Findings related to tourism community resilience variables
| Aspect | Variable | Indicator | Finding |
|---|---|---|---|
| Economic | Access to resources | Able to access emergency funds to managed the COVID-19 pandemic in the short term | Financial access is limited to the amount of the community’s savings and bank loans |
| Able to meet essential needs (food, sources of clean water, accommodation) | Essential needs can still be met | ||
| Able to access public or private facilities services (health, education, security, insurance) | Some aspects such as insurance do not assume a priority because of the cost | ||
| Economic diversification | Having an economic/source of income and a varied workforce | The diversification of various professions had been tried by most of the community, although it was it was relatively difficult to last in a new profession outside tourism | |
| Having an opportunity for education, training, and work skills study in a sector outside tourism | In essence, this opportunity already exists and is supported by the government, its realisation needs a sacrificing of materials to ideas | ||
| Cultural-Societal Aspects | A local cultural foundation | Having local wisdom which becomes the guidance for community living | The Bali local philosophy of Rwa Bhineda, Tat Twam Asi, to art and customs becomes the basis of community living, including visitors who respect the existence of these rules based on customs |
| The belief and implementation of local wisdom in responding to the pandemic | Efforts to implement local traditions during the pandemic was done by adjusting the numbers in the community who were involved. The ceremonies of Melasti, Nangluk Merana as a complete purification/cleansing to offering Segehan Nasi Wong-wongan in families (house) | ||
| The existence of local wisdom can give motivation/spirit in facing the pandemic | A strong belief in local Hindu Balinese local wisdom and customs can strengthen the community morally and spiritually to keep on enduring | ||
| Collaboration and Social Communication | Having leaders who adapt quickly to the pandemic disaster | Customary leaders (Jero Bendesa Adat) to official leaders of the Kuta district coordinated effectively with the regional government in the adaptation of policies during the pandemic | |
| Having leaders who are resolute and cooperate effectively | Cooperation between the community and the government is facilitated and coordinated by Kuta Traditional Village leaders | ||
| Comprises community leaders who support and help each other | The Kuta Traditional Village comprises 13 Banjar (smaller village units) working shoulder to shoulder to keep going during the pandemic, supporting each other’s businesses and exchanging solutions | ||
| Comprises community members who trust each other | Community members are bound to and trust Kuta Customary guidance | ||
| Cooperating effectively both covering the community internally and externally | Traditional community internal cooperation and collaboration with external agencies such as regional government and the private sector was implemented, but not optimally | ||
| The systematic distribution of information concerning the pandemic which affects the community | Access to information concerning the pandemic occurred relatively quickly and easily based on the internet and social media | ||
| Management System | Economic recovering planning | Developing planning through structured analysis and coordination with a regular and academic | Recovery planning was coordinated from the customary village level to the regional government |
| Having a medium to long-term economic recovery plan | A local event implementation plan to stimulate the local economy, was frequently impeded by policy restrictions | ||
| Participating in risk and vulnerability planning due to the pandemic | The community participates in accord with its role and structure in the traditional village by minimising serious health and economic risks as a consequence of the economy | ||
| Having a long-term plan for the recovery of the tourism sector | A plan to open international tourism borders and the conduct of large-scale events, reflecting on the post-Bali bombing Kuta Carnival | ||
| The integration and distribution of knowledge among stakeholders | Stakeholders both at the traditional village level to government level often held differing opinions in relation to responses to the pandemic. There were those who more disposed to a relaxation of tourist activities and those who were to the contrary | ||
| The strengthening of community resilience | Long-term adaptive strategic innovation and strengthening of the tourism industry in facing the pandemic | There were community expectations for tourism sector innovation which was stronger but there was no common ground on its form and realisation | |
| A diversified, community economic strengthening program | An entrepreneur or small to medium enterprise program which relied on the local community economy was made active for economic diversification. But the tourism market share dominates the Kuta community economy | ||
| Adaptation of management and cultural, social economic resources development, and a strong environment | Financial management from the family level to the traditional village needs to be focussed upon. Remembering that during the pandemic financial institutions were impacted and the community could not withdraw cash or apply for a loan. Cultural social cohesion also needs to be considered to make harmonious conflict, tension/differences of opinion in the community | ||
| Preparedness in mitigation when a pandemic or disaster, loss and danger occur | During the pandemic, the Kuta community to be unprepared in disaster or crisis mitigations as a consequence main economic sector collapsed | ||
