Festival Economy: The Impact of Events on Sustainable Tourism

,


A. INTRODUCTION
The sustainability of economic development in developed and developing countries must emphasize labor intensive sectors (Gherghina et al., 2020;Lin, 2021;Pheng & Hou, 2019;Shojaie & Tehranchian, 2018).One sector that can absorb labor is the tourism.Currently, tourism is an excellent sector in generating foreign exchange (Kamri et al., 2020).Tourism is vital for advancing the national economy and the local economy (Rahmawati et al., 2021).People can work and improve their welfare of life so that the dual effect created by this sector plays a major key which is also integrated with other sectors.
Reporting from the Central Bureau of Statistics of Indonesia (2020), the development of the Indonesian tourism sector has progressed rapidly, especially from January 2019 to April 2019.They recorded that the level of foreign tourist visits reached 5.12 million visits.When compared to the previous period, this figure increased by 3.22% from 4.96 million visits in 2018.Why not, the intensity of foreign tourist visits to Indonesia in April 2019 had an explicit increase of 0.11%.The achievement was much greater than April 2018, which involved 1.30 million foreign tourists and dominated by ASEAN, whose numbers increased by 13.28%.The trend of tourist visits based on nationality mostly came from Malaysia with up to 256.3 thousand visits or 19.66%, then from China with 171.6 thousand visits or equivalent to 13.16, followed by Singapore with 150.0 thousand visits or 11.50%.The Indonesian tourism industry is now increasingly promising, including for the Samarinda because it has a lot of potential for abundant natural and cultural wealth that the government has developed to revitalize the tourism sector optimally

B. Literature Review
We structure this section into theories about festival economy, event management, sustainable tourism, and destination branding.The festival economy has become an important part of the successful branding and promotion of a destination.This concept becomes a reference for the festival and its impact on the image of an area with prominent tourism potential (Przybylska, 2015).Festival economy is also an interesting new branch of science in economics by collaborating with different disciplines, such as sustainable tourism, event management, and destination branding (Satria & Erlando, 2018).At the development stage, the development of the festival economy is a high step to strengthen the role of creativity, creating added value to products and services.Satria (2020) combines the festival economy with things that are creative as the most advanced way in a development phase.The development stage usually starts from the agricultural sector towards the manufacturing sector, then is in the middle phase, namely the knowledge economy sector, and ends at the peak period.With creativity, tourism development is of much higher quality through the essence of a "festival" on how to use resources more efficiently to achieve development goals (Tohmo, 2005).Festival economy can change people's mindsets to solve problems better, use tourism resources wisely, and care for the environment (Frey, 1994).Uysal & Gitelson (1994) note that the role of government needs to understand the essence of a festival economy definitively as the ability to combine the roles of creativity, knowledge, technology, economics, and culture into something useful and creates opportunities.Each region certainly has all this potential, which is got from all elements of development (academics, practitioners, art groups, and local communities).Now, it is just how to generate tourism potentials by providing opportunities for them to 180 │ appear in certain events held (Getz, 2009).That way, continuing to study and make improvements will be the ultimate stage they will go through, becoming a consistent "performance".
Abson (2017) and Bladen et al. (2012) explained that event management is a scope that discusses industrial practices in an organization so that coordination of activities plays a role in achieving the objectives of the event.Event management can see from the category of events organized by companies and businesses.There are many things that can explode from events based on a certain perspective on the event.On similar occasions, several studies that discuss event management are quite easy to learn, given their capacity to spur change, present risks in organizational routines, and open up general knowledge.Companies need to pay attention to the feasibility of strategies so that organizational events can take place effectively (Jarzabkowski & Seidl, 2008).
Attention to tourism development allows people to divert and understand the meaning of "sustainable" through more full involvement in tourism related activities (Bramwell, 2015).Terms related to "sustainable tourism" often confused with alternative forms of tourism, environmentally friendly tourism, minimum impact tourism, ecotourism, and responsibility.Until now, this model has developed and new meanings have emerged, such as nature tourism, supply chain management, corporate social responsibility (CSR), and green tourism (e.g.Hamid & Isa, 2020;Swarbrooke, 1999).
In various tourist locations, Casagrandi & Rinaldi (2002) share excellence in the tourism development phase which is marked by the acceleration and improvement of intense facilities.Eventually, it will have a systematic impact on social conditions and environmental changes.Figure 1 illustrates the positive impact got from the tourism sector.There are also negative effects that must minimized so that tourism management can be sustainable (Gupta et al., 2021).The concept, which is concentrated on social structures, economic structures, and environmental structures, should ideally be as hard as to create sustainable tourism (Thetsane, 2019).

