Kalibiru Ecotourism: The Implementation of Sustainable

Development in Rural Kulon Progo, Yogyakarta

Kartika Nuringsih, Nuryasman and Cokki

Economic Faculty, Tarumanagara University, 1

Tanjung Duren Utara, West Jakarta, Indonesia

Keywords: SWOT, QSPM, Ecotourism, Sustainable Development, Kalibiru.

Abstract: The purpose of the article is for evaluating strategies of the developing Kalibiru destination. Since has been

established by communal forest farmers association in 2010, the visitor arrivals growing up until 2016.

However, the performance tends to down in 2017. Therefore, the managing of ecotourism in Kalibiru needs

to evaluate the competitiveness of attraction in the destination. SWOT and QSPM analysis were used to

make the decisions and suggest strategies planning in ecotourism sector. The results find that the

implementation of sustainable development in Kalibiru was frugal. Thus, to improve competitiveness, the

manager should be able to use the output of SWOT and QSPM approach as a tool for managing destination

and promoting sustainable development. Determining the strategies should not be in contradiction to

regulation in Kulon Progo. The choice of decision must consider the priority of duration, with specialization

in the short, medium, or long term. By using these strategies, the Kalibiru developers can pay attention to

the stability of the triple bottom line strategy. Thereafter, they are able to maintain the competitiveness and

to achieve target number of visitors at the Kalibiru destination.

1 INTRODUCTION

Ecotourism emphasizes conservation and natural

resources as tourist attraction. Some prior studies

have been conducted about Indonesia’s tourist

destination, such as Kelimutu National Park (Josef et

al., 2016), Mount Leuser National Park (Patana,

2012), Habitat of Birds in Papua (Pangau-Adam,

2012), and development of sustainable rural tourism

in Banyuwangi (Indarti and Munir, 2016). Other

studies were done in Kaji Namaksar Wetland

(Ghorbani et al., 2015), Todooreh National Park

(Sayyed et al., 2013), Penang National Park (Hong

and Chan, 2010), Etna Park (Patti, 2013). The

shifting commitment happened in the 90s, Whight

(1993) specified nine principles of fundamental

sustainable ecotourism. Ross and Wall (1999)

emphasized the balancing of biodiversity

conservation and development.

Formerly, Elkington introduced triple bottom

line as pillars of sustainable development (Taylor

and Walley, 2004). Ideas were relevant to OECD’s

statements about sustainable development (Strange

and Bayley, 2008). To develop the sustaining

tourism growth creativities are required to

synchronize the nature conservation commitment

and local wisdom preservation. Thereafter, it will

increase earning from tourism sector.

Kalibiru, as a tourist attraction, is located on the

Menoreh Hills, Hargowilis Village, Kokap Sub-

district, Kulon Progo Regency. The communal forest

has been developed to Kalibiru and it has become

famous since 2015 as one of the top self-

photography spots in Yogyakarta. The people’s

commitment has successfully established a tourist

attraction with the scenery of communal forest and

local wisdom. The local government shows a high

enthusiasm to expose the local wisdom and the

nature biodiversity as assets to improve the

economics while conserving culture and ecosystem.

Being the icon of Wisata Menoreh makes Kalibiru

as tourism village that gives a positive impact

towards increasing micro-small businesses and job

opportunities. In accordance with sustainable

development, the study appreciates the collaboration

of stakeholder to develop the potential of Kalibiru.

Generally, there are many challenges in

managing the ecotourism community base. The

effects of ecotourism are not always relevant to the

sustainability. Excessive number of visitors

increases the amount of waste in the area. The

process of building infrastructure might cover the

water absorption area. Visitors arriving irresponsibly

Nuringsih, K., Nuryasman, . and Cokki, .

Kalibiru Ecotourism: The Implementation of Sustainable Development in Rural Kulon Progo, Yogyakarta.

