sametrip or on previousjourneys.

The vast majority of the visitors to the nature destinationsof Sabahfall into one of the following four categories: .The first group is the comparativelyfew weahhy tourists who are willing to pay a lot to see truly remarkablenature locations. They do with some exceptions normally expect fITstclass service, food and accommodationsduring the stay. Thesetypes of tourists are very sensitiveto crowds of other visitors. A main priority is to go to placesthat very few others have beento before. This is presentlya very small group in Sabah.Live-aboard dive trips and visits to resorts on the islands ofKapalai and Langkayan and probably BRL is the target for some of thesetourists. .The second group makes up the bulk of nature tourists. These are the average tourists visiting nature areas in Sabahtoday. They have usually a fixed itinerary on the time of arrival including a number of highlights. The highlights may be of

10 historicaL cultural and natural origin. Generallythis group is preparedto pay moderateprices for an overnight stay in a natural area but often expect reasonable service. The tourists in this group are much lesssensitive towards crowding than the two other groups. They are often very price-sensitivewhen choosinga holiday destination. Mount Kinabalu NP, KinabatangenRiver, Turtle Island NP, Tunku Abdul RahmanNP and Sepilok are amongthe favourite destinationsbut a day trip to an orchid farm, to a raffiesia sanctuaryor a river rafting trip is also regarded as parts of a nature itinerary. The third group is the backpackergroup. The tourists in this group are generally very sensitivetowards large amounts of other tourists. Backpackers rarely have a fixed itinerary. They are often not preparedto pay very much for anything. However they are not demanding in terms of service, food and accommodation.A climb to Mt. Kinabalu, treks to Mt. Trusmadi and in Crocker RangeNP, camping and snorkelling on various islandsand staying in a budget camp at Kinabatangan River are some of the attractions for this group. A fourth group of particular interest is the local and perhapsalso domestic visitor group. These visitors will probably constitute a significant part of the total number of tourists to Maliau Basin once the road from Tawau to Keningau has been upgraded. PresentlyMalaysian tourists make up more than 50% of the total number of visitors to Mt. Kinabalu NP (SabahParks, tourist statistics).

The experiencefrom the travel industry is that none of the four groups have any particular interest in ecology, wildlife, botany or geology unlessthe destinationoffers very spectacularscenery or abundantwildlife. None of the groups have any obvious conservationistobjectives. Naturally there are several individual true knowledge seeking nature lovers in each group but they are far too few to characterisethe group. Such individuals would be the ideal target visitors to Maliau Basin as suggestedby Caldecott (2002) but they are probably too few and too difficult to extract from the rest to be used for target group considerations.

The first couple of years after the opening ofMaliau Basin for tourism activities there will be a deceptivelylarge number of botanists, nature photographersand bird watchers among the visitors. This is a normal tendency for new nature sites but may lead to overoptimistic conclusionsregarding the future target tourists and their expectations.Keen naturalists will soon only constitute a very small percentageof the visitors and will eventually be replaced by tourists with no particular knowledge of nature.

4.3. Eco-tourism strategy In view of the target group considerationsit is probably fruitless to use much time and energydefining a strategy of the idealistic variety. The idealistic approachbegins by analysingthe natural attractions ofMaliau Basin and then concludes what the ideal target visitor would look like and what this visitor would want to see during the stay. This method often ends with investmentsand construction of facilities that will not be used or at least be used by a different target group than originally anticipated. In spite of this the idealistic method is used by most of the protected area managersin the world.

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. A long-term tourism strategy should be based on a practical approach.The starting point is to analysethe tourists that are alreadyarriving in Sabah.The vast majority of these tourists have booked their holiday through an international tour operator. The practical method practitioners must developa strategic alliance with the international tour operators and persuadethem to include Maliau Basin in the programs offered to their clients.

The key in this method is to make the most promising foreign tour operatorsinterested in Maliau Basin and personallycommitted to its long-term conservation.The commitment can be establishedby inviting the tour operators to the area and ask them to provide input on how to construct facilities and how to develop itinerariesto fit their clients. This will increasethe probability of successin investmentsand save additional international marketing costs since the operators will do most of the ongoing marketing of the Maliau Basin. So far only one foreign tour operator has visited Maliau Basin (Smith, 2001) and it is recommendedthat severalmore should receive invitations in the near future.

This strategymakes further considerationson target groups irrelevant at least regarding the foreign tourists. The target group is the tourists that will arrive through the international operators and their local inbound operator counterparts.

It is most likely that the visitors will be from the second group mentionedearlier but the tourism strategyshould also prepare for visitors from the fJfst group. These first group tourists are few but they can contribute significantly to the earnings if an appropriate program is set up in a joint venture with the foreign tour operators that target such clients. Activities in this group probably needto be conducted separatelyfrom activities used by other groups. However the numberof helipadsand satellite camps in the basin make such separationan easytask.

The tourism activities permissiblefor the mentioned groups within the Basin should remainthe responsibility of the Maliau Basin managers.The sustainabilityof the activities and the ability of the tour operatorsto provide appropriate service and visitor information should be closely monitored and evaluatedby the managers.The tourism practicalities nay be controlled from the appointed tour operator counterparts but the presenceof project staff while the activities are conducted should be mandatory.

For the backpacker group a different strategyneed to be developed. This group should however only be targeted if the tourism activities can be kept away from activities used by fJrstand secondgroup. Most probably a large number of backpackerswill arrive in the future and while they certainly should not be discouragedit is presently not recommended to develop a classic "ecotrek" model (Caldecott, 2002)

For the local and domestic tourists it is recommendedthat facilities and infrastructure should be constructed to allow visits for only a few days. The majority of local tourists will probably arrive for weekendsor public holidays. The prime destinationswithin the Basin are the waterfalls and perhapsthe summit ofGunung Lotung. Tourism facilities for

12 this group should be developedwhile the road from Tawau to Keningau is upgraded to be ready when the visitor demandarises.

The activities for ~ group should be available without need for the presenceof Mali au Basin staff except for entry practicalities and optional ranger and porter service.

4.4. Existing tourism situation and immediate recommendations While it is advisableto apply a slow developmentstrategy for tourism in Maliau Basin it is neverthelesscrucial that tourism is not discouraged.Visitors to Maliau will provide the justification for continued conservationand keep public attention focused on the project. A limited tourism activity run by YS will furthermore help to prevent illegal activities within the conservationarea. The present tourist visitor number is extremely low and measuresshould be taken to improve this fIgure as soon as the ManagementPlan is endorsed.Of the 144 visitors to Maliau Basin lan-July, 2001 only 3 (three!) were real tourists.

