conversions, and sub- Properly recording all transactions The organization has a qualified The organization has a partly accountant who reports to the qualified accountant who reports to The organization has a qualified and regularly updates skills The organization has a the board or a qualified accountant accountant who reports to the bookkeeper, but no who reports to the chief executive board, but may need some training accountant 2.3 Internal Controls (Checks and Balances and Segregation of Duties) Subsection Objectives: Assess whether are adequate internal controls to safeguard funds and check the accuracy and reliability of accounting data Resources: Financial manual, accounting journals, chart of accounts, general ledger, financial statements and annexes, bank records, and financial staff questionnaires or interviews Low Capacity Basic Capacity Moderate Capacity Strong Capacity 1 2 3 4 2.3 is inadequate separation of There is weak separation of is adequate separation of There is good separation of duties Internal duties among procurement staff duties among procurement staff duties among procurement staff among procurement staff and staff Controls and staff handling revenues and staff handling revenues and staff handling revenues handling revenues Procedures for managing Procedures for managing Procedures for managing Procedures for managing payments, expenditures, and payments, expenditures, and payments, expenditures, and payments, expenditures, and petty petty cash are inadequate cash are weak petty cash are adequate cash are good (NUPAS 2.8) Many payments are made in Few payments are made in cash Cash payments are not made Cash payments are not made cash above petty cash limits above petty cash limits Checks are secured and signed Checks are not secured or do by at two authorized people Checks are secured and signed by Checks are not pre-signed or not get signed by at least two at least two authorized people made out to or “cash” “bearer” authorized people Checks are not pre-signed or Checks are not pre-signed or made out to or Checks are secured and signed “cash” “bearer” made out to or “cash” “bearer” Checks are pre-signed or made by at least two authorized people out to or offices have weak internal “cash” “bearer” Field offices have good internal controls Field offices have adequate controls Field offices have inadequate internal controls internal controls Insufficient frequency of reconciling and reviewing field Adequate of reconciling and Good frequency of reconciling and Field office advances are not office advances reviewing field office advances reviewing field office advances adequately reconciled and reviewed
conversions, and The organization has a bookkeeper, but no accountant The organization has a partly qualified accountant who reports to the board or a qualified accountant who reports to the chief executive Properly recording all transactions The organization has a qualified accountant who reports to the board, but may need some training The organization has a qualified accountant who reports to the and regularly updates skills 2.3 Internal Controls (Checks and Balances and Segregation of Duties) Subsection Objectives: Assess whether are adequate internal controls to safeguard funds and check the accuracy and reliability of accounting data Resources: Financial manual, accounting journals, chart of accounts, general ledger, financial statements and annexes, bank records, and financial staff questionnaires or interviews Low Capacity Basic Capacity Moderate Capacity Strong Capacity 2.3 Internal Controls (NUPAS 2.8) 1 2 3 4 is inadequate separation of duties among procurement staff and staff handling revenues Procedures for managing payments, expenditures, and petty cash are inadequate Many payments are made in cash Checks are not secured or do not get signed by at least two authorized people Checks are pre-signed or made out to “cash” or “bearer” Field offices have inadequate internal controls Field office advances are not adequately reconciled and reviewed There is weak separation of duties among procurement staff and staff handling revenues Procedures for managing payments, expenditures, and cash are weak Few payments are made in cash Checks are secured and signed by at two authorized people Checks are not pre-signed or made out to “cash” or “bearer” offices have weak internal controls Insufficient frequency of reconciling and reviewing field office advances is adequate separation of duties among procurement staff and staff handling revenues Procedures for managing payments, expenditures, and petty cash are adequate Cash payments are not made above petty cash limits Checks are not pre-signed or made out to “cash” or “bearer” Checks are secured and signed by at least two authorized people Field offices have adequate internal controls Adequate of reconciling and reviewing field office advances There is good separation of duties among procurement staff and staff handling revenues Procedures for managing payments, expenditures, and petty cash are good Cash payments are not made above petty cash limits Checks are secured and signed by at least two authorized people Checks are not pre-signed or made out to “cash” or “bearer” Field offices have good internal controls Good frequency of reconciling and reviewing field office advances sub-
ocawithoutfacilitatorsguidewithnupas_7.27.2015.docx