The present study investigates the process of achieving financial independence in public institutions by leveraging regional capacities. This study was designed using a qualitative approach and grounded theory based on the Strauss and Corbin method. The statistical population consisted of senior accountants and financial managers of public institutions. Data were collected through semi-structured interviews with 13 financial managers and senior accountants and, after removing repetitive cases, were analyzed using purposive sampling. The data analysis process involved three stages of open, axial, and selective coding in order to develop a paradigmatic model illustrating the relationships among the variables.



The findings revealed that, in terms of causal conditions, indigenous revenue-generating potentials, geopolitical position, and the need to reduce budgetary dependence were identified as the main drivers of financial independence. Contextual conditions included the local economic structure, physical infrastructure, and social capital, which provided the necessary foundation for implementing the strategies. In contrast, intervening conditions such as the stability of higher-level regulations, internal bureaucracy, and transparency in financial reporting played either facilitating or inhibiting roles.



The most important strategies identified included diversification of revenue sources, development of civic participation models, urban branding, and optimization of asset management. These strategies ultimately resulted in outcomes such as sustainable cash flow, increased institutional self-reliance, and sustainable regional development.