Available online at HABITAT website: http://www.habitat.ub.ac.id
Optimizing the Role of Stakeholders: Development of Coffee Gastronomic Tourism in Malang
Hamdan Yuwafi1*, Luchman Hakim2, Aminudin Afandhi3
1Master Program of Environmental Management & Development, University of Brawijaya, Jl. Veteran, Malang 65145, Indonesia
2Department of Biology, Faculty of Mathematics and Natural Sciences, University of Brawijaya, Jl.
Veteran, Malang 65145, Indonesia
3Department of Plant Pests and Diseases, Faculty of Agriculture, University of Brawijaya, Jl. Veteran, Malang 65145, Indonesia
Received: 15 November 2022; Revised: 14 March 2023; Accepted: 5 July 2023
ABSTRACT
The development of a tourism site necessitates the participation of various actors. This study's goal is to analyse stakeholders by identifying, categorizing, and describing their interrelationships, as well as the difficulties they encounter, and then optimizing them to develop coffee gastronomy tourism in Malang. The research was conducted in Harjokuncaran Village-Sumbermanjing Wetan (AMSTIRDAM region) by using observation of events and interviews with stakeholders (as primary data sources), and a literature review and documentation (as secondary data sources). The acquired data were then evaluated using qualitative descriptive and pentahelix modeling methods. We identified the engaged stakeholders as primary stakeholders, secondary stakeholders, and key stakeholders. Each stakeholder serves as a coordinator, implementer, facilitator, policymaker, and accelerator. The involved parties can be classified into five categories: the community, the government, the private sector, academics, and media activists. According to the results of the pentahelix modeling, the media and academics, as well as the private sector and academia, do not have a direct relationship, whereas other stakeholders have direct relationships based on mutual trust and respect. The efforts should be optimized by the involvement and participation of stakeholders, enhancing coordination and collaboration among stakeholders, and conducting tourism management.
Keywords: alternative tourism; collaboration; pentahelix modelling; stakeholder analysis How to cite:
Yuwafi, H., Hakim, L., & Afandhi, A. (2023). Optimizing the Role of Stakeholders : Development of Coffee Gastronomic Tourism in Malang. Habitat, 34(2), 119–131.
https://doi.org/10.21776/ub.habitat.2023.034.2.11 1. Introduction
Coffee is one of the staple commodities of the plantation subsector, serving as a significant source of foreign income, employment opportunities, and income for the community (Adinandra and Pujianto, 2020). Malang Regency is also a prominent producer of coffee, making it one of the main coffee-producing regions in East Java (Statistic of East Java, 2018). However, realities on the ground indicate that coffee production is unable to increase the well-being of farmers, particularly small growers. For instance, Dampit Subdistrict, which is also a coffee producing hub in Malang (Statistic of Malang
Regency, 2020), has a poverty rate of 21 percent, or as many as 7,761 persons, of whom some are coffee growers (Tanjung and Hutagaol, 2018), with a total of 55.76% of poverty in Malang in the agricultural sector (Janah & Santoso, 2016), so if it is assumed from these two data, 4,328 are poor farmers.
The issue of poverty alleviation has become one of the main focuses of the Malang Regency government as a priority in the 2016-2021 development policy direction in addition to environmental and tourism issues. One of the strategies implemented is to develop a community economy based on agriculture, tourism, and creative industries that aim to improve the community's economy (Perda Kab. Malang, 2018). On the other hand, coffee plants can provide better ecological benefits when compared
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*Corresponding Author.
E-mail: [email protected]
Available online at HABITAT website: http://www.habitat.ub.ac.id to other commodities such as sugar cane, cassava,
and bananas. These ecological benefits include water conservation, soil conservation (Indarti, 2023), microclimate modification, carbon stock enhancement, and so on (Supriadi & Pranowo, 2016).
However, at the same time, there is a lot of commodity transfer from coffee to other monoculture crops, so the ecological benefits of coffee have the potential to be lost. So it is necessary to make efforts to maintain these ecological benefits, where which also supports the Malang Regency government's program in the environmental sector (Perda Kab. Malang, 2018).