One of the most important factors inhibiting tourism developmentin Maliau Basin is inaccessibilityand poor infrastructure within the conservationarea. It is suggestedthat the inaccessibility is used as a marketing advantage until the road from Tawau to Keningau has been surfaced.In the next several months while the ManagementPlan are being discussedand afterwards goes through the official endorsementprocedures it is recommendedthat the tourism managersaddress the following issues: .Infrastructure improvementswithin the Basin .Protocol and proceduresfor tour operators .Strategic alliance with foreign tour operators .Pilot tourism projects

The first issue is frequentlymentioned by commentatorsand by most of the visitors. Presentlydangers exist on many of the trails. Especiallythe steep part of the trail leading from BambanganCamp to the waterfalls is critical becauseof frequent use. A key part in the tourism planning is the urgently needed construction of a safe route from MBSC to the waterfalls. The problem is often mentioned in commentsand in visitor feedbackand the PMG is now addressingthe task. The NGO TREKFORCE will look into the possibility of constructing a weather resistanttrail. The hi tech ideas of a cable car know from rain forest locations in Costa Rica and Australia or a narrow-gouge railway suggestedby Caldecott (2002) should also be considered. An EIA is neededbefore a firm decision is made to implement any of the solutions.

Other infrastructure considerationsare the visitor transportation from Security Gate to the interior. Vehicle disturbancein an area frequently used by large mammalsis a potential problem (mentioned by many commentators). The immediate solution is to transform the Security Gate to a pick up point from where onwards transportation is co-ordinated on a firm schedule only allowing vehicle entrance once or twice daily. If the timing is done properly disturbanceof wildlife is probably limited. However this require a major altering at the Security Gate and construction of overnight facilities and dining areas.Done

13 carefully the Security Gate could be transformed to a popular visitor centre containing many activities related to the conservationofMaliau Basin. Nature education, exhibitions and production and sale of souvenirsare obvious ideas.

The need to addressthe secondand third issueis alreadymentioned in the discussionof strategy. To handle requestsand arrangevisits for tourists proceduresmust be further developed. The proceduresused today are not found sufficiently transparentand logical. All visitor requestsare far too dependanton the presenceof YS key personneland pricing is not reliable.

It may be argued that when the tour operators in the future are allowed to take visitors into the Maliau Basin the procedure problen1disappear. However for co-ordination of available accommodation,presence of staff and issuingof permit and payment practicalities it is still necessarythat there is an efficient tourist organisationin YS. The names YayasanSabah and Innoprise Corporation are not ideal for tourism purposes. It is suggestedthat the project takes advantageof the possibility of developinga new tourism operation structure and appointsa Tourism Task Force to co-ordinate the ongoing negotiations with the inbound operatorsand to develop strategic allianceswith foreign tour operators. A main responsibility for this Task Force is to ensurethat key information on tourism is availableto other YS staff even when the tourism personnelare not in their office. The Tourism Task Force should target a responsetime of maximum48 hours on all requestsrelated to visitors, including price quotations.

The fourth issue needssome elaboration.Maliau Basin is of unique importance and has a huge eco-tourism potential but have not beenvisited by tourists. Researchof visitor carrying capacity with no ecological impact is a tremendoustask and the resuh is probably not reliable. How to collect data on tourism impact when there are no tourists? As an ahernative it is recommendedto use resourcesto developa few tourism pilot projects. This should be done by the earliest possible occasionto enablethe managersto monitor how and where seriousenvironmental and cultural impact is most likely to happen. This way the plannershave the chanceto preparefuture trails, accommodationfacilities and transportation to minimize impact. They can also test how to involve the local population, receive tourist feedbackand finally the relevant staff will get somevaluable experienceon tourism practicalities. The idea is to invite small groups of tourists to Maliau Basin as test visitors. The Tourism Task Force should make a joint venture with foreign tour operators willing to market such pilot projects for tourists. Total costs should be affordable and the tourists must be obligated to participate in evaluation workshops after the visit and to submit feed back reports.

4.5. Future scenario for eco-tourism in the Maliau Basin

The potential of Maliau Basin is firmly recognized in Sabahand the rest of the world is becoming gradually aware of the same.It is expectedthat a large number of tourist will be interested in visiting the Maliau Basin within the next years. Some of these will be

14 preparedto pay a large amount of money for the privilege. In 5 years the following scenario may be a very realistic possibility.

Small groups of 4-6 visitors are regularly transported to Maliau Basin by helicopter. They use the highly upgradedCamel Trophy Lodge as the baseduring flights to various helipads in the area. The tourists are joined by a researcherfrom the MBSC who provides information on ongoing work and interpret the uniquenessof the Basin. Each of these tourists pays 6.000 MYR for a five days itinerary not including helicopter fares.

Meanwhile a group of20 visitors are accommodatedin a comfortable above ground safari-style permanenttented camp. Each of these tourists has paid 2.500 MYR to the inbound operator for a 4day/3nightfull board package.Of this amount 20% is forwarded toYS.

This group is every morning split up in subgroups of 6-8 according to interests and physical abilities. Accompaniedby a Park ranger and an interpreter guide and often also by hired porters and cooks the subgroupsare led to various satellite camps for overnight stay. The less frt are doing short nature walks or taken to observationplatforms and canopy walkways (the first report gives recommendationon suchsoft itineraries).

At the sametime a group of 15 young people from KK are spendingthe night in the beautifully located hostel nearthe waterfaU They have walked the distancethe previous day from the hostel at Belian Camp where 3 families now are accommodated for the weekend. The following afternoon both parties will leave Maliau Basin from the appointed location at MBSC where a speciallydesigned vehicle offers perfect possibilities of wildlife observationwhile bringing its passengersback to the SecurityGate. At the Gate a new group of visitors are busy studying the new exhibition on endemic plants while waiting for their transportation to the interior.

15 References

Caldecott, Julian: Preliminary draft ofMaliau Basin ManagementPlan, 2002

MalaysianNational Ecotourism Plan, 1997 (Ministry of Tourism, Development Science and Technology)

SabahParks. Tourist statistics, 1998-2000.

SabahTourism Masterplan. 1996.

