Jurnal Penelitian dan Pengembangan Sains dan Humaniora

Volume 7, Number 1, Tahun 2023, pp. 78-86

P-ISSN: 1979-7095 E-ISSN: 2615-4501
Open Access: https://doi.org/10.23887/jppsh.v7i1.59629

The Strategy for Development of Heritage Tourism in

Singaraja City

Putu Indah Rahmawati1*

1 Tourism Management, Faculty of Economic, Universitas Pendidikan Ganesha, Singaraja, Indonesia

ARTICLE INFO ABSTRAK

Article history: Potensi wisata belum sepenuhnya dikembangkan untuk membantu
Received January 05, 2023 peningkatan PAD Kabupaten Buleleng. Setiap lokasi tentunya memiliki
Revised January 09, 2023 strategi yang berbeda yang disesuaikan dengan kekuatan, kelemahan,
Accepted April 10, 2023 aspirasi, dan target pengelola objek wisata. Penelitian ini bertujuan
Available online April 25, 2023
untuk merumuskan strategi pengembangan kota Singaraja di Bali
Kata Kunci: sebagai wisata pusaka. Data dikumpulkan dengan menggunakan teknik
Pariwisata, Perencanaan, Wisata observasi, dokumentasi, dan FGD kemudian dianalisis secara kualitatif.
Warisan, Strategi, Singaraja, Bali Penelitian ini menemukan bahwa kota Singaraja di Bali utara memiliki
Keywords: banyak aset sejarah kerajaan dan bangunan Buleleng pada masa
Tourism, Planning, Heritage penjajahan Belanda. Namun, pengembangan kota Singaraja sebagai
Tourism, Strategy, Singaraja, Bali destinasi pusaka cukup menantang. Keinginan pemerintah daerah
untuk memperkenalkan aset-aset tersebut menjadi wisata pusaka untuk
meningkatkan jumlah wisatawan yang berkunjung ke kota Singaraja.
Dari analisis tersebut maka strategi pengembangan pariwisata Kota
This is an open access article under the CC Singaraja adalah: (1) membentuk DMO (Destination Management
BY-SA license. Organization) yang profesional; (2) keterlibatan seluruh pemangku
Copyright © 2023 by Author. Published by kepentingan pariwisata sangat penting untuk pengembangan kota
Universitas Pendidikan Ganesha.
Singaraja sebagai destinasi wisata heritage; (4) penambahan atraksi
dan fasilitas wisata menjadi prioritas dalam pengembangan wisata
heritage di Kota Singaraja; (5) segera dibentuk tim kreatif untuk
mempromosikan kota Singaraja sebagai destinasi wisata heritage.

ABSTRACT
Tourism potentials have not been fully developed to help increase Buleleng Regency's PAD. Each
location must have different strategy tailored to the tourism object manager's strengths, weaknesses,
aspirations, and targets. This study aimed to formulate strategy for developing Singaraja city in Bali as
a heritage tourism. Data were collected using observation, documentation, and FGD techniques and
then analyzed qualitatively. This research found that Singaraja city in the north of Bali has many
historical assets of the Buleleng kingdom and buildings during the Dutch colonial period. However, the
development of Singaraja city as a heritage destination is challenging. The local government has strong
eagerness to introduce these assets into heritage tourism to increase the number of tourists visiting
Singaraja city. From this analysis, the tourism development strategies for Singaraja City are: (1) form a
professional DMO (Destination Management Organization); (2) the involvement of all tourism
stakeholders is vital for the development of the city of Singaraja as an heritage tourism destination; (4)
the addition of tourist attractions and facilities to be a priority in the development of heritage tourism in
the city of Singaraja; (5) a creative team should be formed immediately to promote the city of Singaraja
as an heritage tourist destination.

