MBG Total Program “Reset”

Since its launch on February 6, 2025, the Free Nutritious Meals (MBG) program has faced a number of fundamental problems that require a thorough evaluation.

Allegations of fund embezzlement at the implementation level, weak transparency in procurement, violations of technical provisions, and low nutritional quality of food indicate that the implementation of this program is still far from the ideal governance standards.

Delays in the procurement of kitchen infrastructure, unprepared human resources, and the potential for overlapping interests increasingly highlight the need for a comprehensive evaluation of the entire operational chain. Without profound structural improvements, this program risks straying further from its original objectives.

In this context, a total reset is a necessity. Procurement must be built on the principles of transparency and accountability; every implementing partner's rights must be fulfilled, nutritional quality standards must be upheld, and program integrity must be protected from any form of distortion or deviation.

The Government Goods/Services Procurement Policy Agency (LKPP) has actually provided an e-procurement system (a digital procurement system with an open tender process) such as the Electronic Catalog and SPSE (Electronic Procurement System), in accordance with Presidential Regulation No. 16/2018 concerning Government Goods/Services Procurement, to ensure transparency, healthy competition, and accountability.

If MBG procurement is done through e-procurement, cases like in Kalibata can be minimized. Digital procurement ensures contract transparency, trackable payments, and strict supervision, thus preventing disputes such as arrears or alleged embezzlement.

Procurement for SPPG Kalibata, for example, was not through an open tender, but rather a direct partnership with Yayasan Media Berkat Nusantara (MBN). This clearly contradicts Presidential Regulation No. 16/2018 which stipulates that procurement above Rp 200 million must be done through e-procurement.

The absence of a public contract or clear budget report led to disputes between the kitchen owner and MBN regarding payment.

In fact, procurement regulations require open tenders in SPSE, with contracts, prices, and payment terms published. This lack of transparency opens up space for crony capitalism practices, where political proximity replaces healthy market-based governance.

In comparison, the experience in Rome, Italy, in 2001, showed that market mechanisms do not have to sacrifice quality and fairness. Through a quality revolution, Rome successfully reformed its school lunch system by prioritizing seasonal, local, organic foods and supporting global solidarity through fair trade (Liquori, 2006).

Although at that time the lunch service was almost entirely privatized, procurement contracts were regulated to prevent market dominance and required providers to meet criteria for ecological sustainability, cultural identity, social justice, and labor standards.

Rome’s experience teaches that market mechanisms can function well if a holistic range of quality metrics is rigorously applied across all stages of procurement. The range of quality metrics includes measures that assess not only price, but also material quality, accuracy of distribution, nutritional standards, and supply chain sustainability.

On the contrary, MBG is now trapped in a race to the bottom. Instead of improving the quality of service, the procurement mechanism actually encourages providers to cut prices to the bone. From an initial budget of IDR 18,000 per portion, now there is even food that is only priced at around IDR 10,000 in the field.

With the burden of feeding 82.9 million children before the end of 2025 and a funding requirement of Rp 1 trillion per day, the government is cutting costs while still forcing the achievement of targets. The results are predictable: the quality of food is compromised, and the safety of children is at risk.

As outlined by Morgan and Sonnino (2013), market mechanisms can only promote public services that are oriented towards care and sustainability if the quality metrics are applied comprehensively. Without such a framework, the effectiveness of programs is bound to erode, and the strategic goals of human resource development will fail to be achieved.

Therefore, the combination of local flexibility, participatory democracy, and national procurement standards becomes key. We can learn from Brazil through the Home Grown School Food program, which mandates that 70 percent of food comes from fresh or minimally processed ingredients and 30 percent from local family farmers. This policy not only improves students' eating habits but also protects local food culture from the pressures of the corporate food industry.

Nevertheless, Brazil continues to face challenges in monitoring and strengthening local capacities, demonstrating that without careful consideration, regional disparities can still arise. In this context, a participatory democracy approach becomes very important. The community must be actively involved in the entire program cycle, from planning, supplier selection, to quality control.

