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Financial Management Essentials
A Handbook for NGOs
inancial Management Essentials
A Handbook for NGOs
inancial Management Essentials
A Handbook for NGOs

Financial management essentials
A handbook for NGOs
Produced by Terry Lewis for
© Mango (Management Accounting for Non-governmental Organisations)
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are acknowledged. They may not be reproduced for commercial gain.
Mango is an award-winning UK-based charity which provides financial management training, consultancy and
free resources for humanitarian and development non-profit organisations.

© Mango 2017
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able of contents
Glossary of financial terms i
1 OVERVIEW OF FINANCIAL MANAGEMENT 1
Foundations for effective NGO work 1
‘Two golden rules’ 2
So what is financial management? 4
The financial management process 5
Why is financial management important? 7
Who is responsible for financial management? 9
2 GETTING ORGANISED 15
Seven principles of financial management 15
Four building blocks of financial management 18
Tools of financial management 19
Systems design 21
Financial and management accounting 22
The Chart of Accounts 23
Cost centres 24
Cost structures 26
Financial policies and procedures 26
The finance manual 28
Work planning 30
3 FINANCIAL PLANNING 31
The financial planning process 31
What is a budget? 34
Who is involved in the budgeting process? 35
Preparing budgets 37
What does the budget show? 39
Three key budgets 40
Activity-based budgeting 46
Two important budgeting tools 50
Budgeting for central support costs 60
Summarising and consolidating budgets 62
The Phased budget 64
Creating budgets for donor agencies 65
Multiple donor–funded programmes 68
Summary 71
4 UNDERSTANDING ACCOUNTS 75
Why keep accounts? 75
Accounting methods 76
Which accounting records to keep 79
Supporting documentation 80
Bank book basics 81
Petty cash book 84
Full bookkeeping systems 85
What is a trial balance? 87
What are financial statements? 89
What is depreciation? 93
Accounting for shared costs 94
5 FINANCIAL REPORTS 97
Who needs financial reports? 97
What are the annual accounts? 100
Interpreting financial statements 100
Ratio analysis: quick reference formulas 103
Management reporting 103
The cashflow report 105
The budget monitoring report 106
Forecast reports 108
Analysing budget monitoring reports 108
Variance analysis techniques 110
Action planning 112
Reporting to donors 117
Presenting financial reports 123
Reporting to beneficiaries 125
Summary: Twenty questions 127
6 SAFEGUARDING YOUR ASSETS 129
Managing internal risk 129
Four actions for internal control 130
Delegated authority 132
Separation of duties 134
Cash control 136
Physical controls 137
The reconciliation process 141
Checking accounting records 143
The 3 Ps of Procurement 144

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7 MANAGING AUDIT 149
What is an audit? 149
Internal audit 150
External audit 151
Donor (or project) audit 155
What does the auditor need? 155
Summary 157
8 FRAUD AND CORRUPT PRACTICES 159
What is fraud? 159
Top tips on the warning signs of fraud 161
How to deal with fraud 162
What is corruption? 165
Bribery and the NGO sector 167
Zero tolerance approach to bribes 168
REFERENCES 175
APPENDICES

FINANCIAL MANAGEMENT ESSENTIALS FOR NGOS
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Glossaryoffinancialterms
Account A record of monetary transactions, either recorded in a
book designed for the purpose or entered onto a
computer file.
Account code A unique numerical code or short name assigned to
each type of financial transaction, to separately identify
them in accounting records. Also used in budgets and
financial reports
Accounting period A specified time period for recording and reporting
financial activity, eg one year, one quarter or one
month.
Accrual Adjustment made at the end of an accounting period to
recognise expenses that have been incurred during the
period but for which no invoice has yet been received.
Accumulated funds Money, or equipment, that we build up year by year as
a result of not spending all our income. Often referred
to as reserves.
Acid test The ratio achieved by dividing Current Assets (excluding
stocks) by Current Liabilities. It tells us if the
organisation has sufficient funds to pay off its debts
immediately.
Allocation The process of sharing direct costs between two or
more cost centres in the accounts in proportion to
actual or estimated use. Eg where the costs of using a
shared vehicle for project work are allocated according
to the number of kilometres travelled. Income can also
be allocated.
Apportionment The process of sharing indirect costs between two or
more cost centres in proportion to the estimated
benefit received. Eg sharing Director salary on the basis
of full time equivalent staff numbers.
Asset Something we own or have a claim on others which is of
value to the organisation. Examples include cash,
equipment and loans to staff. See also Fixed Assets and
Current Assets.
Audit A formal check on accounting records by an
independent person (auditor).

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Audit trail The ability to follow the journey of any reported
transaction through an organisation’s accounting
systems.
Authorisation The process of approving transactions, normally the
decision to purchase or make expenditure.
Authorisation by a budget holder is a way of confirming
that spending is appropriate and in line with the
budget.
Back donor The original source of funds channelled through an
agency (such as an international NGO) to an
implementing partner. The agency must report back to
the original donor to account for the use of the funds
by the partner.
Balance sheet A summary of the financial position of an organisation
at a particular date, showing the assets owned by the
organisation and the liabilities (or debts) owed to
others. Also known as Statement of financial position.
Bank book An accounting register which records receipts and
payments transactions passing through a bank account.
Also known as a cashbook or a cash analysis book. Can
be held in a physical book format or in a computer file.
Bank reconciliation The process of comparing the entries and ending cash
balance in the cashbook with the bank statement for
the same period, for the purpose of spotting any
differences. It provides an important check on the
completeness and accuracy of the cashbook entries.
Budget A best estimate of the amount of money that an
organisation plans to raise and spend for a set purpose
over a given period of time.
Budget holder The individual who holds the authority, and has the
responsibility for managing, a budget for a specified
activity, project, programme, department or
organisation.
Burn rate Expressed as a percentage, the amount of a grant or
budget used up so far. Also known as Grant or Budget
Utilisation ratio.
Capital expenditure Expenditure on equipment, property and other fixed
assets of high value which will be used to support
activities over more than one accounting period.
Capital fund Accumulated funds and reserves held in the form of
equipment and property.

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Cashbook An accounting register which records receipts and
payments transactions passing through a bank or cash
account. Also known as a bank book or a cash analysis
book. Can be held in a physical book format or in a
computer file.
Cash reconciliation Comparing the physical cash count to the expected
balance in the petty cash book on a particular date.
Cashflow The difference between cash received and cash spent in
a period.
Cashflow forecast A report that shows the expected timing of cash
receipts and payments for the next 3-6 months (or
longer).
Chart of accounts A list of all the accounts codes and cost centre codes
that are used in an organisation’s accounting system,
with a description of each.
Core costs Central support costs shared by many projects. Also
known as operating overheads.
Cost centre A way of distinguishing between different activities or
projects to define where costs are incurred or income is
‘earned’. Cost centres are closely linked to the concept
of budget-holders.
Creditor Anyone the organisation owes money to.
Current assets Cash and other short-term assets in the process of
being turned back into cash – eg debtors. They can, in
theory, be converted into cash within one year.
Current liabilities Amounts owed to others (eg unpaid suppliers’ bills,
bank overdraft) which should be paid in the next 12
months.
Current ratio A measure of liquidity obtained by dividing Current
Assets by Current Liabilities. It tells us if the
organisation is able to pay off its debts within 12
months.
Debtor Anyone who owes money to the organisation.
Depreciation A proportion of the original cost of a fixed asset,
representing the loss in value due to use, which is
internally charged as an expense to the organisation.
Designated funds Part of the unrestricted general reserves which have
been set aside for a particular purpose at the discretion
of the Board.
Direct cost A cost which can be specifically allocated to an activity,
department or project.

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Donation in kind Where a grant or contribution to a project is made in
the form of goods or services, rather than a cash
donation.
Double funding Where a project or activity has restricted funding from
more than one source and which exceeds the budget
needed to complete the activity.
Double entry
bookkeeping
The method of recording financial transactions whereby
every item is entered twice (once as a debit entry and
once as a credit entry) to recognise there are always
two sides or parties in every transaction – a giver and a
receiver.
Exceptions report A short narrative report which highlights significant
variances or areas for concern to accompany
management reports.
External audit A review of the year-end financial statements carried
out by a professionally qualified and legally registered
auditor resulting in an opinion about whether they give
a true and fair view of the financial position and
associated records.
Financial accounting The process of recording, classifying and summarising
historical financial data, resulting in financial
statements.
Fixed asset An item of high value owned by the organisation for use
over a long period, eg office equipment, vehicles and
buildings.
Fixed assets register A schedule of an organisation’s equipment and
property, recording details of purchase date, value,
location, etc.
Fraud Intentionally lying or cheating to gain an advantage or
to cause someone else to make a loss.
Fund accounting Accounting for spending on projects according to the
source of the donated funds.
Funding grid An internal planning tool which provides an overview of
which donor fund is paying for what part of a project
budget.
General ledger The main accounting record where double-entry
bookkeeping is used. See also Nominal ledger.
General funds Unrestricted reserves which have not been set aside for
a particular use and which may be used to support any
of the organisation’s objectives.

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Good received note
(GRN)
Supporting document which accompanies deliveries of
goods, signed by the person receiving the delivery to
acknowledge the goods are received undamaged and
as stated on the packing note.
Imprest A type of cash float, set at an agreed level, which is
topped up by the exact amount spent since it was last
reimbursed to bring it back to its original level.
Income & expenditure
account
Summarises income and expenditure transactions for
the accounting period, adjusting for transactions that
are not yet complete or took place in a different
accounting period. Also known as Statement of financial
performance, Profit and Loss account or Income
Statement.
Indirect cost A cost which cannot be specifically assigned to one
activity, department or project, eg the fee for the annual
audit. Usually shared out (apportioned) between
projects on a pre-agreed basis.
In-kind donation See Donation in kind.
Journal entry An entry in the books of account which covers a non-
monetary transaction – eg for recording a donation in
kind or an adjustment to correct a recording error.
Liabilities Amounts owed by the organisation to others, including
outstanding invoices, unspent restricted grants and
loans.
Liquidity The level of cash and assets easily convertible to cash
compared to demands on the available cash, eg to pay
bills.
Liquidity ratio A measure of liquidity obtained by dividing debtors,
cash and short-term investments by current liabilities.
Management accounting Providing financial information to managers for the
purposes of planning, decision-making and monitoring
performance.
Net assets Total assets minus total liabilities, the net worth or
equity of an organisation.
Net book value (NBV) Cost of a fixed asset less the total cost of depreciation
to date.
Net current assets Funds available for conducting day-to-day operations of
the organisation, defined as current assets less current
liabilities. Also known as working capital.

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Nominal account A ‘page’ or ‘container’ in the nominal ledger for
recording every type of financial transaction likely to
occur in an organisation. A complete list appears in the
Chart of Accounts, each with a unique nominal code.
Nominal ledger A book or computer programme which holds details of
each of the nominal accounts. Also known as the
General ledger.
Organogram Organisation chart showing the management and
departmental structure of the organisation.
Payment voucher An internal document completed for each payment to
capture payment information and evidence of
authorisation. Supporting documents are attached to it.
Petty cash book The day-to-day listing of petty cash (ie small cash
amounts) transactions.
Prepayments Amounts paid in advance at a particular accounting
period, eg office rent paid for the next three months.
Procurement The process of purchasing goods and services including
requisition, supplier selection, purchase order, receiving
goods and payment.
Quarter / quarterly Three months of the accounting year, eg Quarter 1 (or
Q1) would be 1 January to 31 March where the financial
year runs from January to December.
Receipts & payments
account
A summary of the cashbook (or bank book) for a
defined period with opening and closing cash balances.
Reconciliation Checking mechanism which verifies the integrity of
different parts of an accounting system, for example
balancing the cashbook to the bank statement.
Reserves The organisations savings, funds that are set aside from
surpluses produced over the years.
Restricted funds Income or reserves which have conditions attached to
how used, usually with a requirement to report back to
the donor.
Signatories People who are authorised to sign documents on behalf
of the organisation, eg bank transactions, purchase
orders.
Statement of financial
position
Another name for the Balance Sheet.
Statement of financial
performance
Another name for the Income and Expenditure
statement.
Statutory audit The annual external audit as required by law.

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Statutory deduction Amounts which must be taken from an employee’s pay
before they receive it, such as income tax.
Supporting document The original documents that provide evidence of a
transaction, eg receipts, invoices, bank statements.
Transaction Any exchange of goods, services or money in return for
other goods, services or money.
Trial balance List of (debit and credit) balances for each nominal
account, used to prepare an Income & Expenditure
report.
Trustee A member of the governing body who shares overall
responsibility for the NGO’s work.
Unrestricted funds Income and reserve funds which can be used to support
any of the organisation’s objectives as received without
conditions attached.
Variance The difference between the budget and the actual
amount of income or expenditure.
Virement The ability to transfer from one budget heading to
another, for example if one budget line is under-spent,
using the spare budget to offset an overspend on
another line.
Working advance A sum of money entrusted to someone to spend on
behalf of the organisation, which needs to be accounted
for.
Working capital See Net current assets.
Year-end Cut-off point for the annual financial accounting period.
Zero-base budgeting A method of preparing budgets which involves
calculating costs for each item from scratch.

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Chapter
1
1OverviewofFinancial
Management
An Introduction to financial management in the NGO sector
This chapter:
 Sets the context for good practice in NGOs
 Discusses the concept of downward accountability
 Defines financial management and financial control
 Describes the Plan-Do-Review cycle
 Explains why financial management is important for NGOs
 Describes who does what in financial management.
FoundationsforeffectiveNGOwork
Our goal in the NGO sector is to provide development assistance to ‘help
people help themselves’.
It is widely accepted that NGOs are most effective when they contribute to
people’s own efforts to improve their lives, organisations or societies –
instead of taking a lead in trying to solve other people’s problems.

FINANCIAL MANAGEMENT ESSENTIALS FOR NGOs
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“NGOs deliver quality work when their work is based on a sensitive and dynamic
understanding of beneficiaries' realities, responds to local priorities in a way beneficiaries
feel is appropriate, and is judged to be useful by beneficiaries”. Keystone
This is important for both short term and long-term reasons, including:
o Our work should respect people’s right to make their own
decisions about their own lives. We can’t tell people what to think or
do. We can help them build up their confidence and abilities, to
tackle their own priorities.
o NGOs are only one factor in people’s efforts and we often do not
understand local situations and priorities very well. Local situations
are complicated and change unpredictably. They always involve local
politics: when one social group benefits, another may lose out.
People’s priorities are also complicated and change. So, our initial
analysis may not be right, and our plans are always likely to have to
change.
o Our work is only sustainable if it is based on local people’s
priorities. It is very unlikely that we can truly ‘persuade’ people to
feel a sense of ownership over ‘our’ priorities.
o Funds are given to help beneficiaries, not NGOs – it is not ‘our’
money. We have a responsibility to make sure that it is as useful to
beneficiaries as possible.
‘Twogoldenrules’
ONE: NGOs’ front-line staff have to maintain a good quality dialogue with
the people they aim to help.
The first Golden Rule requires staff to build up dialogue with all local groups
of people, including the poorest and most marginalised. It requires
managers to ask two key questions at each stage of the project cycle:
• Who is making decisions or analysing the situation?
• Do activities help people build up their self-confidence and ability
to tackle their own priorities?

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NGOs can choose to make themselves accountable to the people or
partners they aim to help, for example managing – and reporting – how
their front-line staff interact with local people and partners. This can
empower local people, allowing them to increase their influence over what
the NGOs do. This is sometimes called downward accountability.
Downward accountability
Accountability – generally – is the responsible use of power. It means that people can
participate in decisions that affect them, 'have a say' in decision-making processes and
complain when a decision is made poorly or has unexpected and unwelcome
consequences. The Humanitarian Accountability Partnership.
Accountability is a way of influencing other people’s decisions. If more
powerful people hold less powerful people to account, then it can oppress
them. If less powerful people hold more powerful people to account, then it
can empower them. This ‘empowering’ accountability is known as
downward accountability because the accountability flows ‘down’ from
more powerful people to less powerful people. It is the same process as
citizens holding a powerful government to account.
Interestingly, while NGOs are required to be upwardly accountable to their
donors (and spend much time and effort reporting to donors), they do not
have to be ‘downwardly accountable’ to the communities they work with.
TWO: NGOs depend on their front-line staff and have to help them make good
judgements – and check whether they do.
For instance, this could include:
• Providing front line staff with good quality information
• Helping front line staff build up their own skills, especially financial
• Reinforcing the commitment to helping people help themselves
• Decentralising decision-making, and encouraging flexibility
• Focusing project delivery on ‘customer service’
• Asking for feedback from beneficiaries and local partners.

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Underlying the Two Golden Rules is a third idea to keep in mind at all times:
NGOs have to be rigorous and realistic in their proposals, plans and strategies.
This means that NGOs must not claim more than they can realistically
achieve. Otherwise donors (and other key stakeholders) will expect
unrealistic results, and this can seriously distort work.
These ideas and approaches in many ways challenge how we currently work
and relate to key stakeholders and how we measure and monitor
effectiveness. For some new ways of looking at NGO accountability and
effectiveness, see Helping People is Difficult and other papers based on the
research by Alex Jacobs, Mango’s founder, on Mango’s website.
Both of the Golden Rules point to the importance of financial management
in NGO operations. We have to be accountable and able to make good
judgements. We can’t do that without robust financial management
systems in place.
Sowhatisfinancialmanagement?
Many people have the impression that financial management is just about
keeping accounting records. In fact, it is an important part of programme
management and must not be seen as a separate activity left to finance
staff.
Financial management entails planning, organising, controlling and monitoring the
financial resources of an organisation to achieve objectives.
Financial management to an NGO is rather like maintenance is to a vehicle.
If we don’t put in good quality fuel and oil and give it a regular service, the
functioning of the vehicle will suffer and not run efficiently. If neglected, the
vehicle will eventually break down and fail to reach its intended destination.
At the heart of financial management is the concept of financial control. This
describes a situation where the financial resources of an organisation are
being correctly and effectively used. This will only happen if strong and
relevant financial policies and procedures are put in place.

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Poor financial control in an organisation means that:
o assets will be put at risk of theft, fraud or abuse
o funds may not be spent in accordance with the NGO’s objectives or
donors’ wishes and
o the competence of managers may even be called into question.
So, it is better to spend some time designing good policies and procedures
to help manage your NGO’s money.
Thefinancialmanagementprocess
In practice, financial management is all about actively looking after your
organisation’s financial health, not leaving things to chance. This involves:
 Managing scarce resources
NGOs operate in a competitive environment where donor funds are
increasingly scarce. We must therefore make sure that donated funds and
resources are used properly, and to the best effect, to achieve the
organisation’s mission and objectives.
 Managing risk
All organisations face internal and external risks which can threaten
operations and even survival (eg funds being withdrawn, an office fire or a
fraud). Risks must be identified and actively managed in an organised way
to limit the damage they can cause.
 Managing strategically
Financial management is part of management as a whole. This means
managers must keep an eye on the ‘bigger picture’ – looking at how the
whole organisation is financed in the medium and long term, not just
focussing on projects and programmes.
 Managing by objectives
Financial management involves close attention to project and organisation
objectives. The financial management process mirrors the project
management cycle – Plan, Do, Review – a continuous cycle.

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Figure 1.1: Plan-Do-Review
Plan: When an organisation starts up, it sets its objectives and
planned activities. The next step is to prepare a financial plan
for the costs involved in undertaking the activities and where
to obtain funds.
Do: Having obtained the funds, the programme of activities is
implemented to achieve the goals set out in the planning
stage.
Review: The actual situation is compared with the original plans.
Managers can then decide if the organisation is on target to
achieve its objectives within agreed time scales and budget.
The learning from the review stage is then taken forward to
the next planning phase, and so on.

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Whyisfinancialmanagementimportant?
In many NGOs, financial management has a low priority, characterised by
poor financial planning and monitoring systems. But NGOs operate in a
rapidly changing and competitive world. If they are to survive in this
challenging environment, they need to develop the confidence and skills to
manage their financial resources and achieve more with their money.
Good practice in financial management will:
o help managers make effective and efficient use of resources to
achieve objectives and fulfil commitments to stakeholders
o help NGOs to be more accountable to donors and other stakeholders
o gain the respect and confidence of funding agencies, partners and
beneficiaries
o give the advantage in competition for increasingly scarce resources
o help NGOs prepare themselves for long-term financial sustainability.
Some very persuasive reasons for getting it right!
TOP TEN REASONS FOR GOOD FINANCIAL MANAGEMENT
1. To be accountable to the people who give us money
With good financial reporting systems, it is easier to show donors and
supporters that we are using their money for the purpose intended.
2. To be accountable to the communities we work with
We have a moral obligation to show that funds raised in the beneficiary
community’s name are being used correctly.
3. To be able to produce financial statements for regulatory bodies
As part of the registration process, NGOs are required to be accountable
for the money they raise and spend.
4. To minimise fraud, theft and abuse of resources
Good financial management includes internal controls. When these are
in place they help to stop fraud, and protect the staff as well as the
assets.

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5. To plan for the future and become more financially secure
We need to plan to finance our objectives now and in the future.
Financial information helps identify financial risks and long-term
financing opportunities.
6. To enable staff to make better decisions on the use of funds
Timely and complete budget monitoring reports enable managers to
monitor performance so far, and take decisions on using resources going
forward.
7. To achieve the objectives of the organisation
The management team and Board need financial information to ensure
they are meeting the goals of the organisation, and following the
strategic plan.
8. To enhance the credibility of the organisation
If you demonstrate financial accountability and transparency, this will
inspire confidence and trust in stakeholders, and give you an advantage
over competitors.
9. To strengthen fundraising efforts
NGOs that present good budgets and audited financial statements with
funding proposals are more likely to receive a favourable response.
10. To get better value for our money
Financial information allows us to compare and assess spending plans to
make sure we make efficient, effective and economic use of financial
resources.

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Whoisresponsibleforfinancialmanagement?
It is important to understand an NGO’s structure and legal status to
appreciate who is responsible for what in financial management.
 What is an NGO?
The term ‘non-governmental organisation’ tells us more about what it is not,
rather than what it is. NGOs operate in a wide range of fields and come in
all shapes and sizes. Whilst each one is unique, most share some common
features. They are:
o values-led – their prime motivation is a desire to improve the world
in which we live
o not-for-profit – but they can make surpluses to be set aside for
future work
o an alliance of many different interests, so have many stakeholders
o governed by a committee of volunteers – the governing body
o private autonomous organisations, independent of the State.
 Legal status
There are a number of different ways of registering as an NGO and this will
determine the organisation’s legal status. Organisations are recognised
either as a separate legal entity (incorporated body) or as a loose collection of
individuals (un-incorporated body).
Most smaller NGOs are un-incorporated. This means that trustees bear full
responsibility and are held ‘jointly and severally’ responsible (ie as a group
and as individuals) for the affairs of the organisation. So individual Board
members could be named in a legal action and have no protection in law.
This is illustrated in Figure 1.2 by the arrows passing through the
organisation’s boundaries.
When a body is incorporated, it has a separate legal identity and is
recognised in law as an ‘artificial person’ (demonstrated by the thick border
protecting the individuals in Figure 1.3). In this situation, individuals serving
as board members have some protection in law. They have what is known
as limited liability which means that if things go wrong, their financial
responsibility, is limited to a token amount (eg USD 1.00).

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Figure 1.2: Unincorporated NGO
Figure 1.3: Incorporated NGO
Whatever the legal status, the trustees of an NGO together have a statutory
duty to see that the organisation is being properly run and that funds are
being spent for the purpose for which they were intended.
 The constitution
Every NGO should have a founding document such as a constitution or
memorandum and articles of association. This document describes, amongst
other things:

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o the name and registered address of the NGO
o the objects of the organisation and target group
o how it raises its funds
o the system of accountability – ie who is the governing body, its
powers and responsibilities.
 The governing body
The governing body or board is legally responsible and accountable for the
organisation. This means that if anything goes wrong in the NGO then the
law holds the members of the governing body responsible.
It has many different names – Council, Board of Directors, Board of
Trustees, Executive or Governing Board – and several functions including:
• responsibility for deciding on policy and strategy
• custodianship (or safeguarding) of the financial and other assets
of the organisation
• appointing and supporting the Chief Executive
• representing the interests of stakeholders.
The governing body is often organised with a series of sub-committees – eg
Finance, Personnel or Project sub-committees.
Governing body members – or trustees – are volunteers (ie not paid a
salary) and are known variously as trustees, committee members, directors
or council members. If board members were to benefit financially from
their membership of the board, there could be a conflict of interest.
‘Honorary officers’ are those who are elected or appointed to specific
positions on the board – such as Chair, Treasurer and Secretary. They
oversee the execution of board decisions and often sign legal undertakings.
o The Chairperson is usually the main point of contact for the Chief
Executive Officer (CEO), and usually fulfils an important public
relations role for the NGO.
o The Treasurer’s role is to oversee the finances of the organisation. In
a smaller organisation the Treasurer may take on a more active role
and act as bookkeeper, but where there are paid staff, the Treasurer
assumes more of a supervisory role.

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Even if they are not supervising the accounting process and preparing
reports themselves, board members must still be sure that everything is in
order.
Governing body members are ultimately responsible for the financial affairs of the
organisation. They cannot escape this duty except by resigning from the governing body.
 Day to day responsibility
As the board is made up of volunteers who meet only a few times a year, it
delegates authority for day-to-day management to the CEO, appointed by
the board to implement policy. The CEO then decides how to further
delegate authority, to share out duties amongst the staff team.
While it is acceptable for the governing body to delegate authority to staff
members, it cannot delegate total responsibility since ultimate accountability
rests with the trustees. Furthermore, authority without accountability is
unhealthy – the board must set up monitoring mechanisms to make sure
their instructions are being fulfilled.
Figure 1.4 demonstrates how the authority for day-to-day financial
management tasks is delegated down through the line management
structure. At the same time, the accountability process comes back up
through the structure as people report back on progress.
Figure 1.4: Delegated authority
Governing Body
Chief Executive Officer
Finance Manager Operations Manager
Project Officers
Finance Team
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 A team effort
In practice, everyone who works to achieve the objectives of an NGO has an
important role to play in financial management. As a team, we must take
every opportunity to integrate financial management into the day-to-day
management of the organisation.
Figure 1.5: Who is accountable?

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Chapter
2
2GettingOrganised
Getting the basics right for best practice
This chapter:
 Shares key principles of financial management
 Outlines the four building blocks of financial management
 Describes the two branches of accounting
 Introduces the Chart of Accounts and cost centres
 Defines different types of costs
 Looks at the role of financial policies and procedures
 Explains what a finance manual is and what goes in it.
Sevenprinciplesoffinancialmanagement
We begin this chapter on good practice frameworks and systems with a look
at a series of guiding principles. Look upon each of the seven principles of
financial management as a standard to assess your current practice, and to
aspire to.
 Consistency
Consistent use of financial policies and procedures are important for
efficient operations. For example, the Chart of Accounts encourages
consistent use of codes in the accounting records, budgets and reports.

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This assists the financial reporting process and promotes transparency (one
of the best ways to hide irregularities is to change the way figures are
reported).
 Accountability
All stakeholders, including beneficiaries, have the right to know how
financial and other support has been used to meet objectives. NGOs have
an operational, moral and legal duty to explain their decisions and actions,
and make their financial reports open to scrutiny.
Accountability is the moral or legal duty, placed on an individual, group or organisation to
explain how funds, equipment or authority given by a third party has been used.
 Transparency
NGOs must be open about their work, providing information about activities
and plans to all stakeholders. This includes preparing accurate, complete
and timely financial reports. If an organisation is not transparent, it may
give the impression they have ‘something to hide’.
 Viability
To be financially viable, an NGO’s spending must be kept in balance with
money coming in, both at the operational and the strategic levels. Viability is
a measure of the NGO's financial continuity and security. Trustees and
managers should prepare a financing strategy to show how the NGO will
meet all of its financial obligations and deliver its strategic plan.
 Integrity
On a personal level, individuals must operate with honesty and propriety.
For example, managers and Board members must lead by example in
following policy and declare personal interests that might conflict with their
official duties. The integrity of financial records and reports is dependent on
accuracy and completeness of financial records.
 Stewardship
Financial stewardship involves taking good care of the financial resources
we are entrusted with, to make sure they are used for the purpose
intended. The governing body has overall responsibility for this.

© Mango 2017 17
In practice, managers achieve good financial stewardship through strategic
planning, assessing financial risks and setting up appropriate systems and
controls.
 Accounting standards
The system for keeping financial records and documentation must observe
internationally accepted accounting standards and principles. Any
accountant from anywhere around the world should be able to understand
an organisation’s financial accounting systems.
Tip: Use the seven principles as a checklist to help identify relative strengths
and weaknesses in your own organisation. To help you remember, a useful
mnemonic formed by taking the first letter of each of the principles is ‘CAT
VISA’.

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Fourbuildingblocksoffinancialmanagement
There is no model finance system which suits all organisations. But there
are four basic building blocks which must be in place to achieve good
practice in financial management.
Figure 2.1: The four building blocks
 Accounting records
Every organisation must keep an accurate record of financial transactions
that take place to show how funds have been used. Accounting records also
provide valuable information about how the organisation is being managed
and whether it is achieving its objectives.
 Financial planning
Linked to the organisation’s strategic and operational plans, the budget is
the cornerstone of any financial management system and plays an
important role in monitoring the use of funds.
 Financial monitoring
Providing the organisation has set a budget and has kept and reconciled its
accounting records in a clear and timely manner, it is then possible to
produce financial reports for all stakeholders. Internal budget monitoring
reports help managers to monitor the progress of projects and annual
financial statements provide accountability to external stakeholders.

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 Internal control
A system of controls, checks and balances – collectively referred to as
internal controls – are put in place to safeguard an organisation’s assets and
manage internal risk. Their purpose is to deter opportunistic theft or fraud
and to detect errors and omissions in the accounting records. An effective
internal control system also protects staff involved in financial tasks.
Figure 2.1 shows how all of the building blocks must be in place
continuously to achieve effective financial control. For example:
o there is very little point in keeping detailed accounting records if they
are not checked for errors and omissions (part of internal control)
o inaccurate accounting records will result in inaccurate reports - which
in turn could cause a manager to make a wrong decision.
The four building blocks are covered in detail in the following chapters.
They are also used as the basis for Mango’s Finance Health Check – a self-
assessment checklist to help you build your financial management systems
(see Appendix 26).
Toolsoffinancialmanagement
There are many tools, not necessarily financial, which
managers can use to help achieve good practice in financial
management and control.
We can identify these tools under each of the four functions
of financial management (as in our working definition of
financial management on page 5).
 Planning
Planning is basic to the management process and involves looking ahead to
prepare as well as possible for the future. In the course of putting a plan
together managers will consider several possible alternatives and make a
number of choices or decisions. Planning must always precede the doing.
Tools: Strategic plan, business plan, activity plan, budgets, work plans,
cashflow forecast, feasibility study, etc.

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 Organising
The resources of the organisation – staff and volunteers, vehicles, property,
money – have to be co-ordinated to ensure implementation of the overall
plan. It needs to be clear what activities and responsibilities are to be
undertaken, when and by whom.
Tools: Constitution, organisation charts, flow diagrams, job descriptions,
Chart of Accounts, finance manual, budgets, etc.
 Controlling
A system of controls, checks and balances are essential to ensure proper
application of procedures and resources during programme
implementation.
Tools: Budgets, delegated authority, procurement procedure, reconciliation,
internal and external audit, fixed assets register, vehicle policy, insurance,
etc.
 Monitoring
This involves producing regular and timely information
for managers and stakeholders for monitoring
purposes. Monitoring involves comparing actual
performance with plans to evaluate the effectiveness of
plans, identify weaknesses early on and take corrective
action if required.
Tools: Evaluation reports, budget monitoring reports,
cashflow reports, financial statements, project reports,
donor reports, audit reports, evaluation report, etc.
Did you notice the common tool that links all of the four functions of
financial management? Yes, it is the budget.

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Systemsdesign
Systems design is one of the organising aspects of financial
management. Every NGO is different and financial
systems have to be adapted to meet their needs and
available resources.
There are a number of things to consider to find the right approach for your
NGO:
o Structure – number of staff, their functions and where they are
based, operational structure (eg department, branch, function).
Organograms are useful here.
o Activities of the organisation – number and type of projects.
o Volume and type of financial transactions – do you pay for your
goods and services with cash or have a supplier accounts that you
settle each month, or a mix of the two?
o Reporting requirements and deadlines – how often and in what
format do financial reports have to be produced for the different
stakeholders in your organisation?
o Resources – what money, equipment, people and skills are available
to help manage the finances?
All of these considerations will help to decide the most appropriate:
• method for keeping accounting records
• coding structure for transactions
• financial policies
• financial reporting routines
• use of administrative staff.