Smith, Wi12001: Maliau Basin: Thoughts on tourism from an American perspective

Teo, Albert 2001: Reports on visits to Maliau Basin

Traeholt, Carl: Technical AssistanceReport no. 28, Zoological Survey, 2001

16 Annex 1

Meetingand activity schedule TA CarstenBroder Hansen06.02-14.03.2002

WED. 06,02.02: Travel day. THU.07.02.02: Arrival KK, transferto Hyatt Hotel. Meeting with CTA Mr. Hans Moeller at Innoprise.Purpose of meetingwas to brief the eco-tourismT A of the recentdevelopment at Maliau Basinand discusswork itinerary for TA. Also present was T A Mr. Anders Tvevadand Mr. Jens Kanstmp FRI. 08.02.02: Readingon MB ProgressReport 4. Meeting with ManagerMrs. Chu ShuYen and OperationManager Peter Chang from tour operatorcompany Adventure Journey World. The companywas invited to participatein MB F AM Trip for tour operatorsFeb 18-24but wasunable to participatedue to a large numberof incoming groups(Chinese New Year). Purposeof the meetingwas to enablethe T A to assesstour operatorexpectations of MB tourismpotentials. ReadingofMB Eco-tourismWorkshop working paper. SAT.09.02.02: Meeting at Innopriseto discussdetails of the eco-tourismworkshop. It was decidedto aim for a two daysworkshop FEB 26-27 with participationofMBMC. Tour Operatorsand other relevantstakeholders. Writing of revisedworkshop progranuneand revisedlist of topicsbased on the decisionsfrom the meeting. TA submittedthe new working paperto Innoprise staff for onwardsinvitations to the participants. MON. 11.02.02: Meeting with Director Veronica Lee, PulauSipadan Resort & Tours.This companyhave expressed interest in future involvementin MB Tourism activities. Purposeof meetingwas to look into the companycapacity and view upon optionsfor MB tourism development. Readingon MB ManagementPlan first draft of Tourism Chapterby TA Dr Julian Caldecott. Readingof Reporton visits to MB by Managing Director Albert Teo TUE. 12.02.02: Readingon updatedMB Tourismpapers provided by CTA Mr. HansMoeller. Preparingof workshopmaterial. WED. 13.02.02: Preparing of workshop material. Meeting with TA Mr. Campbell O. Webb who provided some interesting thoughts on tourism potential in Maliau Basin. THU. 14.02.02: Meeting at Innoprise.Update on presentsituation for the project. Meeting with Mr. Jacky Tsui at KarabunaiResort. Purpose was to inspectthe facilities for the workshopon Feb. 26- 27. Meeting with Dr. Waidi Sinunand Mr. Albinus Ongkudonto get an updateon the political expectationsregarding future tourism income at the Maliau. Updateon likely future immediatetourism scenariosat Maliau Basin. Writing of commentson questionnaireprovided by Darline Lim SAT. 16.02.02: Readingon preliminary draft of Maliau Basin ManagementPlan MON. 18.02.02: Briefing at Innoprise.Follow up on the sendingout of invitations for Eco-tourismWorkshop. Contact to Mr. Mike J. Steel,Member of SabahTourism Board ..mdMr. SimonAmos, TrekforceOperations Manager for later meetings. Preparingof questionsto Ms. Patricia Regis, SeniorAssistant Permanent Secretary of the Ministry of Tourism, Environmental,Science and Technology Preparingof workshoppapers. TUE. 19.02.02: Meeting with Mr. Mike J. Steelat MIS Office. Purposeof the meetingwas to getMr. Steelsopinions on the Maliau Basin eco-tourismpotential. Meeting with Mr. SimonAmos from Trekforce Expeditionsat HyattHotel. The purposeof the meetingwas to get Mr. Amos opinions on the Trekforceparticipation in the constructionof facilities at Belian Campand possibilities of making a secureand weatherresistant trail from Belian Campto the waterfalls. WED. 20.02.02: WED. 20.02.02: Innoprise.Meeting on Eco-tourismWorkshop. Editing and printing of workshopmaterial and group session introductorypresentations 11IU. 21.02.02: Writing of report FRI. 22.02.02: Innoprise.Visit to NexusResort to prepareworkshop. Printing of workshoppapers SAT. 23.02.02: Editing of workshoppresentation TUE. 26.02.02:Maliau Basin Eco-tourismWorkshop WED. 27.02.02:MaliauBasin Eco-tourismWorkshop WED. 13.03.02:Writing of report 11IU.14.03.02:Writing of report Annex 2

TOR for Eco-tourism planning and management

Mr. CarstenBroder Hansen (M.Sc., (Biology), NEPCon (AIbatros Travel), Denmark Duration: 2 months

Main Duties and Responsibilities

Assessthe issuesand options for ecotourism developmentin Maliau Basin in relation to the objectives of the ManagementPlan and the policy framework outlined in the Sabah Tourism Masterplan (1996)

Assessthe way in which stakeholdersin Sabah'stourism industry view Maliau Basin and the options for its contribution to both the products and image of Sabahas a nature tourism destination.

In view of the above recommendboth broad policies and specific plans and guidelines for consideration for inclusion in the ManagementPlan.

Assessthe likely value of and procedures for submitting a nomination of Mali au Basin for inclusion in the UN World Heritage List

Arrange a Study Visit for selected staff of YS and other stakeholderagencies to protected area sites elsewherein Asia that provide relevant role models for the limited development and control of tourism with minimum compromise of "wildernessvalues" (e.g. Queensland rainforest, SW New Zealand or Nepal)

Assist both staff of YS Forestry Upstream Division, the YS Tourism and Leisure Division and other stakeholders in developingrealistic plans, consistentwith the ManagementPlan

Provide draft inputs on eco-tourism to the ManagementPlan

Through counterpart arrangementswith YS Tourism and Leisure Division provide in- service training in all of the above.

19 Annex 3

Malian Basin Eco-tonrism Workshop

Introductory Presentation Papers for Worksbop Group Session

Prepared by Eco-tourism T A Carsten Broder Hansen

20 THE OBJECTIVES FOR AN ENVIRONMENTALLY ADAPTED TOURISM DESTINAnON

1. Sustainableuse of resources 2. Reduced consumptionand pollution 3. Preservationof diversity -biological and cuhural 4. Tourism activities are integrated in local and national ManagementPlans 5. Tourism activities support both conservationand local economy 6. Tourism is developedin co-operation with the local communities 7. Co-operation betweenall stakeholders 8. Well-trained and educatedstaff 9. Responsiblemarketing 10. Continuousmonitoring and evaluation

These objectives will often receive early approval by managersand stakeholderswhen they are planningthe eco-tourism developmentin a conservationarea. The eco-tourism strategy in the ManagementPlan for Maliau Basin may very well be based on the sameprinciples.

Pleasediscuss the followingstatement:

When the Management Plan for Maliau Basin is implemented the ecotourism practitioners have no other choice than to work towards an organizing principle in which a small number of tourists each pay a large sum of money to visit the conservation area.

If the practitioners target the moderately paying tourist group the profit earned per visitor is not sufficient to pay the construction investments,salaries, maintenance and at the same time leave sufficient funding to finance objective 5. Alternatively the project could allow a larger number of visitors but that would threaten objective 2 and 3.

21 INBOUND TOUR OPERATOR CO-OPERAnON

Pleasediscuss the following statementsand their relevancefor Maliau Basin:

When the main objective for a tourism project is to support conservationit is logical to assumethat such a project has a large pricing disadvantagecompared to a tourism project with profit as the main objective.

Prices for visits and accommodationin a conservationarea must be calculated comparativelyhigher to generateincome to support the additional costs of nature conservationand local community involvement (See also Paper2).