Therefore it is necessary to take steps to maintain coffee farming that provides ecological benefits, one of which is through the tourism sector which is a labor-intensive sector to increase the income value of coffee farmers, with a form of collaboration in the form of coffee tourism.
There are numerous types of tourism, that can be implemented with coffee, one of which is gastronomic tourism. The definition of gastronomic tourism includes authentic, traditional, and innovative culinary experiences, as well as activities such as farm visits, festivals, and cooking courses (UNWTO, 2019). Given that coffee provides not only a taste experience but also a cultural identity (Ministry of Foreign Affairs of the Republic of Indonesia, 2013) and is related to agriculture and society, gastronomic tourism is seen as a suitable focus for a coffee diversification strategy. Coffee as a tourist destination consists of the process, history, and tradition of consuming a drink that is part of everyday life but has rich and varied cultural connections that are sufficient to attract tourists (Kleidas and Jolliffe, 2010). So it is hoped that through this coffee gastronomic tourism, it can improve the welfare of farmers, realize environmental sustainability and introduce the culture of the agricultural communities.
Tourism is a dynamic activity involving several stakeholders and reviving numerous complex interests connected to way of life, entertainment, business, and culture (Wiryawan, 2021). Therefore, it will be very challenging a tour or coffee tour without sufficient external funding;
participation from multiple sectors is required (Lyon, 2013). Understanding the existence of stakeholders and their roles is crucial for achieving environmental, economic, and social advantages through effective management (Alviya et al., 2016). Clement et al. (1993) believe that tourism
should ideally be acknowledged as a tool for community development in order for development to be responsive to the needs of many stakeholders (Fennell, 2007). This study intends to evaluate the role of stakeholders by identifying, categorizing, and characterizing the interaction between stakeholders (Santoso et al., 2015) as well as the difficulties that will allow stakeholders to be optimized for the development of coffee gastronomic tourism.
2. Theoretical Underpinning 2.1. Coffee gastronomic tourism
Tourism is a travel activity in which a person or group visits certain locations for leisure purposes, personal growth, or the temporary study of the uniqueness of tourist attractions (Law of The Republic of Indonesia No. 9 Th. 2009).
According to the UNWTO, another definition of tourism is the activity of people traveling to and staying in locations outside their typical environment for less than one year for leisure, business, or other purposes unrelated to the conduct of activities paid for from within the locations visited (UNWTO, 2008). The definition of UNWTO is universally recognized around the world (Pender and Sharpley, 2005).
In general, there are two forms of tourism:
small-scale (special interest) tourism and large- scale (mass tourism) (Mc Cool and Moisey, 2008).
The mass tourism meets four criteria: a standardized and rigidly packaged trip; mass - producing; mass marketing to undifferentiated consumers; and mass consumption by visitors who overlook local culture and beliefs (Poon, 2003;
Vainikka, 2013). In the 1970s and 1980s, new types of tourism evolved in developing nations as an alternative to mass tourism, with an emphasis on natural and cultural resources as a planning and development priority (Triarchi and Karamanis, 2017). Alternative tourism gives lessons for establishing a sustainable relationship between tourism and the environment via the application of sustainable principles to the management and planning of tourism development (Williams, 2009).
Gastronomy is viewed as a significant source of marketable impressions and experiences for tourists and a set of variables for the growth of creative tourism (Hjalager, 2003). Gastronomic tourism is a subset of alternative tourism that explores natural resources and the possibilities for attracting tourists to a varied cultural arts and special-interest attractions through authentic
Available online at HABITAT website: http://www.habitat.ub.ac.id gastronomic experiences (Nurwitasari, 2016). The
use of coffee as a destination can take a variety of forms, from coffee plantations as a tourist attraction to the understanding of particular local coffee beans (Hakim, 2021). Coffee as a tourism destination includes techniques, history, and practices in consuming beverages that are part of daily life but have cultural connections that are rich and diverse enough to draw tourists (Kleidas and Jolliffe, 2010). In addition, tourists can learn about the history of coffee, the basics of the coffee market, coffee cultivation, and coffee selection before tasting the coffee produced and purchasing coffee-related items (Jolliffe, 2010).
