P-ISSN: 2827-9832
E-ISSN: 2828-335x
http://ijsr.internationaljournallabs.com/index.php/ijsr
997
ANALYSIS OF HOMESTAY GUIDELINES AND STAKEHOLDER
ENGAGEMENT AS COMMUNITY BASED TOURISM
Marta Muslin, Dita Oki Berliyanti, Maria Ariesta Utha
Universitas Trisakti, Jakarta
icamarta.007@gmail.com, dita.oki@trisakti.ac.id, maria.utha@mmsustainability.ac.id
ABSTRACT
Labuan Bajo is one of the destinations chosen as a super priority destination located in the province of East
Nusa Tenggara. The data obtained from the results of the study were 42% of guests stayed at homestays for
1-2 nights and 39% never had a guest. The study used a qualitative approach to analyze the guidelines for
cottage management according to local culture. Homestay owners, regulators, and other stakeholders do not
yet have awareness of the need to develop guidelines for homestay management practices. The tourism
sector can open access to employment for all and improve the local economy so that it can contribute to the
creation of sustainable development goals (SDGs 8). All these aspects can be achieved if all stakeholders
work together because with partnerships, common goals will be achieved more optimally.
Keywords: homestay, community-based tourism, homestay management guide
This article is licensed under CC BY-SA 4.0
INTRODUCTION
The level of tourist visits in Asia Pacific has decreased during the COVID-19 pandemic
from January to September 2021 with a figure reaching 94.6%, while Southeast Asia in the
same period reached 98%. Meanwhile, Asia Pacific's GDP as a barometer of China, South
Korea, Hong Kong, even at 5.5% in 2019, has decreased to the level of 0% in 2020 (UNWTO,
2022b).
The Indonesian government targets the number of visits to reach more than seven million
visits by 2023 (Kumparan, 2022). The target is set based on the number of tourist visits in 2022
which has increased significantly after the COVID-19 pandemic (Naramski et al., 2022). And
to meet the needs of such many tourists, Indonesia must prepare accommodation that is fast
but still has appeal. Therefore, the best solution chosen by the Ministry of Tourism and Creative
Economy in synergy with other ministries is the strategy of developing tourist huts or
commonly known as homestays.
Labuan Bajo was chosen to further increase Indonesia's ranking which rose to rank 40 in
2019 from 70th in the previous year. Labuan Bajo was chosen as one of the 5 super priority
tourism destinations because Labuan Bajo is the habitat of an ancient giant lizard named
Komodo, as one of the 7 natural wonders of the world (New 7 wonders of Nature). Even before
the COVID-19 pandemic, in 2019, the number of tourist visits to Labuan Bajo reached 256,171
tourists. And as is the case in all tourist destinations in the world, during the COVID-19
pandemic in early 2020 the number of tourists who visited was only 44,000 visits. This
destination experienced a sharp decline until it reached 80% (RI, 2021).
To increase local community involvement, in 2019 the government has targeted the
development of 2000 tourist villages in ten priority destinations in Indonesia as well as the
development of 100,000 tourist huts/homestays. From this target, Labuan Bajo received a quota
of 119 tourist huts/homestays that received financial assistance from the government for
Analysis of Homestay Guidelines and Stakeholder Engagement as Community Based Tourism
998 2, 3., February 2023
rehabilitation and renovation with funds reaching Rp.28,541,868,000. Of the 119 tourist huts
that received assistance, only 13.45% or 16 tourist huts/homestays were actively operating.
Referring to this percentage, it can be seen that the impact of government assistance is less
effective. Some of the main factors that influence the success of homestay management.
According to Nguyen & Vo (2018), there are 5 success factors for homestay management,
namely (1) homestay infrastructure (2) environment (3) quality assurance (4) security and
safety (5) comfort (https://kastara.id/18/05/2017, n.d.). The many problems that occur in
homestay management are needed, so there is a need for homestay managemen guidelines to
tourist cottage owners so that tourist huts can operate optimally.
The 3 homestay management guides that are commonly known today are the ASEAN
standard guide (ASEAN, 2016). The Indecon Guide (Indecon, 2019) and the management
guide of the Ministry of Tourism and Creative Economy. The guide that is the reference for
homestays in Labuan Bajo, refers to the national guidelines issued by the Ministry of Tourism
and Creative Economy (Prasyanti et al., 2018). Referring to several studies, the main challenges
in homestay development are: the indicators used in the homestay standard guidelines have not
accommodated local wisdom, location, limited human resources of local communities, local
culture and policies of smaller regional authorities (local governments/village governments).
