Independent village status is the highest achievement in the classification of village development that shows strong social, economic and environmental resilience. Tanjung Harapan Village is the only village in Lingga Regency designated as an independent village in 2023. This study aims to analyze the capacity of the Tanjung Harapan Village Government in achieving this status using the organizational capacity theory of Horton et al. (2003), which emphasizes two main aspects, namely resources and management. This research uses a descriptive qualitative approach with data collection techniques through interviews, observation, and documentation. The results showed that in terms of resources, the village has adequate infrastructure and has begun to apply digital systems in administrative management, although there are still network constraints. In terms of management, the village head applies open leadership, involves the community in planning, and manages finances transparently. Capacity building of village officials is also carried out through training and periodic evaluations. In conclusion, the Tanjung Harapan Village Government has demonstrated adequate capacity to support the achievement of independent village status. However, there is a need to increase cross-sectoral cooperation and strengthen digital infrastructure to support the sustainability of village development.
 

The establishment of Village-Owned Enterprises is a way to innovate in improving village development, especially in the economic sektor. The reality is that many villages are not ready to manage and even develop BUMDes. This research aims to find out how the development strategy carried out by BUMDes Mitra Karya Sejahtera as one of the BUMDes with developing status in Bintan Regency. The type of research used is descriptive research with a qualitative approach. Then the data collection technique was carried out by interview, documentation and observation.The results show that this BUMDes does not have a clear mechanism in identifying problems, and problems are often handled traditionally through deliberation. The main obstacles in the development of BUMDes business units include the impact of the Covid-19 pandemik, limited capital, and less strategic business locations. While development strategies such as legal entity registration and organizing events have been proposed, implementation has not been optimal. BUMDes have made efforts to realize the strategies, including capital strengthening, HR training, and expansion of business units. However, the impact of these efforts is still not maximized due to limitations in implementation and unsustainable activities. Effective monitoring and evaluation have also not been implemented, given that evaluations are conducted informally and unscheduled.