cbc admin manual

HOW TO SET UP A BASIC ADMINISTRATIVE

SYSTEMFOR YOUR LNGO

Volume 4 of the CBC Do-It-Yourself Training ManualsDeveloped by Lainie Thomas

CBC Administrative Manual, page ii

PHILOSOPHY OF THE CBC

Local non-governmental organizations, or LNGOs, are increasingly important elements of Somaliland civil society. They have been a vital part of the reconstruction of Somaliland through their development work in all sectors of society. As their capacity grows, Somaliland’s will too. Since the country was formed in 1991, over 600 LNGOs have registered with the Ministry of National Planning and Coordination, and it is estimated that hundreds others exist that have not registered. However, of them, only a small fraction has the capability to design and implement meaningful projects. With stronger organizational structures, administrative systems, and project management skills, we hope that Somali LNGOs will be able to carry out the long-term reconstruction and development work that is needed.

The Capacity Building Caucus (CBC) has developed this series of training manuals to give LNGOs in Somaliland a tool that they can use to help themselves develop their capacity to achieve their goals and objectives. The Capacity Building Caucus is a group of international NGOs working in Somaliland who believe that strong coordination among the organizations working in capacity building (CB) with LNGOs will benefit their partners. In specific, LNGOs will benefit from receiving a consistent message from their donors on what standards are acceptable for the management and operation of any organization. As a result, the CBC has developed a series of manuals designed as do-it-yourself guides for improving an organization’s capacity to achieve its goals.

The approach proposed in these manuals is based on the assumption that reaching development goals implies that people become actors of their own development. These manuals, therefore, are based upon a set of common capacity building principles supported by the CBC. The following list of guiding principles has been designed to help organizations with the implementation of their capacity building activities. These are things that you should consider as your organization works towards achieving its goals:

1. Institutional Capacity Building: Capacity-building activities conducted by your organization should be designed as much as possible to strengthen your overall organization. Training should not be limited to one or two individuals, and support should be given to skills sharing.

2. Community Participation: LNGOs must develop strong ties to the communities in which they work through participation at the community level. The voice of your partners must be considered as you develop your organization’s capacity to work in the community. They should be key stakeholders and should help guide the direction of your organization.

CBC Administrative Manual, page iii

3. Sustainability: Capacity-building activities must be based on locally sustainable practices. Your organization should work toward the organizational, technical, and financial sustainability of projects. Your organization should be committed to the promotion of community building and grassroots participation.

4. Accountability: Clear agreements about accountability (financial and programmatic) must be made between your organization and various stakeholders including communities, donors, partners and government institutions. When developing the capacity of your organization, lines of communications must remain open and clear.

5. Local Partner Relations: Your organization should promote increased formal and informal information sharing among partners. Despite internal constraints, LNGOs must remain flexible and listen to the priorities of their partners, not follow donor-driven commands. Your organization should support its partners and respect the diversity of its members and target constituencies, as well as the spectrum of its activities.

Based upon the above set of principles, the CBC has developed this series of manuals. They contain activities that the staff and/or members of an organization can complete together to strengthen various areas of their organization. Since every LNGO is different, there is not a single set of instructions for capacity building. That is, the materials are to be used as a basis for discussions leading you and your organization toward more informed decisions. People must make these decisions for themselves, adopting them as part of their own thinking. Values and principles cannot be imposed upon others. Think of these manuals as tools in your toolbox that you may use to build your organization however you want. Since the long-term future of Somaliland lies in the hands of local people, empowering them to help themselves will ensure that its development continues.

These training manuals are for use by all LNGOs who need to develop basic operational tools, and therefore these manuals may be reproduced freely as long as no profit is made from doing so. We only request that the CBC be mentioned when reproduced. We welcome feedback and ideas for improvement to this manual from those who have used it.

The Capacity Building CaucusAction Nord Sud/Handicap International, CARE, Danish Refugee Council, International Cooperation for Development, International Rescue Committee, Progressive Interventions, Save the Children US, Swiss GroupHargeisa, SomalilandJuly 2001

CBC Administrative Manual, page iv

WHERE TO START IN BUILDING YOUR CAPACITY

Building the capacity of your organization requires a lot of work. It can be overwhelming if you do not know where to begin. To help you start, the CBC has made a checklist of skills that you should develop to make your organization better. These skills also match those in the LNGO assessment tool that the CBC has developed, although they are not necessarily grouped in the same way in the assessment tool as in the manuals.

To help you develop those skills, the CBC has developed a series of do-it-yourself manuals so that you can practice them. These manuals are available from any member of the CBC. If you need further help on the issues or activities presented in the manuals, you should contact the CBC. They will refer you to a member of the CBC Trainer’s Pool, a group of Somali trainers who are qualified to work with LNGOs in capacity building.

You may use the following checklist as a starting point to identify the areas in which your LNGO needs improvement. Although it is not required that you work through the manuals in the order that we have proposed, they have been numbered in what we feel is the most logical way. For example, you will need to refer to your organizational structure chart in nearly every manual, so if you have not made a good structure in volume one, you will not be able to do the activities in the other volumes as successfully.

FOCUSING THE ORGANIZATION:Every organization needs some basic structural elements to give it focus. These are documents or ideas that describe the organization, its objectives, values, structure, and methodology. Usually when an organization is founded, the founders have developed these concepts, although they may not necessarily be written and well defined. However, once these are clarified and accepted by the organization, a direction has been established and it becomes easier to develop the rest of the organization.

Step 1: Structure and Governance Vision statement- Do the members have a clear social vision of what

they are working towards? Principles of operation- Does your organization have a clear set of

principles for both internal operation and for working with beneficiaries?

CBC Administrative Manual, page v

Mission statement- Has the organization developed a statement that distinguishes it from other LNGOs and describes the organization and its purpose? Is it up-to-date and realistic?

Clear organizational structure- Does the organization have a clear structure that identifies the role of each staff member, clarifies all of the job responsibilities, and indicates the work the organization does?

Leadership/management- Does the leadership body of the organization have a well-defined role? Does the management have a well-defined role? Are these groups capable of fulfilling their roles?

Constitution and organizational values/methodology- Is the organization’s constitution a real reflection of the organization? Do the members have an active role in the organization? If so, is the process of joining and participating in the organization well defined in the constitution?

Written strategic plan or activity plan- Knowing the mission, values, staff, and budget of the organization, as well as the needs of the target group, does the NGO have a realistic and effective plan for what it wants to do over the next few years? Has the organization identified what resources and how much time it needs to implement these activities?

How to Set-up Your LNGO (Volume 1) will help you to make your mission statement, structure your organization, train your leadership and management, and write your constitution.

