2021

FINANCIAL & ACCOUNTING

PROCEDURE MANUAL
(SARVA SEVA SAMITY SANSTHA-4S, INDIA )

Sarva Seva Samity Sanstha

(4S, INDIA)
 Financial & Accounting Procedure Manual

TABLE OF CONTENTS

1.0 OVERVIEW OF ACCOUNTING AND PROCEDURES MANUAL ....................................................5

2.0 OVERVIEW OF THE FINANCE AND ACCOUNTING DEPARTMENT ............................................6
3.0 FINANCIAL REPORTING ...........................................................................................................11
4.0 BANK ACCOUNTS.....................................................................................................................17
5.0 ACCOUNTING DOCUMENTS AND PROCEDURES ....................................................................18
6.0 PETTY CASH MANAGEMENT ...................................................................................................18
7.0 ACCOUNTING FOR IMPREST ...................................................................................................20
8.0 PURCHASING/PROCUREMENT POLICY ...................................................................................23
9.0 CASH RECEIPTS ........................................................................................................................26
10.0 RECEIPT OF GOODS AND PAYMENT .......................................................................................27
11.0 SAFE POLICY .............................................................................................................................28
12.0 CHEQUE SIGNATORY AUTHORITY POLICY ..............................................................................28
13.0 CHECKLIST OF END OF MONTH PROCEDURES........................................................................28
14.0 EMPLOYEE CONTRACTS, TIMESHEETS AND PAYROLL ............................................................29
15.0 TRAVEL AND PER DIEM ...........................................................................................................30
16.0 MANAGEMENT OF SUBAGREEMENTS ....................................................................................33
17.0 MANAGEMENT OF OFFICE SUPPLIES ......................................................................................34
18.0 PHYSICAL INVENTORY .............................................................................................................34
19.0 PROJECT VEHICLE AND EQUIPMENT USE ...............................................................................35
20.0 AUDIT POLICY ..........................................................................................................................36
21.0 BUDGET APPROVAL POLICY ....................................................................................................36
22.0 MANAGEMENT’S POLICY AND GUIDELINES ...........................................................................36
23.0 SAMPLE ACCOUNTING POLICIES .............................................................................................36
24.0 GLOSSARY OF TERMS ..............................................................................................................38
Appendix 1: Ethics Policy ......................................................................................................................46
Appendix 2: Cash Receipt Form ....................................................................................................50
Appendix 3: Purchase/Cheque Requisition ........................................................................................51
Appendix 4: Purchase Order ..........................................................................................................52
Appendix 5: Petty Cash Voucher ...................................................................................................53
Appendix 6: Petty Cash Count Form ............................................................................................54
Appendix 7a: Vendor Quotation Sheet ($500-$2500) ...............................................................55
Appendix 7b: Bid comparison > $2500 (Best price & Best Value) .......................................56

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....58
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Appendix 9: Salary Sheet/Labor Distribution Sheet .................................................................59

Appendix 10: Request for Travel Advance .................................................................................60
Appendix 12: Inventory/Fixed Asset Register ............................................................................61

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1.0 OVERVIEW OF ACCOUNTING AND PROCEDURES MANUAL

1.1 Purpose
Sarva Seva Samity Sanstha – (4S, INDIA’s) continued service depends on its ability to
safeguard and manage effectively and efficiently all available funds received from
donors /supporters and sometimes as community contributions. Central to this goal is a
sound structure of financial management and control to maintain both integrity and
confidence of all stakeholders as the money received by 4S India can be considered as
Public money given to us to support the needy and ensure their wellbeing.
This Manual describes the financial policies and procedures for ensuring accountability
on effective and efficient use of funds. The procedures are aimed to give Management
(including the Board of Directors) accurate, complete and timely financial information.
Any deviations from adhering to the procedures contained in this Manual by 4S, INDIA
staff should be in writing and approved by the Executive Director .
The implementation of this Manual is essential for the successful delivery of 4S, INDIA’s
services as we conduct our activities morally, ethically, and in the spirit of public
accountability and transparency, and in conformity with applicable laws and
regulations and practices common with responsible organisation .
The principles and suggested procedures in the Manual reflect systems currently in
operation, or being implemented by 4S, INDIA and those expected to be adopted
further.
This Manual is not exhaustive but provides a framework for accounting and financial
procedures within the organization.
As circumstances and requirements change the manual should be reviewed and
updated as & when required to take into account statutory new / changed rules &
regulations & other new requirement.

1.2 Importance of Financial Accountability

The ability to provide accurate, complete and timely financial information enables
compliance with the rules and regulations of Organization as well as adhering to
generally accepted accounting principles (GAAP). This information also assists
management to plan and coordinate their programmes effectively.

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1.3 Scope
This Manual should be used across the Organization to guide the handling of finance
functions. It provides guidance on all financial procedures and reporting requirements.

1.4 MOU/ Agreement Signing Authorities

The Executive Director or the Finance Head should sign all MOU & agreements.

2.0 OVERVIEW OF THE FINANCE AND ACCOUNTING DEPARTMENT

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

2.2 General Responsibilities

4S, INDIA requires all of its employees to abide by the foregoing standards of ethical
behavior in their dealings with its suppliers, consultants, subcontractors and
government. Employees of 4S, INDIA should not solicit for any funds, gifts or any favours
from a prospective vendor or any other business partner.
Staffs are also required to report any violations of these standards to the Executive
Director, Finance Head and Associate Director/ Advisor/Finance Advisor- Finance
The Executive Director has overall authority and oversight of all funds.

2.3 Finance and Accounting Responsibilities

2.3.1 Accounts Head and Finance Manager
Primary functions
- Ensure that the sales/ purchase or Income/expenditure financial system runs properly in
order to process financial information and generate accurate reports.
- Ensure that MIS system is followed at the field level & are obtained from the field on a
regular basis
- Prepare Annual business plan with Program director

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Compile the Sale/ Purchase/income/expenditure data on a daily basis for all

transactions
- Ensure that internal controls are enhanced and maintained at an acceptable level
- Ensure payments are made for operation as per the guideline.
- Ensure that financial policies, procedures and statutory compliance requirements are
adhered to expected standards
- Raise invoice for each project as per the timelines and follow up to Program Manager
concerned
- Raise Purchase Order as per the Indent from the field in case of trading etc
- Issue Invoices as per the sale data provided from the field on a weekly basis
- Ensure the receipt of bills from vendor on a weekly basis along with transporter copy &
GRN
- Reconcile the collections with Sale Proceeds product wise & location wise
- Ensure purchase & sale/Income & expenditure reconciliation on a weekly basis
- Enter the accounting voucher related to trading activity in accounting package on daily
basis
- File the vouchers along with supporting’s on a daily basis
- Prepare a stock count report on a monthly basis for all trading activity
- Prepare on weekly basis fund flow statement for trading activity for all products
- Ensure deduction of TDS while making payments as & where applicable
- Ensure that statutory payments like TDS, P Tax & Service Tax are deposited on time /
within due date.
- Ensure filling of TDS, P Tax & Service Tax/CST /FCRA /ITR return within due dates
- Filing of VAT/GST payment & state wise filling VAT /GST return.
- Monitoring receivables, billing staff and collection of debt and managing pre-payments.
- Ensure to send the unreconciled fund received to management & field on a daily basis
- Maintain money receipt issue & use register location wise in serial number
- Take initiative in administrative functions & complete the same on time & in compliance
to financial guidelines.

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- Ensure that opening of bank account is done as per Board’s resolution & with Executive
Director ’s approval
- Ensure that internal and external financial reports are prepared and disseminated within
deadlines in consultation with Associate Director/ Advisor-Finance
- Provide Associate Director/ Advisor-Finance– Compiled purchase/ sale or Income
/Expenses or Income /Expenses MIS on a regular basis
- Ensure providing any other financial information or any data as required by Associate
Director/ Advisor-Finance from time to time
- Make payments for salary processed and payment of Bills/expenses as per approval
and other guidelines
2.3.2 Transaction /Unit Accountant
Primary functions
- Ensure that payment package is complete and accurate before processing.
- Ensure all payments are processed after detailed checking of bills/travel claims / any
other expenses as per Organization norms & policies.
- Also ensure that all the travels claims bear reporting authority’s approval.
- Ensure that vendors/Suppliers, Staff and others’ cheques/ electronic payment are
prepared and paid on time.
- Maintain petty cash ledger and prepare petty cash replenishment.
- Prepare cash receipt voucher for cash collected and deposited to bank account.
- Ensure that copy of cash receipt and bank deposit must be attached with the Cash
Receipt voucher.
- Ensure that the Petty cash replenishment is prepared the moment the paid cash is 75%
of the cash float.
- Prepare cash and check deposit slip for banking on a daily basis.
- Cash collected from staff travel advances and other receipts must be banked within the
same/next business day.
- Ensure that all cash at hand must be locked in a safe custody.
- Maintain and keep the first key of the safe with you only.
- Work closely with other account officers on physical counting of assets, stocks and
property.