| Community skills intensive training program for the short to long term for facing disasters | Specific programs, connected to disaster mitigation in the tourism sector, have yet to be undertaken intensively, be integrated, and sustainable based on community realities which tend to take its own direction |
| Aspect | Variable | Indicator | Finding |
|---|---|---|---|
| Economic | Access to resources | Able to access emergency funds to managed the COVID-19 pandemic in the short term | Financial access is limited to the amount of the community’s savings and bank loans |
| Able to meet essential needs (food, sources of clean water, accommodation) | Essential needs can still be met | ||
| Able to access public or private facilities services (health, education, security, insurance) | Some aspects such as insurance do not assume a priority because of the cost | ||
| Economic diversification | Having an economic/source of income and a varied workforce | The diversification of various professions had been tried by most of the community, although it was it was relatively difficult to last in a new profession outside tourism | |
| Having an opportunity for education, training, and work skills study in a sector outside tourism | In essence, this opportunity already exists and is supported by the government, its realisation needs a sacrificing of materials to ideas | ||
| Cultural-Societal Aspects | A local cultural foundation | Having local wisdom which becomes the guidance for community living | The Bali local philosophy of |
| The belief and implementation of local wisdom in responding to the pandemic | Efforts to implement local traditions during the pandemic was done by adjusting the numbers in the community who were involved. The ceremonies of | ||
| The existence of local wisdom can give motivation/spirit in facing the pandemic | A strong belief in local Hindu Balinese local wisdom and customs can strengthen the community morally and spiritually to keep on enduring | ||
| Collaboration and Social Communication | Having leaders who adapt quickly to the pandemic disaster | Customary leaders ( | |
| Having leaders who are resolute and cooperate effectively | Cooperation between the community and the government is facilitated and coordinated by Kuta Traditional Village leaders | ||
| Comprises community leaders who support and help each other | The Kuta Traditional Village comprises 13 | ||
| Comprises community members who trust each other | Community members are bound to and trust Kuta Customary guidance | ||
| Cooperating effectively both covering the community internally and externally | Traditional community internal cooperation and collaboration with external agencies such as regional government and the private sector was implemented, but not optimally | ||
| The systematic distribution of information concerning the pandemic which affects the community | Access to information concerning the pandemic occurred relatively quickly and easily based on the internet and social media | ||
| Management System | Economic recovering planning | Developing planning through structured analysis and coordination with a regular and academic | Recovery planning was coordinated from the customary village level to the regional government |
| Having a medium to long-term economic recovery plan | A local event implementation plan to stimulate the local economy, was frequently impeded by policy restrictions | ||
| Participating in risk and vulnerability planning due to the pandemic | The community participates in accord with its role and structure in the traditional village by minimising serious health and economic risks as a consequence of the economy | ||
| Having a long-term plan for the recovery of the tourism sector | A plan to open international tourism borders and the conduct of large-scale events, reflecting on the post-Bali bombing Kuta Carnival | ||
| The integration and distribution of knowledge among stakeholders | Stakeholders both at the traditional village level to government level often held differing opinions in relation to responses to the pandemic. There were those who more disposed to a relaxation of tourist activities and those who were to the contrary | ||
| The strengthening of community resilience | Long-term adaptive strategic innovation and strengthening of the tourism industry in facing the pandemic | There were community expectations for tourism sector innovation which was stronger but there was no common ground on its form and realisation | |
| A diversified, community economic strengthening program | An entrepreneur or small to medium enterprise program which relied on the local community economy was made active for economic diversification. But the tourism market share dominates the Kuta community economy | ||
| Adaptation of management and cultural, social economic resources development, and a strong environment | Financial management from the family level to the traditional village needs to be focussed upon. Remembering that during the pandemic financial institutions were impacted and the community could not withdraw cash or apply for a loan. Cultural social cohesion also needs to be considered to make harmonious conflict, tension/differences of opinion in the community | ||
| Preparedness in mitigation when a pandemic or disaster, loss and danger occur | During the pandemic, the Kuta community to be unprepared in disaster or crisis mitigations as a consequence main economic sector collapsed | ||
| Community skills intensive training program for the short to long term for facing disasters | Specific programs, connected to disaster mitigation in the tourism sector, have yet to be undertaken intensively, be integrated, and sustainable based on community realities which tend to take its own direction |
Source(s): Authors' construction
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.