Communal land is one of the village assets that can be utilized for the beneit of the public, and it can be managed by an enterprise owned by the village, devoted to creating self-reliance of the village. Law No. 6 of 2014 on the village, mandated the management of the village assets in the form of Village-Owned Enterprise (BUMDes), in West Sumatra, it is called Nagari-Owned Enterprise (BUMNag). Nagari Lubuk Malako has several business ields managed in the form of village cooperative, which later transformed into BUMNag. This paper is the result of a research aimed at describing and analyzing how the collaboration was undertaken by many stakeholders in Nagari, in the formation and development of the BUMNag. With the descriptive qualitative method, through analysis of the data in the form of etic and emic, Nagari Government of Lubuk Malako succeeded in changing the form of the management of the business ield of smallholding plantation, to be managed by BUMNag. Changes in the form of management are the result of governance collaboration in Nagari. Stakeholders in Nagari, namely indigenous community, private irms, and youth leaders, worked together to increase participation in doing the vertical and horizontal collaboration, and made networking to push Wali Nagari (Head of Nagari) as the governmental component in order to facilitate the formation and development of BUMNag.

One of the positive values of the implementation the regional autonomy is local government has the authority to plan and budget for development in its area. The flexibility in preparing documents for planning and budgeting held by local government does not significantly affect the effectiveness regional development planning process. Long process of drafting the planning and budgeting document requires the synchronization of programs and activities of the various documents produced. Analysis to the documents of planning and budgeting in South Solok provide evidence that the programs and activities of development in the region are still not in sync between one policy with others, ranging from the planning document (RKPD) to the budgeting document (KUA-PPAS and APBD).Some programs and activities appear suddenly in the budget documents, while the programs and activities do not exist in the planning documents, and vice versa. Besides inconsistencies of programs and activities in the planning and budgeting documents, there are also a number of problems in these documents, such as the quality of the activities are still low and the activity target that are not measurable. The condition will be worse because of political interference which occurs during the process of drafting, both derived from the chief executive and the legislature. For the future, to make the better development planning, local government must rebuild the organizational structure, the mechanism of action, and coordination in planning agencies. Job description in the division systems of Planning Agencies is often implemented to be a rigid planning. As a result, there is fragmentation, divisions, and selfishness in divisions at planning agencies when they draft planning and budgeting documents. This condition is certainly not helpful to planning process, because however, planning and budgeting process needs integrative, comprehensive, and holistic work.

This pandemic period is the most difficult period for local governments, especially the pandemic has been going on for almost one fiscal year. The sudden arrival of the pandemic has forced the government to do budget refocusing. This study specifically wants to describe the dynamic governance capabilities of local governments in formulating regional budget policies during the pandemic or after the Covid-19 outbreak ends, so that in the future fiscal year, agile bureaucracy will be built in the regions. Another objective of this study is to describe the fundamental problems that occur in the budget formulation process and offer guidance related to how to solve problems in the budget preparation cycle for the 2021 fiscal year. The focus of the study is on the process of making budgeting policies in the regions, not on fiscal policies. This study uses a qualitative descriptive method, with data sources entirely obtained through secondary sources, so that this study can be called a literature research. The results of this study found that within the framework of thinking a head, local governments must be able to applicate using existing budgetary flexibility and exceptional spending procedures to fund first, so that the programs and activities to be carried out can be more flexible. Another thing that was found was the accelerating revision of regional finance regulation to secure a budget for the response through. During this pandemic, local governments continue to carry out planned programs and activities, so that regional budget absorption can be achieved and the economic life of the community can continue to develop.

This research aims to generate general picture of Direct Election for Regional Leader's (Pemilukada) funding, identify the main problem concerning Pemilukada budget, and suggest practical recommendation on managing Pemilukada budget. This is a qualitative research, using the data collection techniques of in-depth interview and Focus Group Discussion, as well as document analysis on Pemilukada budget and Regional Budget (APBD). The location of the research is in Solok and Bandung District. Both are chosen based on their characteristic of Pemilukada budget best practice and their regional fiscal capacity. The result of this research is a model for Pemilukada budget as instructed by the Law that at present has not been effective in minimizing various problems concerning the implementation of general election at regional level. Pemilukada is budgeted in APBD, heavily encumbering regional finance; therefore regional government's work plan should be rationalized on the fiscal year of Pemilukada. Recommendation for a model for funding Pemilukada is to budget Pemilukada through National Budget (APBN).

Transformation of communal land ownership rights is prone to conflict. When the nagari community surrenders their communal land to the investor, the nagari receives a fee or bungo for the use of their communal land in the form of a smallholding plantation. Smallholding plantation which should still be communal land managed by nagari if it originates from nagari communal land, but in reality smallholding plantation can be sold and or transferred its ownership to communities outside the nagari. Many losses arising from the transfer of the ownership. On the other hand, the government does not yet have regulations that can prevent and overcome problems as a result of the transfer of communal land ownership. The local government does not yet have a policy that can maintain the existence of communal land ownership rights when the communal land is used for investment activities. For this reason, an effort is needed to change, influence, and urge local governments to play an active role in maintaining the existence of communal land ownership through the formulation and implementation of policies to protect the existence of communal land ownership. In public policy terminology, the effort to take action is referred to as policy advocacy. Efforts to do ad-vocation for this policy are carried out systematically and organized that can be done by individuals, groups, or an organization. As an applied research with a qualitative descriptive method, all data obtained in the field are coded and analyzed. The analysis results produce a conclusion that the advocacy strategy can be started by changing the perception of public problems by pointing out how public issues are perceived by the community, then defining the problem by pointing to the limitation of the problem by the public itself, and finally by mobilizing support for the entry of public issues / problems into government agenda. It is hoped that with this policy advocacy strategy, the problem of the existence of land ownership for investment after the transformation of communal land ownership can be overcome.