DOI: 10.5220/0008487500190025

In Proceedings of the 7th International Conference on Entrepreneurship and Business Management (ICEBM Untar 2018), pages 19-25

ISBN: 978-989-758-363-6

 2019 by SCITEPRESS – Science and Technology Publications, Lda. All r ights reserved

might perturb the tradition of local community.

Outside investors might trump the local business.

Tourists and local people might not fully

comprehend the importance of sustainability. The

problems are as a depiction of unsustainable

ecotourism activities that require strategy to build

sustainable development on ecotourism. For the

reasons, adjustments to environmental support,

accommodation, facilities, and program with market

perspective need to be done properly.

According to Local Regulation No. 1 of 2012 on

Neighborhood Unit and Community Unit of Kulon

Progo Regency from 2012 to 2032, the commitment

towards development and conservation of culture is

shown in the regulation. To appreciate the

innovation and regulation, the article evaluates the

potential of Kalibiru. The SWOT approach (Mondal,

2017, Ghorbani et al., 2015, Ganjali et al., 2014,

Sayyed et al., 2013, Saeb et al., 2012) is performed

to develop Kalibiru as tourist attraction based on

sustainable development.

Relevant to practices, the questions of the study

as follows: (1) How is the result of the analysis of

Kalibiru’s potential as tourist attractions? (2) Which

design strategy shall be shared with government and

developer in Kalibiru destination? The benefit is to

recommend strategies for developing sustainability

in Kalibiru. The goals are to create equal welfare,

minimize the risk of visitors degrading the nature of

Kalibiru, and anticipate natural disaster risk on the

safety of visitors.

2 MATERIALS AND METHODS

According to Koeman, ecotourism as a new idea in

tourism sector and considered as a strength to

preserve the sustainability of natural resources.

Relevant to sustainable development, OECD defines

Development as meeting current needs without

reducing the ability of future generations to meet

their own needs (Strange and Bayley, 2008).

Ghorbani et al., (2015) respect the sustainable way,

ecotourism becomes a noticeable strategy for

protecting the environment and creating income for

communities. A study conducted by Tomic and

Bozic (2015) said that heritage attractiveness is

related to choice destination. OECD required the

natural resources, biodiversity, cultural and creative

resources as the indicators for measuring the tourism

competitiveness (Dupeyras and MacCallum, 2013).

Considering in principles, Barua (2012) said that

ecotourism focused on conservation, environmental

education, ecodevelopment and rural employment.

Tourism Act No. 10 of 2009 establish 10 goals

where four of them are: (1) Improving economic

growth, (2) General welfare, (3) Conserving nature,

environment, and resources, and (4) Developing

culture. The aim is to illustrate Indonesian’s

commitment to sustainable tourism and in line to

UNWTO.

Primary data were collected by using

observation, interview, and questionnaires which

were related to SWOT of Kalibiru. Questionnaires

were distributed to 100 visitors of Kalibiru in April

2018. Respondents included experts, public figure,

visitors, and local residents. The profiles consist of

12% students, 25% business person, 15% civil

servants, 25% private servants, and 13% others. 54%

of the respondents were from Kulon Progo and other

46% from other regions. Those who got the

information about Kalibiru from social media were

58% and other answers were 42%. There were 34%

of respondents who were first-time arrivals in

Kalibiru. More people (40%) have visited the site 2-

3 times, and 26% visited more than 4 times.

Attributes of SWOT are developed with experts

from tourism department, mass media, online media,

and local regulation of Kulon Progo. Weights are

determined based on the questionnaires with scores

ranging from 1-5 from not too important to very

important. Rating is determined by a 1-5 range from

bad to good. Based on the SWOT analysis, the

Internal Factor Analysis Strategy Matrix (IFAS) and

External Factor Analysis Strategy Matrix (EFAS)

are identified and calculated into Quantitative

Strategic Planning Matrix (QSPM).