How to Write A Strategic Plan for Your LNGO (Volume 2) gives you step-by-step instructions for conducting research and developing a strategic plan.

RUNNING THE ORGANIZATION:Once the organization has a clear direction, then it is time to begin setting up the administrative and financial systems that will give it the ability to run its projects. When applying for project funds, you must show that you organization has the capacity to manage the funds and activities that you propose. Effective administrative and financial systems are a sign that an organization has the capacity to run a project.

Step 2: Organizational Management Working budget- Has the organization identified and planned what

to do with all of its resources? Has the organization identified what its needs are for fundraising? If the budget has already been developed, is it being followed?

Financial resource management- Does the organization have a financial policy and system for regular financial reporting, cash management, and accounting?

Material asset management- Are appropriate polices and practices for managing the organization’s fixed assets, inventory, procurement, and vehicle use in place? Are records kept and filed in a systematic way?

CBC Administrative Manual, page vi

Human resource management- Does the organization have set policies and practices for recruiting, retaining and motivating staff, and for staff development? Are there personnel policies, staff contracts and up-to-date job descriptions, regular staff evaluations and meetings, and good staff relations?

How to Set Up A Basic Accounting System for Your LNGO (Volume 3) shows you how to develop a budget, then set good procurement procedures, and write and implement good financial policies. The manual includes sample forms that you can use.

How to Set Up A Basic Administrative System for Your LNGO (Volume 4) takes you through the setting up of basic administrative systems, including staff management, inventory management, and reception systems. This volume also includes sample forms.

RUNNING THE PROJECTS:A good LNGO must help the community identify its needs and help them develop practical solutions to meet these needs. The projects must be well run and supported by both the beneficiaries and the organization.

Step 3: Project Management Principles of designing and implementing a project- Does your

organization have a clear set of principles for both internal operation and for working with beneficiaries?

Understanding your vision- Have you clarified your organizational vision or mission so that your project is a step towards reaching your vision?

Identifying a project- Have you conducted a needs assessment where your target group identified its needs? Have you examined the cause and effect relationships of your identified projects? Are you able to rank which projects are feasible to narrow your scope? Have you selected a project that addresses the needs that the community has prioritized?

Fieldwork and research- Have you done careful fieldwork using participatory methods to clearly identify what development work needs to be done?

Concept paper- Have you written a clear concept paper outlining what you want to do, why, and how?

Writing the proposal- Is the proposal for your project well written and clear? Does it include specific indicators for the success of your project?

Managing the project- Is the project well managed? Is it well documented? Is it reaching its objectives?

Monitoring and evaluating- Is the project operating according to the plans in the proposal? Is someone checking the indicators to see if they are being met? Has the project made a significant, sustainable change in the lives of its target group?

CBC Administrative Manual, page vii

How to Design and Manage a Project for Your LNGO (Volume 5) takes you step-by-step through designing and managing a project. It looks specifically at how you need to work with your target group so that there is the best chance of changing the attitudes of your target group.

BUILDING THE ORGANIZATION:An organization is more than just projects and an office. An NGO must work with its constituency and beneficiaries. It must also develop good relations with the government and with other development agencies, both local and international.

Step 4: Networking and Publicity External relations- How is the organization known among its

beneficiaries, donors, the government, and other local organizations? Is the organization an active member of the community?

Public relations- How is the organization known by the public in its community (outside of its target group)?

Advocacy- Can the organization make changes that benefit its target group through its work? Is the organization a “voice for change”?

Mobilization- How well can the organization mobilize resources (human, material and financial) and the community?

SUSTAINING THE ORGANIZATION:For an organization to survive long-term, it must operate successfully with the community. The organization should consider who its members are, whom it represents, and on whom it depends. Sustainability of an organization relates to its independence: the more independent an organization is, the more sustainable it will be.

Step 5: Further Development- Sustaining Your Organization Women and minorities- How well are women and minority groups

(minority clans, disabled people, etc.) represented within the organization and as its beneficiaries?

Organizational diversity- Does the leadership, staff, and membership of the organization represent a diverse set of backgrounds, experience, and knowledge?

Autonomy- How easily can the organization set its own agenda? Do political movements, the government, or other forces influence it?

Financial independence- Is the organization “donor driven”? How many of the organization’s activities are determined by the organization instead of by available funds?

CBC Administrative Manual, page viii

TABLE OF CONTENTS

PHILOSOPHY OF THE CBC.......................................................................II

WHERE TO START IN BUILDING YOUR CAPACITY......................IV

INTRODUCTION..............................................................................2

1- FILING AND RECORDKEEPING..................................................4IMPROVING YOUR FILING SYSTEM......................................................7

2- MATERIAL RESOURCE MANAGEMENT......................................82.1- FIXED ASSET MANAGEMENT.........................................................9SUMMARY OF THE FIXED ASSET FORMS..........................................102.2- INVENTORY MANAGEMENT.........................................................13OVERVIEW OF FIXED ASSET AND INVENTORY MANAGEMENT......15SUMMARY OF THE INVENTORY FORMS............................................162.3- VEHICLE MANAGEMENT..............................................................20SUMMARY OF THE VEHICLE MANAGEMENT FORMS......................21

3- HUMAN RESOURCE MANAGEMENT........................................24SUMMARY OF THE HUMAN RESOURCE MANAGEMENT FORMS....26

4- OFFICE MANAGEMENT............................................................36SUMMARY OF THE OFFICE MANAGEMENT FORMS.........................41

5- ADMINISTRATIVE AUDIT.........................................................45

6- HOW TO WRITE ORGANIZATIONAL POLICIES........................4720 QUESTIONS FOR POLICY MONITORING AND EVALUATION.......48GUIDELINES FOR DEVELOPING A FIXED ASSET POLICY.................49GUIDELINES FOR DEVELOPING AN INVENTORY POLICY................50GUIDELINES FOR DEVELOPING A VEHICLE POLICY........................51GUIDELINES FOR DEVELOPING A HUMAN RESOURCE POLICY.....52

SUMMARY OF ADMINISTRATIVE RECORDKEEPING............................54

CBC Administrative Manual, page 1

INTRODUCTION

This manual has been developed by the CBC for the use of LNGOs in Somaliland wishing to either establish or improve their administrative system. This training manual may serve either as a do-it-yourself workbook for organizations or as a training manual to accompany formal training. Any organization working to the standards outlined in these manuals will certainly have met CBC standards for its partners.

Administration means managing the activities of an organization and its projects. The Administration Department is the part of the organization that keeps the records about the office and the projects. The other main part of an organization is the Projects Department, and those people are responsible for implementing the NGO’s projects.

