Organizational Development Toolkit

Financial Management

Financial and Accounting

Procedures Manual
For
PREVENT

Note: This is a sample to be adapted for your use. This sample is made possible by the generous
support of the American people through the United States Agency for International Development
(USAID). Its contents are the responsibility of FHI 360 and do not necessarily reflect the views of
USAID or the U.S. Government.

TABLE OF CONTENTS
1.0
OVERVIEW OF ACCOUNTING AND PROCEDURES MANUAL...............................3
2.0
OVERVIEW OF THE FINANCE AND ACCOUNTING DEPARTMENT.......................4
3.0
FINANCIAL REPORTING............................................................................................7
4.0
BANK ACCOUNTS....................................................................................................13
5.0
ACCOUNTING DOCUMENTS AND PROCEDURES...............................................14
6.0
PETTY CASH MANAGEMENT...............................................................................14
7.0
ACCOUNTING FOR IMPREST.................................................................................16
8.0
PURCHASING /PROCUREMENT POLICY..............................................................17
9.0
CASH RECEIPTS......................................................................................................21
10.0
RECEIPT OF GOODS AND PAYMENT.....................................................................21
11.0
SAFE POLICY............................................................................................................22
12.0
CHEQUE SIGNATORY AUTHORITY POLICY..........................................................22
13.0
CHECKLIST OF END OF MONTH PROCEDURES.................................................22
14.0
EMPLOYEE CONTRACTS, TIMESHEETS AND PAYROLL....................................23
15.0
TRAVEL AND PER DIEM..........................................................................................24
16.0
MANAGEMENT OF SUBAGREEMENTS.................................................................27
17.0
MANAGEMENT OF OFFICE SUPPLIES..................................................................27
18.0
PHYSICAL INVENTORY............................................................................................28
19.0
PROJECT VEHICLE AND EQUIPMENT USE..........................................................28
20.0
AUDIT POLICY..........................................................................................................29
21.0
BUDGET APPROVAL POLICY.................................................................................29
22.0
DONORS POLICY AND GUIDELINES....................................................................29
23.0
SAMPLE ACCOUNTING POLICIES.........................................................................29
24.0
GLOSSARY OF TERMS............................................................................................31
Appendix 1: Ethics Policy....................................................................................................37
Appendix 2: Cash Receipt Form..........................................................................................41
Appendix 3: Purchase/Cheque Requisition........................................................................42
Appendix 4: Purchase Order................................................................................................43
Appendix 5: Petty Cash Voucher..........................................................................................44
Appendix 6: Petty Cash Count Form...................................................................................45
Appendix 7a: Vendor Quotation Sheet ($500-$2500).........................................................46
Appendix 7b: Bid comparison > $2500 (Best price & Best Value)....................................47
Appendix 8: Time Sheet........................................................................................................49
Appendix 9: Salary Sheet/Labor Distribution Sheet..........................................................50
Appendix 10: Request for Travel Advance..........................................................................51
Appendix 11: Travel Expense Reimbursement Form.........................................................52
Appendix 12: Inventory/Fixed Asset Register....................................................................53

1.0

OVERVIEW OF ACCOUNTING AND PROCEDURES MANUAL

1.1

Purpose
PREVENTs continued service depends on its ability to safeguard and manage
effectively and efficiently all donor funds (including locally generated income)
entrusted to it. Central to this goal is a sound structure of financial management
and control to maintain both integrity and confidence.
This Manual describes the financial policies and procedures for ensuring
accountability on effective and efficient use of funds. The procedures are aimed to
give Management (including the Board of Directors) accurate, complete and timely
financial information.
Any deviations from adhering to the procedures contained in this Manual by
PREVENT staff should be in writing and approved by the Executive Director.
The implementation of this Manual is essential for the successful delivery of
PREVENTs services as we conduct our activities morally, ethically, and in the spirit
of public accountability and transparency, and in conformity with applicable laws
and regulations and practices common with responsible organizations.
The principles and suggested procedures in the Manual reflect systems currently in
operation, or being implemented by PREVENT and those expected to be adopted
by its sub-partners.
This Manual has been designed to suit specifically the accounting and financial
management practices at PREVENT, and the general principles and essential
features are applicable to all resources no matter their source (e.g. Cooperative
Agreement from CDC, subaward with another partner, or locally received funds).
This Manual is not exhaustive but provides a framework for accounting and
financial procedures within the organization.
As circumstances and requirements change the manual should be reviewed and
updated annually to take into account potential new donor regulations, tax law
regulations, as well as new developments in the accountancy profession and
changes in the organization.

1.2

Importance of Financial Accountability

The ability to provide accurate, complete and timely financial information enables
compliance with the rules and regulations of donors and other partners reporting
requirements, as well as adhering to generally accepted accounting principles
(GAAP). This information also assists management to plan and coordinate their
programmes effectively.
The guidance in this Manual should be used in conjunction with other policies and
procedures specified from respective donors.

1.3

Scope
This Manual should be used across the organization to guide the handling of
finance functions. It provides guidance on all financial procedures and reporting
requirements.
The usefulness of any manual is in its applicability to provide guidance. As the
transactions of PREVENT evolve, diverse and increase, this Manual must remain
relevant, therefore it is critical that management ANNUALLY review and revise this
manual as needed.

1.4

Cooperative Agreement Signing Authorities

The Chairman or the Executive Director should sign all cooperative agreements

2.0

OVERVIEW OF THE FINANCE AND ACCOUNTING DEPARTMENT

2.1

Financial Records
Financial records include all source documents (budgets, invoices, vouchers, bank
statements, credit advice, journals, cheques, receipts and any other documents
which serve as evidence of financial transactions).

2.2

General Responsibilities
PREVENT requires all of its employees to abide by the foregoing standards of
ethical behavior in their dealings with its suppliers, consultants, sub grantees,
subcontractors, and government. Employees of PREVENT should not solicit for
any funds, gifts or any favours from a prospective vendor, sub grantee or any other
business partner. Attached as Appendix 1 to the Manual is PREVENTs ethics
policy which ALL staff are required to sign on an annual basis. (Copies of the
signed ethics statements will be kept within personnel files).
Staff are also required to report any violations of these standards to the Executive
Director and Board Finance Subcommittee.
The Executive Director has overall authority and oversight of all funds.
4

2.3

Finance and Accounting Responsibilities

2.3.1 Finance /Operations Manager

Please note: In absence of a designated Finance/Operations Manager,
PREVENT may subcontract out with a licensed Accounting Firm for financial
management assistance and if these services are subcontracted, all of the
duties specified below will apply to the responsibilities of the subcontracted
firm / individual.
-

Primary functions
Ensure that the financial system runs properly in order to process financial
information and generate accurate reports.
Ensure that internal controls are enhanced and maintained at an acceptable level,
Manage risks affecting PREVENTs assets and make sure risks are maintained at
a lower level.
Ensure that financial policies, procedures and donor compliance requirements are
adhered to expected standards
Ensure that internal and external financial reports are prepared and disseminated
within deadlines
Ensure there is enough cash on hand and vendors are paid promptly
Responsible for all aspects of cash management including:
Monitoring receivables, billing staff and collection of debt and managing prepayments.
Lead, direct, mentor/coach, appraise and supervise the other finance staff

2.3.2 Bookkeeper / Admin Assistant

-

Primary functions
Ensure that payment package is complete and accurate before processing.
Ensure that charge codes are in agreement with Program Managers approval and
the organizations chart of accounts.
Ensure that vendors/Suppliers, Staff and Sub-recipients cheques are prepared
and paid on time.
Maintain petty cash ledger and prepare petty cash replenishment.
Prepare cash receipt voucher for cash collected and deposited to bank account.
Ensure that copy of cash receipt and bank deposit must be attached with the Cash
Receipt voucher.
Ensure that the Petty cash replenishment is prepared the moment the paid cash is
75% of the cash float.
Prepare cash and check deposit slip and give it to the agent for banking on a daily
basis.
Cash collected from staff travel advances and other receipts must be banked
within the next business day.
Ensure that all cash at hand must be locked in a safe overnight and on weekends.
5

2.4

Maintain safe ledger and keep the first key of the safe.
Work closely with Administrative officer on physical counting of assets, stocks and
property.
Prepare a stock count report on a monthly basis
Manage the asset register
Prepare cash receipt vouchers.
Retrieve documents needed for Audits
Ensure that soft copy and hard copy month end closing packages are filed properly
and done within the due dates
Ensure that data is posted on a daily basis, and that the financial information is
processed accurately and reliable reports are generated timely
Ensure that internal financial reports are generated accurately and disseminated
timely.
Perform systems analysis to identify any irregularities (such as wrong posting) and
propose immediate corrective actions to the finance manager
Internal controls
Internal accounting control consists of the PREVENTs plan, procedures and
records to assure the reliability of financial reporting as well as safeguard the
assets of the organization.
An effective internal control structure includes a series of checks-and-balances
required for the appropriate recording and authorization of transactions and
ensures that access to assets is limited to authorized personnel. Each transaction
should be divided into component tasks completed by different staff members in
order to increase the likelihood of detecting unintentional errors and prevent
misappropriation of PREVENTs assets.
As an example, the person who approves vouchers for payment should not
prepare or sign cheques.
The following chart includes other examples of the appropriate segregation of
duties:
Finance Officer Who:
*Prepares vouchers
*Prepares Cheques
*Has access to Blank Cheques
*Receives Cash
*Is responsible for the physical
security of Assets
*Prepares Bank Deposits
*Prepares payroll
*Maintains Driver Logs

Should Not:
*Approve Vouchers
*Sign Cheques
*Post Payments
*Bank or deposit the cash receipts at the
bank
*Perform the physical
inventory of Assets
*Reconcile Bank Accounts
*Distributes payroll payments
*Monitor Fuel Usage

The following four basic tests of completeness, validity, accuracy and maintenance
should be consistently applied to all transactions
2.5

Completeness
Each element of a transaction must be documented, approved and recorded.
For example: A cash payment to a worker requires the signature of the worker or
other proof as evidence of payment.