1. INTRODUCTION
Singaraja City is the capital of Buleleng Regency. Singaraja has various historical heritage objects.
The city of Singaraja is physical evidence that bears witness to the glory of the Buleleng Kingdom, the control
of the Dutch East Indies government in Indonesia, to the struggle of the Indonesian people to seize
independence (Kurniawan et al., 2022; Kurniawan & Arthana, 2018; Rahmawati & Arsudipta, 2022).
However, the local government has developed only a few objects into tourist destinations, such as the
former Buleleng Harbor tourist attraction. There are many assets need more attentions from government
to be developed into a heritage tourism destination (Laksana et al., 2017; Parma et al., 2021).

*Corresponding author.
E-mail addresses: [email protected] (Putu Indah Rahmawati)
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Heritage tourism is tourism that utilizes historical heritage as a tourist attraction. There are two
types of heritage tourism activities that are closely related to cultural activities and historical sites
(Pennington & Thomsen, 2010; Yuniar et al., 2021). First, heritage tourism as a tourist trip to places that
are cultural heritage, historical heritage in its application must follow Law Number 11 of 2010 concerning
cultural heritage. Cultural heritage has the materials of the objects, buildings, social structures, and sites
that must be preserved because they have essential values for history, science, education, religion, and
culture through the determination process (Engelenhoven, 2021; Ott & Pozzi, 2008). Thus, understanding
cultural heritage has a specific value in human life, so scrutiny and study must be carried out, if the
government wants to package it into a tourist attraction (Barbieri et al., 2017; Styliani et al., 2009).
Heritage tourism, in its application, has received space through the Law of the Republic of Indonesia
Number 11 of 2010 concerning Cultural Conservation. This concept has stated in Article 85, paragraph 1,
which reads that the Government, Regional Government, and everyone can take advantage of Cultural
Conservation for the interests of religion, society, education, science, technology, culture, and tourism
(Ernawati et al., 2018; Hakim, 2018; Perdana, 2020). Meanwhile, Article 91 explains that the use of
collections in the form of Cultural Conservation in museums is carried out for the maximum development
of education, science, culture, society, and tourism. Furthermore, law Number 10 of the Year 2009 in Article
27 prohibits changing and destroying the exact value of a tourist attraction that has been determined by the
Government and/or Regional Government (Loaiza Carvajal et al., 2020; Madyukova, 2021; Styliani et al.,
2009). In this case, Article 27 Paragraph (2), what is meant by "authentic value" is the value of authenticity,
which is the target or purpose of tourist visits, such as cultural heritage objects.
Cultural tourism visits by persons from outside the host community motivated wholly or in part by
interest in the historical, artistic, scientific or lifestyle/heritage offerings of a community, region, group or
institution. The development of historical tourism, which is part of cultural tourism products, must
understand the market that does have a particular interest in the culture of an area, both material and
intangible (Pajriah, 2018; Parma et al., 2021). Moreover, heritage sites should adapt to changing visitor
demand patterns to remain relevant and attractive to contemporary tourists. For example, the British
seaside pier has an innovation to adapt towards a more overtly twenty-first-century product based on
contemporary entertainment, high-end catering, and in some cases, an orientation toward the needs of local
communities (Anya Chapman, 2020; Neuhofer & Buhalis, 2012).
The components of the city that can become the main tourist attraction for cultural cities are 1)
museums, 2) cultural districts, 3) ethnic communities, 4) entertainment areas, 5) pilgrimage tourism, 6)
literary trail (Cuomo et al., 2021; Pajriah, 2018; Wirawan et al., 2020). Ancient ports with their various
attributes can be used as tourist attractions and simultaneously increase the connectivity of several marine
tourism attractions and regions. However, some heritage tourism potentials have not been maximized in
their management because four aspects of their products have not been well organized: attractions, access,
amenities, and ancillary (Arida & Adikampana, 2016; Astiti, 2018).
Therefore, it is necessary to understand the theory of heritage tourism to identify heritage and
adopt appropriate management for preservation, protection, and the use of heritage as a tourist attraction.
The potentials of the City of Singaraja need to be developed with the concept of sustainable tourism
planning. Therefore, this research helps the local government to formulate strategies for developing
heritage tourism for Singaraja.