According to Ghorbani et al. (2015) if the total

score value of IFAS was less than 2.5, it means that

the strengths is smaller than weaknesses. The same

criteria were required in EFAS. If the total score

value of was less than 2.5, it meant that the

opportunities were less than the threats. The analysis

of QSPM provides the calculation of final score for

each strategy, so the results of QSPM are used to

make decisions or suggest strategies planning of

ecotourism sector.

3 RESULTS AND DISCUSSION

3.1 Description of Kalibiru

Kalibiru Tourism Village is one of the 32 nature

attractions in Kulon Progo offering attractions such

as, photography spots, out bonds, flying fox, and

trekking through 2-6 kilometers track of pine-hills. It

is located 450 meters above the sea level and 35

ICEBM Untar 2018 - International Conference on Entrepreneurship and Business Management (ICEBM) Untar

kilometers from the west of Yogyakarta. Based on

Indonesia Statistics, population of Hargowilis

Village reached up to 5.737 people in 2016. The

locals have been preserving several of traditional art

communities. Prominent products of farms in the

location are durian and mangosteen. Local

community’s activities are making palm or brown

sugar. Kalibiru is managed by an independent

communal forest farmers association which has been

utilizing communal forest as tourism destination.

The vegetation in the area includes sonokeling,

cengkeh, jati, waru, duwet trees, and others.

Therefore, the local community both conserves

forest and gains earnings from it.

Numbers of tourists in 2015 reach 309.541

visitors, then 443,070 visitors in 2016, and 355.498

visitors in 2017. The condition serves as a challenge

for management to achieve sustainable creativity in

developing Kalibiru. Based on primary and

secondary data, SWOT and QSPM were performed

to assess the feasibility of sustainable in the

destination. The results are used to determine

priorities of strategy for the development of Kalibiru

in line wit sustainable development. The mechanism

can be used to achieve target number of visitors.

3.2 Internal Factor Analysis Strategy

Table 1 shows the matrix of internal factor analysis

strategy that consists of six factors as the strengths

and weaknesses in the Kalibiru destination. The

weight allocated for these factors from 0.077 to

0.093 and the effective score ranged from 3 to 5.

Inversely, the weight of weakness allocated for these

factors from 0.068 to 0.087 and the effective score

ranged from 3 to 5. The calculation of IFAS Matrix

is summarized below:

Table 1: Internal Factor Analysis Strategy Matrix.

Weight Score

Final

Score

STRENGTH

Beauty and biodiversity of nature (S1) 0.092 5 0.460

Uniqueness of local culture (S2) 0.088 5 0.441

Attraction of the culture of local community

(S3)

0.077 3 0.232

Promotion of nature attraction in social media

(S4)

0.093 5 0.466

Tourist guide service provide (S5) 0.085 4 0.339

Photography service in tourist attractions (S6) 0.084 4 0.336

WEAKNESS

Availability of social facilities (W1) 0.078 3 0.235

Availabilit

of pu

lic facilities (W2) 0.084 4 0.334

Responses of local communit

(W3) 0.087 5 0.434

Availability of souvenir shops (W4) 0.068 4 0.271

Representative restaurants (W5) 0.077 4 0.309

Environmental hygiene (W6)

0.087 4 0.346

1.000 4.204

Finally, the results identified on the highest score

of strength is 0.466 on “Promotion of nature

attraction in social media”, then it was followed by

0.460 (S1), 0.441 (S3), 0.335 (S5), 0.336 (S6).

Inversely, the smallest was 0.232, about “Attraction

of the culture of local community”. The highest

score of weakness was 0.434 on “Responses of local

community”, which was followed by 0.346 (W6),

0.334 (W2), 0.309 (W5), 0.271 (W4). In the

contrary, the smallest is 0.235, specially on

“Availability of social facilities in the destination”.

According to final score of IFAS Matrix, the value

of total final score (4.204) was more than 2.5. It

meant strengths outweight the weaknesses.