The local tour operators may furthermore regard the conservationarea as a competitor to their privately owned reserves,lodges, resorts or islands. If sucha conflict exists the private tour operators may be unwilling to include the conservationarea in their itineraries. Then the conservationarea would need additional investmentsfor marketing and for extending the tourism operation to include transfersand airport reception facilities. This would further increasethe pricing disadvantage.

The local tour operators may be interestedin promoting Maliau Basin if one or more of the following assumptionsare valid: .Maliau Basin is world famous and regarded as an attractive nature destination. If foreign or domestic clients insist on a visit to Maliau Basin the tour operators are forced by market demandsto include the area in their program .Booking proceduresare transparentand booking is straightforward .Access to the area is uncomplicatedin terms of infrastructure and of permits .It is price competitive. Costsshould be similar to other equally popular local sites.

The local inbound tour operatorsare responsiblefor the majority of the foreign tourists during a trip. While most of these operators promote nature and eco-tourism standards and claim to conduct environmentallyfriendly tours the reality is that businessnecessities often dictates the itineraries. Many nature destinationsare only included if they are profitable or if the operator has succeededin getting a competitive advantage.

22 TOURISM IMPACT ON NATURE AND CULTURE

It has beenasserted by critical environmentaliststhat tourism development almost inevitable causesdamage on both nature and culture. Does the following hypothetical scenariohave any relevancefor the Maliau Basin eco-tourism planners?

THE TOURISM SELF-DESTRUCTSYNDROME

1. A destinationis opened for a small-scaletourism activity and promoted by the tourism stakeholders.The destination is widely acclaimedas a first class destinationand is able to attract high paying tourists. 2. The wealthy tourists are eventuallyreplaced of the middle classtourists. 3. More facilities are then constructed and more tourism related activities are developedfurther away from the prime tourist area 4. The tourism industry changesmarketing strategy from "Nature Escape Paradise" to "Nature Family Holiday" and finally to "Budget Rain Forest Experience" 5. Environmental damageand loss of wildlife is apparentbecause of increasedactivity and more visitors 6. Most of the local population is now employed by the tourism industry. Agriculture and fishery or similar original sources of income in the local community has lost appeal. High payingtourists have moved to ahernativedestinations. More local manpowerand more effort is neededfor every earned $ from the tourists. 7. Governmentor donor organisationssupport further construction of facilities. People from neighbouring communitiesarrive seeking employmentin tourism industry. Infrastructure is insufficient. Problems with the waste water systems,the roads, the electricity, housingand garbagedisposal follows. Further investments are urgently needed 8. Local original culture and identity is lost 9. Diminishing tourist demandand accommodationovercapacity increases price competition. Prices are lowered and a new classof tourists arrive. 10. Insufficient funding for the buildings and for infrastructure maintenanceincreases the problem Salariesare lowered and increasedunemployment is common in the local community.

The final result of the tourism activity is increasedpoverty and few tourist arrivals. The original way of life is lost and any cultural distinction in the local community is also gone. A large part of the natural environmentis destroyed or cultivated. Wildlife is less approachableand the most sensitivespecies have disappeared.

23 FOREIGN TOUR OPERATOR CO-OPERAllON AND THE FOREIGN TOURISTS

Pleasediscuss the following statementsand their relevance for Maliau Basin:

The major international tour operators have learnt that a conservationfriendly attitude is probably not damagingtheir business.Many claim that their company is promoting and selling products that benefits conservation.When looking closer into the latter statementit becomesclear that this is mostly done by arguing that tourism have less damagingimpact to an area than other more environmentallyunfriendly activities. If a foreign tour operator promotes trips to The Maliau Basin he will argue that this helps prevent logging, mining and plantation operations in the samearea.

While this line of thinking may be true it also revealsthe nature of the foreign tourism industry approach. A conservationattitude is very fme especiallywhen such an attitude can be paraded with no costs. It is probably not in the immediatefuture that the foreign operatorsfInd a selling point in the chanceof supporting Maliau Basin by donating profit or by charging their clients extra for visiting a conservationarea.

The foreign tour operators may be interested in selling trips to Maliau Basin if one or severalof the following assumptionsare valid:

.The client demandis significant and continuous .Booking is easy. Only one e-mail should be neededto securea reservation .The destinationoffers high quality .It is price competitive both compared to similar local sites and to sites in other countries .General SalesAgency status is offered .Key staff becomespersonally addicted or at least very interested in Maliau Basin

The foreign tourists will be interested in visiting Maliau Basin if: .The price of the total holiday package is cheap. .It is possibleto see a lot of wildlife, friendly and interestinglocal people, spectacular sceneryor a combination of these .The food is good, accommodation is good and transportation is comfortable and of short duration .Maliau Basin is promoted by the tour operators or is mentioned favourable in the important media

24 What can be learned from the Kenya case and have we seen similar tendencies in Sabah? .When a protected area is truly remarkableand world famous then tourists will arrive in large numbers.In SabahMt. Kinabalu and to a lesserdegree Sipadanmay be examples on this. .If tourism in the protected ar~ is a successit is impossible for the managersto keep their position as the exclusive tourism operator. Political or public pressureto increase ~mings and nearby developmentprofiting from the protected ar~ publicity will create competition. .An eco-tourism destinationcan initially attract the w~lthy tourism segmentbut may end up surviving by masstourism .Even if nature is the prime attraction for a country the tourists are actually staying outside the nature areasduring most of their holiday. When we look at the foreign tourists to Sabahwe find that even those with predominanteco-tourism itineraries often spend n~rly half the time in KK or at beachresorts. .To ensurepublic support to conservationinitiatives the local population must have incentivesand possibilities to visit the protected areasin their own country.

What can be learned from the two Amazon casesof relevance for the Malian Basin?

.If a conservationarea does not have the samenumber of attractions as other nearby destinationsit may compete successfullyby increasingguide knowledge and guide interpretationskills. .When conservationis the main objective for a protected area it is complicated to developa professionaltourism project. The focus will often remain on conservation and the tourism regarded as an annoyingsecondary activity by the area managers. .If on the other hand a professional tourism activity is the main focal point then local support and conservationmay be an additional advantagewithout much conscious effort. .For any eco-tourismproject the most critical and difficult subpart is to attract a sufficient number of visitors. Most of the other elementsmay be controlled in one way or the other but the visitor interestremain beyondthe control of the area managers. This is a fact that should be consideredby the tourism planners for Maliau Basin. .Even if an unsatisfactorylow number of visitors are the case for most protected areas the plannersof new projects often use a significant amount of time looking for ways to limit the tourism impact. In the case ofMaliau Basin we may very well discuss ecological carrying capacity, low impact guidelinesand how to limit vehicle disturbance from the security gate to the visitor sites insteadof talking about how to make the area appealingfor the tourists. Most governmentrun or donor supported eco-tourism projects start by analysing potential threats from tourists and then develop a minimum

25 impact tourism strategy. When the strategyis agreed upon and the facilities fmally are constructed then begin the slow uphill process of attracting the target group. "The tourism objective is promotion of recreationand nature tourism where this does not conflict with other priorities" is the underlying key sentence. .A commercialtourism project often begins by analysing how to make an area as attractive as possible. This is often done in co-operation with foreign tour operators that are alreadysending their clients to the region. If the project is a successthen local community involvementand reducedimpact practicalities may be considered. " The objective is to support conservationand help local communities where this does not conflict with tourism priorities ". Needlessto say that a commercialtourism project has a huge competitive advantage. .The above may be taken into considerationif a large visitor number is found to be important elementsfor the long-term conservationof Maliau Basin or for the local community involvement. If funding is available and sufficient for managingthe area and increasethe welfare of the local population even without tourism contribution the situation is of course different. Then Maliau Basin may very well have a low number of visitors as a main future priority.