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Financialandmanagementaccounting
For the financial management process to take place effectively, financial
systems and procedures need to cover two aspects of accounting.
 Financial accounting
This describes the systems and procedures used to keep track of financial
and monetary transactions. Financial accounting is a system of recording,
classifying and summarising information for various purposes. Financial
accounting records can be maintained using a manual or computerised
system (or a combination of both methods).
The main output of financial accounting is the annual financial statements,
used primarily for external accountability.
The financial accounts must be accurate and up-to-date if the second area is
to be undertaken effectively and with minimum effort.
 Management accounting
Management accounting takes the data gathered by the financial
accounting process, compares the results with the budget and then
analyses the information for decision-making and control purposes.
The management accounts are primarily for internal use and should be
produced on a regular and timely basis – usually monthly or quarterly
depending on the needs of the organisation. The table below summarises
the main differences:
Financial accounting: Management accounting:
 Records transactions  ☺ Compares results against goals
 Classifies transactions  Determines reasons for variations
 Reconciles records  Helps identify corrective action
= Summarises transactions  Provides forecasts
 Presents financial data  Analyses information

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TheChartofAccounts
The Chart of Accounts is probably the most important organising tool for
the budgeting, accounting and reporting processes. It plays a role in all four
building blocks.
Figure 2.2: The Chart of Accounts in a finance system
There are many different kinds of financial transaction taking place in an
NGO. We buy a wide variety of goods and services to help achieve our
objectives – from rent for the office to tools for a garden project. And we
receive different kinds of income – grants, donations and membership fees,
for instance.
To make sense of all of this financial activity, it helps to ‘sort’ the different
types of transaction into a series of pre-determined descriptive categories or
‘accounts’. These accounts are listed in the Chart of Accounts and are
typically arranged in a logical order:
• Income
• Expenditure
• Assets (things we own)
• Liabilities (things we owe).
When a transaction takes place, it is recorded in the books of account and
categorised according to the guidance held in the Chart of Accounts. The
same categories are used in the organisation’s budget and financial reports,
for consistency and transparency.

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Each organisation’s Chart of Accounts will be different. Typically, the layout
will include:
• account code numbers, letters or both)
• account name
• sub-groupings (‘family’ groups)
• notes on when to use the account.
See an example of a Chart of Accounts in Appendix 1. Note that the
categories have been sorted into sub-groups under ‘family’ group headings
– such as Administration, Personnel and Vehicle running. The coding system
follows the same logic using a sequence of numbers for the family group.
Family headings are especially useful for presenting summarised
information.
Costcentres
It is helpful to further classify financial transactions according to the budget,
activity, department or donor that they ‘belong’ to, so that we can then
report and monitor income and expenditure by activity. We use cost centres
(also known as activity or budget centres) to separately identify these
transactions in the accounting records.
 Fund accounting
It is especially important to identify donor-funded activities in the accounts
so that the organisation can demonstrate to the donor how the funds have
been utilised. This is known as fund accounting and requires care when
setting up accounting systems to identify and separate the necessary
information. If you have multiple projects, you will need to design a cost
centre structure that allows you to meet donor reporting requirements.
 Setting up cost centres
The starting point for designing your cost centre structure is the
organisation chart and donor funding agreements. There is no effective
limit on the number of cost centres that can be used especially if you use a
computer accounting program. However, do not over-complicate the
structure –only include costs centres for activities that you need to report on
and monitor.
See the example below for the Milestone Project.

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 How are cost centres used?
Each cost centre is given a unique reference or code. When financial
transactions are entered into the accounting records, not only are they
categorised by the type of income or expenditure…
• ‘Which budget line item does this belong to?’
but also classified according to the fund, department or project….
• ‘Which project, donor or department budget does this belong to?’
This means that separate financial reports can be more easily produced for
each cost centre, helping managers to monitor their own area of
responsibility and report to project donors.
Example
Milestone has three departments: Coordination (ie management,
administration and governance), Metalwork Department and Building
Department. The Metalwork department in turn has two separate
activities with their own funding sources: the Furniture Project and the
Vehicles Project.
Their cost centre structure and reference codes are shown in Appendix
1 (page A2) and represented graphically in the ‘egg chart in Figure 2.3.
Figure 2.3: Milestone’s cost centres

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Coststructures
As well as identifying the different types of expenditure for your
organisation, you also need to classify them as either Direct or Indirect costs,
for budgeting and accounting purposes.
o Direct costs are those which are clearly related to a particular activity
and can be charged directly to the relevant cost centre(s). For
example, in a training project, the costs of room hire for a training
event and the trainer’s salary.
o Indirect costs are those which are of a more general nature and
relate to the organisation as a whole or several activities. For
example, head office rent, the audit fee and the Chief Executive’s
salary. These usually form the bulk of what are known as the ‘core’
(or overhead or central administration) costs.
We need to distinguish between these two types of cost in the accounts so
that managers can properly plan, monitor and control project resources. In
particular, core costs have to be shared out – or apportioned – between the
different projects in a fair and justifiable way. There are various ways to do
this, for example sharing costs according to the size of each project budget
(more on this in a later chapter).
Financialpoliciesandprocedures
All organisations need a series of financial policies and procedures to guide
operations, avoid misunderstandings and encourage consistency.
 What is a policy?
A policy sets out principles and guidelines for a key area of activity within an
organisation. It removes any questions about how important resources are
used. For example, a vehicle policy will clarify who can drive the NGO’s
vehicles, how they are disposed of and rule on private usage by staff.
Policies are usually written by senior managers and then discussed and
agreed by the Board or management team. Once approved, a policy is
binding on everyone in the organisation and failure to do so could result in
disciplinary action.

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A good policy is one that:
• is fair and realistic
• covers all situations likely to arise
• meets legal requirements
• is affordable for the organisation.
 What are procedures?
Procedures describe the steps for carrying out the guidelines in a policy.
They often include a requirement to complete standard forms to gather
data and authorisation for actions. For example, the vehicles procedure
might require completion of vehicle requisition forms and journey log-
sheets.
Policies and procedures are not about being overly bureaucratic. They help to run the
organisation smoothly and promote consistency, accountability and transparency. They
also facilitate the decentralisation process and help managers make the right decisions.
 Developing financial policies
It is important to have a structured approach to developing financial
policies, to make sure that the policy is fair, realistic and acceptable to those
that will be affected. Here is a suggested approach:
Decide who will be involved in drawing up the policy
People are more likely to adhere to policies if they had a say in making
them. If the policy is to have an impact on how programmes are delivered,
it makes sense to include programme staff in the discussions.
Gather information needed to develop the policy
For example, if you were setting a policy on health-care support for staff, ask
around other NGOs to see what they offer and what it costs.
Write the policy document
Use the following headings as a guide:
• Purpose of the policy

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• Why we need the policy
• Who the policy applies to
• Policy guidelines
• References (eg to other policies and procedures).
Circulate the draft policy for feedback
It is this stage that will check if the policy is fair and realistic and whether it is
likely to be supported (and therefore used).
Review the policy after implementation
After a few months of use, go back and test that the policy is fit for purpose.
Policies should stand the test of time – whilst it is important to be flexible
and adapt to changing circumstances, do not change policies too often.
Thefinancemanual
A Finance manual brings together all the financial policies and procedures in
one document. The manual may also be known as the Financial Regulations
or Finance and Office Procedures. It is generally used by the finance team
for day-to-day operations but also serves as a reference in case of query by
other teams.
Be aware of the limitations of a finance manual: it is a major undertaking
and it cannot cover everything, to do so would be too bureaucratic. It must
be a ‘living’ manual, used and implemented by everyone and regularly
reviewed and updated.
A finance manual might include sections on:
• Financial accounting routines
• The chart of accounts and cost centre codes
• Delegated authority rules (ie who can do what)
• The budget planning and management process
• Procurement procedures
• Bank and cash handling procedures
• Financial reporting routines and deadlines
• Management and control of fixed assets
• Staff benefits and allowances
• Annual audit arrangements

© Mango 2017 29
• How to deal with fraud and other irregularities
• Code of conduct for staff and Board members.
The manual may also include some reference materials such as:
• Organisation chart
• Job descriptions
• Standard forms.
Standard forms
Standard forms are purpose-designed documents used to simplify or
facilitate financial administration routines (see Appendices 18-22 for some
commonly used standard forms). They help people to follow and
administer the procedures and gather information and signatures.
Standard forms
✓ Supplies requisition
✓ Payment voucher
✓ Petty cash voucher
✓ Purchase order
✓ Advance request
✓ Travel & subsistence expenses claim
✓ Assets register
✓ Vehicle log sheet
✓ Bank reconciliation form
✓ Journal voucher

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Workplanning
Financial management involves many different tasks and routines. It is
therefore important to plan tasks involved during the financial year, such as:
o Financial accounting routines – eg month-end and quarter-end
reconciliation, payment runs
o Critical deadlines – eg payment of government taxes, insurance
renewals
o Reporting schedules – especially to meet donors’ reporting
requirements
o Budgeting process – drafting, checking and approving
o Annual reviews – eg assets register, finance manual, insurance cover
o Year-end procedures – eg closing accounts and annual external
audit.
One of the best ways to do this is to create a yearly planning chart and put
this up in your office and encourage everyone to keep it up to date. This
helps to schedule tasks and allocate tasks to staff so that deadlines can be
met. See Appendix 20 for an example.

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Chapter
3
3FinancialPlanning
‘Failing to plan is planning to fail.’ (Chinese proverb)
This chapter:
 Looks at the link between strategic and financial planning
 Highlights different types of budgets
 Describes different approaches to budgeting
 Explains how to create an activity-based budget
 Describes the process of budget consolidation
 Introduces a tool for managing multiple-donor funding.
Thefinancialplanningprocess
Financial planning is both a strategic and operational process linked to the
achievement of objectives. It involves building longer term funding
strategies and shorter-term budgets and forecasts. It lies at the heart of
effective financial management.
Financial planning starts with a clear plan about you want to do and how
you intend to do it. We can only produce effective budgets if we have good
plans to base them on.

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“If you don’t know where you are going then you are sure to end up somewhere else.”
Mark Twain
 The planning pyramid
NGOs exist to achieve certain objectives. It is usual to lay down how the
objectives are going to be achieved in a strategic plan. The strategic
planning document has several component parts starting with an outline of
long term goals – either or both a Vision and Mission – and going into
greater and greater detail about how the mission is to be achieved.
Figure 3.1: The planning pyramid
As the level of detail increases, the timeframe becomes shorter and
participation of staff members in the planning process should increase.
Vision
The vision represents the very long-term goal of the organisation – it is the
big problem which the NGO alone cannot solve but strives towards. For
example, the United Nations’ underlying vision is ‘world peace’.
Mission
Most NGOs have a mission statement. It clarifies the purpose and values of
the organisation in a few, general, sentences.

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Objectives
Objectives are the building bricks which help an organisation achieve its
mission. Objectives (also known as goals or strategic objectives) give focus
to the organisation’s work and state in clear terms what it is that the
organisation hopes to achieve over a given timeframe.
Strategies
Strategies (also known as specific objectives) set out how the organisation
will achieve each of its core objectives. They outline the actions which will be
taken for each objective.
Activity plans
The strategy may be sub-divided into several, more specific and detailed
plans for each activity, function or project. Activity plans have a shorter time
focus (about one year) than strategies and objectives and are subject to
regular review as progress is made. Activity plans are the basis for budgets
so must be very ‘SMART ‘– specific, measurable, achievable, relevant (or
realistic) and time-bound
Once plans are set, the organisation draws up its budgets and cashflow
forecast to help implement the plans. During the year financial reports are
produced to compare the budget with actual performance.
This review stage is very important to the financial planning process since it
will highlight areas where the plans did not happen as expected. This
learning process will help to identify revisions which need to be made to the
plans. And so the cycle continues... Plan, Do, Review.

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Whatisabudget?
‘A budget describes an amount of money that an organisation plans to raise and spend for
a set purpose over a given period of time.’
A budget is a key tool in financial management. It has a number of different
functions and is important at every stage of a project:
Planning A budget is necessary for planning a new project, so
that managers can build up an accurate idea of the
project’s cost. This allows them to work out if they
have the money to complete the project and if they are
making the best use of the funds they have available.
Fundraising The budget is a critical part of any negotiation with
donors. The budget sets out in detail what the NGO
will do with a grant, including what the money will be
spent on, and what results will be achieved.
Project
implementation
An accurate budget is needed to control the project,
once it has been started. The most important tool for
on-going monitoring is comparing the actual costs
against the budgeted costs. Without an accurate
budget, this is impossible. Because plans sometimes
change, it may be necessary to review the budget after
a project has started.
Monitoring and
evaluation
The budget is used as a tool for evaluating the success
of the project, when it is finished. It helps to answer
the question: ‘Did the project achieve what it set out to
achieve?’
What makes a good budget?
The sign of a good budget is that anyone who needs to, could pick it up and
use it to fulfil their budget management responsibilities.

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A good budget is…
✓ Fit for purpose
• The right level of detail for the user
• Includes all relevant income and expenditure items
• Costs are clear, justified and accurate.
✓ Easy to use
• Calculations are clear
• Explanatory notes provided where needed.
Whoisinvolvedinthebudgetingprocess?
The budgeting process involves a range of people, each with a specific role
to play, including organising the process, providing information, writing
budgets, and checking and approving budgets. The table below outlines
who does what in the budgeting process.
Table 3.1: The budgeting process: who does what?
Role Activity Comments
Board of
directors
Discuss and approve the
annual budget (ie all
programmes and operations)
The budget represents a key
policy document for an
organisation, and sets limits
to authority. It must be
approved by the board,
which is ultimately
accountable for the
organisation ’s financial
affairs
Chief Executive
(CEO)
Oversees the annual
budgeting process
The CEO may choose to
delegate coordination of the
budgeting process, eg to the
finance manager, but it is the
CEO’s job to make sure it
happens and on time

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Role Activity Comments
Senior
managers
Set budget guidelines and
assumptions, eg timetable,
inflation rate, salary scales
They need to give clear
direction and advice to those
who are developing budgets
to ensure consistency and
timely completion
Programme
team
Produce detailed budgets for
their activities/projects
The programme team is in
the best position to produce
accurate and complete
budgets for the activities they
work on
Finance team Support the budgeting
process, eg provide data on
previous activities, advise on
pricing, summarise and
consolidate budgets
The finance team provides
important technical support
and information for the
budgeting process but it is
not their job to write project
budgets
In addition, external stakeholders also rely on budgets to understand the
work of the project.
o Funding agencies require budgets to see how an organisation
intends to spend its grants, and to monitor progress of funded
programmes
o Community partners use budgets to see how organisations plan to
spend money on community projects.

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Preparingbudgets
There are two main approaches to creating budgets: incremental and zero-
based-budgeting.
Table 3.2: Incremental vs. zero-based budgeting approaches
Incremental budgeting Zero-based (including
Activity-based) budgeting
Most suitable
for:
▪ Projects where activity and
resource levels change
little from year to year
▪ New and one-off projects,
or those that experience a
lot of change year on year
How it works:
▪ The new budget is based
on the previous year’s
actual, or sometimes
budgeted, figures with an
allowance for inflation and
known changes in activity
levels.
▪ Starts with a clean sheet (a
‘zero base’) and builds the
budget according to
planned activities and
targets.
▪ The resources are listed,
quantified and individually
costed
Advantages:
▪ Relatively simple and
quick to create
▪ Generally, more accurate
▪ Costs are easy to justify
▪ Easy to update with new
information
▪ Favoured by many donors
Disadvantages
▪ Risks carrying over
historical errors
▪ Difficult to justify the
figures as the original
calculations may no longer
be available
▪ Reduces innovation by
encouraging teams to
deploy the same plan and
resources year after year
▪ Takes more time to
compile
▪ Need a lot of information
before you create the
budget
As Table 3.2 shows, the zero-based approach is most suitable for project
budgets – especially in the Activity-based budget format - which is covered in
detail later in this chapter.

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 Supply or demand-led budgeting?
Whatever approach you use to set project budgets, it can be tempting to
make a project budget ‘fit’ a specific pot of money. But it is important to
work out the ‘true’ costs of running a project (ie what the project demands)
before you look at possible funding options, and not be influenced by the
supply of funds.
Supply-led budgeting often results in inaccurate budgets. Critical costs can
be both under- and over-estimated to make a project fit with a specific pot
of money. This practice can save up problems at the project
implementation phase and could have a negative impact on donor
relationships.
A well-constructed budget with clear and justified costs will enhance your
fundraising plans and be welcomed by potential funding partners.
 Top down or bottom up?
Where operations staff are involved in setting their budgets it is described as
‘bottom up’ budgeting – as opposed to ‘top down’ where budgets are set by
senior managers.
Since a budget is a financial plan that relates directly to the activities of the
organisation, it is important to involve those who will be responsible for
project implementation in writing the budget. If this is not done, the budget
could be less accurate and staff less likely to appreciate the need to spend
within budget or to reach fund-raising targets.
Figure 3.2: Top down or bottom up
Long-termobjectives
Annual
Budget
Bottomup
Topdown
Day-to-day
activities

© Mango 2017 39
Whatdoesthebudgetshow?
There is no such thing as a ‘one-size-fits-all’ budget. As there are a wide
range of users and uses for budgets, it is not surprising that they come in
many different formats, with different information tailored to users’ needs.
Here are some of the main differences in content and layout that you are
likely to encounter in budgets:
Activity level Budgets can be prepared for one activity area, a
project (ie several activity areas), a programme (ie
several projects) or the whole organisation. See the
budget hierarchy diagram below.
Budget detail Some users, eg donors, require very detailed budgets
to show how each line is calculated. Other users, such
as board members or senior managers, prefer to see a
summarised version, to see the headline figures.
Layout Most organisations use a standard format to present
internal budgets, which will be consistent with the
codes and budget descriptions in their Chart of
Accounts. Donors usually have their own budget
template, with their own codes and budget
descriptions, which must be used when applying for
funds.
Timeframe A budget always covers a specific time period related
to each activity. They typically cover one financial year
but can be prepared for, or broken down into, any
period of time: one day, one week, one month, one
quarter or multiple years, depending on the activity.
Budgets used for project monitoring are usually
broken down into monthly or quarterly ‘phases’.
Currency Budgets can be prepared in any currency, depending
on the requirements of the project, donor or Head
Office. They often include more than one currency –
eg the organisation ’s home currency and the donor’s
operating currency.

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Threekeybudgets
There are three main types of budget:
• Income and Expenditure budget
• Capital budget.
• Cashflow forecast (or cash budget).
 Income and Expenditure budget
This is the budget that you will be most familiar with as it is widely used in
project management.
What is it? A budget that shows the estimated costs of running an
activity, project or entire organisation, and where the
funds will come from to cover the costs, for a specified
period of time. The ‘bottom line’ shows whether there
is enough income to cover the expenditure – surplus or
deficit?
What is its
purpose?
To summarise income and expenditure information
and show the overall position or status of the budget –
surplus, deficit or balanced – to aid project fundraising
and monitoring.
How is it
compiled?
It can be created using either of the two main
approaches for budgeting – incremental or zero-base
budgeting – but for projects, zero-based is
recommended.
Why is it
important?
Income and Expenditure budgets are important for
fundraising at the planning stage of the project life
cycle so that sufficient funds can be secured to fulfil its
objectives. During implementation, budgets are
broken down into shorter time periods (phases) – eg
for each month or quarter-year – so that income
targets and limits on spending are clear.
At the review stage, the phased budget is used to
monitor project performance to date.

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Some organisations (eg international NGOs with country programmes)
manage their projects using an expenses-only budget format – and do not
include an income section in their budgets. When using an expense-only
budget, the total budget of a project is based on an amount organised by
the head office for the project – which corresponds to the income section of
an income and expenditure budget.
See Appendix 11 for an example of an Income and Expenditure budget for
Milestone. Some things to look for:
o The budget is for a 12-month period for the whole organisation
o The account codes and descriptions are identical to those used in
Milestone’s chart of accounts (Appendix 1) – this makes it easy to
compare the budget to actual performance when the programme is
up and running.
o The bottom line shows that this is a balanced budget as anticipated
income equals planned expenditure.
o This budget is in a (relatively) detailed format. It could also be
summarised so that it just shows the costs sub-totalled by ‘family
group’ – eg Donor and Other income, and Admin, Personnel, Vehicle
Running, etc.
 Capital budget
The Capital budget is similar in format to, and complements,
the Income and Expenditure budget but as its name suggests,
it is only used for ‘capital’ projects. The term ‘capital’ refers to
items of equipment or investments that will be used over
several years, such as:
• construction of buildings and infrastructure
The ‘bottom line’
Balanced budget: when income equals expenditure
Deficit budget: when income is less than expenditure
Surplus budget: when income is more than expenditure.

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• major renovation works
• vehicles
• office furniture and equipment
• computer equipment
• medical equipment
• water and sanitation equipment.
See an example Capital budget in Appendix 12, which is a budget put
together for a funding proposal.
What is it? A budget that lists one-off expenditure for expensive
items such as equipment and construction works,
which will be used over several years and form part of
the organisation ’s fixed assets.
What is its
purpose?
To separately list, and be able to monitor, the major
investment and one-off costs involved in capital
projects.
How is it
compiled?
As the Capital budget includes one-off expenditure, it is
only possible to use the zero-based budgeting
approach to create it.
It is usual to include a contingency for unpredictable
variations to the budget, such as exchange rate
fluctuations that could affect the cost of imported
goods. It is also important to pick up related costs in
the Income and Expenditure budget, eg as vehicle
running costs, insurance and storage for equipment.
Why is it
important?
Capital projects represent a higher risk to an
organisation due to the significant sums of money and
valuable assets involved, so it is important to list and
monitor them separately.
Often, projects need just a few items of equipment so it is not always
necessary to create a separate capital budget. Instead, these items should
be included in a separate section at the end of the Income and Expenditure
budget. However, when projects have significant procurement needs, the
option exists to develop a separate capital budget for that purpose.

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 The Cashflow forecast
Whereas the Income and Expenditure budget shows
whether a project has enough income to cover its
anticipated costs over a whole year, the Cashflow forecast (or
cash budget) helps to identify times during the year when
cash levels may become critical.
The cashflow forecast is also useful if the organisation has substantial cash
reserves which need to be invested wisely to maximise investment income.
See an example in Appendix 13.
What is it? A financial planning tool that shows the predicted flow of
cash in and out of a project or organisation each month,
to show periods of cash shortages or surplus.
What is its
purpose?
To predict any months where there may not be enough
cash available to pay for planned activities, so that
corrective action can be taken.
How is it
compiled?
The process uses the income and expenditure budget
(and capital budget if used), project activity plans and
schedules of anticipated income, to predict when
incoming and outgoing cash transactions will take place.
Why is it
important?
Project teams need to be confident they have sufficient
cash to buy goods and services when needed to
implement activities. This is especially relevant where
donors choose to pay grants in arrears, and require an
organisation to pre-finance project activities (ie pay for
project activities up-front and get reimbursed later).

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Tips for preparing a project cashflow forecast
1. You will need: a project’s timed activity plan, income schedules, Income and
Expenditure budget and Capital budget (if used) for the year.
2. Set up a cashflow forecast table (a computer spreadsheet will make this
easier) with the budget items listed on the left and the months of the year
along the top.
3. Based on the income schedule, plot each expected cash receipt in the
cashflow table. Take account of payment schedules in donor agreements, for
example: 50% of the grant to be paid in month 1; 20 % in month 6 and month
9; and 10% after receipt of the final report in month 12.
4. Based on the activity plan, plot each payment in the cashflow table according
to when the cash will leave the bank. For unpredictable expenses – eg
equipment repairs – estimate a monthly or quarterly average. Take account of
payment terms, such as office rent paid in advance, so the rent for April to
June would be paid on 1 April.
5. Do not include non-cash transactions (such as in-kind donations and
depreciation) in the cashflow forecast. This is because these are ‘paper’
transactions only – there is no actual cash movement and or impact on cash
balances.
6. Include any cash balances available at the start of Month 1. For new projects
this will probably be zero.
7. Calculate the cash movement (Total Receipts – Total Payments) for each
month, and then add in any cash available at the start of the month. The
result is the Net cashflow for the month. A positive figure means there is cash
left over after paying for the planned activity. A negative figure means there is
a forecast cash deficit – ie not enough cash is available that month to pay for
the planned activity.
8. When your forecast is complete, you will be able to spot any ‘problem’ months.
This signals a need for an action plan to avoid further cash shortages.
9. Where cash levels are likely to become critical it is important to update the
cashflow forecast every month with the latest information.

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Here are some things to look out for in the example in Appendix 13:
o It is based on and covers the same 12-month period as the Income
and Expenditure budget.
o The table includes an estimate of cash available in the bank at the
start of the year (see Row D for January). The total cash available at
the end of the month (Row E) automatically becomes the cash
available at the start of the next month (Row D).
o This cashflow forecast predicts a shortage of cash for six months of
the year, including February and March. We know because of the
negative figures (in brackets) on the bottom line. See if you can
identify which other months there are cashflow problems.
o Month 12 shows that there is sufficient funding overall to run the
project for the year – but money is not getting to the bank in time to
when needed to fulfil the project plans.
How to use the cashflow forecast
If the cashflow forecast predicts periods of cash shortages, as in our
example, the project and finance teams need to work together to find a
solution. For example:
• negotiate with donors to receive grants early or phase them to
match activity plans
• negotiate with suppliers to delay payment of invoices
• reschedule some activities
• arrange a temporary loan facility with the bank.
However, there could be negative consequences from some of these
actions, so it is important to take action with an eye on the associated risks:
• delaying payment could affect your relationship with suppliers
• delaying activities could adversely affect the project and
relationships with stakeholders
• borrowing money from the bank will attract bank charges.

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Activity-basedbudgeting
Activity-based budgeting is a form of zero-base budgeting and is widely used
in the development and humanitarian relief sector. It is ideal for creating
accurate and complete project budgets. The technique systematically lists,
quantifies and costs all the resources (eg people, materials and equipment)
that are needed to run the activities described in a project plan.
The resources, quantities and calculations are captured in a detailed table
called a Budget Worksheet – usually as a computer spreadsheet. The details
are then summarised in whatever format is needed – eg for internal use or
for donors’ budgets.
It is best to approach the budgeting process as an organised and structured
group exercise. There are eight steps involved in creating an activity-based
budget.
Figure 3.3: The 8 steps
We will look at each of these steps in detail, but first let’s look at an everyday
example of budgeting – a process that we go through almost on a daily
basis without even realising. As you read through the example, think about
how Rudi and his mum follow the activity-based budgeting process, and
what we can learn from this.

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Budgeting example:
Rudi goes to a football match
It is Friday afternoon and a teenage son – Rudi – rushes in from school and
asks his mother for $10.00 as he’d like to go out with some friends for the
evening. His mother asks him to explain what he will be doing and why he
needs $10.00. He says he will take the bus into town, go for some food and
then go to watch a football match. His mother then took him through the
budgeting process, as follows:
Objective: To have an entertaining evening with friends.
Activities: Bus journey to town, visit a cafe, watch the football match,
bus journey home.
Resources: Money to cover the costs of bus fares, food and ticket.
$
Bus fares 1.50 2 x 75c
Food & drink 3.00 Burger and a soda
Tickets 3.00 Standing area
Sweets 0.50 To buy at the match
TOTAL 8.00
They review the summary figures together. Rudi’s mother decides that the
plan is a reasonable one and gives him $8.00 (not the $10.00 he originally
asked for).
The next day…
On Saturday morning, Rudi’s mother asks how he enjoyed the evening. He
reports that the match was great, his team won and that he and his friends
had a very entertaining evening even though it did not go entirely according
to plan…
After going to the cafe, Rudi and his friends arrived at the football stadium
to find that all the $3.00 tickets were sold out and they had to spend an
extra $1.00 each for a more expensive area.
This meant that Rudi did not have enough money left to buy sweets or to
get the bus back home again. Fortunately, he met the parents of some
school friends at the match and they offered to give him a lift home, which
he gratefully accepted. So it all ended well, even though his plans did not go
exactly as intended.

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The key learning from this example is that it helps a lot to describe
everything that is involved in the activity you want to write a budget for, and
to break down the component parts as much as possible. Also, it is
important to think about possible risks, and build in a ‘safety net’
contingency if possible.
 Useful documentation and information
It is important to be well organised and have everything ready before you
get started on the activity-based budgeting process, including:
• Clear and measurable project plans – key documents include the
project proposal, log-frame and timed activity plan (Gantt chart)
• Budgeting policies and guidance, such as for staff salaries and
benefits, indirect costs contribution and inflation rates
• Price list for commonly-used resources
• Budget worksheets and templates
• Latest Chart of Accounts
• Timetable for submitting budgets for approval.
 The 8 steps
The table below explains the eight steps involved in the activity-based
budgeting process.
Table 3.3: The activity-based budgeting process
Step What it involves
1. Identify the project
objective(s)
The project objective(s) are set out in the project
design documents. It is usual to create one activity-
based budget for each objective (or area) but
sometimes a budget needs to cover more than one
objective.
2. List the activities The project activities (for each separate objective) will
also be found in the project design documents and
should have clear and quantifiable indicators.
3. Identify and
quantify resources
This is probably the most important step in creating
your activity-based budget. Each project activity must
be ‘unpacked’ to list the tasks and deliverables, so that
you can identify the resources needed to run each
task.

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The project design documents are useful here, but it
helps to imagine yourself running each of the
activities to understand what resources are needed.
Be aware of any ‘hidden' project resources such as
shared vehicles or project staff. A part of any shared
resources should be allocated to the project based on
an estimate of usage. For example, for a shared
vehicle, include an estimate of kilometres travelled; or
for a shared Programme Manager, an estimate of
time spent supporting the project.
It is helpful to list all the resources and quantities
needed for each activity in a separate document or
page of the spreadsheet. We call this the Activity or
Project Breakdown Sheet (see below). Note the month
when the resources will be used, as this is needed to
create phased budgets and forecasts.
4. Research the cost of
resources
Using the Activity Breakdown Sheet, find out how
much each resource will cost when a project will be
implemented. Wherever possible, get a unit price or
base cost for one item. Your finance team may
provide a price list for items that are regularly
purchased or where there are set amounts for
budgets, such as staff allowances or consultancy fees.
Don’t be tempted to guess the price! Although
budgets are a best estimate of costs, they must be
based on reliable evidence, not on invented amounts.
If you get your unit prices wrong, you will over- or
under-estimate the costs, jeopardizing the integrity of
your budget.
5. Identify known
income
Make a list of any known income sources that will be
used to support the project. For example, anticipated
contributions to costs from services users and
communities. Do not include income that is yet to be
negotiated.
6. Compile the budget
worksheet
You are now ready to complete the budget
worksheet. Each activity is described in a separate
section to show required resources, quantities and
unit costs. Each budget item is assigned a budget
code from the chart of accounts and, where relevant,
a donor budget code.

