<![CDATA[The management of tourism villages requires a collaborative governance approach, as it involves multiple cross-sector actors with diverse interests, resources, and capacities. This study aims to analyze the practice of collaborative governance in the management of Ponot Waterfall Tourism Village, Toba Regency, using the Cross-Sector Collaboration Framework developed by Bryson, Crosby, and Stone. The research employed a qualitative approach with a case study design. Data were collected through in-depth interviews, field observations, and document analysis involving key stakeholders, including the village government, Village-Owned Enterprises (BUMDes), youth groups, local communities, and private-sector actors through Corporate Social Responsibility (CSR) programs. The findings reveal that cross-sector collaboration emerged as a response to the tourism village’s economic potential and the complexity of the public issues faced by the community. However, the collaboration continues to encounter challenges related to governance institutionalization, strategic decision-making mechanisms, and accountability systems. Although the collaboration has contributed to increased community participation and local economic activities, these achievements have not yet fully supported the development of a sustainable tourism village based on the smart village concept. This study highlights the importance of strengthening governance structures and collaborative accountability mechanisms to enhance the sustainability and effectiveness of tourism village management.]]>
