Management of Sri Gethuk Waterfall Attractions
158 Interdisciplinary Social Studies, 1(2), November 2021
as well as possible, which is always flooded with visitors every year. The economic growth of
the community is very much expected for mutual progress.
The Sri Gethuk Waterfall tourism village business unit has a good system to facilitate all
of these activities so that there is no cross-clutter in the tourism process when visitors arrive.
Various efforts have been made to activate the system which is managed directly by the
employees managing the tourist sites. The governance of this system is certainly a good
intermediary for the sustainability of tourist sites.
Management is attempted not through one door technically, but in the field, management
such as tickets for visitor arrivals are indeed opened by various alternatives at several doors.
This is of course with the aim that there will be more employment opportunities for youth
organizations and other The village communities. Technically, access to entry was agreed
upon with various good considerations, such as levies and other fees which were deemed
necessary.
Various approaches have been facilitated by the village government in various programs,
including the turnover of operating capital which is then used for the development of tourist
attraction areas. Development can be physical and non-physical. This development is of
course with the aim that tourism in Sri Gethuk Waterfall can continue to be the main tourist
attraction for both local and foreign communities.
In carrying out good organizational governance there needs to be a standard of norms. This
means that the organization that is run must be based on the principles of empowering local
resources. Without paying attention to and taking into account the existence of supporting
dimensions, it is very difficult to accelerate the development of tourism objects. These
dimensions are clearly an infrastructure that must provide benefits to the village community by
considering environmental sustainability and sustainability for the next generation.
First, related to the use of local community facilities and infrastructure. Existences such as
community land, the village’s treasury land, land owned by the forestry service and land owned
by Sultan Gron became the initial capital. Managers try to use the land that belongs to them,
especially areas that are outside the ownership of SG and the Forestry Service. The manager
utilizes the Menggoran I and II areas as a place for tourism activities to take place. In the
context of their managers, they try to use road infrastructure, human resources, supplies of
wood materials to increase tourist attractions such as information boards and others.
In particular, the manager offers and takes advantage of the existence of supporting
infrastructure for tourism activities such as: asphalt road construction, parking lot construction,
pavilion construction, secretarial construction, gate construction, kiosk construction, making
direction marks, entrance guard post, providing visitor tickets, providing parking tickets,
provision, boats, homestays, culinary outlets, buoys and provision of toilets. The ability to
provide access to tourism plays an important role in encouraging community empowerment.
Sufficient carrying capacity directly encourages changes in people's work. It is proven to this
day that tourism is able to provide employment to the community, especially Padukuhan
Menggoran 1 and Menggoran 2. There are 83 local employees, 53 stall traders, 6 culinary
groups, 6 mobile Sule and 30 homestays (Widiantara, 2017).
For people who participate in selling by opening kiosks in tourist areas, they also then give
a certain retribution in accordance with the agreement that has been discussed in the village
meeting. This is not intended to burden the sellers who are also local people of the Bleberan