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- Prepare a stock count report on a monthly basis for Syngenta

- Manage the asset register
- Maintain a Cheque Book Register for all used, running & blank check books for all banks
- Prepare cash receipt vouchers.
- Use “PAID STAMP” OR write Paid by Me ( with Initials) on all paid bills & travel claims
- Retrieve documents needed for Audits
- Ensure that soft copy and hard copy month end closing packages are filed properly and
done on a regular basis.
- Ensure that data is posted on a daily basis, and that the financial information is
processed accurately and reliable reports are generated timely
- Ensure filling of accounting voucher along with relevant supporting’s on a daily basis
- Ensure daily reconciliation of all bank accounts & provide the same to Associate
Director/ Advisor-Finance on regular basis
- Ensure that internal financial reports are generated accurately and disseminated timely.
- Perform systems analysis to identify any irregularities (such as wrong posting) and
propose immediate corrective actions to the Associate Director/ Advisor -Finance.
- Prepare salary sheet and payment of bills for expenses as per guidelines

2.4 Internal controls

Internal accounting control consists of the 4S, INDIA’s plan, procedures and records to
assure the reliability of financial reporting as well as safeguard the assets of the
organisation .
An effective internal control structure includes a series of checks-and-balances required
for the appropriate recording and authorization of transactions and ensures that access
to assets is limited to authorized personnel. Each transaction should be divided into
component tasks completed by different staff members in order to increase the
likelihood of detecting unintentional errors and misappropriation of 4S, INDIA’s assets.
As an example, the person who approves vouchers for payment should not prepare or
sign cheques.
The following chart includes other examples of the appropriate segregation of duties:
Finance Executive Who: Should Not:

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*Prepares vouchers *Approve Vouchers

*Prepares Cheques *Sign Cheques
*Has access to Blank Cheques *Post Payments
*Receives Cash *Bank or deposit the cash receipts at the
bank
*Is responsible for the physical *Perform the physical
security of Assets inventory of Assets
*Prepares Bank Deposits *Reconcile Bank Accounts
*Prepares payroll *Distributes payroll payments
*Maintains Driver Logs *Monitor Fuel Usage
The following four basic tests of completeness, validity, accuracy and maintenance
should be consistently applied to all transactions

2.5 Completeness
Each element of a transaction must be documented, approved and recorded.
For example: A travel reimbursement to staff requires the concerned staff signature &
approval of reporting officer & supported by other proof as evidence of expenses.

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

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

2.8 Maintenance

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After a payment has been approved for payment and recorded, it should be impossible
to make changes, such as addition of a zero to the amount or changing the payee’s
name, or in deed using the same documents for other double payments. All documents
after use must be stamped PAID to avoid re-use.
Close supervision by the Associate Director/ Advisor - Finance and oversight by the
Executive Director are vital to ensure that control systems are working and that
weaknesses are identified and corrected.
3.0 FINANCIAL REPORTING
3.1 Overview
Financial reports are summaries of the information found in financial records for a given
time period or as of a certain date. Financial reports also provide information on the
financial status of a project including project income/costs, cash flows and trial balance.
Financial reports may also include sufficient background information to support the data
included in reports.

3.2 Financial Transactions

All financial transactions will be accounted for accurately and properly. No undisclosed
or unrecorded funds or assets will be established or maintained for any purpose.
No borrowings on behalf of the Organization are to be made from any lending
institution or individual without the prior written authorization from the Board of
Directors/ Secretary of the society.
For any cost to be allowable under specific agreements, the costs must meet the
following general criteria:
a) Be reasonable for the performance of the agreement and allocable thereto
b) Be consistent with organizations’s all policies and procedures
c) Be determined in accordance with generally accepted accounting principles (GAAP)
d) Conforms to any limitations or exclusions set forth in the principles or in the
agreement as to types or amount of cost items, and
e) Be adequately supported and documented.
f) All costs should be reasonable.
All costs incurred should be allocable to projects i.e., its activities or benefits can be
distributed reasonably to that specific project/ cost center.

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4S, INDIA uses a cash basis accounting system to recognize income and expenditure.
3.3 Procedures for Receiving Funds
3.3.1 Objective of a Receipting System
The objective of a receipting system is to ensure that all funds donated/collected are fully
accounted for in financial records and reported to the management.

3.3.2 Main strategies to Achieve the Objective

In order to ensure that funds are fully accounted for in financial records, the following strategies
should be applied:
a) Effective control of accounting documents (Money Receipt books, cheque books). A money
receipt book should be serially numbered and have two copies:
1. Original goes to the payer
2. The second copy is filed in Accounts department and
A receipt is a proof of payment and payer should obtain one.
*Attached as Appendix 2 to the Manual is 4S, INDIA’s money receipt slip which should be
serially numbered and in duplicate.
b) The executive /manager should receive all monies, issue a receipt for all funds received to
customer, and reconcile all funds received with amounts to be banked the same day/
following day at the end of each day.
c) Informs office regarding deposit of fund & details of transactions .
d) Cash disbursements for any reason must not be made from cash received. All cash received
must be banked and supported by an official bank deposit slip. Which need to be submitted
to HO accounts department/ scan the same as & when fund banked & send to HO.
e) Cash receipts should not be mixed up with the Top Up fund/ Petty Cash fund.
f) Strictly all receipts issued should be recorded in MIS – income / expenses and analyzed in
the cash/bank books for onward posting to the ledgers at the end of each month.
g) All bank transfers (direct credits) must be authorized by designated signatory and should
immediately be recorded in the cash book. Prompt recording and analysis of receipts in the
cash book shows up at the earliest point the levels of funds received and allow spot check of
cash on hand.
h) All original documents should be systematically filed in box files and made readily available
for any prompt audit. The Associate Director/ Advisor -Finance should be fully responsible
for this receipting system and should therefore check the bank reconciliation to separate
the duties to show transparency of the system.

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i) All money receipt books should be recorded in a Register kept by the Location in Charge.
Only the sale executive/manager will be responsible for the issuance of the receipt book for
use. The Register should show:
i) Serial numbers of each receipt book
ii) Date when receipt book received from the HO
iii) Name and signature of staff entering the new receipt books into the Register
iv) Date the receipt book issued for use

3.4 Procedures for Payments

3.4.1 Payment Procedures
Accounts Staff should ensure that the details from the source documents are processed
correctly. Each disbursement will be supported by:
a) expense requisition (see appendix 3 for example)
b) purchase order (see appendix 4 for example)
c) voucher authorizing payment signed by at least 1 authorized signatory
d) completed cheque signed by authorized signatories
e) supporting vendor’s invoice
f) a receiving report /goods received note and
g) other independent source materials.

3.4.2 Strategies to Achieve a Good Payment Procedure

The following strategies will be applied to achieve this objective:
a) All payments should be authorized by the Finance Head. When an invoice is
received, it should be matched with the purchased order and checked for
calculations and depending on the correctness, a payment voucher will be raised.
The Accounts Executive/ Unit Accountant should ensure that all procedures and
checks have been followed and all supporting documents attached before a
payment voucher is processed for payment.
b) Before any payment is made, the Finance Head must ensure that there are sufficient
funds in the bank account.
c) Payments should be posted promptly to the accounting package.

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d) Paid vouchers to be stamped and to be filed immediately along with supporting’s &
approval.
e) Additional documentary evidence will be required under d (ii) above for such
expenditure as workshop expense, training expenses and field visits. Some of the
evidence needed will include:
(i) workshop expenses – signed attendance list, showing amount paid to each
participant, names and phone number of each participant;
(ii) training expenses – signed attendance list, showing amount paid to each
participant, names and phone number of each participant;
(iii) field visits – Duly approved travel claim sheet, supported vouchers like boarding
& lodging bills, local conveyance/ mileage tracking sheet, bus fare ticket/ train
fare ticket. In case, there is practical reason for non-submission of any expense
bill, self-declaration to be submitted for the referred expense.
f) All vouchers should be filed sequentially and kept in a secure location.
g) As per organization policy , payment vouchers must be preserved for a period of
eight years, or in a court case, until the case has been settled, if this is later than
eight years.

