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Since the implementation of UU no. 6 of 2014, the village has considerable authority to develop its territory according to its potential. To optimize development in the village, community participation and all stakeholders in the village are needed, one of which is the younger generation. The young generation is an important instrument in the development process at various levels, with a fairly large number, and is supported by intellectual qualities that are creative, innovative, and adaptive to change to become capital for development in the village. This paper provides an overview of the new format of the youth movement as a step to optimize the role of the young generation in village development through community-based Penta helix collaboration. The method used is descriptive qualitative. The research was conducted at the Ruang Inovasi Jombang community which was considered successful in implementing the Penta Helix concept between the community, government, private sector, academia, and the media in developing and increasing the competitiveness of the village potential-based SME creative industry, so as to reduce poverty and unemployment in productive age in rural areas.

The purpose of this research is to analyze the experience and understanding of village officials with respect to accountability in village fund financial management. Qualitative research methods with a phenomenological approach were used in this study through interviews with the village government in Tlogosari Village, Malang Regency, East Java Province, Indonesia. The results show that the accountability of village fund financial management is realized through the behavior of carrying out duties and responsibilities, greatest utilization of village discussions, and the overall activeness of village communities in supporting the village welfare. This understanding is considered to be in accordance with the Minister of Home Affairs Regulation No. 20 of 2018. Supporting parties of the implementation of village fund financial management, namely the village government, local government, and local inspectorates should increase their commitment and consistency in order to create accountable management of village funds. At the inspection stage, particularly, the regional inspectorate is required to make improvements in the inspection process to maximize targeted development in fulfillment of the village needs.

This study aims to understand the practice of government financial accountability in Kludan Village, Tanggulangin District, Sidoarjo Regency. Village finances are very interesting to study, because of the large amounts of funds released by the centre for the development and welfare of communities in the village. This study uses two forms of public accountability, namely vertical accountability and horizontal accountability. The use of these two forms of accountability is expected to be able to dig deep information for the village government. This study uses an interpretive paradigm with a case study method. The data used are primary data, obtained from interviews with informants and secondary data obtained from documentation owned by the village government. Village culture is also a tool used by researchers in making decisions when observing research carried out. This is because village culture also influences the way the community and village government think about making decisions. The results showed that the village financial accountability vertically and horizontally had been carried out in accordance with the rules of government on 113 of 2014. This was evidenced by the implementation which was carried out in a transparent, accountable, participatory as well as orderly and budgetary discipline. However, there is still a lack of mastery by village officials regarding the recording of accountability reports. The village government tends to have less accountability. This will have an impact on the level of trust of the village community and the welfare of the village environment.  

After the implementation of UU Desa No. 6/2014, villages are now transformed with various authorities, so that villages are required to be able to manage their village potential for the greatest welfare of the community. In addition, the central government's push for the implementation of the SDGs Desa means that villages must focus on the total development of their communities. One of the fundamental aspects that must be owned by the village in order to encourage village development based on village potential is the leadership ability of the village head in managing existing resources. This is the case in Pesanggrahan Village, Kutorejo Subdistrict, Mojokerto Regency, which is a buffer zone for the Ngoro Industrial Park Mojokerto and the Pacet, Tretes and Trawas tourism areas. Not only that, Pesanggarahan Village also has historical and cultural ties that are deeply rooted since the Majapahit Kingdom era. From these 2 (two) things, the Pesanggarahan Village Head is able to encourage fundamental transformations in the community in the context of village development which is not only based on improving the welfare of the community but there are efforts to maintain the customs and culture that exist in Pesanggrahan Village amid the influence of outside culture caused by the current industrialisation that is growing so rapidly in the midst of the Pesanggarahan Village community. This article is the result of research using qualitative methods, looking at how the transformational leadership model of the Pesanggrahan Village Head, Kutorejo District, Mojokerto Regency and also the collaboration taken in an effort to accelerate village development. This article uses two approaches to analyse the transformational leadership model of Pesanggrahan Village Head and the ability to build catalytic collaboration. So that this article can later contribute as one of the references for models that can be developed to encourage accelerated village development based on their potential. Because so far, the fundamental problem in the village is that the government and the village head are less able to find the potential of the village which can then be managed for the greatest welfare of the people in the village.