2.6

Validity
Is the disbursement made to a verifiable vendor or employee?
Is there such tangible proof, such as a vendors receipt, purchased item, to confirm
that the item was received or the services performed?

2.7

Accuracy
Is the amount recorded as received or disbursed correct?
Are all relevant charges recorded?

2.8

Maintenance
After a payment has been approved for payment and recorded, it should be
impossible to make changes, such as addition of a zero to the amount or changing
the payee name, or in deed using the same documents for other double payments.
All documents after use must be stamped PAID to avoid re-use.
Close supervision by the Finance/Operations Manager and oversight by the
Executive Director are vital to ensure that control systems are working and that
weaknesses are identified and corrected.

3.0

FINANCIAL REPORTING

3.1

Overview
Financial reports are summaries of the information found in financial records for a
given time period or as of a certain date. Financial reports also provide information
on the financial status of a project including project income/costs, cash flows and
trial balance. Financial reports may also include sufficient background information
to support the data included in reports.

3.2

Financial Transactions
For the purposes of this Manual, a financial transaction is any occurrence, which
results in an inflow/outflow of funds or has any effect on the organizations assets
and liabilities.

All financial transactions will be accounted for accurately and properly. No

undisclosed or unrecorded funds or assets will be established or maintained for
any purpose.
No borrowings on behalf of the organization are to be made from any lending
institution or individual without the prior written authorization from the
Board of Directors.
For any cost to be allowable under specific grant agreements, the costs must
meet the following general criteria:
a) Be reasonable for the performance of the grant agreement and allocable
thereto
b) Be consistent with organizational policies and procedures
c) Be determined in accordance with generally accepted accounting principles
(GAAP)
d) Conforms to any limitations or exclusions set forth in the principles or in the
agreement as to types or amount of cost items, and
e) Be adequately supported and documented.
A cost is reasonable if in its nature or amount it does not exceed that which would
be incurred by a prudent person under the circumstances prevailing at the time the
decision was made to incur the costs. In determining this, it should consider
whether the cost is of a type usually recognized as normal and necessary for the
organizations operations.
All costs incurred should be allocable to projects i.e. its activities or benefits can
be distributed reasonably to that specific project.
Transactions processed using the respective source documents must be stamped
processed/paid to avoid duplication.
PREVENT uses an accrual (preferred) or cash based accounting system to
recognize income and expenditure.
3.3

Procedures for Receiving Funds

3.3.1

Objective of a Receipting System

The objective of a receipting system is to ensure that all funds donated/collected are fully
accounted for in financial records and reported to the donors.

3.3.2 Main strategies to Achieve the Objective

In order to ensure that funds are fully accounted for in financial records, the following
strategies should be applied:

a) Effective control of accounting documents (receipt books, cheque books). A receipt

book should be serially numbered and have three copies:

1. Original goes to the payer

2. The second copy is filed in Accounts department and
3. The book copy remains as a permanent record. A receipt is a proof of payment and
payer should obtain one.

*Attached as Appendix 2 to the Manual is PREVENTs cash receipt slip which should
be serially numbered and in triplicate.

b) The cashier should receive all monies, issue a receipt for all funds received, and
reconcile all funds received with amounts to be banked the following day at the end of
each day.

c) Cash disbursements must not be made from cash received. All cash received must be
banked and supported by an official bank deposit slip.

d) Cash receipts should not be mixed up with the petty cash fund
e) Strictly all receipts issued should be recorded and analyzed in the cash books for
onward posting to the ledgers at the end of each month.

f) All bank transfers (direct credits) must be authorized by designated signatory and
should immediately be recorded in the cash book. Prompt recording and analysis of
receipts in the cash book shows up at the earliest point the levels of funds received
and allow spot check of cash on hand.

g) All original documents should be systematically filed in box files and made readily
available for any prompt audit. The Finance/Operations Manager should be fully
responsible for this receipting system and should therefore check the bank
reconciliation to separate the duties to show transparency of the system.

h) All receipt books should be recorded in a Register kept by the Bookkeeper. Only the
Bookkeeper will be responsible for the issuance of the receipt book for use. The
Register should show:
i) Serial numbers of each receipt book
ii) Date when receipt book received from the printer
iii) Name and signature of staff entering the new receipt books into the Register
iv) Date the receipt book issued for use and
v) Name and signature of staff requisitioning the receipt book for use.

3.4

Procedures for Payments

3.4.1 Objectives of Payment Procedures

The objectives of a good payment procedure is to ensure that disbursement of
money is and can be proved to be legitimate and transparent and in accordance
with the budget.
Accounts Staff should ensure that the details from the source documents are
processed correctly in the cashbook. Each disbursement will be supported by:

a)
b)
c)
d)
e)
f)
g)

purchase requisition (see appendix 3 for example)

purchase order (see appendix 4 for example)
voucher authorizing payment signed by at least 2 authorized signatories
completed cheque signed by authorized signatories
supporting vendors invoice
a receiving report and
other independent source materials.

3.4.2 Strategies to Achieve a Good Payment Procedure

The following strategies will be applied to achieve this objective:
a) All payments should be authorised by the Executive Director. When an invoice
is received, it should be matched with the purchased order and checked for
calculations and depending on the correctness, a payment voucher will be
raised. The Finance Manager should ensure that all procedures and checks
have been followed and all supporting documents attached before a payment
voucher is sent to the Executive Director for final authorisation.
b) Before any payment is made, the Senior Finance Officer must ensure that there
are sufficient funds in the bank account.
c) Payments should be posted promptly to the cash book and to the general
ledger.
d) Paid vouchers represent an essential means of supporting and explaining a
payment as well as evidence that the necessary approval was given and
procedures followed before making a payment and that voucher number and
order are available for future reference.
There are two types of paid voucher, as follows:
(i) Fully acquitted - These vouchers have all the necessary supporting
documents; and
(ii) Not adequately acquitted - The vouchers which lack some of the necessary
supporting documents mentioned above. They should be kept and filed
separately from the fully acquitted vouchers and reviewed frequently to
ensure that, in due course, all are fully acquitted and filed.
e) Additional documentary evidence will be required under d (ii) above for such
expenditure as workshop allowance, training allowance and field visits. Some
of the evidence needed will include:
(i) workshop allowance signed attendance list, showing amount paid to each
participant, names and Passport number of each participant;

10

(ii) training allowance name of training institute, rate per period and amount
paid to the candidate, duration of the course and Passport number of the
candidate; and
(iii)

field visits authorised signature of the field visit by the Executive

Director, amount paid, name and Passport number of the traveler. It is
recommended that the amount be given to the officer traveling as a travel
advance to be accounted for on return.

f) All vouchers should be filed sequentially and kept in a secure location. The
removal of payment vouchers from their files and the office in which they are
kept should be discouraged at all times. If it is necessary for a payment
voucher to be taken away it should be signed for in a register
g) An additional safeguard is to only allow whole files to be taken and not
individual vouchers
h) To good financial regulations, payment vouchers must be preserved for a
period of six years, or until audited, or in a court case, until the case has been
settled, if this is later than six years.
3.4.3 Cheque Issuing
Cheques should not be written until the payment voucher has been authorised.
The cheque should be entered in the cashbook at the time that it is drawn.
The cheque should not be drawn unless the cash book indicates that funds are
available to meet it. It is illegal to make payments if funds are not available.
After the cheques have been signed they should be entered in the cheque register
which is maintained in cheque number order with columns, showing the name of
the payee, the amount, date drawn, name and signature of person collecting it.
The drawn cheque should be sent for signing with the payment voucher and the
supporting documents.
They should always be two panels of cheque signatories:
a) PANEL A - The Executive Director
b) PANEL B - The Finance Manager or Bookkeeper
Changes in authorized signatories require the approval by the Partners highest
level of authority.
Notification of change of signatories (adding or removing) must be communicated
to the bank in writing, and the letter must state the reasons. Copy of this letter will
be kept in the projects file for future verification. Copy of all bank correspondence
letters should bear the banks stamp (and date) as a confirmation of receipt.
11

3.5

Monthly financial reports

The monthly financial reports will cover transactions on a period basis starting on
the first day and ending on the last day of each reporting period.
The monthly financial reports currently include:
a) cash book
b) budget summary
c) expenditure summary
d) bank reconciliations

3.5.1 Cash book

Shows the dates, all the cheques in chronological order including cancelled
cheques, bank transfers, details of payment, amount of each receipt and
payments, running bank balance and extended columns for posting these amounts
according to the budget lines
3.5.2 Budget summary
Shows how much has been spent and how much is remaining for each budget line
item.
3.5.3 Expenditure summary
Within five working days after the end of each month, accounts clerks assigned to
specific projects shall submit an expenditure summary to the Accountant who will
review them within 48 hours after which the specific Bookkeeper will submit the
reports to the programme manager and hold discussions with them to make sure
they understand it and also to look at any expenditures that are likely to overrun
the budget limit and to look at activities where there has been no or low
expenditure which can be an indicator that certain budgeted activities are not being
carried out.
3.5.4 Bank reconciliations
3 days after the bank statements are received, the accounts clerks assigned to
specific projects will finalise the accounts, do the bank reconciliation and submit
the bank reconciliations for checking and signing off.
3.6

External reporting
The accounting staff will be aware of all donor reporting requirements including
deadlines and will ensure that all such reports are submitted to the Executive
Director at least 5 days before the reporting deadline and are ready to be
submitted to the Donor.

