Cash Optimization of State Higher Education Institution of Public Service Agency (PTN BLU) in Yogyakarta - Qualitative Research on Cash Management Practices

Sep 10, 2026

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State Higher Education Institutions with Public Service Agency (PTN-BLU) status face persistent challenges in optimizing cash management, driven by limited human resources, organizational capacity, and established management practices. This study examines cash management practices in PTN-BLU institutions in Yogyakarta and develops an effective optimization model. A qualitative design uses structured interviews with financial managers and analyzes data through the Miles and Huberman framework, identifying system inefficiencies and governance shortcomings, including weak monitoring and incomplete short-term investment planning.

LanguageEnglish

CategoryResearch & Report

FormatPDF

Pages10

Reading Time25 min

AccessFree to download

Introduction

Background and Governance Principles

BLU Cash Management Concepts

Cash Categories and Compliance Requirements

Cash Optimization Findings

Gaps in Monitoring and Planning

Differences in Governance Models

Cash optimization of state higher education institution of public service agency (PTN BLU) in Yogyakarta Sukirjoa | Lantip Diat Prasojoa | Sujarwoa aUniversitas Negeri Yogyakarta, Indonesia. Abstract State Higher Education Institutions with Public Service Agency (PTN-BLU) status consistently encounter difficulties in optimizing cash management, primarily due to limitations in human resources, organizational capacity, and existing management practices. This study investigates the cash management practices within PTN-BLU institutions in Yogyakarta and aims to propose an effective optimization model. A qualitative research approach was used, with data collected through structured interviews with financial managers. The interview data were analyzed using the Miles and Huberman model, which includes data collection, condensation, display, and conclusion drawing. The findings reveal that existing cash management systems are not fully optimized, leading to inefficiencies and risks to financial stability, particularly during unforeseen events. Key gaps identified include the absence of robust monitoring systems, inadequate planning for shortterm investments, and limited compliance with regulatory standards. For instance, neither PTN-A nor PTN-B, though engaging in short-term investments, has established a robust system for monitoring and reporting investment outcomes, nor do they prepare comprehensive short-term investment plans as required by regulatory standards. Governance also differs, with PTN-A's centralized approach and PTN-B's more decentralized involvement of the BLU leader and treasurer. While PTN-A proactively sets maximum balance limits, PTN-B does not. This study underscores the need for a comprehensive cash management framework that emphasizes strategic planning, accountability, and efficiency to enhance the financial resilience and service delivery of PTN-BLU institutions. Future research could explore the integration of technological solutions to improve transparency and efficiency in financial management and strategies for enhancing institutional governance in cash management practices. Keywords: cash management, public service agency, state higher education, financial optimization, governance 1. Introduction Cash management is a critical administrative activity in government that requires adherence to good governance principles (Prasetya, 2023) . Each unit is obligated to implement the budget effectively and in compliance with statutory provisions to ensure transparency and accountability in all activities (Atika & Fitriyah, 2023) . Financial reports, as one of the outputs of cash management, serve as a work unit or entity's responsibility for implementing the State Budget (APBN) . These reports are prepared following accrual-based government accounting standards (Setiyawati & Doktoralina, 2019) . The Public Service Agency (BLU) work unit is a government agency established to provide public services by offering goods and/or services without prioritizing profit. BLU operates on the basis of efficiency and productivity principles (I. Waluyo, 2011) . Its primary aim is to enhance community services, improve public welfare, and contribute to national education by providing flexibility in financial management (La Dee, 2022) . This flexibility is grounded in economic and productivity principles and the application of sound business practices (Setiyawati & Doktoralina, 2019; Syahromi & Cheisviyanny, 2020) . Given this flexibility, strict control over BLU financial management is essential. This includes the management of revenue, expenditures, debt, investments, procurement of goods and services, and other resources that influence cash value within the BLU work unit (Handayani & Hakim, 2024) . Cash at the BLU refers to funds belonging to the BLU that form part of the BUN Cash within the Agency Accounting System (SAI) (Puspitasari et al., 2022) . It includes all account balances at banks and cash balances aut

FAQs

What problems do PTN-BLU institutions face in optimizing cash management?

They struggle due to limitations in human resources, organizational capacity, and existing cash management practices, resulting in incomplete system optimization, inefficiencies, and financial stability risks.

How was the study conducted to analyze cash management practices?

The study used qualitative research with structured interviews of financial managers, and analyzed results with the Miles and Huberman model covering data collection, condensation, display, and conclusion drawing.

What key gaps were identified in short-term investments and monitoring?

The study found an absence of robust monitoring systems and inadequate short-term investment planning, including insufficient monitoring and reporting of investment outcomes against regulatory expectations.

Sep 10, 2026

Uploaded by Dipper