Therefore, the potential of Kalibiru is able to grow

up by using sustainable tourism.

3.3 External Factor Analysis Strategy

Table 2 shows the matrix of external factor analysis

strategy consist of 6 factors as opportunities and 5

factors as threats in the Kalibiru destination. The

weight of opportunity allocated for these factors

from 0.088 to 0.103 and the effective score ranged

from 3 to 5. The calculation of EFAS Matrix are

summarized below:

Table 2: External Factor Analysis Strategy Matrix.

Weight Score

Final

Score

OPPORTUNITY

Change interest in nature attraction (O1) 0.103 5 0.515

Development social media as promotional (O2) 0.101 4 0.404

Local regulation of

edah Menoreh (O3) 0.099 3 0.296

Cooperation with travel agents (O4) 0.093 3 0.280

Cooperation with universities (O5) 0.088 4 0.351

Creating employment & earnings (O6) 0.099 3 0.297

THREAT

Access to tourist attractions (T1) 0.082 3 0.245

Access to public transportation (T2) 0.067 3 0.200

Resemblance to other tourist attractions (T3) 0.095 4 0.380

Visitors’ knowledge on sust. development (T4) 0.086 3 0.258

Risk of natural disaster (T5)

0.088 3 0.263

1.000 3.490

Finally, the results identify on the highest score

of opportunity is 0.515, specially “Change of interest

in nature attraction” then are followed by 0.404 (O2)

and 0.351 (O5). Inversely, the smallest is 0.280,

specially “Cooperation with travel agents”. The

weight of threat allocated for these factors from

0.067 to 0.095 and the effective score ranged from 3

to 4. Finally, the results identify on the highest score

of the threat is 0.380, specially “Resemblance to

other tourist attractions”, then are followed by 0.263

(T5), 0.258 (T4), 0.245 (T1). The contrary the

smallest is 0.200, specially “Access to public

transportation”. According to final score of EFAS

Matrix, the value of total final score (3.490) was

more than 2.5. It meant the opportunities overweight

than threats, so the management of Kalibiru able to

Kalibiru Ecotourism: The Implementation of Sustainable Development in Rural Kulon Progo, Yogyakarta

capture the new opportunities by implementing the

sustainable tourism.

3.4 Strategy Development

After calculating the IFAS and EFAS Matrix, the

information are used to determine the priorities of

strategy for development in Kalibiru destination.

Table 3 summarizes 20 items strategic development

consist of SO, ST, WO, WT. Totally, priorities of

strategies will be calculated by using the QSPM. The

detailed computation for strategy are illustrated in

appendix. The QSPM analysis provides the

calculation of final score for each strategy, so results

of QSPM are used to make decisions in development

competitively in Kalibiru destination.

Table 3: The Priority of Strategic Development.

STRENGTH WEAKNESS

SO Strategy WO Strategy

OPPORTU

ITY

S4-O1 : (0.240) = SO1 W3-O1 : (0.224) = WO1

S1-O1 : (0.237) = SO2 W6-O1 : (0.178) = WO2

S2-O1 : (0.227) = SO3 W3-O2 : (0.176) = WO3

S4-O2 : (0.188) = SO4 W2-O1 : (0.172) = WO4

S1-O2 : (0.186) = SO5 W3-O5 : (0.152) = WO5

ST Strategy WT Strategy

THREAT

S4-T3 : (0.177) = ST1 W3-T3 : (0.165) = WT1

S1-T3 : (0.175) = ST2 W6-T3 : (0.132) = WT2

S2-T3 : (0.168) = ST3 W2-T3 : (0.127) = WT3

S5-T3 : (0.129) = ST4 W5-T3 : (0.118) = WT4

S6-T3 : (0.128) = ST5 W3-T5 : (0.114) = WT5

Refer to computation as in appendix, are

identified the ranking of 5 items of the priority

strategies. The priorities consist of SO1 (5.511),

SO5 (5.141), SO2 (5.093), SO3 (5.064), SO4

(4.235), which strategies suggested for management

are:

1. SO1: Arranging campaign programs to preserve

nature biodiversity and local genius in

ecotourism destination with involving visitors,

students, researchers, and environmental activist

such as Wahana Lingkungan Hidup.