This manual looks at four main areas for establishing an administrative system: filing, material resource management, human resource management, and reception. Then, there is a full administrative audit that you can use to monitor and evaluate your administrative systems. As you establish these systems, you should make written policies to confirm what steps should be taken by whom, and when. We have included blank forms for the NGO to use itself or to adapt as needed, as well as guidelines for making administrative policies.

This book has been developed with reference from the CARE Internal Control Manual’s section on administrative systems, which was developed for their partners in the Somali Partnership Program. Many thanks go to CARE for their work in outlining a good administrative system for LNGOs.

Although one can manage a project or an organization by looking at what is happening, it is better administrative procedure to keep written records of what goes on. Some reasons for this are that people forget what they have seen, and often staff members change and the new staff does not know what happened before. Written documents also make writing a report easier. An Administrator can manage an LNGO office well by keeping as few as ten written documents up-to-date. Some require daily updating while others do not require updating as often.

Before you start this manual, you should appoint one person to be your Administrator. Since the job requires keeping written documents, the Administrator should be someone who can read and write. In many offices, the same person manages the administration and the finance. It is possible to appoint one Administrator and one Accountant, or just one person, the Administrator/ Accountant, if your NGO is small and you do not have many activities going on at once.


Of course, you will also need an Executive Director to approve and oversee what the Administrator is doing. In addition, some Administration Departments also have an Administrative Assistant, Secretary, a Storekeeper, a Cleaner, Watchmen, and a Driver. However, start with an Administrator and add other people as the workload increases; it is not necessary in a small NGO to have all of these employees.

If you are a small NGO, then look for the * symbol beside some of the forms. The forms with that symbol are the most important ones that you should use. The other ones may not be as necessary until you are bigger, have more projects, and have paid staff. You can choose when you want to implement the others, but the starred ones are required by the CBC for all local NGOs. Bigger organizations should try to use all of the forms in this manual.

Everyone should notice that other forms are inside () symbols. Those are documents, but not forms. For example, an employee’s CV is a document you should have, but not a form that you keep. Therefore, you will not see blank copies of those documents as you would for the others.

Finally, to provide examples in some of the exercises, I have used an imaginary local NGO, Save Somaliland Trees. I have showed how they have set up some of their systems to serve as a model for other organizations to copy. However, not all of their systems are appropriate to all other LNGOs, so they should be adapted to fit the needs of your organization.


1- FILING AND RECORDKEEPING

The very first step to setting up a solid administrative system is to make a good filing system. If all of your organizational documents are easy to find and all are present, then it will be much easier to know what is happening in your organization. When it comes time to report to your donors, the information will be much more accessible and ready to present to them than if your papers are kept in different places.

The following filing system is a standard set up that may suit your office. It is best to keep the records on your projects separate from your administrative documents so that they are not confused. Also, it is a good idea to put a number on the outside of your files so that people can find and replace them quickly. Big offices may even want to make an index for their files.

A BASIC FILING SYSTEM

If possible, purchase five new files and some card to make subfiles inside of them. Use a marker pen to label the files and their subfiles. In a small office, many of these can be combined and you can use fewer files if you prefer. In a big office, you may want separate files for 110, 120, and 130.

100- Administrative Documents- This file will be for all of the administrative records for your office. It will contain three subfiles:

110- Fixed Assets and Inventory- All of the forms that tell what inventory and fixed assets you have and where they are will be kept in this subfile. This may even be subdivided again into Supply Control Cards, Fixed Asset Register, etc.120- Vehicle- If you have a vehicle, then all of its documents will be kept here.130- Payroll and Personnel- All of the documents that you have relating to the employees of your organization will be kept in this subfile. It may also be subdivided into sections like CVs, Time Sheets, etc.

200- Finance- The finance file will contain all of the financial documents that you have. See page 17 of the CBC Finance Manual for more information on setting up this file. These files should be kept locked up so that they cannot be altered.

210- Budget220- Procurement230- Cash Management240- Cash Advances 250- Petty Cash260- Financial Reports


270- Bank Accounts280- Financial Audits290- Financial Monitoring

300- Correspondence- All letters that you send and receive should be kept together. Some organizations file outgoing letters separate from incoming, arranged by their date. Others separate the correspondence by whom the letter is to or from, arranged in alphabetical order by organization. Choose the system that you prefer.

310- Local Correspondence- All letters to and from the government ministries, local government, municipality, other LNGOs, etc. should be kept here in chronological order (or by organization, if you prefer).320- International Correspondence- All letters to and from international NGOs, UN agencies, contacts abroad, etc. should be kept here in chronological order (or by organization, if you prefer).

400- Organizational Documents410- Meeting Minutes- All of the minutes of organizational meetings should be kept in this subfile. If your organization has several groups that meet, such as a Board of Directors, Management Team, and/or Executive Committee, then this subfile should be divided into those groups. Inside each subfile, keep the minutes in chronological order.420- Other Documents- Other important documents related to your organization, such as your registration papers with the Ministry of Planning, should be kept here. You could also file your old organizational structure charts here whenever you make a new one, or articles about your organization that appeared in the newspaper, in this subfile.

500- Project Documents510- Project Proposals- Copies of proposals that you have already submitted to donors can be useful even if they are not funded. The background research and even budget items can help you with another proposal later on. You should file a copy of all completed proposals here.520- Completed Projects- All of the papers related to projects that you have already completed, including copies of their proposals, should be kept in one place. This subfile should be divided into subsections for all of the projects that you have completed. The projects could be numbered, and all documents related to that project could have that reference number. 530- Ongoing Projects- This file is the same as the Completed Projects file, except that these are the current projects. When the project is finished, move the papers into file 520.540- Future Projects- Any proposals that you are developing should be kept together in this file, including correspondence with the donor about the project and background research that you have completed. Once the project is funded and you begin work, move the records into file 530. If it is not funded, then file it in 510.


Here are some notes to consider when setting up your filing system:A)Make sure that files are located in the most logical place. For

example, keep all files in the same shelf or cabinet, or keep all administrative records in the Administrator’s office and project files with the Project Managers. Be sure to separate what records are not actually files, but rather resources. For example, newspapers and training materials are resources and not files. Keep them separate from the other files. If you have a lot, you can start a resource center.

B)If your files are overcrowded, then maybe it is time to look at their contents and throw away irrelevant, duplicate, or unimportant papers. Another solution is to keep your old files separate from the current ones. Every January, you can move the new files into the old files and then restart with empty files for the year. That way, you can find old information, but it is not crowding the files that you use everyday.

C)If the names of the files do not really show what is inside them, then check their contents and either rename the file, move the papers that are not similar and start another file for them, or re-file the papers that are inside to the correct files.