3.4.3 Fixed dates for Making internal and External Payments:

So as to streamline work of the Finance department, Payment dates are being fixed for
payments to vendors, Staff’s salary, Project expenses against the bills sent by staffs,
advance /impress request and to any external clients.
Payments will be made on the following day of every month:
3rd, 7th, 10th, 14th ,17th, 21st, 25th and 29th OF THE Month. In case of holiday, payments
will be done the next working day.
Staffs are required to send their bills (TA/DA/Project expenses etc ) for settlement as
per this schedule for their smooth payment and functioning :
All staffs have to send their expenses details (with proper documents, bills, claim form
signed and approved by RO) from Branch to RO/HO as per the following payment cycles
only:
1. 1st cycle -All expenses till 24th of every month to be sent to HO /RO by courier ( in
hard copy) and must reach before 1st of Next month – Payment will be made soon
after cross checking and entry by 7th of next month ( one of the payment day ).

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2. 2nd cycle -Those bills not received by 1st of next month and received before 7th of
next month will be cross checked, entry made and will be paid by 14th Of the next
month.
3. 3rd cycle – Those bills reaching HO/RO by 14th of the month – After cross checking
and entry will be pay by 21st of the month.
4. 4th cycle – Those bills reaching HO/RO by 21st of the month will be paid by 28th of the
month.
No payment will not be making any payment to staffs against their bills except for
these 4 dates/Days. The department will not be responsible for delay in receipt of
courier /loss of courier and payment will only be done on the fixed payment cycle
dates.
No payment will be made against bills /expenses that are not approved by RO and
are not sent with adequate supporting bills and documentation.
No payment will be done for any staff who do not settle their expenses bills within
30 days of making the expenses. Approval of payment in exceptional cases may be
granted up to 45 days of settling bills only with written permission of ED. Any thing
beyond 45 days will NOT BE PAYED UNDER ANY CIRCUMSTANCES.
September and March closing: All bills must be settled by 7th of October for any
expenses of September of the year and by 7th of April for the FY ending of March of the
same year. UNDER NO CIRCUMSTANCES THESE EXPENSES BE PAID if not settled within
this time period.

3.4.5 Cheque Issuing/ Electronic Transfer

Cheques/ EFT should not be written/ prepared until the payment voucher has been
authorised.
After the same have been signed, a copy of same to be attached with relevant payment
voucher.
They should always be two panels of cheque signatories:
a) PANEL A - The Executive Director /Associate Director
b) PANEL B – Finance Head/ Accounts Executive/Associate Director /Sr Manager
Changes in authorized signatories require the Board of Director‘s approval.
Copy of all bank correspondence letters should bear the bank’s stamp (and date) as a
confirmation of receipt & same to be kept in a separate file.

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3.5 Monthly Information System

The MIS is to be submitted to the executive Director and Program Directors and
Managers by 15th of the succeeding month. This will expense of the reporting month &
cumulative expenditures till the reporting month. This should be prepared by the
Finance Head in consultation with Finance Advisor and presented to the Executive
Director latest by 10th of every month. The Project wise MIS with deviation is to be sent
to respective Program Head .
The MIS include:
a) Project Wise MIS for Reporting Month ( Including invoicing details and deviations )
b) Location Wise MIS for Reporting Month
c) Project Wise MIS till Reporting Month
d) Location Wise MIS till Reporting Month
e) Comparison of Budget – HR for Reporting Month
f) Comparison of Budget – PL for Reporting Month
g) Debtor and creditor age analysis
h) Bank balance, investment etc details to ED
i) Monthly and cumulative achievement against Business plan and deviation
j) Analysis of head wise expenses over last year , staff productivity , cost efficiency
k) Analysis of cost efficiency in program , cost per customer spent in various projects

Bank reconciliations
As online bank statement is available for view, so bank reconciliation to be prepared on
daily basis. The same is to be submitted to Finance Head on a daily basis.

3.6 External reporting

The accounting staff will be aware of all management reporting requirements including
deadlines and will ensure that all such reports are submitted to the Finance Head at
least 10 days before the reporting deadline and are ready to be submitted to the
Management.

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4.0 BANK ACCOUNTS

All requests to open other bank accounts should be approved by the Board Chair and
Executive Director .
Each major management should have a separate dedicated bank account. A register of
all the bank accounts should be maintained and kept up to-date by the Accountant. It
should have the following details:
a) name of account
b) name of bank
c) date the account was established
d) currency, account number
e) interest/non interest bearing
f) source of funds and
g) Signatories and signing arrangements.

4.1 Procedures to adhere to when performing bank reconciliations

Bank reconciliations should be done on a monthly basis and these must be duly signed
for by at least two different people.
Some of the normal standard routines to be followed regarding bank reconciliations are
as follows:
a) Ensure that all bank statements for each bank account are at hand before
attempting the reconciliations
b) Details from the source documents are processed correctly in the cash book to
minimize time spent on the bank reconciliation
c) References on the Cash book must be consistent with those that appear on the
source documents
d) Journalize bank debits/credits in the same month they occur
e) Review outstanding cheques older than three months
f) Use reference appearing on the bank statement to cross-reference outstanding
items on the reconciliation

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g) Investigate long standing items on the reconciliation and if necessary write back
items that are not likely to be cleared (Cheques that are outstanding for more than 6
months are regarded as stale and must be reversed)
h) Once the reconciliations are complete, they should be signed off at least by the
Accountant, paying particular attention to long standing deposits and cheques if any
i) Bank statements must be filed together with the bank reconciliations
j) Bank reconciliations should be written in ink and not pencil to minimize erasure.
5.0 ACCOUNTING DOCUMENTS AND PROCEDURES
The Transaction Assistant will maintain the following accounting documents.
5.1 Cheque Authorization Form
There will be a cheque request form for each cheque that includes the following
information:
1. Name of Payee
2. Description
3. Voucher number
4. Cheque number
5. Project Number to indicate which project(s) the cheque should be charged
6. Amount and the signature of the person collecting the cheque.
The main purpose of the voucher system is to ensure there is a record in place that
provides evidence of which project checks are to be charged to, that checks have been
collected by the respective vendors and also to satisfy management requirements.
An example of a cheque authorization form can be found in Appendix 3.

6.0 PETTY CASH MANAGEMENT

6.1 Overview
Expenditure for small recurring items may be paid for from Petty Cash. A member of
staff shall be appointed at respective centres in consultation with the Accountant to
handle petty cash. Such an officer will be responsible for:
a) Preparing the Petty Cash Voucher
b) Maintaining a Petty Cash Register that records all petty cash transactions

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c) Filing all supporting documentation for petty cash transactions

d) Reimbursing the petty cash float
Petty cash float of (Organization to decide on amount from time to time) shall be clearly
stated in the letter to the official handling petty cash.
The letter should indicate what items are authorized by 4S, INDIA for the particular
program to be paid from petty cash and any prior authorization needed for any
disbursement, for example, Administration Petty cash allowable items are:
a) Daily newspapers
b) Tissues
c) Sugar
d) Tea leaves
e) Soap etc.
Any expenditure that does not fall under the above mentioned categories will have to
receive prior authorization from the Accountant or his/her designee.
The Accountant should sign off all the above expenditure not requiring prior
authorization at the end of each day.
Program managers or the Accountant should not be handling petty cash.
An example of a petty cash voucher form can be found in Appendix 5 and an example of
a petty cash count for can be found in Appendix 6.

6.2 Replenishing Petty Cash

Petty Cash will be replenished for the exact amount of expenditure incurred when more
than 75% (Organization may change limit from time to time) of the petty cash float has
been spent. A cheque will be issued in the name of for the amount of replenishment
submitted.

6.3 Petty cash management

The Bookkeeper should ensure that all petty cash vouchers are sequentially numbered
and show the amount disbursed purpose of disbursement and signed by both the
Accountant and recipient.

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

6.4 Unannounced Petty Cash Controls

Spot checks (conducted at least 4 times a year) should be carried out by the supervising
officer, and any discrepancies should be explained. The spot checks should verify the
following:
a) Petty cash float less (minus) any petty cash vouchers on hand should be equal to
petty cash available. Any discrepancies should be explained.
b) The spot checks should include checking whether the vouchers have proper
authorization, proper necessary supporting documents and any reasons for non
compliance or delay in compliance
c) The Accountant also has the right to carryout these spot checks and should do so at
least twice a year.

7.0 ACCOUNTING FOR IMPREST

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

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7.2 Objective of Imprest Procedures

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

7.3 Main Strategies to Achieve the Objective

In order to meet this objective the following strategies are recommended:

a) Control over the issue of Imprest

b) Appropriate retirement procedures
c) Prompt and accurate accounting
d) Control to ensure prompt retirement
No person shall be issued with Imprest when there is another Imprest outstanding in
her/his name.
Any advance /Imprest can only be given on written request with expenses details ,
approved by the reporting officer . The same should be within the approved program
budget . No advance can be paid for any other purpose unless for some exigencies for
which written approval is to be taken by the Executive Director .
It is important that all expenditure is accounted for promptly and properly in full, and
that an Imprest should be retired immediately its purpose has been fulfilled.
Consequently an individual should never have more than one Imprest outstanding
against her/his name at one time.