2.2. Stakeholder theory
Tourism stakeholders are commonly understood to be everyone who is positively or negatively influenced by tourism, including those who are actively or indirectly involved in service delivery but nonetheless contribute to the overall tourism experience (Slocum and Kline, 2017).
Donaldson and Preston (1995) theorized the idea of stakeholder, dividing it into three primary assertions: normative, instrumental, and descriptive. The narrative part of management is founded on philosophical or moral principles in order to identify stakeholders based on their functional interests. The instrumental aspect is centered on building a framework to determine the connection between management techniques and the accomplishment of organizational objectives.
The descriptive aspect is based on a description of the organization's characteristics, such as the form of management and the manager's attitude toward the interests of stakeholders, as well as the nature of the business and the manager's perspective on management.
On the basis of the nature of the relationship between the stakeholder and the company, stakeholders can be categorized as either primary or secondary (Winarno and Harianto, 2017).
Primary stakeholders are those who are immediately affected, either positively or negatively, by the organization's actions, whereas secondary stakeholders are those who can indirectly be influenced or influence the organization's actions (Mori, 2011). Maryono et al. (2005) stated that there are key stakeholders, specifically those with legal responsibility in policy-making affairs. On the basis of their role in development, Nugroho et al. (2014) classify stakeholders as follows: policy creators as policy makers and decision makers; coordinator with the responsibility of coordinating among
stakeholders; a facilitator who acts to facilitate and meet the needs of the target group; the implementer as the implementer of the policy, which also includes the target group; and accelerators with the obligation of accelerating a program to run accordingly.
3. Research Method
This research was conducted from March to May 2022 in Sumbermanjing Wetan, which is part of the AMSTIRDAM regional area (which includes Ampelgading, Sumbermanjing Wetan, Tirtoyudo, and Dampit). This region is the largest coffee production center in Malang Regency, with an area that includes the slopes of Mount Semeru, karst mountains, and the coast of the Indonesian Sea (Statistic of Malang Regency, 2020). This is a qualitative study that employs descriptive analysis and stakeholder analysis. Performing stakeholder analysis involves identifying stakeholders, categorizing stakeholders, and characterizing interactions (Santoso et al., 2015).
The data consists of both primary data, such as observations and interviews, and secondary data, such as literature and other documentation.
Interviews are one of the most widely utilized qualitative approaches in recreation and tourist study (Ruddell, 2017). To investigate deeper explanations, semi-structured open interviews were done using a list of interview guides and open talks with relevant experts. The interview focused on the state of the study location, the role of each stakeholder, and the efforts or suggestions provided by each stakeholder in the context of developing coffee gastronomic tourism.
This study utilized an approach of purposive sampling by conducting interviews with predetermined sources. According to Tracy (2019), this technique is predicated on the respondent's capacity to contribute substantial expertise and information regarding the subject under study. The resource persons who have been identified are referred to as key informants because they are believed to be knowledgeable about the topic under study. The key informants will then recommend other informants who they believe to be knowledgeable, a technique commonly known as the snowball technique.
Observations are conducted by participating in farmer activities and personally seeing field conditions, noting details that support the study data, and then participating in coffee-related discussion forums.
Available online at HABITAT website: http://www.habitat.ub.ac.id 4. Results and Discussion
4.1. Description and gastronomic tourism in AMSTIRDAM
AMSTIRDAM is often used to designate the regional areas of the four sub-districts in the South Malang region, where coffee has long been one of the principal sources of income for the locals. It was reported in 1832 that the colonial government had removed forests for use as coffee plantations (Afgani and Husain, 2018), and the coffee growing practice continues to this day.
AMSTIRDAM has played a significant role in the long journey of robusta coffee development in Indonesia, specifically in Harjokuncaran Village, Sumbermanjing Wetan District, the location where robusta coffee was first cultivated and developed in Indonesia (Indarto, 2022).
