Tourism development requires strategic management in order to improve the economy of the community. The same commitment and vision must be shared by all managing institutions, including tourism awareness groups, village-owned enterprises, youth organizations, and village governments. Institutional management, potential mapping, financial management that has not been systemized, and the lack of a marketing strategy and long-term tourism sustainability are some of the challenges in pioneering and developing Banjarandap tourism. As a result, efforts have been made to establish an institutional structure, the formation of a vision and mission, potential mapping, licensing of tourist sites, management of tourism development strategies, financial management training and assistance, marketing training and assistance, and long-term sustainability through the use of technology. The contributions and benefits obtained by partners and the community are improving the quality of sustainable village tourism management, improving socio-economic conditions, improving morals and character, as well as community education through mutual cooperation and mutual concern for welfare and peace in Banjaran Village.

This study aims to analyze the problems that occur in the management of tourism villages and develop strategies and solutions to overcome existing problems. This research was conducted in Banjaran Village, Purbalingga, Indonesia. The study was conducted using a mixed research method, namely qualitative-quantitative; this method was used to capture the value or view of experts and practitioners about Tourism Villages in Banjaran Village, Purbalingga Regency. The analysis used in this study is the ANP (Analytic Network Process) method. The respondents selected in this study were experts, practitioners, academics, and regulators competent in tourism village management. The results showed that the problems that arise in developing tourism village potential are five main aspects: Human Resources (HR), capital management, institutions, conflicts of interest, and promotion. The priority solutions offered and considered to be able to solve problems in the development of tourism village potential are divided into six keys, namely, for the resolution of HR problems by increasing HR competence and then recruiting competent workers. In capital management, the solution is to do systematic bookkeeping, make appropriate regulations, and carry out regular coordination, communication, and deliberation. The answer to the conflict of interest problem is to put the community’s interests first and then agree. As well as solving problems in the promos aspect by disseminating event info and publishing management documentation. Strategy Criteria in the Development of Tourism Village Potential is carried out through five primary elements human resources, financial and capital management, institutional/organizational structure, conflicts of interest, and promotion. Through these five important strategic aspects, it can overcome existing problems.