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7. Review the results Review the final draft budget to check it is realistic and
complete. If possible, get someone else (a ‘budget
buddy’) to check it. Questions to ask include:
• Are quantities and unit costs reasonable?
• Are costs justified and supported by clear budget
notes?
• Have any important resources been left out?
• Are the calculations correct? Do the totals add up?
8. Summarise the
budget
When the budget worksheet is ready, you will
summarise the data in whatever format you need for
internal or external use, eg for project
implementation in a phased or summary budget
format or for fundraising using a budget format used
by the donor.
We will now look more closely at steps 2 top 6 using Milestone as a worked
example, and two important budgeting tools: the project breakdown sheet
and the budget worksheet.
Twoimportantbudgetingtools
 Project breakdown sheet tool
The project breakdown sheet supports steps 2 and 3, to ‘unpack’ project
objective into activities and tasks, and listing out the resources needed to
implement the activities. When completed, the project breakdown sheet
has all the information we need to build the activity-based budget.
Example
Milestone is preparing a budget for a project that aims to equip young
people with metalwork skills to improve employment opportunities. It has
identified two activities:
A. Recruit and train one metalwork skills trainer
B. Deliver four metalwork skills workshops in regional locations, for 18
trainees each.
The project breakdown sheet (see Table 3.4) shows the details for Activity A,
which contains three tasks:

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1. Advertising the new post
2. Appointing the trainer
3. Organising their induction.
Table 3.4: Example project breakdown sheet
Once the tasks are identified, the resources and quantities needed for each
are entered into column 4 – for example, to advertise the new post, they
plan to put an advertisement in a national newspaper for two weeks. The
table also includes the month when the resources will be needed (see
Timeframe column). The timing information is used for cashflow forecasting
and creating a phased budget.
 The budget worksheet tool
The next step is to transfer the detail in the project breakdown sheet to the
budget worksheet. This is a table with rows to enter each resource item in the
budget, and pre-set headings to help do the calculations. It is usually set up
in a computer spreadsheet (such as Excel) with formulas to automatically
calculate each row and column totals.
Each project activity area has its own section in the worksheet, with a list of
all the resources needed, and in what quantities, to calculate the cost of
each item needed. This makes it possible to see how much each activity
area would cost to deliver.
Project title:
Ref.
Objective
level:
Description of objective,
activity or task
Rresources and quantities needed Timeframe
Objective:
A Activity: Recruit and train one metalwork skills trainer
1 TASK Advertise the new post Job adverisement in national
newspaper - 1 advert entry for 2
weeks
Complete before
Month 1
Metalwork trainer salary, 12
months, full time post
Month 1 to 12
Employer's taxes, 12% of gross
salary
Month 1 to 12
Medical insurance premium, 20% of
gross salary
Month 1
Technical training course (5 days) Month 2
Meals/accommodation (5 days) Month 2
Travel to/from training - 2 bus trips Month 2
Per diem allowance (5 days) Month 2
B Activity:
2
Equip rural unemployed people with metalwork skills to improve employment opportunities
Project breakdown sheet
MTTI Metalwork Dept - Rural skills training project
Deliver 4 metalwork skills workshops in regional locations, for 18 trainees each
Provide induction and technical
training to new trainer
Appoint trainer
TASK
TASK
3

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Table 3.5 is part of the budget worksheet for Milestone’s Rural Skills training
project. Familiarise yourself with the layout and contents, and then read the
explanations for each column, and how it works in Table 3.6.
Table 3.5: Budget worksheet – example
Table 3.6: Budget worksheet – how it works
Column Description
Line reference The line (or row) reference is used to refer to items in the
budget. It is not a budget code. It is usual to show each activity
in a separate section and to number the sections in a logical
way. In our example budget, the two activities show are
denoted by a letter – A and B – and then the resources within
each activity are numbered sequentially, eg A1, A2, A3 and so
on. You can use any numbering system as long as it is logical,
consistent and clear.
Description This column provides a short description of each activity
included in the budget, and the resources needed to complete
each activity. The description for the resource item should be
specific and concise.
The resources are identified in Step 3 of the activity-based
budgeting process are listed in the Project Breakdown Sheet It
is important to break down resources to the core detail in the
budget worksheet as this makes it easier to accurately estimate
Currency: USD
A 15,195
A1 Job advertisement in newspaper Entry 1 2 250 250 1 advert entry for 2 weeks 4020
A2 Metalwork trainer salary Month 12 1 888 10,650 1 x half-time post 4030
A3 Employer's taxes Month 12 1 107 1,278 Approx. 12% of salary 4030
A4 Medical insurance Year 1 1 2,130 2,130 20% of gross salary 4030
A5 Technical training course fee Person 1 1 850 850 5 days, includes meals/accommodation 4010
A6 Per diem allowance Day 5 1 5 25 4040
A7 Travel to/from training centre Trip 2 1 6 12 Bus fare 4040
B 41,140
B1 Fuel for mobile training vehicle Kilometer 500 4 0.50 1,000 Estimate based on previous experience 5010
B2 Insurance for vehicle Lumpsum 1 1 3,580 3,580 50% as shared with Building Trades Dept 5020
B3 Vehicle maintenance/repairs Quarter 4 1 1,800 7,200 50% as shared with Building Trades Dept 5030
B4 Publicity on community radio Slot 5 6 40 1,200 5 slots per week for 6 weeks 3050
B5 Guest tutor's fees Day 5 4 180 3,600 One guest tutor per day, per workshop 6010
B6 Lunch and refreshments Person 20 4 12 960 18 trainees plus 2 trainers, per workshop 6020
B7 Workshop supplies/raw materials Lumpsum 1 4 1,780 7,120 As per supplier quotation 6030
B8 Protective clothing Person 20 4 35 2,800 18 trainees plus 2 spares as contingency 6030
B9 Tools set for trainees Set 18 4 190 13,680 As per supplier quotation 6030
C 5,210
Provide one-to-one post-training support to 40 trainees
Deliver 4 metalwork skills workshops (5 days duration) in regional
locations, for 18 trainees each
Recruit and train one metalwork skills trainer
BUDGET WORKSHEET: Rural Skills Training Project
Project period: 1 January to 31 December [year]
Account
code
Notes
Total
Line
ref.
Description Unit
Type
No.
Units
No.
times
Unit
Cost

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Column Description
costs. For example, the staffing costs in the example budget
are broken down into salary, employer’s taxes and medical
expenses.
Unit type This is the basis for calculating the cost of the items listed in
the budget. As a general guide, when choosing a unit type, it
helps to think about how supplier would charge you for the
item or how often you would pay for the item. Eg a taxi driver
could charge for each trip or by the distance travelled – so the
unit type would be Trip or Kilometres. Similarly, if staff are paid
on a monthly or weekly basis, the unit type for salaries would
be Month or Week.
In the example budget, unit types vary according to the item
being budgeted for. In line A1 the job advertisement is charged
by the advert entry, while in B6, Lunch & refreshments are
charged per person. See below for more details on the use of
lump sum and compound Unit Types.
No. units This is the first of two columns focussing on quantity and it
refers directly to the Unit Type – ie how many of the items
described in the Unit type column are needed for an activity.
So, in our example, in line B8 the Unit Type is Set so we have
entered the number of sets we need. The number of units
(sets) is 18, one for each trainee. (The unit type could also have
been Trainee but is more correct as Set because that is how the
supplier has provided the quotation).
No. times (or
Frequency)
The second of the two columns focussing on quantity records
the number of times the described resource will need to be
used. It is also sometimes called the Frequency or Quantity
column. It picks up how frequently you plan to run the activity
that it relates to. So, in the example for line B9 Tools, the plan
is to run the workshops four times. Therefore, we need to buy
the 18 sets of tools on 4 occasions.
Unit cost This is the price of one unit of the Unit Type. It is important to
enter a cost that is as accurate as possible, including an
amount for inflation, rather than a random guess. If you get
this wrong, it will distort your budget. In our example budget,
in line B8 we can see that the cost of a set of tools is $190. This
rate has been based on a supplier quotation.
Total The total for each budget line is calculated by multiplying the
two quantity columns and the unit price column:
No. Units x No. Times x Unit cost = Total

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Column Description
All the costs for an activity can then be added together for a
sub-total. For example, row B shows that the workshop activity
will cost $46,780.
Notes The notes column is useful for adding extra detail to help the
reader understand the budget – eg explaining how quantities
have been used or calculated, such as in rows B2/B3 which
explains that these costs are shared with another project. The
notes column can also be used to include the assumptions that
underpin the estimates for a line item.
Account code There will be at least one, often more, account codes column.
These codes are used to summarise the budget for different
budget templates, eg internal summary budgets or donor
template budgets. Our example above uses Milestone’s
internal Chart of Accounts codes.
More on unit types
Unit types are critical to the understanding and successful completion of the
budget worksheet. If you get this right, the data columns are much easier to
complete.
L U M P S U M
Lump sum is a special unit type used to include a one-off amount or general
estimate, often for multiple items or services, which are detailed in a
supplier quotation or a separate schedule. In the example budget we have
used lump sum in line B7 for the workshop supplies as it covers a range of
different materials.
It is important to be able to justify lump sum amounts, if asked. You should
also be sure to consult your donor regulations to ensure that lump sum unit
types are permitted – as some donors ask that this unit type not be used.
C O M P O U N D U N I T T Y P E S
If you are writing a budget for a large project with multiple activities, you
may need to use a more sophisticated unit type, which combines two
different units. These are known as compound unit types. Here are some
examples of how they are used:

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Three consultants are engaged to run a five-day training event, ten times.
Compound unit type: Consultant/day. No. Units: 15 (ie 3 consultants x 5
days), No. Times: 10, Unit cost: one day of consultant time.
1,000 sanitation packs are distributed for six months to 60 villages.
Compound unit type: Pack/month. No. Units: 6,000 (ie 1,000 packs x 6
months), No. Times: 60, Unit cost: one pack.
It is helpful to use the notes column to add extra detail to clarify how the
figure in the No. Units column is calculated.
Table 3.7 illustrates how compound unit types are used and the related
quantities are entered in a budget worksheet (costs are not included in the
example).
Table 3.7: Calculating compound unit types
Item Unit type No.
units
No.
times
Notes
Consultants fees
for workshops
Person-day 15 10 3 consultants for each 5-day
workshop, delivered 10 times
Sanitation packs
for villages
Pack-month 6,000 60 1,000 packs delivered for 6
months to 60 villages
For a useful quick reference guide to selecting unit types, see Table 3.8
below.

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Table 3.8: Choosing unit types
Typical budget items: Examples of unit type:
Personnel Costs
Salaries, benefits & taxes Month
Staff recruitment Advert entry
Staff development Days, person
Subsistence allowances Days, person, trip
Volunteers expenses Session, person, trip
Transport costs
Fuel & lubricants Kilometre, month
Vehicle insurance Month or lump sum per quotation
Vehicle maintenance Kilometre, month
Air fares Trip/journey
Bus/taxi fares Trip, month
Distribution costs Kilometre, trip, month
Programme administration
Office rent, electricity and water Month
Office insurance Month or lump sum per quotation
Telephone & fax, postage Month
Office stationery Box, carton, piece or month
Internet subscription Month or lump sum per quotation
Repairs & renewals Month
Bank charges Month
Audit fees Lump sum per quotation
Project Costs
Room hire/accommodation Day
Publicity costs Advert entry, lump sum per quotation
Publications/reference books Month or lump sum per quotation
Training materials Trainee, lump sum per quotation
Professional fees (eg, consultant) Days, lump sum per quotation
Printing/photocopy Copy, person, lump sum per quotation
Inputs (eg pipes, tents, tools) Piece
Equipment Piece, or lump sum per quotation
Food Person, meal, day

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Budgeting for contingencies
Sometimes we need to include an extra amount in the budget worksheet
for contingencies. These are for unforeseen expenses or for items that we
think we might need, so it is sensible to add an amount 'just in case'.
However, before including contingencies in a budget, be sure to ensure that
any donor regulations you need to follow permit contingency line items in
their budgeting guidelines. An example of this is included in the example
budget worksheet above – see line B8 where extra two items of protective
clothing have been included.
Unit cost and price inflation
When we write a budget for a project that is going to start in a few months'
or a year's time, it is important to include a unit price in the budget
worksheet that includes an allowance for price inflation.
If you do not do this, you will not have enough money in your budget to
cover actual costs during implementation.
It is good practice to include a specific (and explained) contingency
line for the specific budget lines that needs a just in case 'cushion’.
For example, based on your experience of staff turnover, you
decide to include a line for staff recruitment costs, even though you
have no vacancies at the moment. The actual amount you
estimate for the contingency must have a logical basis to the
calculation, so that you can justify its inclusion in the budget.
When you create a Capital budget, it is often necessary to add a
percentage to a family group of costs as a general contingency – eg
20% for imported equipment as a contingency against exchange
rate fluctuations and extra import duties.
Avoid the practice of adding a percentage to the overall budget for
contingencies on the bottom line. This is difficult to justify, as not
every line in your budget truly needs a contingency. It is also
difficult to monitor because it is not possible to allocate bottom line
contingencies to an account code.

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For example, imagine you are preparing a budget for group conference next
year. The cost of accommodation at the conference venue is currently $100
per person. The annual inflation rate is 20%. You must therefore include
$120 per person for accommodation in the budget for the conference to
cover the likely price increase due to inflation. If you included today's price
of $100 per person, you would be short by $20 for each person attending
the conference.
Sometimes, prices increase at different rates due to other economic or
policy reasons. For example, the government announces a new 10% sales
tax on fuel, so the unit price in the budget must take account of both the
general inflation rate and the extra 10% sales tax.
Which currency to use?
The currency that you choose to use for budgeting depends on several
factors, in particular where your main sources of income come from and the
stability of your home economy. See Table 3.9 for three possible scenarios
to consider (in reality the situation is often more complex):
Table 3.9: Which currency?
Scenario Advice
A. Most of your income is from
external donors. You operate in
a country that experiences
rapid inflation and/or weak
local currency.
Prepare budgets in a 'hard' international currency,
such as US Dollars, and get the funds paid into a
US Dollar bank account. This gives you some
protection against the impact of inflation and
exchange rate losses.
B. Most of your income comes
from one or two donors who
pay grants in their home
currency.
Use the donor's currency when creating
programme budgets for specific donors at the
proposal stage, then convert budgets back to your
home currency for internal budget monitoring
purposes. This allows you to consolidate the
donor-funded budgets with other internal budgets,
and to isolate variances caused by exchange rate
fluctuations rather than other programmatic
causes.
C. Most of your income comes
from sources inside your
country of operation.
Prepare all budgets in your home currency
(building in an allowance for inflation) and include
a contingency for exchange rate fluctuations on
high value imported goods.

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When deciding which exchange rate to use to convert local costs to the
chosen base currency, you should make a reasonable judgment based on
information available. Some donors will tell you what rate to use, others are
more flexible – in which case select a rate that looks reasonable for the
period the budget covers. Always note the exchange rate and effective date
on the budget.
As there can be a significant time lag between the initial submission of a
proposal to a donor and a project starting, before you sign a grant contract,
do review the exchange rate assumptions in the budget and re-negotiate
the rate with the donor if it is significantly different.
Budgeting for ‘In-kind donations’
In-kind donations are where resources are donated to a project as materials
and equipment rather than funds, for example vehicles or computer
equipment. When you budget for a project using activity-based budgeting,
you will automatically include all the resources needed to run your project.
If you know that some of these resources will be donated in kind once the
project starts, you can then include the value of the item as known income.
You should only include in-kind donations in your budget, if the item is
essential to the success of the project (ie you would have to buy it anyway)
and it is something that you can put a tangible value on. Community
contributions in the form of donated labour, and some non-essential
donated materials can fall outside of this rule.
Budget assumptions
Finally, as well as the line-by-line notes on the budget worksheet, it is a good
idea to also keep a separate note of key budget assumptions, such as the
inflation rate, salary and benefits rates and standard unit costs. This is
especially important if you are preparing a budget to accompany a funding
proposal and the donor requires a budget narrative (discussed later in the
chapter).

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Budgetingforcentralsupportcosts
Budgeting is not just about looking at the cost of programme activities.
When we create project budgets we must include both the direct project
costs and a contribution to the central support (or ‘core’) costs.
It is important to include a contribution towards indirect costs in project
budgets because:
• Projects cannot operate without central support services
• We need to calculate the true, full cost of running project activities
• Central support costs should be financed somehow.
Central support budgets are needed too
The starting point is to write a budget for the central support costs so they
do not get overlooked, and the costs are clear. It is usual to then ‘charge’
projects that benefit from the support that is provided in a fair, consistent
and justifiable way. There are a number of different ways to share out (ie
‘apportion’) a project’s indirect costs. For example, using a ratio based on:
• Staff hours ('full time equivalent' or FTEs)
• The relative size of project budget
• Estimated use of the relevant resource (eg space for apportioning
rent, number of transactions for apportioning finance support).
Is it always a central support cost?
It is important to keep central support costs to a minimum – not only are
these costs difficult to finance, they are closely scrutinised by donors,
regulatory bodies and the general public.
In some cases, it is possible to allocate out some shared costs to project
budgets to reduce the central charge. For example:
o ‘Pool’ vehicle shared by the CEO and programme staff: only the
CEO usage counts as Central Support costs. Programme staff usage
should be included as direct project costs in the relevant project
budget.
o Photocopier: charge projects directly for their usage to cover the
costs of paper and machine rental.
In both of these cases, you need to set up a usage log to support the charge.

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Central support costs policy
Every organisation needs a clearly stated policy on how it will finance its
central support costs. These costs have to be covered by income just like
any other cost incurred in an NGO. There are essentially two ways – or a
combination of both – to finance your central support costs:
o Use unrestricted funds (ie money given to the organisation for
general purposes)
o Charge projects a pre-arranged percentage of the costs.
Figure 3.4 shows how this works in practice, using Milestone as an example.
Unrestricted funds come in centrally (‘Coordination’) and are used to help
pay for some of the central support costs. The balance is financed by
including a contribution to central support in the project budgets, using an
agreed apportionment criteria.
The projects will then pay their contribution to core costs from their project
funds. Note however, that as these are restricted funds, the donors’ rules
and budgets must be checked to see what is allowed.
As a general principle, you should never accept project funding without a plan to cover the
cost of central support – it is just not possible to run a project with direct costs only!
Figure 3.4: Financing Milestone’s core costs

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Summarisingandconsolidatingbudgets
When the project budget worksheet is completed, the final
stage is to summarise the data into different format
budgets as required – eg for internal budget management
purposes or to create a donor budget to accompany a
funding proposal.
Remember that different users need different levels of detail so that is why
we need to create summary budgets. The budget worksheet is great for the
team implementing the project, but it is too detailed for senior managers
and board members who prefer more of an overview.
 The summarising process
The accounts codes columns in the budget worksheet make it very easy to
summarise the budget data into any budget template required. Each line in
the worksheet is allocated a code – for internal format budgets, the code
comes from the organisation ’s chart of accounts, for donor format budgets
the code will be as advised by the donor. The process of adding codes to a
budget worksheet is called ‘mapping’.
As the resources in the budget worksheet are broken down into great detail,
it should be possible to map the costs to any coding schedule, which is what
makes the budget worksheet such a flexible and useful budgeting tool.
Table 3.10 show the summary budget format for the for the Rural Skills
training project covered by the example budget worksheet, using
Milestone’s internal chart of accounts codes. It includes direct costs only at
this stage.
This budget will in turn be joined together with other projects in the
Metalwork Department to create a summary budget for the whole
department – as in Appendix 15.

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Table 3.10: Milestone Summary budget
 The Consolidated budget
When an organisation runs multiple projects and departments, managers
need a way to easily combine - or consolidate – multiple budgets into one
table, to give a useful overview at the programme or organisation levels.
See the Consolidated budget for Milestone in Appendix 16. The
Consolidated budget combines the budgets of the two departments
(building department and metalworks department) and includes the central
support costs.
This budget is in the income and expenditure format so includes anticipated
income.
Figure 3.5 shows Milestone’s budget hierarchy and the process of
consolidation. The lower level project budgets are rolled up into the
departmental budget, then the departmental budgets are in turn
consolidated into one master budget (as in Appendix 16).
Account
code
Total
USD
3050 Admin Publicity 1,200
4010 Staff training 850
4020 Recruitment 250
4030 Salaries & benefits 14,058
4040 Travel & subsistence 3,247
5010 Fuel 1,000
5020 Vehicle Insurance/tax 3,580
5030 Vehicle maintenance 7,200
6010 Consultants fees 3,600
6020 Food & accommodation 960
6030 Training materials 25,600
TOTAL 61,545
Project
inputs
Personnel
Vehicle Running
Budget description
Summary budget
1 January to 31 December [year]
3060

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Figure 3.5: Milestone’s budget structure
ThePhasedbudget
A phased budget breaks down the project budget into time periods (ie
phases), usually by month or quarter-year, to show when the budget will be
used up during project implementation, according to the activity plan.
There are two key purposes of a phased budget:
o To compare planned with actual performance of a project, to check
progress, and take action if it is not on target
o To advise a donor about how we expect to utilize their grant during
project implementation.
 How to create a phased budget
To create a phased budget, we need to go back to our project budget
worksheet and activity plans (eg Gantt charts, if used) to allocate the budget
according to the plans. It is a similar process to that of creating a cashflow
forecast but this time we are looking at when the budget is needed, not
when the cash transactions take place.
A phased budget is NOT the total budget divided by 12 months or 4 quarters. It must mirror
the activity plan.
Building Dept
Budget
Furniture project
Budget
Vehicles project
Budget
Metalwork Dept
Budget
Coordination
Dept Budget
Milestone
Master Budget

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Table 3.11: Milestone Phased budget
Table 3.11 shows a quarterly phased budget for Milestone’s Rural Skills
training project expenditure, summarised by budget heading. In this
summary format, it is ready to be used in an internal budget monitoring
report (or a donor report if in donor budget format) once the project gets
underway.
Creatingbudgetsfordonoragencies
To create a budget for a donor agency, you will follow the same process
described above for internal budgets, starting with an activity-based budget
worksheet, the project will need to follow these steps:
o Find out what format the donor requires you to submit your budget
in. Sometimes they will accept your own internal format, and
sometimes they have their own template.
o If they have their own template and account codes, simply match up
(‘map’) the expense codes to the budget lines in your budget
worksheet, then sum the figures using these codes. Enter the sum in
the donor budget template.
o Take care to check what the donor will or will not allow to be included
as project expenses.
Account
code
Budget description
Q1
Jan-Mar
Q2
April-June
Q3
July-Sept
Q4
Oct-Dec
Total
USD
3050 Publicity 600 - 600 - 1,200
4010 Staff training 850 - - - 850
4020 Recruitment 250 - - - 250
4030 Salaries & benefits 5,112 2,982 2,982 2,982 14,058
4040 Travel & subsistence 572 535 1,070 1,070 3,247
5010 Fuel 250 250 250 250 1,000
5020 Vehicle Insurance/tax 3,580 - - - 3,580
5030 Vehicle maintenance 1,800 1,800 1,800 1,800 7,200
6010 Consultants fees 900 900 900 900 3,600
6020 Food & accommodation 240 240 240 240 960
6030 Training materials 6,250 6,250 6,600 6,500 25,600
TOTAL 20,404 12,957 14,442 13,742 61,545
Phased budget
1 January to 31 December [year]
3060

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o Follow the donor guidelines on what is permitted as a contribution
towards indirect costs (sometimes referred to as a Management Fee).
Often, they will specify a percentage amount to add somewhere on
the template.
Donors may also ask you to complete a budget narrative.
 What is a budget narrative?
When applying for a grant, a donor will often require you
to include a budget narrative to support the budget in the
funding proposal. The budget narrative, also known as
a budget justification, has two purposes:
• to explain how the costs were estimated, and
• to justify the reason for costs.
Budget narratives are especially useful to explain hidden or confusing
costs listed in a proposal budget. If you provide a detailed activity-based
budget with the funding proposal, most of the calculations will be self-
evident so the budget narrative could be briefer.
However, not all grants officers will be familiar with activity-based
budgeting, and may not even look at the budget attached to a proposal,
so it is better to include more detail, to be sure.
Here are some tips on preparing a budget narrative
o Always check the funding agency's guidelines to be clear what their
specific requirements are for a budget narrative. Some donors
helpfully provide a budget narrative template for you to follow.
o Remember that the reviewer of your funding application will not be
familiar with your local context, prices or practices, so you must
clearly explain how budget lines are calculated, and in as much detail
as possible. One good 'rule of thumb' is to see if the narrative could
be used to re-construct the budget line it refers to.
o Ask around other organisations that have successfully won funding,
for any tips on preparing budget narratives for specific donors - eg
what costs did they scrutinise most or least closely, were there any
costs that they rejected?
o Ask a colleague to read your proposal budget and budget narrative
together to check that all costs are clearly explained and justified.

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o The table below provides some of the most common cost areas that
you may need to explain or justify, and some key considerations
when preparing a budget narrative.
Table 3.12: Budget narrative guidance
Costs to justify Points to consider:
All personnel • Describe the need for ex-patriate, local and Head
Office staff
• How does each individual contribute to the project?
• How much time will each individual spend on the
project?
• What are the necessary qualifications for project
staff?
• What staff ‘fringe’ benefits or allowances are
provided, and why?
• Explain and justify annual increases in salaries and
benefits
• Explain and justify the cost of staff training and how
it relates to meeting project expenses
Consultants and
outside contractors
• Describe the qualifications and duties of the outside
specialists that need to be hired
• Explain the amount of time they will spend on the
project
• Refer to specific donor guidelines on use of outside
contractors
Supplies and
equipment
• Include cost estimates/descriptions of quotes
obtained for any specialized supplies or equipment,
including capital equipment such as vehicles
• Describe why the supplies and equipment are
needed, and which objective they relate to
• Explain how the supplies and/or equipment will be
used in your project to complete project objectives
• Justify any costs for the security and insurance of
supplies and equipment
• Refer to donor guidelines on procurement and
depreciation of capital equipment, and explain any
variations to their rules, if relevant
Travel and
accommodation
• Explain the purpose of trips and justify those
travelling.
• Explain the lodging and per diem/stipend rates
used.

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• Refer to donor guidelines on the use of specific air
carriers and explain any variations to their rules, if
relevant
Indirect costs and
management fees
• Explain and justify indirect cost recovery rates
and/or management fees
Multipledonor–fundedprogrammes
When a programme or project has more than one source of income, it can
present a number of planning challenges. In particular:
o Donors have different budget formats and pay grants in different
currencies
o Budget descriptions vary, so it is not always clear what each
category includes or excludes, eg Transport, Travel, Vehicle running
o It is not always clear which donor is paying for what within a
multiple-donor funded project
o Donors have different policies on financing central support and it
is not always clear if a project’s obligation is met
o Within the same project, it is possible for some budget lines to be
‘double-funded’ (ie funds awarded for the same item by multiple
donors), and others to be under-funded, but this is not obvious.
 Some solutions
A detailed Chart of Accounts
If the Chart of Accounts is detailed enough, it will be able to cope with
different donor budget lines. For example, the category Transportation is
extended in the Chart of Accounts to include:
• Fuel & oil
• Vehicle maintenance
• Vehicle insurance
• Public transport
• Air travel
• Distribution costs.

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Create budget worksheets for all projects
Because this approach provides a very detailed budget, with donor and
internal codes applied to each line, it is possible to transfer the information
to any other budget format as required. The worksheet format provides
maximum flexibility.
Include some indirect costs as direct project costs
Look to see if it is possible to classify any central support costs as direct
costs in the project budget. For example, contributions to office rent and
insurance, accounting costs and audit fees. But do take care as all costs
must be justifiable.
Prepare a funding grid
The funding grid is an internal planning tool that can help to overcome most
of these challenges. It provides an overview of who is funding what at
project, programme or organisation -wide levels, and depending on the level
you wish to monitor. It is presented in table format and matches each
anticipated source of income source with budgeted expenditure.
This reveals where there are gaps in funding, and also any ‘double funding’,
by budget line.
 Using the funding grid
Table 3.13 is a summarised example for Milestone covering all programmes
to demonstrate the principle behind the funding grid. However, in practice,
a funding grid would have more columns for each source of income, and
detailed rows with donor codes mapped to the internal chart of accounts.
Table 3.13: Example funding grid –Milestone Project (summary) Example funding grid
UNRESTRICTED
FUINDS
A B C D E F G H I
3,000 Admin 32,100 6,750 6,750 0 18,600 32,100 0
4,000 Personnel 93,772 21,750 21,750 6,000 44,272 93,772 0
5,000 Vehicle running 30,600 9,500 9,500 1,000 10,600 30,600 0
6,000 Project inputs 109,280 52,000 52,000 7,000 0 111,000 1,720
265,752 90,000 90,000 14,000 73,472 267,472 1,720
Total
anticipated
income
Smile
Trust
Balance
Surplus/
(deficit)
RESTRICTED FUNDS
Code Budget group
Total
budget
DFID
Vanguard
trust
Fees &
donations
TOTAL
All figuresin USD
CONFIRMED / EXPECTED INCOME

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The table below explains how the funding grid table works.
Table 3.14: Explanation of example funding grid
Columns A, B and C: This is the summary budget with internal account codes and
description.
Columns D, E and F These are the sources of funding from confirmed donors.
The funds are restricted and must be used according to the
donor’s contracts and agreed budgets. The funds are
allocated to the budget lines according to the donor
agreement.
Column G These are the general, unrestricted funds that can be used
for any mission-related purpose. Unrestricted funds are
used here to fill any gaps not covered by donor funds, based
on priorities set by the managers. Fortunately, Milestone
has enough unrestricted funds to cover the funding gaps.
Column H This is the total income expected at the time of completing
the funding grid. This is now compared to the total budget
in Column C.
Column I The difference between columns C and H. Any gaps in
funding shows as a negative figure while 'double funding' –
ie a surplus on that line – shows as a positive figure.
Tips on using the funding grid
When building the funding grid table, especially for a large and complex
programme, here are some practical considerations:
o Use exchange rates that correspond to a specified date. The
funding grid can be compiles using the local currency, but it is also
common to select the currency of the major source of income.
o Make sure the budgeted expenditure and anticipated income
cover the same time period. As donor agreements can start at
different times (and rarely coincide with our own planning years),
income and expenditure must be matched to the period covered by
the funding grid. For example, if it covers expenditure from January
to December, and a donor grant runs for 12 months starting in
March, you will just include 10 months of the grant – the remaining
two months' grant will be the next year’s funding grid.

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o Map expenditure to internal account codes. Include the donor
codes as well as the internal Chart of Accounts codes so that you can
see which line items are under- or over-funded.
o Regularly update the funding grid as the fundraising situation
changes.
Summary
The diagram below summarises the budgeting process and illustrates the
relationship between the different budgets. Notice that the account codes
images is placed prominently in the centre of all the budgets – underscoring
their importance in mapping the different budgets to each other.
Figure 3.6: Flowchart- budgeting process
The table below summarises the different types of budget and
approaches.
Project budget
worksheets
Consolidated /
Master budgets
Project
summary
budgets
Cashflow
forecasts
Accounts
codes
‘mapped’
Funder
budgets

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Table 3.15: Summary of budgeting terminology
BUDGET TYPE
OR STATUS
DEFINITION
MAIN
TYPES
OF
BUDGET
INCOME &
EXPENDITURE
This budget lists all items of incoming funds and
recurrent (ie regularly occurring) costs for a specified
period.
CAPITAL This budget lists one-off expenditure for expensive
items such as equipment, property, vehicles, or major
building works, which will be used over several years.
CASHFLOW
FORECAST
Shows the predicted flow of cash coming in and out of
the organisation each month, with the purposes of
identifying periods of cash shortages or surpluses.
BUDGET
STATUS
BALANCED Where anticipated income is the same as anticipated
expenditure
DEFICIT Where anticipated income is less than anticipated
expenditure
SURPLUS Where anticipated income is more than anticipated
expenditure
APPROACHES
TO
WRITING
A
BUDGET
ACTIVITY BASED Where the budget is built up from a detailed activity
plan (a form of zero-base budgeting).
INCREMENTAL Where the calculations are based on previous year’s
budgeted or actual figures, with adjustments for new
activities or known changes
ZERO-BASE Where the budget is built from ‘scratch’, and not based
on previous budgets or figures.
BOTTOM UP Where the budget is developed by team members who
have responsibility for using the budget during
implementation of the activities.
TOP DOWN Where budgets are developed by senior managers,
without involving the staff who will implement the
activities.
LEVEL
OF
BUDGET
DETAIL
MASTER Shows overall anticipated income and expenditure for
the whole organisation for the year.
CONSOLIDATED This brings together several project or programme
budgets in a table to show a summary of each and the
total overall.
PROJECT OR
PROGRAMME
Shows income and expenditure for a specified project
or programme for the implementation period.

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BUDGET TYPE
OR STATUS
DEFINITION
TIME
PERIODS
MULTI-YEAR This budget outlines anticipated income and
expenditure, or cashflow, for two or more successive
years.
PHASED A budget broken down into time periods – usually
monthly or quarterly – to reflect the budget
requirements according to planned activity for those
periods of time.
SPECIALISED
BUDGETS
DONOR A budget in the format required by a funding agency,
usually accompanies a funding proposal.
FLEXIBLE (OR
VARIABLE)
This budget is regularly reviewed and updated to take
account of changes in levels of activity
FUNDING GRID A special budget which reconciles anticipated income
sources to the programme budget, to show which
funding source is funding what, and to identify funding
gaps.
ROLLING A budget that always covers a fixed period of time (eg
12 months). It is updated every month or quarter to
include figures for the fixed budgeting period.

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Chapter
4
4UnderstandingAccounts
An Introduction to the mysteries of accounting
This chapter:
 Discusses why an NGO needs to keep accounts
 Describes the different methods used to keep track of financial
transactions
 Outlines which accounting records to keep
 Defines and explains key financial accounting concepts and
terminology.
 Describes the financial statements which are prepared from the
accounts.
Whykeepaccounts?
Good financial records are the basis for sound financial management of
your organisation.
 Information
All organisations need to keep records of their financial transactions so that
they can access information about their financial position, including:
o A summary of income and expenditure and how these are allocated
under various categories.
1,2,3 ...

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o The outcome of all operations – surplus or deficit, net income or net
expenditure.
o Assets and liabilities – or what the organisation owns and owes to
others.
 Credibility
NGOs especially need to be seen to be scrupulous in their handling of
money – keeping accurate financial records promotes integrity,
accountability and transparency.
 Legal requirement
There is often a statutory obligation to keep and publish accounts. Donor
agencies almost always require audited accounts as a condition of grant aid.
 Future planning
Although financial accounting information is historical (ie happened in the
past), it will help managers to plan for the future and understand more
about the operations of the NGO. With information spanning two or three
years, it is possible to identify trends.
Accountingmethods
Keeping accounts simply means finding a way to store financial information
so that the organisation can show how it has spent its money and where the
funds came from. Accounting records can be kept in a manual format – ie
hardback books of account – or in a computerised format in one of many
accounts packages available.
There are two main methods for keeping accounts:
• Cash accounting
• Accruals accounting.
The two methods differ in a number of ways but the crucial difference is in
how they deal with the timing of the two types of financial transaction:
o Cash transactions which have no time delay since the trading and
exchange of money takes place simultaneously.
o Credit transactions which involve a time lag between the contract and
payment of money for the goods or services.

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Significantly, the method we choose to record transactions will produce
different financial information – as managers we need to know the basis of
accounting to better understand financial reports.
 Cash accounting
This is the simplest way to keep accounting records and does not require
advanced bookkeeping skills to maintain. The main features are:
o Payment transactions are recorded in a bank (or cash) book as and
when they are made and incoming transactions as and when
received.
o The system takes no account of time lags and any bills which might
be outstanding.
o The system does not automatically maintain a record of any money
owed by (liabilities) or to (assets) the organisation.
o The system cannot record non-cash transactions such as a donation
in kind or depreciation.
When summarised, the records produce a Receipts and Payments Account for
a given period. This simply shows the movement of cash in and out of the
organisation and the cash balances at any given time.
See Appendix 7 for a sample Receipts and Payments Account.
 Accruals accounting
This involves ‘double entry’ bookkeeping which refers to the dual aspects of
recording financial transactions to recognise that there are always two
parties involved: the giver and the receiver. The dual aspects are referred to
as debits and credits. This system is more advanced and requires
accountancy skills to maintain.
o Expenses are recorded in a general ledger as they are incurred, rather
than when the bill is actually paid; and when income is truly earned
(ie we are 100% certain it will be paid) rather than when received.
o By recognising financial obligations when they occur, not when they
are paid or received, this overcomes the problem of time lags, giving
a truer picture of the financial position.
o The system can deal with all types of transactions and adjustments.

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o The system automatically builds in up-to-date information on assets
and liabilities.
These records provide:
o an Income & Expenditure account summarising all income and
expenditure committed during a given period and
o a Balance Sheet which demonstrates, amongst other things, money
owed to and by the organisation on the last day of the period.
Table 4.1: Summary of cash and accruals accounting
CASH ACCRUALS
Accounting system Single entry Double entry
Transaction types Cash only Cash and credit
Terminology Receipts and payments Income and expenditure
Main book of account Bank (or cash) book Nominal (or general)
ledger
Skill level Basic bookkeeping Advanced bookkeeping
Non-cash transactions No Yes
Assets & liabilities No Yes
Reports produced Receipts & Payments
report
Income & Expenditure
report with Balance Sheet
 Hybrid approach
Many NGOs adopt a ‘half-way house’ approach. They use the cash
accounting basis during the year and then (often with the help of the
auditor) convert the summarised figures at the year-end (or more
frequently) to an accruals basis for the final accounts and audit.
This includes keeping separate books to record and identify accruals and
prepayments (see examples below), unspent grants and capital purchases
during the accounting period.
See Appendix 10 Note to the Accounts, Note 3, for a Schedule of Creditors
and Debtors, identified for Milestone’s year-end adjustment process.

