Collaborative Strategy in Corruption Prevention and Enforcement in Indonesia


Corruption, as an extraordinary crime, cannot be eradicated by a single party alone. Presidential Regulation No. 54 of 2018 concerning the National Strategy for Prevention of Corruption (Stranas-PK), is an integrated effort by the government to combat corruption in Indonesia. This study is descriptive, using literature to determine how the implementation of Stranas-PK is viewed from the perspective of collaborative governance, using the theory proposed by Emerson & Nabatchi (2015). The results of the analysis show that the implementation of the National Strategy-PK has begun to demonstrate the existence of collaborative governance in some action implementations. However, based on the National Secretariat-PK report and findings from several studies, several obstacles that need to be addressed have been identified. These include: (1) The adjustment of the legal framework, (2) The fulfillment of quality and capacity of resources, (3) The establishment of a model for civil society participation, (4) Increased involvement of non-government actors, (5) Enhanced engagement of K/L/PD (ministries, institutions, and regional governments), and (6) The measurement of the impact of implementation.

Keywords: anti-corruption, collaborative governance, local government information system, national anti-corruption strategy, corruption prevention

[1] Ryvkin D. Wicked problem, wicked solution: Say no corruption. Florida State University; 2018.

[2] Manandhar N. Anti-corruption strategies: Understanding what works, what does not, and why?: lessons learned from the Asia-Pacific region. United Nations Development Program; 2014.

[3] Abubakar A, Prasojo E, Jannah LM. ”Collaborative governance in eradicating corruption in Indonesia: Challenges and opportunities,” in Proceedings of the International Conference on Administrative Science, Policy and Governance Studies, 2017.

[4] Hadilinatih B. ”Collaborative governance dalam pemberantasan korupsi.,” Jurnal Enersia Publika: Energi, Sosial, Dan Administrasi Publik. 2019;2(1).

[5] Badan Perencanaan Pembangunan Nasional, Laporan Stranas pencegahan dan pemberantasan korupsi tahun 2012, 2012.

[6] Jasper R. Stranas PPK dan partisipasi masyarakat. Fiat Yustisia. 2014;2(2):12–26.

[7] Fendt TC. Introduction to electronic supply chain collaboration in China: Evidence from manufacturing industries, Univerlagtuberlin, 2010.

[8] Stoker G. Transforming local governance: From Thatcherism to New Labor. Macmillan International Higher Education; 2017.

[9] Kurniawan T. ”Pergeseran paradigma administrasi publik: Dari perilaku model klasik dan NPM ke good governance,” . Jurnal Ilmu Administrasi Negara. 2007;7(1).

[10] Emerson K, Nabatchi T, Balogh S. An integrative framework for collaborative governance. Journal of Public Administration Research and Theory. 2012;22(1):1– 29.

[11] Kramer R. Collaboration: Finding common ground for multiparty problems. New York: Academy of Management Briarcliff Manor; 1990.

[12] Agranoff R, McGuire M. Collaborative public management: New strategies for local governments. Georgetown University Press; 2003.

[13] Ansell C, Gash A. Collaborative governance in theory and practice. Journal of Public Administration Research and Theory. 2007;18(4):543–71.

[14] Emerson K, Nabatchi T. Collaborative governance regimes. Georgetown University Press; 2015.

[15] Aptery AP. Konstruksi collaborative governance dalam pencegahan narkoba di Provinsi DKI Jakarta. Universitas Indonesia; 2019.

[16] Wanna J. ”Collaborative governance: Meaning, dimensions, drivers, and outcomes,” in Collaborative Governance: A New Era of Public Policy in Australia., 2008.