<![CDATA[Background: The dynamics of national healthcare financing, including the expansion of National Health Insurance coverage and tightening of claims verification, are encouraging hospitals to develop more adaptive and sustainable non- National Health Insurance revenue diversification strategies. Purpose: To formulate a strategic partnership between a hospital and a sports program as a revenue-generating opportunity based on medical services. Method: This study used a descriptive qualitative approach through in-depth interviews with eight informants (management, field medical personnel, and support units) and analysis of Memoranda of Understanding (MoU) documents and activity reports. Results: The study found that the partnership concept was structured through passive initiation that evolved into a strategic partnership based on the partner's needs, alignment with the hospital's teaching identity, and a B2B financing scheme that provided financial certainty and supported revenue diversification. At the operational level, the partnership was implemented through cross-unit coordination with a comprehensive service flow from pre-match, during-match, and post-match, ensuring athlete safety and an efficient referral process. Control mechanisms are implemented through multi-layered evaluations, including contract compliance, resource and budget audits, and inter-unit evaluation meetings to ensure service quality and financial contributions. Conclusion: The sustainability of the partnership is supported by consistent service quality, a strengthened reputation for sports medicine services, innovative service packages, and increased human resource capacity through specialized training. Overall, the partnership between UNS Hospital and the Solo-based IBL sports program has proven to be a relevant, viable, and potentially long-term source of non-National Health Insurance revenue for the teaching hospital. Suggestion: Future research should prioritize quantitative studies on calculating the percentage of hospital revenue, cost-benefit analysis, and long-term market potential to strengthen the economic basis of the hospital's revenue diversification strategy. Keywords: Hospital Partnership; Revenue Diversification; Sports Medicine Services. Pendahuluan: Dinamika pembiayaan kesehatan nasional, termasuk perluasan cakupan Jaminan Kesehatan Nasional (JKN) serta pengetatan verifikasi klaim, mendorong rumah sakit untuk mengembangkan strategi diversifikasi pendapatan non-JKN yang lebih adaptif dan berkelanjutan. Tujuan: untuk merumuskan kemitraan strategis antara rumah sakit dengan program olahraga sebagai peluang pendapatan berbasis layanan medis. Metode: Penelitian ini menggunakan pendekatan kualitatif deskriptif melalui wawancara mendalam terhadap 8 informan (manajemen, tenaga medis lapangan, dan unit pendukung) serta analisis dokumen MoU dan laporan kegiatan, Hasil: penelitian ini menemukan bahwa konsep kemitraan dirancang secara terstruktur melalui inisiasi pasif yang berkembang menjadi strategic partnership berbasis kebutuhan mitra, keselarasan identitas rumah sakit pendidikan, serta skema pembiayaan B2B yang memberi kepastian finansial dan mendukung diversifikasi pendapatan. Pada tataran operasional, kemitraan dijalankan melalui koordinasi lintas unit dengan alur layanan komprehensif pra–pertandingan, saat pertandingan, hingga pasca–pertandingan yang memastikan keselamatan atlet dan efisiensi proses rujukan. Mekanisme pengendalian dilakukan melalui evaluasi berlapis mencakup kesesuaian kontrak, audit penggunaan sumber daya dan anggaran, serta rapat evaluasi antar-unit untuk menjamin mutu layanan dan kontribusi finansial. Simpulan: Keberlanjutan kemitraan ditopang oleh konsistensi mutu layanan, penguatan reputasi layanan medis olahraga, inovasi paket layanan, serta peningkatan kapasitas SDM melalui pelatihan khusus. Secara keseluruhan, kemitraan RS UNS dengan program olahraga IBL homebase Solo terbukti menjadi bentuk diversifikasi pendapatan terkait yang relevan, feasible, dan berpotensi menjadi sumber pendapatan non-JKN jangka panjang bagi rumah sakit pendidikan. Saran: Penelitian selanjutnya, perlu memprioritaskan kajian kuantitatif mengenai kalkulasi persentase income untuk rumah sakit, analisis biaya–manfaat, dan potensi pasar jangka panjang, guna memperkuat dasar ekonomi strategi diversifikasi pendapatan rumah sakit. Kata Kunci: Diversifikasi Pendapatan; Kemitraan Rumah Sakit; Layanan Medis Olahraga.]]>