The AMSTIRDAM region produces the major proportion of coffee in Malang Regency in 2020, totaling 8,267 tons out of a total of 12,849 tons produced by all regions in Malang Regency (Statistic of Malang Regency, 2020).
AMSTIRDAM’s coffee has a strong robusta flavor, a medium body, and a neutral, clean flavor (GAEKI-ICEA, 2013); it has even been certified by the 4C Association (Community Code for Community Coffee Association), the world coffee industry association (Priminingtyas, 2021). The locations of the coffee plantations on the slopes of Mount Semeru and the karst mountains, which provide a stunning plantation landscape, as well as the local culture and rural lifestyle, are among the region's primary attractions.
Up to the present, coffee tourism activities in this region have comprised of trips to coffee farms and training on the coffee production process, from land preparation, land management, and maintenance to coffee harvesting, which will be continued by brewing and enjoying local coffee. In addition, this region has a long history and has played a significant role in the development of robusta coffee in Indonesia, as evidenced by its agricultural culture and gardening practices. Another activity is arranging a coffee festival featuring competitions for coffee roasting
quality, traditional coffee roasting activities, and entertainment for the public. This is consistent with Kleidas and Jolliffe's (2010) argument that the utilization of coffee as a destination can encompass processes, history, traditions, understanding the fundamentals of coffee, cultivation, and savoring the flavor of coffee.
4.2. Identification of stakeholders and their roles
Stakeholders involved in coffee gastronomic tourism are grouped based on categories consisting of primary stakeholders, secondary stakeholders and key stakeholders (Handayani and Warsono, 2017; Putri and Santoso, 2020). This stakeholder categorization is based on the type of stakeholder, stakeholder component, roles and activities related to the role presented in Table 1. Primary stakeholders consist of coffee farmers, Farmers Group Association (Gabungan Kelompok Tani; GAPOKTAN) and Tourism Awareness Group (Kelompok Sadar Wisata; POKDARWIS) of Harjokuncaran- Sumbermanjing Wetan, which are actors involved and directly affected by coffee gastronomic tourism activities. This tour is managed by GAPOKTAN Tri Daya Utama by involving local farmers and in collaboration with the village POKDARWIS. Secondary stakeholders consist of the Head the Experimental Garden of Indonesian Coffee and Cocoa Research Institute Sumber Asin (ICCRI), which is also located in Harjokuncaran- Sumbermanjing Wetan, Owner of a coffee shop and coffee roaster located in Malang City, Coffee Social Media Activist and Coffee Activist. which is also located in Malang City, as well as academics/students from several universities. The key stakeholder categories consist of actors who have the authority to determine policies and make regulations, including the Head of Harjokuncaran Village; Agricultural Extension Center of Sumbermanjing Wetan; Department of Food Crops, Horticulture, and Agriculture of Malang Regency; and the Department of Tourism and Culture of Malang Regency.
