Date of Conferral

2022

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Marilyn Simon

Abstract

Some leaders of nonprofit organizations (NPOs) lack financial strategies to develop and implement effective internal controls for their financial health and the continuation of their organizations’ provision of humanitarian services. The failure of leaders in NPOs to implement adequate internal controls results in insolvency, the inability to pay off debts, and threatens the ability to provide needed social services. Grounded in the Committee of Sponsoring Organization's internal control integrated framework, the purpose of this qualitative multiple case study was to explore strategies NPO leaders used to develop and implement effective internal controls for their organization's financial health and ability to provide humanitarian services. The participants were four chief finance officers of four different NPOs who were involved in establishing financial strategies to minimize exposure to misappropriations and enhance the detection of fraud. Data were collected using semistructured online interviews and reviewing the organizations’ financial statements. Through thematic analysis, five themes were identified: (a) assessing financial strategies of NPOs, (b) NPOs framework and procedures, (c) mechanisms for ascertaining effective internal control strategies, (d) challenges affecting the implementation of strategies, and (e) proposed solutions to the challenges. A key recommendation is for NPO leaders to develop and implement adequate internal controls such as access restrictions and risk assessment, in addition to assuring high ethical values to fulfill their organization's mission and goals. The implications for positive social change include the potential for economic health within NPOs and the ability to provide necessary services for the communities they assist.

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