2. METHOD
This study took Singaraja City as research location, including all locations with tourist attractions,
such as the former Port of Buleleng, Puri Buleleng, Penimbangan Beach, Banyuasri Market, Tugu Tiga,
Sukarno Park. Singaraja City is the capital of Buleleng Regency which is located on the northern tip of the
island of Bali. Singaraja City can be reached in approximately 2 hours from Denpasar City or about 3 hours
from Ngurah Rai Airport. The research was carried out three month.
The techniques used to collect data in this study are observation, documentation, and focus group
discussion. Observation uses the sense of sight to provide an accurate picture of the object under study.
Observations were made at all tourism potentials in Singaraja City such as the Tri Yudha Sakti Monument,
Kanginan Castle, Puri Gede, Buleleng Museum, Gedong Kertya, Buleleng Harbor, and Penimbangan Beach.
In addition, observations were also carried out in all locations around Singaraja City that supported the
research.
The study of documentation, namely the collection of data that is not directly addressed to the
respondents but on documents related to tourist attractions that will be developed. The documents
collected include, among others, previous research related to tourism in the city of Singaraja, the level of
tourist visits, and other statistical documents. Focus Group Discussion (FGD) was used in this study because

Putu Indah Rahmawati / The Strategy for Development of Heritage Tourism in Singaraja City
Jurnal Penelitian dan Pengembangan Sains dan Humaniora, Vol. 7, No. 1, 2023, pp. 78-86 80

focus groups can produce more robust knowledge and insights. Second, focus groups allow researchers to
see the complex way respondents position themselves in relation to one another when answering research
questions (Denzin & Lincoln, 2011). Third, save time and energy. Fourth, respondents were selected
according to their relevance to the research topic.
The data were analyzed using qualitative approach. The main activities of qualitative analysis are
reading notes, documents and transcripts, listening to interviews and FGD notes, transcribing data, and
coding, sorting and organizing data.

3. RESULT AND DISCUSSION

Result
In developing heritage tourism, it is vital to refer to Law No. 11 of 2010 concerning Cultural
Conservation. This law is a guide for carrying out ethical preservation of Cultural Conservation and contains
rules regarding what to do and what to avoid in the context of preserving Cultural Conservation. The city of
Singaraja has tourism potential in the form of historical relics of witness to the glory of the Buleleng
Kingdom, the control of the Dutch East Indies government in Indonesia, to the struggle of the Indonesian
people to seize independence. Some of the valuable assets of the City of Singaraja include: (1) the former
Port of Buleleng; (2) Puri Kanginan Buleleng; (3) Buleleng Museum; (4) Gedong Kertya; (5) Puri Buleleng;
(6) Bung Karno Park; (7) Tugu Tiga; (8) Old Buildings in Singaraja City; (9) Penimbangan Beach; (10)
Banyuasri Market. Map of histotical building of Singaraja city is show in Figure 1.

Figure 1. Map of Histotical Building of Singaraja City, Bali Province, Indonesia

In 2013 the Cultural Heritage in Singaraja City was the Bale Gede House, the Jami Mosque, the
Koran, the Temple, and the Governor's Office Soenda Ketjil being proposed to get the Buleleng Regent's
Decree. After the inauguration of these five objects, it is essential to include them as part of Singaraja City
heritage tourism. Heritage sites in Singaraja mostly related to the Buleleng Kingdom and the civilization of
Dutch in Bali. Figure 2 shows the heritage sites in Singaraja city called Puri Kanginan.

Figure 2. Puri Kanginan is a Heritage of Buleleng Royal Palace

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Besides the palace, Singaraja city also has the heritage naratives of Buleleng eks-harbour as the
evident of the past glory of Buleleng regency. Buleleng port was the center of Bali's trade in the past. The
trade volume that once occurred is even equivalent to the current busyness of Singapore's ports. The local
government has build the Soenda Ketjil museum to present the historical narratives of Buleleng eks-
harbour to the visitors. The photos of Buleleng eks-harbour and Soenda Ketjil museum can be seen in Figure
3.