With the many challenges mentioned above, the right strategy is needed to ensure the
sustainability of homestays (Birrul et al., 2020)
In addition to management guidelines, one of the main supporting factors for the success
of homestay as a business is how the marketing strategy is carried out so that homestays can
have competitiveness amid the proliferation of other types of lodging such as hotels, guest
houses, floating hotels or liveaboard. The concept of marketing mix with 7P consisting of
Product, price, place, promotion, people, process and physical evidence becomes relevant in
marketing homestays (Jain, 2013).
METHOD
This study uses a qualitative approach with participant observation and in-depth interview
techniques to analyze guidelines for managing tourist huts in accordance with local culture
In addition, this study also analyzes the role of stakeholders in making implementation
guidelines and financing support provided by other parties including the government in the
construction and operation of tourist huts.
This research was analyzed using content analysis
Primary data obtained from the results of in-depth interviews conducted by researchers to
tourist cottage owners
Meanwhile, secondary data was obtained from data taken from the West Manggarai
Regency Tourism Office, reports, online and offline news and literature related to this research
topic.
Research and Measurement Variables
The variables used in this study consist of: categories of tourist huts, management of tourist
huts, preparation of standards for homestay management practices, involvement of
stakeholders, Conformity of guidelines for homestay management practices, challenges faced
by homestay managers, homestay management strategies, homestay sustainability and SDG
achievement.
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The technique of determining samples using purposive sampling with the sample criteria
is:
1. Observation
Observations were made on 119 homestays recorded in the government and then selected
38 homestays (31% of the population) consisting of 16 active homestays and 22 inactive
homestays from the government version. The observation technique carried out is frank or
disguised observation.
2. Interviews
In-depth interviews were conducted with 38 homestay owners who had been screened
based on their willingness to be interviewed and relatively more accessible locations by
researchers. In-depth interviews were also conducted with regulators in this case the village
government and tourism and culture offices of West Manggarai Regency as well as the Labuan
Bajo Flores Tourism Authority Agency (BPOLF)
3. Documentation.
Documentation techniques are also carried out by researchers to see the past before Labuan
Bajo became a super priority destination as it is today.
4. Triangulation
Triangulation techniques are also used by researchers to enrich data sources
Analysis Methods
To analyze the findings related to the development of the tourist cottage business, this
study uses analytical content. Content analysis is a research technique to obtain a systematic,
objective and qualitative description of results (Darmiyati Zuchdi & Afifah, 2021). This
technique is carried out by analyzing the results of interviews and related data sourced from
the government and tourist cottage owners. Some of the reasons why the analysis content
method used are: (1) data communicated to the researcher (2) data context (3) researcher's
knowledge of the problem under study.
RESULTS AND DISCUSSION
Description of the object of study
Labuan Bajo was chosen as one of the 5 super priority destinations due to several factors.
Apart from being the entrance to Komodo National Park which is home to an ancient giant
lizard named Komodo, as one of the 7 natural wonders of the world (New 7 wonders of Nature),
which is also one of the world heritage sites, Labuan Bajo waters are surrounded by several
beaches that have gone global. Such as padar beach and pink beach, along with many other
natural wealth. Administratively, Labuan Bajo is located in West Manggarai regency, East
Nusa Tenggara province with a total population of 55,058 people. The transformation of
Labuan Bajo fishing village into a super priority destination is strengthened by government
regulation no. 50 of 2011 concerning the national tourism development master plan 2010-2025
(PR Government Manggarai West, 2020).
In order to accelerate the readiness of destinations, a Tourism Authority Agency was
formed, better known as BPOLF or the Labuan Bajo Flores Tourism Authority Agency with
function as a cross-sectoral coordinating body. This is one of the prerequisites for sustainable
destination management (Ministry of Tourism and Creative Economy, 2021). The 7 main
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things of the president's direction to accelerate destination readiness are (1) regional
arrangement, (2) infrastructure readiness, (3) preparation of human resources, participation of
micro, small and medium enterprises (MSMEs) and strengthening of local content, (4) handling
of waste, (5) availability of raw water (6) tourist safety (7) integrated promotion (PR
Government Manggarai West, 2020)
Labuan Bajo is also a multi-ethnic and religious city that still upholds the cultural and
religious customs of each ethnicity strictly. From a certain point of view, this can be the strength
of the destination. However, this power, if not managed properly, also has the potential to be a
threat. While the weakness of this destination is because it is located a little far from
international airports so that the access factor that affects the length of stay is also the main
challenge for this destination to be able to compete with similar destinations such as Lombok
and Bali which for decades have been famous as favorite destinations for tourists in Indonesia
(Rudiyanto Roseven et al., 2022).