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Example of an accrual
An electricity bill covering the last month of the financial year is not received
until 4 weeks after the year-end. Even though the payment will be made
during the new financial year, the expenditure must be recorded in the
financial year that the electricity was consumed. It shows up as a liability on
the
Example of a prepayment
Office rent is paid six months in advance. Half of the payment covers the
first quarter of the new financial year and is therefore deducted from the
office rent account for the current year at the year-end. It is carried forward
to the rent account for the financial year when the rent falls due and shows
up as a prepayment on the assets list in the Balance Sheet.
Whichaccountingrecordstokeep
For a small NGO with very few financial transactions, a simple bookkeeping
system is all that is needed. As an organisation grows and takes on a
number of projects and different sources of funding, its reporting
requirements, and therefore its financial systems, will become more
sophisticated.
Accounting records fall into two main categories:
• Supporting documents
• Books of account.
 Supporting documents
Every organisation should keep files of the following original documents to
support every transaction taking place:
• Receipt or voucher for money received
• Receipt or voucher for money paid out
• Invoices – certified and stamped as paid
• Bank paying-in vouchers stamped and dated when money is
taken to the bank

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• Bank statements
• Journal vouchers – for one-off adjustments and non-cash
transactions.
With these documents on file it will always be
possible to construct a set of accounts.
Other useful supporting documents include:
• Payment voucher (PV)
• Local purchase order (LPO)
• Goods received note (GRN).
 Books of account
The minimum requirements for books of account are:
• Bank (or cash) book for each bank account
• Petty cash book.
For organisations with salaried staff, valuable equipment and significant
levels of stock, the following records, where relevant, may also be kept as
part of a full bookkeeping system:
• General/nominal ledger
• Journal or day book
• Wages book
• Assets register
• Stock control book.
Supportingdocumentation
It is very important to maintain supporting documents in the form of
receipts and vouchers for all financial transactions. These should be cross-
referenced to the books of account and filed in date or number order.
Apart from being required by the external auditor to support the audit trail,
certified receipts also provide protection to those handling the money.
Receipts explain:
✓ Who?
✓ When?
✓ How much?
✓ What?
✓ Why?

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Mislaid or incomplete records can result in suspicion of mismanagement of
funds.
Keep separate files for receipts for money coming into the organisation and
money going out. Mark invoices ‘paid’ with the date and cheque number to
prevent their fraudulent re-use by an unscrupulous person.
Well maintained files provide invaluable information to the organisation
such as the trends in price increases, details of equipment purchased, past
discounts, etc.
Bankbookbasics
The bank book – or cashbook or cash analysis book – is the main book of
account for recording bank transactions (ie ‘cash’ transactions). It is normal
to maintain a separate bank book for each bank account held as this makes
it easier to reconcile each account at the end of the month. See Appendices
3 and 4 for a sample bank book.
With a manual (ie paper based) bank book, receipts are usually entered on
the left side and payments on the right and each page is ruled into columns
(see Figure 4.1 for a typical layout). The number of columns required will
depend on the type and volume of transactions.
Each transaction is entered on one line of either the Receipts page or the
Payments page in date order. The column headings prompt you to enter
key information – eg date, cheque number, payee, description, amount,
category of transaction, etc. The columns are totalled at the end of each
page or accounting period.
Analysis columns
These are what make the bank book such a useful record. These columns
(numbered 1 to 9 in Figure 4.1) include the main categories of income and
expenditure as identified in your Chart of Accounts and your budget. They
allow you to sort and summarise transactions by budget category which in
turn helps to compile financial reports quickly and easily.

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Figure 4.1: Typical bank book layout
LEFT SIDE
Receipts of money into the bank
RIGHT SIDE
Payments out of the bank
Date/detail
s
1 2 3 4 5 6 7 8 9 Date/details 1 2 3 4 5 6 7 8 9
Bank reconciliation
The bank book should be checked with the bank’s records – the bank
statement – at least once a month, more frequently for very busy bank
accounts. This is called the bank reconciliation.
The purpose of a bank reconciliation is to make sure that the organisation’s own records
agree with the bank’s records and to pick up any errors or omissions made by the bank or
the organisation.
A bank reconciliation involves taking the closing bank statement balance for a
particular date and comparing it to the closing bank book balance for the
same date. If there is a difference between these two closing balance
figures, the difference must then be explained.
In practice, there will almost always be a difference because of timing
delays, such as:
o Money paid into the bank which is not yet showing in the bank’s
records
o Cheques issued to a supplier but not yet banked by the supplier
o Bank charges and bank interest which get added to the bank
statement by the bank periodically

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o Errors either made by the bank or when recording entries in the bank
book.
See Appendix 6 for a completed bank reconciliation form.
Table 4.2 summarises the reconciliation process and actions to take when
discrepancies are discovered.
Table 4.2: Bank reconciliation
Item:
In
cashbook
On bank
statement
Example Action
Receipt ✓ 
Cash received in
the office, but
not yet banked.
Cash fraud?
 Monitor
bank statement
(all cash
received must
be banked)
Receipt  ✓
Bank interest
received
Donor grant
transferred, no
advice note sent
 Enter into
the cashbook
Payment ✓ 
Cheque sent to
supplier, not
presented to
the bank
 Monitor
bank statement
 Contact
supplier if older
than two
months
Payment  ✓
Bank charges or
bank interest
paid
 Enter into
the cashbook
Cashbook
error ✓ 
Omission or
duplication of a
transaction
Figures entered
incorrectly
 Correct
the cashbook
Bank
statement
error
 ✓
Bank recording
error
Cheque fraud
 Contact the
bank

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Pettycashbook
Petty cash records are kept in a similar way to the bank book records. As
both sets of figures will eventually have to be combined to produce financial
reports, it makes sense to set out the books in a consistent manner. A
sample petty cash book can be seen in Appendix 5.
The petty cash book can either be kept in a loose leaf or bound book format.
It does not however, require more than one analysis column on the Receipts
side because the only money that is paid into petty cash is the float
reimbursement. The petty cash book will also require fewer analysis
columns for payments because petty cash will not (usually) be used to pay
for larger items such as salaries, office rent, etc.
There are two ways of keeping petty cash:
• fixed float or imprest system
• variable or non-imprest system.
 Fixed float or imprest method
With the imprest system you have a fixed float of, say, $50 and when the
cash balance gets low, you top up the float by exactly the same amount that
you have spent since the float was last reimbursed.
Example:
Receipts/vouchers for cash spent total: $34.60
Cash remaining in cash box counted: $15.40
TOTAL FLOAT $50.00
Reimbursement cheque written for: $34.60
An advantage of this system is that at any time you count the money plus
vouchers in the tin, they should always add up to the fixed float amount.
Also, it is much easier to incorporate petty cash spending into the accounts
as the reimbursement cheque is entered in the analysed bank book.
See how the reimbursement cheque for the petty cash book in Appendix 5
has been written in to the bank book in Appendix 4. Look for cheque no.
13583 on 12/01.

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 Variable float or non-imprest method
An alternative is to draw cash from the bank in round sums as required. If
you use the non-imprest method you will need an extra column in your
bank book headed ‘petty cash withdrawn’.
When reconciling this float, you will have to add up all the petty cash
withdrawals since the last reconciliation and add on the cash balance
brought forward to get a total of the cash float for the period. This total
should then be the same as the total spent since the last reconciliation plus
the cash left in the tin. A more complicated and time-consuming process!
Fullbookkeepingsystems
Organisations requiring a full bookkeeping system use a series of ledgers
(this just means books of account), depending on the activities of the
organisation.
 The general or nominal ledger
This is a central record which pulls together basic bookkeeping information
from the main working books of account (bank book, petty cash book, sales
and purchase ledgers).
The general (or nominal) ledger is rather like a
series of post boxes or ‘pigeonholes’ used to sort
basic financial information. It has one page for
each category of income, expenditure, assets and
liabilities and information is ‘posted’ from the other
accounting books into each relevant box. This
sorting mechanism is especially useful when an
organisation has several projects and different
donors requiring different reports.
The general ledger plays a central role in the double-entry bookkeeping
system and is the basis for the trial balance (see below), the starting point for
preparation of financial statements.
 Other ledgers
Other elements in a full-bookkeeping system include:
• Sales ledger and sales day book (but only if you have sales)

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• Purchase ledger and purchase day book
• Stock ledger
• Journal.
These, together with the bank book and petty cash book are the day-to-day
working accounts books. It is quite possible to set up a general ledger
without these additional ledgers; the choice will depend on the activities of
your organisation.
The Journal is used to record unusual, one-off transactions which cannot be
recorded easily in other books of accounts. These will include non-cash
transactions (such as depreciation and donations-in-kind), adjustments and
corrections.
A journal entry follows the rules of double entry and will always include
entries to at least two accounts. For example, a donation-in-kind in the form
of rent-free office space would be recorded as income under ‘Donations’
and expenditure under ‘Office rent’.
 Wages records
Employers have a statutory duty to maintain records of all wages paid and
deductions made. Failure to keep these records could result in a heavy fine.
Be sure to familiarise yourselves with the arrangements of your own
Department of Taxes and keep the latest tax deduction tables.
Larger organisations should also keep a separate wages book, which brings
together all information on staff salaries and deductions. Wages books can
be purchased from stationery suppliers in a pre-printed format or are
available as add-ons to accounting software packages.

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Whatisatrialbalance?
The trial balance (or what accountants often refer to as the ‘TB’) is simply an
arithmetical check on the accounts maintained using the Double Entry
method of accounting. It is also the basis for the preparation of accruals-
based financial statements.
At the end of an accounting period – usually monthly – all the accounts
categories having a balance in the general ledger are listed on a summary
sheet to form a Trial Balance. Providing no errors have crept in during the
recording and summarising stages, the total of debit balances on the list will
equal the total of the credit balances.
Figure 4.2 illustrates which figures from the trial balance end up where in
the annual financial statements.
Figure 4.2: Trial balance leading to financial statements
Trial balance
Liabilities
Assets
Income
Expenses
Income & Expenditure a/c Balance Sheet
Debit balances on
accounts
Credit balances on
accounts
Figure 4.3 shows how the trial balance is the final stage of the accounting
process – the result of recording, classifying and summarising the many
different transactions that take place in an organisation.

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Figure 4.3: How it all fits together

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Whatarefinancialstatements?
Financial statements are produced from the organisation's accounting
records. They are a summary of all the transactions for a specified period of
time and show the financial position of an organisation. In particular, the
financial statements tell us:
o where the organisation's money came from
o how the money was used up
o the outcome for the period, ie a surplus or deficit
o what the organisation is worth (on paper).
Financial statements can cover any period of time – for example, a month, a
quarter or one year. The annual financial statements are used as the basis
for the annual accounts and external audit.
It is common for the annual financial statements to include the previous
year's figures for the purpose of comparison - so you can see what has
changed from one year to the next. Is it getting better - or worse?
The simplest of all financial statements is the Receipts & Payments report.
This is a summary of the cashbook (see Appendix 7) and includes details of
cash balances at the start and end of the reporting period. The other two
main reports relevant to NGOs are:
• The Income & Expenditure report
• The Balance Sheet.
Together these contain a lot of useful information. In the chapter on
financial reports, we look at how to analyse the information in the financial
statements.
 The income and expenditure report
In the not-for-profit sector, the equivalent of the profit and loss account is
the Income & Expenditure report (or account). See Appendix 8 for an
example.
It is either produced from a trial balance (as described above) where the
accruals-based system of accounting is used; or it is based on a receipts and
payments account with adjustments for ‘loose ends’.

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It records as a summary:
o all categories of income and expenditure which belong to that year
o all income not yet received but belonging to that financial year
o all payments not yet paid but belonging to that financial year.
Income items usually appear first in a list down the page, followed by the
summary of expenditure items. The difference between total income and
total expenditure, often called the outcome, appears on the bottom line and
is expressed either as:
o ‘excess of income over expenditure’ where there is a surplus; or
o ‘excess of expenditure over income’ where there is a deficit.
This excess figure is then included on the Balance Sheet under the heading
of accumulated funds. There should be an accompanying Balance Sheet for
the same date that the Income & Expenditure report is prepared at.
 The Balance Sheet
The purpose of a Balance Sheet is to assess the
financial position – or ‘net worth’ – of an organisation
at a given date. If the organisation ceased operating at
that date and all of its assets were converted into cash,
and all of its debts were paid off, then what was left
over would be what the organisation was ‘worth’. See
Appendix 9.
The Balance Sheet is a list of all the assets and liabilities on one particular date and provides
a ‘snapshot’ of the financial position of an organisation.
 Components of a Balance Sheet
The Balance Sheet is in two parts. One part records all balances on assets
accounts, the other records all balances on liabilities accounts plus the
Income & Expenditure account balance.

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The Balance Sheet will either be presented with the assets listed on the left
and the liabilities presented on the right of the page, or more commonly
nowadays, listed down the page with assets presented first then liabilities
deducted from them.
Assets
Assets are classified into two parts:
o Fixed assets – tangible long-term assets such as buildings, equipment
and vehicles, having a value lasting more than one year. Fixed assets
are shown on the Balance Sheet after an allowance for wear and tear
– or depreciation – has been made (see an explanation of what
depreciation is later in this chapter).
o Current assets – the more liquid assets such as cash in the bank,
payments made in advance and stocks. These, in theory at least, can
be converted into cash within 12 months.
The term liquidity is used to describe how easy or otherwise assets can be
turned into cash. So, money held in a bank account is considered to be very
liquid, while money tied up in a vehicle is clearly not liquid at all.
Liabilities
Liabilities are also divided into short and long-term liabilities:
o Current or short-term liabilities – including outstanding payments, and
short-term borrowings – ie those having to be paid within 12 months.
o Long-term liabilities – such as loans that need to be paid after 12
months. However, for NGOs such borrowings are not common.
Working capital
These are the funds that the organisation has available as a cushion or
safety net for running the organisation’s operations in the short term.
Also known as net current assets, they are calculated by deducting immediate
debts (current liabilities) from short-term funds (current assets).
Accumulated funds
Accumulated funds represent the true worth of the organisation – in the
form of capital and/or cash reserves which have been built up from
surpluses in previous years.

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Accumulated funds are classified as liabilities. In an NGO the funds are held
in trust for the organisation in pursuance of its objectives. If the NGO
should close down, any funds remaining after all the debts were paid off
would have to either be returned to the original donors (practically quite
difficult to do) or passed to another NGO with similar objectives.
Table 4.3 summarises the main components and typical layout of a Balance
Sheet (but do note that terminology does vary).
Table 4.3: Components of a Balance Sheet
Component: Description:
FIXED ASSETS: Less liquid assets, those having a significant value lasting
more than one year, eg cars, office equipment, property.
CURRENT ASSETS: The more liquid assets – can usually be converted into
cash within one year.
Cash Money held in the bank and as cash.
Debtors Money owed to the organisation, such as loans and
unpaid invoices.
Prepayments Value of items paid for in advance such as insurance
premiums or office rent.
Grants Due Grants owed to the organisation for projects already
started in the reporting period.
Stocks The value of raw materials or supplies such as
publications or T-shirts for sale.
CURRENT LIABILITIES: Those paid within one year of the year-end.
Creditors & accruals Money owed by the organisation at the year-end such
as bank overdrafts and unpaid bills.
Grants in advance Grants received for a particular purpose but not yet
spent, so carried forward to the next financial year.
OTHER LIABILITIES: Longer term commitments and reserves.
Accumulated funds The total of all accumulated surpluses and deficits
achieved since the organisation started. The funds are
held as cash and/or equipment and can be restricted
or unrestricted.

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Component: Description:
General funds These are the part of the accumulated funds that are
unrestricted and available for general use - the
organisation's 'safety net' money. Also called General
purposes fund.
Designated funds Part of the General funds, money set aside for specific
purposes, eg replacing equipment.
Long-term loans Any loans to others that have to be repaid in more
than 12 months’ time, eg a mortgage on a building or a
capital loan from a donor.
Whatisdepreciation?
Capital expenditure, such as that on buildings, computer equipment and
vehicles, is expenditure which covers more than one accounting period and
retains some value to the organisation.
Depreciation is how we account for the cost of wear and tear on fixed
assets. It allows the original cost of the item to be spread over its useful life.
The amount calculated for depreciation is shown as an expense in the
accounts and deducted from the previous value of the asset. As a non-cash
transaction, depreciation is entered in the accounts using a journal entry.
There are several methods used to calculate the cost of depreciating assets,
but the two most commonly used are: Straight line method and reducing
balance method.
In the straight-line method, the amount to be depreciated is spread evenly
over a pre-arranged period. For example, a computer purchased for USD
1,000 expected to last for 4 years will be depreciated at USD 250 per year for
4 years. At the end of 4 years the computer will have a zero net book value –
ie it will have no value as far as the accounts are concerned. In reality, it may
have a second-hand market value.
The reducing balance method fixes a percentage reduction in value so that
the item loses more value in the earlier years.

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Example:
A car is purchased for USD 10,000. It is decided to depreciate it over 4 years
– ie by 25% per year. Table 4.4 shows how the equipment is depreciated
over its useful life (all figures are rounded to nearest dollar).
Table 4.4: Depreciation schedule
Year Depreciation calculation Net book value
Year 1 $10,000 x 25% = $2,500 $7,500
Year 2 $7,500 x 25% = $1,875 $5,625
Year 3 $5, 625 x 25% = $1,406 $4,219
Year 4 $4,219 x 25% = $1,055 $3,164
Note that when using this method, the asset is never completely written off.
At the end of Year 4 it will still have a residual value. In this example, the car
will be valued in the accounts at USD 3,164. This recognises that the item
may have a resale value when it comes to replacing it.
Accountingforsharedcosts
Some costs cover more than one project or activity. In this case, it is
important to identify which activities the costs should be charged to. There
are two types of shared costs:
o Those that are truly direct costs and belong to two or more projects
o Those that are truly indirect costs that must to be shared across all
projects in the organisation.
For truly direct project costs – eg the cost of using a shared vehicle for
project activities – these must be allocated according to actual use to the
relevant project cost centre. It is best to make the allocation when the
transaction is entered into the accounting records.
For truly indirect costs – ie central support costs such as the central office
running costs or the annual audit fee – these must be apportioned in a fair
and justifiable way across all cost centres.

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Central support costs are often shared out between cost centres in a pre-
arranged ratio. This is more commonly entered in the accounting records at
the end of the reporting period by making one adjustment entry.
The decision on how to apportion costs between cost centres can be based
on different criteria according to what is known as the cost driver, eg:
• Full-time equivalent (FTE) staff
• Number of cost centres
• Size of each project budget
• Project staff costs
• Amount of space used by a department.
There is no hard and fast rule for apportioning central support costs to
projects. It should however be logical, transparent and consistently applied.

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Chapter
5
5FinancialReports
Making sense of the numbers
This chapter:
 Identifies who needs financial reports and why
 Describes the different types of financial report for programme
management and stakeholder accountability
 Shows how to interpret financial statements using trend and ratio
analysis
 Explains how to use the information in management accounts
 Outlines the important features of donor reports
 Outlines reasons for reporting to beneficiaries.
Whoneedsfinancialreports?
As we have seen, one of the main reasons for keeping accounting records is
to access information about how the organisation is being run. Having set
up accounting systems and budgets, the next step is to produce financial
reports to report on and monitor the organisation’s financial affairs.
Financial reports are needed primarily by those responsible for managing
the organisation and by current and potential donor agencies.

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Those responsible for financial management of an NGO also need to ‘give
an account’ of their stewardship to a wide range of stakeholders.
The main reporting outputs include:
o During the financial year accounting information is summarised and
turned into Management Accounts for internal monitoring of progress
against the budget.
o At the end of the year, the Annual Accounts (ie the Balance Sheet and
Income & Expenditure account) are produced to report on the
outcome to external stakeholders.
o At intervals during the year, an NGO will also be required to complete
special progress reports to donor agencies.
Providing the accounts are kept in a suitable way and have been checked for
accuracy, putting together a financial report is not as time-consuming as you
might think.
Financial reports must be timely, accurate and relevant.
Table 5.1 summarises the main users of NGO reports and why they need
this information. From this list, we can see that there are many different
users of financial reports – both internal and external stakeholders – using
financial information for management and accountability purposes.
Table 5.1: Who needs financial information?
Stakeholder Why do they need it?
Project staff To know how much money and resources are
available for their projects and what has been spent so
far.
Managers To keep an eye on how project funds are being used,
especially compared to the original plans. To help
plan for the future.
Finance staff To make sure that there is enough money in the bank
to buy the things the NGO needs to run its
programmes.

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Stakeholder Why do they need it?
Board of Trustees To keep an eye on how resources are being used to
achieve the NGO’s objectives.
Donors To make sure their grants are being used as agreed
and that the project’s objectives are fulfilled. To
consider whether to support an organisation in the
future.
Government
departments
To make sure that the NGO pays any taxes due and
that it does not abuse its status as a ‘not for profit’
organisation.
Project beneficiaries To know what it costs to provide the services they are
benefiting from and to decide if this is good value for
their community.
The general public To know what the NGO raises and spends during the
year and what the money is used for.
It is not surprising therefore, that we need different kinds of reports for
different users, as summarised in Table 5.2.
Table 5.2: Different reports for different users
Programme management Stakeholder accountability
Internal
Budget monitoring report
Cashflow report
Board report
External
Donor progress report
(financial and narrative)
Donor report
Audited financial statements
Annual report
Reports to beneficiaries

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Whataretheannualaccounts?
In the previous chapter we looked at the Balance Sheet and Income &
Expenditure account – ie the financial statements. When these are
produced at the end of the financial year, they become the annual
accounts.
Accompanied by a report on the work of the organisation, the annual
accounts form the main information package for external stakeholders. For
this reason, the annual accounts should:
• present the organisation in the best possible light
• help to promote its work
• meet the needs of those using the accounts
• meet the requirements of auditors.
If an NGO’s annual accounts show large accumulated funds, it may give the
impression that the organisation is well resourced and donors may be less
inclined to give support to new initiatives. There are however, good reasons
why an organisation will have cash reserves – for example, funds put aside
to replace equipment or a building appeal fund. An explanation must be
provided to reassure potential donors that their support really is needed.
Interpretingfinancialstatements
The aim when reviewing an NGO’s financial reports is to assess the health of
the organisation and to check that funds are being used as intended – ie to
achieve organisation objectives. Numbers taken on their own don’t tell us
very much. We need something to measure them against – such as
comparing them to similar organisations, standard measures or targets, or
previous years’ accounts.
When we interpret the Balance Sheet and Income & Expenditure statement
we use two types of financial analysis:
o Trend analysis which asks: how are we doing compared with the last
period?
o Ratio analysis which provides a means of interpreting and comparing
financial results.

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 Trend analysis
Trend analysis takes at least two sets of figures compiled using the same
accounting techniques and showing information for two consecutive
periods, usually year on year. By comparing the figures, it may be possible
to detect trends and use this information to forecast future trends or set
targets.
Trend analysis is more meaningful if also combined with financial ratio
analysis.
 Financial ratio analysis
Financial ratio analysis is used widely in business to
assess the profitability and efficiency of companies.
Ratio analysis in the not-for-profit sector is less
common, but is nonetheless very useful if adapted
for the sector.
Ratios allow comparison of reports expressed in
different currencies and between organisations of
different scale by converting them into a like
measure. Donor agencies often use this technique when assessing
performance, especially to compare relative costs – such as central
administration – between similar organisations or projects.
The importance of ratios is in the clues they may provide to what is going
on, not as absolute measures of good or bad performance. Ratio analysis
helps Board members and managers answer three important questions:
o Financial sustainability – will our organisation have the money it needs
to continue serving people tomorrow as well as today?
o Efficiency – does our organisation serve as many people as possible
with its resources for the lowest possible cost?
o Effectiveness – is our organisation doing a responsible job of managing
its money?
Analysing the Income and Expenditure statement
You can use ratios on the Income & Expenditure report by converting each
line item into a percentage of total income (that means to divide each item
by total income and multiply by 100). This gives a guide as to the relative
importance of different areas on the statement.

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For example, the relative costs of administration versus direct project costs.
This is useful for drawing attention to the important areas and away from
insignificant issues.
This calculation will also give an indication of the level of donor dependency –
by dividing the total of donor grants by total income and multiply by 100. If
your financing strategy is leading you towards less dependence on external
aid, the dependency ratio will help to set and monitor your target level.
A further level of analysis can be obtained by comparing the ratios for the
current and previous years’ figures to detect trends.
Analysing the Balance Sheet
Again, try dividing everything by the total income figure shown on the
accompanying Income & Expenditure statement to give an indication of the
relative importance of items on the Balance Sheet.
o The Survival Ratio can be calculated by dividing general reserves,
sometimes called ‘free reserves’ (that’s the part of the Accumulated
Funds which are unrestricted, not held as capital and for general use)
by total income (from the accompanying Income & Expenditure
statement).
If you then multiply the resulting figure by 365 this will give an indication, in
days, of how long the organisation could survive in the coming year if
income dried up and levels of activity remain the same. Of course, this is a
highly hypothetical scenario as in practice the organisation would contract
operations if its income was drastically reduced.
o The Acid Test or Quick Ratio asks the question: Can we pay off our debts
now? It divides Current Assets less the less ‘liquid’ assets such as
stocks and prepayments (in other words, short term debtors and
cash balances only) by Current Liabilities (short-term creditors and
overdrafts). The resulting ratio should ideally be in the range of 1:1.
A ratio of 1:1 suggests an organisation has sufficient cash to pay its
immediate debts.
o The Current Ratio asks the question: Can we pay off our debts within 12
months? It divides total Current Assets by total Current Liabilities to
find a further test of an organisation’s (longer term) liquidity. A result
of 2:1 is considered satisfactory. Again, convert the figures for both
years shown on the Balance Sheet to detect significant trends.

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Ratioanalysis:quickreferenceformulas
Ratio: Formula:
1. Donor Dependency:
Expressed as %
TOTAL DONOR INCOME X 100
TOTAL INCOME
2. Income Utilisation:
Expressed as %
EXPENDITURE ITEM X 100
TOTAL INCOME
3. Survival Ratio:
Expressed in weeks or days
GENERAL RESERVES* X 52 or X 365
TOTAL INCOME
* these are un-restricted funds for general
purposes under Accumulated Funds.
Alternatively use Net Current Assets.
4. Acid Test or Liquidity Ratio:
Expressed as a ratio n:n*
CURRENT ASSETS – PREPAYMENTS
CURRENT LIABILITIES
*Answer should be in the range of 0.8 to
1.2:1. A result of 1 to 1 means there are
sufficient funds to cover immediate debts.
5. Current Ratio:
Expressed as a ratio n:n*
CURRENT ASSETS....
CURRENT LIABILITIES
*A result of 2:1 is considered satisfactory –
enough to pay off the debts within 12 months.

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Managementreporting
Managers need financial information throughout the
financial year to monitor project progress and manage
budgets effectively. If reports are produced on a timely
basis, any problems can be addressed early on and action
taken to put things right.
 Which reports?
The main reports that will be useful to managers are the:
• Cashflow report
• Budget monitoring report
• Forecast report.
 How often?
Ideally, the management accounts should be produced every month and
within a few days of the end of the accounting period (any later and the
information becomes out of date and less useful). The minimum frequency
for management reports is once a quarter.
Since the reports are produced so that managers can take decisions about
the future management of the organisation, the meetings of the governing
body should be set to coincide with the management reporting cycle so that
the information is still timely.
 Where do the figures come from?
Figure 5.1 shows how the financial planning and financial accounting
processes come together to produce management reports.
The reports are compiled by taking summarised figures from the main
books of account and the budget for the same period. Providing the
accounts and budgets have been set up to use the same Chart of Accounts
codes and descriptions, this should be a very quick process and no
additional work is required.

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Figure 5.1: Management reporting flow chart
Thecashflowreport
The cashflow report is the cashflow forecast updated with actual receipts
and payments each month, plus any new information about future
spending or fund-raising plans. It allows managers to predict periods when
cash balances are likely to be insufficient to meet commitments and make
the most of any surplus funds during the year.
Where cash resources are limited, it is important to monitor for the ability to
pay creditors on time and to take action when there are early warnings of
potential financial difficulty. Options available for managing cashflow
include:
o Exercise good credit control – chase debtors for prompt payment
o Review grant schedules– encourage payment in advance rather than
in arrears
o Bank all money received daily
o Request special payment terms from major suppliers (and stick to
them)
o Pay certain overheads by instalment – eg insurance premiums
o Prioritise major payments

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o Defer action that will lead to additional expenditure – eg recruitment,
taking on leases, purchasing equipment
o Negotiate an overdraft facility as short term – but expensive –
remedy.
Thebudgetmonitoringreport
This report has several different names (eg budget compared to actual,
budget variance and budget versus actual) and can take different forms.
But as the titles suggest, the reports take the budget for the reporting period
(preferably the phased budget) and compares that with the actual income
and expenditure for the same period. See a sample report in Appendix 17.
The difference between the budget and the actual result is known as the
variance and this can tell us a lot about what is happening in a project.
Variance figures will be positive, negative or zero, depending on what has
happened. Often, budget monitoring reports also show variances as
percentages.
For example, the amount of the budget, or grant, used up so far is known as
the budget, or grant, utilisation ratio or the burn rate (see below for how to
calculate percentages.)
We can see the Plan-Do-Review process in action in Rudi’s evening out. He
set out his plans for the evening and what each activity would cost (PLAN)
and then went out with his friends (DO). But it did not all go as planned and
his actual spending varied as a result.
Table 5.3: Rudi’s budget compared to actual report
A B C D E
Budget item Budget
$
Actual spend
$
Variance
$
Budget
utilisation
Travel 1.50 0.75 0.75 50%
Food 3.50 3.00 0.50 86%
Entrance Fee 3.00 4.00 (1.00) 133%
TOTAL 8.00 7.75 0.25 97%

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If we look at the variance column in Rudi’s budget compared to actual report
(REVIEW) in Table 5.3, it is possible to see the story behind the figures.
For example, we can see the effect of Rudi arriving too late to buy the
cheaper match tickets: he spent USD 1.00 (or 33%) more than planned on
the entrance fee. And because he then didn’t have enough money left to
buy his bus fare back home (he got a free lift home instead) he under-spent
on his Travel budget, using up only 50% of that line.
When we review the figures, and in particular the variance column, it helps
us to understand why we did not fulfil the plans and build in that learning to
the next cycle.
In Rudi’s case, he learnt that he needs to get to the match earlier to buy a
cheap ticket (and his mother learnt that it might be a good idea to give Rudi
a bit extra for emergencies to make sure he gets home safely.)
 How to calculate percentages
The budget variance percentage can be calculated in one of two ways. You
may use either method but it is important to be consistent:
Budget variance $ x 100
Budget for period $
Under-spends will result in a positive % and
over-spends will produce a negative %
Actual for period $ x 100
Budget for period $
Under-spends will result in a figure less
than 100% and over-spends will be more
than 100%
To calculate the percentage of the budget utilised (the ‘Burn Rate’):
Actual spend $ x 100
Total Budget $
A resulting figure of over 100% means the
total project budget is overspent.

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Forecastreports
Forecast reports are especially helpful for predicting the
outcome for the year and helping with the budget
process for the next year.
See Appendix 19 for a sample Budget Forecast report.
With a fair degree of accuracy, you should be able to tell
whether the organisation is going to make a surplus or
deficit.
This is all-important in your relationship with donors:
o A large deficit can make the organisation appear to be out of control
and poorly managed
o A small deficit can demonstrate a great need and even a sense of
good housekeeping
o A small surplus can suggest good management
o A large surplus can indicate a failure to meet needs or inexperience in
budgeting.
There are various ways of reducing a surplus at year-end, including
purchasing new or replacement equipment, ordering stocks of stationery
and office supplies. There is very little that can be done about a large deficit
except to provide an early warning and a very good explanation to
stakeholders and hope that there are sufficient reserves to cover it.
Analysingbudgetmonitoringreports
Budget monitoring reports help to identify problem areas and provide an
early warning when key targets are not being met. They may also help
detect fraud and errors in the accounts.
 What should we look for?
Key areas to focus on when you pick up a Budget Monitoring Report include:
o What is the accounting basis of the report – is it compiled on the
cash or accruals basis? Are there outstanding commitments (see
note below)? If so, how does that affect the results?

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o What does the bottom line tell you? Overall, is the budget over-
spending or under-spending and is it significant at this time in the life
of the project or programme? An outcome of plus or minus 10%
from the budget is considered to be a reasonable variance.
o What is the result within budget ‘family groups’ (ie budget items in
the same area, such as Staff costs or Admin costs)? Is spending
overall on target across the group? Again, if the result is within plus or
minus 10% from the budget, that is generally acceptable.
o Look for unusual or unexpected results - could this be an indication
of a mis-coding or abuse?
o Are there any significant variances in the individual line items? Are
the reasons for the differences explained? For example, the
Subsistence Expenses budget is substantially and unexpectedly over-
spent. Do not just concentrate on over-spending – remember that
under-spending is just as critical for an NGO.
o Do linked budget line items (eg activity-related costs) tell the same
story or do they contradict? For example, the project materials
budget is under-spent suggesting delayed activities but the vehicle
running costs are high, which is not logical.
o Do the budget report figures tell the same story as the narrative
project report?
Sometimes the figures just do not look right: so trust your instincts and
follow up your concerns.
A note on commitments
Commitments refer to (significant) expenses which have been incurred for a
project or organisation in a particular period but haven’t yet been accounted
for or belong to a future reporting period. Commitments usually occur in a
cash accounting system or where there are time delays in reporting all
expenditure, eg from field offices.
If significant commitments are not taken into account when compiling
budget monitoring reports, the results may under- or over-count the true
level of expenditure and give a distorted view when compared to the
budget.

