By: Eleine Pramesti
The Free Nutritious Meal (MBG) program, designed as one of the government’s flagship initiatives, aims primarily to improve the health and intelligence of Indonesian children. This program is a response to the ongoing challenges of malnutrition, stunting, and unequal access to healthy food—issues still plaguing many areas, especially in frontier, outermost, and underdeveloped regions (3T). One strategic step that can be taken to ensure the success of MBG is the optimal utilization of state assets.
In this context, state assets refer to all forms of government-owned resources, including land, buildings, public facilities, and logistical infrastructure managed by both central and local governments. Many of these assets remain underutilized, leaving significant untapped potential to support social programs such as MBG.
State assets can play roles in multiple aspects of MBG implementation. For example, school buildings, which are typically used solely for teaching and learning activities, can be integrated with community kitchens or food storage facilities. This integration minimizes logistical challenges in food distribution. Additionally, idle government land in suburban or rural areas can be transformed into local farms or nutritious food gardens, supplying vegetables and fruits to the MBG program in a sustainable and self-sufficient manner.
One concrete example comes from Central Java Province, where the regional government plans to repurpose its assets into kitchens for the Gizi Fulfillment Service Units (SPPG) as part of accelerating the MBG program. Governor Ahmad Luthfi stated that the Central Java MBG Acceleration Team has been tasked with mapping government-owned assets that can be used as SPPG kitchens.
As a result, 21 assets belonging to the Central Java Provincial Government and one regional-owned enterprise (BUMD) asset—consisting of 12 buildings and seven plots of land—were identified. Moreover, 34 vocational schools (SMKs) in Central Java have certified catering/cooking facilities, with seven already proposed as SPPG kitchens. The governor also highlighted ongoing coordination with other institutions such as the military (TNI) and police (Polri), which also have SPPG kitchens, to ensure a unified effort in the MBG program’s success.
Asset optimization also presents an opportunity for budget efficiency. By leveraging existing public buildings and facilities, the government can avoid large expenditures on new infrastructure. This allows available funds to be redirected toward purchasing nutritious food, ensuring food quality control, and training the workforce involved in the program. In the long term, such efficiency strengthens MBG’s sustainability—even under fiscal pressure.
However, this optimization must also address asset management systems themselves. Many social programs face challenges due to poor asset documentation and management. Neglected or legally uncertain assets often become administrative obstacles. Therefore, the government needs to accelerate asset management reforms through national audits, certifications, and inter-agency data integration. A clean and integrated system enables swift asset mobilization to support MBG, avoiding bureaucratic delays.
At the regional level, the role of provincial and district governments is crucial in asset optimization. They must be empowered to map MBG needs based on local characteristics. Not all regions require the same interventions. A locally driven approach ensures that MBG does not merely deliver meals but also enhances food sovereignty and stimulates local economies.
Additionally, Heikal Safar, Chairperson of the Indonesia Mandiri Movement (GIM), recently laid the foundation for six independent kitchens in Bone Regency, South Sulawesi, to support President Prabowo Subianto’s MBG initiative.
According to Heikal, each kitchen is expected to produce up to 8,000 meal portions daily, targeting approximately 3,000 student beneficiaries. These kitchens are being developed in partnership with the National Nutrition Agency (BGN) through an independent collaboration model that adheres to BGN standards.
More broadly, asset optimization within the MBG framework serves as an entry point for improving overall public governance. Proper and transparent management of state assets enhances public trust in the government. Consequently, social programs like MBG gain greater legitimacy in the eyes of the public. Furthermore, this approach reinforces social justice by directly benefiting the most vulnerable groups—children and low-income families.
President Prabowo Subianto himself has emphasized the need for strict oversight in the MBG program. Such oversight is vital to prevent corruption and ensure that the program achieves its intended goals. Ultimately, through prudent asset management, multi-stakeholder collaboration, and active public participation, the MBG program can become a pillar of a healthier generation and a solid foundation for Indonesia’s future development.
The author is an Energy Journalist at Greenpeace Resources Institute
