In this research, the focus is on Article 483 paragraph (2) of the Regulation of the Minister of Home Affairs Number 19 of 2016 concerning Guidelines for the Management of Regional-Owned Goods, which states that the monitoring and investigation referred to in paragraph (1) may be followed up by the Goods Manager by requesting the government's internal supervisory apparatus to conduct an audit on the implementation of the use, utilization, and transfer of regional-owned assets. The purpose of this study is to analyze the implementation of the monitoring and investigation results by the Inspectorate Auditor of Rokan Hilir Regency on regional-owned assets, to analyze the obstacles in the implementation, and to analyze the efforts made to overcome those obstacles. The method used is sociological legal research. Based on the research findings, it is known that the implementation of the monitoring and investigation results by the Inspectorate Auditor of Rokan Hilir Regency on regional-owned assets has not been running optimally. This is evident from the discrepancies between audit findings and the corrective actions taken by the relevant Regional Government Organizations (OPD). Although some corrective measures have been initiated—such as updating inventory data, re-labeling items, and organizing asset documentation—these efforts are not yet evenly implemented across all OPDs and are not fully in accordance with the provisions of asset management as regulated in the Regulation of the Minister of Home Affairs Number 47 of 2021 concerning Procedures for Bookkeeping, Inventory, and Reporting of Regional-Owned Assets. The obstacles in implementing the monitoring and investigation results include, first, from an administrative perspective, the presence of numerous assets without adequate supporting documents such as certificates, handover reports, or decisions determining the status of use. These assets frequently become recurring findings due to the lack of legal and physical verification. Second, from a technical perspective, some OPDs do not have dedicated personnel managing assets, resulting in the responsibility being handed to other staff members who lack relevant expertise. Third, challenges also arise from asset control by third parties. Efforts to overcome these obstacles include, first, reorganizing the asset documentation system and strengthening internal supervision. Many assets lack supporting documents such as certificates, handover reports, or usage status decrees, making verification difficult for auditors. Second, there is a need for an accelerated asset legalization and certification program coordinated among OPDs, the Regional Financial and Asset Agency (BPKAD), and the National Land Agency (BPN). Third, internal oversight within OPDs needs to be strengthened by forming small dedicated teams to focus on resolving asset findings in stages, with specific deadlines and regular reporting to leadership.