7.4 Appropriate Retirement Procedures

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

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

7.5 Appropriate Imprest Money Retirement Procedures

It is recommended that, in all cases, the Imprest retirement form is attached to a
payment voucher and processed through the payment procedures.
Where the Imprest is retired in full the payment voucher amount payable will be nil and
the coding of the expenditure will be balanced.
The accuracy of the recording is tested through the reconciliation of the impress ledger
to the control account and the verification checks in the cash book and general ledger
systems.

In the sections above it was noted that an Imprest is an advance to an individual for a
specific purpose, which must be accounted for on satisfactory completion of the
activity.
Imprest holders may be reluctant to retire an Imprest promptly, either because they
owe a balance on it, or because they can’t be bothered to. If the above systems are in
place then the information is available to indicate those that have outstanding impress
and action can be taken to encourage their retirement.
The procedures to encourage this may include:
a) Only one Imprest outstanding at any time - No Imprest to be awarded if there is an
existing one outstanding. Whilst this is a financial regulation its enforcement
encourages the retirement of existing ones;
b) Deduction from salary - If a special Imprest is not retired promptly, it should become
a priority for payment from the next month’s salary, if possible being deducted in
total. If an Imprest is being recovered from salary, no further imprest should be
authorised until full recovery has been made.
The Travel Advance Request is included in Appendix 10 and the Travel Expense
Reconciliation is included in Appendix 11.

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8.0 PURCHASING/PROCUREMENT POLICY

4S, INDIA’s Procurement Policy is based on the principle of assuring the most cost
efficient and rational use of resources for goods or services that will best serve the
Organization in both the immediate and long-term. The policy shall also ensure that
procurements are conducted in a manner to provide open and free competition to the
maximum extent practical. Staff should alert to the organization regarding any conflicts
of interest as well as noncompetitive practices among vendors that may restrict or
eliminate competition or otherwise restrain trade. Awards should be made to the bidder
or offer or whose offer is responsive to the solicitation and is most advantageous to the
recipient with price, quality and other factors being considered.
Procedures to avoid unnecessary purchases or duplicative items should be in place at all
times. No employee or agent should participate in the selection, award of a contract if a
real or apparent conflict of interest is involved. A conflict of interest originates when an
employee or any member of his/her immediate family, member of Board or associate,
has some interest, economical or not in the procurement in a specific business or hiring
the service of a particular person or business. The Project should ensure that only
contracts with responsible parties are made. While this section is devoted to project
purchases of goods or services via Accounts Payable, this principle applies to all project
transactions.
Where a particular vendor has been selected as a preferred supplier based on the most
cost effective and efficient supplier, in terms of: quality, capacity, timeliness and price
competiveness, comparative invoices for exactly the same goods and services will
compared on a yearly basis to determine the eligibly of the preferred supplier. Normally,
the bidder offering the lowest bid will be selected as the supplier. However, if there are
specific reasons why the lowest bid is recommended, this justification needs to be
documented on the bid comparison
For purchase between the local equivalent of US$500 and US$2,500, at least 3 oral
quotes must be obtained and documented, and include a detailed description of name
of providers, contact details and the exact description for the products to be procured.
For purchases over the local equivalent of US$2,500, 3 written quotes must be obtained
and a Tender Selection Committee/ Purchase committee that should comprise of at
least some manager from the user department, a finance person and the
procurement officer shall sit to choose the best quotation. The following documents
for each of the procurements should be in place (Bid Comparison Examples are attached
in Appendix 7):

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a) Purchase request
b) Appropriate number of estimates/quotes from different suppliers
c) Purchase order
d) Invoice
e) Receipt
Only goods and services specified in the approved budget can be procured. Any other
procurement will need written authorization from the Executive Director and funding
agency/management where applicable.
When competitive bids or offers are not obtained, justification for lack of competition
should be given.
8.1 Purchase Requisition (PR)
A Purchase Requisition, specifying the identified good(s) or service(s) requested, must
be completed by user officers and submitted to the appropriate programme manager
for approval. These will be later submitted to the Accounts department with all
appropriate supporting documentation for payment.

8.2 Purchase Order

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

8.3 Internet Banking Policies and Procedures

Only users with signature authority can approve or release payments within the internet
banking system up to the authority levels that have been assigned to them.
In order to maintain a segregation of duties, all users must have individual user ids and
passwords. The duties for internet banking must be segregated as follows:
1. The financial manager, who does not have signature authority on the bank account,
must review all requests for payment. He/she should review all required documentation

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such as purchase order, requisition forms, vendor vouchers, etc. For salary payments, a
list of employees and the amount of salary for each employee must be reviewed ,
verified by Finance head and finally approved and signed by the Executive Director . The
person who sets up the payments on-line cannot be the person responsible for
reviewing the request for payments.
2. Once the requests for payments have been reviewed, the Finance Head must approve
each request.
3. The financial assistant( TA/UA) will be responsible for setting up the payments in the
internet banking system.
4. Someone with signature authority on the bank account will be responsible for approving
and releasing the payments.
5. The financial manger will be responsible for the monthly bank reconciliation which must
be signed by the Executive Director

8.4 Consultants and/or Independent Contractors

Definition of Consultant
A consultant is a self employed, independent contractor for whom 4S, INDIA has no
legal obligation to withhold taxes or pay benefits. Consultants are considered to be local
contractors, rather than 4S, INDIA employees, and as such are not eligible for payroll or
regular employee benefits

Hiring Process/Requirements
Key consultants may be named, along with the daily rate and the scope of work (SOW),
in the proposal and final contract between the 4S, INDIA and the sponsoring
organisation . If the name of the consultant, daily rate and scope of work are not stated
explicitly in the contract, it may be necessary to request hiring approval from the
funding Organization before the entering into an agreement with the consultant (it is
important to refer to the contractual arrangement with the management to determine
if approval is necessary).
For consultants, a rate should be negotiated according to the terms and conditions of
the contract and based on the information collected. The consultant daily rate will be
based on factors such as previous earning history, market rate for comparable service,
level of responsibility and complexity of assignment. A current and certified salary
history must be provided by the candidate (see Appendix 15 for the 1420 salary history

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form). Generally, a 5% increase over a previously obtained rate is provided, if that

consultant has worked at that rate for a significant amount of time, such as over 12
months.
Once the consultant’s rate has been negotiated and approved, a consultant agreement
and work order (see Appendix 13) stating the scope of work (see Appendix 14), duration
of assignment, and daily rate of pay must be drafted and approved by the Executive
Director . Consultants are not entitles to receive any rights, privileges, benefits, or
allowances from 4S, INDIA except as provided in the consultant agreement.
The consultant agreement must be signed by both the consultant and the Executive
Director

Review/Approval Required
If required by the management, consultants must be approved by the sponsoring
agency before being hired by the 4S, INDIA. Approvals may also be required for
consultant candidates, scopes of work, and/or daily rates. It is the Executive Director s
responsibility to determine what approvals are required from the management and
ensure that they are secured in writing before the consultant can begin work

Contracting and Payment Procedures

Consultants are required to submit a fee payment request (or invoice) that specifies the
number of hours worked each day, the approved daily or monthly rate, and the
description of activities. The request (invoice) must be reviewed and approved by the
Executive Director . 4S, INDIA pays consultants in accordance with the terms and
conditions of the agreement, typically up to a maximum of 8 hours per day and 5 days
per week, unless otherwise authorised in writing by the management and/or agreement
with the management. Please see Appendix 16 for fee payment request.

9.0 CASH RECEIPTS

9.1 Cash /Cheque Received
The Bookkeeper must issue a receipt to the person/Organization for the amount
received on the reported date. The supervisors can check on the receipting but will not
be receipting or funds;
Before depositing the funds received, the Bookkeeper needs to complete a deposit slip

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The Accountant or any other supervisor he/she will appoint should check the receipt
book on an adhoc basis and match the cash, and check receipts with the bank
statements to ensure that all cash and checks are banked.
A deposit slip or remittance advice will serve as the basic supporting documentation
that should be clipped together with the official duplicate receipt for completing the
monthly reconciliation.
For incoming funds received via a bank transfer, the bank statement can be used as the
supporting documentation.