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It is important to be aware of outstanding commitments when monitoring a
budget or grant because decisions are based on the reported variances and
balances available. It could appear that there is more (or less) money
available to spend than there really is.
Here are two solutions if figures exclude outstanding commitments:
o Include an extra column in the budget monitoring report to record
known commitments
o Add a note about known commitments in the comments column or
covering note.
Varianceanalysistechniques
Variance analysis involves looking at variations from budget to identify
significant or unusual variances and what has caused them to happen. This
helps us plan the next phase. The first task is to identify whether the
variance is a positive or negative one.
Positive variances are sometimes described as favourable (ie generally good
news) and negative ones as adverse (ie generally bad news). A positive
variance happens when:
o actual income is higher than the budgeted amount, or
o actual spending is lower than budgeted.
However, note that a budget under-spend is not always ‘good news’ for an
NGO as this could be because activities are not on target and this may be a
cause for concern for the donor.
A negative variance happens when:
o actual income is lower than the budgeted amount, or
o actual spending is higher than budgeted.
The next step is to understand what has caused the variance to happen. In
all cases, a variance represents a change from the original plan but what lies
behind it? Generally, we can say that variances will be the result of a change
in one or more of:
o the timing of the activity

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o the actual price achieved or
o the actual quantity of goods or services taken.
Figure 5.2: What causes variances?
Sometimes a variance may be due to an error in the figures, for instance a
mis-coding in the accounting records (which is effectively a change in
quantity compared to the plan).
We can classify variances using the three criteria in Figure 5.2 to highlight if
the variance is temporary or permanent – will the variance continue or will it
work through the system over time?
Example of a temporary variance
The project plans to purchase a vehicle in month 1 but it is held up at the
port by Customs. The budget monitoring report will therefore show a
big positive variance on the Vehicles line (because the budget has not
been used yet). By month 2 the vehicle arrives and is purchased – just a
bit later than planned.
The budget monitoring report will no longer show a zero spend on
vehicles and the previous large variance will be gone as it was a
temporary variance due to a timing issue.
The only action required in this case is to chase up Customs to make
sure the vehicle arrives so it can be used for the programme as planned.

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Example of a permanent variance
The invoice for the vehicle is paid in month 3. The price of the vehicle
has increased by 10% due to a fluctuation in the exchange rate.
The budget monitoring report for month 3 now shows a negative
variance on the vehicles line equal to the difference between the
budgeted price and the actual, higher price paid. This is a permanent
variance caused by a change of price. A decision has to be made on how
to fund the additional 10% on the cost of the vehicle.
Temporary variances
Variances caused by a change in the planned timing of an activity (eg due to
delays or rescheduling) are described as temporary variances because they
will most likely work themselves out during the course of the year. These
should be monitored and managed internally, and are generally less of a
concern.
Permanent variances
Variances caused by changes in the price or quantity of particular budgeted
items fall into the permanent variances category because once this has
happened, there is no going back. The only way to recover the situation is to
make an action plan, eg to reduce spending on future items where lines are
overspending or increase activity levels where there are savings.
Permanent variances are therefore generally more serious and
management attention and corrective action is required to get back on
track.
Actionplanning
Having analysed the figures in management reports, it is then important to
work out appropriate corrective action, if needed. Figure 5.3 summarises
the actions open to managers to take on variances, according to whether
they are positive or negative, temporary or permanent.
Deciding on the action to take, will depend on many factors including:

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o knowledge of the project – where it is now and what the activity plans
are for the next period
o awareness of external factors – eg inflationary trends, dependence
on other programmes meeting their targets
o how serious the variance is
o how controllable, or otherwise, the budget items are
o what the impact would be to take no action
o the donor’s rules and conditions.
1. Temporary positive variances
The key here is to be aware of what is causing the variance and whether it
will have a knock-on effect elsewhere (as in our example of the water
pumps). If the variance is due to delays in project implementation, it is
important to make a plan to get the project back on track.
2. Temporary negative variances
These variances are often caused by a delay in planned income, e.g. grants
arriving later than scheduled. This could cause cash flow problems for the
project. In such cases, it is important to chase up the income or resolve the
issue that is causing the delay. For example, a common cause of delayed
grants is that the organization has not submitted a donor report on time.

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It may be necessary to delay some big expenses until the issue is resolved.
3. Permanent negative variances
These variances are often the most difficult to resolve. The first option is to
check if it is possible to reallocate funds from elsewhere in the budget – are
there any permanent positive variances that can be used?
Many organizations and donors allow transfers between lines within ‘family
groups’ of costs providing the overall sub total for the group of costs does
not exceed the 10% rule. That means that budget holders only need to
request formal approval where the transfer exceeds 10% of the budget line.
Example of a budget transfer
There is a staff vacancy which has resulted in a permanent positive variance on
the Salaries budget. The Recruitment advertising budget is already used up
from previous recruitment activities. The budget holder can authorize further
spending on advertising as there is flexibility within the Personnel family group
due to the under-spend on salaries. This is known as a budget transfer (or
‘virement’).
Budget transfers that exceed the 10% rule or involve transfers between
family groups, e.g. making use of a positive variance on the Salaries budget
to fund a negative variance on the Transportation budget, will require
authorization by the line manager and/or donor, where relevant.
Other options to manage permanent negative variances include:
• control or cut costs in future months’ activities
• finding additional sources of income.
Cost control?
It is not always possible to control or cut costs, especially if it would affect
the project’s ability to meet key performance indicators. Also, some budget
lines are less 'controllable' than others, e.g. office rent, government taxes,
and others are fixed or essential, e.g. vehicle insurance.
Additional income?
Options for additional financing include:

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o requesting additional funding from project donors
o requesting ‘top up’ funds from central pots of unrestricted funds
o fundraising for new support.
Just as it is difficult to control some costs, it is not always feasible to replace
lost income.
For example, a fundraising campaign to bring in 50 individual supporters for
a girls’ education program, only manages to recruit 25 supporters after 6
months – the chances of recovering the lost income for the first half of the
year are highly unlikely.
Or a donor pledges to support an activity but the money never materializes,
making it difficult to find last minute alternative funds. In these situations, it
helps if the organization has its 'own money' in the form of unrestricted
income or cash reserves.
4. Permanent positive variance
The options for managing the final category are either:
o reallocating funds to other budget lines that may be under pressure,
or
o increasing activities within the project.
In both cases, it is important to discuss plans with the project donors. If it is
decided to increase the level of activity to use up surplus funds on certain
budget lines, take care not to incur costs in other budget lines where there
are no spare funds.
In summary, permanent variances need more attention, however, we must
not ignore temporary variances because they can cause cashflow problems
- and may be an early warning of project delays.
WARNING! The budget transfer process
If you use budget transfers (virement) to manage variances, remember that
it is a budget management technique: the budget and transactions coding
process remain unchanged.
Returning to our example above, where surplus funds in the Salaries budget
are used to fund the extra recruitment advertising:

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o the budget lines remain the same; and
o the invoice for the adverts are coded as usual to the Recruitment
advertising account – NOT the Salaries account.
This will show up as a permanent negative variance on the Recruitment
advertising budget line, but that is OK as it has been authorized and falls
within the rules of acceptable budget transfers within a family group.
The budget transfer process simply manages the negative and positive
variances within the overall budget – the permanent variances will always be
evident on the budget monitoring report as nothing else has changed.
 Budget management meetings
It is good practice to hold monthly budget review meetings, with both
program and finance staff, to discuss results, and make action plans to
resolve any ‘red flag’ issues. Recommended actions should then be
discussed with managers and project donors, where relevant.
Budget monitoring action planner
It is useful to use a Budget monitoring action planner table (see Table 5.4) to
help manage and control your budget. It can be used to discuss action
plans with the project team and to monitor progress of the action plan.
Table 5.4: Budget monitoring action planner
Budget monitoring action planner
1 2 3 4 5 6
Line item Variance
% or £/$
Var.
Type
Controll-
able?
Impact on project
and grant if not
corrected
Action required / by
Smile
Trust
Grant
($12,500)
100%
Temp. Yes The delay is causing
project delays too
as we cannot buy
vehicle
CEO to contact
donor and explain
this is causing
project delays.
Salaries $2,000 Perm’t Yes Under spend due to
vacant post. This is
now filled but
project activities
delayed which could
cause problems
with donor.
Contact donor to
explain why there
are delays and
request use of
under-spend to hire
additional staff for a
short period to help
catch up

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Table 5.5: How to use the budget monitoring action planner
Column heading What it means
1. Line item description The budget line that requires some corrective
action.
2. Variance % or monetary
value
Include items that exceed +/- 10% variation from
the budget and which represent a significant
sum.
3. Variance Type Permanent or temporary? Remember that
temporary variances will work their way through
the system but very large ones might still have an
impact, eg on cashflow.
4. Controllable? To what extent can you control use of the budget,
eg to restrict its use or make savings if over-spent
or stimulate its use if under-spent.
5. Impact on project &
grant management if not
corrected
eg Cash flow, achieving targets, meeting
timeframes, allowable costs.
6. Action required/by What should be done (and by who) to minimise
the impact and get the project back on target
and/or to meet donor requirements? Eg budget
reforecast or adjustments; advise donor of delays
or request ‘no-cost’ extensions; request
unrestricted funds to cover over-spends; change
activity plans; put efforts into reducing costs or
stimulate spending, etc.
Reportingtodonors
It is worth remembering that donor agencies are themselves accountable to
stakeholders (trustees, government, tax-payers, etc.) and they rely on you to
provide them with the information they need.
 Accountability
Financial accountability requires that you demonstrate to the donor that
their funds have been used for the purpose for which they were intended.
The reference point is the original funding application and guidelines are
usually provided with the confirmation of grant aid and the contract or
agreement signed by both parties.

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It is important to comply with the conditions and meet reporting deadlines
to establish credibility and encourage confidence, and to make sure your
grant arrives on time.
 Terms and conditions of grant aid
It is important always to check what you have agreed to do as part of the
agreement for funding from each of your donors. Conditions imposed by
donors vary enormously but can include:
o Progress reports – frequency, format and style of reports, usually
quarterly to coincide with release of grant instalments.
o Scope and designation of funds – what funds may, or may not, be used
for; whether funds can be carried forward from one financial year to
the next.
o Administrative overheads – the specific items that are allowable or
excluded, or a percentage limit based on the total grant.
o Budget line items – specific budget headings/account classifications
which correspond with the original grant application.
o Virement policy – ie permission (or otherwise) to transfer surpluses in
the budget from one budget heading to another, and within what
limits.
o Accounting method – accruals or cash accounting.
o Bank accounts and interest – separate bank accounts are required by
some donors and/or they do not allow you to keep any interest
earned on sums invested.
o Depreciation policy – how to treat fixed assets purchased with a grant.
o External audit – some donors require a separate external audit.
 The donor report
Donors require that an NGO is able to demonstrate financial soundness
before granting the release of funds. This is why the donor report is so
important.
In most cases the report will include a budget compared to actual summary,
accompanied by a narrative report on the activities being undertaken. See
Appendix 18 for a sample donor report.

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Where there are several donors it is important to set up the accounting
systems so that the information required by the donor agency can be easily
retrieved. Otherwise the organisation will be involved in a tedious
information gathering exercise every time a report is required. The use of
cost centres is particularly useful here.
When putting together a report to donors do:
• meet reporting deadlines (or request an extension)
• produce accurate and verifiable figures
• not conceal under-spends or over-spends
• explain any significant variations
• keep the donor informed of any potential problems.
Finally, bear in mind that donors have a lot of experience of working with
groups like your own; they will almost always respond positively to requests
for advice.
 The impact of exchange rates
Donors often disperse funds in their home currency, not the project’s local
currency, and require budgets and reports to be prepared in this
currency. However, the organization may have converted these funds into
other currencies to pay for goods and services and must have a system to
re-convert for reporting purposes.
Exchange rates between currencies fluctuate. It is very unlikely that the rate
that the organization got from its bank when converting funder money into
another currency, will be the same rate it used when preparing the original
project budget for the funding agency. The difference between what the
organisation receives in local currency and what it had budgeted for is
known as an exchange rate gain or loss.
Exchange gains and losses are a natural product of operating in different
currencies. These gains and losses need to be tracked for the purpose of
reporting to funding agencies. The example below demonstrates how an
exchange rate loss can occur.

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Example: Exchange rate losses
A local NGO prepares a budget in its local currency, LCs, and submits the
budget to a funding agency, who requires the budget to be prepared in
USD. The exchange rate at the time of preparing the budget was 2 LCs to
1 USD.
The budget is approved and the funder sends USD 500 to the local
NGO. This is converted in LCs but the exchange rate has changed to 1.5
LCs to 1 USD.
LCs Exchange
rate
USD
Budget 1,000 2 : 1 500
Actually received 750 1.5 : 1 500
The difference between the budget and what was actually received in
local currency is 250 LCs. As this amount is less than budgeted, it
represents an exchange rate loss.
This could create a problem for the organisation if the donor still expects
the project to be delivered to plan; the organization now has 250 LCs less
than it budgeted for.
An exchange rate gain would occur if the actual exchange rate were
greater than 2 LCs to 1 USD. When using the case of US dollars –
generally most countries have a weaker currency than the USD, leading
to currency gains.
There is no single 'right' approach to managing and reporting on exchange
rate gains and losses. Exchange rates are complex and there are many
different ways of converting the money spent back into the donor’s required
currency for reporting purposes. This can be done using one of the
following:
• A monthly average rate
• The rate on the first day of the month
• The daily rate provided by your bank

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• The rate on internet websites
• The rate provided by funders on their websites.
The key to exchange rates is to be aware of, and report on, the impact that
losses have on a project. It is also important to be aware of any gains, which
if agreed by the funder, could be used for enhancing project activities or for
building reserves.
 Budget no longer relevant?
When project plans change significantly some budgets will become
‘outdated’ – they no longer fit the purpose they were written for. This
becomes evident during the budget monitoring process.
Budgets that have become out-of-date are difficult to work with because
there will be a mis-match with revised activity plans and spending needs.
There are two ways to manage budgets or budget lines that have become
outdated:
• Manage budget variances using transfers between budget lines
• Revise the budget.
We covered budget transfers earlier in this chapter so we will now focus on
what to do when you need to completely revise the budget.
 Revise the budget
When changes to activity plans affect multiple lines in a project budget,
making a project budget substantially outdated, it may be better to re-draft
the budget using current plans and information. You can either do that by
starting from scratch for the period the revised budget will cover, using your
usual budget-setting process, or you can use budget forecasting tools and
techniques.
For internal budgets, the revised budget will have to be approved by the
organisation’s management team who will consider implications for
financing the proposed changes.

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 Budget modification requests to donors
For donor-funded projects, it is important to check the donor’s guidelines for
requesting a budget modification or major reallocation of funds. You need
to find out:
o What constitutes a ‘change of scope’ requiring funds reallocation, eg
cost modifications that exceed 25% of the approved budget
o What format the revised budget should be presented in
o What costs can and cannot be included in a revised budget
o What supporting evidence is needed
o Any deadlines for budget revision requests.
The reasons for submitting a revised budget or funds reallocation must be
explained, and the revised costs justified. Some donors will require a
budget narrative report to be completed as part of the budget revision
process (as they do when first applying for a grant).
Tips for successful donor budget revision
o The sooner you alert the donor to the need to revise the budget, the
better.
o Do not assume your donors will approve budget revisions and risk
losing funds by making unauthorised expenses.
o It is important to demonstrate that the original project objectives will
still be met by the revised plan.
o The revised budget is more likely to be approved if the total budget
does not exceed the amount covered by the funding agreement.

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Presentingfinancialreports
We spend a lot of effort when preparing reports so it is important that they
are used and not just put to one side. So, do spend some time thinking
about who the reader is and what they will find most useful.
 ‘Exceptions’ reporting
Managers and Board members are busy people and they rarely have the
opportunity to read all reports that get sent to them. With financial reports
it is good idea to provide an exceptions report – a brief cover note that draws
attention to key areas or need decisions.
The exceptions report is usually no more than one or two pages long and
should avoid using technical jargon. It should be brief and easy to read.
A suggested layout:
o Overview of the period being reported – ie dates covered; how figures
have been compiled; what activities are covered by the attached
reports; and author of report.
o Significant variances - Highlight the most significant variances from the
budget and explain the reasons behind the variances. This should
not just concentrate on over-spending of budgets – under-spending
can also be a problem, especially when related to donor-funded
projects.
o Recommendations for action – ie corrective action required to deal
with the key issues identified in the previous section.
For example, strategies to avoid a cashflow crisis in future months;
revised activity plans to get projects back on target; restricting use of
vehicles where running costs are running too far over budget.
 Presentation of figures
Negative figures in project financial management reports can be
represented in two ways: – 1,234 or (1,234)
Figures are usually rounded to the nearest whole number – the cents are
not relevant to the overall review of the results. The rounding action
sometimes results in totals or sub-totals being out by 1.

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 Alternative formats
Graphical formats – for example using a bar chart for a budget compared to
actual report (as in Figure 5.4) or a pie chart for an Income & Expenditure
report – are a welcome alternative to tables of figures, especially for people
who are less confident around numbers.
Figure 5.4: Using graphics for financial reports
Similarly, rather than present figures, we might simply present a list of
statements such as in this example of an alternative Balance Sheet format
(see Appendix 9 for the usual presentation):

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Milestone Project Financial position on 31 December 20xx:
a) Our programme equipment and vehicles – after a deduction for
wear and tear – had a value of UC112,091.
b) We had UC8,095 held as cash and in the bank.
c) The Smile Trust owed us UC10,000 for the final quarter grant;
and we had some outstanding fees and other small amounts
owed to us totalling UC2,459.
d) We owed a total of UC3,262 in unpaid invoices.
e) This means that if we paid off everything we owe from our
available funds, we would have UC17,292 to continue our
operations.
f) Our overall reserves, including the value of our equipment and
vehicles, total UC129,383.
Reportingtobeneficiaries
Most NGOs recognise the need for downward accountability – ie reporting
back to the communities they work with on what they have done with the
funds raised in their name. Few NGOs have set up systems to deliver it.
Most NGO systems focus on upward accountability, such as reporting to
donors, Boards and Head Offices.
To participate fully in an NGO’s work, beneficiaries need access to
information about the NGO’s plans, resources and activities. Increasing
transparency and accountability to beneficiaries has many benefits
including:
o Strengthening trust and respect between NGO staff and beneficiaries
o Improving the quality of programme decisions, as beneficiaries
provide feedback on how funds are being spent
o Empowering beneficiaries to make their own decisions on their own
behalf
o Reducing the risks of inefficiencies and fraud
o Encouraging finance staff to get more involved with NGO field work.

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Introducing this level of financial transparency may naturally hit some
obstacles, such as adding to the burden of already busy staff. But if
sensitively done, the benefits generally far outweigh the costs.
 How can NGOs provide financial reports to their beneficiaries?
Financial reports must provide information that is both useful for users and
in a style that is easy for users to understand. The following guidelines set
out some general principles which can help achieve this when preparing
financial reports for beneficiaries.
Content
Content should be relevant to local people, about the specific activities that
NGOs have carried out on their behalf. Simple reports – in local currency –
showing monthly expenditure compared to budget work well.
Expenditure can be summarised by activity, by geographical area, by budget
line or some combination of these. The total budget for each activity, area
or budget line should also be included. As a rule of thumb, each financial
report should have no more than 15 lines of information: more lines make
reports confusing.
Presentation
Publish reports in local languages and make use of pictures or simple
graphs as it is easier for some people to understand visual reports than
those just using numbers.
Aim to make financial reports publicly available at the community level. For
example:
o use white-Boards or flip-charts to publicly display the results at NGOs’
offices, health centres or distribution points, backed up with paper
copies of reports at the same places
o present regular reports to communities at community meetings or to
community leaders at project management meetings
o publish summary reports in newspapers and other local media.
Who provides reports?
Financial reports can be provided either by an NGO’s finance staff or by its
programme staff. Ideally finance and programme staff should work
together. For example, invite finance staff to explain reports at community
meetings.

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Summary:Twentyquestions
Here are 20 questions to ask when reviewing financial
information:
Auditor’s report on the annual financial statements
1. How long ago was the last audit conducted?
2. What does the Auditor’s Opinion say – is it qualified or unqualified?
Balance Sheet
3. Does the organisation have enough ready cash (see ‘Cash at Bank’
listed under Current Assets) to pay off its immediate debts (see
Creditors)?
4. How long could the organisation survive if all of its funding dried up?
(Calculate the ‘survival ratio’) How does this compare to last year?
Income & Expenditure (or profit and loss) account
5. Is income and expenditure broadly in balance? (Look for net
income/expenditure)
6. Is there a significant increase or decrease in activity levels from the
previous year?
7. What is the balance of direct project costs vs. admin costs? Is it
reasonable for the size and nature of the organisation?
8. How ‘donor dependent’ is the organisation? (Calculate the ‘donor
dependency ratio’)
Budget monitoring report
9. Is expenditure broadly in line with the budget? (+ 10%)
10.Is income broadly in line with the budget?
$

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11.Are there any significant variances? If so, have they been
satisfactorily explained?
12.What action is being taken to correct significant variances – eg under-
spending as a result of delayed activity plans?
13.Are there any large bills outstanding which could substantially affect
the figures shown?
14.Are we owed any large sums of money? What is being done to
retrieve them?
15.Are there any un-budgeted expenses which may occur in the rest of
the year?
16.What is the projected end-year outcome? Is this outcome
satisfactory? If not, what steps can be taken to change the result?
Cashflow forecast
17.Is there enough cash in the bank to fulfil the activity plan in the next
six months?
18.What grants are due and are they still expected to come through on
time?
19.Are spare cash balances invested to produce the best return?
General
20.What non-financial figures are being produced to show how the
programme of activities is progressing?

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Chapter
6
6SafeguardingYourAssets
‘It is more sensible to establish a system to deter fraud rather than one to discover
it’.’
This chapter:
 Explains why we need internal control
 Introduces the four actions of internal control
 Introduces delegation of authority and separation of duties
 Highlights the importance of cash control, physical controls and
checking routines
 Discusses ways to manage and control fixed assets.
Managinginternalrisk
This chapter looks at managing the internal risks facing an NGO on a day-to-
day basis. We do this by introducing controls, checks and balances to
minimise losses and detect errors and omissions in the accounting records.
Controls are also very important in protecting all those who handle the
financial affairs of the organisation as they remove any suspicion of, or
temptation to, dishonesty.

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Fouractionsforinternalcontrol
A good way to think about and set up your internal control systems and
procedures is to use the Four Actions approach:
1. DIRECT: to encourage the right action
This means setting policy and giving clear instructions on who does what
and what processes to follow. For example, setting a Procurement policy
and setting out limits of authority in a delegated authority document.
This action is one we generally take before activity takes place.
2. PREVENT: to deter the wrong actions
Sometimes, there will situations where someone fails to follow the guidance
in the Direct stage. So, we need to set up systems that will, as far as possible,
minimise the risk of opportunistic theft or loss due to incompetent actions.
This includes common-sense physical controls and checking actions during
a process.
These actions generally operate during implementation.
3. DETECT: identify if and where it has gone wrong
We cannot prevent all incidences of loss, so we then need to have systems
in place to pick these up after the process is completed (and learn from it
too). For example, cash counts, bank reconciliations and internal audit.
These actions take place after the activity has taken place.
4. CORRECT: put right the errors or losses detected
This includes correcting accounting records, changing policies to reduce the
chance of the loss happening again and retraining staff. This process of
learning links on to Direct as guidance is updated, so completing the cycle.
Where further action is needed, corrections take place on an ongoing basis.
Figure 6.1 summarises some of the key internal controls under the Four
Actions headings. Some controls can fall under more than one heading as
they have multiple effects.

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Figure 6.1: The Four Actions process
We will now look at some key internal control policies and procedures
through the lens of the four internal control actions:
o Delegated authority
o Procurement procedure
o Cash control
o Physical control
o Checking routines
o Reconciliation routines.
1. Direct 2. Prevent
Budgets
Code of conduct
Delegated authority
Disciplinary policy
Finance manual
Job descriptions
Managers lead by example
Standard forms
Induction training
A safe for valuables
Authorisation limits
Computer passwords
Minimal use of cash
Quotations for large purchases
Separation of duties
Vehicle log books
Insurance cover
4. Correct 3. Detect
Act on audit recommendations
Correct errors in the records
Revise policy and procedures
Disciplinary policy
Refresher Training
Insurance claims
Bank reconciliation
Budget monitoring reports
Cash count
Fixed Assets register
Check/authorise Payment Vouchers
Stock count
Vehicle log books
External audit
Internal audit

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Delegatedauthority
The practice of delegated authority falls under the
DIRECT action. The Board of Trustees delegates (ie
gives) authority through the Chief Executive for the
day-to-day running of the organisation. In a large
and busy organisation, it is not practical (or safe) to
allow one person to make all the decisions and
authorise all transactions.
The Chief Executive will, therefore, further delegate authority to members of
the staff team to relieve the load and to ensure smooth operation during
absences of key staff.
Every organisation should decide in advance who should do what in finance-
related procedures to manage the different levels of risk. It is good practice
to record what has been decided in a delegated authority document. Its
purpose is to clarify who has the authority to make decisions, expenditure
and sign on behalf of the organisation, so that there is no confusion about
responsibility. See an example in Appendix 2.
The delegated authority document must be approved by the Board and
regularly reviewed to ensure it remains relevant. It should include
instructions for such duties as:
• placing and authorising orders for goods and services
• signing cheques
• approving staff expenses
• handling incoming cash and cheques
• access to the safe and cash box
• checking accounting records
• signing legal documents and contracts.
 Authorisation rules
A delegated authority document should observe some basic rules:
o Define the lowest level of authority. Those higher up the
management ladder will automatically have the same permissions.
o Outline deputising arrangements to cover for absence of key staff.

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o Prevent anyone from authorising a transaction from which they will
personally benefit. This would make the individual vulnerable to
accusations of improper behaviour.
o Avoid staff authorising payments to their managers – they must
be signed by someone who is more senior in the management
structure (or the Board).
o Limits or conditions must be clearly defined, eg a project officer
may be authorised to commit expenditure up to a specified amount,
within certain categories or within budget.
A breach of delegated authority rules is a serious matter and should be
dealt with through the organisation’s disciplinary procedures.
 Adapting a delegation of authority for emergency responses
When responding to a humanitarian emergency, we often find standard
procedures for cash management, procurement, and employment
decisions are unrealistic. This is because we need to respond on a large
scale, moving quickly to save lives, and the operating environment is
often complex and changing fast.
Teams responding to a humanitarian emergency often need to make
large purchases, sometimes in cash, and with a limited choice of
suppliers. In those situations, we can make an exceptional revision to the
delegated authority document so that implementing team members are
given increased levels of authority. However, these exceptional revisions
to the delegated authority document must be formally requested,
authorised and documented.
Remember that any exceptional change to the delegated authority
document is only temporary. The project management should monitor
the changes to authority levels and amend the revised authority levels as
the situation changes.
Where there is a high risk of humanitarian emergency, organisations can
have a ready -prepared delegation of authority specifically for
emergency responses. This saves time when an emergency response
begins: the organisation only needs to approve that the operating
environment meets certain criteria and the implementing team can
immediately start using the emergency delegated authority scheme.

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 Bank payments
Each organisation should have a panel of signatories from which to select
the required number of authorising signatures. There should be sufficient
people nominated to ensure efficient administration of bank payments. It is
usual to have more than one signature on a cheque to help avoid fraud.
Signatories should be regularly reviewed and the list updated when people
leave the organisation.
NEVER ask signatories to sign blank cheques for future use as this defeats the whole
purpose of having more than one signatory.
Separationofduties
Separation (or segregation) of duties is closely linked to delegated authority,
but falls under the PREVENT heading since it aims to remove the
opportunity for theft and fraud. By sharing the various duties within a
finance procedure around a team of people, it protects those involved and
minimises the temptation to mis-use funds.
For example, it is risky to allow one person to order some equipment, then
receive it, and also authorise the payment, without someone else involved in
the process. As well as increasing the risk of theft or fraud, this puts too
much responsibility on one person.
 Separation of duties matrix
A separation of duties matrix helps a team to organise an effective and
practical sharing of duties, and identify areas where separation is weak. The
table below provides an example of what a procurement duties matrix
could look like.

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Table 6.1: Separation of duties matrix – purchasing supplies example
Task Name
1
Name
2
Name
3
Name
4
Compensating
controls
Initiate purchase request x
Approve purchase request x Check budget
Prepare purchase order x
Update inventory records x
Approve vendor payment x x Two signatures,
must include budget
holder
Note that in smaller organisations, staff limitations may make a full
separation of duties impractical. This is when additional measures should
be put in place – referred to as compensating controls – to protect those
involved in the process. Examples of additional controls include:
o having two people authorise a stage in the process
o checking with a third party or a supporting document
o having a line manager or Board member to periodically review the
work of individuals involved in a process.
The procurement procedure is a very good example of the practical
application of delegated authority and separation of duties, so we return to
this later in the chapter.

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Cashcontrol
NGOs often work in environments where cash is the
preferred way to pay for goods and services. We have
to take special care with cash because it is vulnerable to
theft. Cash control is all about PREVENTING loss and
misuse of cash.
Here are Seven Golden Rules for Handling Cash:
1. Keep money coming in separate from money going out
Never put cash received into the petty cash tin, it will lead to error and
confusion in the accounting records. All money coming in must be paid into
the bank promptly and entered into the records before it is paid out again.
Failure to do this could distort financial information. For example, a training
course charges $25.00 to each of the 10 participants. The cost of food and
room hire is $150.00 and this is paid from the course fees received on the
day. The balance of fees – $100.00 – is paid into the bank as Training Fees.
Why is this a problem? The cost of providing food and room hire has not
been recorded in the accounts and so will not appear in the financial report.
Similarly, as only the net amount of fees received was paid into the bank, it
would appear that only a few people actually attended the course.
2. Always give receipts for money received
This protects the person receiving the money and assures the person
handing it over that it is being properly accounted for. Receipts must be
written in ink, not pencil, and preferably from a numbered receipt book.
3. Always obtain receipts for money paid out
Sometimes this may not be possible. For example, when purchasing
materials from a market stall. In this case the cost of each transaction
should be noted down straight away so that the amounts are not forgotten
and these can then be transferred to a petty cash slip or internal receipt and
authorised by a manager.
Remember – no receipt means there is no proof that the purchase was made.

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4. Pay surplus cash into the bank
Having cash lying around in the office is a temptation to a thief and the
money would be better managed and earning interest in a bank account. A
casual approach to cash on the premises might also lead to people wanting
to ‘borrow’ from it – many a sorry tale of fraud has started in this way. You
should always aim to pay cash received into the bank on a daily basis or, at
the very least, within three days of receipt.
5. Have properly laid down procedures for receiving cash
To protect those handling money, try to have two people present when
receiving cash. Both should count the cash and sign the receipt.
6. Restrict access to petty cash and the safe
Keys to the petty cash box and the safe should be given only to authorised
individuals. This should be recorded in the organisation’s Delegated
Authority document.
7. Keep cash transactions to an absolute minimum
Use cash only when all other methods are inappropriate. Wherever
possible, set up suppliers’ accounts and pay invoices by cheque or bank
transfer. The advantage of paying for most transactions through the bank is
that this has the effect of producing a parallel set of accounts in the form of
the bank statement. Also, it ensures that only authorised people make
payments and it reduces the likelihood of theft or fraud.
Physicalcontrols
Physical controls are additional common-sense
precautions taken to safeguard the assets of an
organisation. They generally fall into the PREVENT action
heading.
 Having a safe
Having a safe – or a safe place – to keep cash, cheques books and legal
documents is important for internal control. A proper safe is worth
considering especially if your organisation has to keep large sums of money
on the premises overnight. Safes are however, expensive and it may be
better to improve on banking procedures.

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 Safeguarding fixed assets
Fixed assets may represent considerable wealth held in the form of land,
buildings, vehicles, machinery and office equipment and, often over-looked,
require special attention to ensure their value is maintained and that they
do not disappear through lack of vigilance.
Measures to safeguard these assets include keeping an Assets Register,
writing a vehicle policy and having a maintenance policy for equipment.
The assets register
An assets register should be set up with an entry or record sheet for each
item. Each asset should be tagged with a unique reference number for
identification purposes. The register will record important information
about each asset, such as:
• where and when the item was purchased and how much it cost
• where it is held or located
• how much it is insured for
• repair history
• serial numbers
• details of guarantees or warranties.
• depreciation rate and method, where relevant.
The record sheet should also state who is responsible for its maintenance
and security. The assets register should be checked by a senior manager or
committee member every quarter and any discrepancies reported and
appropriate action taken. See Appendix 22 for a sample Fixed Assets
Register.
Building and equipment maintenance policy
To preserve the value of buildings and equipment, an organisation must
have a pro-active policy of maintenance. For buildings this may require a
professional planned maintenance contract for which a realistic budget
must be provided.
Office equipment such as photocopiers and electrical equipment should
also receive regular services by qualified technicians to ensure they are safe
and operating properly.

