<![CDATA[Health development and the operational sustainability of public hospitals demand adaptive, effective, and efficient organizational management through the implementation of the Regional Public Service Agency Financial Management Pattern (PPK-BLUD). This study aims to analyze the revenue performance of RSUD Kota Bandung for the 2021–2025 period, evaluate the organization's internal and external factors, map its strategic position, and formulate strategy reformulation along with its implementation priorities. A qualitative approach with a case study design was employed. Data were collected through in-depth interviews with nine key informants, documentation studies of financial reports and medical records, and limited observations. The analysis utilized a strategic management framework encompassing the Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Competitive Profile Matrix (CPM), Internal-External (IE) Matrix, SWOT analysis, and Quantitative Strategic Planning Matrix (QSPM), validated through a Consensus Decision Making Group (CDMG) forum. billion in 2025, although budget target achievements remain inconsistent. Strategic analysis of the hospital's position in Cell V (Hold and Maintain) of the IE Matrix and Quadrant I (Strengths–Opportunities) of the SWOT Diagram. The reformulation process generated seven Reformulation Strategies (STR). Based on QSPM calculations, the three priority strategies are the strengthening of the integrated revenue cycle and clinical cost management (STR-1) with a STAS score of 6.715, optimization of existing service capacity and utilization (STR-3) with a score of 6.538, and the integration of information systems and management dashboards (STR-4) with a score of 6.165. The study concludes that revenue enhancement should be pursued through selective growth based on internal capability strengthening, while consistently upholding the public service mandate, service quality, and patient safety.]]>