Figure 1. Model of sustainable tourism development
Source: Butler, (1980) Tosun & Timothy (2003) prioritizes sustainable tourism to social principles, where interregional elements around tourist destinations can involved to revive existing local potentials.Without their direct participation, tourism can erode (Kantsperger et al., 2019;Więckowski, 2010).We know this approach as local community-based tourism.Blain et al. (2005) put together goal branding, where the definition includes marketing activities that support logos and symbols to make it easier to differentiate between goals.Another function of destination branding is to strengthen the emotional bond between the visitor │ 181 and the destination (in this case a tourist destination), to produce a good image to influence the choice of consumer destinations (Almeyda-Ibáñez & George, 2017).On the one hand, Ritchie & Ritchie (1998) proposed an understanding of goal branding as a complex goal in marketing organizations.This approach now is more holistic, defined by experience, image, differentiation, reinforcement, identification, consolidation, and expectations.
Enthusiasm for destination branding naturally develops along with ideas in tourism that focus attention through long debates (Murphy et al., 2007).Rosaria et al. (2012) suggest a process of destination branding, bringing together several statements about the value of branding so that tourism destination marketing can improve.So far, to measure brand objectives for certain destinations from the perspective of the end, there is little about a thorough review of the literature and automatically, as a whole, also describes the regional brand (Kasapi & Cela, 2017).
Previous studies covered the extent of the relationship between event management, sustainable tourism, and destination branding.Wee et al. (2017) present a positive relationship between understanding and relevant knowledge of business practices organized by festival organizers to implement sustainable event management.Other findings by Trošt & Milohnić (2011) show that organizers are less sensitive to the impact of events so that monitoring and responsibility for the "sustainable concept" are questionable.Zouganeli et al. (2012) shared their experiences regarding the development of destination branding, starting with the pillars of sustainability that shape the identity of the destination.Thus, exploration of the sustainable dimension of tourism branding focused on building brand identities.Now, findings that address how visitors communicate and interpret sustainable tourism have exposed by Hanna et al. (2018).As a result, the discourse on sustainable tourism often rejected by them, so that it should prioritize the message to visitors who experienced with long journeys.
Given that event management plays a role in destination branding, the relationship between these two components also reviewed by Xing & Chalip (2006) to match the intensity and direction of image transfer depending on the quality of the suitability between and the purpose and brand of the event.The final prediction proves that there is a match between goals and events that are not determined by shared characteristics, but by priming schemes.Familiarity with a particular brand can determine the brand traits that are paired in the future context.Related to that, Sharma et al. ( 2019) also expressed the same thing in a study.On the occasion, large scale events in various countries, such as expos, provide comprehensive information to enrich the study of destination branding and exposure impact.Infrastructure and economic capabilities attract visitors, so their attitude after the event becomes an added value.More complete reviews feature events that are a significant part of destination branding.Most destinations have developed events as strategic initiatives to strengthen brands and attract tourists.Trošt et al. (2012) have observed tourism events as an appropriate strategy for planning and helping destination-destination look different in competitive markets.Capriello (2018) reflects on the managerial involvement and approach of stakeholders in formulating destination development planning strategies.Complexity contributes to the conceptual marketing event as an instrument to penetrate tourism sustainability.In principle, there is a sponsorship role by increasing the fundamental problems in venue marketing management for small scale events, so it needs to be encouraged by the dominant strategy that involves visitors and event sponsors.Font & McCabe (2017) clarify that the sustainable tourism marketing model can got using well intentioned marketing techniques and skills.Destinations must understand market needs, identify more persuasive ways of communicating and design unique products to bring about changes in visitor behavior.Fundamental evidence concerned with sustainable tourism marketing in a complex, innovative, broad, and creative manner.

Frameworks and Hypotheses
The accuracy of the study lies in measuring the extent of influence in event management, sustainable tourism, and destination branding so that the framework developed in Figure 2. From here,

Figure 2. Research Framework
The hypothesis is a provisional assumption to estimate the findings before in-depth investigation (Jussem et al., 2022).Given the importance of this section, the hypotheses refer to both theoretical and empirical references, so we proposed it: Hypothesis 1: There is a significant effect of event management on sustainable tourism.Hypothesis 2: There is a significant effect of sustainable tourism on destination branding.Hypothesis 3: There is a significant effect of event management on destination branding.Hypothesis 4: There is a significant effect of event management through sustainable tourism on destination branding.