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Insurance cover
Valuable assets should be insured to prevent loss to the organisation as a
result of every day risks such as fire, theft and natural disasters.
The decision whether or not to insure property is a good example of
managing risk – weighing up the pros and cons of paying for insurance is a
common dilemma for managers.
Vehicle policy
Every organisation that owns vehicles should have a vehicle policy. This will
set down the policy on a range of issues such as:
• Depreciation
• Insurance
• Purchasing, replacement and disposal
• Maintenance and repair
• Private use of vehicles by staff
• What to do when accidents happen
• Driver qualifications and training
• Carrying of passengers.
The costs of repair and replacement must be also adequately reflected in
the budget process.
For each vehicle there should be a log of journeys so that the running costs
per KM can be assessed and private use closely monitored. (See Appendix
24 for a sample.) Once you have 12 months information on the costs of
running a vehicle, it is possible to calculate its average running costs per
kilometre.
See Table 6.2 for a worked example.

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Table 6.2: Calculating vehicle running costs
Vehicle make/model: Toyota Van
Date purchased: 26 December 2015
Purchase price: $20,000
Depreciation period
/method:
5 years, straight line method
Maintenance: Service every 6,000 km or every 3 months
KM run From 1 January to 31 December 2016:
KM on clock on 31 Dec 2016
LESS KM on clock on 1 Jan 2016
Total KM run during year:
20,601
(201)
20,400
1. Depreciation $
Purchase Price = $20,000
Depreciation period = 5 years
Annual depreciation charge = $20,000 / 5 4,000
2. Fuel consumption
Total fuel bills for the year 5,500
3. Maintenance costs
Total of invoices for the year for: repairs, service costs, spare
parts, tyres, etc
900
4. Insurance and tax
Insurance, road tax for the year 3,300
TOTAL VEHICLE RUNNING COSTS: 13,700
Cost per KM calculation:
Total costs for the year
Total no. of KM run
= $13,700
20,400 km
$0.67
In conclusion, using the information from our accounts and the vehicle log
sheet, we can see that each kilometre run with the Toyota Van cost
approximately 67 cents.

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Thereconciliationprocess
Reconciliation – a DETECT action - involves verifying accounting records to
make sure that there are no errors or omissions that have so far gone
undetected. Records that should be reconciled at regular intervals are:
• Bank (cash) book
• Petty cash book
• Stock control records
• Salaries and deductions schedules.
Once the records have been successfully reconciled, the reconciliation
statement must be passed on to be independently checked with the source
records by a manager (or Board member in a smaller organisation), as
discussed below. The process may also highlight follow up actions, eg
actions to CORRECT the records.
 Bank (cash) book
The bank (cash) book should be reconciled to the bank statement at least
once a month. The purpose of this exercise is to make sure that the
organisation’s own records agree with the bank’s records which are rather
like a parallel set of records. This is achieved by taking the closing bank
statement balance for a particular date and comparing it to the closing bank
book balance for the same date, then explaining the differences.
This is an important check not only for accuracy and completeness of
records, but also as an early indication of fraud.
 Petty cash book
The petty cash should be counted and reconciled at least weekly. If the
imprest system is in use, this is a very easy operation as it is simply a matter
of counting up all the payments made since the last reimbursement and
counting the cash in the tin. The two totals together make up the total float.
If a discrepancy is found, it must be noted in the petty cash book as either
an ‘expense – unidentified’ or a ‘surplus – unidentified’ and allocated to an
appropriate category. Regular or significant discrepancies must be reported
to a manager.

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 Stock records
Stock records must be checked against the supplies held in the store and
receipts from sales to ensure that no errors have crept in (and no stock has
crept out).
A sample stock control sheet for some T-shirts is reproduced in Table 6.2.
It shows the value of the stock the last time it was reconciled. Then it lists
new stock purchases and new sales. This gives us an expected stock value,
on paper at least. Note that the table lists both the cost value (ie what the
organisation paid the T-shirts supplier) and the resale value (ie what the
organisation expects to sell the T-shirts for).
However, when the T-shirts in the stock room are physically counted and
checked, the actual value is less than expected. (The brackets around the
bottom line figures indicate the stock value is short.)
What do you think might explain this difference?
Table 6.3: Sample stock control sheet
Cost
value
$
Resale
value
$
Value of stock at 1 Jan 200x 3,000 6,000
Add: Value of purchases between 1 Jan. to 31 Mar. 800 1,600
Deduct: Value of sales during the period 1,300 2,600
EXPECTED STOCK VALUE: 2,500 5,000
ACTUAL STOCK VALUE 2,450 4,900
Difference (50) (100)
This difference might be caused by one of several things:
o The value of new purchases could be wrong – eg the stock delivered
was short. This could happen if a delivery is not properly checked
against the delivery note and invoice when received from the
supplier.
o The value of sales could be wrong – eg the wrong amount could have
been charged or a sale not recorded or coded properly.
o Stock could have been stolen.

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o Stock could have been given out as gifts or for publicity purposes and
not recorded as such in the accounts.
Whatever the explanation, the difference has to be investigated and
systems reviewed if necessary. This demonstrates well the importance of
regular stock checks.
 Wages book
The wages records, and particularly deduction records, are notorious for
containing inaccuracies and for abuse in the form of ‘ghost employees’ (ie
people on the payroll who do not exist and where a salary is paid and
collected by a fraudster).
Wages records must be reconciled every month to ensure that the correct
deductions are being made and passed on to the relevant authority, to
avoid severe penalties and interest being imposed.
Checkingaccountingrecords
This is another key DETECT responsibility.
 Managers
Managers, for example the Chief Executive, Programme Director and
Financial Controller in a larger organisation or Board members in a smaller
one, need to regularly check and authorise records to make sure
procedures are being followed correctly and transactions are valid.
Typically, these checks cover:
o authorising staff expenses and receipts, to ensure they are valid
o reviewing bank records and bank reconciliation statements to ensure
they are accurate, complete and up to date
o counting the cash and checking and authorising the cash
reconciliation
o counting stocks and checking inventory records
o reviewing order books to ensure delegated authority limits are
observed, orders are valid and with approved suppliers
o signing off vehicle log sheets to verify journeys are valid

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o verifying the Assets Register is complete and accurately records the
NGO’s assets.
Any evidence of non-compliance with procedures must be followed up by
appropriate CORRECTIVE action, for example training staff, re-writing
procedures or even disciplinary action in the case of improper behaviour.
 Auditors
In addition to regular checks by management, every
organisation should have an annual audit, a more formal
DETECT action. This topic is covered in more detail in the
next chapter.
The3PsofProcurement
Every organisation needs a Procurement procedure. It clearly sets out the
steps, responsibility areas, paperwork and safeguards needed to buy goods
and services to implement projects and programmes, and ensure effective
use of funds.
The procurement process embodies the four internal control actions:
o DIRECT – it lays down rules about who is authorised to do what, and
the steps to follow when making purchases
o PREVENT – it includes separation of duties principles to share the
workload, and to minimise the risk of theft or fraud
o DETECT – it builds in checking routines to ensure procedures are
followed and the correct paperwork exists
o CORRECT – it allows a review of the process and actions taken so far,
and the chance to put things right before proceeding to the next
stage.
Each organisation will design a procurement procedure which suits its own
circumstances – eg the number of people available to support the process,
the level of risk involved, and the type of purchases needed. There are
three key aspects to consider –the 3 Ps of Procurement – Process, People and
Paperwork.

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 Process
The procurement process describes the steps and rules that need to be
followed to order, receive and pay for goods and services. The process itself
will vary from organisation to organisation, and for different types of
purchase.
The higher the value of goods or services, the higher the risk, and the more
steps we need to follow. So, we use a different process to purchase small
items of stationery to the one we use to buy a vehicle. For example, for
higher value items, it is normal to obtain two or three quotations from
suppliers to find the best deal.
Figure 6.2 shows an example of the steps in the process when purchasing a
high value item (where there is a cash accounting system in place).
Figure 6.2: Procurement process flow chart - example
 People
The procurement process involves a number of people who will initiate or
check and authorise each stage of the process. The higher the value and
risk involved, the more people should be involved to protect the process
from fraudulent activity.
Prepare
specification,
check budget
Prepare
Purchase
Requisition
Issue
Purchase
Order
Obtain
quotations
Receive &
check
invoice
Receive
goods
Prepare &
authorise
Payment
Authority*
Enter
payment in
cashbook*
Select supplier
(Purchasing panel)
Pay supplier
invoice
Check &
authorise
requisition
[*assumescash accounting system used]

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For example, if purchasing a high value item such as a vehicle, it is usual to
include a purchasing panel to ensure objective supplier selection.
The procurement process is built on the principle of separation of duties,
and applies formal delegated authority rules, to ensure proper control.
Sharing out responsibility between different people, and incorporating a
range of checks, protects those involved and minimises the opportunity for
fraud or collusion with suppliers.
The procurement process also builds in checks by managers to ensure that
the delegated authority rules are followed by those that they manage, for
example to check that a project manager has not exceeded their authorised
limits when ordering goods or services.
 Paperwork
As you can see from the flow diagram above, each stage of the process
generates paperwork and supporting documentation, such as purchase
requisitions, purchase orders, quotations, invoices and payment vouchers.
All the documentation should be checked at each stage of the process, then
filed together for each transaction, and for later reference and audit
purposes.
The table below summarises the 3 Ps of Procurement for our example flow
chart above.

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Table 6.4: The 3 Ps of Procurement
PROCESS PEOPLE PAPERWORK
1. Prepare specification, check budget
Specify the standard, quantity and price of
goods or services required, as described in
activity plans. Check how much is available in
the budget for the item in case the price has
changed since the budget was first prepared.
Budget holder or
Authorised project
staff
Budget
Specification note
2. Prepare purchase requisition
Prepare formal request to purchase the
goods or services specified in Step 1,
including a detailed description and why it is
required.
Budget holder or
Authorised project
staff
Purchase
Requisition form
3. Check and authorise purchase requisition
Verify that there is a genuine reason for the
purchase (and budget available especially for
high value items)
Budget holder or
Other authorised
person
Purchase
Requisition form
4. Obtain quotations
In line with internal procedures and donor
rules, request price quotations from
reputable independent suppliers to ensure
best value for money and minimise the risk of
collusion.
Logistician or
Other authorised
person
Supplier
quotations / terms
of business
5. Select supplier
Review quotations and select supplier based
on price, quality, delivery times, and ‘after
sales’ terms to ensure value for money. For
high value contracts a Purchasing Panel (a
small group of managers) will select the
supplier.
Budget holder or
Other authorised
person or
Purchasing panel
Supplier
quotations/ terms
of business
Supplier
assessment form
6. Issue Purchase Order (PO)
Send authorised PO to selected supplier and
file a copy with the supplier’s quotation. This
is a legally binding contract.
Budget holder or
Other authorised
person
Purchase Order
Selected supplier
quotation
7. Receive goods from supplier
On delivery, sign Goods Received Note to
confirm receipt. Check details and file with
PO.
Authorised project
staff, Logistician
or Other
authorised person
Goods Received
Note (GRN)
Purchase Order

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PROCESS PEOPLE PAPERWORK
8. Receive and check invoice
Check the invoice and payment terms, and
match up with associated paperwork
Finance staff* Supplier invoice
Supplier quotation
PO / GRN
9. Prepare and authorise payment authority
a) Prepare Payment Authority form and
attach all supporting documents and original
invoice.
b) Check details, add cost centre and account
codes, then authorise payment.
a) Finance staff*
b) Budget holder
or / and other
authorised person
(or as specified in
delegated
authority rules)
Payment Authority
form
All supporting
documents
10.Pay supplier invoice
Pay supplier as specified by the payment
terms, usually within 30 days. Stamp invoice
as ‘paid’ and note payment date and details
on Payment Authority form.
Finance staff* Payment Authority
form
All supporting
documents
11.Enter payment into cashbook
The final stage is to record the payment in the
organisation ’s books of account.
Finance staff*
*It is common practice to separate these duties between different finance
team members to strengthen the process and minimise opportunity for
collusion and fraud.

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Chapter
7
7ManagingAudit
An independent check on accounting records and systems
This chapter:
 Explains what an audit is
 Describes the different types of audit
 Provides an overview of the audit report
 Gives advice on how to prepare for and manage the external audit.
Whatisanaudit?
An audit is an independent examination of records, procedures and
activities of an organisation, resulting in a report on the findings. There are
two main types of audit:
o Internal Audit – undertaken for the benefit of those inside the
organisation, ie trustees and management.
o External Audit – primarily for the benefit of those outside the
organisation, eg stakeholders and donors.

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 Why do NGOs need audits?
Audits are important for NGOs as they demonstrate a commitment to
transparency and accountability and bring credibility to the NGO.
It is also a legal requirement in most countries to have the financial
statements reviewed by an independent auditor once a year.
The audit should be a positive experience and not one to be feared. Use
your auditor to discuss ways of improving your accounting systems and
procedures.
Internalaudit
Internal audit involves a structured review of systems and procedures, as
set by the Board and managers, to ensure efficient and effective practices. It
is not an internal ‘policing’ function, rather an opportunity to improve
systems and build internal capacity. It may be carried out by someone
within or outside the organisation.
The independent review will include a range of checks, including:
o financial accounting systems and procedures
o management accounting systems and procedures
o internal control mechanisms.
The ‘Three E’s’ influence an internal auditor’s approach:
o Economy: paying no more than necessary for the resources needed.
o Efficiency: getting the greatest benefit with the fewest resources.
o Effectiveness: how successful we are at meeting objectives or ‘doing
the right thing’.
The internal auditor’s report will highlight their findings to the governing
body and management and make recommendations for action, where
needed. This could include a more detailed investigation, changing a
procedure or training a staff member.

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Externalaudit
An external audit is an independent examination of the financial statements
prepared by the organisation. It is usually conducted for statutory purposes
(because the law requires it).
External auditors may also be engaged to do other specific assignments, (eg
a fraud investigation).
Being independent means...
The auditor must not have been involved in keeping the accounting records and is not
personally connected in any way with the organisation being audited.
Although an auditor’s independence must be respected and observed at all
times, they are nonetheless providing a service for a fee – you have a right
to expect value for money.
 Purpose
The purpose of external audit is to verify that the annual accounts provide a
true and fair picture of the organisation’s finances, and that the use of funds
is in accordance with the aims and objects as outlined in the constitution.
The purpose of an external audit is NOT:
• To act as a fraud investigation
• To prepare the accounts
• To provide a certificate to say “there are no problems”
• Proof that internal control systems are effective
• Evidence that accounts are 100% error free.
Although it is not the prime role of the audit to detect fraud, this may of
course come to light during the checks that take place. Auditors have thus
been described as ‘watchdogs not bloodhounds’.
 Appointment
An external audit can be conducted either as part of the annual review of
accounts or as a special review by a donor agency. It is conducted by a firm
of accountants with recognised professional qualifications.

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Auditors are appointed by the Board of Trustees (or Annual General
Meeting) or by a donor for a special audit. They are independent of the
organisation employing them.
 What is involved?
Auditors only have a limited time in which to complete their work, so they
concentrate on testing the validity of a sample of transactions and results
rather than vigorously checking everything.
Auditor-speak de-mystified:
Material: An item is said to be ‘material’ if it is considered to be significant to the users of the
financial statements.
Test basis: A representative sample, the rest of the transactions are assumed to be similar to
the sample tested
Figure 7.1: Sampling
Sampling involves checking a selection of records, for example:
o a range of high value goods (represented by the ‘slice’ in the diagram
in Figure 7.1) or
o one month’s worth of transactions (the ‘box’ in the diagram) or
o a random set if transactions (the X marks in the diagram).
Note that if there are errors or fraudulent transactions (as represented by
the black dots in the diagram), due to the sampling process, the auditor
does not guarantee to detect these.

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 The audit report
An external audit results in a report addressed to members, usually
presented and approved at the annual general meeting. The report gives an
audit opinion on ‘the state of affairs of the organisation and operations for
the period’.
If you have an opportunity to review your own or a partner’s financial
statement, it is worth looking closely at the auditor opinion to see what it
says. Everyone hopes for a ‘clean’ audit report – that is where the auditor
confirms that the financial statements fairly represent or give a ‘true and fair’
view of the organisation’s financial statements.
Auditor-speak de-mystified:
‘True’ means that the transaction did take place and that an asset exists.
‘Fair’ means that a transaction is fairly valued and that assets and liabilities are fairly stated.
Modified audit opinions
The auditors do not always agree with the financial results presented by the
organisation. This could result in the auditor issuing what is known as a
‘qualified’ or ‘modified’ opinion. There are two reasons why an auditor
would consider giving a modified audit opinion:
o they conclude that the financial statements as a whole have
significant inaccuracies
o they have not been able to find enough evidence to conclude that the
financial statements as a whole are free from significant errors.
There are various degrees of modified opinion, depending on the
seriousness of the disagreement or concern with the financial
statements and records, as summarised in Table 7.1.
Where a modified opinion is given, the auditor must explain their
reasons in a 'Basis for Modification Paragraph' in the audit report. This
paragraph is normally placed before the opinion paragraph and details
the significant issues and errors they found during the audit.
If the auditors propose any adjustments or changes to the draft financial
statements, these must also be approved by the Board.

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Table 7.1: External auditor opinions
Auditor opinion What it says and means
Unqualified opinion
"The financial statements present fairly, in all
material respects... (or show a true and fair
view of...)"
Unmodified opinion. A 'clean' audit report.
Unqualified opinion:
with ‘emphasis of matter’
"The financial statements present fairly, in all
material respects... (or show a true and fair
view of...)"
Unmodified opinion. Still a clean audit opinion
but followed by a note on something that the
reader needs to be aware of, eg an outstanding
legal action or a major catastrophe.
Qualified opinion:
’subject to’ or
‘except for’
"Except for the matters described above... the
financial statements present fairly (or give a
true and fair view of) ..."
Modified opinion. The accounts are basically
OK, apart from specific identified issues
described, eg an incorrect accounting policy, or
specific unsupported expenditure.
Adverse opinion
“...the financial statements do not present fairly (or
give a true and fair view of)..."
Modified opinion. There so many significant
errors that the accounts do not give a true and
fair view. This is serious.
Disclaimer of opinion
"...because of the significance of the matter
described above ... we do not express an opinion
on the financial statements."
Modified opinion. The auditors are unable or
unwilling to give an opinion because the records
are so poor or incomplete. This is very bad
indeed.

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 Management letter
Auditors often provide a Management Letter after the audit is completed.
This is separate to the audit report and is addressed to management. The
report highlights weaknesses identified in the internal control systems and
makes recommendations for improvements.
Managers have an opportunity to respond to the findings outlined in the
management letter and explain what action they will take.
Donor(orproject)audit
On occasion, donor agencies may request an independent external audit of
records and activities and will appoint a qualified person to undertake a
review. The primary purpose of such a review is to check that grants are
being used as intended and in accordance with the budget in the original
funding agreement.
The auditor may wish to interview staff and committee members and even
request to observe the organisation in pursuance of its activities. Every co-
operation should be given during such visits and an effort made to be open
and honest about organisational strengths and weaknesses.
Whatdoestheauditorneed?
An auditor will need a quiet place to work where the checks can take place
without interruption. If individual staff members are to be interviewed, then
a private room where confidential discussions can take place will also be
required. Depending on the type of audit taking place, the auditor will
usually give advance notification of the records needed.
Do make sure that all the records are up-to-date and properly filed as this
will facilitate the routine checks and cause minimal disruption for the
organisation. This will also help to save on audit fees.
Here is a checklist of records and other documentation which might be
requested by the auditor:

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Table 7.2: An auditor’s checklist
Group of Records Description of item
A. Primary records
of account:
 Cashbooks completely up to date to the year-end
 File of invoices/vouchers for all items of expenditure
 File or book of receipts for money received
 Bank statements, paying in slips and cheque books
 Wages book and records
 General ledger, if kept
B. Summaries and
reconciliation
statements:
 A Trial Balance and/or a summary of all receipts and
payments by budget category
 Bank reconciliation statements for all bank accounts
at the year-end cut-off date
 Petty cash reconciliation statement to the year-end
cut-off date
 Stock sheets
C. Schedules:  Schedule of Creditors (money owed by the
organisation)
 Schedule of Debtors (money owing to the
organisation)
 Schedule of Grants Due
 Schedule of Grants Received in Advance
 Fixed Assets Register
D. Other information:  A letter from bankers to confirm balances [this will
be requested by the auditors themselves]
 Constitution of the organisation
 List of Committee members and staff
 Minutes of Board and management meetings
 Donor agencies funding agreements and audit
requirements

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Summary
Table 7.3: Different types of NGO audit
Area: Internal External Donor/Project
Main purpose Check effectiveness
of systems &
procedures
Verify the
published
accounts give a
‘true & fair’ view
Check that funds
used in accordance
with the funding
agreement.
Focus of review
(starting point)
Systems and
Procedures
manual
Financial
statements &
underlying records
Grant agreement
Appointed by Management (but
have direct line to
the Board)
Board (or
members)
Donor, but may use
normal external
auditor if on
approved list
Scope As per planned
schedule based on
risk assessment.
May be for a specific
department, grant
or period.
All financial
transactions in the
accounts, whole
organisation
Usually limited to
the project and
related grant
funding.
Report includes Findings and
recommendations
for improvements
Auditor’s opinion
and Management
letter
Usually, auditor’s
opinion(s) and
recommendations
Employed by The NGO or external
body (outsourced)
External body External body
(sometimes donor
themselves)
Qualifications No formal
requirement
Must be qualified
& registered
accountant
Usually qualified &
registered
accountant

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Chapter
8
8FraudandCorruptPractices
How to manage when things go wrong
This chapter:
 Defines fraud and its impact
 Explains how to detect and deal with fraud
 Describes corruption and how it manifests itself
 Looks at the risks of bribery on NGOs
 Discusses how to implement a zero-tolerance approach to bribery.
Whatisfraud?
There will be occasions when internal control systems fail to prevent losses
through theft, fraud or other irregularities. Fraud includes theft of goods or
property, falsifying expenses claims and falsification (or destruction) of
records to conceal an improper action.
Fraud is… Intentionally lying or cheating to gain an advantage or to cause someone else to
make a loss

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Fraud does not include:
• accounting errors
• actions condoned by established practice
• cases where no loss is incurred.
Other ‘irregularities’ include unauthorised activities for private gain: eg
borrowing from petty cash, use of vehicles or abuse of telephones and other
equipment for private business. Although these activities are less serious
than fraud they must still be taken seriously as they represent abuse of
NGO resources.
Fraud has a damaging effect on the organisation with wide-ranging
consequences if not properly managed. Imagine a stone falling into a pond:
the initial splash is the loss of funds or equipment but it does not stop there,
as Figure 8.1 illustrates.
Figure 8.1: The ripple effect of fraud

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Toptipsonthewarningsignsoffraud
Remember: “Prevention is better than cure!”
The following ideas may be an early indication of fraud or abuse. Use them
with care!
 From the accounting records:
o Lots of corrections to the manual cashbook – this may include
extensive use of white-out or blocked out figures
o Pristine records – ie a manual cashbook that looks as if they have all
been written on the same day in the same hand. Could be an
indication of rewritten/duplicate books
o Delayed banking of cash received – shown up by bank reconciliation.
Could be unauthorised ‘borrowing’ of cash.
o Records not being kept up to date – ie deliberately delayed so
managers cannot detect false accounting going on.
o Missing supporting documents – eg certain bank statements
destroyed to cover someone’s tracks, or a project officer who
regularly claims to have ‘lost’ receipts.
o Debtors rising unexpectedly – eg if debtors have paid but the cash is
being pocketed. This may occur if there are poor controls in issuing
receipt books as someone could take an unused book and issue valid
receipts without them ever being entered into the accounting
records.
o Hand written supporting documents with errors and corrections on
them. Indicates possible changes made after the goods or services
were purchased.
o Cash counts not reconciling to the accounts but reconciling at the
next cash count – possible borrowing of funds by the safe key holder.
 Reports:
o Budget monitoring reports showing inconsistent behaviour between
line items - eg project-related expenditure is under-spent due to
delays – except for fuel which is over-spent. This could indicate abuse
of the vehicle.

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o Vehicle log books not maintained in an appropriate level of detail.
This could indicate abuse of the vehicle.
o Budget monitoring reports delayed – to cover up something?
 Non-financial areas:
o Working very long hours – first in last out of the office? Could mean
that they have to work more to cover their tracks?
o Never taking holidays – can’t afford for someone else to see what
they are doing!
o Change of lifestyle or spending patterns don’t match their income (eg
designer clothes, social habits, expensive car...)
o Creating ‘smoke screens’ – where someone is making a false
accusation about another team member to give them time to cover
their tracks or make a getaway!
 And some Ideas on fraud prevention:
o Make sure you have robust internal control systems in place.
o Visit projects, and see if the activities carried out roughly match the
expenditure.
o Share financial reports with beneficiaries, and ask if they think they
have had value for money.
o Hold regular meetings with other staff at all levels (eg project and
administrative staff, Board members, etc) to discuss financial reports,
making budgets and reports openly available.
o Help non-finance staff and managers improve their financial skills.
Howtodealwithfraud
Incidents of fraud and other irregularities require sensitive handling to
minimise the long-term impact. It is important to be prepared to deal with
any occurrences of fraud or financial irregularity by having a written
procedure which covers steps that need to be taken.

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 Deterrence
The procedure should state clearly that routine controls, checks and
balances are in place to safeguard the assets of the organisation. The
controls also protect staff from any suspicion of, or temptation to, fraud or
other impropriety. Paid staff and volunteers are therefore obliged to co-
operate fully with internal control procedures and failure to do so will be
dealt with as appropriate within the organisation’s disciplinary code.
 Types of irregularity
The procedure will identify different types of irregularity, how seriously they
are viewed, and how they will be dealt with. For example, all instances of
theft and fraud will be viewed as Gross Misconduct and result in immediate
dismissal and loss of terminal benefits. It should include a clear statement
on the circumstances in which the Police will be informed. This must take in
to account local circumstances and cultural practice.
 Detection
A procedure for reporting suspicions of irregularities should be made clear
to all. This should make it easy for people to report concerns in confidence
and without fear of retribution.
When an irregularity is reported or detected, record the details in writing
and report it immediately to a manager. Follow up all reports or suspicions
immediately, do not allow rumours to spread or let the ‘trail’ go cold.
 Investigation
When an incident is reported, it must be dealt with quickly and sensitively.
Look for corroboratory evidence before instigating a formal investigation. If
all the evidence points to an irregularity, the individual(s) involved should be
formally interviewed with a third person present to take notes.
Protect documents and records by either removing access to them by those
involved in the irregularity or by suspending the people involved during the
investigation. Depending on the nature of the irregularity, an investigation
could be conducted by a senior manager or Board member, the internal
auditor, the external auditor or, in more serious cases, the Police.

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 The ‘aftermath’
Don’t under-estimate the long-term and less tangible impacts of fraud. It
will involve a lot of a managers’ time during the investigation and
afterwards. In particular:
o People will be distressed by the experience and need to be
supported. Colleagues will suffer all the mixed emotions of
bereavement: anger, guilt, disappointment and loss. They may worry
that their jobs are under threat.
o New staff may need to be recruited and trained.
o The media may get hold of the story and ask for information
o Donors will need reassuring that their resources are safe and the
project will not suffer.
 Summary
Keep RISKS LOW in mind when managing a fraud or similar incident:
DO o Report the incident to a superior or Board member
o Investigate incidences, gather the facts
o Secure the assets and records
o Keep calm!
o Swiftly act
DON’T o Look the other way
o Overlook the ‘fall out’ of a fraud
o Withhold information to protect others
Above all, remember that prevention is better than cure!

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Whatiscorruption?
Corruption happens in all countries of the world and
affects all levels in society. But its affects are most
severely experienced in the developing world and by the
poorest in society – ie the communities that NGOs work
with most often.
‘Corruption is the misuse of entrusted power for private gain. ’
Transparency International
More than $1 trillion is paid globally in bribes each year. That means $1 out
of every $30 of GDP is being paid in bribes (World Bank Institute 2004).
o It is estimated (by The Economist 2010) that as much as 25% of Africa’s
GDP is cost of corruption in Africa.
o Bribery is estimated to raise the average Kenyan family’s annual cost
of living by 15%. (Transparency International 2011).
‘Corruption debases democracy, undermines the rule of law, distorts markets, stifles
economic growth, and denies many their rightful share of economic resources or life-saving
aid.’ Kofi-Annan, former General Secretary of the UN
Corruption appears in many different forms including bribery, fraud, sexual
exploitation, cronyism and money laundering.
See Table 8.1 for definitions of typical corrupt practices.

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Table 8.1: Key definitions
Bribery The offering, promising, giving, accepting or soliciting of an
advantage as an inducement for an action which is illegal,
unethical or a breach of trust. Inducements can take the
form of gifts, loans, fees, rewards or other advantages.
Collusion An agreement, usually secretive, which occurs between two
or more people to limit open competition by deceiving,
misleading or defrauding others. It can involve price-fixing,
illicit payments to influence purchasers or misrepresenting
the independence of the relationship between the colluding
parties (eg resulting from nepotism and cronyism).
Corruption The misuse of entrusted power for private gain, which can
be both personal gain and gain or advantage to a company
or organisation.
Cronyism The appointment of friends and associates to positions of
authority, without proper regard to their qualifications.
Embezzlement Fraudulently acquiring funds or property entrusted to your
care but actually owned by someone else.
Extortion The practice of obtaining something, especially money or
property, through force or threats.
Facilitation
payments
A form of bribery made with the purpose of expediting or
facilitating the performance by a public official of a routine
governmental action and not to obtain or retain business or
any other undue advantage. Typically demanded by low
level, low income officials in exchange for providing services
to which one is legally entitled without such payments.
Fraud Wrongful or criminal deception intended to result in
financial or personal gain.
Money
laundering
A process whereby the identity and origin of illegally
obtained money, such as bribes, are concealed or disguised.
The objective is to make illegally obtained money to appear
as if it comes from a legitimate source.
Nepotism The practice among those with power or influence of
favouring relatives or friends, especially by giving them jobs.
Sexual
exploitation
Where someone uses their position to gain sexual favours.

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BriberyandtheNGOsector
Bribery is the most common form of corruption affecting poorer
communities.
Bribery is
The offering, promising, giving, accepting or soliciting of an advantage as an inducement for
an action which is illegal, unethical or a breach of trust.
NGOs are at particular risk of paying bribes due to the nature of their work.
Key risk factors for NGOs:
o The countries NGOs operate in have high rates of corruption.
o NGO work involves frequent contact with public officials, eg for
licenses, crossing borders.
o NGOs have regular relationships and often work in partnership with
government agencies.
o The humanitarian nature of NGO work means they need to get things
done quickly.
o NGOs, unlike companies, do not base decisions on where to operate
according to the levels of corruption.
o NGO structures involve working with local partners and Third-Party
agents.
o NGO operations are decentralised and field staff make local decisions.
In many countries it is illegal to receive and pay a bribe. This is an important
risk factor for NGOs and their staff to consider. But NGOs must also
recognise that bribery is unethical and they have a moral obligation to fight
bribes in their work. Paying bribes embeds and sustains corruption.
Bribery is not victimless: it affects all communities but affects the poor most.

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Remember that bribery is always a two-way transaction – there is a
payer and the receiver – therefore, if we cut off the flow of bribes,
bribery cannot happen. This is the basis for the argument for a zero–
tolerance approach to bribes.
Zerotoleranceapproachtobribes
Mango supports a zero-tolerance approach to bribery. We recommend all
NGOs create an anti-bribery policy and train their staff to use it.
The anti-bribery principles put forward by Bond and a group of international
NGOs in 2010 provide a strong framework for an anti-bribery policy and
action plan. (See Anti Bribery Principles and Guidance for NGOs at
www.bond.org.uk ). The Seven Principles focus on internal policies and
practice, plus the principle of collective NGO action:
Figure 8.2: Seven principles for zero tolerance
Internal
policies
High level
commitment
Risk
assessment
Robust anti-
bribery
procedures
Due
diligence on
partners &
agents
Dissemination
and
communication
Monitoring
and
evaluation
+
Collective
action

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Seven anti-bribery principles for NGOs
1. High-level commitment
The Board of Trustees and senior management should commit to and
oversee the implementation of a policy of zero-tolerance, recognising
that bribery is contrary to fundamental values of integrity, transparency
and accountability and undermines organisational effectiveness.
2. Risk assessment
Bribery risk assessment should form part of each organisation’s overall
and ongoing risk management process.
3. Devise and implement robust anti-bribery procedures
Organisations should devise, implement and maintain robust
procedures, which are proportionate to the risks and to the size,
resources and complexity of the organisation.
4. Due-diligence assessment of partners, agents and contractors
The organisation should assess the bribery risk associated with
entering into partnership or contracting arrangements with other
entities and then carry out periodic due diligence based on that risk
assessment. Partnership or contractual arrangements should check
that these organisations have policies and procedures which are
consistent with these Principles and Guidance.
5. Dissemination and communication
The organisation should establish effective internal and external
communication of its policy and procedures. The organisation should
undertake training and awareness programmes to ensure staff, agents
and partners are aware of the potential risks, how bribery might affect
them, what they should do if they are offered a bribe, and the
consequences should they be found to have made or received a bribe.
6. Monitoring and evaluation
Implementation of anti-bribery procedures should be monitored as
part of overall risk management and internal control processes.
Periodic reviews of anti-bribery procedures should be made and
reported as part of governance and accountability processes.

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Organisations that are exposed to higher risks should consider external
verification and assurance of their anti-bribery procedures.
7. Collective action
The organisation should commit to sharing information and
strengthening collective action to prevent bribery.
To implement the zero-tolerance approach, there are five key tactics to
follow:
Figure 8.3: Five tactics for anti-bribery action
 Assess risk
The first stage of developing a zero-tolerance to bribery is to identify where
your NGO is at risk of encountering bribes:
o Identify the key risk areas linked to your operations, eg working with
partners, procurement, recruitment etc.
o Identify what the bribery risk is likely to be, eg facilitation payments,
jobs for favours
o Assess the frequency of the bribery risk
o Assess the consequence if the bribe is not paid, eg delays to projects.