26 Annex 4

26-27 FEB Malian Basin Eco-tourism Workshop

Papers and Conclusions from the Group Session

27 List of abbreviations used in annex 4

CA Conservation Area CTH Camel Trophy Hut MB Maliau Basin MBMC Maliau Basin ManagementCommittee MBSC Maliau Basin Studies Centre NP National park PA Protected Area VMS University Malaysia, Sabah YS Yayasan Sabah

ECO-TOURISM WORKSHOP Maliau Basin Conservation Area February 26 to 27,2002 Nexus Karambunai Resort

The first pages is a brief summary of the recommendationspresented by the work groups 1-5 and discussedin plenum on the:MB workshop February 26 to 26,2002 at Nexus Karambunai Resort. The unedited group contributions from the five groups is found immediately after this summary.

Important immediate recommendationsagreed upon by most of the groups:

* The visitor carrying capacity should be established.An impact study (e.g. by UMS) could provide the needed data to make possible a decision on the allowed number of visitors on all the sites and trails that may be used in the future.

* Code of practices should be decided for: * tour operator involvement (procedures, investments,fees, booking practicalities) * visitors (guidelines for behaviour, fees structure for local/foreign visitors) * PA Managers (what should be provided in terms of service, facilities, staff)

* Local community involvement in MB conservation should be further supported and encouraged

* ConstructionofMBSC shouldbe startedimmediately Importantlong-term recommendations agreed upon by mostof the groups

* Tourism marketing should be focused on several market segments.Long haul international tourists, the high yield market, regional tourists, trekkers and local visitors are all potential tourist to Maliau Basin.

* Future tourism development should be concentrated in the buffer zone, but some use of the core PA for tourism purposes is also found justified.

* New facilities should be constructed at the Security Gate to provide both regulation possibility and visitor facilities.

* Specific and transparent tourism income accounts should be set up to ensurepublic and political support

Conclusion agreed upon by most groups: Maliau Basin is probably the ultimate eco-tourism destination in SoutheastAsia and promotional efforts should concentrate on that fact. A slow and carefully monitored tourism developmentis advisableto securethe icon value of Mali au. Tourism, ongoing scientific researchand public awarenesscan be used to strengthenthe image of Mali au Basin and maximise its importance for Sabahand Malaysia. Group Tourism Facilities & Carrying Capacity

Group Members 1. Mr. Robert Francis Borneo Tourism(Facilitator) 2. Hans Skotte Moeller DANCED 3. Mr. Biton Benjamin BorneoEco 4. Ms. Mary Malangking Min. of Culture,Tourism & 5. EnvironmentSabah 5. Ms. Carolyn Tan Town & RegionalPlanning Dept. 6. Mr. Francis Liew SabahParks 7. Mr. Zulhazman Harnzah VMS 8. Ms. Esperanza Sulit ICSB 9. Mr. Peter Chong ICSB (Rapporteur) 10. Ms. Masturah Sulaiman ICSB (Rapporteur)

Introduction The ManagementPlan should revolve in a well planned tourism activities around the area and shall not jeopardise the main objective of the existenceofMB.

MattersDiscussed

Market Group Two market groups -high yield and low yield. Both groups can be accommodated at the Agathis Camp. Inside the conservation area, the target group dependson the canying capacity.

Accommodation Existing Accommodation There are several e~sting camps constructed within the area (refer to the map). Comfortable/Presentableaccommodation should be available at the Agathis Camp, and other existing facilities e.g. at the Camel Trophy shall be upgraded e.g. with proper sanitation facilities. In order not to the disturb the conservation area -some basic facilities with a very minimal impact, inside the CA are expected.

Accommodation outside the CA The type of accommodation is dependenton the market/group type & the remotenessof the camps. The luxurious accommodationwould cater for the high yield market. Hard core visitors would be willing to have a very basic facility and a rough walk, but at the end ofthejoumey they would prefer to have a good accommodation e.g. having a hot shower, which where they would pay for expenences. Facilities at the Agathis Camp are meant for the hard core trekkers who are willing to camp at a simple basic accommodation. Therefore, if it is opened for public, it would be not attractive enough to cater the general public. Due to limited facilities at Agathis Camp, it would encouragethe locals to establishtheir own facilities just outside Maliau area. Accommodation inside the CA Satellite camps Especially cater for the trekkers -special/niche market. It can be done at a smaller scale, thus there will be a very minimal impact. Construction within the CA is foreseen especiallyto accommodatevisitors with some basic facilities like toilets, accommodation (from the I\..m Studies Centre to the Waterfall- BambanganCamp). Tented Camps A mobile camp, portable and dismentable.However, if it is inside I\..m,the logistic would be expensivedue to weight.

Carrying Capacity Number of visitors passing through the area once the Highway completed is expected to be increased slowly. Therefore, in order to limit the number of visitors stopping by, some fees could be imposed. Tourist facilities should only be concentrated within the appropriate zone. However, 'undisturbed' area should also be opened for some special interest groups exampleresearchers. Reservation systemis also a way of limiting and managingthe number of visitors. Number of visitors going inside the CA shall be controlled accordingly to the carrying facilities. Studies on CA should be able to determine the optimal number of visitors going inside the CA and as well the facilities required. Currently the number of visitors allowed to go inside the area is 15 pax at a time. This number is limited by some constraints such as manpower and number of accommodation available. The carrying capacity studies need to be conducted ongoing.

Conclusion: Carrying Capacity should be carried out especiallyfor the area inside the CA. UMS researchersoffer to conduct the carrying capacity studies. However, any development shall be carried out at a very slow pace. Constraint: Detailed studies cannot be prepared in time but UMS and Borneo Tourism Institute would do preliminary studies to support the draft.

Transportation Driving up to the security gate and to be picked-up by shuttle buses at the Security Gate at a fixed time. Back up transportation should be available at anytime. Special arrangementupon request out of the fixed time shall be made in advance. Private sectors would be involved in transporting tourists. The MBMC would be responsible for conservationrelated matters such as security, etc. Parking facilities to match with accommodation.