Ethnic background
Historically the name Labuan Bajo means Labuhan Bajo, Bajo tribal port, Sulawesi. The
arrival of the sailors of the Bajo tribe brought with them the Bugis and Bima tribes who were
predominantly Muslim. In the past, Labuan Bajo was a fishing village. Significant changes in
livelihoods began to occur after the Komodo 2013 sail event. Where the sea and air ports have
changed to accommodate larger flights and ships. The massive infrastructure development has
changed the perspective of fishermen in Labuan Bajo, that there are big plans to come to this
region. During sail Komodo 2013, hundreds of houses changed their function to homestays to
accommodate the arrival of guests in order to support the success of the event. Sail Komodo is
a milestone in the history of Labuan Bajo's transformation into a destination that is widely
known in Indonesia and internationally. This event also introduced the homestay business to a
wider circle.
The tribal background of the owner of the tourist hut is also included in the researcher's
assessment because in compiling guidelines and codes of ethics for culture as well as the
provision of food, the tribal and religious background of the owner of the tourist hut will
participate in influencing which market will be the marketing destination of the tourist hut.
Details of the background of the tribe can be seen from the table below. For example, the issue
of dressing. In the Flores ethnicity, whose traditional male clothing is almost all shirtless, the
ethical problem of clothing will be relatively more adaptable compared to the Bajo Bugis Bima
ethnicity, and this of course must be regulated in the code of ethics for how tourists dress during
their stay at the tourist lodge. So is the food issue. Tourist huts owned by the Flores ethnicity
can generally use pork as a meal menu if desired by guests. Details of the ethnicity of the
owners of tourist huts can also be seen in the table below.
Table 71 Ethnic background of respondents
Ethnic group
Number of
respondents
Percentage
Bugis
19
55,3%
Analysis of Homestay Guidelines and Stakeholder Engagement as Community Based Tourism
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Bajo
8
21,1%
Total
Flores
9
23,7%
The category of houses as tourist huts / homestays refers to the homestay standards of the
Ministry of Tourism and Creative Economy
As the main attraction, Komodo National Park is still the spotlight of tourist visits to Labuan
Bajo. Changes in people's sources of income within the region and outside also adjust to market
patterns. Many fishing boats turned into tourist boats, as well as fishing houses turned into inns.
The trend of staying in Labuan Bajo apart from conventional lodgings that we have known for
a long time such as hotels with various choices of facilities and the like, Labuan Bajo
destinations also offer lodging in the form of Liveaboard or lodging provided in tourist ships,
as well as floating hotels. In the president's direction, tourist huts as an alternative lodging as
one of the business segments with MSME capital are not specifically mentioned, but in 2021,
in order to support homestay MSMEs, the government provides financial support for the
establishment and development of 119 homestays in the Labuan Bajo destination area Based
on this data from 119 recipient homestays, only 16 tourist huts are included in the category of
active tourist huts (Service Tourism and Culture Kab Manggarai West, 2022).
Table 8 Homestay standards Ministry of Tourism and Creative Economy 20182
Description
Guide
Criterion
Manager
Community-based tourism
Building
Nusantara Architecture
Facilities
At most 5 rooms are rented
out in 1 house. Minimum
room area 3x3m2
Minimum mattress width
120x200cm, plain white bed
sheet, plain blanket, white
towel, trash can, power
source, bathroom, trash can,
clothes hanger, toilet
(minimum squat toilet),
kitchen
Interaction
Interaction is a uniqueness
that distinguishes homestays
from other types of lodging
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Management
Governance
OpennessTransparency
Accountability
Marineness
Fairness and equality
Skills
Language
Guiding
Hospitality
Service
Marketing
Pokdarwis, Bumdes,
Kemepar
Management
Standards
Criterion
1.Facilities
2. Services
3. Location
Method
Operational
Process
good planning, direction,
control, resource utilization
Stakeholder
engagement
Partnership
Partnerships are arranged in
the guidance of the Ministry
of Tourism and creative
economy in the management
department, namely by
involving Pokdarwis. While
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in ASEAN standards are
regulated in the section on
promotion and marketing as
well as capacity building,
especially about security and
safety
Training
In order to increase the
capacity of homestay
management, training is
needed in accordance with
good and correct operating
standards.
Designing
guides
In order to design a homestay
management guide that
accommodates socio-cultural
and environmental economic
aspects, guidelines must be
prepared by involving
relevant stakeholders.
