Analysis of Village Resources in Realizing Sustainable Village Development: A Case Study of Bontorappo Village, Arungkeke Village And Pattiro Village, Jeneponto Regency, South Sulawesi

The government's policy regarding the implementation of sustainable village development is an effort to accommodate the application of local wisdom in the implementation of development, and as a strategy to achieve 74% of the implementation of the national SDGs. This policy is determined by looking at the potential resources owned by the village. This research will analyze village resources in supporting the realization of sustainable village development. The research data is not only sourced from information obtained from interviews but is supported by the results of studies from various kinds of literature such as regulations and journals as well as observations. The data obtained, after going through the analysis and triangulation process, shows that the government's belief in village resources can realize sustainable village development has not been proven. Human resources as the key to successful development have many shortcomings in terms of governance, knowledge, and skills. The Village Government cannot take advantage of its potential to increase income. The development carried out so far only supports approximately 45% of the sustainable village development goals. The government needs to maximize efforts to build village government capacity so that the objectives of sustainable village development policies can be achieved.


INTRODUCTION
Sustainable Development Goals (SGDs) in Indonesia have been ratified as National Sustainable Development Goals, which are regulated in Presidential Regulation Number 59/20172017 (Iskandar, 2020). The formulation of the SDGs uses a participatory and inclusive approach, which focuses on local wisdom, by involving stakeholders. In the national mediumterm development planning document, (RPJMN 2020(RPJMN -2024, 80% of development indicators have been adjusted to the 17 global SDGs goals (Yulaswati, 2021). However, the implementation of the development is only followed up by the government at the provincial and district/city levels, resulting in gaps in development progress in urban and rural areas (Kemendesa, 2021). In addition, the development carried out is only in the form of infrastructure development, and reforestation, without being accompanied by the use of local wealth as the preservation of resources and the environment in accordance with the main priorities of SGDs in Indonesia (Kemendesa, 2021).
In 2020, through the ministerial regulation of the village minister for Disadvantaged Regions and Transmigration Number 13 of 2020, the government in this case the Ministry of Village, Development of Disadvantaged Regions And Transmigration, initiated the implementation of sustainable development with the theme "Localizing SDGs", with the subject of development being in rural areas. This is done by the government as an effort to accommodate local wisdom in implementing the SDGs Goals. In addition, villages are also considered to have resources and potential that can support the achievement of the SDGs, (Iskandar, 2020).
The implementation of the Village SDGs poses a bigger challenge for the village government. The implementation of the Village SDGs requires a more synergistic, simultaneous, sustainable, and consistent governance. Seeing the ability of the village government in current development, it is feared that the Village SDGs will not be achieved as expected within the stipulated time frame. Currently, the village government is still experiencing difficulties in managing village funds. The realization of the development budget has not been fully adapted to the needs of the community and is managed in accordance with applicable regulations, (Ismail et al., 2016;Jamaluddin et al., 2018). The ability, skills, and knowledge of the village government in implementing the government and development system also still need to be improved (Sulistia, 2017). In connection with the above explanation, this research was carried out with the aim of analyzing one of the reasons for making the village a supporter of achieving sustainable development goals, namely the aspect of resource availability. The findings in this study have implications for stakeholders, especially those related to village resource development policies so that they can support the achievement of goals in sustainable village development policies. The research suggests that the government should make efforts to increase the capacity of human resources in implementing sustainable development so that other resources can be managed properly.

METHOD
In this study, the authors used qualitative research methods. Through qualitative methods, the author tries to reveal phenomena related to the resources owned by the village in realizing sustainable village development, from the perceptions of the authors and informants, the social context, and policies that are in accordance with the research problem. Through this method, the author analyzes village resources by paying attention to human resources, physical resources, and fiscal resources owned by Bontorappo Village, Arungkeke Village, and Pattiro Village, Jeneponto Regency, South Sulawesi.
Informants in the study were selected by taking into account the required characteristics. In addition to information from informants, research data also comes from direct observations and various literature related to the research topic. Any data that has been collected will be reduced. Data that is not related to the research topic will not be stored, but when the data is related to the research topic, the researcher will triangulate the data. This is done to determine the level of validity of the data. Triangulation carried out is the triangulation of methods, sources, and finally triangulation of theory. The next step taken by the researcher is to present the data in the form of narratives, tables, and figures, this is done in order to make it easier for readers to understand the contents of this paper. The last stage carried out by the author is making conclusions, by interpreting the resource problems that exist in the village in relation to the implementation of sustainable village development. All stages of data analysis described are using a technique from (Miles et al., 2018) namely Interactive Model Analysis.