Table 1. Results on identification and role of stakeholder for the coffee gastronomy tourism in AMSTIRDAM Region of Malang
Category Stakeholder Role Role-related activity Primary
stakeholder
Farmer Facilitator
Providing land for the development of tourist sites Providing staff as tourist officers
Provide product raw materials
Implementer Managing tourism activities with GAPOKTAN
Available online at HABITAT website: http://www.habitat.ub.ac.id Farmers Group
Association (Gabungan Kelompok Tani;
GAPOKTAN)
Coordinator Coordinate with other stakeholders matters relating to information, communication, and roles
Carry out development and innovation related to tourism
Creating a tourism concept together with POKDARWIS
Implementer Build relationships with other parties Managing tourist activities
Receiving tourist visits
Facilitator Providing facilities for tourism activities Provide and delegate tourist officers Tourism
Awareness Group (Kelompok Sadar Wisata;
POKDARWIS)
Facilitator Provide facilities for tourism activities together with other stakeholders
Creating a tourism concept together with GAPOKTAN
Making innovations in the form of tourism activities together with GAPOKTAN
Implementer Promoting and introducing tourism Secondary
stakeholder
Head the
Experimental
Garden of
Indonesian Coffee and Cocoa Research Institute Sumber Asin (ICCRI)
Facilitator Carry out research efforts related to coffee and plantation management
Owner of coffee
shop and
Roastery
Facilitator
Connecting tourists who want to visit coffee plantations
Taking coffee plantation products
Provide education/transfer of information about good process and product quality
Coffee Social Media Activist and Coffee Activist
Facilitator and accelerator
Provide information about field conditions and events related to coffee and promotions
Connecting tourists who want to visit coffee plantations
Academics/
students
Facilitator Provide information related to plantations and tourism according to the expertise
Key
stakeholder
Head of
Harjokuncaran Village
Policy maker Making policies in villages related to community economic development and empowerment
Coordinate between parties and elements for tourism development, both internal and external to the village, including the government sector above it
Facilitator Provide facilities and build infrastructure and allocate budget for tourism development
Agricultural Extension Center of
Sumbermanjing Wetan
Coordinator Coordinate with other stakeholders on matters relating to information, communication, and activities
Facilitator Providing training facilities to improve the ability of actors
Available online at HABITAT website: http://www.habitat.ub.ac.id Provide assistance to GAPOKTAN
Providing support facilities for tourism purposes Department of
Food Crops, Horticulture, and Agriculture of Malang Regency
Facilitator Provide training and mentoring facilities to improve farmers' abilities
Providing assistance to support agricultural programs
Policy maker Making policies to improve the quality of agriculture
Coordinator Coordinate with related parties Department of
Tourism and Culture of Malang Regency
Policy maker Making policies and programs for the development of coffee thematic tourism
Coordinator Coordinate with institutions, agencies or other parties related to the development of coffee tourism Implementer Creating activities to support the development of
coffee tourism
Promoting and introducing tourism
Provide recommendations to local governments regarding the development of coffee tourism Facilitator Provide facilities, training and distribution of
assistance for coffee tourism development Tourism as a system (Winarno and
Harianto, 2017) as well as a series of activities, interactions, and communication (Wijayanti and Dewi, 2016) must involve a variety of parties and their respective roles in order to maintain its operation and development. According to Nugroho et al. (2014), the results of the identification of the stakeholders involved in this study according to their roles are known. These roles include policy makers, coordinators, implementers, facilitators, and accelerators.
According to the findings presented in Table 1, it is known that a party can play multiple functions, such as GAPOKTAN, which serves as coordinator, implementer, and facilitator. On the other hand, the associated parties share the same type of role, such as the Village Head and Agricultural Extension Center, who both serve as facilitators. This is a mix of the amount of resources they have and their capacity to mobilize and utilize them, such as monitoring decisions made, aiding the implementation of initiatives, and managing negative repercussions (Syahyuti et al., 2021).
In practice, not all stakeholder roles have been performing optimally. This is a result of insufficient quality and quantity of human resources, budget constraints, and the lack of uniformity among tourism management actors.
Due to the limited number of personnel, the lack of knowledge and media access owned by stakeholders, the absence of special training and assistance connected to tourism from the necessary agencies, and the lack of enthusiasm among the younger generation, the roles are suboptimal. Due to the absence of village organizations involved in commerce, such as village-owned firms, there are challenges to the allocation of village government funds expressly for tourism in terms of funding and capital (Village-owned Enterprise/Badan Usaha Milik Desa; BUMDES). This lack of allocated funds for tourism has hindered the acquisition of tourist and operational infrastructure, since it has relied solely on cash funds held by farmer organizations and membership dues to date. The challenges associated with optimizing the role of the stakeholders are listed in Table 2 below.
Table 3. The relationship between coffee gastronomic tourism stakeholders in this study Stakeholder Detail
1, 2, 3, 8 Farmers, GAPOKTAN, POKDARWIS, and Agricultural Extension Center engage in the development and management of Harjokuncaran Village's coffee gastronomic tourism, which is coordinated by GAPOKTAN.