Research Instrument
Data collected with the support of primary data and surveys.We arranged the questions about the questions in a questionnaire, where there is a scale of 1 (lowest) to 5 (highest).Pusriadi et al. (2021) distributed indicators on the Likert scale, including: terrible (1), bad (2), moderate (3), good (4), and very good (5).

Measurements Actualization of concepts Event management
Thematic brand, overall brand, destination brand, investment brand, communal brand, visionary, uniqueness, consistency, and communication.Baker & Cameron, 2008;Chatzigeorgiou & Christou, 2016 Sustainable tourism Access, accommodation, attractions, activities and facilities.Camilleri, 2018;Jiuhardi et al., 2023;Sukaris et al., 2020 Destination branding Promising prospects, involvement of local communities, prioritizing environmental insight, active role of government, quality for personnel, monitoring and evaluation of objects, market share, existence of visits, and acceptance in the service and hospitality sector.
Fajriansyah & Darma, 2017;Suharto et al., 2019;Darma et al., 2020 To identify respondents' perceptions of the Likert scale, channeled through the size in each variable.│ 183 destination branding variables based on the items.Operationalization will enrich the concept to avoid misunderstanding so that it differs from previous studies.Interaction matching between sample data was instructed to be three phases: scoring the questionnaire, testing the validity, testing the reliability.Normally, questionnaire scoring is grouped according to the lowest to the highest scale.In predicting the validity of the data, it is varied with the Anti-Image Correlation (AIC) and Cronbach's Alpha (CA) diagnosing reliability.Three classifications for variables depending on the conditions.The types are the independent variable, the dependent variable, and the moderating variable.According to Tuckman (1965), the independent variable is the variable that causes the change or the emergence of the dependent variable, while the dependent variable is the variable influenced by the independent variable, and the intervening variable acts to influence the relationship between the independent variable and the dependent variable which theoretically becomes an indirectly (Pokhariyal, 2019).From this, Figure 3 has showed that event management is an independent variable that can affect the dependent variable (sustainable tourism and destination branding).Then, Figure 4 illustrates the direct influence of sustainability tourism as an independent variable, and destination branding represents the dependent variable.The relationship between event management and destination branding indirectly 184 │ explained the arrows that do not describe the effect through sustainable tourism.In particular, the fourth hypothesis emphasizes sustainability tourism as an intervening variable in this relationship (see Figure 5).

Data Collection
Because of this study that is concentrated with a direct survey approach, the object of respondents is those who understand the conditions of tourism destinations in Samarinda City, so that interviews shown to local communities who also live in the study area.For this reason, the basis for the sampling situation is incidental sampling and purposive sampling techniques.Besides demographic and cultural factors, it also required respondents to meet the specified characteristics, namely social factors, where they are at least 20 years old, because we consider them adults and able to answer all forms of questions.It presented the study locations in Figure 6.Procedures related to interview time need to be considered.Given the known characteristics of the sample, the time to focus on local events is on "The 354 st Anniversary of Samarinda City", to be precise on 21-22 January 2022 organized by the government.We limit the number of respondents to 200 informants comprising the committee and carnival visitors.To make things easier, we divided them into three teams.Data processing techniques use Microsoft Excel and IBM SPSS to tabulate the responses of respondents in question items.After that, it interpreted the data through multiple analyses.The projection of the relationship of each influence between variables not only explains the effect directly but also sees the impact indirectly (e.g.Stage et al., 2004;Baron & Kenny, 1986).We coupled the assessment of the four proposed hypotheses with the differences in the characteristics of the variables.
From the data collected, then we starting analyse from the demographics of the respondents, descriptive statistics, and confirmation of the hypothesis.The description of respondents summarizes the profile of respondents based on gender, generally, 55.5% of them are women.Uniquely, their average age is between 20 years and 40 years, where for the interval 31 years-40 years they tend to dominate, namely 30% and 63% of them as carnival visitors.Table 2 also highlights the main occupations of respondents, 41.5% of whom were company employees and had the opportunity to attend the "Samarinda City Day" carnival 4 times or 47%.The welfare of the informants, as assessed by income per month in nominal units, is relatively balanced on average.In proportion, the average income of the respondents was above IDR 3,000,000 (41%), followed by income below IDR 2,500,000 (30.5%) and IDR 2,500,000-IDR 3,000,000 (28.5%).Althalets et al. (2023) and Stefano et al. (2021) verifies that the origins of the birth of the Samarinda City began with the rapid development of the "Kesultanan Kutai Kartanegara ing Martadipura", the majority of which built and inhabited the kingdom around the Mahakam River zone.If you look at history, in the 13 th century AD which is estimated to be between 1201-1300, before Samarinda became popular as it is now, population growth was spread across six locations: Mangkupelas (Mangkupalas), Sembuyutan (Sambutan), Luah Bakung (Loa Bakung), Karamumus (Karang Mumus), Pulau Atas and Karangasan (Karang Asam).The mention of these six villages is recorded in a letter/manuscript of "Salasilah Raja Kutai Kartanegara" written by Khatib Muhammad Tahir on February 24, 1849 AD.In substance, the naming of "Samarinda" is calibrated by the oral traditions of the Samarinda people whose background is based on the surface position of the Mahakam River which stretches along the coast of the city's mainland.In the past, when the river rose, the suburbs always sank.