12

4.0

BANK ACCOUNTS
All requests to open other bank accounts should be approved by the Board Chair
and Executive Director.
Each major donor should have a separate dedicated bank account. A register of
all the bank accounts should be maintained and kept up to-date by the Accountant.
It should have the following details:
a)
b)
c)
d)
e)
f)
g)

4.1

name of account
name of bank
date the account was established
currency, account number
interest/non interest bearing
source of funds and
Signatories and signing arrangements.

Procedures to adhere to when performing bank reconciliations

Bank reconciliations should be done on a monthly basis and these must be duly
signed for by at least two different people.
Some of the normal standard routines to be followed regarding bank reconciliations
are as follows:
a) Ensure that all bank statements for each bank account are at hand before
attempting the reconciliations
b) Details from the source documents are processed correctly in the cash book to
minimize time spent on the bank reconciliation
c) References on the Cash book must be consistent with those that appear on the
source documents
d) Journalize bank debits/credits in the same month they occur
e) Review outstanding cheques older than three months
f) Use reference appearing on the bank statement to cross-reference outstanding
items on the reconciliation
g) Investigate long standing items on the reconciliation and if necessary write back
items that are not likely to be cleared (Cheques that are outstanding for more
than 6 months are regarded as stale and must be reversed)
h) Once the reconciliations are complete, they should be signed off at least by the
Accountant, paying particular attention to long standing deposits and cheques if
any
i) Bank statements must be filed together with the bank reconciliations
j) Bank reconciliations should be written in ink and not pencil to minimize erasure.

13

5.0

ACCOUNTING DOCUMENTS AND PROCEDURES

The Bookeeper will maintain the following accounting documents.

5.1

Cheque Authorization Form

There will be a cheque request form for each cheque that includes the following
information:
1.
2.
3.
4.
5.
6.

Name of Payee
Description
Voucher number
Cheque number
Project Number to indicate which project(s) the cheque should be charged
Amount and the signature of the person collecting the cheque.

The main purpose of the voucher system is to ensure there is a record in place that
provides evidence of which project checks are to be charged to, that checks have
been collected by the respective vendors and also to satisfy donor requirements.
An example of a cheque authorization form can be found in Appendix 3.

6.0

PETTY CASH MANAGEMENT

6.1

Overview
Expenditure for small recurring items may be paid for from Petty Cash. A member
of staff shall be appointed at respective centres in consultation with the Accountant
to handle petty cash. Such an officer will be responsible for:
a)
b)
c)
d)

Preparing the Petty Cash Voucher

Maintaining a Petty Cash Register that records all petty cash transactions
Filing all supporting documentation for petty cash transactions
Reimbursing the petty cash float

Petty cash float of (Organization to decide on amount) shall be clearly stated in the
letter to the official handling petty cash.
The letter should indicate what items are authorized by PREVENT for the particular
program to be paid from petty cash and any prior authorization needed for any
disbursement, for example, Administration Petty cash allowable items are:
a)
b)
c)
d)
e)

Daily newspapers
Tissues
Sugar
Tea leaves
Soap etc.

.
14

Any expenditure that does not fall under the above mentioned categories will have
to receive prior authorization from the Accountant or his/her designee.
The Accountant should sign off all the above expenditure not requiring prior
authorization at the end of each day.
Program managers or the Accountant should not be handling petty cash.
An example of a petty cash voucher form can be found in Appendix 5 and an
example of a petty cash count for can be found in Appendix 6.
6.2

Replenishing Petty Cash

Petty Cash will be replenished for the exact amount of expenditure incurred when
more than 75% (organization can decide limit) of the petty cash float has been
spent. A cheque will be issued in the name of (name of petty cash custodian) for
the amount of replenishment submitted.

6.3

Petty cash management

The Bookkeeper should ensure that all petty cash vouchers are sequentially
numbered and show the amount disbursed purpose of disbursement and signed
by both the Accountant and recipient.
Receipts and any refunds to petty cash should be handed back to the Bookkeeper
within a day of the initial disbursement. Receipts and the approved petty cash
voucher should be attached together as evidence of the transaction.
The petty cash box should be kept in a safe place with access restricted and only
allowed to the responsible person.
All petty cash documents i.e.: petty cash slips and invoices must be cancelled with
a PAID stamp
Only payments less than 10% (organization can decide %) of petty cash ceiling will
be paid from petty cash. Any payment in excess of this amount will be paid for by
cheque.
They should be no IOU in the petty cash box and if this occurs, the petty cashier
should be sternly warned in writing and dismissed on second occurrence of the
IOU in the cash box.

6.4

Unannounced Petty Cash Controls

Spot checks (conducted at least 4 times a year) should be carried out by the
supervising officer, and any discrepancies should be explained. The spot checks
should verify the following:

15

a) Petty cash float less (minus) any petty cash vouchers on hand should be equal
to petty cash available. Any discrepancies should be explained.
b) The spot checks should include checking whether the vouchers have proper
authorization, proper necessary supporting documents and any reasons for non
compliance or delay in compliance
c) The Accountant also has the right to carryout these spot checks and should do
so at least twice a year.

7.0

ACCOUNTING FOR IMPREST

7.1

Definition of Imprest
An Imprest is an amount of money advanced for a specific short-term purpose
which must be accounted for immediately that purpose has been satisfied. It is
given to an officer rather than direct payment to supplier.

7.2

Objective of Imprest Procedures

To ensure that all amounts advanced for specific short term purposes are properly
authorised, and promptly accounted for on completion of the activity.

7.3

Main Strategies to Achieve the Objective

In order to meet this objective the following strategies are recommended:
a)
b)
c)
d)

Control over the issue of Imprest

Appropriate retirement procedures
Prompt and accurate accounting
Control to ensure prompt retirement

No person shall be issued with Imprest when there is another Imprest outstanding
in her/his name.
It is important that all expenditure is accounted for promptly and properly in full,
and that an Imprest should be retired immediately its purpose has been fulfilled.
Consequently an individual should never have more than one Imprest outstanding
against her/his name at one time.
7.4

Appropriate Retirement Procedures

Imprest must be accounted for within 48 hours upon completion of the activity for
which it was issued. This process is known as retirement.
There are three possible outcomes of the Imprest:
a) The Imprest amount has been fully spent on the intended purpose
b) The Imprest amount has only been partially spent on the intended purpose
leaving a balance to be returned
16

c)

The Imprest holder has incurred more expense that the amount of the Imprest
and is due an additional payment

In all of these cases the retirement is through an Imprest retirement form, the
purpose of which is to summarize the expenditure incurred against the original
Imprest and the necessary approvals to the way that it has been utilized.
7.5

Appropriate Retirement Procedures

It is recommended that, in all cases, the Imprest retirement form is attached to a
payment voucher and processed through the payment procedures.
Where the Imprest is retired in full the payment voucher amount payable will be nil
and the coding of the expenditure will be balanced.
The accuracy of the recording is tested through the reconciliation of the impress
ledger to the control account and the verification checks in the cash book and
general ledger systems.
In the sections above it was noted that an Imprest is an advance to an individual
for a specific purpose, which must be accounted for on satisfactory completion of
the activity.
Imprest holders may be reluctant to retire an Imprest promptly, either because they
owe a balance on it, or because they cant be bothered to. If the above systems
are in place then the information is available to indicate those that have
outstanding impress and action can be taken to encourage their retirement.
The procedures to encourage this may include:
a) Only one Imprest outstanding at any time - No Imprest to be awarded if there is

an existing one outstanding. Whilst this is a financial regulation its enforcement

encourages the retirement of existing ones;
b) Deduction from salary - If a special Imprest is not retired promptly, it should
become a priority for payment from the next months salary, if possible being
deducted in total. If an Imprest is being recovered from salary, no further
imprest should be authorised until full recovery has been made.
The Travel Advance Request is included in Appendix 10 and the Travel Expense
Reconciliation is included in Appendix 11.

8.0

PURCHASING/PROCUREMENT POLICY
PREVENTs Procurement Policy is based on the principle of assuring the most
cost efficient and rational use of resources for goods or services that will best
serve the organization in both the immediate and long-term. The policy shall also
ensure that procurements are conducted in a manner to provide open and free
competition to the maximum extent practical. Staff should be alert to organizational
17

conflicts of interest as well as noncompetitive practices among vendors that may

restrict or eliminate competition or otherwise restrain trade. Awards should be
made to the bidder or offer or whose offer is responsive to the solicitation and is
most advantageous to the recipient with price, quality and other factors being
considered.
Procedures to avoid unnecessary purchases or duplicative items should be in
place at all times. No employee or agent should participate in the selection, award
of a contract if a real or apparent conflict of interest is involved. A conflict of interest
originates when an employee or any member of his/her immediate family, member
of Board or associate, has some interest, economical or not in the procurement in
a specific business or hiring the service of a particular person or business. The
Project should ensure that only contracts with responsible parties are made. While
this section is devoted to project purchases of goods or services via Accounts
Payable, this principle applies to all project transactions.
Where a particular vendor has been selected as a preferred supplier based on the
most cost effective and efficient supplier, in terms of: quality, capacity, timeliness
and price competiveness, comparative invoices for exactly the same goods and
services will compared on a yearly basis to determine the eligibly of the preferred
supplier. Normally, the bidder offering the lowest bid will be selected as the
supplier. However, if there are specific reasons why the lowest bid is
recommended, this justification needs to be documented on the bid comparison.
For purchase between the local equivalent of US$500 and US$2,500, at least 3
oral quotes must be obtained and documented, and include a detailed description
of name of providers, contact details and the exact description for the products to
be procured.
For purchases over the local equivalent of US$2,500, 3 written quotes must be
obtained and a Tender Selection Committee that should comprise of at least
someone from the user department, a finance person and the procurement officer
shall sit to choose the best quotation.
The following documents for each procurement should be in place (Bid
Comparison Examples are attached in Appendix 7):
a)
b)
c)
d)
e)

Purchase request
Appropriate number of estimates/quotes from different suppliers
Purchase order
Invoice
Receipt

Only goods and services specified in the approved budget can be procured. Any
other procurement will need written authorization from the Executive Director and
funding agency/donor where applicable.