Participatory democracy here means providing space for the voices of parents, teachers, local NGOs, and even the children themselves, to determine the types of food, uphold social justice, and ensure sustainability. This is not merely a formality, but a genuine respect for their autonomy, health, and future.

The freedom to choose food for children should not be viewed as a luxury or merely indulging their tastes. On the contrary, it is a crucial step in safeguarding their health and safety. For instance, a child with lactose intolerance (the inability to digest sugar in milk) may experience stomach cramps, diarrhea, or nausea if forced to consume cow's milk, which often becomes a standard component in school menus.

Similarly, children with certain food allergies, such as peanuts, eggs, or gluten, are at risk of experiencing severe allergic reactions, such as anaphylaxis, which can be life-threatening if exposed to those allergens.

In fact, several schools under the Calgary Board of Education and Edmonton Public Schools districts in Alberta, Canada, prohibit students from bringing food containing severe allergens, such as nuts, to ensure safety and smooth teaching and learning processes (nut-free policy).

Not only that, the experience of the National School Lunch Program (NSLP) in the United States also demonstrates that universal free lunch for all children can reduce social stigma, ensuring that all students feel comfortable and safe receiving food without economic and health discrimination (Coplen, 2018).

Scratch cooking initiatives in NSLPs, such as those in Minneapolis Public Schools, improve nutritional quality and support local farmers, demonstrating that investing in kitchen infrastructure is key to avoiding reliance on less healthy processed foods.

The program successfully integrated e-procurement, strict audits, SME-friendly tenders, and food safety standards training (HACCP/Hazard Analysis and Critical Control Points) as part of its procurement system.

If MBG dares to adopt a similar mechanism, for instance by mandating procurement through SPSE, establishing sub-catalogs for MSMEs, and forming local oversight committees, then MBG can ensure that the food served not only meets nutritional standards but is also safe, of high quality, and free from corruption.

Therefore, to support the MBG program in a transparent and accountable manner, a series of integrated procurement solutions are required.

First, all processes for the procurement of food supplies, kitchen equipment, and catering services for MBG must be conducted through SPSE and the Electronic Catalog, as stipulated in Presidential Regulation No. 16/2018 and LKPP Regulation No. 12/2021. The implementation of this mechanism aims to ensure contract transparency and prevent closed partnership practices, as previously occurred in the case of the MBN Foundation in Kalibata.

Secondly, it is necessary to develop a special MBG sub-catalog that is friendly to MSMEs, with a simple interface based on popular platforms and easily accessible to all layers of society. This initiative will open broader opportunities for small farmers and local kitchens to participate without being burdened by digital literacy issues, while also strengthening the local food production base.

Thirdly, it is necessary to establish a Local Supervisory Committee in each district, involving citizens, MSME actors, and nutrition experts. This committee is tasked with monitoring procurement data recorded in the SPSE and verifying payments, in order to prevent payment arrears and enhance active community participation in program oversight.

Fourth, national training for MSMEs and local kitchens must be conducted systematically, covering the use of SPSE, Electronic Catalog, and the implementation of food safety standards based on HACCP. This training can be organized in collaboration with the agricultural office and the Food and Drug Monitoring Agency, to ensure food quality is maintained while minimizing the risk of poisoning.

Fifth, LKPP and BGN need to routinely publish procurement and payment data every month, accompanied by quarterly audits by BPKP and KPK. This transparency will not only strengthen public trust but also ensure that payments are made on time and allow for early detection of potential payment errors.

Without a commitment to transparency, participation, and a genuine concern for individual needs such as allergies or intolerances, the Free Nutritious Meal program not only risks failing to fulfill its nutritional function but also neglects children's rights to a healthier, more inclusive, and equitable future.

Irvan Maulana, Director of the Center of Economic and Social Innovation Studies (CESIS)