Maintenance The CA shall be maintained by the MBMC, meanwhile maintaining tourism facilities which include accommodation, trails, etc. yet to be determined -either by the MBMC or the private sector.

Investment Investment is another possible way of getting revenue. But it has to be carefully planned as the operation would revolve within some issueslike sensitivenessof the area, time frame (contract), government policies, etc. Possible investmentis through joint-venture activities (outside the CA). IAdoption' is suited for inside MB CA. In teffil of investment guaranteeis a 3D-year contract and the Manager of the area is proposed not to entertain any illegal tour operators other than appointed ones.

Constraint: Long Tenn governmentpolicies.

Conclusion Carrying Capacity issue needs to be examine closely as Tour Operators Agencies would have difficulty in ensuring economic viability as they may be unable to cater the tourist needs, in terms of volume if the area (inside) can only accommodate 15 tourists at anyone time. This will lead to cost implication to both operators and the managerof the area. If this issue can be overcome, many other related issues such as size of accommodationand types of facilities for activities can be dealt with easily.

Group 2: Activities and destinations within the basin (Keywords: Zoning, security, attractions, crowding, trail maintenance).

List of Participants:

Dr. Felix Tongkul VMS Chai Chie Kong Pan-BorneoTravel Jadda Suhaimi YS CeasarEscobido Jr. DiscoveryTour Patricia Mobilik YS Jupailin Naiman YS

Terminology: Conservation (restricted) vs. Park (public) and tourism

Main Topics: Zoning: Identify/ specify an area either to be open to public zone (informative/ attractive) or left undisturbed (research! conservation zone). Potential of an area should be elaborated.

Attractions: GeoHydro (waterfall: Takob-akob, Sabandar,Giluk, Maliau Fall, etc.), Flora (orchids, nepenthes,vegetation types, etc.), and Fauna (major mammals,birds, etc.). Trail maintenance: all present trail -all the time, Crowding: 30 visitors (Inside conservation area) and 60 visitors (buffer zone). Security: increase buffer zone area

Destinations: MBSC/ Belian MaliauFall CTH Genseng/Gasis River Agathis Lake Linumunsut Sg. Kuamut Maliau Road lnarad Point/ Raffiesia Camp.

Activities (Opportunities): MBSC/ Belian: River cruising Bird watching Trekking Environmental Education! Naturalist Canoeing Fishing Sunbathing Picnic Safari Up-sailing Canopy Walkway Souvenir shop

Maliau Fall Rafllesia Picnic Trekking Tower Platform Hanging Bridge Bird Watching Swimming Boating Flying Fox

CTH Bird watching Trekking (circuit trail) Environmental Education! Naturalist (Nature Trail, Heath Forest) Orchid Picnic

Genseng Trekking SabandarFall Bird Watching AnimalWatching Agathis Nature Trail Bird Watching Trekking EE

Lake Linumunsut Trekking Boating Rafting Canoeing Bird Watching Swimming Animal Watching Picnic Fishing EEl Nature Trail

Kuamut Cruising Canoeing Picnic Swimming Animal watching Bird watcing Fishing

Maliau Road Wildlife Safari (Night/ day) Tower Hide

Inarad Point Hard core Trekking Scenery(North of Sabah/Inside the Basin) Bird watching Animal watching Hardcore Camping Rafllesia

SecurityGate InformationCentre Cafe Souvenirshop

Constrains Logging Poaching Gaharucollection Rubbish Over crowding Natural disaster Sewagemanagement Noise (people/machine) Physicalfitness Piracy Expertguide

Goals and Target: To promote Maliau Basin as one of the famous destination in Sabah-similar to Kinabalu NP.

Strengths: Highest density of waterfalls in Sabah Maliau Fall is the biggest in Sabah Highest density of major big mammals (Elephant, Tembadau,Deers, etc.) Great diverse forest types in Sabah. Unique Landscape

Recommendations: Logging Reduced Impact Logging Sustainableforest Management Poaching Increase frequency patrolling Increase size of buffer zone Gaharu- as above Rubbish / Sewage limit non biodegradable products advice visitors to bring rubbish out after visit Sewage(Septic tank) Over-Crowding control influx of visitors by controlling max. capacity 15 max .per designatedareas Natural Disaster Emergency evacuation facilities risk assessmentof designatedareas and accessroute Noise Control vehicle flow into areas after Security Gate. All other vehicle park at Security Gate. YS managesfurther transportation Restrict & advice visitors on noise Physical Fitness Requirement of all visitors to be mentally & physically fit Medical Insurance Liability disclaimer Piracy Rules& Regulationimpose ExpertGuide Training

Group 3: Protocol & Procedures

Members

PatriciaRegis Facilitator TourismMinistry Mahedi Andau nll- DrWaidi Sinun RBJ-ICSB CharlesGulis IJL -ICSB RommellaOsmand MJS Services StephenJilimin RBJ-ICSB Albinus Ongkudon RBJ-ICSB GemAsildo RBJ-ICSB

Managementof Access& Use

By whom and for what: the users -tourists/visitors- Local/Domestic, international A cademia/Re sear c h/Educa ti 0 n Principal users:Public + Government = Conservation, Water, image International communities -conservationist the providers -resource manager service providers + tour operators

Facilities

Planned/Proposed& existing

Existing Base camp -Agathis (Buffer) Management complex outside conservation area Security gate house Road (agathis/ studies center) Major highway Trails, plus different attractions Camel trophy Waterfall, Bambangan camp Planned + Proposed tourism zone -for tourism infrastructures, access,accommodation, at Security gate -I~ediate Tibow (5 yrs ???), Inarad (10 yrs ????)

Fees Enactment e.g. Sepilok (fees stipulated) Wildlife Conservation Enactment -rules & regulation Forestry Enactment * entrancefee =Government

Fee imposition choose the best option to maximise (legislation, rules & regulation) what fees? Conservation/entrance= government various charges(servicetax) road use campIng portering guiding.. vanous services

Recommendationfees structure (local & international visitors)-policy managementPlan immediate 2 tier local -multi -tiers student/researchers groups- special senior citizens (i) 2-tiers -charges -accommodation Local + international rates Seasonal -school holidays (ii) 2 -tier charges for accommodation at managementcomplex for environmental education (very specific and conditional.)

What kind of visitors/tourist? hardcore adventure specialist i.e.birdwatch soft adventure Day-trippers -mangement complex Transits at security gate -Local + International

Facilities(To makemoney from visitors at tourismzone, other groups)

Concentrate on day -trippers + transits Rest areal toilets -Restaurant -Sale outlets etc -recreational

Bookings centralized system to prevent conflicts/overbooking under (YS/subsidiaries -outside MBCA entrance, computerized on-line) individual tour operators.,

all foreign tour operators must go through local agents.