D)If you do number your files, it is useful to then prepare an index to hang on the wall or filing cabinet to make finding files faster. You can also include sub-files in your index. For example, under the Correspondence File for government, you could list Ministries, Municipality, and Presidency as sub-files.

E)As long as you are redesigning your filing system, it may be a good time to look your record-keeping system and decide if you should be keeping more records. See the sections on material resource management and human resource management for information about the records that you should be keeping. If so, you may want to establish these new files and integrate them into your new system now.

The most important step after improving your filing system is maintenance. If people continue to file papers using the old system, all of your hard work will be lost! Be sure to show the others in your office how the improved system is set up and how they can help maintain it. Invite the others to give feedback on the filing system so that you can continue to improve it. Remember, these are only guidelines for improvements; you may have other ideas for how to make your own office’s system better.


IMPROVING YOUR FILING SYSTEM

Once you have your files set up, you will need to file every single paper inside them in a way that is easy to find them. There are four main ways to file:

By date (Chronological order) By topic By letters (Alphabetical order) By numbers (Numerical order)

Filing by date means that you put documents in order by their date. For example, October 1, 1998 would go before December 12, 1998. Documents from 1990 precede those from 1995. When filing by date, first compare the year of the two documents. If they are from the same year, then look at their months and put the earlier month first. If they are from the same month and year, then compare their dates and arrange them with the older document first.

Some people prefer to put the oldest documents at the back and the newest in the front. This is also useful and can save time by not having to look through all of the old documents to find the more recent ones. This is called reverse chronological order.

Filing by topic (or subject) is when you group documents by their content. For example, all of the correspondence is grouped together in one file and the financial receipts are placed in another file. The items in the file can also be filed in another order. For example, the correspondence could be put in chronological order and the receipts in numerical order.

Filing in alphabetical order means putting items in order by the first letter of their name. The documents starting with A go first, followed by those starting with B, and so on until Z. If two documents start with the same letter, then look at the second letter. For example, when filing procurement and policies compare the first letter (both p), and then the second letter (r or o). Since o is before r, file policies before procurement. If the second letter is the same, then compare the third letters, and so on.

Filing by number is filing documents or files by their number. It means putting the low numbers before the high numbers. These numbers could be reference numbers on documents, or numbers of files. Remember to look at all of the digits in a number. Although it is easy to see that 4 comes before 8, check carefully when filing 12.08 and 12.1. First compare the numbers on the left of the decimal point, and then look at the numbers after it from left to right (12.08 should be before 12.1).


REMEMBER: It is possible to use more than one form of filing. For example, the files could be divided by topic (correspondence, projects, administration, etc.) and by date (new financial documents behind the old ones in reverse chronological order). Look at the needs of your own files before you decide how to arrange them. Filing takes time, but it will save more time once you have established a good system. It is not always necessary to arrange every single document, but it does save time if you are managing a lot of documents.

Now that you have established a filing system, let’s start to fill the administrative files with the correct records for managing an office and projects. The Administration Department must manage three types of resources: financial, material, and human. The CBC Finance Manual explains how to manage finances and what forms you will need, and this manual will cover how to manage the other two, material and human.


2- MATERIAL RESOURCE MANAGEMENT

Material resources are things that are used in doing your work, such as typewriters, pens, vehicles, books, wheelbarrows, etc. An Administrator must manage them so that they do not get destroyed, stolen, or misused. However, since not all material resources have the same value or will last the same length of time, you do not manage them all the same way. We manage them using three different systems.

The forms needed for material resource management are:

Receiving Report *1

(Fixed Asset Acquisition Supporting Documentation)

Fixed Asset Register * Supply Control Card Small Non-Expendable Supplies

Register Supplies Request Form Vehicle Logbook * (if you have a

vehicle) Vehicle Control Board

DEFINITIONS OF DIFFERENT MATERIAL RESOURCES: Fixed assets- items that have a long life (more than 5 years)

and real financial value (worth more than $50) such as furniture, computers, and vehicles.

Non-expendable supplies- items that have a long life (more than 5 years) but no significant financial value (worth less than $50), such as a dustbin, stapler, hole punch, or curtains.

Expendable supplies- items that are thrown away after they are used such as tape, pens, paper, staples, or markers. They do not have a long life or real financial value.

Note: The non-expendable and expendable supplies together are called inventory.

THE PEOPLE RESPONSIBLE FOR INVENTORY AND FIXED ASSET MANAGEMENT ARE:

Procurement Officer- oversees the procurement of the supplies (See pages 9-10 of the CBC Finance Manual for more information about this job.)

1 Remember that forms with the * symbol are those required for all organizations, no matter what size. The small organizations may want to use only the forms with the * symbol when they are just starting up.CBC Administrative Manual, page 9

Storekeeper- stores the inventory in a locked cupboard, maintains the fixed asset and inventory register and Supply Control Cards, and issues supplies

Administrator- completes the Receiving Report when supplies are received, approves requests for expendable supplies, and counts the inventory every month, the non-expendable supplies quarterly, and the fixed assets every six months.

Executive Director- approves requests for non-expendable supplies

Note: These responsibilities are not full-time jobs. The Storekeeper can also be a Project Manager or the Cashier, for example. However, the Procurement Officer and the Storekeeper may not be either the Administrator or the Executive Director.

Since the fixed assets, non-expendable, and expendable supplies are all managed in different ways, let’s look at them one by one.


2.1- FIXED ASSET MANAGEMENT

Fixed assets must be managed very carefully since they are the most valuable resources that the organization has. These are the basic procedures for managing basic fixed assets, but you may want to develop special guidelines for special equipment that you have, such as a video camera.

RECEIVING A FIXED ASSET:1. The Administrator has already followed the correct procurement

process for purchasing the fixed asset. The fixed asset arrives in the office.

2. The Administrator completes a Receiving Report and the Executive Director approves it.

3. The Administrator collects all documents that came with the asset (called Fixed Asset Acquisition Supporting Documentation) and files them in the fixed asset file. Acquisition means receiving or getting.

4. The Administrator checks to see if the item already has a serial number on it. This is the number that the factory gives the item. It will be the only item that the company makes with this number, so it is used as an identification number. If there is no serial number, then the Administrator should give it an organizational serial number. This number should be written with a permanent marker pen on the asset (usually on the back or underneath).

5. The Administrator adds this item to the Fixed Asset Register. The Fixed Asset Register tells when the last physical count was, and when the register was updated. Then it gives a description of the fixed asset, records the make, model, serial number, budget category, purchase price, date of purchase or receipt, location (such as Administrator’s office), and how/when you disposed of (threw away) it. The Fixed Asset Register is kept in the Fixed Asset subfile of the Fixed Asset and Inventory file.

