Implementación del Modelo de gestión Balanced Scorecard en la Fundación Chimborazo de New York.

Abstract

The objective was to implement the Balanced Scorecard Management Model for strengthening the performance of processes of the Chimborazo Foundation of New York. It is based on a research methodology, bibliography and field, with primary and secondary compiling information. The survey being the tool used to collect data, applied to a population of twenty-six people that are part of the Foundation, among the main findings were determined: the great life trajectory of the Foundation, the permanent work by low-income sectors in Riobamba city and Chimborazo province support for the elderly, people with disabilities, recognition of the academic performance of students in the educational units of Riobamba city, the lack of a management model that allows improving the internal and external processes of the foundation, the commitment on the part of its members, people and institutions that directly or indirectly collaborate with their work. Once the Balanced Scorecard Management Model was restructured according to the needs of the Foundation, the proposal and implementation were detailed, obtaining as a result the Strategic Map that validates the interrelation between its components and 70% of its execution, allowing an improvement in the processes of internal and external management. In conclusion, it can be determined that a management model in a non-profit organization becomes a tool of management support very useful. So, the Balanced Scorecard has been a reliable alternative to satisfy information and management needs within the Chimborazo Foundation of New York. It is recommended that the application of this management model be extrapolated to non-profit organizations that seek to support their management in a strategic direction.