18

When competitive bids or offers are not obtained, justification for lack of
competition should be given.
8.1

Purchase Requisition (PR)

A Purchase Requisition, specifying the identified good(s) or service(s) requested,
must be completed by user officers and submitted to the appropriate programme
manager for approval. These will be later submitted to the Accounts department
with all appropriate supporting documentation for payment.

8.2

Purchase Order
The approved Purchase Requisition and quotation from the selected supplier are
submitted to the Finance department for the completion of a Purchase Order. The
Original Purchase Order is submitted to the vendor to confirm the order, as
required. One copy is kept with the department that made the order. A copy
remains with the Accounts Office pending full payment and delivery of the good(s)
or service(s). Only after receipt and inspection of the goods is the Purchase Order
together with support documentation (invoice, delivery note) submitted to the
Accountant for full or final payment.

8.3

Internet Banking Policies and Procedures

Only users with signature authority can approve or release payments within the
internet banking system up to the authority levels that have been assigned to them.
In order to maintain a segregation of duties, all users must have individual user ids
and passwords. The duties for internet banking must be segregated as follows:
1. The financial manager, who does not have signature authority on the bank
account, must review all requests for payment. He/she should review all required
documentation such as purchase order, requisition forms, vendor vouchers, etc.
For salary payments, a list of employees and the amount of salary for each
employee must be reviewed and signed by the Executive Director. The person who
sets up the payments on-line cannot be the person responsible for reviewing the
request for payments.
2. Once the requests for payments have been reviewed, the Director, or the Deputy
Director must approve each request.
3. The financial assistant will be responsible for setting up the payments in the
internet banking system.
4. Someone with signature authority on the bank account will be responsible for
approving and releasing the payments.
5. The financial manger will be responsible for the monthly bank reconciliation which
must be signed by the Executive Director

8.4

Consultants and/or Independent Contractors

19

Definition of Consultant
A consultant is a self employed, independent contractor for whom PREVENT has
no legal obligation to withhold taxes or pay benefits. Consultants are considered to
be local contractors, rather than PREVENT employees, and as such are not
eligible for payroll or regular employee benefits
Hiring Process/Requirements
Key consultants may be named, along with the daily rate and the scope of work
(SOW), in the proposal and final contract between the PREVENT and the
sponsoring organization. If the name of the consultant, daily rate and scope of
work are not stated explicitly in the contract, it may be necessary to request hiring
approval from the funding organization before the entering into an agreement with
the consultant (it is important to refer to the contractual arrangement with the donor
to determine if approval is necessary).
For consultants, a rate should be negotiated according to the terms and conditions
of the contract and based on the information collected. The consultant daily rate
will be based on factors such as previous earning history, market rate for
comparable service, level of responsibility and complexity of assignment. A current
and certified salary history must be provided by the candidate (see Appendix 15 for
the 1420 salary history form). Generally, a 5% increase over a previously
obtained rate is provided, if that consultant has worked at that rate for a significant
amount of time, such as over 12 months.
Once the consultants rate has been negotiated and approved, a consultant
agreement and work order (see Appendix 13) stating the scope of work (see
Appendix 14), duration of assignment, and daily rate of pay must be drafted
and approved by the Executive Director. Consultants are not entitles to receive any
rights, privileges, benefits, or allowances from PREVENT except as provided in the
consultant agreement.
The consultant agreement must be signed by both the consultant and the
Executive Director
Review/Approval Required
If required by the donor, consultants must be approved by the sponsoring agency
before being hired by the PREVENT. Approvals may also be required for
consultant candidates, scopes of work, and/or daily rates. It is the Executive
Directors responsibility to determine what approvals are required from the donor
and ensure that they are secured in writing before the consultant can begin work
Contracting and Payment Procedures

20

Consultants are required to submit a fee payment request (or invoice) that
specifies the number of hours worked each day, the approved daily or monthly
rate, and the description of activities. The request (invoice) must be reviewed and
approved by the Executive Director. PREVENT pays consultants in accordance
with the terms and conditions of the agreement, typically up to a maximum of 8
hours per day and 5 days per week, unless otherwise authorised in writing by the
donor and/or agreement with the donor. Please see Appendix 16 for fee payment
request.

9.0

CASH RECEIPTS

9.1

Cash /Cheque Received

The Bookkeeper must issue a receipt to the person/organization for the amount
received on the reported date. The supervisors can check on the receipting but will
not be receipting or funds;
Before depositing the funds received, the Bookkeeper needs to complete a deposit
slip
The Accountant or any other supervisor he/she will appoint should check the
receipt book on an adhoc basis and match the cash, and check receipts with the
bank statements to ensure that all cash and checks are banked.
A deposit slip or remittance advice will serve as the basic supporting
documentation that should be clipped together with the official duplicate receipt for
completing the monthly reconciliation.
For incoming funds received via a bank transfer, the bank statement can be used
as the supporting documentation.

10.0 RECEIPT OF GOODS AND PAYMENT

10.1

Receipt of Goods
A responsible officer shall be appointed by the programme manager in consultation
with the Accountant who should be responsible for receiving Goods/orders and
verifying delivery against the Purchase Order. All goods received should be
recorded in the goods received note. The goods received note together with the
purchase order will be passed to the Finance Department for filing or payment.

10.2

Payment
The Executive Director should authorize all payment at/or in the Head Office while
the Branch Programmed Managers will authorize those at the branches.
The Bookkeeper prepares the Payment Voucher and allocates a voucher number
(which shall be the cheque number and they shall be filed chronologically) upon
21

verification that the original invoice represents the correct information, the correct
addition and conforms to the purchase order and the delivery receipts from the
supplier.
Another staff member should check to ensure that details on the delivery note,
goods received note, purchase order and invoice all agree before proceeding to
prepare payment. To avoid the possibility of duplicating payments all processed
invoices will be stamped Processed or PAID. All payments where practically
possible should be by cheque especially those above the local equivalent of
US$50 (Organization can decide limit). All cheque payments will be accompanied
by; Payment Voucher, Receiving reports where applicable, Invoices, Delivery
notes, Approved purchase orders and purchase requisitions. Payments for service
contracts will only be accompanied by a requisition, invoice and any reliable
required information
Once the transaction is complete, the payment voucher together with purchase
requisition, invoice, and required number of quotes and copy of cheque are filed
together.
For non cheque transactions including receipt of wire transfers, intra account
transfers, travel reconciliations, voided cheques and bank charges, the
Bookkeeper issues a Journal voucher ,assigns a voucher number and attaches
supporting documentation for the transaction. Similarly all such transactions will
have to be approved and authorized by the Accountant.

11.0 SAFE POLICY

All branches/center should have a lockable cash box or safe for safekeeping of
cash. Local equivalent of US$500 (Organization can decide limit) should be kept in
the safe overnight.
The organization should ensure that all large cash balances on the premises are
adequately/comprehensively insured.

12.0 CHEQUE SIGNATORY AUTHORITY POLICY

Authorization controls are designed to provide reasonable assurance that
transaction, events from which they arise and procedures under which they are
processed are authorized:
a) All cheques should bear at least two signatures.
b) Any cheques for amounts over local equivalent of $10,000 (Organization can
decide limit) should have to be signed by one Board Member while those below
local equivalent of $10,000 (Organization can decide limit) could be signed within
the organization by the Executive Director and a program manager.

22

13.0 CHECKLIST OF END OF MONTH PROCEDURES

The close of an accounting period should be done when all transactions for the
period have been recorded and the bank account, petty cash, and travel advances
have been reconciled to bank reconciliations and other supporting schedules. The
following checklist should be followed at the close of an accounting period.
13.1 Closing the General Ledger
The Finance Manager should ensure that the accounts staff updates the General
Ledger accounts they are responsible by ensuring that that all the postings to the
various General Ledger accounts are done.
The Bookkeeper responsible for the posting to the General Ledger should then
make a first run of the General Ledger for the Finance Manger to check before
printing the Trial Balance. The Finance Manager should ensure that all
transactions for the period have been included
13.2

Cash Book Postings

The relevant accounts staff should ensure that all payments and receipts for the
accounting period have been posted
The cashbooks should be reconciled to the Bank account statements for the
period. The Finance Manager should sign off the bank reconciliations

13.3

Accounts Payable
Check that all handwritten cheques for the period have been entered and
committed.
All relevant reports with the Payment Vouchers filed with all necessary
documentation attached should be given to the Accountant at least within five days
of the following month. Those in the branches should submit the reports and make
sure that all the necessary files are ready for inspection by the same dates.
At the end of the accounting period, all creditors invoices should be posted to the
General Ledger. The invoices not yet received should be accrued in the General
Ledger

14.0 EMPLOYEE CONTRACTS, TIMESHEETS AND PAYROLL

All employees associated with PREVENT must have valid contracts on file.
Contracts must outline the terms of employment, termination, compensation and
benefits and must be signed by the employee and an authorized representative of
PREVENT to be valid. Contracts for employees working less than full time must
indicate how pro-rated time is calculated. All changes to employment under the
grant must be communicated in writing. Prior written approval from the respective
23

funder is required for the hiring of staff not expressly included in the grant
agreement and all promotions, raises or changes to employment contracts.
Employees are required to fill out timesheets for compensation. Timesheets must
be signed by the employee and approved by his/her supervisor to be valid.
Timesheets must be submitted to the Accountant no later than the 25th of the
month (Organization can decide date) to allow for entry into the accounting system.
Timesheets for split employees [i.e. employees working on different grants and
other projects] must be coded appropriately. Split employees must indicate on
timesheets the amount of time dedicated to each grant or program.
The Accountant must generate a summary payroll report at month end indicating
the gross to net salary payment to each employee. Each payroll item must be
listed separately [i.e. gross salary, payroll taxes, other deduction, net payroll]. The
payroll summary report must be signed by the Accountant and approved by the
Executive Director to be valid.
Individual payroll vouchers or other proof of payment to each employee must be
attached to the payroll summary report. The report must include the Employees
Name, Payment Date, Period Covered, Gross Salary, Payroll Taxes and other
deductions, and Net Pay allocated to the NCMI grant and must be signed by the
employee, the Accountant and the Executive Director to be valid.
Please find a time sheet template as per Appendix 8 of this document, and a salary
sheet template as Appendix 9 of this document.

