NEW MODEL FOR LOCAL POST DISASTER TOURISM GOVERNANCE: Evidence from Indonesia’s Merapi Volcano

This article examines the dynamics of local post-disaster tourism governance in areas on the foothills of Merapi Volcano in Yogyakarta, Indonesia, which is one of the world’s most intensively active volcanoes. In this research, the author invites the readers to discuss the success achieved in local collaboration through transforming disaster life into a profitable tourism site. They face difficult situations amid government limitations in handling this post-disaster development. Using qualitative descriptive analysis, this study offers a new local-based collaboration model, especially for the post-disaster tourism governance in developing countries. Result of the study showed that local collaboration cannot be achieved in an instant, rather involves a process that is influenced by local wisdom. This article makes positive contribution to public policy literature and is essential for policymakers at the lower level and concerned about local-based development and empowerment.


INTRODUCTION
For the most part, tourism studies from the perspective of public administration, still perceive tourism as an orderly process that does not have to deal with the coming of disasters, including through a policy approach (Hall, 2003) and management (Wahab, 2003). This policy approach is also further elaborated in studies of policy formulation (Stevenson et al., 2008), implementation (Erdi, 2011), and evaluation (Rudana, 2009). Meanwhile, the management approach includes planning (Inskeep, 1994;Gunn, 1988;Fandeli, 2002;Wardiyanto, 2011), strategic planning (Poon, 1989;Zaenuri, 2012), and management of tourist destinations (Fandeli, 2001;Wahab, 2003;Damanik, 2012). Nevertheless, if tourism is seen as a phenomenon related to disasters, it is impossible to explain it using the above approaches because of its unpredictability. Additionally, disaster as a process that occurs suddenly will thwart all tourism policies and previously determined plans.
One of the characteristics of a disaster is its unexpected and unplanned nature. Duit & Galaz (2008) argues that developing governance theory as one of the latest public administration paradigms requires examining a new approach. According to (Duit & Galaz, 2008), this phenomenon can manifest in three behaviors  (Faulkner, 2001) had created a framework for managing disaster tourism based on a strategic management approach. Likewise, Aguirre (2007) conducted a study in Costa Rica on the effects of volcanic eruptions on tourism, particularly on managing information, coordination, and participation in handling disaster mitigation in tourist destinations using a quantitative positivistic approach in the category of observing natural phenomena.
In this context, the emergence and growth of tourism activities is essential because there are specific and unique objects in the region. Other than that, tourism has an exceptional nature, uniqueness, difference, originality, diversity, and locality (Inskeep, 1994) to attract many people to travel.
Tourism-disaster is also rooted in the understanding that nothing is impossible because even post disaster objects can become exotic source of tourist attraction.

Stages of Disaster Management
Disaster management, in general, follows a cyclical, starting with normal     Based on the conclusions above, the condition of tourism-disaster governance from the perspective of collaborative governance can be illustrated in the following Figure 1.

Discussion
Based on the various findings above, it is evident that the governance process creates an opportunity for the involvement of non-state actors in public affairs.
Nonetheless, such a process is not without a dilemma (Innes & Booher, 2005 Based on the results of the collaboration needs analysis based on the  Table 8. Based on the above matrix, tourismdisaster-tourism development creates need for a synergy among stakeholders. This is in line with Kooiman (1993), that ascribes stakeholder involvement in disaster-tourism to a structure in the socio-political system that is necessitated by acts of interactive intervention among the various actors involved. The interaction that occurs is pluralistic and not limited to any of the elements of specific stakeholders or groups.
This may explain why analysis results of the collaboration arrangement among the three actors didn't identify any one with a dominant role in that regard.
Thus, results of this study, contradict (Innes & Booher, 2005) findings that identified the government as the stakeholder

Analysis
Based on the analysis results the evolution of the relationship between the government and the private sector and the community in tourism-disaster management can be shown to impact the type of collaborative governance. Following the concept explained in this study, the perspective of collaborative governance, including shared vision, participation,      This type is the final phase of the collaboration for an extended period. In this phase, shared creation and institutional innovation begin to be established.

Model toward Normal
Based on the analysis of on the four stages of collaboration, it can be identified as follows in Table 11.
Based on the stages of disaster management and the variations identified

Implications of Theory
The results of the discussion on various collaboration models, if viewed from the vantage point of governance theory (Ansell & Gash, 2008;Duit & Galaz, 2008) concerning the stages of disaster-tourismmanagement (Miller & Ritchie, 2003), have essential implications for collaborative governance. First, the concept Anshel and Gash (2007)  Fourth, (Eppel, 2013) concept is quite comprehensive in explaining the phenomenon of collaborative governance.
The concept emphasizes the relationships between stakeholders in the collaboration.
The stages of collaboration are described into five types: coexistence, communication, cooperation, coordination, and collaboration.
These five types of collaboration have different characteristics that shape the formation of relationships that increase from one phase to the next. One important thing from this concept is that a formal secretariat is needed to support collaborative relations.
To that end, (Eppel, 2013) concept is beneficial for analysis and should be the basis for the formation of a legal and permanent management team to promote and support collaborative governance transformation.
Fifth, the concept of (Miller & Ritchie, 2003)  Based on the analysis of various existing models, Figure 6 shows the proposes the following recommendations to the model.
From the context of the intensity of the relationships between stakeholders, the management team is an agent that can mobilize the resources available for all   Regency. Based on model recommendations, the following are the proposed adjustments:  Zaenuri (2018)