Tourist attractions play an important role in regional tourism development. When properly managed, they can attract more visitors, increase regional revenue, and create employment. The management of tourist attractions in Bangli Regency involves the central and regional governments, village governments, customary villages, private actors, and local communities. This study examines the authority to manage tourist attractions and analyzes the forms and strategies of management synergy in Bangli Regency. It employs empirical legal research with a sociology-of-law approach. Data were collected through observation, document study, and interviews, systematically organized and classified, connected across sources, qualitatively analyzed, and descriptively presented. The findings show that management involves the regional government, village governments, customary villages, Tourism Awareness Groups (Pokdarwis), local communities, and temple custodians. Most major attractions are managed by customary villages and local communities because many sites are closely related to Balinese culture, temples, and traditions. This arrangement reflects community-based tourism intended to strengthen public participation and local tourism sustainability. Management synergy seeks to improve attraction quality, preserve natural and cultural resources, and enhance community welfare. Its forms include synergy in planning, operations, financing, promotion and digitalization, supervision, and sustainability-based tourism. The corresponding strategies comprise integrated planning, clear allocation of roles and authority, partnerships, community empowerment, institutional strengthening, integrated promotion and branding, sustainability, transparent revenue sharing, monitoring and evaluation, and tourism digitalization.