<![CDATA[Studies on Public Service Malls have generally focused on service innovation, service quality, and citizen satisfaction, while institutional integration and cross-organizational relations remain insufficiently examined. This study analyzes public service integration through a Whole-of-Government approach at the Situbondo Public Service Mall and formulates strategies to strengthen it. A descriptive qualitative approach was employed using interviews, observations, and document analysis. Ten informants were purposively selected based on their authority, direct involvement, experience, and knowledge of the governance and operation of the Public Service Mall. Data were analyzed through condensation, categorization, thematic interpretation using the four Whole-of-Government clusters, and conclusion verification, and data credibility was strengthened through source and method triangulation. The findings show that integration has been reflected in cross-agency coordination, role distribution, joint evaluation forums, and one-stop service delivery. However, integration remains partial due to inconsistent service availability, differences in organizational culture, weak collective accountability, limited procedural harmonization, and insufficient integrative leadership. The novelty of this study lies in positioning the Public Service Mall as an arena of relational and institutional integration rather than merely a physical co-location of services. Empirically, the study recommends cross-agency performance indicators, institutionalized service commitments, harmonized procedures, stronger integrative leadership, and integrated data systems. Theoretically, it extends the application of the Whole-of-Government approach to local public service governance and demonstrates that service co-location does not automatically produce substantive integration.]]>
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