D. RESULTS AND DISCUSSIONS
In terms of topography, the track of the Mahakam has been filled up many times until now it has increased by 2 meters from its original height.In short, in the lens of regional administration, Samarinda was founded on January 21, 1668 on the day the Bugis Wajo tribe arrived in Samarinda Seberang and is claimed to be the first modern civilization, so it is designated as the birthday of Samarinda City.Of the transmigrant group, the most well-known figure is "La Mohang Daeng Mangkona", a leader who is considered one of the early founders of Samarinda.The legal basis in the geographical regulation of Samarinda City is inseparable from the Law of the Republic of Indonesia Number: 27 of 1959 concerning "Extension of the Formation of Level II Regions in Kalimantan".
In boosting the local cultural reputation as well as honoring the services of Samarinda's founders and heroes, the Youth, Sports and Tourism Office always commemorates the birthday of Samarinda City every year.Even though the last 2 years (2020-2021) were not enthusiastically triggered by a pandemic outbreak, 2022 received magnificent enthusiasm from all walks of life.The spectacular appreciation began in 2 days through the holding of several competitions that are identical/iconic with Samarinda including: road running competition; ketinting boat race championships, tournaments for several sports, culinary exhibitions, regional music and dance parades, or other committees initiated by the local community.To accommodate the people's enthusiasm for this festival, the government has established a "regional holiday" every January 21-22.Just like "National Independence Day", the agenda on the first day is a service ceremony, followed by various competitions.
It did not take long; subsequent investigations calculated the yield of descriptive statistics.This is very important, considering the method aims to report, interpret, and analyze the distribution of the data patterns under study.Gujarati (2012) defines the methods related to collecting and presenting observational data, thus providing useful information, which is called descriptive statistics.As a result, the mean, minimum, maximum, standard deviation (SD), and highest variance values for the sustainability tourism variable.For the acquisition of the mean, minimum, maximum, SD, and the highest variance is sustainable tourism.On the one hand, of the five series in descriptive statistics, the lowest is for event management (See Table 3).Table 4 above compares respondents' reactions to the interview questions contained in each dimension and variable.Respondents gave ratings based on the scale.The majority of respondents tend to choose the "4" option for the event management component (average F = 66.3 respondents/33.2%)as well as the destination branding component (average F = 59.2 respondents/29.6%).Another alternative answer is stated in option "5" for the sustainable tourism component (average F = 68.6 respondents/ 34.3%).The similarity is that of the three components, relatively few respondents articulated the question in option "1".If dissected in parallel per component, the lowest to the highest score is found.In reality, from the event management component, the highest frequency was 98 respondents (49%) channeling option "4" for item EM.8, while the smallest status was that none of the respondents paid attention to "option 1" for item EM. 6 and "option 2" of EM.8.Another fact is that there is a gap in the sustainable tourism component, where the largest is option "5" for item ST.4.Contradictively, 99 respondents (49.5%) tended to give a choice to that item, but there were also participants who did not respond to "option 1" in items ST.3 and ST.4.This indicates that there are significant differences in the level of knowledge of the informants during the interview process.From the last component (destination branding), it is known that 98 respondents (49%) chose option "5" in item DB.4.Then, for options "2 and 1" in items DB.3 and DB.8, it is certain that none of the respondents highlighted these two questions.The parameters in "validity testing" are based on the relationship between the indicators in forming the construct which is modified based on the 50% threshold (Abdullah, 2019).Statistical output found that 23 indicators built 3 variables with a correlation above the criteria (AIC> 0.5).Substantially refers to examination per dimension, proven if 2 items on event management (EM.6) and destination branding (DB.2) whose correlation scores are below the requirements (AIC <0.5).The only thing that has been spared/passed from the set threshold is  The next component plans and tests the hypothesized design, if the models that have built are appropriate.The first criterion used in multiple regression analysis must meet the probability standard of 5% or at table of 1.96 (ρ <0.05).Second, there is also a "reliability" test that shows an instrument in a certain model in order to reveal information from question items answered by respondents that can trusted as a data collection tool.Livingston (2018) stipulates that the basis for decision-making in this test is that the CA value must be greater than 70%.
From Table 5 we can classify the study model as workable.In the performance corridor for the three relationships that proposal event management for sustainable tourism, sustainable tourism for destination branding, and event management for destination branding revealed to have had a significant effect.The probability level of all three is less than 5% and it is in the right direction.The feasibility of variable instruments accommodated by the CA value at least meets the standard, because it is above 70%.Against this positive note, the results also inform that the coefficient of determination (R2) of fit in the regression model is 85.9%.We can see that the correlation on the variables is very strong and 14.1% of them are residuals or factors outside of that and not explained in this relationship.Interpreting the direct effect in Table 5, it includes the expansion of this model in partial, mediated, which should investigate the role of sustainable tourism variables indirectly in influencing event management on destination branding.Simply put, the calculation of the indirect effect is by multiplying the coefficient of event management on sustainable tourism and the coefficient of the influence of sustainable tourism on destination branding.The standard error in both effects is also input into the single test.Referring to Table 6 confirms that sustainable tourism considered the right variable in influencing event management on destination branding significantly.