Conformity
Attractions,
access,
amenitis,
ancillary, and
community
The implementation of the
guidelines is expected to be
able to adjust to the 5
elements of the destination so
that the guidelines made
become guidelines in order to
achieve sustainable tourism
Challenge
Management
Leadership
Organisation
Database
Capacity Building and
Training
Collaboration
TBSP
Manager capacity
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Attractions
Homestay relationship with
attraction manager
Access
Accessible four-wheeled
mode, easy to find (google)
Amenity
Has roads, electricity,
drinking water, internet
access
Ancillary
The existence of other
services provided by
homestay managers
Community
As a guard who carries out
the function of control over
the development and risks of
the destination
Sustainability
Economic
aspect
Employment increases,
incomes increase
Social aspects
Improved well-being
Environmental
Aspects
- Waste Management,
conservation
- energy efficiency
- Understand about potential
disasters and mitigation
measures
SDGS
Achievements
SDGs 1
Poverty alleviation
SDGs 8
Economic improvement and
decent work
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SDGs 11
Sustainable cities and
communities
SDGs 17
partnerships to achieve goals
A guide to the management of standard homestays of the Ministry of Tourism and Creative
Economy in accommodating aspects of the relationship between socio-cultural and
environmental interactions between tourists and homeowners.
One of the important factors in interaction and communication is language acquisition.
Unlike homestays in France where tourists are expected to speak French, in Indonesia in fact,
service providers are expected to be able to speak foreign languages, at least English in order
to communicate with guests or homestay visitors. As explained earlier, the strength or
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uniqueness of a homestay is the experience of interaction with the host. In table 9 below, it can
be seen that 89% of homestay owners interviewed do not speak English and only 4 or 11%
have foreign language skills.
Table 93 Communication skills in foreign languages
The process of involving stakeholders in the implementation of standard guidelines for the
Ministry of Tourism and Creative Economy, related to the relationship between tourist
interaction and the community.
As many as 83.8% of homestay owners have never received training on homestay
management after receiving funding assistance not accompanied by capacity building. Even
from the results of in-depth interviews, 100% of homestay owners do not even have knowledge
of what is the difference between homestay and guest houses or boarding houses. This causes
there to be a rented room at a monthly price with a homestay design that does not blend with
the life of the homeowner.
Of the 38 respondents interviewed, only 7 respondents or 16.2% had received training on
the application of CHSE. English, and service. This can certainly cause a very bad impact on
the destination. In this post-pandemic period, the implementation of CHSE is a must, so that
our destinations compete with other destinations. The implementation of the CHSE standard is
a very crucial and urgent issue that must be done (Kusherdyana et al., t.t.).
Table 104 Training/capacity building
Have received
training
Sum
Respondents
Percentage
Never
30
83,8%
Ever
7
16,2%
Sum
38
100%
Conformity of homestay management practice guidelines with the attractions, access,
amenities, and ancillaries of a destination in meeting the criteria as community-based tourism
(CBT).
Mastery of a
foreign language
Number of
repondents
Percentage
English
4
11%
Not in a
foreign language
34
89
Total
38
100%
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To find out whether the capital for the construction and development of tourist huts is in
accordance with data obtained from the Tourism and Culture Office, researchers received
information that 65.8% of tourist cottage owners did not get financial assistance from the
government and 34.2% at their own expense. This data is directly related to the number of
homestays that are actively operating. Based on data from the government, 16 homestays are
actively operating.
The success of homestays in ASEAN depends quite heavily on the quality of understanding
of the basic requirements of the visitor experience from the perspective of guests. The standard
also facilitates a coordinated approach, encourages partnerships with relevant stakeholders,
revitalizes the village economy, and participates in poverty alleviation. The assessment
committee will conduct an assessment within their jurisdiction and will submit a report to the
ASEAN homestay certification body in each country. Table 12 below will explain the checklist
of standard audits of homestays in the ASEAN region (ASEAN, 2016).
Table 12 ASEAN homestay standard audit checklist
Criterion
Sub Criteria
1
Host
1
Tourist villages and communities
2
Homestay manager
2
Accommodation
3
House building
4
Bedroom
5
Bathroom and WC
3
Activities
6
Villages and community-based activities
7
Activities in the surrounding area
8
Authenticity
4
Management
9
Leadership
10
Organization
11
Database
12
Capacity building and training
13
Collaboration
5
Location
14
Access
6
Hygienic and
hygiene
15
Home (kitchen, bedroom, wc and
bathroom)
16
The yard around the house
17
Food serving
7
Safety and security
18
Safety training
19
Safety aspects of facilities and activities
20
Information about safety aspects and
procedures
21
Rescue in emergency conditions
8
Marketing
22
Promotion of activities
23
Partnership with Tour Operator
24
Web marketing/online marketing
9
25
Economic sustainability
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Sustainability
Principles
26
Environmental sustainability
27
Socio-cultural sustainability
The challenges faced by homestay managers in applying standard management guidelines
One of the challenges faced by homestay managers is the lack of funding to build, develop
or add homestay facilities to become more qualified. From table 11 below, it can be explained
that the majority of homestays are built with self-funding. This does not correspond to the
initial data. Based on preliminary data, all homestays interviewed were homestays that received
funding assistance from the government.