2. SO5: Upgrading promotion to explore the nature

of Menoreh Hill with involving the social media.

3. SO2: Collaboration with other ecotourism

destination around the Kalibiru Tourism Village

for developing the other type of ecotourism.

4. SO3:

Involving the local culture such as

traditional art show as attraction in the

destination.

5. SO4: Creating website system to update the

news of ecotourism attractions, nature of

biodiversity and local genius in Kalibiru

destination.

With same computation the priorities of strength-

theath consist of ST1 (4.503), ST5 (4.416), ST3

(4.260), ST2 (4.085), ST4 (3.729) which strategies

suggested for management are:

1. ST1: Developing and improving the information

tourism networking and service in Kalibiru

destination.

2. ST5: Training programs for photographer and

arranging the photography competition for

exploring the Kalibiru ecotourism destination.

3. ST2: Maintaining the greening and naturally of

the forest as ecotourism asset in Kalibiru,

including expose the durian, mangosteen, and

other for visitors

4. ST3: Empowering community and keeping the

naturally of local genius in Kalibiru Tourism

Village.

5. ST4: Providing the training about foreign

languages, the cultural knowledge, and good

character for tourist guides in ecotourism

destination.

With same computation the priorities of weakness-

opportunity consist of WO2 (5.316), WO1 (5.310),

WO5 (4.955), WO3 (4.953), WO4 (4.295), which

strategies suggested for management are:

1. WO2: Developing the managing of ecotourism

based on eco-friendly destination in Kalibiru,

including encouraging people to respect

environment impact from tourism.

2. WO1: Increasing the role of local community for

preparing services, local culinary, souvenir,

homestay, and attraction in the Kalibiru Tourism

Village.

3. WO5: Collaboration with university for

developing program to accompany the activities

of local community in the Kalibiru Tourism

Village.

4. WO3: Increasing the content of the roles local

genius or wisdom when promoting the

destination through social media.

5. WO4: Increasing the quantities and qualities of

public facilities, including people with special

needs.

With same computation the priorities consist of

WT1 (4.308), WT2 (4.308), WT5 (4.230), WT3

(4.148), and WT4 (3.790), the strategies suggested

for management are:

1. WT2: Increasing the utilization of simple

technology for trash recycling in the tourism

destination.

2. WT1: Arranging the training program for

entrepreneurs, craftman, and artists for

ICEBM Untar 2018 - International Conference on Entrepreneurship and Business Management (ICEBM) Untar

developing creativities in local economic or

becoming an art-entrepreneurs profesionally.

3. WT5: Involving and training the local people as

a team of search and rescue in the destination

areas. Program to encourage people to respect

the safety of visitors from environmental

tourism.

4. WT3: Increasing the public facilities, such as

parking areas and health care centers in the

destination.

5. WT4: Collaborating with investors or CSR for

creating the representative restaurants and

prototyping the sustainable entrepreneurial in

culinary sector.

The priorities of the strategies for developer the

ecotourism Kalibiru are: SO1, WO1, WO2, SO5,

SO2, SO3, WO5, WO3, ST1, ST5, WT1, WT2,

WO4, ST3, SO4, WT5, WT3, ST2, WT4, and ST4.

The determining strategy should not conflict with

the development rgulations in Kulon Progo

Regency. Moreover, the decision must be in

accordance with duration priorities, with

specialization in the short, medium or long term.

The special program of Bedah Menoreh will support

the performance of ecotourism along the Menoreh

Hill. Therefore, the management requires strategy to

utilize the facilities. By using these strategies, the

developer in Kalibiru can concern about the stability

of the triple bottom line strategy.