Available online at HABITAT website: http://www.habitat.ub.ac.id
2, 1 GAPOKTAN collaborates with farmers through the distribution of officers who accompany tourists
2, 3, 7, 8 GAPOKTAN collaborates with POKDARWIS, Village Heads, and Agricultural Extension Center to promote coffee gastronomy tourism and coffee festivals.
8, 2, 1 Agricultural Extension Center provides GAPOKTAN and farmers with training and assistance in land management and coffee production.
2, 8 GAPOKTAN and ICCRI coordinate with respect to good agricultural practices.
1, 5 Farmers and coffee shop and roastery owners collaborate in the following ways:
farmers as providers of coffee products, coffee shop and roastery owners educating farmers, and tourist intermediaries.
7, 2, 3, 1 The Village Head collaborates with GAPOKTAN and POKDARWIS to provide tourism support areas and community empowerment.
8, 9 Agricultural Extension Center and Department of Food Crops, Horticulture, and Agriculture of Malang Regency collaborate in efforts to improve the quality and agricultural products of coffee
6, 1, 2 Media activists and coffee activists collaborate with farmers and GAPOKTAN on coffee quality education and tourism marketing, as well as on visits by intermediary visitors.
9, 10 Department of Tourism and Culture and Department of Food Crops, Horticulture, and Agriculture collaborate in efforts to form a policy study to increase the potential of coffee tourism
6, 10 Media Activists and Coffee Activists collaborate with the Department of Tourism and Culture in the form of making events about coffee
6, 5 Media Activists and Coffee Activists work with Coffee Shop and Roastery Owners to create coffee-related events.
9, 1, 2 Department of Food Crops, Horticulture, and Agriculture collaborate with farmers, and GAPOKTAN in the form of education providing assistance and facilities to improve the quality of agriculture and coffee production
11, 1, 2 According to academic knowledge, academics collaborate with farmers and GAPOKTAN by providing information about plantations and tourism management.
10, 5 Department of Tourism and Culture collaborate with Coffee Shop and Roastery Owners in the form of sharing information and making events about coffee
Note: (1) farmers; (2) GAPOKTAN; (3) POKDARWIS; (4) Head of Experimental Garden ICCRI; (5) Coffee Shop dan Roastery Owners; (6) Media Activists and Coffee Activists; (7) Village Head; (8) Agricultural Extension Center; (9) Department of Food Crops, Horticulture, and Agriculture of Malang Regency; (10) Department of Tourism and Culture of Malang Regency; (11) Academics/student.
According to Table 3, it is known that some stakeholders have no direct relationships with other stakeholders. This is evident in Department of Tourism and Culture, which has no relationship with Farmers, GAPOKTAN, or POKDARWIS, despite the fact that these stakeholders should have a relationship in the context of tourism development. The absence of this link has a significant impact on the growth of gastronomic tourism. In the absence of tourism-specific support from tourist-sector authorities, for instance, tourism managers in the tourism industry
will lack the knowledge and information necessary for rapid development. This is a concern and separate note in the attempt to create coffee gastronomy tourism in order for management and development to continue indefinitely. According to Sella and Yusuf (2020), in order for other stakeholders to understand their position, the government should give space in the form of counseling activities, socializing and coordination forums in order to fulfill its task. However, the lack of a direct relationship between the Department of Tourism and Culture and tourism
Available online at HABITAT website: http://www.habitat.ub.ac.id managers can be compensated for by Media
Activists and Coffee Activists, who act as Department of Tourism and Culture accelerators in terms of delivering field education and information. On the other side, media activists also make recommendations to the Department of Tourism and Culture and collaborate on the production of coffee-related events.
Additionally, it is recognized that the relationship occurs more in the agricultural sector in terms of improving the quality of plantations and coffee production. This is also a strength of coffee gastronomy tourism in Harjokuncaran Village, as the link between tourism and agriculture is crucial for maximizing tourism's contribution and growth (Welteji and Zerihun, 2018). The quality of agriculture and production is also an extremely valuable asset because it attracts tourists to travel to tourist destinations. Tourism destinations are defined as a combination of products, services, and tourist experiences provided by tourism managers (Buhalis, 2000), and the primary product of this region is coffee with agricultural management educational attractions, processes, and related topics using coffee.
