Administrative centralization requires workable local arrangements for extension planning, field resources, and farmer participation. This study assesses reported changes in performance following Indonesia's extension-personnel reform and develops a collaborative institutional model for community empowerment in Sleman Regency. An embedded retrospective case study analyzes questionnaires from 40 extension officers, 19 farmers, and 18 institutional respondents. Paired five-point ratings are combined with regulatory impact assessment screening, SWOT, an audited analytic hierarchy process (AHP), an adapted quantitative strategic planning matrix (QSPM), and a prospective Policy Analysis Matrix. Farmer service, satisfaction, and reported-adoption scores increased by 0.195, 0.306, and 0.278 points, respectively; all remained statistically detectable after within-group Holm adjustment. Positive changes occurred in 14/17 service assessments (82.4%), 10/18 satisfaction assessments (55.6%), and 12/18 adoption assessments (66.7%). Provider-group changes were not statistically detectable. Sixteen of 37 complete AHP matrices passed individual consistency screening. Conditional strategy comparisons prioritized local agricultural extension center (BPP) coordination at 27.5%, although combined judgment changes reversed its lead. The proposed model connects farmer participation with joint planning, protected field resources, integrated reporting, and accountable asset stewardship. A staged pilot specifies mentoring activities and measurable indicators for service, economic, and environmental outcomes. The findings support testing institutional mechanisms relevant to SDGs 2, 8, 13, and 16; they do not establish causal reform effects or verified yield and income gains. Potential contribution to Sustainable Development GoalsSDG 2 Zero HungerSDG 8 Decent Work and Economic GrowthSDG 13 Climate ActionSDG 16 Peace Justice and Strong Institutions
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Rusliyadi et al. (2026) studied this question.
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