6. The Administrator gives the fixed asset to the person who will be responsible for using it.

MAINTAINING FIXED ASSETS:1. The fixed assets must be used with care since they are valuable.

Some organizations develop specific policies for some of their fixed assets that describe who can use them, when, for how long, and if there is any charge for doing so.

2. The Administrator should count all fixed assets every six months and be sure that the Fixed Asset Register is up-to-date. Sometimes fixed assets are moved from one place to another, or their condition changes. The Administrator should note all of these things.

DISPOSING OF FIXED ASSETS:


1. Sometimes a fixed asset will become so badly damaged that it is no longer usable. Or, some fixed assets become so out of date that the LNGO wants to donate them to someone else and buy a replacement. When any fixed asset is removed from the office (disposed), the Administrator must record it on the Fixed Asset Register.

2. The Administrator must state the date of the disposal, and the condition of the fixed asset when it was disposed. The Administrator disposes of the fixed asset.

3. The Administrator may then remove all Fixed Asset Acquisition Supporting Documentation related to the fixed asset from the file.

MAKING YOUR OWN SERIAL NUMBERS:1. Choose a letter for the item. For example, chairs will be letter A, and

tables/desks will be B.2. Number each item with the letter, and then a different number. So, if

you have 10 chairs, they will be A1, A2, A3, … up to A10. Your desks and tables will be B1, B2, B3, etc.

3. Write the serial number on the item in permanent marker pen. Record your serial numbers in the Fixed Asset Register.


SUMMARY OF THE FIXED ASSET FORMS

Receiving Report*- The Receiving Report tells what items (fixed assets, non-expendable, or expendable supplies) have come into the office. A Receiving Report is completed after purchasing something or after receiving an in-kind contribution. Contributions must be managed the same way that things you buy are. Someone who is not the Procurement Officer and not the Storekeeper should complete the Receiving Report. Across the top, the vendor (or donor) and date are recorded. Then for each item received, write what it was, how many there are, what the unit price was, what the total price was, and any remarks.

Received by: Anyone except the Procurement Officer or the Storekeeper

Approved by: The Executive Director

(Fixed Asset Acquisition Supporting Documentation)- Whenever the organization receives (acquires) a fixed asset, there are supporting documents. These include receipts, letters from donors confirming their donation, information about the warranty or guarantee, or mailing documents. These papers are important and must be kept together in the Fixed Assets file. (Note: Fixed Asset Acquisition Supporting Documentation is not a form, but rather papers that the company that made the asset gives you.)

Fixed Assets Register (FAR)*- The FAR lists all fixed assets that the organization has. The register includes a specific description of each item (this should include the color, size, and what it is made from, e.g., small wooden table); its make and model; its serial number (which must be written on the item by the Administrator if it does not already have one); the budget category from which it was purchased; its cost; the date of receipt or purchase; and its location in the office. When the asset is disposed of (thrown away), complete the last part which tells the condition of the asset when it was disposed of, the date it was disposed of, and remarks (who it was given to, or if it was thrown away). It also records the date of the last physical count and the date of the register. The Administrator should keep one Fixed Asset Register for each location where the organization has fixed assets, such as the office and the workshop.

Prepared by: The Administrator Approved by: The Executive Director

Made in China?The make of an asset is the company that makes it. Some makes for computers, for example, are Compaq, Hewlett Packard, IBM, etc. The make is almost always written on the asset. The make is not a country, such as Japan, Italy, etc. The model of an asset is either a number, letter, or numbers and letters telling what type of item it is. For example, some printers are model CBC Administrative Manual, page 13

numbers LJ1100A, DJ420, etc. The model should be written on the asset itself, often just after the make.


SAVE SOMALILAND TREESHargeisa, Somaliland

Working together to strengthen the natural environment of Somaliland

RECEIVING REPORT

Name of Vendor or Donor: _____________________________________________________

Date: ______________________________________________________________________

Item Quantity Unit Price

Total Amount

Remarks

Was the bill checked against the purchase order and receiving report?

Yes No

Received by: Approved by:

Name: ___________________________ Name: ___________________________




Signature: ________________________Signature: ________________________

Job Title: _________________________ Job Title: _________________________




FIXED ASSET REGISTER

Date of last physical count: ________________________ Date register was last updated: ___________

Description of the fixed asset

Make/Model

Serial No.

Budget Catego

ry

Purchase

Price

Date of Purchase/Recei

pt

Location

Disposal of assetCondition

Date Remarks

Prepared by: Approved by:

Name: __________________________________________ Name: ________________________________




Signature: _______________________________________ Signature: ______________________________

Job Title: ________________________________________ Job Title: _______________________________


2.2- INVENTORY MANAGEMENT

Inventory includes both non-expendable supplies and expendable supplies, but the procedure for managing them is different. However, it is still important to have a good inventory system because inventories can run out unexpectedly, get damaged, and they can disappear. There are three main reasons for recording an NGO’s inventory: 1) at any time you can know exactly how many items you have without having to count them all, 2) you will know when it is time to reorder items, and 3) you can check to make sure that you are using a reasonable amount of different supplies.

NON-EXPENDABLE SUPPLIESRECEIVING NON-EXPENDABLE SUPPLIES:1. The Administrator has already followed the correct procurement

process for purchasing the non-expendable supply. It arrives in the office.


3. The Administrator then adds this item to the Non-Expendable Supplies Register. The Non-Expendable Supplies Register records the make, model, location, date of receipt, quantity, and how/when you got rid of the item. The Non-Expendable Supplies Register is kept in the Inventory subfile of the Fixed Asset and Inventory file.

4. The Administrator gives the items to the Storekeeper, who puts them into the office store. The Storekeeper must not be the Administrator. The office store must be a secure place with a strong lock. The Storekeeper must have the only key to the store.

MAINTAINING NON-EXPENDABLE SUPPLIES:1. The Administrator must count the non-expendable supplies in the

store and in the office every three months and check that they match the records in the Non-Expendable Supplies Register.

2. When someone needs to use one of the non-expendable supplies that is in the store, he or she must complete a Supply Request Form (SRF). The Supply Request Form tells who wants what supply.

3. The Executive Director approves the Supply Request Form if the person requesting the supply needs it for his or her work, and if the supply is part of his or her project. If the supply is not paid for by the project that that person is working on, then the Executive Director should only approve the request in special cases.

4. The person who needs the supply gives the approved Supply Request Form to the Storekeeper. The Storekeeper may only give supplies to the people who have a completed, approved Supply Request Form. After the Storekeeper gives the supply to the person who requests it, the receiver signs the Supply Request Form.

