Strategic Triangle: The Role of the Republic of Indonesia Ombudsman in Corruption Prevention

Ismu Iskandar; Hamsu Abdul Gani; Risma Niswaty; Dewi Bayu Pamungkas

doi:10.55927/jsih.v4i2.289

Authors

Ismu Iskandar Universitas Negeri Makassar
Hamsu Abdul Gani Universitas Negeri Makassar
Risma Niswaty Universitas Negeri Makassar
Dewi Bayu Pamungkas Universitas Negeri Makassar

DOI:

https://doi.org/10.55927/jsih.v4i2.289

Keywords:

Corruption Prevention, Maladministration, Ombudsman, Strategic Triangle

Abstract

Corruption and maladministration are two major problems that are interrelated and encompass the principles of good governance. The focus of corruption eradication in Indonesia has thus far been on implementing measures through institutions such as the Corruption Eradication Commission (Komisi Pemberantasan Korupsi/KPK), with little attention given to the role of public service supervisory institutions such as the Ombudsman of the Republic of Indonesia (Ombudsman Republik Indonesia/ORI). In fact, maladministration is often the gateway to corruption. This study aims to analyze the role of ORI in efforts to prevent corruption through a phenomenological approach, by exploring the subjective experiences of Ombudsman employees. The framework analysis used is the Strategic Triangle developed by Mark Moore, which emphasizes three main components in creating public value: public value, legitimacy and support, and operational capacity. The results of the study indicate that ORI has legal legitimacy and a strategic vision in eradicating corruption through preventing maladministration. However, in practice, the effectiveness of supervision is still hampered by limited human resources and budget, weak legal force over the recommendations, and low public awareness of the role of ORI. Although it does not have the authority to take direct action like the KPK, ORI still plays a role in preventing small-scale corruption by monitoring accountable and transparent public service standards.

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