The relationship between stakeholders (Table 3) is then described through pentahelix modeling to be able to know the existing scheme more clearly. The pentahelix modeling is a stakeholder modeling consisting of five interconnected elements, namely the government, academia, private industry, local communities, and the media (Suherlan et al., 2020). Based on the division of these elements, the stakeholders involved are grouped, namely the government (Village Head; Agricultural Extension Center;
Department of Food Crops, Horticulture, and Agriculture; and Department of Tourism and Culture); academic elements (ICCRI), as well as academics/students; elements of private industry (Coffee Shops and Roastery Owners); local communities (farmers, Farmers Group Association/GAPOKTAN and Tourism Awareness Group/POKDARWIS); and media elements (Social Media and Coffee Activists) (Figure 1).
There are representatives of elements that do not have a relationship according to Figure 1's pentahelix modeling, namely academic elements that are not connected to the media and commercial elements that are not connected to academia. This demonstrates that neither the commercial sector nor academics collaborate with
media activists and academics. The lack of a relationship between media activists and academics will impact the media activists' marketing approach, which is not based on academic research. In addition, academics and the private sector have not collaborated, thus private sector aid to farmers does not contain academic advice and is still based on adapting private sector needs to meet the quality of the desired raw material outputs.
Figure 1. Relationships between stakeholders based on pentahelix modeling in this study.
Several positions are suboptimal, and collaboration among the stakeholders has not been developed, as a result of the division of roles that has not been explicitly defined in the form of written agreements or contracts. The sort of collaboration that has been formed thus far continues to be founded on mutual trust and the desire to help one another. This collaboration model also exists in the Gubugklakah Tourism Village. Suherlan et al. (2020) say that the role of stakeholders involved in the development of the Gubugklakah Tourism Village is based on mutual trust, mutual need, openness, and mutual benefit.
4.3. Optimizing stakeholder roles
In practice, tourism management necessitates efficient and effective collaboration from all engaged stakeholders (Wijayanti and Dewi, 2016) in order to develop and remain competitive, hence it is essential to optimize the role of stakeholders. Utilizing a scientific method, optimization can be viewed as a method for finding better solutions (Guenin et al., 2014).
According to Wahyudiono et al. (2019), in preparation for optimizing the role of
Available online at HABITAT website: http://www.habitat.ub.ac.id stakeholders, it is required to identify and analyze
patterns associated with the role of stakeholders, as described in the preceding section. Based on Table 1's identification of stakeholders, it can be seen that primary stakeholders, secondary stakeholders, and key stakeholders were included among the involved parties. This is consistent with the explanation provided by Alviya et al. (2016) based on the classification of stakeholders as primary stakeholders, secondary stakeholders, and key stakeholders.
Based on the results of the identification of suboptimal stakeholder roles (Table 2), the following stakeholder roles require improvement:
Farmers as implementers must increase their ability to communicate with and explain the information to tourists. This can be accomplished through participation in public speaking training, tourist training and seminar forums, or discussions on enhancing tourism management skills, i.e.:
a. As coordinator, GAPOKTAN must develop tourist attractions and diversify coffee products; as implementers, it must improve administrative management; and as facilitator, it must enhance the function and upkeep of current tourism-supporting facilities. According to Untari (2016), the development of gastronomic potential as a tourism product entail innovating and diversifying products to enhance supply and networking, as well as communicating current products;
b. As a facilitator, POKDARWIS must coordinate better tourist activities; as implementers, they must strengthen their role in tourism management as a tourism organization, and participate in training and tourist forums in order to enhance skills and build relationships with other tourism activists. POKDARWIS is entrusted with promoting tourism awareness in tourist areas in order to improve community participation and role in the context of tourism development, as well as to increase understanding of tourism and tourism development prospects (Putrawan and Ardana, 2019);
c. Social Media and Coffee Activists as facilitators and accelerators should optimize promotional activities through current media, organize events to present tourism activities, and enhance coordination with other stakeholders.