Figure 3. Buleleng Eks-Harbour in the North of Bali

However, government only managed to restore Buleleng Esk Harbour as a tourist destination.
Other sites, such as Buleleng palace, temple and traditional markets are neglected. The local government
seems to have less capacity to manage historical sites into a heritage tourism. Therefore, a profesional
management is essential to manage these historical sites to become more profitable heritage tourism
destination. One strategy to develop heritage tourism destination in Singaraja city is to create a DMO
((Destination Management Organization).
The role of DMO, according to the Destination Consultancy Group in Morisson (2012; 5), has six
leadership roles in tourism, such as: (1) Leadership and Coordination: DMO has a leadership role in tourism
in a destination; in this function, DMO provides direction related to future tourism. the DMO also acts as the
coordinator of the efforts of each component in the destination. (2) Planning and Research: DMOs are crucial
in preparing destinations' tourism policies, plans, and strategies. It is conducted to research existing and
potential target markets for marketing guidance solely to determine future product development. In
addition, DMO can track its competitors' critical programs and seek to continually learn from case studies
to improve product development and marketing.
(3) Product development: DMO is responsible for sustainable development in terms of tourism
products, including physical products, communities, packages, and programs. An inventory is required of
the destination's current offerings, and those offerings help improve product quality. In addition, DMO
identifies new tourism products as development opportunities and assists in realizing projects and
programs. (4) Marketing and promotion: DMO develops an overall marketing strategy and prepares long-
term and short-term marketing plans for tourism. This is done to identify the priority target market and
choose the most effective image to achieve the goal of implementing a practical brand approach. In addition,
DMO uses communication marketing methods, combining online and traditional promotions to inform and
persuade tourists to come to a destination. (5) Partnerships and team strengthening: DMO puts together an
effective goal team and builds partnerships to achieve destination product development and marketing
goals. Some of the partnerships are set in purpose, while others are with external parties, including travel
agents, tour operators, transport providers, MICE planners, and others. (6) Community relations: DMO acts
as a leading and supporting role for tourism in the destination by raising awareness and profile of local
tourism to support the achievement of product development and marketing objectives. In addition, DMOs
may consult with community members when making important decisions affecting their lifestyle and
standard of living.
In preparing the DMO organizational structure, the steps taken are: (1) mapping relevant
stakeholders, (2) develop an institutional coordination system that follows regional conditions, and (3)
determine the level of interest, influence, and stakeholder involvement by developing institutional models
and forms of governance that can increase stakeholder participation. Grouping stakeholders into primary,
)secondary, and key stakeholders. With the following explanation, 1.) Key Stakeholders: Key stakeholders
are stakeholders who have legal authority in decision-making. 2.) Primary Stakeholders: Primary
stakeholders are directly interested in a policy, program, or project. They should be placed as crucial

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Jurnal Penelitian dan Pengembangan Sains dan Humaniora, Vol. 7, No. 1, 2023, pp. 78-86 82

determinants in the decision-making process. 3.) Secondary Stakeholders: Secondary stakeholders are
stakeholders who do not have a direct interest in a government (public) policy, program, and project but
have concerns so that they have a voice and influence on the government's legal decisions. Concerning the
development of tourism governance in Singaraja City as educational tourism and heritage tourism, the
details of the grouping of stakeholders can be seen in Table 1.

Table 1. Stakeholder Grouping Details

Stakeholder Type Relevant Agencies
Key Stakeholders The Regent of Buleleng Regency
Tourism Department of Buleleng Regency
Social Department of Buleleng Regency
Environmental Department of Buleleng Regency
Department of Transportation of Buleleng Regency
Primary Stakeholders Bappeda Buleleng Regency
Department of Fisheries and Maritime Affairs
Cultural Department
The head of Baktiseraga village
Puri Kanginan and Puri Agung Buleleng party
PHRI
Asita
Regional Promotion board of Buleleng Regency
Secondary Stakeholder
HPI
Pokmaswas
Universitas

The tourism potential in Singaraja City can be a source of PAD for Buleleng Regency, but its
management is still done partially by several agencies. Table 2 is a list of tourism potential managers in
Singaraja City.