Table 115 Homestay funding sources
Other parties'
funding sources
Sum
Respondents
Persetage
Not
25
65,8%
Yes
13
34,2%
Total
38
100%
Table 12 below explains that 83.8% of homestays stand on their own or family initiative.
Meanwhile, 16.2% is on this government initiative. This shows that there is awareness at the
community level to take part in the development of tourism in Labuan Bajo. This awareness is
also supported by the funding support disbursed by the government in the construction and
development of homestays in the region. The current challenge is how the funding support is
accompanied by capacity building support so that community businesses in the form of
homestays can provide maximum benefits to homestay managers and their communities.
Table 12 Homestay business initiatives6
Homestay
business
initiatives
Sum
Respondents
Persetage
Family
31
83,8%
Government
6
16,2%
Total
38
100%
DISCUSSION
Based on the presentation of the findings that have been described above, the results of this
study can be explained as follows:
1. Referring to the criteria set, both in the guidelines issued by the Ministry of Tourism,
Indecon / ILO and ASEAN, homestays in Labuan Bajo, have not fully met the criteria as
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standard homestays. Referring to ASEAN standards as the most complete homestay criteria,
namely (1) there is a host (2) there is accommodation (3) There are activities or activities (4)
There are managers (5) Locations can be accessed (6) Hygienic and clean (7) safe and
comfortable (8) there is marketing and promotion (9) there are sustainability practices. One of
the most crucial aspects that has not been implemented by homestay owners is the aspect of
social and environmental sustainability. There is no code of ethics or guidance from homestay
managers regarding the social and environmental code of ethics. The benefits of this guide are
very useful for reducing the impact of tourism on social and environmental interactions with
local communities, as well as ensuring sustainable tourism practices.
2. A guide to the management of standard homestays of the Ministry of Tourism and
Creative Economy in accommodating aspects of the relationship between socio-cultural and
environmental interactions between tourists and homeowners
The results of this study show that there are several factors that cause the lack of guest
interaction with the host.
a. The first factor is that the homestay managers do not understand well, what is the
difference between a homestay and a guest house. This causes the homestay manager not
to feel the need for interaction with the staying guests.
b. The second inhibiting factor is communication. The obstruction of communication
between the manager and homestay guests occurs because the majority of homestay
owners do not master foreign languages. This can be seen in table 10 above.
c. The third inhibiting factor is the lack of training and capacity building from homestay
managers about the correct management of homestays.
If referring to ASEAN and ILO standard guidelines, then the interaction between guests and
homestay owners is the main criterion of homestays that make the experience of staying at a
homestay different from other lodgings. So a guide to the management practices that govern
these interactions is very important to create. The guidelines should clearly regulate socio-
cultural and environmental interactions between guests and homestay managers.
3. The process of involving stakeholders in the implementation of standard guidelines of the
Ministry of Tourism and Creative Economy related to the relationship between tourist
interaction with the community.
The results of this study illustrate the lack of involvement of stakeholders in the design and
manufacture of SOPs or rules derived from existing guidelines or guidelines that are general in
nature.
CONCLUSION
Homestays are still widely mistaken as guesthouses referring to the homestay criteria in
the 2016 Ministry of Tourism guidelines. The homestay program as a whole still needs
continuous assistance and capacity building in order to achieve good management guidelines.
The homestay guidelines issued by the government have not accommodated the relationship
between the host/homestay manager and guests, so additional SOPs are needed to manage this
interaction relationship.
Due to lack of knowledge and low awareness, tourism stakeholders have not actively
cooperated in achieving the goal of sustainable homestays. The role of the community is very
crucial in the implementation of homestay management guidelines, therefore stakeholders
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must be actively involved in the process. Tourism activities cause socio-cultural and
environmental pressure. The role of the community as actors and custodians is to ensure that
tourists' interactions with humans and nature in the destination can be regulated so as to
minimize conflicts, so more detailed guidelines must be made and in accordance with the local
culture.
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