10.0 RECEIPT OF GOODS AND PAYMENT

10.1 Receipt of Goods
A responsible officer shall be appointed by the programme manager in consultation
with the Accountant who should be responsible for receiving Goods/orders and
verifying delivery against the Purchase Order. All goods received should be recorded in
the goods received note. The goods received note together with the purchase order will
be passed to the Finance Department for filing or payment.
10.2 Payment
The Executive Director should authorize all payment for the Associate Director and
Finance Head while the Associate Directors responsible for individual departments will
authorize those at the branches as per norms /guidelines. Any deviation in guidelines
/ deviation from budget can be paid by the finance department to the project/staff
only on written recommendation from the concerned Associate Director and final
written approval of the Executive Director .
The Bookkeeper prepares the Payment Voucher and allocates a voucher number (which
shall be the cheque number and they shall be filed chronologically) upon verification
that the original invoice represents the correct information, the correct addition and
conforms to the purchase order and the delivery receipts from the supplier.
Another staff member should check to ensure that details on the delivery note, goods
received note, purchase order and invoice all agree before proceeding to prepare
payment. To avoid the possibility of duplicating payments all processed invoices will be
stamped “Processed” or “PAID”. All payments where practically possible should be by
cheque especially those above the local equivalent of US$50 (Organization may change
the limit from time to time). All cheque payments will be accompanied by; Payment
Voucher, Receiving reports where applicable, Invoices, Delivery notes, Approved

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purchase orders and purchase requisitions. Payments for service contracts will only be
accompanied by a requisition, invoice and any reliable required information
Once the transaction is complete, the payment voucher together with purchase
requisition, invoice, and required number of quotes and copy of cheque are filed
together.
For non cheque transactions including receipt of wire transfers, intra account transfers,
travel reconciliations, voided cheques and bank charges, the Bookkeeper issues a
Journal voucher ,assigns a voucher number and attaches supporting documentation for
the transaction. Similarly all such transactions will have to be approved and authorized
by the Accountant .

11.0 SAFE POLICY

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

12.0 CHEQUE SIGNATORY AUTHORITY POLICY

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

13.0 CHECKLIST OF END OF MONTH PROCEDURES

The close of an accounting period should be done when all transactions for the period
have been recorded and the bank account, petty cash, and travel advances have been

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reconciled to bank reconciliations and other supporting schedules. The following

checklist should be followed at the close of an accounting period.

13.1 Closing the General Ledger

The Finance Manager should ensure that the accounts staff updates the General Ledger
accounts they are responsible by ensuring that that all the postings to the various
General Ledger accounts are done.
The Bookkeeper responsible for the posting to the General Ledger should then make a
first run of the General Ledger for the Finance Manger to check before printing the Trial
Balance. The Finance Manager should ensure that all transactions for the period have
been included

13.2 Cash Book Postings

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

13.3 Accounts Payable

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

14.0 EMPLOYEE CONTRACTS, TIMESHEETS AND PAYROLL

All employees associated with 4S, INDIA must have valid contracts on file. Contracts
must outline the terms of employment, termination, compensation and benefits and

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must be signed by the employee and an authorized representative of 4S, INDIA to be

valid. Contracts for employees working less than full time must indicate how pro-rated
time is calculated. All changes to employment under the grant must be communicated
in writing. Prior written approval from the respective funder is required for the hiring of
staff not expressly included in the grant agreement and all promotions, raises or
changes to employment contracts.
Employees are required to fill out timesheets for compensation. Timesheets must be
signed by the employee and approved by his/her supervisor to be valid.
Timesheets must be submitted to the Accountant no later than the 25th of the month to
allow for entry into the accounting system.

Timesheets for split employees [i.e. employees working on different grants and other
projects] must be coded appropriately. Split employees must indicate on timesheets
the amount of time dedicated to each grant or program.
The Accountant must generate a summary payroll report at month end indicating the
gross to net salary payment to each employee. Each payroll item must be listed
separately [i.e. gross salary, payroll taxes, other deduction, net payroll]. The payroll
summary report must be signed by the Accountant and approved by the Executive
Director to be valid.
Individual payroll vouchers or other proof of payment to each employee must be
attached to the payroll summary report. The report must include the Employee’s Name,
Payment Date, Period Covered, Gross Salary, Payroll Taxes and other deductions, and
Net Pay allocated to the NCMI grant and must be signed by the employee, the
Accountant and the Executive Director to be valid.
Please find a time sheet template as per Appendix 8 of this document, and a salary sheet
template as Appendix 9 of this document.

15.0 TRAVEL AND PER DIEM

15.1 Travel Approval
All staff members requiring travel should complete a Travel Request Form and it should
be duly approved by the supervising officers and authorized by the program Director .
The Executive Director will also authorize regional and international travel. The traveler
is responsible for completing a Travel Request Form, specifying reasons for the travel
(and benefits to 4S, INDIA for international travel). Staff should submit the travel

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requests forms through their supervisor and should be submitted at least 10 days
before the proposed date of travel.

15.2 Travel (local and international)

The traveler should request for advance funds to cover the per-diem and any other
business related expenses, using the Travel Advance Request form (Appendix 10). The
amount of the advance is based on local per-diems as stated in the 4S, INDIA’s
conditions of service.
No new travel advance should be issued until all outstanding expense travel expenses
and reports are submitted
Each travel advance should be listed in the accounting department under one person’s
name. The individual should be responsible for accounting for all monies advanced
including any money given to other employees or individuals. A receipt signed by
another person does not relieve the travel advance recipient of the obligation to obtain
receipts and provide a detailed accounting of all monies received.
Advances should be accounted for within three days of the completion of the related
trip. Failure to reconcile travel advances within 15 days of travel may result in the
Travel Advance amount being deducted from the pay.
Advances or balances due to the organisation , which are more than one month
outstanding should be deducted from an employee’s salary.
A Trip advance book should be maintained by the Accounts office showing name of
employee receiving the trip advance, date advance is obtained, date advance is
reported and name of officer who received the expense report.
All business related expenditure that is presented for a reimbursement should have
justification and receipts, this can include expenditure such as the following:

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

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15.4 Communication
Communication pertaining to business will be reimbursed as per policy guidelines / or at
the actual cost charged, and a receipt is required for reimbursement.

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

15.6 Excess Baggage

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

15.7 Traveler Cheques, Conversion of Currency, ATM Fees

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

15.8 Airport Tax

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

15.9 Air/Road/Rail Travel

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

15.10 Travel Expense Report

The Organization should reimburse employees and consultant for reasonable business
travel expenses incurred while on overnight assignment away from the normal work
location. Travelers are expected to limit expenses to reasonable amounts. A cost is
reasonable if, in its nature or amount, it does not exceed that which would be incurred

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by a prudent person under circumstances prevailing at the time the decision was made
to incur the costs. All business meetings expense claimed must include the names of the
people attending, their relationship to 4S, INDIA and the points discussed.
The Organization should reimburse travelers for the cost of transportation and other
related expense based on policies, restrictions and rates in the conditions of service. The
traveler must submit a completed travel expense report to the Accounts department no
later than three days after his/her travel has been completed. In instances where the
amount of the advance was not sufficient to cover allowable travel expenses the
traveler will be reimbursed for the difference. When the advance exceeds the allowable
travel cost, the traveler is expected to remit the difference immediately to the Accounts
dept upon receipt of the final expense report. Expenditure should be guided by the
conditions of service
Except for expenditure for which a per diem is given, a receipt is required to support all
other expenses.
When the Bookkeeper receives the Travel Expense Report Form, he/she should
calculate the total allowable expenses and match the total cost of funds expended
against the total advance obtained. If the total expenses are more than the advance, the
expense report form will form the basis as backup documentation for issuing a
reimbursement to the traveller. It should be noted that consistency here is very
important. If the advance is more than the total expenses, the traveller owes the project
the difference. This money should be collected from the employee and should not be
allowed to form unauthorised staff Loans. The Accounts department should issue a
receipt to the traveller for the amount paid and immediately arrange to deposit the
funds in the relevant bank account.
Please find an expense report template in Appendix 11 of this document.

16.0 MANAGEMENT OF SUBAGREEMENTS

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

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16.2 Sub-agreements
4S, INDIA’s mandate and main purpose is to provide assistance to the Sub-recipients and
these should comply with the management’s requirements. Implementation of the
activities lies primarily with the sub grantee; the primary beneficiary of the activities will
be mentioned in the sub agreement.
Sub-agreements are legal contractual documents between 4S, INDIA and the Sub-
grantee. Sub-grantees are funded by the Organization to implement activities or sub
projects. Sub-agreements outline the activities and scope of work, the budget
necessary to carry out the work, the reporting requirements for the Sub-grantee and the
management-required standard provisions. For more details, refer to 4S, INDIA’s Sub-
agreements Procedures Manual.

