The Public Service Agency (BLU) Paradox: Why Budget Achievements Don’t Always Reflect Superior Performance
Abstract
This study aims to critically examine the financial performance of Pattimura University under the Public Service Agency (BLU) framework during the 2019–2024 period. Specifically, it investigates the university’s fiscal independence, budget effectiveness, and operational efficiency to assess the extent to which financial flexibility translates into institutional advancement. Quantitative data analysis reveals consistently high effectiveness in revenue realization and exceptional operational efficiency—indicating strong financial discipline. However, the fiscal independence ratio remained modest, fluctuating between 35% and 45%, and dropped to its lowest point in 2024. This modest fiscal independence highlights the need for improvement in this area. More importantly, despite these favorable financial metrics, Pattimura University continues to hold a B level institutional accreditation. This discrepancy illustrates a core paradox: robust financial performance under the BLU model does not automatically lead to superior academic or institutional outcomes. The findings suggest that financial autonomy, while necessary, is insufficient unless integrated with strategic investment in academic quality, research capacity, and institutional governance.
Downloads
References
Agasisti, T., & Shibanova, E. (2020). Autonomy, Performance And Efficiency: An Empirical Analysis Of Russian Universities 2014-2018. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3553716
Alfarizi, M. (2023). The Determination of State Budget Governance of Indonesian Public Higher Education Institutions Post COVID-19 Pandemic. Jurnal Tata Kelola Dan Akuntabilitas Keuangan Negara, 151–171. https://doi.org/10.28986/jtaken.v9i1.1024
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. 99–120.
Bennett, C., & Law, M. D. (2021). Functional Expense Allocation Ratios to Predict Financial Condition at Public Higher Education Institutions. Journal of Accounting and Finance, 21(3). https://doi.org/10.33423/jaf.v21i3.4392
Burns, J., & Jollands, S. (2022). Higher Education, Management Control and the Everyday Academic. Journal of Pragmatic Constructivism, 12(1), 18–33. https://doi.org/10.7146/jopracon.v12i1.135308
Choi, J. W. (2016). New Public Management or Mismanagement? The Case of Public Service Agency of Indonesia. Journal of Government and Politics, 7(1), 104. https://doi.org/10.18196/jgp.2016.0024
Halim, A., & M. Iqbal. (2012). Bunga Rampai Manajemen Keuangan Daerah: Pengelolaan Keuangan Daerah (3th ed.). Upp YKPN.
He, L., & Mengying, Z. (2024). How Political Influence and Financial Pressure Contribute to Performance-Based Budgeting and University Performance: Evidence fromSEM and NCA. Sage Open, 14(2). https://doi.org/10.1177/21582440241256637
Kurniasih, F. N., Widayanti, W., & Wicaksana, T. (2023). Income Diversification Through Optimization of Service Rates at Universi-tas Negeri Semarang. International Journal of Multidisciplinary: Applied Business and Education Research, 4(11), 4152–4159. https://doi.org/10.11594/ijmaber.04.11.32
Made Yoga Yasa, & Ema Wijayanti. (2024). Verifikasi Usulan Anggaran Untuk Meningkatkan Daya Serap Dana BLU Universitas Pendidikan Ganesha. Bisma: Jurnal Manajemen, 10(1), 75–84. https://doi.org/10.23887/bjm.v10i1.77916
Mamburao JR., R. S., & Manubag, E. B. (2023). Fiscal Management Practices Framework of State Universities and Colleges in Region XII. International Journal of Scientific Research and Management (IJSRM), 11(10), 2905–2926. https://doi.org/10.18535/ijsrm/v11i10.el02
Ngo, J., & Meek, L. (2019). Higher Education Governance and Reforms in Indonesia: Are the Matrices of Autonomy Appropriate? Journal of International and Comparative Education, 8(1), 17–26. https://doi.org/10.14425/jice.2019.8.1.17
Owuor, G. O., Agusioma, N., & Wafula, F. (2021). Effect of Accounts Receivable Management on Financial Performance of Chartered Public Universities in Kenya. International Journal of Current Aspects in Finance, Banking and Accounting, 3(1), 73–83. https://doi.org/10.35942/ijcfa.v3i1.182
Persada, T., Wati, L. N., & Geraldina, I. (2024). Financial Strategies of State Universities in Transition to Public Service Agencies: A Case Study of Universitas Bangka Belitung. Society, 12(1), 27–49. https://doi.org/10.33019/society.v12i1.687
Shon, J., Hamidullah, M. F., & McDougle, L. M. (2019). Revenue Structure and Spending Behavior in Nonprofit Organizations. The American Review of Public Administration, 49(6), 662–674. https://doi.org/10.1177/0275074018804562
Wartini, M., Saleh, C., & Domai, T. (2020). Pelaksanaan Pernyataan Standar Akuntansi Pemerintah No. 13 (PSAP 13) tentang Penyajian Laporan Keuangan Badan Layanan Umum di Perguruan Tinggi Negeri (Studi pada Badan Layanan Umum Universitas Brawijaya). Jurnal Ilmiah Administrasi Publik, 006(01), 52–57. https://doi.org/10.21776/ub.jiap.2020.006.01.7
Wong, S. Y., Susilawati, C., Miller, W., & Mardiasmo, D. (2018). Improving information gathering and distribution on sustainability features in the Australian residential property market. Journal of Cleaner Production, 184, 342–352.
Copyright (c) 2025 Accounting Research Unit (ARU Journal)

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.