For managing destination, the local government

and communal forest must collaborate with

stakeholder. Priorities of action consist of (1)

Identify people’s traditions and maintain the local

wisdom which is relevant to the current situation.

The goal is to reduce the potential conflict among

communities. (2) Involve the cultural observers in

Yogyakarta for preparing the cultural and

environmental events in national or international

scale. (3) Increase the social or public facilities and

safety in the location. Therefore, visitors are more

interested to stay in the destination. (4) Immediately

design the standards operation procedure for

managing the waste in the destination.

Implementation of standards will protect the

environment in Kalibiru.

Although in practices there are still many

limitations in the implementation of sustainability in

the managing of Kalibiru, the commitment among

communities and developer to defend the continuity

of the communal forest is strong. To improve

competitiveness of ecotourism, the manager should

able to use the output of SWOT and QSPM analysis

for managing destination in line with sustainable

development.

4 CONCLUSIONS

By using the SWOT analysis, the matrix of IFAS

and EFAS can be identified and then are calculated

by QSPM analysis for the value of final score. The

combination among strengths, weaknesses,

opportunities, and threats are directed to become the

strategies suggested for developing the destination.

The results find that the implementation of

sustainable development in Kalibiru was still frugal.

Moreover, to improve competitiveness of

ecotourism, the manager should able to use the

output for managing destination in line with

sustainable development.

The results calculated 20 alternative strategies

for developing the destination. The determining

strategies should not be in contradiction to

regulation and must be appropriate to duration

priorities. To pursue the sustainability progress, the

management of Kalibiru ecotourism can collaborate

with government, company’s CSR, university, NGO,

or other private institution. The willingness to adopt

these strategies will improve the competitiveness of

attraction in destination. Finally, the implementation

strategies in developing attraction involves the triple

bottom line aspects which relevant to sustainable

development.

As a suggestion, we need to find the risk

perception among visitors. Because the place is

located 450 meters above the sea level, there is a

perception of risk that may occur, such as landslide

disaster, specifically in the rainy season. So, to

reduce or overcome the potential of risk, the

management needs to inform about the change of

climate and weather, including when the rain falls,

around the destination areas. To make it true, it

requires cooperation with the Meteorological,

Climatological, and Geophysical Agency to observe

the nature phenomena and inform about the risk

potential in every moment. In addition, it needs to

inform the tourists about the assembly point in the

areas of Kalibiru, in case of emergency.

ACKNOWLEDGEMENTS

The authors thank the Ministry of Research,

Technology, and Higher Education of the Republic

of Indonesia which funded the research. Lastly, we

Kalibiru Ecotourism: The Implementation of Sustainable Development in Rural Kulon Progo, Yogyakarta

would like to thank the respondents from Kalibiru

ecotourism destination.

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APPENDIX

The ilustration of the computation of QSPM:

In Table 3, SO1 is identified as priority of

development strategy. SO1 is developed from

Strength (S4) and Opportunity (Q1). The final score

of SO1 is computed by weight x effective score,

then the value of each indicator are summed up.

Therefore, the total value of SO1 is 5.511. The

computation is summarized below: The other items

of QSPM are computed with same process, using the

data from Table 1 and 2.

ICEBM Untar 2018 - International Conference on Entrepreneurship and Business Management (ICEBM) Untar

Indicators

SO1 (S4

–

O1)

Weight

Effective

Score

Final

Score

S1 0.092 5 0.460

S2 0.088 5 0.441

S3 0.077 5 0.386

S4 0.093 5 0.466

S5 0.085 5 0.424

S6 0.084 5 0.420

O1 0.103 5 0.515

O2 0.101 5 0.505

O3 0.099 5 0.493

O4 0.093 5 0.466

O5 0.088 5 0.439

O6 0.099 5 0.496

Total 5.511

Kalibiru Ecotourism: The Implementation of Sustainable Development in Rural Kulon Progo, Yogyakarta