By: Ethan Shabir Uttara *)
In public policy studies, the success of a national program is never measured by the absence of criticism. Instead, a successful program is characterized by its ability to adapt, accept evaluation, and then make continuous improvements. Public policy literature refers to this process as policy learning, the government’s ability to learn from implementation experiences to produce increasingly effective policies. No large-scale program is perfect from day one, including the nutritional nutrition programs in various developed countries.
Indonesia’s Free Nutritious Meals (MBG) program is now in that phase. After entering the national implementation phase, various challenges have emerged, ranging from governance, distribution, oversight, and budget efficiency. The government has chosen to conduct a comprehensive evaluation and improve various aspects of implementation. This choice demonstrates a more mature policy approach than simply maintaining the status quo or terminating a program whose benefits have been felt by the community.
This commitment was affirmed by Finance Minister Purbaya Yudhi Sadewa, who stated that the MBG is one of President Prabowo Subianto’s priority programs and will not be discontinued. According to him, the government is not reducing its commitment to meeting the public’s nutritional needs, but rather refining its implementation to make it more efficient, more targeted, and provide greater benefits. He also acknowledged that, as a new national program, there are still several shortcomings in its implementation that must be addressed gradually.
This demonstrates the fundamental philosophy of public policy management. The government does not turn a blind eye to the various issues that arise in the field. Instead, evaluation serves as a primary instrument for improving the quality of public services. From an evidence-based policy perspective, such decisions reflect sound governance because policies are adjusted based on implementation experience, not solely on initial assumptions.
One of the improvements currently being implemented is budget efficiency. The government has adjusted the MBG budget allocation from the initial plan of around IDR 330 trillion to IDR 270 trillion. This move is often perceived as a reduction in the government’s commitment to the program. However, the substance is different. Efficiency does not mean reducing the program’s benefits, but rather ensuring that every rupiah of the state budget generates optimal public benefits.
Efficiency is one of the key principles of good governance. The state is required not only to provide public services but also to ensure that the resources used truly add value to society. The success of a program is measured not by the amount of the budget spent, but by the effectiveness of the benefits received by the program recipients.
In addition to budget adjustments, the government is also strengthening the monitoring system for the implementation of the Nutrition Fulfillment Program (MBG). The Ministry of Finance, through the Directorate General of Treasury (DJPb), is now tasked with routinely monitoring the operations of each Nutrition Fulfillment Service Unit (SPPG) in various regions. The results of this monitoring will form the basis for joint evaluations with the National Nutrition Agency (BGN), so that any issues can be promptly addressed before they escalate into larger problems. This approach strengthens accountability while increasing public trust in the use of state funds.
Meanwhile, the National Nutrition Agency is also implementing restructuring measures by temporarily halting the construction of new SPPGs that are not yet operational. This moratorium policy allows the government to evaluate the capacity of existing kitchens, map the actual needs of each region, and ensure more equitable distribution of services.
This move also addresses various criticisms that have arisen in the public sphere. The Head of the Government Communications Agency, Muhammad Qodari, even emphasized that public criticism is a crucial part of the policy refinement process. However, he argued that terminating the MBG program is not a solution, as the program’s benefits have already reached the most needy groups. What is needed is a comprehensive evaluation of its governance, targeting accuracy, service quality, and implementation efficiency.
In line with the principles of adaptive governance, implementation dynamics are based on the program’s primary objectives. From a public economics perspective, Teuku Riefky, an economist at the University of Indonesia’s Institute for Economic Research and Development (LPEM), assesses that the restructuring of the MBG sector is a good first step in strengthening the government’s fiscal space. Although the challenges of national budget management remain significant, efforts to increase efficiency in strategic programs demonstrate a commitment to maintaining a balance between social development and fiscal discipline. This means the government is not only pursuing short-term benefits but also maintaining the long-term sustainability of state finances.
This commitment was reinforced by the President’s Special Envoy for Energy and Climate, Hashim Djojohadikusumo, who emphasized the government’s determination to continue the Free Nutritious Meals Program until its overarching goal is achieved. However, he also emphasized that any program with such noble goals requires strong oversight to ensure its implementation is truly on target. Therefore, the involvement of various ministries, institutions, local governments, and the community is crucial in ensuring the MBG is implemented accountably.
Ultimately, the quality of a public policy is not determined by its ability to avoid criticism, but by the government’s willingness to use criticism as a learning tool. The Free Nutritious Meals Program is now entering a phase of policy maturity, a phase where evaluation, efficiency, oversight, and refinement go hand in hand with a commitment to maintaining public benefits.
*) public policy observer