RESULTS AND DISCUSSION
This study, as described in the previous research method, will analyze the availability of Human Resources, Physical Resources, and Fiscal Resources. This is because the results of the study show that these three aspects are closely related to the achievement of sustainable village implementation, (Village SDGs).

Human Resources
Indeed, the success of the implementation of development lies in the human resources owned (Notoatmodjo, 2008;Siregar, 2017). All development processes require human intervention, from planning, and implementation to development evaluation. The potential of abundant natural resources in each village will be of no value if there are no human resources to manage them properly. The human resources needed by the village government in realizing sustainable village development, according to the author's view, are human resources who have competence, knowledge, and innovative thinking, as well as an adequate number.
The rules on Villages and Village Government, (Law No. 6/2014, Government Regulation No. 43/2014, and Minister of Home Affairs Regulation No. 84/2015 it has been explained in detail the structure of village government needed in managing village development. Concerning these regulations, the authors summarize the suitability of the regulations with the realization of the Village Government structure owned by the village government which is the locus of research, as shown in the table below: The table above shows that the number of human resources involved in village management is no more than 20 people. If this number is related to the area that must be managed, the number of communities that must be fostered and empowered as shown in Figure 1, as well as the burden of sustainable village development that must achieve 18 objectives, of course, burdens the task of village officials.

Figure 1. Area & Population of Research Location
Source: Processed by the Author, 2022 Based on the results of the research, it is known that those who are part of the Village apparatus, and those who are in the election of the Village Head provide support. If in the election they do not provide support, then there is a great opportunity for village officials to be replaced. Although the regulations related to Village Administration have regulated the mechanism for changing the Village apparatus, in fact in the field it is not implemented. Moral pressure is one way to replace village officials without violating existing policies.
The results of the study also found the fact that human resources who play a role in the implementation of sustainable village development still have several shortcomings, as summarized in the following table: Based on the information shown in table 2, it is known that village officials generally have the same problems related to competence, knowledge, and performance. According to information obtained from informants, it is known that these problems are caused by the absence of training and activities carried out by the district government and village governments that can improve the skills and knowledge of village officials. Furthermore, from the information obtained, the training provided to village officials every year is only related to the formulation of development plans.
In relation to the Village SDGs, based on information obtained from informants, the village government and village officials know more about the Village SDGs from the Village Facilitator. The Regency Government lacks the initiative to provide socialization related to the Village SDGs so until now both the Regency Government and the Village Government have not provided training to village officials related to the Village SDGs. So far, in formulating development related to village SDGs, village officials only expect assistance and guidance from village assistant officers.

Physical Resources
The implementation of sustainable village development focuses on three aspects of the 18 development goals, namely aspects of social, economic, and environmental development. To achieve these three aspects, facilities and infrastructure are needed. The following is a description of the existing facilities and infrastructure at the research location and their relation to the Village SDGs

