Designing the Interventions to Mitigate the Barriers of Coordination in Handling Food Security: Insight from Central Java Province

Table 1

Factors or barriers for public policy coordination.

No.

Barriers

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

1

Food resolution of food security issues is not in the hands of a single player and will not be resolved by owns or sector actors. It is such a complicated issue (BAR1)

X

X

X

X

X

X

X

X

X

2

Reduced policymaking correlations have detrimental impacts, including duplications, inconsistencies, and becoming a negative influence on other policies (BAR2)

X

X

3

Communication and specialties may be a barrier to multisector cooperation since it is challenging to bring together diverse actors from many disciplines, each with its mandates, guiding principles, goals, and interests (BAR3)

X

X

X

X

X

X

X

X

X

X

X

X

X

4

Information is power, but there is insufficient sharing of information because many organizations perform to horde information (BAR4)

X

X

X

X

X

5

Even while laws describe the institutions and persons who have the legal power to steer food security policies, there are ambiguities and a lack of clarity around authority over defining policy directions and making choices in a (legal) normative manner (BAR5)

X

X

X

X

X

X

X

6

There is no explicit legislation that encourages cross-sector collaboration (BAR6)

X

X

7

There is a gap in coordination between the rules and policies and the actual practical (BAR7)

X

X

8

Fewer budget allocations for the food security problems (BAR8)

X

X

X

X

X

X

X

X

9

Various sectors and players from various disciplines have distinct aims and priorities. Food security is not prioritized in other sectors (BAR9)

X

X

X

X

10

Inadequate human resources with the competency and specific understanding of food security (BAR10)

X

X

X

X

X

X

X

X

11

The capacity to deal with the issue of regional governance is restricted (BAR11)

X

X

X

X

X

X

12

Lack of management commitment at the government level (BAR12)

X

X

X

X

X

X

X

13

The leader’s role in giving guidance and working fast to deal with the situation is adequate. Strong leadership is one of the essential factors in generating essential cooperation among partners. If the leader lacks good leadership abilities, coordination difficulties will arise (BAR13)

X

X

X

14

Communicating beliefs across stakeholders is a critical success component in the collaborative process. Difficulties of trust may hamper coordination among stakeholders (BAR14)

X

X

X

15

Data integration is lacking. Data synchronization across offices and differences in data analysis between manual and automated groups. These gaps have failed to achieve the objectives and have also acted as a barrier to coordination (BAR15)

X

X

X

X

X

X

16

Unintegrated priority program among various stakeholders (BAR16)

X

X

X

X

X

17

Coordination issues may arise if separate provinces or states are ruled by political parties other than those in authority at the national level since each political party has its priorities (BAR17)

X

18

Accountability, like cooperation, is a virtue in the public sector. Strict financial and legal responsibility, on the other hand, may make collaboration more difficult. Coordination may be hampered if auditors are unable to trace the money and parliament is unable to assign accountability for acts (BAR18)

X

X

19

Lack of motivation to collaborate among stakeholders from various disciplines. It is due to a lack of understanding among stakeholders about the significance of coordination (BAR19)

X

X

20

One of the reasons for poor coordination is that groups have differing opinions about what constitutes effective policy and how to solve challenges (BAR20)

X

21

Setting and executing goals and enabling groups to work together efficiently and successfully are all aspects of coordination. Since the epidemic, the government’s primary objective has been to fight COVID-19, which implies stunting is no longer a vital issue (BAR21)

X

X

22

Coordination may take place via networks, particularly networks of career government workers. These networks do not need to be institutionalized; instead, they may emerge over time due to interactions among government officials who work together and know each other well enough to cooperate outside of official channels. Unfortunately, the opening of professional public services to outsiders as part of the new public management reforms has damaged these internal networks (BAR22)

X

X

X

X

X

23

Limitation authorities of the health sector or other specific sectors that correlate to food security problems (BAR23)

X

X

24

Inadequate controlling and monitoring system of coordination within each stakeholder (BAR24)

X

X

X

X

25

Infrastructure is critical for agricultural, nutrition, and health sector growth and improvement. In fragile nations, these components are weak or missing. Poor infrastructure continues to be a key impediment to growth and coordination with other sectors (BAR25)

X

X

X

26

The inability of subnational governance to facilitate decentralized ownership to regional governments (BAR26)

X

X

27

The coordination system is intended to be used for a limited time and has not been planned as a continuous coordination system, and it has not been well-scheduled (BAR27)

X

X

(1) Peters [11], (2) Vel et al. [12], (3) Candraweni and Rahayu [13], (4) Zerbian and de Luis Romero [41], (5) Smith [42], (6) Sugihantono et al. [43], (7) Botero-Tovar et al. [44], (8) Khalid [45], (9) Poole et al. [46], (10) Harris et al. [47], (11) Candel [48], (12) Acosta and Haddad [49], (13) Clapp and Moseley [50], (14) Donovan and Gelli [51], and (15) Febrian and Yusran [52].