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With this information, you can then prioritise action to reduce the risk of
bribes now and in the future. There are many techniques to capture and
measure risk and your organisation may already have a preferred approach.
Table 8.2 illustrates an example template.
Table 8.2: Example risk assessment template
How to use the risk assessment table
o Column 1: Identify the ‘red flag’ key risk areas based on where and
how you operate, who you work with (eg with partners, using agents,
working with government agencies), what projects you run (eg
emergencies, construction) etc.
o Column 2: Identify the bribery risks for each key risk area – ie how
will bribery manifest itself?
o Column 3: Estimate how often a bribe is likely to be encountered.
o Column 4: What are the consequences if the bribe is not paid – this
helps recognise how serious the risk is and where to prioritise action.
o Column 5: Rank the risk areas according to those that you need to
work on first (eg High, Medium or Low or 1, 2 and 3).
o Action plan: for each item, prepare a response to show options for
minimising the risk.
The following pages share some ideas on how to resist and avoid paying
bribes.
Risk Assessment Table Organisation/Dept: Mango - Training Dept.
What is the bribery risk? Frequency of bribery risk
Possible consequences if
bribe is not paid
Priority
for
action
1 Sending training
materials by
courier
Customs officials want money to
release the box.
Monthly (most get through
OK)
Customs do not release boxes.
Materials don't arrive for the
training, affecting quality of
service.
H
2 International travel Officials request bribes at border
crossings, for visas on entry,
airport departure points, Police
checks on roads to airport.
Frequent travel, experience
varies but estimate 6 to 10
times a year
Staff delayed; flights could be
missed; training services will
suffer if trainer does not arrive in
time.
H
3 Working with
training partners
Potential for money laundering. Rare, partners are closely
vetted and relationship
developed over time.
Loss of contract income. M
4 Working with
training partners
Partners may not have zero-
tolerance policy
Unknown, will vary according
to area of operation
Partners may not fulfil agreed
objectives.
M
Key risk area

© Mango 2017
172
 Strategies for safely resisting bribes
It is important to do whatever we can to resist paying bribes until we can
find a longer-term solution through techniques to avoid bribes through
project design.
All staff should be trained in these techniques to give them confidence to
resist bribes safely.
Resisting techniques
Be prepared
• Don’t give impression that there is a time pressure
• Learn from NGOs who don’t pay
• Have backup – eg witnesses, someone who understands
the local language and environment
• Make it clear you don’t pay bribes from the outset (eg “it is
illegal to pay bribes in my country”).
Find allies
• Eg someone in a position of authority.
Deflect approaches
• Brush it off smilingly
• Play ignorant.
• Halt the meeting if it looks as if a bribe will be requested
• Always ask for a name.
NGOs don’t
pay bribes

© Mango 2017 173
 Strategies for avoiding and reporting bribes
NGOs don’t
pay bribes
Avoiding bribes techniques
Active zero tolerance policy
• Identify and mitigate risks of bribery
• Embed into organisation culture, train staff
• Give staff the confidence to say ‘no’
• Establish reputation for not paying bribes
• Robust internal controls
• Whistle-blowing procedures.
‘Design out’ bribes in project design
• Remove urgency, build in longer timescales if starting up in a
new country
• Careful selection of agents and partners
• Work around high risk practices, eg don’t pay per diems
• Local knowledge, eg which ports and routes are corruption-
free? Which government departments or officials are less
corrupt?
Record and report incidence of bribes
• Record and share internally
• Report externally, eg other NGOs, Embassies, anti-corruption
agencies, media.

© Mango 2017
174
 Consider collective action
If enough NGOs (and companies) resist paying bribes and share
information, some endemic corrupt practices will be forced out. Publicising
known regular corrupt practices in the local media – such as the infamous
road block on airport roads – could also have a positive impact.
It is also worth contacting the local Transparency International chapters or
embassies for advice on local resistance strategies, and to report corrupt
practices to them.
‘Corruption hits hardest at the poorest in society.’
Mary Robinson, former President of Ireland

© Mango 2017 175
References
Financial Management and Accounting:
1. A Practical Guide to Financial Management for Charities and Voluntary
Organisations. Kate Sayer. Directory of Social Change, 2003.
2. Accounting and Finance for Charities: For Love and Money. David Wise. ICSA
Publishing/Prentice Hall Europe, 1998.
3. The Good Financial Management Guide For The Voluntary Sector. Paul Palmer,
Fiona Young, and Neil Finlayson, 2005.
Strategic Financial Management:
4. The Virtuous Spiral – A Guide to Sustainability for NGOs in International Development.
Alan Fowler. Earthscan/INTRAC, 2000.
5. Income to Impact: Financial Stewardship of Public Sector and Not-for-profit
Organisations. Adrian Poffley. Directory of Social Change, Second Edition, 2010.
6. Not Just For A Rainy Day? Guidelines on developing a reserves policy and putting it into
practice. Shirley Gillingham and John Tame. NCVO 1997.
General and Project Management:
7. Managing Without Profit – The Art of Managing Third-sector Organisations. Mike
Hudson. Published by Penguin Group, Third edition, 2009.
8. The Complete Guide to Business and Strategic Planning for Voluntary Organisations.
Alan Lawrie. Directory of Social Change, Third Edition, 2007.
9. The Complete Guide to Creating and Managing New Projects for Voluntary Organisations.
Alan Lawrie. Directory of Social Change, Third Edition 2010.
10. Good Trustee Guide. Published by NCVO (UK), Fifth Edition, 2008.
Fundraising and Proposal Writing
11. The Worldwide Fundraiser’s Handbook. Michael Norton and Resource Alliance.
Directory of Social Change, Third Edition 2009.
12. Writing Better Funding Applications – a practical handbook with worked examples.
Michael Norton and Michael Eastwood. Directory of Social Change 2009.

© Mango 2017
176
Bribery and Corruption
13. Anti Bribery Principles and Guidance for NGOs, Bond 2010, www.bond.org.uk
14.Corruption perceptions index, Transparency International,
www.transparency.org

Appendices
Appendix 1: Example Chart Of Accounts –Milestone (MTTI)
Appendix 2: Example Delegated Authority Document
Appendix 3: Bank Book – Receipts Page
Appendix 4: Bank Book – Payments Page
Appendix 5: Petty Cash Book
Appendix 6: Bank Reconciliation Form
Appendix 7: Receipts & Payments Account
Appendix 8: Income & Expenditure Account
Appendix 9: Balance Sheet
Appendix 10: Notes to the Accounts
Appendix 11: Income & Expenditure budget
Appendix 12: Capital budget
Appendix 13: Cashflow Forecast
Appendix 14: Budget Worksheet
Appendix 15: Summary budget
Appendix 16: Consolidated Budget
Appendix 17: Budget Compared to Actual Report
Appendix 18: Donor Report
Appendix 19: Budget Forecast
Appendix 20: Financial Management Work Plan
Appendix 21: Sample Expenses Claim Form
Appendix 22: Sample Fixed Asset Register
Appendix 23: Sample Payment Voucher
Appendix 24: Sample Vehicle Log Sheet
Appendix 25: A Checklist for Good Practice
Appendix 26: Integrating Financial Management Checklist

© Mango 2017 A1
Appendix 1: Example Chart Of Accounts –Milestone (MTTI)
Page 1 of 2
Account Description Code Comments
INCOME: DONOR
- DFID 1010 For grants received from this donor
- Smile Trust 1020 For grants received from this donor
- Vanguard Society 1030 For grants received from this donor
INCOME: GENERAL
- Bank Interest 1110 Interest received on bank accounts
- Donations & fundraising 1120 Fund-raising activities, miscellaneous donations
- Sales 1130 Sales of trainees’ work
- Training fees 1140 Course participants’ contributions
EXPENDITURE: ADMINISTRATION
- Audit/accountancy 3010 Audit fees, other accountancy expenses
- Bank charges 3020 Service fees, interest charged on OD balances
- Board meetings 3030 Room hire, refreshments, AGM expenses
- Depreciation 3040 Cost of depreciation of fixed assets
- Postage & stationery 3050 Postage, office and photocopier consumables
- Publicity 3060 Posters, leaflets, advertising training courses
- Rent & utilities 3070 Office rent, insurance and utilities
- Repairs & renewals 3080 Servicing, small items of equipment, office repairs
- Telephones/fax 3090 Telephone accounts, not repairs
EXPENDITURE: PERSONNEL
- In-service training 4010 Course fees, meals & accommodation
- Recruitment 4020 Recruitment advertising costs, interview expenses
- Salaries & benefits 4030 Gross salaries, housing, medical aid and pensions
- Travel & subsistence 4040 Per diem, meal and overnight allowances, bus fares
EXPENDITURE: VEHICLE RUNNING
- Fuel 5010 Petrol, diesel and oil costs
- Vehicle insurance/tax 5020 Vehicle Insurance premiums and road tax
- Vehicle maintenance 5030 Service, repairs, tyres, spare parts, car wash
EXPENDITURE: TRAINING
- Fees & honoraria 6010 Guest speakers’ & external trainers’ fees/expenses
- Food & accommodation 6020 Room hire, food for trainees
- Training materials 6030 Tools, protective clothing, papers, pens, metal, concrete,
etc

A2 © Mango 2017
Page 2 of 2
FIXED ASSETS:
- Office Equipment 0110 Computers, printers, desks, chairs, etc.
- Project Equipment 0120 Large tools and training equipment
- Vehicles 0130 Cars, mobile workshop
CURRENT ASSETS:
- Bank Deposit Account 0210 High interest call account
- Bank Current Account 0220 Cheque account
- Petty Cash 0230 For adjustments to the petty cash Imprest float
- Debtors & prepayments 0240 Money owed to us (eg unpaid training fees) or prepaid
amounts for goods/services not yet received
- Advances 0245 Staff loans and working advances
- Grants receivable 0250 Grants due for this year but not yet received from
donor
- Stocks 0260 Stocks of raw materials, eg wood and metal
LIABILITIES:
- Creditors & accruals 0510 Unpaid suppliers’ invoices and accrued expenses
- Grants In advance 0520 Donor funds received for future activities
- Reserves 0530 Funds designated for use in future years
PROJECT COST CENTRES
Description Code Comments
- Co-ordination 01 Transactions to be allocated to the Co-ordinator’s
Department
- Building Department. 02 Transactions to be allocated to the Building Trades
Department
- Metalwork Dept. 03 Transactions to be allocated to the Metalwork
Department as a whole
- Metalwork: Furniture
Project
03-01 Transactions to be allocated to the Furniture section of
the Metalwork Department only
- Metalwork: Vehicles
Project
03-02 Transactions to be allocated to the Vehicle section of
the Metalwork Department only

© Mango 2017 A3
Appendix 2: Example Delegated Authority Document
AREA OF AUTHORITY: LIMITS APPLIED: DESIGNATED PERSONS:
1. Legal documents (where
not covered below)
Any two from:
Ch, Tr, Se, CE.
2. Leases on property and
equipment
Up to $25,000
Over $25,000
Any one from: Ch, Tr, Se, CE.
Any two from: Ch, Tr, Se, CE.
3. Current Account Cheques up to $2,000
Over $2,000
Any two from: Ch, Tr, Se, CE,
one other designated BM
Any two from: Ch, Tr, Se, one
other designated BM.
4. Bank Account Transfers Up to $25,000
Over $25,000
Any two from: Ch, Tr, Se, CE,
one other designated BM
Any two from: Ch, Tr, Se, one
other designated BM.
5. Staff advances/loans Max. $2,000 CE (or in case of CE, Ch or Tr)
6. Staff expenses LM for all staff below CE level
Ch or Tr for CE
7. Board Member expenses Ch or Tr
8. Orders for Goods &
Services
Up to $1,000
Up to $5,000
Up to $25,000
Up to $50,000
Over $50,000
SO, providing within budget
OM, providing within budget
CE, providing within budget
Ch or Tr, providing within
budget
Any 2 BM and minuted by full
Board Meeting.
9. Petty Cash expenditure Up to $50 (single transaction)
Over $50
AO
FC
10. Safe Keys FC and Tr
11. Receipt of cash & cheques AO
12. Banking of cash & cheques AC
13. Annual / sick leave LM
14. Maternity / Paternity
Leave
CE (or in case of CE, Ch or Tr)
15. Contracts of Employment All staff Ch, Tr or S
KEY: Ch = Chairperson; Tr = Treasurer; S = Secretary; BM = Board Member
CE = Chief Executive; OM = Operations Manager; FC = Financial Controller;`
AO; Accounts Officer; AC = Accounts Clerk; SO = Senior Officer; LM = Line Manager.

A4 © Mango 2017
Appendix 3: Bank Book – Receipts Page
MILESTONE
PROJECT:
Bank
Book
–
Receipts
January
Year
9
1
2
3
4
5
6
7
8
9
10
11
A
N
A
L
Y
S
I
S
O
F
R
E
C
E
I
P
T
S
C
A
T
E
G
O
R
Y
Date
Details
of
transaction
Recpt.
No.
Cost
Centre
Total
UC*
Grant
DFID
1010
Grant
SMILE
1020
Donations
&
fundr’g
1120
Sales
1130
Training
Fees
1140
Other
[add
code]
03/01
Cash
received
for
sales
goods
46m
03
250.00
250.00
10/01
Donation
from
Mrs
Dlamini
21c
01
100.00
100.00
21/01
Course
fees
03b
02
2,000.00
2,000.00
23/01
Misc.
sales
04b
02
500.00
500.00
28/01
Course
fees
47m
03-01
1,500.00
`
1,500.00
30/01
4
th
qtr,
SMILE
grant
05b
01
10,000.00
10,000.00
PAGE
TOTAL
14,350.00
-
10,000.00
100.00
750.00
3,500.00
Plus:
Balance
brought
forward
from
last
month:
7,894.96
Less:
Total
Payments
for
the
month
:
(11,692.08)
Balance
carried
forward
to
next
month
10,552.68
*UC
=
Unit
of
currency

© Mango 2017 A5
Appendix 4: Bank Book – Payments Page
MILESTONE
PROJECT:
Bank
Book
–
Payments
January
Year
9
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
A
N
A
L
Y
S
I
S
O
F
P
A
Y
M
E
N
T
S
C
A
T
E
G
O
R
Y
Date
Payee/
details
of
transaction
Cheque
or
ref.
no.
Cost
Centre
Amount
Paid
UC
*
Postage
&
Stat’y
3050
Rent,
Ins
&
Utilities
3070
Repairs
&
Renewals
3080
Tel/fax
3090
Salary
&
Benefits
4030
Travel
&
Subs
4040
Fuel
5010
Food
&
Accom.
6020
Training
Materials
6030
Other
[add
code]
03/01
SPM
Lettings
13571
01
400.00
400.00
03/01
Petty
cash
imprest
13572
02
176.54
14.00
15.00
30.00
73.00
44.54
03/01
Safeway
Insurance
Co.
-
office
13573
01
789..00
789.00
04/01
Newman’s
Garage
–
December
13574
03
1362.00
1362.00
04/01
NGO
Assembly
–
room
hire
13575
01
50.00
50.00
04/01
Pat's
Restaurant
–
deposit
13576
01
150.00
150.00
04/01
H.
Brown
–
December
travel
13577
02
65.35
65.35
10/01
JS
Supplies
–
December
13578
02
672.34
75.75
288.70
307.89
10/01
SEB
–
Electricity
December
13579
01
375.21
375.21
11/01
Pat's
Restaurant
–
balance
due
13580
01
675.00
675.00
11/01
D&J
Timber
Supplies
–
stocks
13581
02
1,085.19
1,085.19
12/01
Office
Supplies
Ltd,
desk/chair
13582
01
1,000.00
1,000.00
[0110]
13/01
Petty
cash
imprest
13583
01&02
199.15
65.44
20.56
7.50
86.15
19.50
21/01
Jo
Joshi
-
Nov/Dec.
travel
13584
03
135.00
135.00
25/01
Telecoms
–
phone
bill
13585
01
657.30
657.30
29/01
J.
Joshi
–
January
salary
13586
03
2,300.00
2,300.00
29/01
H.
Brown
–
volunteer
allowance
13587
01
800.00
800.00
29/01
P.
Khan
-
volunteer
allowance
13588
03-02
800.00
800.00
PAGE
TOTAL
:
11,692.08
155.19
1,564.21
309.26
657.30
3,900.00
222.85
1,478.15
948.00
1,457.12
1,000.00
*
UC
=
Unit
of
currency

A6 © Mango 2017
Appendix 5: Petty Cash Book
MILESTONE
PROJECT
–
PETTY
CASH
BOOK
Period
covered:
1
to
12
January
Year
9
ANALYSIS
OF
PAYMENTS
Date
PCV
No.
Details
of
transaction
or
cheque
reference
Cash
In
UC*
Cash
Out
UC*
Cash
Balance
UC*
Postage
&
stat’y
3050
Repairs
&
Renewals
3080
Travel
&
Subs
4040
Fuel
5010
Food
&
Accom
6020
Training
Mats.
6030
Other
3/1
Cash
balance
brought
forward:
23.46
-
23.46
-
-
-
-
-
-
-
3/1
-
Top
up
cheque
no.
013572
176.54
-
200.00
3/1
1
Milk
&
coffee
for
office
-
10.57
189.43
10.57
3/1
2
Calculator
batteries
-
9.99
179.44
9.99
5/1
3
Stamps
-
7.00
172.44
7.00
6/1
4
Petrol
–
Jo’s
van.
Bldg
dept
-
45.00
127.44
45.00
7/1
5
Fax
paper
-
13.49
113.95
13.49
10/1
6
OHP
materials,
pads
&
pens
-
29.45
84.50
9.95
19.50
10/1
7
Petrol
for
Hari's
car
-
35.65
48.85
35.65
11/1
8
Oil
for
Hari’s
car
-
5.50
43.35
5.50
12/1
9
DHL
to
New
York
-
35.00
8.35
35.00
12/1
10
Lunch/bus
fare,
Treasurer
-
7.50
0.85
7.50
PAGE
TOTAL:
200.00
A
199.15
B
0.85
C
65.44
20.56
7.50
86.15
-
19.50
*UC
=
Unit
of
currency
Total
A
must
=
B
+
C

© Mango 2017 A7
Appendix 6: Bank Reconciliation Form
Milestone Project, Bank Reconciliation
Bank account details: RNU Bank, Current account no. 00067891
Bank statement date: 31 January Year 9
Bank statement sheet number: 37
A. Balance as on bank statement: 12,024.98
Less payments in cashbook, not on statement
04/01 chq no. 13575 NGO Assembly (50.00)
25/01 chq no. 13585 Telecomms Co. (657.30)
29/01 chq no. 13586 J. Joshi (2,300.00)
B. Total deduction (3,007.30)
Plus receipts in cashbook, not on statement
28/01 Course fees 1,500.00
C. Total addition 1,500.00
D. Adjusted bank balance 10,517.68
E. Balance in bank book 10,552.68
Plus receipts on statement, not in cashbook
None
F. Total addition 0.00
Less payments on statement, not in cashbook
Bank charges (35.00)
G. Total deduction (35.00)
H. Balance in Bank Book [after adjustments] 10,517.68
Reconciliation performed by: A.D.Ministrator
Signed: ADM Date: 7 Feb Y9
Reconciliation checked by: A. Treasurer
Signed: AT Date: 9 Feb Y9

A8 © Mango 2017
Appendix 7: Receipts & Payments Account
Receipts and Payments Account for the Milestone Project (MTTI)
1 January to 31 December Year 8
UC UC
Opening balance cash and bank 2,880
RECEIPTS
Donor grants Received:
 DFID 48,000
 SMILE Trust 43,000
Donations & fundraising 750
Training fees 13,540
Sales 11,406
Bank interest 832
Total receipts 117,528
PAYMENTS
Personnel costs 46,580
Training expenses 20,588
Vehicle running expenses 14,886
Audit/accountancy 510
Bank charges 455
Board meetings 2,156
Postage & stationery 4,768
Publicity 396
Rent & utilities 9,985
Repairs & renewals 689
Telephones & fax 9,450
Office Equipment 1,850
Total payments (112,313)
Closing balance cash and bank 8,095
UC = Unit of Currency

© Mango 2017 A9
Appendix 8: Income & Expenditure Account
Milestone Project (MTTI)
Statement of Income & Expenditure for the year ended 31 December Year 8
INCOME: UC UC
Year 7
UC
Donor Income:
-DFID 48,000 45,000
-SMILE Trust 48,000 96,000 45,000
Other Income:
-Donations & Fundraising 6,750 6,600
-Training Fees 14,640 12,250
-Sales 11,765 6,768
-Bank Interest 832 33,987 698
TOTAL INCOME: 129,987 116,316
EXPENDITURE:
Personnel Costs 52,580 48,780
Training Expenses 20,588 18,743
Vehicle Running Expenses 15,686 12,670
Depreciation 12,455 13,633
Administration:
-Audit/Accountancy 587 500
-Bank Charges 455 387
-Board Meetings 2,057 1,480
-Postage & Stationery 4,838 6,776
-Publicity 396 325
-Rent & Utilities 9,994 6,524
-Repairs & Renewals 539 324
-Telephones & Fax 9,341 28,207 6,803
TOTAL EXPENDITURE: 129,516 116,945
EXCESS OF INCOME /(EXPENDITURE) FOR THE YEAR: 471 (629)
UC = Unit of Currency`

A10 © Mango 2017
Appendix 9: Balance Sheet
Milestone Project (MTTI)
Balance Sheet as at 31 December Year 8
Year 8 Year 8 Year 7
Note UC UC UC
Fixed Assets
Tangible Assets 1 112,091 122,696
Current Assets
Cash at bank and in hand 8,095 2,880
Grants Receivable 10,000 5,000
Debtors 2 2,459 1,000
20,554 8,880
Current Liabilities payable within 12 months
Creditors and accruals 3 3,262 2,664
Net Current Assets 17,292 6,216
Net Assets 129,383 128,912
Represented by:
FUNDS 4
General Purposes Fund 13,292 6,216
Designated Fund – Equipment
Replacement 4,000 -
Designated Fund – Fixed Assets 112,091 122,696
Total Funds 129,383 128,912
[UC = Unit of Currency]

© Mango 2017 A11
Appendix 10: Notes to the Accounts
Note 1 – Fixed Assets
UC UC
Value at 1 January 122,696 130,329
Plus: Additions during the year 1,850 6,000
Less: Depreciation for wear & tear (12,455) (13,633)
112,091 122,696
Note 2 – Schedule of Debtors as at 31 December Year 8
Description UC
Training fees due for Year 8 courses 2,100.00
Misc. sales invoices 359.00
Total Debtors & Prepayments 2,459.00
Note 3 – Schedule of Creditors& Accruals as at 31 December Year 8
Payee Description UC
ML Electricity Co. December electricity bill 375.21
Telecomms Ltd December telephone a/c 657.30
City Stationers Ltd Photocopying paper 145.25
Newman's Garage December petrol, new tyres 1,362.00
J. Joshi Travel expenses for December 135.00
PWC Audit fee for Year 8 audit (est.) 587.00
Total Creditors & Accruals 3,261.76
Note 4 – Accumulated Funds
Year 8
UC
Year 7
UC
Balance at beginning of the year 128,912 129,541
Plus surplus/(less deficit) for period 471 (629)
Balance at the end of the year 129,383 128,912
The designated fund for fixed assets (or Capital Fund) represents the resources invested
in the organisation’s tangible fixed assets, and which are therefore not readily available
for other purposes.

A12 © Mango 2017
Appendix 11: Income & Expenditure budget
Milestone (MTTI) Income & Expenditure Budget
Account
code
Budget item
Total budget
UC
INCOME
DONORS 1010 DFID 90,000
1020 Smile Trust 90,000
1030 Vanguard Society 15,000
OTHER 1110 Bank Interest 1,000
1120 Donations & fundraising 8,000
1130 Sales 24,800
1140 Training Fees 42,500
Total Income: 271,300
EXPENDITURE
ADMINISTRATION 3010 Audit/accountancy 4,500
3020 Bank charges 600
3030 Board Meetings 1,200
3040 Depreciation 6,000
3050 Postage & stationery 7,500
3060 Publicity 1,500
3070 Rent & utilities 9,000
3080 Repairs & renewals 1,500
3090 Telephones/fax 6,300
STAFF 4010 In-service training 4,500
4020 Recruitment 0
4040 Travel & subsistence 3,000
VEHICLE RUNNING 5010 Fuel 9,000
5020 Vehicle Insurance 18,000
TRAINING 6010 Fees & honoraria 3,000
6020 Food & accommodation 16,000
6030 Training Materials 92,200
Total Expenditure: 271,300
Surplus/ (deficit) 0

© Mango 2017 A13
Appendix 12: Capital budget
Milestone (MTTI) Capital Budget
Funding request to ABC Philanthropy Foundation
Submitted 22 September <Year 9>
Budget item UC
0110 Office equipment 21,900
Computers 5,600
Printers 800
Desks & chairs 13,100
Smart phones 2,400
0120 Project equipment 44,900
Generators 18,500
Tooling machinery 26,400
0130 Vehicles 114,900
Mobile workshop lorry 82,000
Conversion works 14,600
Motorcycles 18,300
SUB-TOTAL 181,700
Contingency 10% 18,170
GRAND TOTAL 199,870

A14 © Mango 2017
Appendix 13: Cashflow Forecast
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
Incoming
cash
DFID
grant
18,000
0
0
24,000
0
0
24,000
0
0
24,000
0
0
Smile
Trust
grant
0
0
22,500
0
0
22,500
0
0
22,500
0
0
22,500
Vanguard
Society
grant
0
0
7,500
0
0
0
7,500
0
0
0
0
0
Bank
Interest
40
5
0
0
71
0
0
74
0
26
96
0
Sales
income
2,000
2,000
2,000
2,000
2,000
2,000
1,500
1,800
2,000
2,000
2,500
3,000
Donations
0
0
2,000
0
0
2,000
0
0
2,000
0
0
2,000
Training
fees
3,500
7,000
0
7,000
3,500
0
0
7,000
3,500
0
7,500
3,500
A.
TOTAL
CASH
IN
23,540
9,005
34,000
33,000
5,571
26,500
33,000
8,874
30,000
26,026
10,096
31,000
Outgoing
cash
Administration
costs
2,000
2,000
5,000
2,000
2,000
7,100
2,000
2,000
2,000
2,000
2,000
2,000
Staff
costs
5,600
5,600
5,600
5,600
5,600
5,600
6,200
6,200
6,200
6,200
6,200
6,400
Vehicle
Running
costs
22,000
2,500
2,500
3,000
2,500
2,500
3,000
2,500
2,500
3,000
2,500
2,500
Training
programme
1,000
25,000
2,000
2,000
25,000
1,000
2,000
25,000
2,000
1,000
25,000
200
B.
TOTAL
CASH
OUT
30,600
35,100
15,100
12,600
35,100
16,200
13,200
35,700
12,700
12,200
35,700
11,100
C.
Net
cash
flow
[A
-
B]
(7,060)
(26,095)
18,900
20,400
(29,529)
10,300
19,800
(26,826)
17,300
13,826
(25,604)
19,900
D.
Cash
balance
at
start
of
month
8,095
1,035
(25,060)
(6,160)
14,240
(15,289)
(4,989)
14,811
(12,015)
5,285
19,111
(6,493)
E.
Cash
balance
at
end
of
month
[C
+
D]
1,035
(25,060)
(6,160)
14,240
(15,289)
(4,989)
14,811
(12,015)
5,285
19,111
(6,493)
13,407
Milestone
Project
Summary
Cash
Flow
Forecast:
1
January
to
31
December
Year
9

© Mango 2017 A15
Appendix 14: Budget Worksheet
UC*
UC*
A
Project
Staff
Costs
30,300
A1
Metalwork
trainer
salary
Month
12
1
1775
21,300
1
x
full
time
post
4030
A2
Government
taxes
Month
12
1
212.5
2,550
Approx.
12%
of
salary
4030
A3
Medical
Insurance
Lumpsum
1
1
4,300
4,300
20%
of
salary
(rounded
up)
4030
A4
Staff
training
Day
5
2
150
1,500
2
x
5
days
technical
training
in
RSA
4010
A5
Meal
allowances
Day
10
12
4
480
Average
10
days
per
month
4040
A6
Study
tour
bus
fare
Person
2
1
85
170
To
Johannesburg
4040
B
Project
Inputs
76,700
B1
Fuel
Kilometer
5,000
1
0.5
2,500
Estimate
based
on
last
year
5010
B2
Insurance
for
project
vehicle
Lumpsum
1
1
6,000
6,000
As
per
quotation
5020
B3
Vehicle
maintenance
Quarter
4
1
2,000
8,000
Estimate
based
on
last
year
5030
B4
Fees
for
guest
tutors
Day
3
4
125
1,500
4
workshops,
3
days
each
6010
B5
Food
&
accommodation
Participant
20
4
100
8,000
18
trainees
plus
2
trainers,
4
workshops
6020
B6
Training
materials
Lumpsum
1
4
12,675
50,700
Raw
materials
and
tools
as
quotation
6030
TOTAL
DIRECT
PROJECT
COSTS
107,000
*
UC
=
Unit
of
Currency
Milestone
project:
Metalwork
Department
Budget
Worksheet
(Direct
Project
Costs)
Budget
Period:
1
January
to
31
December
Year
9
Account
code
Notes
Total
Line
ref.
Budget
Item
Unit
Type
No.
Units
Frequ-
ency
Unit
Cost

A16 © Mango 2017
Appendix 15: Summary budget
Milestone Summary Budget - Metalwork Dept.
Direct project costs, 1 January to 31 December Year 9
Code Budget item
Total
UC
INCOME
DONORS 1010 DFID 35,000
1020 Smile Trust 36,000
1030 Vanguard Society 15,000
OTHER 1120 Donations & fundraising 3,000
1130 Sales 9,500
1140 Training Fees 21,200
Total Income: 119,700
EXPENDITURE
STAFF 4010 In-service training 1,500
4040 Travel & subsistence 650
VEHICLE RUNNING 5010 Fuel 2,500
5020 Vehicle Insurance 6,000
TRAINING 6010 Fees & honoraria 1,500
6020 Food & accommodation 8,000
6030 Training Materials 50,700
Total Expenditure: 107,000
Surplus/(deficit) before overheads 12,700

© Mango 2017 A17
Appendix 16: Consolidated Budget
Milestone (MTTI) Consolidated Budget
Total
Budget
Cost Centre Budgets :
01
Co-ordination
Dept.
02
Building
Dept.
03
Metalwork
Dept.
INCOME UC UC UC UC
DONORS DFID 90,000 20,000 35,000 35,000
Smile Trust 90,000 18,000 36,000 36,000
Vanguard Society 15,000 0 0 15,000
OTHER Bank Interest 1,000 1,000 0 0
Donations & fundraising 8,000 2,000 3,000 3,000
Sales 24,800 0 15,300 9,500
Training Fees 42,500 100 21,200 21,200
Total Income: 271,300 41,100 110,500 119,700
EXPENDITURE
ADMINISTR-
ATION
Audit/accountancy 4,500 1500 1500 1500
Bank charges 600 200 200 200
Board Meetings 1,200 400 400 400
Depreciation 6,000 2,000 2,000 2,000
Postage & stationery 7,500 2,500 2,500 2,500
Publicity 1,500 500 500 500
Rent & utilities 9,000 3,000 3,000 3,000
Repairs & renewals 1,500 500 500 500
Telephones/fax 6,300 2,100 2,100 2,100
STAFF Salaries 47,700 0 23,850 23,850
Housing costs 7,200 7,200 0 0
Medical insurance 8,600 0 4,300 4,300
In-service training 4,500 1,500 1,500 1,500
Recruitment 0 0 0 0
Travel & subsistence 3,000 1,700 650 650
VEHICLE
RUNNING
Fuel 9,000 4,000 2,500 2,500
Vehicle Insurance 18,000 6,000 6,000 6,000
Vehicle maintenance 24,000 8,000 8,000 8,000
TRAINING Fees & honoraria 3,000 0 1,500 1,500
Food & accommodation 16,000 0 8,000 8,000
Training Materials 92,200 0 41,500 50,700
Total Expenditure: 271,300 41,100 110,500 119,700
Surplus/deficit 0 0 0 0

A18 © Mango 2017
Appendix 17: Budget Compared to Actual Report
TOTAL
VARIANCE
VARIANCE
BUDGET
BUDGET
ACTUAL
(adv)/fav
%
NOTES
UC*
UC
UC
UC
UC
Donors
DFID
90,000
25,000
25,000
0
0%
Smile
Trust
90,000
25,000
25,000
0
0%
Vanguard
Society
15,000
3,750
6,350
2,600
69%
Project
tools
purchased/reimbursed
early
Other
Bank
Interest
1,000
250
205
(45)
-18%
Donations
8,000
2,000
350
(1,650)
-83%
Fundraising
strategy
to
be
reviewed
Sales
24,800
6,200
5,462
(738)
-12%
Training
Fees
42,500
14,167
14,500
333
2%
TOTAL
271,300
76,367
76,867
500
0.7%
Expenditure
(includes
commitments)
Administration
Audit
fees
4,500
0
0
0
0%
Bank
charges
600
150
105
45
30%
Board
Meeting
1,200
150
127
23
15%
Depreciation
6,000
0
0
0
0%
Year
end
book
adjustment
Post
&
stationery
7,500
1,875
636
1,239
66%
Delay
in
printing
the
annual
report
Publicity
1,500
375
200
175
47%
Rent,
ins.
&
utilities
9,000
2,250
2,100
150
7%
Repairs
&
renewals
1,500
375
327
48
13%
Telephones/fax
6,300
1,575
1,982
(407)
-26%
Aware
of
problem,
making
efforts
to
improve
Staff
Salaries
&
benefits
63,500
15,875
15,150
725
5%
In-service
training
4,500
1,125
1,000
125
11%
Recruitment
0
0
0
0
-
Travel
&
subs.
3,000
750
835
(85)
11%
Vehicle
Running
Fuel
9,000
2,250
3,675
(1,425)
-63%
Error
on
our
original
budget
–
request
review
Vehicle
Insurance
18,000
17,500
17,500
0
0%
Vehicle
maintenance
24,000
6,000
5,608
392
7%
Training
Fees
&
honoraria
3,000
750
500
250
33%
Food
&
accomm.
16,000
4,000
4,930
(930)
-23%
Costs
for
April
course
incurred
in
this
quarter
Training
Materials
92,200
23,050
26,450
(3,400)
-15%
Costs
for
April
course
incurred
in
this
quarter
TOTAL
271,300
78,050
81,125
(3,075)
-4%
SURPLUS/(DEFICIT)
0
(1,683)
(4,258)
(2,575)
1
January
to
31
March
Income
(
actual
=
receipts)
Milestone
Project
-
Budget
Compared
to
Actual
Report:
1
January
to
31
March
Year
9