Fiscal Resources
According to the results of the interview, it is known that the source of income used by the village government in financing the implementation of development, generally comes from the Village Fund budget, Regional Tax Revenue Sharing, and District Levies, as well as Village Up to now, Pattiro and Bontorappo villages have not maximized the function of BUMDes as village business institutions. To the confession of the Bontorappo Village Secretary, the human resources who manage Bumdes do not commit so the business that was once run did not run smoothly, so the business had to be closed. Furthermore, the Village Secretary also said that in the future the management of BUMDes will be more optimized with a new organizational structure, through empowering human resources who have a business spirit. As for Pattiro Village, according to the information obtained, only this year the village government will start managing BUMDes. This is because BUMDes' capital investment has only been budgeted for this year.
Despite having a source of income with a fairly large value, the village government still complains about the inadequacy of the budget in financing village development. This has been felt the most since the covid 19 pandemic. From the total village fund budget they have, according to the Minister of Finance Regulation No. 94/PMK.07/2021 and Regent Regulation No. 3/2021, 40% of the budget must be allocated for Direct Cash Assistance given to communities affected by the pandemic. In addition, according to the informant's statement, 8% of the existing budget is also allocated to finance covid prevention.
From the presentation of research results, it is known that the resources owned by the village today are still unable to encourage the implementation of sustainable village development. Although the government considers that the village has the potential that can support the achievement of SDGs goals in 2030, the facts on the ground show different things. Of the 18 village SDGs goals, only 5 current objectives can be implemented with the willingness of resources owned.
From the results of the research presented above, the authors stated that the village government with all the potential owned was not ready to carry out sustainable village development, through the achievement of 18 village SDGs objectives. Human resources that are the driving wheels of development are unable to manage other resources. Research conducted by (Bircan & Gençler, 2015) it was revealed that sustainable development has a close relationship with the capacity of human resources. Sustainable development seeks to balance human resources with other resources, through better arrangements, so as not to damage other resources for the next generation. As a determining factor for the success of development, it is human resources that determine this balance, not only in the socioeconomic aspects but also in aspects of the local and cultural environment (Bircan & Gençler, 2015).
Seeing various deficiencies in the aspect of village resources, the government should cooperate with the provincial and district governments to provide guidance, training, and provision of knowledge to village officials. Village management is not as easy as we imagine. Although the village level is considered the lowest in the management of national development, the level of difficulty is relatively high. Because rural management must pay attention to the sociocultural adopted by the local community (Hastangka et al., 2019). In addition, the village government is managing development without assistance such as the city government. For example, in urban areas carrying out agricultural development, the mayor or regent has the head of the agricultural service, and his staff assists in formulating development planning and carrying out agricultural development. Conversely in the village only carried out by a few people with a low level of understanding, skills, insight, and experience (Permatasari et al., 2021).
This study also found that in the appointment of village officials, the village government has not fully implemented the existing policies. In addition to paying attention to educational and age requirements, the process of appointment of village officials must also pay attention to other requirements following the socio-cultural values of the community and obtain written recommendations from the subdistrict head. But what happened was that the village government in the appointment of village officials was more based on the factors of emotional and chaotic relations (Abdul Rohman, 2020;Faturahman, 2018). This later became one of the causes of the low competence of village officials.
Related to village income, the government only depends on village funds and district taxes. The village government does not yet have a large initiative to manage existing natural resources and establish a business institution following government regulations, namely BUMDes. Research conducted by (Arifin et al., 2020;Permatasari et al., 2021) explained that when the village government could optimize the use of BUMDes, it could realize the achievement of the objectives of SDGs 1 and 8.
The findings of this research also revealed that the limited village budget is one of the difficulties of increasing the number of human resources working in the village government because the village government does not have more budget to provide income allowances. In addition, the village government can only focus the development plan on the objectives of SDGs 3,4,6,9,16,18 and override several other aspects that are no less important. This can be seen in the physical resources owned by the three villages that are the research location.
If you look at the research conducted by (Permatasari et al., 2021) it is known that the government has provided detailed guidelines for setting priorities for the use of village funds in village development activities. Although the regulation has not yet been put on the agenda for the SDGs, the priority of village development plans in the regulation, if it can be mapped out properly, can realize the 17 Village SDGs agenda. SDGs 18 namely Dynamic Village Institutions and Adaptive Village Culture are not included in the priority setting in the ministerial regulation of the village minister for Disadvantaged Regions and Transmigration Number 16/2018, because it is an additional goal.

CONCLUSION
Based on the presentation of the results of the research and the discussion that has been described previously, the conclusions that can be drawn from this research are that village resources are currently unable to support the achievement of sustainable village development. Human resources have a low capacity, so this has a direct impact on the use of other resources. The realization of the use of the village budget and the development of existing facilities and infrastructure are not scheduled to achieve the 18 SDGs goals simultaneously in the Village Medium-Term Development Plan. In addition, the government also needs to pay attention to the organizational structure of the Village government, related to the number of village officials that are not proportional to the workload in order to achieve the SDGs Village goals and the village apparatus recruitment system.
The policy of increasing sustainable village development must be accompanied by a policy of developing human resource capacity in the village. The ability of village officials in 448 Jurnal Ilmiah Ilmu Administrasi Publik: Jurnal Pemikiran dan Penelitian AdministrasiPublik Volume 12 Number 2, July-December 2022. Page 439-449 mapping the use of village budgets need to receive training so that the use of the village budget can be prioritized in achieving the goals of the SDGs.
The establishment of village business institutions must be supervised so that each village realizes policies on BUMDes development. When this can be implemented properly, the village can have other sources of income to finance the implementation of sustainable village development.