The Effectiveness of Implementing a Regional Tourism Master Plan: A Case Study of Berau Regency

Abdul Waris; Aji Ratna Kusuma; Saipul Saipul

doi:10.55681/economina.v5i9.4411

Authors

Abdul Waris Universitas Mulawarman, Samarinda, Indonesia
Aji Ratna Kusuma Universitas Mulawarman, Samarinda, Indonesia
Saipul Saipul Universitas Mulawarman, Samarinda, Indonesia

DOI:

https://doi.org/10.55681/economina.v5i9.4411

Keywords:

Regional Tourism Master Plan, Policy Implementation, Policy Integration, Implementation Gap, Berau Regency

Abstract

The existence of a statutory regional tourism master plan in Berau Regency raises questions about how policy effectiveness should be understood when formal strategic coherence is not consistently followed by integrated implementation. Although the Regional Tourism Development Master Plan (Rencana Induk Pembangunan Kepariwisataan Daerah, RIPPARDA) provides a long-term policy direction for destination development, tourism marketing, tourism-industry development, and tourism institutions, this study shows that its effectiveness cannot be assessed through the existence of programmes or increasing visitor numbers alone. This study uses a qualitative evaluative single-case design based on in-depth interviews with 12 informants, supported by regional planning and budget documents, administrative records, statistics, and field observations. The analysis was carried out through a hybrid deductive-inductive framework, drawing on implementation-gap and policy-integration perspectives to examine strategic coherence, operational translation, institutional integration, implementation capacity, stakeholder incorporation, and realised performance. The results show that the RIPPARDA remained visible in subsequent development priorities, but its translation into annual programmes, indicators, responsibilities, locations, budgets, and reported outputs was uneven. Implementation was further shaped by dispersed authority, because infrastructure, transport, environmental management, enterprise development, and local destination governance were controlled by different organisations with separate mandates and resources. Progress was therefore observable across all four pillars, but remained selective rather than integrated. This study shows that the effectiveness of a regional tourism master plan is better understood through the interaction between vertical policy translation and horizontal policy integration, explaining how formal policy coherence can coexist with uneven operational performance.

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