© Mango 2017 A19
Appendix 18: Donor Report
DFID
No.12345
30
Sept
Year
9
31
Dec
Year
9
Rate
applied:
3.75
1
2
3
4
[2
-
3]
5
6
7
8
[7
-
4]
Annual
Budget
last
Actual
last
Balance
Spent
to
Spent
to
Budget
next
Grant
See
Budget
quarter
quarter
remaining
date
date
quarter
request
note
GBP
GBP
GBP
GBP
GBP
%
GBP
GBP
Audit
fees
1,200
0
0
0
1,267
106%
0
0
Bank
charges
160
40
29
11
91
57%
32
21
Board
Meeting
320
27
23
4
303
95%
27
23
Depreciation
1,600
0
0
0
0
0%
1,600
1,600
Post
&
stationery
2,000
500
426
74
1,814
91%
187
113
1
Publicity
400
100
43
57
189
47%
200
143
Rent,
ins.
&
utilities
2,400
600
586
14
1,745
73%
573
560
Repairs
&
renewals
400
100
57
43
212
53%
187
143
Telephones/fax
1,680
420
572
(152)
1,548
92%
415
567
2
Salaries
&
benefits
16,933
4,233
4,280
(47)
12,411
73%
4,280
4,327
In-service
training
1,200
300
859
(559)
1,170
98%
30
589
3
Recruitment
0
0
0
0
36
-
0
0
Travel
&
subs.
800
200
210
(10)
585
73%
195
205
Fuel
2,400
600
773
(173)
2,622
109%
874
1,047
4
Vehicle
Insurance
4,800
0
40
(40)
4,720
98%
0
40
Vehicle
maintenance
6,400
1,600
1,297
303
5,087
79%
1,307
1,004
Fees
&
honoraria
800
200
400
(200)
653
82%
147
347
Food
&
accomm.
4,267
1,067
1,027
40
3,501
82%
1,040
1,000
Training
Materials
24,587
6,147
6,157
(11)
18,455
75%
6,133
6,144
72,347
16,133
16,780
(647)
56,409
78%
17,226
17,873
24,000
5,324
5,537
(213)
18,615
78%
5,385
5,599
33%
33%
33%
33%
33%
33%
31%
Schedule
of
DFID
grants
received/due:
GBP
Qtr
1
6,667
Qtr
2
5,867
Qtr
3
5,867
Qtr
4
5,599
TOTAL
24,000
Total
apportioned
to
DFID:
%
apportioned
to
DFID:
STATEMENT
OF
ACTUAL
EXPENDITURE
FOR
QUARTER
ENDING:
AND
ESTIMATED
EXPENDITURE
FOR
QUARTER
ENDING:
Budget
items:
Staff
Vehicle
Running
Training
Administration
TOTAL

A20 © Mango 2017
Appendix 19: Budget Forecast
TOTAL
TOTAL
Forecast
Q4
TOTAL
BUDGET
Q1
Q2
Q3
to
30
Sept
Oct-Dec
ANTICIPATED
Income
UC
UC
UC
UC
UC
UC
UC
DFID
90,000
25,000
22,000
22,000
69,000
21,000
90,000
Smile
Trust
90,000
25,000
25,000
25,000
75,000
15,000
90,000
Vanguard
Society
15,000
6,350
0
8,500
14,850
0
14,850
Bank
Interest
1,000
205
196
226
627
200
827
Donations
8,000
350
895
3,250
4,495
800
5,295
Sales
24,800
5,462
4,670
6,785
16,917
7,000
23,917
Training
Fees
42,500
14,500
6,900
11,200
32,600
9,500
42,100
TOTAL
271,300
76,867
59,661
76,961
213,489
53,500
266,989
Expenditure
Audit
fees
4,500
0
4,750
0
4,750
0
4,750
Bank
charges
600
105
125
110
340
120
460
Board
Meeting
1,200
127
924
85
1,136
100
1,236
Depreciation
6,000
0
0
0
0
6,000
6,000
Post
&
stationery
7,500
636
4,568
1,598
6,802
700
7,502
AGM
costs
were
under
estimated
Publicity
1,500
200
350
160
710
750
1,460
Expect
the
major
event
in
November
Rent,
ins.
&
utilities
9,000
2,100
2,243
2,199
6,542
2,150
8,692
Expenditure
levels
are
generally
on
track.
Repairs
&
renewals
1,500
327
256
213
796
700
1,496
Major
repairs
expected
in
the
month
of
December
Telephones/fax
6,300
1,982
1,678
2,145
5,805
1,558
7,363
Phone
rates
were
raised
by
phone
company
Salaries
&
benefits
63,500
15,150
15,340
16,050
46,540
16,050
62,590
On
track
In-service
training
4,500
1,000
167
3,222
4,389
111
4,500
Last
Qtr
will
not
be
very
busy
Recruitment
0
0
135
0
135
0
135
Travel
&
subsistence
3,000
835
569
789
2,193
731
2,924
Estimate
based
on
activity
plan
Fuel
9,000
3,675
3,257
2,900
9,832
3,277
13,109
Estimate
based
on
activity
plan
Vehicle
Insurance
18,000
17,500
50
150
17,700
0
17,700
Vehicle
maintenance
24,000
5,608
8,603
4,865
19,076
4,900
23,976
Estimate
based
on
activity
plan
Fees
&
honoraria
3,000
500
450
1,500
2,450
550
3,000
On
track
Food
&
accomm.
16,000
4,930
4,350
3,850
13,130
3,900
17,030
Training
Materials
92,200
26,450
19,667
23,090
69,207
23,000
92,207
TOTAL
271,300
81,125
67,482
62,926
211,533
64,597
276,130
SURPLUS/(DEFICIT)
-
(4,258)
(7,821)
14,035
1,956
(11,097)
(9,141)
Actual
-
1
January
to
30
September
Milestone
Project
-
Budget
Forecast
to
31
December
Year
9

© Mango 2017 A21
Appendix 20: Financial Management Work Plan
Financial
Management
Work
Plan
KEY:
-
-
-
-
-
=
daily
x
=
no.
weeks
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
FINANCIAL
ACCOUNTING
ROUTINES
Banking
Daily
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
Payroll
Monthly
x
x
x
x
x
x
X
X
x
x
x
x
Prepare
Payment
vouchers/cheques
Daily
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
Prepare/check
Purchase
Orders
Daily
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
Reimburse/reconcile
p.cash
/
advances
Weekly
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
Update
Cash
Book
Weekly
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
Bank
reconciliation
Monthly
x
x
x
x
x
x
X
X
x
x
x
x
Trial
Balance
Monthly
x
x
x
x
x
x
X
X
x
x
x
x
Filing
Daily
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
-----------
Update
stock
records
Weekly
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
Reconcile
stock
records
Monthly
x
x
x
x
x
x
X
x
x
x
x
x
YEAR
END
Year-end
reconciliation
Annual
-----------
Prepare
financial
statements
Annual
-----------
Prepare
year-end
schedules
Annual
-----------
Auditor's
visit
Annual
x
Income
Tax
annual
return
Annual
-----------
BUDGETING
Prepare
first
draft
budgets
Annual
xxxx
Revise
budgets
Annual
x
x
Budget
to
Board
for
approval
Annual
x
REPORTS
Prepare
Budget
Monitoring
Report
Quarterly
x
x
X
x
Prepare
Cash
Flow
Report
Monthly
x
x
x
x
x
x
X
x
x
x
x
x
Prepare
Donor
Reports
-
DFID
Quarterly
x
x
x
x
-
USAID
Quarterly
x
x
X
x
REVIEWS
Assets
Register
Quarterly
x
x
X
x
Insurance
cover
Six
months
x
x
Chart
of
Accounts
Annually
x
Delegated
Authorities
Six
months
x
x
Pay
award
Annually
x
Update
Finance
Manual
Annually
x

A22 © Mango 2017
Appendix 21: Sample Expenses Claim Form
Expenses/Cash Advance Claim Form
NAME: ____________________________
POSITION: ____________________________
Date Details of journey and/or
type of allowance being claimed:
Receipt
attached
✓
Amount
claimed
TOTAL CLAIMED :
I confirm that the above expenses have been/will be* necessarily incurred by me during
the course of my duties.
* Delete as appropriate
SIGNED: _________________________ DATE: _____________
AUTHORISED: ___________________________ DATE: _____________
RECEIVED BY: ___________________________ DATE: _____________

© Mango 2017 A23
Appendix 22: Sample Fixed Asset Register
Fixed Assets Register
REF:
Name of Asset:
Description:
Make/Model: Serial No.:
Date Of Purchase: Supplier:
Purchase Price: Invoice No:
Location Of Asset:
Depreciation Period: Depreciation
Method:
Depreciation/Repairs/Insurance Schedule:
Date Details Cost / Valuation

A24 © Mango 2017
Appendix 23: Sample Payment Voucher
Payment Voucher
Date: Amount:
Supplier or payee
details
Cheque No. or
PCV Reference:
Invoice No.: Order No.:
COST CENTRE Or
DEPT. REFERENCE:
BUDGET CATEGORY /
CODE:
DETAILS OF PAYMENT OR REQUEST FOR FUNDS:
HAVE ESTIMATES/QUOTATIONS BEEN OBTAINED? YES/NO
If yes, please attach copies and indicate preferred supplier with reasons.
If no, please state why not obtained.
CHECKED BY:
ORIGINATED BY:
DATE:
AUTHORISED BY:
DATE:
ENTERED IN RECORDS
BY:
DATE:

© Mango 2017 A25
Appendix 24: Sample Vehicle Log Sheet
Vehicle Log sheet
Vehicle
Log
Sheet
Vehicle
registration
no:_________________________
DATE
OF
JOURNEY
DESTINATION/JOURNEY
DETAILS
DEPT.
KM
READING
FUEL
PURCHASED
DRIVER
SIGNATURE
START
FINISH
COST
#
LITRES
Total
KMs
run
/
petrol
purchased
this
month

A26 © Mango 2017
Appendix 25: A Checklist for Good Practice
A. Minimum Requirements
Standard Why
 A valid supporting document for every
transaction, (securely filed and stored for the
minimum period required.)
Protection for staff, evidence and details of
transaction.
 A cash book for every bank account,
reconciled every month.
To organise and summarise transaction
information; check for errors and omissions.
 A Chart of Accounts – used consistently in the
accounting records and budgets
Principle of consistency; to facilitate production of
financial reports.
 A budget detailing costs and anticipated
income for all operations.
Planning, fundraising, control and reporting.
 Clear delegation of authority – from governing
body through the line management structure.
To know who is responsible for what and within
what limits.
 Separation of duties – sharing finance admin
duties between at least two people
To prevent temptation to steal and reduce
opportunity to commit fraud; to share the load.
 Annual financial statements – preferably
audited by an independent person.
Accountability to stakeholders; transparency.
B. Good Practice
Standard Why
 Additional accounting records when staff
employed (wages book) or assets owned
(Assets Register).
To meet statutory and audit requirements; for
control purposes.
 Budgets based on real activity plans, which
include the full cost of running a project.
Realistic, more likely to meet targets.
 Budgets with clear calculations and notes. Easy to read and make adjustments. Easy to
justify calculations.
 Separate core costs budget. Encourages active management and financing
strategy for core costs
 Monthly cash flow forecast. Helps to identify and take action to avoid short-
term cash flow problems.
 Use of Cost Centres for multiple donors
and/or projects.
To separate restricted funds and related
transactions to facilitate reporting to managers
and donors.
 Funding grids for multiple donors situations. To avoid double-funding situations and identify
areas of shortfall.
 Budget monitoring reports each month. To monitor progress; control purposes.
 Written policies and procedures To prevent confusion about organisation rules and
expected practice.
 Diversified income – mix of restricted and
unrestricted funds.
Less vulnerable to financial shocks; helps to build
up reserves.
 A reasonable level of reserves. Less vulnerable to financial shocks; helps
overcome cashflow problems

© Mango 2017 A27
Appendix 26: Integrating Financial Management Checklist
Statement of practice
True
Some-
times
Not
true
1. The Chief Executive takes an active interest in financial management issues. 3 2 1
2. Programme staff’s job descriptions set out specific financial management roles
and responsibilities.
3 2 1
3. Programme staff receive financial management training, either on formal
courses or as ‘on-the-job’ training.
3 2 1
4. Senior managers lead by example and comply with the financial policies and
procedures.
3 2 1
5. Programme staff generally comply with accounting requirements and
procedures.
3 2 1
6. Programme staff never complain that financial policies and procedures are too
bureaucratic or impractical.
3 2 1
7. If any member of staff does not follow the policies and procedures, this leads to
some kind of sanction or warning (as opposed to people getting away with it).
3 2 1
8. Finance policies and procedures written down (for example in a Finance Manual)
and circulated to all staff.
3 2 1
9. Non-finance staff are consulted on the practicality and ‘user friendliness’ of
financial paperwork (e.g. vehicle log sheets, payment forms and expenses
claims).
3 2 1
10. Finance staff and programme staff meet regularly to discuss programme plans
and progress on objectives.
3 2 1
11. Programme staff receive regular budget monitoring reports and use them for
managing their programmes?
3 2 1
12. The Chart of Accounts (a list of accounts codes/categories) is made available to
programme staff.
3 2 1
13. The finance staff are known to be approachable and willing to discuss queries
with programme staff.
3 2 1
14. The finance department ‘valued’ by the organisation – e.g. it is adequately
resourced; it is represented on the management team.
3 2 1
15. Finance staff are involved in the strategic planning process. 3 2 1
16. Budgets are delegated, and managed and implemented at project level. 3 2 1
17. Finance staff are involved in the annual budgeting process. 3 2 1
18. Programme staff are involved in the annual budgeting process. 3 2 1
19. The senior financial officer never complains of being bogged down by day to day
paperwork and authorisation duties.
3 2 1
20. Senior programme staff are authorised to sign documentation on behalf of the
NGO, within specified limits (e.g. purchase orders, cheques, contracts).
3 2 1

A28 © Mango 2017
Instructions
Go through the 20 questions and answer them as honestly as possible, circling the number
which most closely reflects the situation in your NGO.
Add up your scores. Then use the table below to assess the level of integration of financial
management in your NGO, and the impact that might have on your work.
Scores:
20-30 Your organisation has a low level of integration of financial management. This
could lead to misunderstandings and conflict between programme and finance
staff teams; inefficient procedures; and ineffective use of resources. Staff may
waste time, and not feel confident about finances. Plan a strategy to raise the
profile of financial management in the organisation so that it eventually becomes
second nature for everyone, and embedded across the organisation.
31-49 Your organisation has a reasonable level of integration of financial management.
But you could easily improve matters with some careful planning. Further
improvements may be very useful, helping prevent misunderstandings and
conflict; making procedures more efficient; helping staff do their jobs better and
more efficiently; and making more effective use of resources. For instance, a good
first step might be to review the findings of the self-assessment with some of your
managers and discuss what you can do better.
50-60 Congratulations! Your organisation has a high level of integration of financial
management. But don’t be complacent – make sure that the culture of financial
management stays embedded in your organisation. Use every opportunity to keep
financial management issues on the agenda. For example, make sure that new
staff and Board members receive regular training and financial information. And
make sure finance staff keep up their friendly and hard working attitude!

© Mango 2017 A29
Appendix 27: Mango’s Health Check
Mango’sHealthCheck
Howhealthyisfinancialmanagementinyour
not-for-profitorganisation?
Version 3
2009

Mango’s Finance Health Check
© Mango 1
Contents
Introduction .................................................................................... 1
Sections:
1 Planning & budgeting .................................................................................... 3
2 Basic Accounting systems .................................................................................... 4
3 Financial reporting .................................................................................... 5
4 Internal controls .................................................................................... 6
5 Grant management .................................................................................... 7
6 Staffing .................................................................................... 8
Interpreting your score .................................................................................... 9
Additional Resources .................................................................................... 10
Glossary .................................................................................... 11
About Mango
Mango is a UK based charity which exists to strengthen the financial management of not-for-profit
organisations, including NGOs. Mango publishes freely available tools, like this one, as well as
running training courses and providing finance staff to work with NGOs. See www.mango.org.uk for
more details.
What can Mango’s Health Check do?
Mango’s Financial Health Check can help you assess the health of your organisation’s financial
management. It is designed as a self assessment tool so that you can identify the areas where you
need to improve.
The Health Check is a set of statements of good practice. They cover all the key areas of NGO
financial management. For each statement, you need to consider how well your own organisation is
in line with good practice. By the end of the Health Check you will be able to tell if the financial
management in your organisation is healthy or sick - and whether you need to call a doctor!
You may like to run the Health Check again after a year or two, to assess and monitor your progress.
What can Mango’s Health Check NOT do?
Every organisation is different and financial management systems must reflect this. A ‘one size fits
all’ approach cannot work. But the key aspects of good practice are the same for most organisations
most of the time. The Health Check focuses on those key aspects. They are the foundation stones of
good practice.
Mango’s Financial Health Check only provides a general indication of the health of your
organisation’s financial management. It is not an exhaustive list of all aspects of financial
management.

2 © Mango
It is not an audit and it does not describe a standard set of procedures which are relevant in every
situation. It is not appropriate to set a score as a ‘pass rate’ for partner assessment. It is not
appropriate to compare scores of two organisations and make conclusions about differences
between them.
Who is Mango’s Financial Health Check designed for?
It has been particularly designed for small and medium sized not-for-profit organisations (or field
offices). This may include Non Governmental Organisations, schools, medical centres, churches etc.
It is not designed for the head offices of international organisations.
How to use Mango’s Health Check
The Health Check can be run by any member of staff or a trustee. You do not need specialist
financial skills to complete it. It includes explanations of each section and a glossary of the financial
terms used.
The most useful way to use this tool is to complete it in a 2-3 hour workshop meeting, with input
from the Treasurer, Chief Executive Officer, Senior Managers, and a selection of budget holders,
finance staff and field staff (ideally 5- 7 people).
Taking each statement of best practice in turn, discuss whether it is true, or is in place, or happens in
your organisation. Agree on a score based on what actually happens, not what is supposed to
happen, or what is documented in your finance manual. The scores available are 5,4,1 and 0 only.
Explanation Score
Our practice is totally in accordance with the statement 5
Close to 5, but not quite there 4
Close to 0, but not that poor 1
This is not in place, or is not true or does not happen 0
Clearly a degree of judgement is required to decide between ‘4’ or ‘1’, and it is not an exact science.
If you cannot give yourselves a clear cut 5 or 0, you need to decide which one you are closer to.
Often the real value in this exercise is not the score itself so much as the conversations and the
details of issues discussed.
Make good notes and keep a list of action points as they come up.
Ring the score for each statement. Add up the total for each section and transfer it to page 9 to get
a total. Then interpret the score using the guidance given.
Comments
Mango welcomes comments on its tools and publications. Please send any comments or suggestions
you might have on the Health Check to: guide@mango.org.uk. Thank you!
The Health Check is also available in other languages here:
http://www.mango.org.uk/Guide/HealthCheck

© Mango 3
Section 1 Planning & budgeting
Budgeting is about working out how much your planned activities are likely to cost. Both
programme and finance staff should be involved in setting budgets, to create a foundation for good
cooperation and coordination during spending and budget monitoring.
Budgets have a crucial role to play in strong financial management. Budgets should be approved by
the Board of Trustees, to check they reflect the planned strategic direction of the organisation.
Project managers can use a budget to guide implementation and check on progress. Overhead costs
that are shared by many projects also need to be carefully controlled by an assigned budget holder.
The codes used for your budget lines need to correspond to the codes used in your accounting
system. Otherwise it will be difficult to track actual spending against expected spending in your
budget monitoring reports.
A cash flow forecast is as important as a budget. It constantly looks 3-6 months into the future,
starting with the actual cash available now. It helps you to prioritise the timing and scale of planned
activities and to spot cash flow problems in good time.
Ref Statement of best practice Score
1.1
Budgets are prepared in good time for all the costs of
running the organisation 5 4 1 0
1.2
Both finance and programme staff are involved in setting
budgets 5 4 1 0
1.3 Project budgets are based on the costs of planned activities 5 4 1 0
1.4
Budget worksheets include explanatory notes and clear
calculations 5 4 1 0
1.5 A separate budget is prepared for core costs (overheads) 5 4 1 0
1.6
Organisational budgets are approved by the Board of
Trustees 5 4 1 0
1.7
A named individual (budget holder) is responsible for
implementing and managing each budget 5 4 1 0
1.8 Budget codes match (or correspond to) accounting codes 5 4 1 0
1.9 All planned operational costs are adequately funded 5 4 1 0
1.10 A cash flow forecast is prepared every month 5 4 1 0
Total score for planning & budgeting

4 © Mango
Section 2 Basic accounting systems
Every financial transaction should be backed up by a ‘supporting document’, e.g. a receipt, invoice or
sign sheet (eg for many travel reimbursements). This is the evidence that a specific transaction has
taken place.
Every transaction involving paying out or receiving money should be written down in a cashbook. It
can be kept in a physical cashbook or petty cashbook, on an Excel spreadsheet or as part of a
computerised accounting package. Every entry in the cashbooks should be referenced back to the
relevant supporting document.
It is important to check the accuracy of the accounting books at the end of each month by carrying
out two essential ‘reconciliations’. The bank statement balance is compared to the bank cashbook
closing balance. A physical cash count is done to check the closing balance in the petty cash book.
Accounting works by assigning codes to each transaction entered in the cashbooks. The unique list of
accounting codes that an organisation uses is called its “Chart of Accounts”. Another set of codes
can be used to assign transactions to a specific project or donor. These are called ‘cost centre’ codes.
2.1
Every payment made has a supporting document providing
evidence 5 4 1 0
2.2
All cash or cheques received are recorded on pre-numbered carbon
copy receipts (if no cash/cheques received score 5) 5 4 1 0
2.3
All payments and receipts are recorded in cashbooks (date,
description, amount) 5 4 1 0
2.4 There is a separate cashbook for each bank and cash account 5 4 1 0
2.5
Every entry in the cashbooks is cross referenced to a supporting
document 5 4 1 0
2.6 All cashbooks are updated at least once per month 5 4 1 0
2.7 All cashbooks are written neatly in permanent ink or on computer 5 4 1 0
2.8
A standard Chart of Accounts is used to code (or classify) each
transaction in the cashbooks 5 4 1 0
2.9
Transactions are also classified by project or donor using a standard
list of ‘cost centres’ 5 4 1 0
2.10 A bank reconciliation is done each month, for every bank account 5 4 1 0
2.11 A cash count reconciliation is witnessed and recorded each month 5 4 1 0
2.12
The organisation keeps track of amounts owed to others (eg
suppliers) and owed by others (eg staff) 5 4 1 0
Total score for basic accounting systems

© Mango 5
Section 3 Financial reporting
The Board of Trustees need financial reports to oversee the finances of the organisation. Managers
need up-to-date figures to monitor projects and make decisions. Donor agencies need reports to
check the use of their money, and often as a condition for further funding. Increasingly,
organisations are sharing financial information with beneficiaries to increase accountability and build
confidence. An annual external audit verifies the accuracy of the financial statements.
The monthly financial reports should include an Income and Expenditure report showing money
coming into the organisation and how it was spent. If the report compares the amount spent against
budget, it is called a Budget Monitoring Report. The budget is supposed to be a tool not a straight
jacket. Project managers should use financial reports to help make decisions so that the money is
used efficiently and effectively to achieve desired outcomes.
It is also important to report on balances held at the end of each month or quarter. Balances
includes the amount of money held (cash and bank), as well as amounts owed to the organisation
(such as unaccounted working advances) and owed by the organisation (eg to suppliers / tax
authorities).
Reports should be produced showing the relevant level of detail according to their use (eg for a
single project or donor) or consolidated. Reports should also have the right format for their use, eg
donor formats as per grant agreements, standard formats for annual audited accounts, accessible
formats for beneficiaries, user friendly formats for managers.
NB: Donor reports are considered in Section 5: Grant Management.
3.1 The board reviews financial reports every quarter 5 4 1 0
3.2
Senior managers discuss financial reports at least once every three
months 5 4 1 0
3.3
Reports include details of cash and bank balances, amounts due (eg
from staff) and owed (eg to suppliers) 5 4 1 0
3.4 Budget holders receive budget monitoring reports every month 5 4 1 0
3.5
Budget monitoring reports include explanations and comments
about differences 5 4 1 0
3.6 Financial reports are used to help make decisions 5 4 1 0
3.7
Financial information is shared with beneficiaries at least once per
year, in an accessible way 5 4 1 0
3.8
Annual audits are up-to-date (signed within 6 months of the year
end) 5 4 1 0
Total score for reporting

6 © Mango
Section 4 Internal controls
NGOs use a lot of different internal controls to make sure that:
• Assets are safeguarded
• Accounting records are accurate and up to date
• Fraud and errors are prevented and detected
• Staff are protected
Note: the other sections of the Health Check also include important controls. For instance cash and
bank reconciliations are important for checking accuracy of accounting records and identifying fraud.
4.1 Cash is kept safely in a locked cashbox or safe, in the custody of
one individual 5 4 1 0
4.2 All cash received is banked intact, ie without any being spent
(if no cash is received, score 5) 5 4 1 0
4.3 All cheques are signed by at least two authorised signatories 5 4 1 0
4.4 Cheques are signed only when all the details have been
properly filled in (ie no signatories ever sign blank cheques) 5 4 1 0
4.5 Bank reconciliations are checked by someone who did not
prepare them 5 4 1 0
4.6 There is a written policy detailing who can authorise
expenditure of different types or value 5 4 1 0
4.7 All transactions are properly authorised 5 4 1 0
4.8 Cash payments are authorised by someone other than the
cashier 5 4 1 0
4.9 Different steps in the procurement process, (eg ordering,
receiving and paying) are shared among different people. 5 4 1 0
4.10 Expenses claims for staff advances are checked by the same
person who authorised the advance 5 4 1 0
4.11 Staff salaries (including advances and loans deductions) are
checked each month by a senior manager 5 4 1 0
4.12 Statutory deductions (eg payroll taxes) are properly made and
paid on time 5 4 1 0
4.13
All fixed assets (eg vehicles, computers, equipment) owned by
the NGO are insured and controlled using a fixed assets
register
5 4 1 0
4.14 There is an approved policies and procedures manual in place
which is relevant to the organisation, and known by staff 5 4 1 0
4.15 A properly registered audit firm is selected by the trustees 5 4 1 0
Total score for internal controls

© Mango 7
Section 5 Grant management
Most NGOs get at least some of their funding as grants from donor partners. It is important to have
a grant agreement in place that outlines the amounts and timings of funds to be transferred.
Donors tend to fund specific projects with specific budgets which form part of the agreement.
The grant agreement may also contain a number of grant conditions, including procurement rules
and reporting requirements. Programme and Finance staff need to work together to ensure
consistency between the narrative and financial reports about the same project.
Often NGOs work with several different donors at the same time. It is very important to keep track
of which donor is funding which project (or part of a project). It is very bad practice to ‘borrow’
money received from a donor for a specific project for another purpose.
5.1 There is a signed grant agreement in place for each grant 5 4 1 0
5.2
Senior Managers check the grant conditions are reasonable
before signing agreements 5 4 1 0
5.3
Grant conditions on procurement are known by finance staff,
budget holders and procurement officer(s) 5 4 1 0
5.4
There is compliance with the terms and conditions in grant
agreements 5 4 1 0
5.5 Donors receive financial reports in the right format and on time 5 4 1 0
5.6
Donor financial and narrative reports are consistent and clearly
linked to each other 5 4 1 0
5.7
Donor funds are kept for the activities they are meant for and
never ‘borrowed’ for other activities 5 4 1 0
Total score for grant management

8 © Mango
Section 6 Staffing
Good financial management is dependent on staff with the right skills, support, and attitude to carry
out their responsibilities. All staff have a role to play in financial management. The accounting staff
are part of a wider team including the Executive Director, Programme Managers and the Board.
Integrating good financial management into programmes involves budget holders and finance staff
working hand in hand through all the stages of the financial cycle (plan-do-review).
It may be difficult to assess the technical competence of accounting staff. Good indicators are the
timeliness of reports, the neatness of files and records in the accounts office, and auditor’s
comments or recommendations.
6.1
The board includes someone with the skills needed to oversee all
financial activities 5 4 1 0
6.2
The finance staff have the skills (and qualifications) needed to carry
out all financial activities 5 4 1 0
6.3
Managers and programme staff have the financial skills they need to
manage budgets and implement controls 5 4 1 0
6.4
Finance staff and budget holders work together well in payments
processing and budget monitoring 5 4 1 0
6.5
Different roles within the finance function are clearly defined, known
and followed 5 4 1 0
6.6 Senior staff lead by example in following control procedures 5 4 1 0
6.7 Finance staff are recruited freely and fairly on the basis of merit only 5 4 1 0
6.8
All staff receive the training and support they need to carry out their
financial management responsibilities 5 4 1 0
Total score for staffing

© Mango 9
Interpreting your score
Record your score for each section in this table. Then compare it to the columns on the right and
ring or shade the appropriate risk assessment for each section. Finally add up your total score and
see the advice below.
Section Your
Score
High
Risk
Medium
Risk
Low
Risk
1. Planning and budgeting 0 - 25 26 - 40 41 - 50
2. Basic Accounting Systems 0 - 30 31 - 50 51 - 60
3. Financial reporting 0 - 20 21 - 35 36 - 40
4. Internal controls 0 - 40 41 - 60 61 - 75
5. Grant management 0 - 15 16 - 25 26 – 35
6. Staffing 0 - 20 21 - 30 31 - 40
Total Score 0 - 150 151 - 240 241 - 300
Your score is over 240
Well done! Your financial management is in good shape. The risks of not being able to
complete your work because of financial problems are low. But do also consider the risk
assessment in each section: effective financial management requires strength in all six
areas. Use this opportunity to make improvements and further reduce your financial risk.
Your score is between 151 and 240
Not bad! There is clearly some good financial practice in place, but still plenty of room for
improvement. There is a risk that financial problems will prevent you from doing your
work. Low scoring sections require immediate attention from managers.
Your score is less than 150
Work to be done! You have serious problems. Your financial management is not in good
health. There is a high risk that you will face financial problems in the near future: funds
may be misused, or donors may withdraw their financial support. Managers and trustees
should meet urgently to discuss how the situation can be improved. You should consider
calling in assistance as soon as possible. This must be dealt with right now.

10 © Mango
Glossary
Account code
A code for a specific type of transaction. Transactions are given a code
which describes what type of income or expenditure they are - e.g.
5050 Transport costs, 5600 Office rent etc.
Bank reconciliation
Comparing the month end balance on the bank statement to the
month end balance in the cashbook and identifying any differences.
Budget
The best possible estimate of the cost of a set of activities over a given
period of time, and of how you are going to pay for those activities
Cashbook
A book or spreadsheet that lists all of the receipts and payments made
in to and out of a particular bank or cash account.
Cash reconciliation
Comparing the month end physical cash counted to the expected
month end balance in the petty cashbook.
Cash flow forecast
A report that shows the expected timing of receipts and payments for
the next 3-6 months (or longer).
Chart of accounts A list of all account codes, including a description of each code.
Core costs Costs shared by many projects. Also called overheads or indirect costs.
Cost centre
A label for a group of costs which are looked at together. For instance,
different projects are often treated as different cost centres.
External audit
A review of the year-end financial statements carried out by a
professionally qualified and legally registered auditor resulting in an
opinion about whether they give a true and fair view.
Fixed asset
An item of high value owned by the organisation for use over a long
period. Normally office equipment, vehicles and property.
Fixed asset register
A register (list) of the assets owned by the organisation, including
details such as: reference number, date bought, purchase price, and
location.
Payment voucher
An internal document raised for each payment. It provides a unique
reference number and evidence of authorisation. Supporting
documents are attached to it.
Petty cash records
The cashbook where cash transactions are recorded, and the
supporting documents relating to each transaction.
Procurement
The process of purchasing goods and services. Steps in the process
may include requesting, authorising, selecting suppliers, ordering,
receiving and paying.
Receipt book register
A register (list) of receipt books as they come from the printers
showing dates when each one is issued, finished and returned.
Reconciliation
The process of comparing information held in two sets of records that
describe the same transactions.
Supporting document
The original documents that describe each transaction. These may
include, receipts, invoices, delivery notes, sign sheets etc
Statutory deductions
Amounts which must be taken from an employee’s pay before they
receive it, such as income tax or national insurance contributions.
Transaction
Any exchange of goods, services or money in return for other goods,
services or money. Most commonly receipts and payments.
Trustee
A member of an NGO’s most senior governing body, who shares overall
responsibility for the NGOs work.
Working advance
A sum of money entrusted to someone to spend on behalf of the
organisation, which needs to be accounted for.

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