After the implementation of UU Desa No. 6/2014, villages are now transformed with various authorities, so that villages are required to be able to manage their village potential for the greatest welfare of the community. In addition, the central government's push for the implementation of the SDGs Desa means that villages must focus on the total development of their communities. One of the fundamental aspects that must be owned by the village in order to encourage village development based on village potential is the leadership ability of the village head in managing existing resources. This is the case in Pesanggrahan Village, Kutorejo Subdistrict, Mojokerto Regency, which is a buffer zone for the Ngoro Industrial Park Mojokerto and the Pacet, Tretes and Trawas tourism areas. Not only that, Pesanggarahan Village also has historical and cultural ties that are deeply rooted since the Majapahit Kingdom era. From these 2 (two) things, the Pesanggarahan Village Head is able to encourage fundamental transformations in the community in the context of village development which is not only based on improving the welfare of the community but there are efforts to maintain the customs and culture that exist in Pesanggrahan Village amid the influence of outside culture caused by the current industrialisation that is growing so rapidly in the midst of the Pesanggarahan Village community. This article is the result of research using qualitative methods, looking at how the transformational leadership model of the Pesanggrahan Village Head, Kutorejo District, Mojokerto Regency and also the collaboration taken in an effort to accelerate village development. This article uses two approaches to analyse the transformational leadership model of Pesanggrahan Village Head and the ability to build catalytic collaboration. So that this article can later contribute as one of the references for models that can be developed to encourage accelerated village development based on their potential. Because so far, the fundamental problem in the village is that the government and the village head are less able to find the potential of the village which can then be managed for the greatest welfare of the people in the village.

This study aims to understand the practice of government financial accountability in Kludan Village, Tanggulangin District, Sidoarjo Regency. Village finances are very interesting to study, because of the large amounts of funds released by the centre for the development and welfare of communities in the village. This study uses two forms of public accountability, namely vertical accountability and horizontal accountability. The use of these two forms of accountability is expected to be able to dig deep information for the village government. This study uses an interpretive paradigm with a case study method. The data used are primary data, obtained from interviews with informants and secondary data obtained from documentation owned by the village government. Village culture is also a tool used by researchers in making decisions when observing research carried out. This is because village culture also influences the way the community and village government think about making decisions. The results showed that the village financial accountability vertically and horizontally had been carried out in accordance with the rules of government on 113 of 2014. This was evidenced by the implementation which was carried out in a transparent, accountable, participatory as well as orderly and budgetary discipline. However, there is still a lack of mastery by village officials regarding the recording of accountability reports. The village government tends to have less accountability. This will have an impact on the level of trust of the village community and the welfare of the village environment.  

Since the implementation of UU no. 6 of 2014, the village has considerable authority to develop its territory according to its potential. To optimize development in the village, community participation and all stakeholders in the village are needed, one of which is the younger generation. The young generation is an important instrument in the development process at various levels, with a fairly large number, and is supported by intellectual qualities that are creative, innovative, and adaptive to change to become capital for development in the village. This paper provides an overview of the new format of the youth movement as a step to optimize the role of the young generation in village development through community-based Penta helix collaboration. The method used is descriptive qualitative. The research was conducted at the Ruang Inovasi Jombang community which was considered successful in implementing the Penta Helix concept between the community, government, private sector, academia, and the media in developing and increasing the competitiveness of the village potential-based SME creative industry, so as to reduce poverty and unemployment in productive age in rural areas.

The purpose of this research is to analyze the experience and understanding of village officials with respect to accountability in village fund financial management. Qualitative research methods with a phenomenological approach were used in this study through interviews with the village government in Tlogosari Village, Malang Regency, East Java Province, Indonesia. The results show that the accountability of village fund financial management is realized through the behavior of carrying out duties and responsibilities, greatest utilization of village discussions, and the overall activeness of village communities in supporting the village welfare. This understanding is considered to be in accordance with the Minister of Home Affairs Regulation No. 20 of 2018. Supporting parties of the implementation of village fund financial management, namely the village government, local government, and local inspectorates should increase their commitment and consistency in order to create accountable management of village funds. At the inspection stage, particularly, the regional inspectorate is required to make improvements in the inspection process to maximize targeted development in fulfillment of the village needs.