5. The Storekeeper gives the completed Supply Request Form to the Administrator.


6. The Administrator updates the Non-Expendable Supplies Register and files the SRF in the Inventory file.

DISPOSING OF NON-EXPENDABLE SUPPLIES:1. Sometimes a non-expendable supply will become so badly damaged

that it is no longer usable. Or, some non-expendable supplies become so out of date that the LNGO wants to donate them to someone else. When any non-expendable supply is removed from the office (disposed of), the Administrator must record it on the Non-Expendable Supplies Register.

2. The Administrator must state the date of the disposal and the condition of the non-expendable supply when it was disposed.

3. The Administrator disposes of the non-expendable supply.


EXPENDABLE SUPPLIESRECEIVING EXPENDABLE SUPPLIES:1. The Administrator has already followed the correct procurement

process for purchasing the expendable supply. The expendable supply arrives in the office.


3. The Administrator then adds this item to the Supply Control Card. The Supply Control Card is like a register for each supply. It records the item and when it is received and distributed. The Supply Control Cards are kept in the Inventory subfile of the Fixed Asset and Inventory file. The amount recorded on the SCC should always match what is in the store.

4. The Administrator gives the items to the Storekeeper, who puts them into the office store.

MAINTAINING EXPENDABLE SUPPLIES:1. The Administrator must count the expendable supplies in the store

(not those already in use in the office) every month and check that they match the records on the Supply Control Cards.

2. When someone needs to use one of the expendable supplies that is in the store, he or she must complete a Supply Request Form

3. The Administrator approves the Supply Request Form if the supply is needed for his or her work, and if the supply is part of his or her project. Since the expendable supplies are much less valuable, the Administrator (instead of the Executive Director) may approve requests for them.

4. The person who needs the supply gives the approved Supply Request Form to the Storekeeper. The Storekeeper may only give supplies to the people who have a completed, approved Supply Request Form. After the Storekeeper gives the supply to the person who requests it, the receiver signs the Supply Request Form.

5. The Storekeeper gives the completed Supply Request Form to the Administrator.

6. The Administrator updates the Supply Control Card.

DISPOSING OF NON-EXPENDABLE SUPPLIES:Since expendable supplies are meant to be thrown away after they are finished, the person who has the supply may throw it away (dispose) at any time without having to record it like fixed assets or non-expendable supplies.


OVERVIEW OF FIXED ASSET AND INVENTORY MANAGEMENT

What happens?

What records? Where? Who? When?

Supplies arrive in the office Check the Purchase Order and count supplies to be sure they match

Receiving Report Fixed Asset

Acquisition Supporting Documentation (for fixed assets only)

Procurement File

Administrator When the supplies arrive

Put supplies in a locked cupboard or store

Fixed Asset Register for fixed assets

Non-Expendable Supplies Register for non-expendable supplies

SCC for expendable supplies

Fixed Asset and Inventory File

Storekeeper After Receiving Report is completed

The person needing a supply requests it

Supply Request Form

File for blank SRFs and file for completed SRFs

Person requesting supply to fill out form

Authorized by Administrator for expendable supplies

Authorized by ED for non-expendable supplies

When supplies are needed

The storekeeper receives the SRF and issues the supplies

SCC for expendable supplies

Inventory Register for non-expendable supplies Fixed Asset

Register for fixed assets


Storekeeper When Storekeeper receives an approved SRF

Physical count of fixed assets

Fixed Asset Register


Administrator Every six months (January and July)

Physical count of non-expendable supplies (new and being used)

Inventory Register Fixed Asset and Inventory File

Administrator Every three months

Physical count of expendable

Supply Control Cards

Fixed Asset and

Administrator Monthly


supplies (only those not being used and in the store)

Inventory File


SUMMARY OF THE INVENTORY FORMS

Receiving Report*- See previous section.

Non-Expendable Supplies Register (NESR)- The NESR works like the Fixed Asset Register. It is a ledger that shows what non-expendable supplies the organization has (including their descriptions), the make and model of each supply, what budget category it was purchased under, the date it was purchased (or donated), and where it is located (in the office or the store). When the supplies are disposed of, the NESR tells the condition of the item when it was disposed of, the date, and remarks (who it was given to). In addition, the date of the last physical count and the date of the register are included to be sure that the NESR is kept up-to-date. Separate NESRs must be kept for each of the different locations where the organization has non-expendable supplies such as the workshop, office, etc.

Prepared by: The Administrator Approved by: The Executive Director

Supply Request Form- Whenever someone needs a supply from the store, s/he must fill out an SRF. The SRFs are kept in the Fixed Asset and Inventory file. The person requesting a supply must put his or her name and the date, and then state the item and number needed, as well as the project for which it will be used. The remarks column is used if there are specific instructions, such as the exact size or color needed. The person requesting the supply completes and signs the form, and then the Executive Director approves it if it is for a non-expendable supply. If it is an expendable supply, then the Administrator may approve it. After the Storekeeper gives the item to the person who requested it, that person must also sign to say s/he received it.

Requested by: The person who wants the supply Approved by: The Executive Director (for non-expendable

Supplies) Approved by: The Administrator (for expendable supplies) Received by: The person who receives the supply from the

Storekeeper

Supply Control Cards- Each expendable supply that is received in the office must first be recorded in the Receiving Report, and then on a Supply Control Card. One SCC is kept for each supply. It works like a ledger to keep records of how many of each supply is in storage. On the top of the card the supply’s name and description (color, size, make, etc.) is recorded. Then, each time that supply is received or issued the SCC must be updated. The date, person taking (or reason for receiving), number of the item coming in or out, balance of supplies remaining, and signature of the person issuing the supply must be completed. The balance should always show exactly how many of that supply the organization has, so the Administrator can check the level of supplies CBC Administrative Manual, page 24

easily. When the page is filled, a new sheet replaces it and starts with the balance forward from the last line of the previous sheet, like the cashbook. The Administrator keeps the Supply Control Card.

No Record of My Pen?You should only keep records of expendable supplies that are not yet being used that are in the storeroom. That means that no, there is no record of the pen that you are using now. However, you should keep records of all non-expendable supplies, whether or not they are being used.