According to Destiana et al. (2020), the
mass media serve as a conduit for information from the government to the community and tourism marketing actors;
d. As facilitators, academics and students should improve mentorship and tourism management education for tourist managers. According to Ellitan and Anatan (2009 in Sella and Yusuf, 2020), academics help to expanding knowledge in order to optimize the tourism benefits for other stakeholders;
e. As a policy maker, the Village Head must encourage tourism and the establishment of village organizations in the field of entrepreneurship (e.g., through BUMDES).
As a facilitator, the Village Head need to provide the required infrastructure and facilities for tourism activities. Kurniawati et al. (2022) further highlight that the government as a provider of services and infrastructure must provide direction and assist in promotion;
f. Department of Tourism and Culture as a facilitator, it is important to provide help in the form of facilities or financing to support tourism activities, as well as an inventory of the area's existing tourism potentials, followed by the formulation of tourism development policies. There are a number of strategies to increase the quantity and quality of human resources, including optimizing HR competencies through training, seminars, scholarships for further study, and internships (Wijayanti and Dewi, 2016).
Through the results of pentahelix modeling (Figure 1) pertaining to the interaction between stakeholders, it is possible to optimize the relationship between stakeholders by establishing connections and collaborations that were not previously in place. The private sector and academia, as well as the private sector and coffee media activists, have not yet formed a collaborative relationship. The existence of ties and collaborations is anticipated to allow each stakeholder to maximize their respective roles and support one another. According to the Regulation of the Minister of Tourism of the Republic of Indonesia Number 14 of 2006, in order to create and ensure the quality of activities, services, facilities, and experiences, as well as to provide benefits from the existence of tourism, it is necessary to optimize the roles of the government, academics, local communities, the private sector,
Available online at HABITAT website: http://www.habitat.ub.ac.id and the media. This can be accomplished by
increasing the integration of coordination and synergy between stakeholders in support of good tourism governance, by increasing the quantity and quality of human resources in support of the creation of outstanding and competitive tourism products and services, and by standardizing tourism education (Wijayanti and Dewi, 2016).
5. Conclusions
Stakeholders involved in the management of coffee gastronomic tourism in Harjokuncaran Village, Sumbermanjing Wetan District can be categorized into primary stakeholders (Farmers, Farmers Group Association/GAPOKTAN and Tourism Awareness Group/POKDARWIS), secondary stakeholders (Head Experimental Garden of Indonesian Coffee and Cocoa Research Institute ICCRI, Coffee Shop and Roastery owners, Social Media and Coffee Activist, and Academics), and key stakeholders (Village Head, Agricultural Extension Center, Department of Food Crops, Horticulture, and Agriculture of Malang Regency, and Department of Tourism and Culture of Malang Regency). The various roles played by the stakeholders involved are as implementers, coordinators, facilitators, policy makers, and accelerators. On the basis of mutual confidence and support, their varied roles should be able to collaborate on the management of coffee gastronomic tourism. However, stakeholders must engage in binding cooperation, synchronization, and coordination in order for tourist management to be conducted in an integrated and well-programmed manner.
By maximizing the roles that have not gone as intended, such as the role of farmers as implementers, the role of Farmers Group Association/GAPOKTAN as coordinator, implementer, and facilitator, the role of Tourism Awareness Group/POKDARWIS as facilitator and implementer, the role of Social Media and Coffee Activists as facilitators and accelerators, the role of academics as facilitators, the role of the Village Head as policy maker and facilitator, optimization efforts can be made. Several parties, including Academics and Social Media Activists, as well as Academics and Private Parties or Coffee Shop and Roastery Owners, have not yet created collaborations, thus the role of stakeholders must be optimized in the context of promoting coffee gastronomic tourism. Improving the quality and quantity of tourism products requires the participation of all of these stakeholders.
6. Acknowledgments
We are grateful to Indonesia Endowment Funds for Education of Republik Indonesia (LPDP-RI) which has financially supported this study [Grant Number: 20200811304136], Universitas Brawijaya (UB) and other parties that supported this study.
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