STAKEHOLDER COLLABORATION IN NATIONAL STRATEGIC INFRASTRUCTURE DEVELOPMENT PLANNING

Authors

  • Nova Amelia North Sumatra State Islamic University , Indonesia
  • Anisa Harahap North Sumatra State Islamic University , Indonesia
  • Nurkomaria North Sumatra State Islamic University , Indonesia
  • Chairun Nissa North Sumatra State Islamic University , Indonesia

DOI:

https://doi.org/10.63736/jc.v3i1.805

Keywords:

Keywords: Collaboration, Multi-Stakeholder, Development Planning, Infrastructure, National Strategy

Abstract

National strategic infrastructure development is a key pillar in strengthening economic competitiveness and improving public welfare. However, the complexity of large-scale infrastructure projects demands effective collaboration between various stakeholders (multi-stakeholders), such as the central and regional governments, the private sector, financial institutions, and civil society. This study aims to analyze the forms, dynamics, and challenges of collaboration among stakeholders in the national strategic infrastructure development planning process in Indonesia. The method used is a qualitative approach through literature studies, policy analysis, and a review of national planning documents such as the National Medium-Term Development Plan (RPJMN) and national strategic projects (PSN). The results show that multi-stakeholder collaboration plays a crucial role in creating synergy, strengthening transparency, and accelerating project implementation. However, obstacles remain, such as overlapping authority, limited cross-sectoral coordination, and a lack of meaningful public participation. This study recommends strengthening inter-agency coordination mechanisms, increasing institutional capacity, and implementing collaborative governance principles to achieve inclusive and sustainable infrastructure development planning.

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Published

2025-12-10

How to Cite

Amelia, N., Harahap, A., Nurkomaria, & Nissa, C. (2025). STAKEHOLDER COLLABORATION IN NATIONAL STRATEGIC INFRASTRUCTURE DEVELOPMENT PLANNING. Journal of Accounting, 3(1), 50–61. https://doi.org/10.63736/jc.v3i1.805

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