NON-EXPENDABLE SUPPLIES REGISTER

Date of last physical count: ________________________ Date register was last updated: ___________

Description of the supply Make/Model

Budget Catego

ry

Purchase

Price

Date of Purchase/Receip

t

Location

Disposal of assetCondition

Date Remarks


Name: ______________________________ Name: ____________________________________




Signature: ___________________________ Signature: __________________________________

Job Title: ____________________________ Job Title: ___________________________________




SUPPLY REQUEST FORM

Employee’s Name: ____________________________________________________________

Date: _________________________________

Item Quantity Project Name Remarks

Requested by: Approved by:

Name: _________________________ Name: ________________________

Signature: ______________________ Signature: ______________________

Date: __________________________ Date: __________________________

Received by:

Name: _________________________

Signature: ______________________

Job Title: _______________________




SUPPLY CONTROL CARD

Name of the supply: _____________________________________________________

Date Description Amt In

Amt Out

Balance Issued By


2.3- VEHICLE MANAGEMENT

A vehicle will probably be the most expensive fixed asset that your organization has. Therefore, it must be managed in a very careful way. It needs to be available for all work needs, but then often staff members or organizational members may want to use it for other purposes. Each organization will choose to manage its vehicle in a different way, but the main point is to decide who will be driving the vehicle. To keep a vehicle in good condition, it needs to be driven carefully and responsibly by someone who is familiar with it.

The entire organization should be involved in making the organizational vehicle policy, as the more people who agree with what it says, the less chance there is of conflict later on. However, the following points are standard for most all organizations:

1. The Administrator should be in charge of coordinating the use of the vehicle. The Administrator should work closely with the Driver to know how the vehicle is being used.

2. When the vehicle is being used, the Driver will keep a Vehicle Logbook. The Vehicle Logbook is a record of where the vehicle went, how long it took, what the distance was, and how much fuel was put into it. The passenger must sign the Vehicle Logbook after each trip. This includes all personal use of the vehicle.

3. When a person wants to use the vehicle, he should tell the Administrator the time that he wants the car, where he wants to go, and how long the trip will take. People should not ask the Driver directly to take them somewhere. The Administrator will decide if the vehicle should wait with the person or return to the office between dropping off and picking up the person.

4. The Driver must record anytime that he puts fuel or oil into the vehicle, and how much, into the Vehicle Logbook.

5. The Administrator will put the information on the Vehicle Control Board. The Vehicle Control Board is used to record where the vehicle is, how long it will stay there, and who is with it. It is begun new again each day.

6. The Administrator should check the Vehicle Logbook at least every week to make sure that the readings are correct and the fuel usage matches the requests for fuel. If they agree, the Administrator should sign in the column for Vehicle Checked.

7. In general, as few different people as possible should drive the vehicle.

For more specific points about making a vehicle policy, see the section on “Writing a Vehicle Policy.”


SUMMARY OF THE VEHICLE MANAGEMENT FORMS

Vehicle Logbook- Either the passenger or the driver completes the logbook, stating the date, destination, time in, time out, and starting and ending odometer reading (the seven-digit reading). The passenger signs that the information is complete at the end of the trip. The driver must also record the amount of oil and fuel he put in the car. Every sheet of the logbook must also show the current month, year, and the vehicle’s identification (license plate) number. A logbook does not have to be a form; it can be a notebook that is divided into these columns. That way, it is not necessary to change the paper each time it fills up.

Passenger signature: The passenger Vehicle checked: The Administrator

Vehicle Control Board (VCB)- The Administrator writes on the Vehicle Control Board the vehicle’s destination, time out, time expected back, and passenger name(s). The Administrator should always record trips to the fuel station and other small trips so that the staff members know where the car is and what it is doing. It is best if the VCB is a chalkboard or a white board so that it can be cleaned at the end of every day and reused the next day.

What about those old Vehicle Logbooks?Old Vehicle Logbooks may seem useless, but they can be very useful when writing project proposals that involve vehicle usage. They can tell you how much it costs to run the car, what percentage of your costs are for project use and what percentage is for overheads. Use them to document your fuel expenses.




VEHICLE LOGBOOK

Vehicle Number: ________________________ Month: ______________________________

Date Destination Time Out

Starting Km

Time In

Ending Km

Total Km

Passenger

Signature

Fuel

Oil

VehicleChecked




VEHICLE CONTROL BOARD

Destination Time Out

Time Expected

Passenger(s)


3- HUMAN RESOURCE MANAGEMENT

The most difficult resource to manage is human resources, or people. No manual can tell you how to interact well with people, or how to build successful relations with your colleagues. What this section of the manual tries to do is to help you keep the correct documents on your employees. The better documented your employees are, the less chance there is for conflict later on. However, there are three handouts on management to help develop the basic skills of your managers and leaders in volume one, which covers organizational development.

This section divides human resource management into two subsections, payroll (paying the employees) and personnel (records about the staff themselves).

The forms needed for Human Resource Management are:

(Employee CV) Employment Contract* Time Sheet Leave Approval Form Payroll Register* Personnel Action Form Job Description* Performance Appraisal Benefits Form (Responsibility Turnover Letter)

PAYROLL:1. Before you hire an employee, you should have a copy of his or her CV

or resume. This outlines all previous work experience and educational background. For more information about how to hire an employee, read the section on “Guidelines for Making a Human Resource Policy.”

2. As soon as you hire the person, you should sign a contract of agreement between the NGO and the employee. Even if the person is a volunteer, she can still have a contract. The Executive Director should sign on behalf of the NGO.

3. Every day that an employee is present, the Administrator should mark him present on the Time Sheet. At the end of the month, the employee signs the time sheet to say that what the Administrator recorded was correct. If the employee was at a workshop related to his job, then the Administrator should note that. Likewise, if the employee is absent, sick or on leave, that should also be recorded.

4. If an employee wants to take leave, then she should fill in a Leave Approval Form. Since there are different types of leave, the employee must say what kind of leave she wants, when it will begin,


when it will end, and the total days of leave requested. All leaves except for emergency sick leave must be approved before taking it.

5. The Executive Director must always check to see how much leave time an employee has left before approving the leave. The Accountant should check leave records against the Time Sheet before paying salaries.

6. Each employee should also keep a copy of his or her leave records.7. At the end of the month, the Administrator should submit the Time

Sheet to the Accountant to prepare an invoice to pay the salaries of the staff.

8. After receiving the Time Sheet at the end of the month, the Accountant should prepare the Payroll Register. The Payroll Register is a chart that shows how much each employee will receive when salaries are paid. Most employees will receive their normal salary, but sometimes people take a salary advance, so that must be deducted from the salary before it is paid.

9. When the salaries are paid, they must be paid directly by the Cashier to the person who has earned the money. When employees receive their salary, they must sign the Payroll Register.

10. If there are any changes made to a salary (such as a promotion or a dismissal), then they must be supported with another form. That is the Personnel Action Form (PAF). The PAF describes the change and contains the signature of the Executive Director.

11. When the Payroll Register is being prepared, it must be supported by real attendance records of the employees for the whole month, by Leave Approval Forms for any employee who took leave, and by Personnel Action Forms for any employee whose salary changed for any reason. These documents should be stapled to the back of the Payroll Register.