17.0 MANAGEMENT OF OFFICE SUPPLIES

4S, INDIA should have office supplies on hand (i.e. Stocks of supplies are composed of
any expendable supplies such as reams of paper, pens, pencils, notebooks, etc.) and
management policy should be to minimize waste and to maximize efficiency. These
policies should show who will order, and who should receive and manage these stocks.
The Office Assistant should use a Delivery slip or invoice from the Vendor to update the
office supplies stock register. The delivered quantities will be recorded in the goods
received note. A different officer appointed at the centre should perform the
verification exercise.
To the extent that is possible, recycling of stationery such as bond paper should be
encouraged, for example, printing on the other page of the used paper for internal use
within the Head Office and Branches

18.0 PHYSICAL INVENTORY

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

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e) Location /assigned user

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

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

19.0 PROJECT VEHICLE AND EQUIPMENT USE

19.1 Vehicle use: Refer to Vehicle Use Policy
19.2 Project Equipment Use Policy
Staff using the organisation ’s equipment both on and off premises should take all
precautions to ensure that the equipment is used properly, and is not unduly subjected
to abuse. All valuable equipments should be insured.
If an employee wishes to remove a piece of equipment such as the LCD projector or
laptop from the office, the property officer will log it in the logbook, with the name,
date, duration, purpose and return date. Any equipment to be removed for a long time

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(more than 3 days) should have written request containing the following information
and must be submitted for approval to the Executive Director :
a) description of the item to be borrowed
b) reason for removal
c) length of time the item will be needed
d) follow-up will take place to ensure that all items are returned as required.

20.0 AUDIT POLICY

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

21.0 BUDGET APPROVAL POLICY

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

22.0 MANAGEMENT’S POLICY AND GUIDELINES

While the policies and procedures outlined above are 4S, INDIA’s policies, the
management’s policy will take precedence over the policies and procedures outlined
above, if management’s policies differ from 4S, INDIA.

23.0 SAMPLE ACCOUNTING POLICIES

Below is a sample of accounting policies normally followed by many organisation s,
including NGOs, Public and Private organisation . A Organization adopting some of
these accounting policies would be complying largely with the general accepted
accounting principles

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Financial statements are prepared in accordance with the historical cost convention as
modified by the inclusion of certain assets at valuation. The following is a summary of
the important accounting policies normally used:
23.1 Fixed Assets
Fixed assets are accounted for on a cash basis and expensed when purchased or are
stated in the balance sheet at cost or valuation less accumulated depreciation. A
Organization should set a threshold for capitalization. Any single fixed asset acquired
with a value less than the threshold should be expensed to the Income and Expenditure
account in the year of acquisition.

23.2 Depreciation
Depreciation is normally calculated on a straight-line basis to write off the cost or
valuation of fixed assets over the expected useful lives at annual rates. e.g.

Buildings - 2%
Furniture & Fittings, - 20%
Equipment and vehicles - 25%
Motor vehicles - 25%
Full depreciation will be charged in the year of acquisition and no depreciation will be
charged in the year of disposal.

23.3 Translation in Foreign Exchange

Assets and liabilities denominated in foreign currencies are translated into INR at the
weighted average cost of capital. All gains and losses arising on the translation are dealt
within the receipts and payments statement in the period in which they arise.

23.3.1 Grants
Grants received for meeting operational expenses are released to the income and
expenditure account in the year in which such grants are received. Grants received for
investment in property, plant and equipment are treated as capital grants and
amortized to the income and expenditure account over the life of the asset concerned.

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23.3.2 Currencies
The financial statements are expressed in INR. Transactions made in foreign currencies
are recorded at the rate of exchange ruling at the date of the transaction. Assets and
liabilities expressed in foreign currencies are translated at the rate of exchange ruling at
the balance sheet date. Profits and losses on foreign currency translation are taken to
the income and expenditure account in the year in which they arise

23.3.3 Inventory/Stock
Inventories are stated at the lower of cost and estimated net realizable value. In
general, cost is determined on an average basis and includes transport and handling
costs. Estimated net realizable value is the price at which the inventories can be
realized in the normal course of business after allowing for the costs of realization.
Provision is made for slow-moving, obsolete and defective inventories.

24.0 GLOSSARY OF TERMS

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

Account A personal or impersonal record of one or more business transactions to

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

Accounting The process of analysing, classifying and recording transactions and

operations in terms of time, quantity and monetary values.

Accounting Period The period for which final accounts are customarily prepared.

Accounting System The day-to-day method by which transactions are recorded and
ultimately appear in the financial statements.

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Accrual The accounting treatment of a transaction whose actual value can only
be ascertained after the close of an accounting period, where all or part
of the transaction relates to that accounting period, such a transaction is
brought into books of accounts by ‘accruing’.

Advice Note Note acorganisation ing the delivery of goods or services ordered
(sometimes known as dispatch or delivery note).

Age Analysis Usually used on a schedule of Sales Ledger balances to indicate the age
of the balance (e.g. one month old, two months, over six months, etc)

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

Analyse The process of classifying and aggregating similar types of transaction

under common headings.

Asset Goods, resources and property of all kinds belonging to a Organization or

to an individual, which are used in the business.

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

accounts and supporting records prepared by a organisation ’s
management and the accounting principles and policies underlying them.

Auditor A duly qualified person who conducts the audit.

Balance (noun) The net difference between the debit and credit sides on an account.

Balance (verb) To total the debits and credits in a ledger account and to enter, as a
balance, the difference between the two.

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Financial & Accounting Procedure Manual

Balancing the The periodical closing up and adjusting of all accounts in the ledger, in
books order to ascertain the profit or loss made during the period under
consideration.

Bank reconciliation A statement explaining the difference between the balance of an

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

Book-Keeping The technique of keeping accounts – of recording in a regular, concise

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

Books of Accounts A set of books, which record the business transactions of a firm,
organisation , entity etc (see bookkeeping).

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

Bought Ledger A book of account, which records the personal side of all credit
purchases of goods or services.

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

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

Cash Book A book in which an account (record) is kept of all receipts and payments
of money, by cash or cheque.

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Financial & Accounting Procedure Manual

Cast (verb) To add up a column of figures.

Close off To transfer to the Profit and Loss Account in Nominal Ledger from each
account concerned, the amount itemised in the published Profit and Loss
Account, so as to leave as balances only those, which are included on the
Balance Sheet.

Contra The matching of debits with credits or the offsetting of one balance
against the other.

Credit (noun) An entry on the right hand side of a ledger account.

Credit Note Document sent to a person, firm, etc, stating that his account is credited
(reduced) with the amount stated (e.g. when goods are returned by that
person, firm etc. or an allowance is made to that person, firm etc.)

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

Current Assets That group of assets in cash or near cash state (e.g. Cash, debtors, stock).

Debit (Noun) An entry on the left hand side of a ledger account.

Debit (Verb) To ‘debit’ an account to make an entry on the left hand side.

Debit Note Document sent to a person, Organization etc. stating that his account is
debited (increased) with the amount stated (e.g. as a result of price
hikes, or invoice initially undercast)

Debtor One who owes money for goods, services supplied.

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Depreciation The measure of the estimated loss in money value of a fixed asset owing
to use, obsolescence or passage of time (see Amortisation).

Discount An allowance deducted from an invoice price, account etc.

Double entry Method of book-keeping in which two entries are made debit and credit
for each transaction in order to record the two aspects which every
transaction has and to provide a means of providing the entries by
balancing the ledgers in which each transaction is recorded.

Entry The record of a transaction in a book of account.

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

Fixed Asset An asset which is in permanent use within a business (e.g. Land,
Buildings, furniture, plant, machinery, etc)

Gross A total before any deductions.

Gross up The calculation of a gross figure from a net figure by adding back
deductions.

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

Impersonal Ledger See Nominal Ledger.

Imprest System Method by which a fixed amount is advanced and the expenditure for

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

Intangible Assets Asset, which is neither fixed nor current yet, possesses a value (e.g.
Goodwill, Investment).

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

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

delivery and other particulars of goods sold or services rendered.

I.O.U I Owe You

Journal Literally, the book containing an account of each day’s transactions.

Ledger A collection of accounts

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

Ledger account A record in the ledger showing one of the two aspects of each
transaction or group of transactions (see also ‘Account’).

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

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

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

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

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

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

Netting off See ‘contra’

Nominal Accounts Accounts for the income and expenses of a business (see ‘impersonal
accounts’)

Nominal Ledgers
Otherwise known as the Impersonal or General Ledger. The ledger,
which contains impersonal, accounts (see ‘impersonal accounts’).

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

Organization as distinct from a nominal account.

Petty Cash Book A book subsidiary to the Cashbook, in which are recorded all small cash
payments.

Posting The transfer of entries from the books of prime entry to their separate
accounts in the ledgers.

Prepayment A payment made in the current accounting period of which part or all
relates to a future period.