Economic aspects Financial Management Setup a specific accounts -to show actual income + value (education + research, image + publicity) transparency for public target expenditure for sustainability project figures plan c) allow for donation -from tourists

Management plan -should be flexible & to provide for review which can improve financial management: Short term and long term.

Image -branding (see other group)

Protocol Best practices Code of practices -very clear/immediate For a) tour operators b) visitors c) service + resource providers -P.A., Manager

tour operators to provide own guiding services -according to requirement + establishing standard - review performance time to time. Recommend establish criteria of requirement for tour operator quota no. of tour operators i.e Sipadan (allow such ops to have facilities in tourism zone) Publish rates of charges /establish ceiling prices & No. of visitors allowed -fixed

Local Communities Local Communities Who are they Kalabakan Sepulot lnarad Pegalungan

Regulate bldg of structure/dwelling/spread of settlement orderly tourism image identify areas- zoning tourism zone, must be provide for local people- supporting staff settlement

Activities guiding portering rangers supporting/managementstaff other -Supporting commercial services village -stays & visits craft manufacture food & produces suppliers restaurants, shops etc.

Public awareness Strengths existing facilities in place legally protected ( allow for imposition of fees & tourism activities, existing legislation) managementgoing into place image based in model of excellence 1 st in Malaysia perhaps SEA, PA within buffer zone

Opportunities improvementand make money invest in selectedinfrastructure at securitygate and otherplaces (immediate/short/long term) To utilized a) SNC b) KelabPerlancongan Pelajar c) universities,laboratories.

Threats & Constraints encroachment uncontrolled spread of settlement along road fire hazard training of staff enforcementof criteria/guideline of best practices getting visitors numbers/volume financial-sustainable-maintenance & ooeration- safetv Targets & Goal Sustainabletourism income Visible growth Visitor numbers increase Public awareness& sustainableuse Optimum local employment Sustainablebiz opportunities Established/premierconservation/tourism icon/virtual tourism Our heritage- value very important.

Short Term Immediate recommendation continue tourism packages 15 pax until managementplan-completed identify HR & training Develop criteria for selection of tour operation of tourism zone + tourism ops Continue improvement of facilities Get the infrastructure building Think/identify of various ways to make money -carry out accordingly World heritage nomination/recognition

Long Term Sustainabledevelopment & conservation of area Establish specific plans for tourism zone by town & country planning dept. develop & create activities (sustainable)for income generating for all &takeholders -contribute to local development "Information" royalties -virtual tourism

CONCLUSION?? ManagementPlan Individual or as a packages i.e. filming, photographs. interpretation guiding groups Different types of accommodations tourism complex More than 2 days Packages-pre booked FIT -recommended only for day visit -base YS + entrepreneursmust be properly planned and specific Personal, skills, abilities Mumt, Sungai, Dusun, Tidung & Iban

Group 4: Marketing and target groups

Members

Linah Robert BNT/ICSB Facilitator/GroupLeader DarlineLim-Hasegawa ICSB Rapporteur Group 4: Marketing and targetgroups

Members

Linah Robert BNT/ICSB Facilitator/GroupLeader Darline Lim-Hasegawa ICSB Rapporteur Jimmy Omar ICSB Rapporteur Seiko Mukojima PanBorneo Anna Wong SWD Ivan Webber ICSB Frederica Mojilis ICSB Secretary

Keywords Marketing Image -wilderness destinations Conservation efforts (last remaining pristine wilderness rich in biodiversity Media possibilities Transparency Nature education

Target groups International or long-haul market Eco-tourists Hardcore adventurers Conservation conscious knowledge seekers Local market Nature adventurers Local student bodies/clubs/associations New Market -Targeting India, China, Taiwan

Conclusions Wealthof knowledge Right price Repeatvisit and longer stay

Main Conclusions

Main Opportunities Manpowerexpertise Very strong R&D and strong collaborationwith DANCED Oneof its kind 'Lost World,' Well establishedinternational network Conservationis stronglysupported by the government To involve local community's participation International collaboration publicity Conservation efforts and exposure/publicity generate interest globally to the general massesover a long term period Creates employment for local communities Protect their livelihood Leader in eco-tourism Smart partnership in eco-tourism

Main Threats Funding Government regulations/restrictions Negative publicity Political interference Changing the rnindset of the policy makers Inadequate enforcement of illegal logging and poaching Uncontrolled incidences such as 9/11, terrorism and kidnappings, natural disasters(i.e. haze). Flight accessibility

Immediate/on-going recommendations Conduct seminars/workshopsto educate policy makers Organize familiarization for specializedwriters, journalists, etc. Establish strong by-laws Intensify security measures Introduce a Crisis Management Plan Utilize existing expertise Maximize publicity on conservation efforts with correct information Creates employment for local communities

Long-term recommendations Maximize tourism opportunities PA campaign Create more Smart partnership with relevant agencies

Conclusions

We definitely have a good product that is higWy marketable. To help the funding in the long run, sustainableeco-tourism is the answer.

Marketing and targetgroups

Introduction Presenttrend is for 'mass-market'to be fragmented into niche markets seeking specific attractions lone nature education, wildlife and adventure. Maliau Basin is extremely well placed as a world class wilderness destination.

Marketing What arewe marketing? Ourproduct: The Maliau BasinConservation Area as an eco-tourismdestination providing first class natureinterpretation by qualifiednaturalists in one of the lastremaining pristine rainforestin South EastAsia.

Our packages: Can be tailor-made to suit client's needs and wants, e.g. 4 days 3 nights or 7 days 6 nights trekking, camping, looking out for wildlife, study the teuain and enjoying the flora and fauna of the forest, etc. The highlight of these packagesis to reach the 7-tier Maliau Falls.

Combo packagesto include other destinations such as Lake Limununsut, etc. This shall include transfer, conservation fees, full board and lodging.

Who are our targets? International green visitors or eco-tourists who are physically fit and into eco-tourism. International young adventure travelers who are interested to trek on rugged terrain in a tropical climate (backpackers, students, clubs and associationmembers, etc). Local market especiallyyoung and strong able-bodied adventuroustypes (e.g. students). Exclusive wealthy tourists who are looking for first class service and novelty.

Marketing strategies To establishMaliau Basin as the ultimate eco-tourism destination by distributing/disseminationof promotional items on conservation efforts carried out in the basin through print and electronic media, IT, giving talks and briefings to selectedaudiences and participating in trade and tourism fairs at the international and national level.

Promotional items to highlight the importance of the contribution of the Maliau Basin to the well- being of the people ofSabah such as water supply, protecting the livelihood of the local community living outside the vicinity of the MBCA and our image as a social responsibleorganization.

To highlight the importance of the international collaboration conservation efforts carried out in the Maliau Basin not only for now but also as a legacy for the future generation. This can be done by establishing an international network.

A high standard conservation effort, transparencymust be maintained to keep up the image of the l\,ffi SC .

