Nonprofit Finance Disasters. Why did FEGS close down? (Term Paper Sample)
Module 4 Case Assignment – Nonprofit Finance Disasters
Writing expectations include competency in the following:
Focus and Organization
Thesis Statement & Conclusion
The Case Assignment for this course will be a 5-8 page essay
(excluding title page and references page). You should use a minimum
of 4-5 sources from the Touro library in your Case Assignment.
In Spring 2015, one of New York City’s largest nonprofits with a
budget of over $200 million closed its doors leaving hundreds of
thousands of poor and disabled without services.
Please watch the following news clip:
Then read the following articles:
1) Major social service nonprofit to shutdown. Retrieved from
2) The wrecking of a blue-chip New York nonprofit. Retrieved from
Research nonprofit finance and address the following questions in
your Case Assignment:
1) Why did FEGS close down?
2) What specific financial issues were there?
3) Should its executives receive the compensation that they did?
4) Should there have been greater financial oversight?
5) How could this scenario been avoided to begin with?
6) If you were given the organization to run as is now, what would
you do? Would you close? Would you partner?
Please backup your opinions and answers with source materials from
the Touro library and your own external research.
Must be double-spaced with 1-inch margins and typed in
12-point Times New Roman.
Your Essay should have a Title Page and References Page.
Essays should be proofread for spelling and grammar
Essays should be in APA style.
You must cite all texts used, including page numbers to avoid
Your essay must have a thesis statement and conclusion that
are both supported by research and analysis.
NONPROFIT FINANCE DISASTERS
1 Why did FEGS close down?
The primary reason FEGS shut down was because the organization's accounting firm realized that FEGS was $19.4 million dollars short in its operating budget. It cold also not sustain continue sustaining its operations especially after losing two of its main contracts. The $19.4 million was a cumulative effect of the poor financial planning and cumulated debt obligations that ultimately made the organization to have very little cash on hand, which gave it little ability to maneuver if it encountered unexpected setbacks.
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