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

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Financial & Accounting Procedure Manual

Provisions Amounts written off or retained out of profits to provide for

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

Reconciliation A statement showing the process whereby the balances of two accounts,
independently written up in respect of the same transactions, which
show an apparent discrepancy, are brought into agreement. The most
common reconciliation statement is that used to bring into agreement
with the General Ledger Bank account balance and Bank Statement
balance (see “bank reconciliation”).

Reconcile (verb) To ascertain the precise components of the difference between two
related figures produced independently of each other.

Revenue Income received from any source.

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

Sales Ledger A book of account, which records the personal side of all sales on credit,
of goods or services.

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

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

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Appendix 1: Ethics Policy

Consistent with its mission, 4S, INDIA has established a standard of the highest professional ability,
personal integrity, and cultural sensitivity for all its staff and consultants.
4S, INDIA’s Code of Ethics is designed to serve as a set of ethical and legal principles to provide guidance
regarding decisions and judgments that 4S, INDIA’s staff and consultants are constantly being asked to
make. It represents the principles upon which 4S, INDIA was established and that continue to govern its
operations. When further clarification is needed, staff should consult the Finance / Operations Manager
or the Executive Director .

Contracting, Subcontracting, and Procurement

4S, INDIA believes that its interest and the interests of its clients are best served by fair and open
competition in contracting, subcontracting, and procurement. Employees should consult law and
management guidelines on soliciting competitive bids when procuring goods and services. For
interpretation of these guidelines or specific advice on contracting, subcontracting, and procurement,
employees should consult with the Accounting and Financial Procedures Manual. All expenditures and
purchases are governed by 4S, INDIA’s Financial and Accounting Procedures Manual. 4S, INDIA will
provide an annual orientation to financial and accounting procedures to all staff to ensure that all staff
are aware of 4S, INDIA’s policies as well as and management guidelines.

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

Plagiarism and Research Misconduct

Miscount in research means any practices that deviate from those commonly accepted by the
academic and scientific communities in pursuing and publishing research and reporting on
program activities. These practices include falsifying or fabricating data or results, plagiarism,
and any similar practices. It does not include honest errors of differences in interpreting data or
research results. In producing, creating, or writing 4S, INDIA documents, staff may not use or
incorporate content from other documents without crediting the sources and/or obtaining
permission, as appropriate. 4S, INDIA expects all employees to adhere to the highest standards
of conduct in these areas as they carry out research, report on research and project activities
and develop training and other program materials, guidelines and products. Any alleged or
suspected misconduct in research should be reported directly to the Executive Director , along
with supporting documentation.

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Obeying Local Laws and Traditions

It is 4S, INDIA’s policy to fully comply with law, management regulations, and accepted good business
practices. An infraction of laws and regulations may be cause for dismissal of the employee.

Conflicts of Interest
All 4S, INDIA employees should maintain fairness, ethics, and personal integrity in all matters and avoid
doing anything which is either illegal or unethical. 4S, INDIA staff must refrain from participating, or
giving the appearance of participating, in any activity that compromises their ability to render fair,
impartial judgments on behalf of 4S, INDIA’s clients as well as in the development of new business
opportunities. 4S, INDIA staff and consultants are also duty bound by law and management regulations
such as government regulations concerning individual and organisation /society conflicts of interest.

Vendors and Service Providers

4S, INDIA staffs are cautioned against the direct use of vendors and service providers that employ their
spouses and/or members of their immediate family (including relatives by marriage). While 4S, INDIA
may use such vendors and service providers (after a competitive bidding process, where applicable), the
following steps should be taken to avoid even the appearance of impropriety. First, 4S, INDIA staff
should immediately bring the situation to the attention of their supervisor and the Executive Director ,
before their consideration as a potential bidder for the award of a contract or purchase of a commodity.
The supervisor and Executive Director may determine that such a vendor or service provider is ineligible
for 4S, INDIA contracts or services. Second, the affected staff member may not be involved in the
selection process, in supervising the delivery of goods or services, or in approving or disbursing
payments.

Inducement to Clients or Management Agencies

In accordance with law as well as management funding regulations and accepted good business
practices, no employee is authorized to offer, or give the impression of offering, an inducement
(monetary or otherwise) to any current or potential client or management agency official for the
purpose of obtaining proprietary information or influencing their judgments on future grant or contract
awards. No offer or suggestion to provide employment or consultancies will be made to such an official.
In addition, 4S, INDIA will not, and employees or consultants of 4S, INDIA shall not, offer or make any
payment, or even suggest a bribe be paid to obtain a contract or "favor" from a potential client.
Engaging, or seeming to engage, in such activities will result in disciplinary action and/or termination of
the employee. 4S, INDIA’s staff should immediately report any evidence of such activities to their
supervisor and the Executive Director .
Similarly, employees are prohibited from paying, or offering to pay, any fees or commissions to
consultants or other Organization staff to obtain proprietary information or to otherwise assist in any
inappropriate manner in obtaining a contract or grant award. 4S, INDIA staff should immediately report
any evidence of such activities to the Executive Director . Any such act which is substantiated will result
in immediate termination of employment with 4S, INDIA employment. Any instances in which an

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employee is approached or asked to pay a bribe must be reported immediately to the Executive Director
.

Gifts
Except for gifts of nominal cost-- less than in fair market value-- or meals and social invitations that are
in keeping with good business ethics and do not obligate the recipient or the employee, it is in conflict
with 4S, INDIA’s interests for any employee or member of his or her immediate family to accept, give, or
offer commissions, gifts, payments, services, loans, or promises of future employment to anyone in
connection with his or her 4S, INDIA assignment.

Fees and Other Payments

Non-Organization related director’s fees, honoraria for speeches, fees for jury duty, radio and TV
appearances, author’s royalties and payments for published articles or article reviews, and travel
reimbursements may be accepted, provided these payments do not represent activities that interfere
with the staff member’s responsibilities to 4S, INDIA. No salary or consulting fee, however, may be
accepted by regular 4S, INDIA’s staff members for services rendered to other agency/ organisation ’s or
persons during regular business hours, vacations, or sabbaticals except on behalf of 4S, INDIA. 4S, INDIA
staff are advised to bring any questions they may have on this policy to the attention of the Executive
Director for clarification before accepting a fee, honoraria or other payment.

Whistle blower :
Whistleblowing is defined as an act of disclosing information by an employee or any concerned
stakeholder about an illegal or unethical conduct within an organization.
A whistleblower is a person who informs about a person or organization engaged in such illicit activity.
The Law Commission of India in 2001, had recommended that, in order to eliminate corruption in an
organization , a law to protect whistleblowers was necessary. It had drafted a bill as well to address
this issue. 4S India encourages the role of whistleblowers in the organization and also will protect
them under the protection of whistle blower ,2014.

Disclosure of Information
4S, INDIA staff should exercise discretion in regard to all matters of official business. They may not
communicate any information known to them by reason of their position that has not been made
public, except as may be necessary in the course of their duties or by authorization of the Executive
Director . Nor shall they at any time use such information to their private advantage. These obligations
do not cease upon end of employment from the 4S, INDIA. No employee shall disclose information
about 4S, INDIA development efforts without the permission of the Executive Director .

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4S, INDIA Code of Ethics

I hereby certify that I have been given a copy of 4S, INDIA’s Code of Ethics and 4S, INDIA’s Policy
Manual. I understand that I should consult with my supervisor for further clarifications on any
aspect of 4S, INDIA’s Code of Ethics, and subsequently, as required, with the Finance /
Operations Manager or the Executive Director .

Attested:

I have read 4S, INDIA’s full Code of Ethics and the statement above. I will conduct my work as
a 4S, INDIA employee in line with these principles and commit to monitor that 4S, INDIA staff
under my supervision do so as well.

