<![CDATA[The Regional Education Council (Majelis Pendidikan Daerah/MPD) of Bener Meriah Regency is an autonomous and independent institution that holds a strategic role in the implementation of education at the regional level, as mandated by Law Number 20 of 2003 concerning the National Education System and Government Regulation Number 17 of 2010 concerning Education Management and Implementation. This study aims to describe the implementation of the duties and authorities of the Bener Meriah MPD for the 2023-2025 period and to identify its supporting and inhibiting factors. A qualitative approach with a descriptive method was employed, with data collected through interviews, non-participatory observation, and documentation. Informants comprised the Vice Chairman of MPD, the Head of Basic Education Development at the Education Office, the Principal of MIN 2 Bener Meriah, and a community representative, selected purposively. Data were analyzed using the interactive model of Miles and Huberman, with validity ensured through source, technique, and time triangulation, and interpreted through the lens of the public organization performance theory of Ongena, van der Horst, and Ravesteijn (2026). The findings show that the implementation of MPD's duties and authorities has generally proceeded in line with its mandated roles and functions, encompassing the advisory, mediation, community-government liaison, and educational development-oversight functions, as reflected in the Belangi Schools and Madrasahs Program, the development of Gayo-language local content, the sending of outstanding teachers to the national level, the initiation of a local regulation (qanun) on local content, and the handling of disaster-affected schools. Supporting factors include local government support, effective coordination with the Education Office, and support from schools and the community, while inhibiting factors include budget constraints from refocusing policies, the suboptimal role of school committees, and reduced intensity of field visits. The study recommends strengthening budget advocacy, optimizing digital technology, enhancing stakeholder capacity, and revitalizing the MPD organizational structure.]]>
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