Referring to empirical studies, we conclude that event management has a significant impact on sustainable tourism (H1-accepted) and event management also has a significant impact on destination branding (H2-accepted).Then, sustainable tourism also has a real impact on destination branding (H3accepted) and event management has a significant effect on destination branding through sustainable tourism (H4-accepted).Mair (2015) addresses the benefits of festivals as an opportunity to train creativity because what it displayed must really give a beautiful and unforgettable impression.If a country and certain regions can encourage scheduled festivals and events, it will help their "branding" get better.They will easily recognize the city, cleaner because you feel that there are always guests coming, and will continue to learn to improvise from time to time (Kişi, 2019).
Although Samarinda not well known as a tourist destination compared to other regions, it has improved "local branding", so that it has concentrated its identity as a region on natural resources, but it can also change the attractiveness of art potential.With these activities, we hope they will reform the Festival Economy: The Impact of Events on Sustainable Tourism Purwadi Purwadi, Dio Caisar Darma, Made Setini Jurnal Kepariwisataan: Destinasi, Hospitalitas dan Perjalanan, Volume 7 Number 2, 2023: 178-195 │ 189 government bureaucracy to be more responsive regarding relevant issues (Mardiany, 2017).Unfortunately, the public's opinion has also questioned the dynamics surrounding the beauty of the city, spatial planning, public facilities, and cleanliness.The meaning behind a cultural event can become a catalyst to other sectors in order to increase regional revenue.
Indeed, Samarinda City could not become an example of success in organizing an event, but at least it can present extraordinary performances (Widiastuti et al., 2020).Today, Samarinda has changed its image from what was previously less impressive to the other way around.This has become a reference for other regions in Indonesia on how to manage the bureaucracy, involve the wider community, and revitalize the tourism sector.
Most of the visitors who come to Samarinda come from inside the city and some outside areas such as Bontang City, East Kutai Regency, West Kutai Regency, Mahakam Ulu Regency, and Kutai Kartanegara Regency.The existence of these tourism objects is still very dependent on the local government through the management and mobilization of funding related to the management of human resource management and infrastructure, even though some objects are owned by individuals with government guidance (Prakoso, 2018).This condition causes some tourist sites to poorly maintained, which is marked by damaged facilities, lack of visitors, and inadequate infrastructure facilities to the location.Purwadi (2015) highlights tourism management policies with a partnership model that has not fully worked out according to the ideal.We mostly concentrated on those who come to Samarinda in the hotel sector because of business matters and only a few of them visit tourist objects so that the service sector does not contribute significantly to the tourism sector.Unlike tourist objects in Bali, which are in the world's spotlight, because the government provides attractions with shows from local talents and events at national and international levels that attract tourists to visit there (e.g.Wardana et al., 2021).It is hard work for Samarinda City to determine the right policies so that tourism potential can give a positive image to all elements.
Tourism trips to Samarinda City are also not very good.This expectation is marked by the government's efforts to shift the dominance of coal mining, which has been the mainstay of the economic structure in Samarinda City to tourism, which is still difficult to materialize (Darmawanto & Zaini, 2018;Sanjaya & Kartono, 2014).The reason is, it still faced this sector with various obstacles.This makes the development of tourist destinations in Samarinda City not optimal.In the last few years, it has been difficult for tourists to reach the target.
Another problem is supported by data from the Central Statistics Agency of Samarinda City (2021) which highlights that tourist visits to Samarinda City have increased in 2019 with an average of around 16.8%.This acquisition was higher than in 2018.The highest number of visitors from abroad than domestic visitors in October 2019, where those from local or still around East Kalimantan recorded to show an increase in tourism activities in May 2018.It was noted that in October 2019, the enthusiasm of visitors from abroad to destinations in East Kalimantan was more dominant than those who came from domestic.However, in May 2018, it shown that local visitors or those who live in East Kalimantan were higher than overseas visitors.The two periods that feature visiting activities are inseparable from their different major goals, such as traveling, business motives, or studies.The growth rate of Gross Regional Domestic Product (GRDP) based on current prices from the tourism sector is still less than the mining and quarrying sector.In aggregate, in 2020, the total GRDP in Samarinda City is at the level of IDR 66,542,454.84 million, where the largest distribution of economic growth is through the mining and quarrying sector, i.e 10.94%, while the tourism sector only contributes 2.94%.

