Strategies For The Development Of The Suladaha Beach Tourism Area To Increase Local Revenue In The City Of Ternate

Abstract

On the PAD data of Ternate City from 2020 until 2024, tourism sector only contributed a number of around 0.29 per cent while in addition to Ternate they have coastal assets with high qualityThis irony shows that much better; This research study the strategy of developing Sulamadaha Beach as a tourism area and its implication to fiscal performance. Grounded on Sustainable Tourism Development theory and Strategic Management theory, the paper proposes a integrated metric-based fiscalstrategic model linking a quantitative IFAS–EFAS analysis (the results of a SWOT retrospective mapped within an IFAS and EFAS matrix) to destination-level fiscal indicators associated with operational policy alternatives. The analysis is a descriptive qualitative, data were obtained from semi-structured interviews with twelve informants (echelons of the Ternate City Tourism Office, local tourism awareness group, business actors, visitors and residents), field observations and documentation; and aquaculated using source presenting triangulation methods as well as theory triangulation member checkings audit trail. The strategic position of Sulamadaha is in Quadrant I with an aggressive strategy: IFAS score = 0.66 and EFAS score = 0.83 where the strategic theme refers to glass-beach branding; a communitybased marine tourism programme, subterranean zeitgeist delivery via e-ticketing at tiered entrance fee Sulamadaha's Rp. 5,055 per visitor revenue efficiency cannot boast against freeentrance destinations. Revenue = V × t × (1–e) with 25,986 visits in 2024, across Rp. 5,000–10,000 tariff assumptions and 0–15 percent elasticity assumptions yields maximum potential entrance-fee receipts of Rp. 110. 4259. 9 million per year. These are not predictions of the future, but rather simulated policy scenarios.