15.0 TRAVEL AND PER DIEM

(Organization can determine travel costs reimbursement, including one can and
cannot be claimed for reimbursements, and any limits associated with
reimbursements of costs i.e. US Government per diem limits for lodging and Meals
and Incidental costs).
15.1

Travel Approval
All staff members requiring travel should complete a Travel Request Form and it
should be duly approved by the supervising officers and authorized by the
Executive Director. The Executive Director will also authorize regional and
international travel. The traveler is responsible for completing a Travel Request
Form, specifying reasons for the travel (and benefits to PREVENT for international
travel). Staff should submit the travel requests forms through their supervisor and
should be submitted at least 10 days before the proposed date of travel.

15.2

Travel (local and international)

The traveler should request for advance funds to cover the per-diem and any other
business related expenses, using the Travel Advance Request form (Appendix 10).
24

The amount of the advance is based on local per-diems as stated in the

PREVENTs conditions of service.
No new travel advance should be issued until all outstanding expense travel
expenses and reports are submitted
Each travel advance should be listed in the accounting department under one
persons name. The individual should be responsible for accounting for all monies
advanced including any money given to other employees or individuals. A receipt
signed by another person does not relieve the travel advance recipient of the
obligation to obtain receipts and provide a detailed accounting of all monies
received.
Advances should be accounted for within three days of the completion of the
related trip. Failure to reconcile travel advances within 5 days of travel may result
in the Travel Advance amount being deducted from the pay.
Advances or balances due to the organization, which are more than one month
outstanding should be deducted from an employees salary.
A Trip advance book should be maintained by the Accounts office showing name of
employee receiving the trip advance, date advance is obtained, date advance is
reported and name of officer who received the expense report.
All business related expenditure that is presented for a reimbursement should have
justification and receipts, this can include expenditure such as the following:
15.3

Visa
The organization will advise the traveler if a visa is required for the country of
travel. It is the travelers responsibility to ensure that all application documents are
completed and properly submitted to the appropriate embassy sufficiently in
advance for the visa to be obtained.
If the traveler pays a visa fee within a country, a receipt is required for
reimbursement.

15.4

Communication
Communication pertaining to business will be reimbursed at the actual cost
charged, and a receipt is required for reimbursement.

15.5

Immunization
It is the travelers responsibility to obtain any required inoculations prior to travel.
The traveler can utilize his/her own service and be reimbursed the actual cost of
travel related services on an expense report form (with receipts provided).

25

15.6

Excess Baggage
The traveler may be required to pay for excess baggage at the airport. A receipt is
required for reimbursement, if excess baggage is for official/business use.

15.7

Traveler Cheques, Conversion of Currency, ATM Fees

The cost to purchase travelers checks for international travel, cost to exchange
money and ATM fees for withdrawing for a trip will be reimbursed, with proof of
expense.

15.8

Airport Tax
This will be reimbursed at actual cost charged, based on receipt/documentation
provided.

15.9

Air/Road/Rail Travel
Air, road and rail travel are reimbursed at the actual cost of passage. A ticket
receipt should be required as proof of travel. Air travel will be in the Economy
class, while staff traveling by bus or rail will be allowed to be in the first class.

15.10 Travel Expense Report

The organization should reimburse employees and consultant for reasonable
business travel expenses incurred while on overnight assignment away from the
normal work location. Travelers are expected to limit expenses to reasonable
amounts. A cost is reasonable if, in its nature or amount, it does not exceed that
which would be incurred by a prudent person under circumstances prevailing at the
time the decision was made to incur the costs. All business meetings expense
claimed must include the names of the people attending, their relationship to
PREVENT and the points discussed.
The organization should reimburse travelers for the cost of transportation and other
related expense based on policies, restrictions and rates in the conditions of
service. The traveler must submit a completed travel expense report to the
Accounts department no later than three days after his/her travel has been
completed. In instances where the amount of the advance was not sufficient to
cover allowable travel expenses the traveler will be reimbursed for the difference.
When the advance exceeds the allowable travel cost, the traveler is expected to
remit the difference immediately to the Accounts dept upon receipt of the final
expense report. Expenditure should be guided by the conditions of service
Except for expenditure for which a per diem is given, a receipt is required to
support all other expenses.

26

When the Bookkeeper receives the Travel Expense Report Form, he/she should
calculate the total allowable expenses and match the total cost of funds expended
against the total advance obtained. If the total expenses are more than the
advance, the expense report form will form the basis as backup documentation for
issuing a reimbursement to the traveller. It should be noted that consistency here is
very important. If the advance is more than the total expenses, the traveller owes
the project the difference. This money should be collected from the employee and
should not be allowed to form unauthorised staff Loans. The Accounts department
should issue a receipt to the traveller for the amount paid and immediately arrange
to deposit the funds in the relevant bank account.
Please find an expense report template in Appendix 11 of this document.

16.0 MANAGEMENT OF SUBAGREEMENTS

16.1

Overview

The organization shall assist sub-grantees in understanding all donor financial regulations
and will advice and ensure that internal controls are maintained, understood and
appreciated by sub-grantees. The organization shall provide necessary support, as
it is able to provide within the available resources.
16.2

Sub-agreements
PREVENTs mandate and main purpose is to provide assistance to the Subrecipients and these should comply with the donors requirements. Implementation
of the activities lies primarily with the sub grantee; the primary beneficiary of the
activities will be mentioned in the sub agreement.
Sub-agreements are legal contractual documents between PREVENT and the
Sub-grantee. Sub-grantees are funded by the organization to implement activities
or sub projects. Sub-agreements outline the activities and scope of work, the
budget necessary to carry out the work, the reporting requirements for the Subgrantee and the donor-required standard provisions. For more details, refer to
PREVENTs Sub-agreements Procedures Manual.

17.0 MANAGEMENT OF OFFICE SUPPLIES

PREVENT should have office supplies on hand (i.e. Stocks of supplies are
composed of any expendable supplies such as reams of paper, pens, pencils,
notebooks, etc.) and management policy should be to minimize waste and to
maximize efficiency. These policies should show who will order, and who should
receive and manage these stocks. The Office Assistant should use a Delivery slip
or invoice from the Vendor to update the office supplies stock register. The
delivered quantities will be recorded in the goods received note. A different officer
appointed at the centre should perform the verification exercise.

27

To the extent that is possible, recycling of stationery such as bond paper should be
encouraged, for example, printing on the other page of the used paper for internal
use within the Head Office and Branches

18.0 PHYSICAL INVENTORY

The Bookkeeper should maintain a Fixed Assets register log listing all equipment in
close liaison with the Finance Manager.
The property register will have the following details:
a)
b)
c)
d)
e)

Acquisition date
Description
Make
Serial number
Location /assigned user

f)
g)
h)
i)
j)
k)

Fund/project number
Percentage of federal participation in cost of equipment
Unit acquisition cost
Estimated life
Condition and date information was provided
Ultimate disposition data (if applicable)

Physical inventory verification should be done twice a year to make sure all
equipment and materials are accounted for and recorded accordingly. The Finance
team will conduct the exercise. Any missing items will be taken note of and
investigated accordingly. After completion of the verification exercise, the inventory
log is updated and the copy signed by the property officer and the Bookkeeper.
These documents will be filed in the accounting office.
Organization management should ensure that the organizations real estate
(buildings) are revalued by a professional valuer at intervals stipulated by the
International Financial Reporting Standards (IFRS) (Do you own or rent?)
All fixed assets of the organization should be labeled with a unique asset number
according to the asset category. The labeling should be in indelible ink.
Disposal of fixed assets must follow project agreement guidance where applicable
and all disposed property must be cancelled from the fixed asset register and
transferred to a record or file of disposed property. All disposal correspondences,
approvals and mode of disposal (sale, donation, scrapping etc) and evidence of
disposal (such as sales/donation agreements), delivery notes must exist in the
disposed assets file.
A fixed asset register is included in Appendix 12.

28

19.0 PROJECT VEHICLE AND EQUIPMENT USE

19.1

Vehicle use: Refer to Vehicle Use Policy

19.2

Project Equipment Use Policy

Staff using the organizations equipment both on and off premises should take all
precautions to ensure that the equipment is used properly, and is not unduly
subjected to abuse. All equipment should be insured
If an employee wishes to remove a piece of equipment such as the LCD projector
or laptop from the office, the property officer will log it in the logbook, with the
name, date, duration, purpose and return date. Any equipment to be removed for
a long time (more than 3 days- Organization can determine limit) should have
written request containing the following information and must be submitted for
approval to the Executive Director:
a) description of the item to be borrowed
b) reason for removal
c) length of time the item will be needed
d) follow-up will take place to ensure that all items are returned as required.