E. CONCLUSION
One festival that is held in Indonesia is that we can learn from Samarinda, which recently held a carnival as part of the "City Anniversary Day" celebration.This has brought Samarinda to the attention of the public, especially in the category of "good governance" and public policy innovation, where the holding of the carnival could move several stakeholders (not only from the government), but the local community to collaborate in the success of an event being held.Basically, this findings justify that the more sustainable tourism is promoted, the more destination branding will grow by 46%.In line with that, the more event management is improved, the automatic growth of sustainable tourism and destination branding will reach 25.2% and 41.1%.Also, via sustainable tourism, event management has a positive impact on destination branding up to 11.5%.From a series of analyzes, this study raises themes related to event management, sustainable tourism, and destination branding in different spaces.In the universal literature, these three landscapes are not fragmented separately or attached to one series.Therefore, the novelty of the research lies in the integrally reconstructed theoretical roots.In the analogy of tourism sustainability, the general concept only focuses on 3 things: social, environmental and economic, but from this scientific work, it also implies other matters beyond that, such as supporting infrastructure.
Another success that can be achieved is the impact of soft diplomacy, so that investors are also interested in moving the tourism sector.By holding an event, encouraging local talents to exist and grow creatively with their local heritage and cultural wisdom.Finally, the event is also a medium to encourage local economic activity, particularly in the business sector.Branding and promotion factors will attract tourists to come, as well as a shift to developing new business potential.Literally, the paper has a weakness in the adopted premise.Through this moment, the direction of future work needs to clarify the gaps in the literature from a more balanced viewpoint.Take for example, the case of destination branding, where the variable has a growing literature from each phase of indicator development.Understanding this situation, is also considered in improving indicators on event management.Learning from a contemporary Samarinda festival, it is suggested to scholars who are concerned with the tourism discipline to widen, introduce, or improve the existing synthesis.
Samarinda certainly has a lot of potentials that deserves to exhibited as festivals because it is an alternative process to entertain local people.This is a matter of pride for the cultural wealth possessed by the local community.This study also to recommend improvements to professional festival management through the concept of sustainable tourism and, it will have multiple effects (economically and socially) comprehensive.As part of regional branding and promotion, organizing the carnival must also have a professional vision and mission and involve all levels in the tourism sector.Arriving at the end, they also need to explore creativity and learning tools that are of high value for development.The creation of a continuous festival or event will bring important changes.

Figure 3 .
Figure 3. Flow in the first hypothesis and the third hypothesis

Figure 6 .
Figure 6.Sampling Location Source: Authors own documentation

Festival
Economy: The Impact of Events on Sustainable Tourism Purwadi Purwadi, Dio Caisar Darma, Made Setini Jurnal Kepariwisataan: Destinasi, Hospitalitas dan Perjalanan, Volume 7 Number 2, 2023: 178-195SSN 0000-0 188 │ sustainable tourism.This phenomenon detects if the indicators on the components of sustainable tourism are strongly correlated and have a close dependence.