Table 2. Singaraja City Tourism Potential Manager

No. Name Manager
1. Tourism Department of Buleleng Regency
1 Eks Buleleng Harbour 2. Department of Transportation of Buleleng Regency
3. Social Department of Buleleng Regency
2 Penimbangan Beach Baktiseraga Village
3 Tri Yudha Sakti Monument Social Department of Buleleng Regency
4 Museum Buleleng Cultural Department of Buleleng Regency
5 Gedong Kertya Cultural Department of Buleleng Regency
6 Bung Karno Park Environmental Department of Buleleng Regency
7 Agung Buleleng Palace Penglingsir Puri Agung Buleleng
8 Kanginan Buleleng Palace Penglingsir Puri Kanginan Buleleng
9 Rumah Soenda Ketjil dan Laksmi Graha Social Department of Buleleng Regency
10 Banyuasri Traditional Market PD Pasar

After determining the management organization structure, the next step is determining the
Singaraja City business plan as an educational and heritage tourism, investment projections, and income
and expenditure projections. The Singaraja City business plan as an educational and heritage tourism
business can be seen in the Tabel 3.
The direction of tourism development in the city of Singaraja will consider the four GSTC criteria
to achieve sustainable tourism that provides maximum benefits to the community and minimize negative
impacts. The tourism development and management strategy of Singaraja City have been described in detail
per tourism potential. Various activities are designed to add the aspect of "something to do and something
to buy" in each location you want to develop, for example, adding a playground at the Tri Yudha Sakti
Monument.

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Table 3. Roadmap for the Development of Singaraja City as Educational and Heritage Tourism
Year Activity Agencies Involved
Legalization of Regent's Regulations related to visitor retribution
Environmental Department
for Bung Karno Park.
Dissemination and public hearing of the Regent's Regulation
2021 Environmental Department
regarding visitor fees.
Legalization of Bung Karno Park Management UPTD Environmental Department
Preparation of promotional media for Bung Karno Park Environmental Department
Preparation of the master plan for the revitalization of the Tri
2022 Social Department
Yudha Sakti Monument, Soenda Ketjil and Laksmi Graha's houses.
Revitalization of Tri Yudha Sakti Monument, Laksmi Graha and
Social Department
Rumah Soenda Ketjil
Legalization of Regent's Regulations regarding Visitor Retribution Social Department
Preparation of promotional media for the Tri Yudha Sakti Social Department & Tourism
Monument, Rumah Soenda Ketjil and Laksmi Graha Department
Implementation of visitor retribution Social Department
Preparation of the DMO structure and legalization with the Social Department & Tourism
Regent's Decree Department
Preparation of the master plan for the revitalization of the former
Tourism Department
Buleleng Port, Puri and Museum
Arrangement of pedestrians, trails and parks in Singaraja City Perkimta Department
Arrangement of vegetation and street furniture along the streets of
Perkimta Department
Singaraja City
Making Central Parking for tourism and public buses PUPR
Arrangement of parks, pedestrians and central parking supporting
PUPR
elements
Implementation of the revitalization of the former Buleleng Port,
Tourism Department
2023 Puri and Museum.
Legalization of Regent's Regulations regarding Visitor Retribution Tourism Department
Preparation of promotional media for the former Buleleng Port,
Tourism Department
Puri and Museum
DMO performance review Tourism Department
Preparation of the Master Plan for the Revitalization of
Tourism Department
2024 Penimbangan Beach
DMO performance review Tourism Department
the Revitalization of Penimbangan Beach Tourism Department
Implementing the revitalization of Penimbangan Beach Tourism Department
2025 Legalization of Regent's Regulations regarding Visitor Retribution Tourism Department
Preparation of promotional media Tourism Department
DMO performance review Tourism Department