20.0 AUDIT POLICY

It is the policy of the organization to conduct one organizational audit per fiscal
year. However, where a difference exists between a grant agreement and this
guidance, the grant agreement shall supersede. Selection of the auditors will be
done in accordance with (Country name) Accounting Standards, as well as any
appropriate guidance from the donor (e.g. Circular A133 rules for US Government
funds).

21.0 BUDGET APPROVAL POLICY

All budgets will be prepared together with the program managers and then
presented to the Board for approval for the fiscal year. The budgets will provide a
financial overview for the organization and also, on a line by line analysis per
funder, give an indication of which funder is funding which costs.

22.0 DONORS POLICY AND GUIDELINES

While the policies and procedures outlined above are PREVENTs policies, the
donors policy will take precedence over the policies and procedures outlined
above, if donors policies differ from PREVENT.

23.0 SAMPLE ACCOUNTING POLICIES

Below is a sample of accounting policies normally followed by many organizations,
including NGOs, Public and Private organizations. An organization adopting some
29

of these accounting policies would be complying largely with the general accepted
accounting principles
Financial statements are prepared in accordance with the historical cost
convention as modified by the inclusion of certain assets at valuation. The
following is a summary of the important accounting policies normally used:
23.1

Fixed Assets
Fixed assets are accounted for on a cash basis and expensed when purchased or
are stated in the balance sheet at cost or valuation less accumulated depreciation.
An organization should set a threshold for capitalization. Any single fixed asset
acquired with a value less than the threshold should be expensed to the Income
and Expenditure account in the year of acquisition.

23.2

Depreciation
Depreciation is normally calculated on a straight-line basis to write off the cost or
valuation of fixed assets over the expected useful lives at annual rates. e.g.
Buildings
Furniture & Fittings,
Equipment and vehicles
Motor vehicles

2%
20%
25%
25%

Full depreciation will be charged in the year of acquisition and no depreciation will
be charged in the year of disposal.
23.3

Translation in Foreign Exchange

Assets and liabilities denominated in foreign currencies are translated into (local
currency) at the weighted average cost of capital (organization to determine
exchange rate policies). All gains and losses arising on the translation are dealt
within the receipts and payments statement in the period in which they arise.

23.3.1 Grants
Grants received for meeting operational expenses are released to the income and
expenditure account in the year in which such grants are received. Grants received
for investment in property, plant and equipment are treated as capital grants and
amortized to the income and expenditure account over the life of the asset
concerned.
23.3.2 Currencies
The financial statements are expressed in (list currency). Transactions made in
foreign currencies are recorded at the rate of exchange ruling at the date of the
30

transaction. Assets and liabilities expressed in foreign currencies are translated at

the rate of exchange ruling at the balance sheet date. Profits and losses on
foreign currency translation are taken to the income and expenditure account in
the year in which they arise
23.3.3 Inventory/Stock
Inventories are stated at the lower of cost and estimated net realizable value. In
general, cost is determined on an average basis and includes transport and
handling costs. Estimated net realizable value is the price at which the inventories
can be realized in the normal course of business after allowing for the costs of
realization. Provision is made for slow-moving, obsolete and defective inventories.

24.0 GLOSSARY OF TERMS

The terms defined below are commonly used accounting terms, some of which are
used in this Manual.
Detailed explanations are provided in the text, where necessary.
Account

A personal or impersonal record of one or more business

transactions to enable a balance to be determined at any moment
in time.

Accounting

The process of analysing, classifying and recording transactions

and operations in terms of time, quantity and monetary values.

Accounting
Period
Accounting
System

The period for which final accounts are customarily prepared.

Accrual

The accounting treatment of a transaction whose actual value can

only be ascertained after the close of an accounting period, where
all or part of the transaction relates to that accounting period, such
a transaction is brought into books of accounts by accruing.

Advice Note

Note accompanying the delivery of goods or services ordered

(sometimes known as dispatch or delivery note).

Age Analysis

Usually used on a schedule of Sales Ledger balances to indicate

the age of the balance (e.g. one month old, two months, over six
months, etc)

Amortisation

The writing off against profits of the loss in value of certain fixed or
intangible assets where such loss is occasioned by the passage of
time e.g. Leasehold property (see Depreciation).

The day-to-day method by which transactions are recorded and

ultimately appear in the financial statements.

31

Analyse

The process of classifying and aggregating similar types of

transaction under common headings.

Asset

Goods, resources and property of all kinds belonging to a company

or to an individual, which are used in the business.

Audit

An examination by an independent, qualified expert (the auditor) of

the accounts and supporting records prepared by a companys
management and the accounting principles and policies underlying
them.

Auditor

A duly qualified person who conducts the audit.

Balance (noun)

The net difference between the debit and credit sides on an

account.

Balance (verb)

To total the debits and credits in a ledger account and to enter, as a

balance, the difference between the two.

Balancing
books

the The periodical closing up and adjusting of all accounts in the

ledger, in order to ascertain the profit or loss made during the
period under consideration.

Bank
reconciliation

A statement explaining the difference between the balance of an

account reported by a bank by way of a bank statement and the
general ledger balance (see reconciliation statement).

Book-Keeping

The technique of keeping accounts of recording in a regular,

concise and accurate manner the business transactions of an
entity in a set of books kept for the purpose.

Books
Accounts

of A set of books, which record the business transactions of a firm,

company, entity etc (see bookkeeping).

Books of prime Books into which transactions are initially recorded according to
entry
their type.
e.g. cashbook, petty cash book, Bought (Purchases) Day book,
Sales Day book
Bought Day Book A book of prime entry, used to list, analyse and summarise all
purchases and services obtained on credit. (See Books of prime
entry)
Bought Ledger

A book of account, which records the personal side of all credit

purchases of goods or services.
32

Capital

The money supplied by the proprietors of a business in order to

acquired the resources (Assets) with which to operate the
business.

Cash Book

A book in which an account (record) is kept of all receipts and

payments of money, by cash or cheque.

Cast (verb)

To add up a column of figures.

Close off

To transfer to the Profit and Loss Account in Nominal Ledger from

each account concerned, the amount itemised in the published
Profit and Loss Account, so as to leave as balances only those,
which are included on the Balance Sheet.

Contra

The matching of debits with credits or the offsetting of one balance

against the other.

Credit (noun)

An entry on the right hand side of a ledger account.

Credit Note

Document sent to a person, firm, etc, stating that his account is

credited (reduced) with the amount stated (e.g. when goods are
returned by that person, firm etc. or an allowance is made to that
person, firm etc.)

Creditor

One to whom money is owed for goods, services, etc

Current Assets

That group of assets in cash or near cash state (e.g. Cash,

debtors, stock).

Debit (Noun)

An entry on the left hand side of a ledger account.

Debit (Verb)

To debit an account to make an entry on the left hand side.

Debit Note

Document sent to a person, company etc. stating that his account

is debited (increased) with the amount stated (e.g. as a result of
price hikes, or invoice initially undercast)

Debtor

One who owes money for goods, services supplied.

Depreciation

The measure of the estimated loss in money value of a fixed asset

owing to use, obsolescence or passage of time (see Amortisation).

Discount

An allowance deducted from an invoice price, account etc.

Double entry

Method of book-keeping in which two entries are made debit and

credit for each transaction in order to record the two aspects which
every transaction has and to provide a means of providing the
33

entries by balancing the ledgers in which each transaction is

recorded.
Entry

The record of a transaction in a book of account.

Final Accounts

The Profit and Loss Account and Balance Sheet as agreed by the
proprietor of the business.

Fixed Asset

An asset which is in permanent use within a business (e.g. Land,

Buildings, furniture, plant, machinery, etc)

Gross

A total before any deductions.

Gross up

The calculation of a gross figure from a net figure by adding back

deductions.

Impersonal
Accounts

Accounts not dealing with persons but with other things such as
real or property accounts (e.g. Cash, rates, discounts, etc).

Impersonal
Ledger
Imprest System

See Nominal Ledger.

Intangible Assets

Asset, which is neither fixed nor current yet, possesses a value

(e.g. Goodwill, Investment).

Inventory

The Stock-in-trade and work in progress of a business.

Invoice

A document showing the character, quantity, price, terms, nature of

delivery and other particulars of goods sold or services rendered.

I.O.U
Journal

I Owe You
Literally, the
transactions.

Method by which a fixed amount is advanced and the expenditure

for the amount at the end of the month or period reimbursed, so
that the monthly or periodic balance remains the same. Frequently
used for petty cash floats.

book

containing

an

account

of

each

days

Ledger
A collection of accounts
The principal book of accounts in which the entries from all the
other books are summarised divided into Cash Book, Bought
Ledger, Sales Ledger and Nominal Ledger.
Ledger account

A record in the ledger showing one of the two aspects of each

transaction or group of transactions (see also Account).

Liabilities

A term denoting the combined debts owed by a firm, company etc.

34

Liquidity

The excess of cash or near cash assets over current liabilities.

Lodgement

A payment into the bank or the credit of a specified account.

Materiality

The consideration of the significance of an amount in relation to the

context in which it is placed. In relation to accounts, an amount is
not material if its effect on the accounts would not distort the overall
truth and fairness of the view they give.

Net

The amount of any charge or cost after all deductions has been
made.

Netting off

See contra

Nominal
Accounts

Accounts for the income and expenses of a business (see

impersonal accounts)

Nominal Ledgers

Otherwise known as the Impersonal or General Ledger. The

ledger, which contains impersonal, accounts (see impersonal
accounts).

Personal Account An Account showing transactions with a particular person, firm or

company as distinct from a nominal account.
Petty Cash Book

A book subsidiary to the Cashbook, in which are recorded all small

cash payments.