Signature:

Name Date

Printed Name

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

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Appendix 2: Cash Receipt Form

RECEIPT
VOUCHER No. 0001

Office: Date:

Currency:

Received From Description Amount Budget Code

Total

Cash/Cheque Received By:

(delete as applicable)
Received From:

Attach paperwork to this voucher

RECEIPT
VOUCHER No. 0002

Office: Date:

Currency:

Received From Description Amount Budget Code

Total

Cash/Cheque Received By:

(delete as applicable)
Received From:

Attach paperwork to this voucher

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Appendix 3: Purchase/Cheque Requisition

Cheque Requisition Number:

Request for Payment

4S, INDIA

Date: ________________ Requested by: _________________________________

Description:_________________________________________________________________________________________

In the total amount of (in words): ________________________________________________________________________

(Local currency):
US$: _________________ _______________ Limited Purchase Order #:____________________________

Payment to be made in the name of: _____________________________________________________________________

Account Fund Project Description Amount

Total USD:
Total (local currency):

Prepared by: Date: __________________

Reviewed by: Date: __________________

Approved by: Date: __________________

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Appendix 4: Purchase Order

Purchase Order Number:

Purchase Order

Name of Organisation :

Project Title:

Project Number:

Address or Postal Address:

Order
Supplier Details Date:

Name:

Address or Postal Address:

Project to be charged
Total
Description Management Project Quantity Unit Price Amount

Value Added Tax

(VAT):
Total:

Prepared by: Date:

Reviewed by: Date:

Approved by: Date:

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Appendix 5: Petty Cash Voucher

Petty Cash Voucher Number: ____________

Date: _______________

Description of Expenditure Amount

Total:

Charge Codes:

PROJECT Project Account Vendor Amount

# Name Name

__________________ ________ __________________ _________

Requested by Date Approved by Date

__________________ ________ __________________ _________

Received by Date Paid by Date

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Appendix 6: Petty Cash Count Form

PETTY CASH COUNT FORM

Office: ________________ Currency: _________________________________

Date of Count:

Time of Count:

COUNT OF CASH ON HAND

Denomination Quantity Amount

Total petty cash on hand:

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

Comments:

Counted by:

Observed by:

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Financial & Accounting Procedure Manual Appendix 7a:
Vendor Quotation Sheet ($500-$2500)
Date (s) of quote/contact____________________________________ Date (s) of quote/contact:_______________________________________
____________________________________________________________ ____________________________________________________________
Vendor name and address:_____________________________________ Vendor name and address:_____________________________________
________________________________________________________________ __________________________________________________________________
__________________________________________________________ ________________________________________________________
Name and telephone no. of contact: ______________________________ Name and telephone no. of contact: ______________________________
________________________________________________________________ __________________________________________________________________
__________________________________________________________ ________________________________________________________
Description of item: ___________________________________________ Description of item: ___________________________________________
_____________________________________________________________ _____________________________________________________________
Price quoted:_________________________________________________ Price quoted:_________________________________________________
_____________________________________________________________ _____________________________________________________________
___________________________________________________ ___________________________________________________
Type of business: ___ Lg. Business___ Small Business ___ Women Owned Type of business: ___ Lg. Business___ Small Business ___ Women Owned
___Small and Disadvantaged Business ___Small and Disadvantaged Business ___

Date (s) of quote/contact:_____________________________________ Selection Justification:

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

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Appendix 7b: Bid comparison > $2500 (Best price & Best Value)

BID COMPARISON – PRICE

Bid comparison for purchase of items over $2500

Please provide at least three (3) written quotes for each item you plan to buy and attach it to this bid comparison
Please note that the quotes need to be the same item (same specifications for the 3 different suppliers) Attach Quotes
In the last column, please add up all recommended vendor amounts per item.
If you need more space for items please add more rows.
If you are choosing the vendor who is not the cheapest, please provide valid explanation for the selection below

Item Quote 1 Quote 2 Quote 3 Recommended Vendor

Enter vendor names >>>>> Cost (list currency)

1
2
3
4
Total amount required (list currency):

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

Requested by (name): Date:

Partner Organization:

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Authorized By:

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

VENDOR SELECTION MATRIX - BEST VALUE BASIS

Project:

Solicitation:

Date:

Evaluation Criteria Vendor 1 Vendor 2 Vendor 3 Vendor 4 Vendor 5

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

Total Score

Selection is based on best value through an evaluation of

Maximum Score Possible: pts 100 Source Selection Justification: the
proposals against the criteria as compared against all
Score Breakdown: offers.
Technical Approach 35 Offeror with the highest point score selected.
Past Performance 10
Organization Capabilities 20
Proposed Staff 10
Price 25
Other:
Total: 100
**Note: Evaluation categories and points breakdown can be changed for each solicitation, depending on what factors that are considered for that particular solicitation and level of importance. Price, however,
must always be included as an evaluation category.

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Financial & Accounting Procedure Manual

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Financial & Accounting Procedure Manual Appendix 9: Salary
Sheet/Labor Distribution Sheet

SALARY SHEET

Office: Currency: Month:

Funder Allocation
Gross Pay Allowances Deductions Other Net Pay (Based on T/S) Name Signature
% % %
Funder Funder Funder
Tax 1 2 3

Prepared Reviewed
By: By: Authorized By: Paid By:

Date: Date: Date: Date:

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Appendix 10: Request for Travel Advance

To:
From:
Location:
Date:

Please issue a travel advance as indicated below:

Advance to: Employee Non-Employee

If traveler is NOT employee, fill out this information.

SSN: If NOT Citizen/Resident, check here.
Mailing
Address:

Advance Account
Amount: #:
Contract #: Project #:
Project Name:
Destination:
Purpose of Trip:

Departure Date: Return Date:

Calculations for
Advance:

Approved by Project Director

Note: Please request advance no less than 7 working days prior to date check is
needed.

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Financial & Accounting Procedure Manual

Appendix 12: Inventory/Fixed Asset Register

Appendix 13: Consultants Work Order

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Financial & Accounting Procedure Manual

Consultant Work Order

[Consultant Name]
Work Order No. [Project Number – Task Number (if applicable) – Assignment Number]

Period of performance:

Task Description:

Deliverables/Milestones Due Dates

1.
2.
3.

Payment Schedule:

➢ Fixed price payments based on completion and acceptance of

deliverables/milestones

-or-

➢ Not to exceed level of effort (number of days) with payments based on days worked
and days worked tied to specific progress in achieving milestones/deliverables

Expenses:

Technical Direction:

4S, INDIA and Consultant agree that the above services will be provided in accordance
with the 4S, INDIA Consulting Agreement signed by both parties dated .

For 4S, INDIA Consultant

Signature Date Signature Date

Name Name

Title Social Security Number

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

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Financial & Accounting Procedure Manual
Appendix 14: Consultant Scope of Work
SCOPE OF WORK
[TYPE/NAME OF CONSULTANCY]
[ORGANIZATION NAME]

BACKGROUND OF ORGANISATION /PROGRAM:

PURPOSE OF CONSULTANCY:
OBJECTIVES OF CONSULTANCY:
The objective of the [Type/Name of consultancy] will be to:

EXPRESSIONS OF INTEREST:

Consultants or firms interested in participating with this project are asked to submit a
proposal, their resumes with qualifications, as well as a completed bio-data / 1420
form (provided) for review.

TERMS OF REFERENCE:
The services to be provided are as follows:
Deliverables Date
•

•
•

BID FORMAT:

The response should be submitted in the following format:

Short Introduction Covering the review of the terns of reference and clear
Summary understanding of the consultancy requirements.
Methodology Covering the proposed approach, main technical
proposal including work tasks and time estimates for
various activities.
Statement Of Capability Bidders should include a statement of capability that
details the level of resources available within the
Organization to deliver the services requested. This
should also include the number of trained personnel,
their experience and qualifications.
Time Schedule/Project A proposed time schedule showing each specific task
Plan with clear time estimates.
Financial Proposal Detail the consultant’s financial proposal and the
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pricing should include required transportation costs for

travel.

GENERAL CONDITIONS OF BID:

▪ An electronic copy of the bid in MS Office templates should be submitted

electronically to 4S, INDIA at the following addresses no later than [due date and
time]:

- [Address for bids to be sent]

▪ All documents produced will be the property of 4S, INDIA

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

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

TECHNICAL DIRECTION:

[Name of person responsible] will be responsible for technical direction of consultancy

and will oversee the consultant.

PAYMENT TERMS:

The Consultant will invoice 4S, INDIA upon the [Name of person responsible for
technical direction] acceptance of the deliverables. The Consultant will invoice 4S,
INDIA not more often than weekly and not less often than once every 15 days.

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Appendix 16: Consultant Fee Payment Request

FEE PAYMENT REQUEST

Submitted To: Pay To:

4S, INDIA
Street Address
City, Country
Attention:

Project No.: _________________________

Project Title: _____________________ ________ SS# _______________

Date: ____________________________

Brief Description of Work Performed/Deliverables Submitted:.

Dates Worked:

Total Days: __ (if applicable)

Payment Requested: $ ______

I hereby certify that this request for payment is an accurate statement of my hours/days worked on the
above indicated project, that this request does not violate any federal, state or local laws or
regulations and is in accordance with the terms and conditions of my Consulting Agreement with 4S,
INDIA.

Consultant Signature: ____________________________________

Small Business Certifications: Woman-owned: __________

Small Disadvantaged (provide certification#): __ ___

I hereby certify that I have reviewed this request for payment and that it is an accurate statement of the
hours/days worked and the performance as stated above.

Project/Technical Director Signature: _____________________________

Project/Job #: ______ ___

Payment Amount: _____ _____________

Outstanding Advance: _

Net Pay

Special Instructions: ________

Prepared by: ______________________ Date: __________________

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Reviewed by: _________________________ Date: _________________
(Finance Staff or Business Manager)

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