Strategic Performance Alignment Model Based on the Balanced Scorecard Using the SWOT Analysis Approach in Nonprofit Organizations Case Study: As-Syifa Al-Khoeriyyah Foundation, Subang

Dwi Rahmawati

doi:10.46799/adv.v4i8.607

Authors

Dwi Rahmawati Universitas Islam Sultan Agung

DOI:

https://doi.org/10.46799/adv.v4i8.607

Keywords:

balanced scorecard, swot analysis, strategic performance alignment, non-profit, organization, strategic management

Abstract

Nonprofit organizations increasingly require strategic management systems capable of aligning changing environmental conditions with measurable performance objectives. This study aimed to develop a Strategic Performance Alignment Model integrating the Balanced Scorecard (BSC) and SWOT analysis at Yayasan As-Syifa Al-Khoeriyyah, Subang. A qualitative single-case study design was employed using observation, in-depth interviews, focus group discussions, document reviews, and questionnaires. Data were analyzed through BSC performance evaluation, Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices, the SWOT Matrix, and the Internal–External (IE) Matrix, followed by the alignment of Unit Strategic Objectives and Key Performance Indicators (KPIs). The findings showed that performance from the customer, internal business process, and learning and growth perspectives was generally favorable, whereas performance from the financial perspective declined from 93.63% in 2023 to 77.58% in 2025. The SWOT analysis positioned the foundation in Quadrant I, indicating a growth-oriented strategy, from which 35 strategic alternatives were consolidated into six strategic typologies. The alignment results classified 65% of Unit Strategic Objectives as refined and 35% as retained, while 61% of the 194 KPIs were retained, 19% were added, 14% were refined, and 6% were merged. The study concluded that systematic alignment between strategy formulation and performance measurement was essential for sustaining organizational effectiveness in nonprofit settings. The proposed model provided a structured mechanism for translating strategic changes into measurable organizational actions.

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