Posting

The transfer of entries from the books of prime entry to their

separate accounts in the ledgers.

Prepayment

A payment made in the current accounting period of which part or

all relates to a future period.

Profit and Loss A summary account of all revenue and expense accounts, showing
Account
as its balance, the profit (or loss) for the period under
consideration.
Provisions

Amounts written off or retained out of profits to provide for

depreciation, renewals or diminution in value of assets, or retained
to provide for any known liability of which the amount cannot
presently be determined with accuracy.

Reconciliation

A statement showing the process whereby the balances of two

accounts, independently written up in respect of the same
transactions, which show an apparent discrepancy, are brought into
agreement. The most common reconciliation statement is that
used to bring into agreement with the General Ledger Bank
35

account balance and Bank Statement balance (see bank

reconciliation).
Reconcile (verb)

To ascertain the precise components of the difference between two

related figures produced independently of each other.

Revenue

Income received from any source.

Sales Day Book

A book of prime entry used to list, analyse and summarize all the
invoices for credit sales transactions.

Sales Ledger

A book of account, which records the personal side of all sales on

credit, of goods or services.

Schedule

A detailed list of items, on a properly headed working paper, totaled

to agree with the figure that is being analysed or supported and
cross-referenced.

36

Appendix 1: Ethics Policy

Consistent with its mission, PREVENT has established a standard of the highest professional
ability, personal integrity, and cultural sensitivity for all its staff and consultants.
PREVENTs Code of Ethics is designed to serve as a set of ethical and legal principles to provide
guidance regarding decisions and judgments that PREVENTs staff and consultants are
constantly being asked to make. It represents the principles upon which PREVENT was
established and that continue to govern its operations. When further clarification is needed, staff
should consult the Finance / Operations Manager or the Executive Director.

Contracting, Subcontracting, and Procurement

PREVENT believes that its interest and the interests of its clients are best served by fair and open
competition in contracting, subcontracting, and procurement. Employees should consult
applicable (list operating country) law and donor guidelines on soliciting competitive bids when
procuring goods and services. For interpretation of these guidelines or specific advice on
contracting, subcontracting, and procurement, employees should consult with the Accounting and
Financial Procedures Manual. All expenditures and purchases are governed by PREVENTs
Financial and Accounting Procedures Manual. PREVENT will provide an annual orientation to
financial and accounting procedures to all staff to ensure that all staff are aware of PREVENTs
policies as well as (list operating country) and donor guidelines.

Fairness in Subcontracting
The extent of an institutions involvement in and level of effort on a particular project should be
clearly stated in the subcontract agreement signed with PREVENT. PREVENT staff should
endeavor to ensure that: 1) the level of effort and role specified for the subcontractor is adhered
to; 2) the subcontractors name is mentioned on appropriate project reports, publications, and
other public documents; 3) proprietary information received from the subcontractor is kept
confidential; and 4) resumes of subcontractor staff and consultants are not used without the
subcontractor's permission.

Plagiarism and Research Misconduct

Miscount in research means any practices that deviate from those commonly accepted by
the academic and scientific communities in pursuing and publishing research and
reporting on program activities. These practices include falsifying or fabricating data or
results, plagiarism, and any similar practices. It does not include honest errors of
differences in interpreting data or research results. In producing, creating, or writing
PREVENT documents, staff may not use or incorporate content from other documents
without crediting the sources and/or obtaining permission, as appropriate. PREVENT
expects all employees to adhere to the highest standards of conduct in these areas as
they carry out research, report on research and project activities and develop training and
other program materials, guidelines and products. Any alleged or suspected misconduct
in research should be reported directly to the Executive Director, along with supporting
documentation.
Obeying Local Laws and Traditions
It is PREVENTs policy to fully comply with (list operating country) law, donor regulations, and
accepted good business practices. An infraction of laws and regulations may be cause for
dismissal of the employee.

37

Conflicts of Interest
All PREVENT employees should maintain fairness, ethics, and personal integrity in all matters
and avoid doing anything which is either illegal or unethical. PREVENT staff must refrain from
participating, or giving the appearance of participating, in any activity that compromises their
ability to render fair, impartial judgments on behalf of PREVENTs clients as well as in the
development of new business opportunities. PREVENT staff and consultants are also duty bound
by (list operating country) law and donor regulations such as U.S. government regulations
concerning individual and organizational conflicts of interest.

Vendors and Service Providers

PREVENT staff are cautioned against the direct use of vendors and service providers that employ
their spouses and/or members of their immediate family (including relatives by marriage). While
PREVENT may use such vendors and service providers (after a competitive bidding process,
where applicable), the following steps should be taken to avoid even the appearance of
impropriety. First, PREVENT staff should immediately bring the situation to the attention of their
supervisor and the Executive Director, before their consideration as a potential bidder for the
award of a contract or purchase of a commodity. The supervisor and Executive Director may
determine that such a vendor or service provider is ineligible for PREVENT contracts or services.
Second, the affected staff member may not be involved in the selection process, in supervising
the delivery of goods or services, or in approving or disbursing payments.

Inducement to Clients or Donor Agencies

In accordance with (list operating country) law as well as donor funding regulations and accepted
good business practices, no employee is authorized to offer, or give the impression of offering, an
inducement (monetary or otherwise) to any current or potential client or donor agency official for
the purpose of obtaining proprietary information or influencing their judgments on future grant or
contract awards. No offer or suggestion to provide employment or consultancies will be made to
such an official. In addition, PREVENT will not, and employees or consultants of PREVENT shall
not, offer or make any payment, or even suggest a bribe be paid to obtain a contract or "favor"
from a potential client. Engaging, or seeming to engage, in such activities will result in disciplinary
action and/or termination of the employee. PREVENTs staff should immediately report any
evidence of such activities to their supervisor and the Executive Director.
Similarly, employees are prohibited from paying, or offering to pay, any fees or commissions to
consultants or other organization staff to obtain proprietary information or to otherwise assist in
any inappropriate manner in obtaining a contract or grant award. PREVENT staff should
immediately report any evidence of such activities to the Executive Director. Any such act which is
substantiated will result in immediate termination of employment with PREVENT employment. Any
instances in which an employee is approached or asked to pay a bribe must be reported
immediately to the Executive Director.

Gifts
Except for gifts of nominal cost-- less than (list cost organization can determine limit) in fair
market value-- or meals and social invitations that are in keeping with good business ethics and
do not obligate the recipient or the employee, it is in conflict with PREVENTs interests for any
employee or member of his or her immediate family to accept, give, or offer commissions, gifts,
payments, services, loans, or promises of future employment to anyone in connection with his or
her PREVENT assignment.

Fees and Other Payments

Non-organization related directors fees, honoraria for speeches, fees for jury duty, radio and TV
appearances, authors royalties and payments for published articles or article reviews, and travel
reimbursements may be accepted, provided these payments do not represent activities that

38

interfere with the staff members responsibilities to PREVENT. No salary or consulting fee,
however, may be accepted by regular PREVENTs staff members for services rendered to other
organizations or persons during regular business hours, vacations, or sabbaticals except on
behalf of PREVENT. PREVENT staff are advised to bring any questions they may have on this
policy to the attention of the Executive Director for clarification before accepting a fee, honoraria
or other payment.

Disclosure of Information
PREVENT staff should exercise discretion in regard to all matters of official business. They may
not communicate any information known to them by reason of their position that has not been
made public, except as may be necessary in the course of their duties or by authorization of the
Executive Director. Nor shall they at any time use such information to their private advantage.
These obligations do not cease upon end of employment from the PREVENT. No employee shall
disclose information about PREVENT development efforts without the permission of the Executive
Director.

39

PREVENT Code of Ethics

I hereby certify that I have been given a copy of PREVENTs Code of Ethics and
PREVENTs Policy Manual. I understand that I should consult with my supervisor for
further clarifications on any aspect of PREVENTs Code of Ethics, and subsequently, as
required, with the Finance / Operations Manager or the Executive Director.
Attested:
I have read PREVENTs full Code of Ethics and the statement above. I will conduct my
work as a PREVENT employee in line with these principles and commit to monitor that
PREVENT staff under my supervision do so as well.
Signature:

Name

Date

Printed Name

Staff: please return this form to the Human Resources Department.

40

Appendix 2: Cash Receipt Form

RECEIPT
VOUCHER
Office:

No. 0001
Date:

Currency:
Received From

Description

Amount

Budget Code

Total

Cash/Cheque

Received By:

(delete as applicable)

Received From:
Attach paperwork to this voucher

RECEIPT
VOUCHER
Office:

No. 0002
Date:

Currency:
Received From

Description

Amount

Budget Code

Total

Cash/Cheque

Received By:

(delete as applicable)

Received From:
Attach paperwork to this voucher

Appendix 3: Purchase/Cheque Requisition

41

Cheque Requisition Number:

Request for Payment
PREVENT

Date: ________________

Requested by: _________________________________

Description:_________________________________________________________________________________________

In the total amount of (in words): ________________________________________________________________________

US$: _________________

(Local currency):
_______________

Limited Purchase Order #:____________________________

Payment to be made in the name of: _____________________________________________________________________

Account

Fund

Project

Description

Amount

Total USD:
Total (local currency):

Prepared by:

Date: __________________

Reviewed by:

Date: __________________

Approved by:

Date: __________________

42

Appendix 4: Purchase Order

Purchase Order Number:

Purchase Order
Name of Organization:
Project Title:
Project Number:
Address or Postal Address:

Order
Date:

Supplier Details
Name:

Address or Postal Address:

Project to be
charged
Description

Donor

Project

Quantity

Total
Amount

Unit Price

Value Added Tax (VAT):

Total:
Prepared by:

Date:

Reviewed by:

Date:

Approved by:

Date:

Appendix 5: Petty Cash Voucher

Petty Cash Voucher Number:

____________

Date: _______________
Description of Expenditure

Amount

Total:
Charge Codes:
PROJECT
#

Project
Name

Accoun
t

__________________
Requested by

________
Date

__________________
Received by

________
Date

Appendix 6: Petty Cash Count Form

Vendor
Name

__________________
Approved by

Amount

_________
Date

__________________ _________
Paid by
Date

PETTY CASH COUNT FORM

Office: ________________

Currency: _________________________________

Date of Count:
Time of Count:

COUNT OF CASH ON HAND

Denomination

Quantity
x
x
x
x
x
x
x
Total petty cash on hand:

Add:
Vouchers (see attached list)
Combined Total:
Petty Cash Imprest Balance:
Difference:
Comments:

Counted by:
Observed by:

Amount

Appendix 7a: Vendor Quotation Sheet ($500-$2500)

Date
(s)
of
quote/contact____________________________________
____________________________________________________________
Vendor name and address:_____________________________________
________________________________________________________________
__________________________________________________________
Name and telephone no. of contact: ______________________________
________________________________________________________________
__________________________________________________________
Description of item: ___________________________________________
_____________________________________________________________
Price quoted:_________________________________________________
_____________________________________________________________
___________________________________________________
Type of business: ___ Lg. Business___ Small Business ___ Women Owned
___Small and Disadvantaged Business ___Non U.S. Owned/Operated
___Disadvantaged Business.

Date (s) of quote/contact:_______________________________________

____________________________________________________________
Vendor name and address:_____________________________________
__________________________________________________________________
________________________________________________________
Name and telephone no. of contact: ______________________________
__________________________________________________________________
________________________________________________________
Description of item: ___________________________________________
_____________________________________________________________
Price quoted:_________________________________________________
_____________________________________________________________
___________________________________________________
Type of business: ___ Lg. Business___ Small Business ___ Women Owned
___Small and Disadvantaged Business ___Non U.S. Owned/Operated
___Disadvantaged Business.

Date (s) of quote/contact:_____________________________________

____________________________________________________________
Vendor name and address:_____________________________________
________________________________________________________________
__________________________________________________________
Name and telephone no. of contact: ______________________________
________________________________________________________________
__________________________________________________________
Description of item: ___________________________________________
_____________________________________________________________
Price quoted:_________________________________________________
_____________________________________________________________
___________________________________________________
Type of business: ___ Lg. Business___ Small Business ___ Women Owned
___Small and Disadvantaged Business ___Non U.S. Owned/Operated
___Disadvantaged Business.

Selection
Justification:
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________

Appendix 7b: Bid comparison > $2500 (Best price & Best Value)
BID COMPARISON - PRICE
Bid comparison for purchase of items over $2500
Please provide at least three (3) written quotes for each item you plan to buy and attach it to this bid comparison
Please note that the quotes need to be the same item (same specifications for the 3 different suppliers) Attach Quotes
In the last column, please add up all recommended vendor amounts per item.
If you need more space for items please add more rows.
If you are choosing the vendor who is not the cheapest, please provide valid explanation for the selection below
Item

Quote 1

Quote 2

Enter vendor names >>>>>

2
3
4
5
Total amount required (list currency):

Motivation for quote (if recommended quote is NOT the cheapest):

Partner Organisation:
Authorized By:

Recommended Vendor

Cost (list currency)

Requested by (name):

Quote 3

Date:

Appendix 7c: Bid comparison > $2500 (Best Value)

VENDOR SELECTION MATRIX - BEST VALUE BASIS
Project:
Solicitation:
Date:
Evaluation Criteria

Vendor 1

Technical Approach
Past Performance
Company Capabilities
Proposed Staff
Price (in dollars/local currency)
Price (comparative point determination)
Other:

Vendor 2

Vendor 3

Vendor 4

Vendor 5

Total Score
Maximum Score Possible: pts
Score Breakdown:
Technical Approach
Past Performance
Company Capabilities
Proposed Staff
Price
Other:
Total:

100
35
10
20
10
25

Source Selection Justification:

Selection is based on best value through an evaluation of the

proposals against the criteria as compared against all offers.
Offeror with the highest point score selected.

100

**Note: Evaluation categories and points breakdown can be changed for each solicitation, depending on what factors that are considered for that
particular solicitation and level of importance. Price, however, must always be included as an evaluation category.

Appendix 8: Time Sheet

Appendix 9: Salary Sheet/Labor Distribution Sheet

SALARY SHEET
Office:
Gross Pay

Month:

Currency:

Allowances

Deductions

Other

Net Pay

Funder Allocation
(Based on T/S)
%
Funder
1

Tax

%
Funder
2

Name

Signature

%
Funder
3

Prepared
By:

Reviewed
By:

Authorized By:

Paid By:

Date:

Date:

Date:

Date:

Appendix 10: Request for Travel Advance

To:

From:

Location:

Date:

Please issue a travel advance as indicated below:

Advance to:

Employee

Non-Employee

If traveler is NOT employee, fill out this information.

SSN:

Mailing
Address:

If NOT Citizen/Resident, check here.

Advance
Amount:

Account
#:

Contract #:

Project #:

Project Name:

Destination:

Purpose of Trip:

Departure Date:

Calculations
Advance:

for

Return Date:

Approved by Project Director

Note: Please request advance no less than (insert number) working days prior to
date check is needed.

Appendix 11: Travel Expense Reimbursement Form

Appendix 12: Inventory/Fixed Asset Register

54

Appendix 13: Consultants Work Order

Consultant Work Order

[Consultant Name]
Work Order No. [Project Number Task Number (if applicable) Assignment Number]
Period of performance:
Task Description:
Deliverables/Milestones

Due Dates

1.
2.
3.
Payment Schedule:
Fixed price payments based on completion and acceptance of
deliverables/milestones
-or Not to exceed level of effort (number of days) with payments based on days worked
and days worked tied to specific progress in achieving milestones/deliverables
Expenses:
Technical Direction:
PREVENT and Consultant agree that the above services will be provided in
accordance with the PREVENT Consulting Agreement signed by both parties dated
.
For PREVENT
Signature

Consultant
Date

Signature

Name

Name

Title

Social Security Number

Date

Small Business Certifications: ____Woman-Owned: _____ Disadvantaged (certification no.)

55

Appendix 14: Consultant Scope of Work

SCOPE OF WORK
[TYPE/NAME OF CONSULTANCY]
[ORGANIZATION NAME]

BACKGROUND OF ORGANIZATION/PROGRAM:
PURPOSE OF CONSULTANCY:
OBJECTIVES OF CONSULTANCY:
The objective of the [Type/Name of consultancy] will be to:
EXPRESSIONS OF INTEREST:
Consultants or firms interested in participating with this project are asked to submit a
proposal, their resumes with qualifications, as well as a completed bio-data / 1420
form (provided) for review.
TERMS OF REFERENCE:
The services to be provided are as follows:
Deliverables

Date

BID FORMAT:
The response should be submitted in the following format:
Short Introduction
Summary
Methodology

Statement Of Capability

Time Schedule/Project
Plan
Financial Proposal

Covering the review of the terns of reference and clear

understanding of the consultancy requirements.
Covering the proposed approach, main technical
proposal including work tasks and time estimates for
various activities.
Bidders should include a statement of capability that
details the level of resources available within the
organisation to deliver the services requested. This
should also include the number of trained personnel,
their experience and qualifications.
A proposed time schedule showing each specific task
with clear time estimates.
Detail the consultants financial proposal and the
pricing should include required transportation costs for
56

travel.
GENERAL CONDITIONS OF BID:
An electronic copy of the bid in MS Office templates should be submitted
electronically to PREVENT at the following addresses no later than [due date and
time]:

[Address for bids to be sent]

All documents produced will be the property of PREVENT

Documents are to be produced in [insert language], must use the Microsoft Office
Suite software, and must be submitted in electronic and hard copy forms.

The currency for bidding and payment shall be in [insert currency]. The pricing will
remain fixed throughout the duration of the Contract and should [include/exclude]
VAT.

TECHNICAL DIRECTION:
[Name of person responsible] will be responsible for technical direction of consultancy
and will oversee the consultant.
PAYMENT TERMS:
The Consultant will invoice PREVENT upon the [Name of person responsible for
technical direction] acceptance of the deliverables. The Consultant will invoice
PREVENT not more often than weekly and not less often than once every 15 days.

57

Appendix 15: 1420 Bio-Data Form

58

Appendix 16: Consultant Fee Payment Request

FEE PAYMENT REQUEST
Submitted To:

Pay To:

PREVENT
Street Address
City, Country
Attention:
Project No.:

_________________________

Project Title: _____________________ ________

Date:

SS# _______________

____________________________

Brief Description of Work Performed/Deliverables Submitted:.

Dates Worked:

Total Days: __

(if applicable)

Payment Requested: $ ______

I hereby certify that this request for payment is an accurate statement of my hours/days worked on the
above indicated project, that this request does not violate any federal, state or local laws or
regulations and is in accordance with the terms and conditions of my Consulting Agreement with
PREVENT.
Consultant Signature: ____________________________________
Small Business Certifications: Woman-owned: __________
Small Disadvantaged (provide certification#): __ ___

I hereby certify that I have reviewed this request for payment and that it is an accurate statement of the
hours/days worked and the performance as stated above.
Project/Technical Director Signature: _____________________________
Project/Job #: ______
Payment Amount:

___

_____

Outstanding Advance:

_____________

Net Pay
Special Instructions:
Prepared by:

________
______________________ Date: __________________

Reviewed by: _________________________

(Finance Staff or Business Manager)

Date: _________________

59

60