Discussion
These findings support research who stated that the development of heritage narratives follows
the directions set by the involvement of royal families (Murti, 2019). The evidence of this argument can be
found in the collection of materials of the heritage site, such as stories about royal families, ownership of
buildings, photos, the leadership of the local organization and establishment (Arida & Adikampana, 2016;
Kurniawan et al., 2022; Yuniar et al., 2021).
Ideally, DMO is formed to assist one-stop tourism management and is able to solve various existing
problems with the concept of collaborative governance. Collaborative governance as a process of facilitating
and operating in a multi-organizational form to solve problems that cannot be resolved or are difficult to
solve by one organization (Hashed & Almaqtari, 2021; Mohammed et al., 2017). It can be concluded that
collaborative governance is a multi-organizational collaboration to solve a problem the destination faces.
The DMO organizational structure as a forum can be used as a reference for tourism management in
Singaraja City as educational and heritage tourism. The Bupati as a key stakeholder, can form a DMO
organization by utilizing the primary and secondary stakeholders.
The Global Sustainable Tourism Council Criteria recommends that every tourist destination should
take an interdisciplinary, holistic and integrative approach that includes four main objectives: (i)
Demonstrating sustainable destination management, (ii) Maximizing economic benefits for local
communities, and minimizing negative impacts, ( iii) Maximizing benefits for society, visitors and culture

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Jurnal Penelitian dan Pengembangan Sains dan Humaniora, Vol. 7, No. 1, 2023, pp. 78-86 84

while minimizing negative impacts, and (iv) maximizing benefits for the environment and minimizing
negative impacts (Jalilifar & Moradi, 2019; Risteskia et al., 2012; Shafiee et al., 2016). Revitalizing existing
tourist attractions such as the former Buleleng Harbor, Tri Yudha Sakti Monument is necessary to create a
Site and Come to Alive Program (Ahyuni & Sri, 2015; Anggraini & Kumala, 2021; Sylvia, 2017). The results
of this study are in line with Regent Regulation, which states that (1) it is necessary to make a Tourism Zone
Masterplan, (2) it is necessary to optimize tourism promotion (Leung et al., 2017; Owsianowska, 2011), (3)
develop tour packages, and (4) develop tourism attractions for traditional art themes through: art groups,
cultural arts studios, schools, and open stage.
The implication of this research is to increase understanding of historic tourism potential in
Singaraja City and introduce it as an attractive tourist destination. In addition, it provides guidance for
governments and tourism industry players in developing effective and sustainable historic tourism
strategies. Plus this research can help increase income and local economy through historic tourism. The
research is only focused on Singaraja City, so it is not possible to generalize the research results to other
cities or regions. The limitation of this research is that it was conducted in 2018, so it is possible that the
situation and conditions of tourism in Singaraja City have changed since the research was conducted. In
addition, this research only explores the views and opinions of respondents who are limited to tourism
stakeholders and the local government. So that the views of the local community or foreign tourists visiting
Singaraja City are not represented.

4. CONCLUSION
The city of Singaraja has tourism potential in the form of historical relics of witness to the glory of
the Buleleng Kingdom, the control of the Dutch East Indies government in Indonesia, to the struggle of the
Indonesian people to seize independence. Some of the valuable assets of the heritage sites in Singaraja city,
include: (1) the former Port of Buleleng; (2) Puri Kanginan Buleleng; (3) Buleleng Museum; (4) Gedong
Kertya; (5) Puri Buleleng; (6) Bung Karno Park; (7) Tugu Tiga; (8) Old Buildings in Singaraja City; (9)
Penimbangan Beach; (10) Banyuasri Market. These tourism potentials have not been fully developed to help
increase Buleleng Regency's PAD. Each location has a different strategy tailored to the tourism object
manager's strengths, weaknesses, aspirations, and targets. Excellent and appropriate governance for
tourism management in Singaraja City by referring to the principles of sustainable tourism is management
using a professional DMO (Destination Management Organization), which was specially formed with a
Regent's Decree with a one-stop management system. With professional management and one-stop
management, management costs can be more efficient and transparent.

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