The tourism facility must reflect conservation objectives such as being environment friendly and nature oriented.

International conservation or environmental bodies contribution to be solicited to reflect their support of our endeavor.

While the tourism aspectof the Maliau Basin is to make profit to a certain extent, the conservation efforts are not to be compromised at all and this has to be projected and establishedin the minds of the public. At the moment, in the first 3 years at least, MB is not into masstourism. As a publicity/educational effort, public awarenessprojects/programmes can be carried out with the local community and international seminars/workshopscan be organized on relevant topics on Maliau Basin periodically to put M aliau Basin always on the forefront.

Targetgroup

International or long-haul market (upper-end of the market)

This is based on the premise that by the time we are ready to sellon the market, the 911 issue would have died down and no other ..

Maliau Basin Conservation Area will attract green lovers or eco-tourists especially from the United Kingdom becauseof the world renowned Danum Valley experience.The British are the biggest number of visitors to Sabah every year becauseof past ties and the idea of mystic "Borneo, home of the Orang Utan."

Swedishare also very big on conservation efforts and are mostly greenvisitors. The influx of Swedish writer Matthias Klum's book, "In a Borneo Forest." The number of further enhancedby the visit of the King and Queen of Swedento Sabahin 1996.

In the wake of the 911 issue, Japanesevisitors to Sabahare expectedto grow bigger. There is a growing number of young intellectual Japanesewho are into eco-tourism. Japanesewant to see animals and flora and fauna that cannot be found in Japan.Amazon, Costa Rica, Africa are too far. Direct flight from Tokyo to Kota Kinabalu only takes 5 1/2 hours, i.e. shorter traveling time.

Local Market (lower end of the market)

The bulk of the locals will be attracted to the Maliau Basin for the novelty of it. The fact that it is called "The Lost World" creates a mystery and it is more of a nature adventure or sensationalism then scientific value for the locals to visit Maliau.

Local student bodies or clubs/associationswill also be attracted to Maliau for adventure travel if the price is right. The concept is 'why pay for something you can get at your backyard!'

New Markets

In the wake of the 9/11, the medium haul market such as China, India, Taiwan, etc are untested as greenvisitors but should prove interesting provided the correct messageor promotional marketing is done properly. A concerted effort should be vigorous marketing strategy.

Conclusions

At the endof the day, gueststo Maliau Basinmust be ableto saythat by visiting the basinthey have acquired:- An experiencenot to be forgotten; A betterunderstanding of the conservationefforts of this country; An appreciationof nature; A wish to make a repeat visit and longer stay; A worthwhile holiday; Would recommend it to others; Paradise for nature photography; Trekkers' paradise.

To ensurethe above, guiding services or nature interpretation and product must be top quality. Accommodation, simple but clean. Food that is prepared well. And, the price must be right.

Group 5: Interpretation and guiding

Members

Danny Chew Borneo Adventure Chai Chie Rong Pan Borneo Nordaidah Maral MBSC Rapporteur Annie Kimbian ICSB Daimil Pedeko MBSC Sylvia Yorath ICSB Facilitator Dr. Jamili Nais SP Facilitator Kartijah Abd. Kadir VMS JesseJohn Dr. Noorazlina Yahaya

GeneralIssues: Logistics- road/access- short and long term Zoning (carrying capacities) Funding- manpower -money going to MBCA -generation Field operations for guiding- who does it Target audiences-local,foreign Marketing -expectations Facilities Maintenance

InterpretationMaterials

Strengthsl Opportunities Alreadygot quite a lot of materials Scientificdata is available Some knowledgeable staff in place To createjobs(for local people) Threats / Constraints No building yet in MBSC for interpretation Scientific data not yet made accessibleto laymen Need for training in language/communicationskills for MB staff Later may be walk-in customers Manpower-MBCA staff have other duties Will need a broad range of materials Maintenance-designwith this in mind Lack of budget to produce items Recommendations Materials can also be sold Materials must be kept up to date Human interpreters need training in presentation skills Regular evaluation and improvements if necessary Maintenance given high priority Investigate virtual interpretation about MB

Guide Training

Strengths/ Opportunities Some existing staff already have knowledge and experience Availability of scientific data Access to visiting experts Availability of training institutions in Sabahto do the training egoFor naturalist, nature guide, localised guide Threats/Constraints Time for training/manpower Funding egoNature guide RM5,000-6,000, localised guide RMI,200-1,500 Language Recommendations Only certain identified tour guides/companiesfrom outside can come in with tourists (but also should be trained in MBCA). Some mechanismfor termination of rights to come in. MBCA managementconduct familiarization courses for tour operators guides-should be done within 2003-04. Training for MBCA staff to become licensed nature guides by MOCAT (2002-04). Should also learn all aspectsincluding flora, fauna, geology, conservationissues etc Designate some MB staff to be full-time guides(needrecruitment)-2002-04 Staff have proper equipment egoPortable first Aid Kit, GPS. Also regular refresher courses ( continuous)

Involving Local Communities

Strengthsand opportunities staff from local communities To developcultural attractionsin villagesfor visitorsto MBCA( or homestay) Potentialfor handicraftproduction Potential for skilled workers, egoCarpenters, mechanics Potential for job opportunities hospitality staff in MBCA Local hunters to become wardens /trackers Creating awarenessof the conservation status ofMBCA Threats and Constraints Language skills Other priorities False expectations-accurateinformation about MBCA Political influences Lack of awarenessof conservation status of MBCA Recommendations Improved career development/ensurecontinuity. Improvement of living standards for homestay. Accurate information given- no false promises. Awareness activities with local populations and dialogues.

SouvenirProduction and Sales

Strengths/opportunities Potential availability of local handicraft from local communities. Availability of good production facilities in KK. Existing expertise Apparent existing demand and potential for more sales on site. Potential for mail order/internet Many aspectscan be highlighted egoGeomorphology, flora, fauna, wilderness etc. Already developed an image which can be built on. Threats/constraints Supply/quality control of handicrafts Must be sourced fairly. Need more staff to develop and distribute products-concentrate on this. No proper salesareas yet in :MHCA. Lack of other outlets as yet. No detailed brochures/book yet Recommendations Local handicraft potential-need to survey and facilitate 2003 onwards Potential outlet survey -2002 onwards Diversify products -2002 onwards Maintain high quality control including scientific accuracy Attractive, appropriate sales center in :MHCAIsecurity gate. Good storage facilities Knowledgeable sales staff in :MH.

Porters

Strengths/opportunities Could provide employment to local communities and possible career oportunities. Does not need previous experience/skills Chanceto increasepublic awarenessabout MB. Threats/constrains How to make it fair Budget- presently have to use MB staff. Need more money to provide facilities egoaccommodations for extra staff Supervision when not working Recommendations Do additional jobs when not portering Accommodation provided at MB Rotation systemto porter Increase gradually in responseto demand