PERSONNEL:1. The first record you should have for every single employee or

volunteer is a Job Description. The Administrator does not necessarily make the Job Description, but the Administrator must have a copy of everyone’s Job Description. Often the supervisor and the employee make them jointly. The employee should also have a copy. Without a Job Description, it is much harder to manage staff.

2. At least once a year, the Executive Director should conduct Performance Appraisals (staff evaluations) of all staff members. This is to both encourage the good employees as well as to help those who are not fulfilling all of their responsibilities.

3. If an employee wishes to leave or is dismissed from the organization, then he should complete a Benefits Claim Form. This form is very important, as it is an agreement from the employee stating that he has received all of his benefits from the organization. Benefits are often a source of conflict; often ex-employees return to their employers demanding their last paycheck or other benefits they believe they are owed.


4. When leaving the organization, the employee should prepare a letter to his or her replacement called a Responsibility Turnover Letter. This letter outlines what work has been done up to that point, and more importantly, what work is remaining to be done. The letter can include advice about people who can help, and information on procedures that need to be followed. Its purpose is to make it easier for a new person starting in this job to know what to do, and how. Both the old and the new employees should sign this letter.


SUMMARY OF THE HUMAN RESOURCE MANAGEMENT FORMS

Payroll-(Employee Curriculum Vitae)- Every employee should prepare a list of his previous jobs (voluntary as well as paid), specifying his responsibilities, when he had the job, who the employer was, where he was working, and his job title. The CV should also include a list of the training the employee has received, including formal education.

Employment Contract- A contract is a legal document stating that the organization agrees to employ and pay the employee to do the tasks that are outlined in the job description. A contract includes the period of time the employee is hired, the salary, working hours, and the job title. If the conditions of the person’s employment are different from those in the personnel policy, then they should be stated in the contract.

Signed by: The employee and the Executive Director (on behalf of the NGO)

Time sheet- The Time Sheet includes the month and year, the employees’ names, and each day of the month. At the end of the month, the employees sign to say that they were present as shown on the time sheet. It is prepared by the Administrator daily and approved by the Executive Director at the end of the month.

Prepared by: Administrator Approved by: Executive Director

Leave Approval Form- Completed by the employee, it includes the employee’s name and the types of leave allowed according to the Personnel Policy. Under each type of leave, the total amount of leave allowed per year is written. For each type of leave, it records the dates of leave requested, the dates approved by the Executive Director, and the days remaining.

Dates Requested: The employee fills in the dates that s/he would like as leave

Dates Approved: The Executive Director writes the days that are approved and signs his or her name

Dates Remaining: The Executive Director calculates how many days are remaining for that type of leave

Payroll Register- The Payroll Register shows the month and year, the employees’ names, job titles, monthly salaries (minus advances already paid), balances due, and signatures of each employee. The Administrator prepares it and the Executive Director approves it.


Personnel Action Form (PAF)- Used to show when an employee changes jobs, the PAF shows the employee’s name, the date, current and CBC Administrative Manual, page 40

new job title, and new and current salary, and reason for change. It shows if the employee is newly hired, promoted, or terminated. The Administrator prepares it and the Executive Director approves it.


Personnel-Job Description- The Job Description is a list of the tasks that the employee must complete as part of his or her job. The job description includes the job title, the person the employee answers to, and the working hours. The people the employee must supervise and the work that the employee must do are included under responsibilities. Sometimes a Project Manager will develop the Job Description when designing a project, and sometimes the employee and supervisor write it together.

Performance Appraisal/Staff Evaluation- Staff evaluations are completed once a year. The purpose is to improve the quality of work from the organization by both assessing the work of the employee, and by getting feedback on the management of the organization. Normally, a staff evaluation includes the employee’s name and job title. In addition, it often asks standard questions about how the employee is completing his/her duties, and then contains a part for a narrative report of the employee’s performance, support that the employee receives, and other related issues. The evaluator completes it, signs it, and dates it. After the evaluation is complete, the employee reads it and is allowed to respond to the evaluation by writing his comments below. Sometimes additional comments are then added.

Evaluated by: Executive Director (or whoever did the evaluation) Employee’s Signature: The employee signs to say that s/he has

seen the evaluation

Benefits Form- includes the name of the employee who is going to quit, the date, the reason for quitting, comments (if necessary), agreement from the employee that s/he is not owed anything from the organization, and signatures from the employee and the employer (represented by the Executive Director).

Employee’s Signature: Employee who is leaving the organization Employer’s Signature: Executive Director

(Responsibilities Turnover Letter)- The turnover of responsibility from the departing employee to the employee who will take over is documented in this letter. It should have the signatures of both employees and the date of the official turnover.

Why so many forms?Why is it that fixed assets and inventory only need a few forms, but human resource management requires so many forms? The answer is simple: fixed assets don’t talk to us! We need to manage people


carefully, and one of the best ways to prevent conflicts is to document everything. For example, if you have clear job descriptions, there will be less argument about whose job is what.




EMPLOYMENT CONTRACT

This is a legally binding contract between Save Somaliland Trees (SST) and (employee’s name), employee of SST.

Part I: Terms of the contract(Employee’s name) agrees to work as a (job title) for Save Somaliland Trees and complete all tasks included in the related job description under the terms of this contract beginning (date contract begins).

Part II: Employment conditions(Employee’s name) will work in accordance with the Save Somaliland Trees Personnel Policy in regards to: working hours, leave, discipline procedures, benefits, termination of employment, and other related issues.

Part III: Employer’s obligationsThe employer, Save Somaliland Trees, will pay the employee, (Employee’s name) the amount of (amount of salary in figures and in words) every month. The salary will be paid on the last working day of every month.

This agreement has been signed by both parties:

Employee’s Signature: On behalf of Save Somaliland Trees:

Name: ________________________ Name: __________________________

Signature: ______________________ Signature: ________________________

Date: _________________________ Date: ___________________________




TIME SHEET

Month: ______________________________________ Year: ________________________________

Employee’s Name:

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Employee’s Signature

Key:S = SickT = TrainingAL = Annual leave


Name: ________________________________ Name: ___________________________

Signature: _____________________________ Signature: _________________________




Job Title: _____________________________ Job Title: _________________________




LEAVE APPROVAL FORM

Employee’s Name: ____________________________________________________________

Annual Leave: Amount allowed per year: ______________________________________________________

Dates Requested: Dates Approved: Days Remaining:

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Sick Leave:Amount allowed per year: ______________________________________________________


_________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Maternity Leave:Amount allowed per year: ______________________________________________________


______________________________________________________________________________________________________________________________________________________

Other Leave:




Amount allowed per year: ______________________________________________________

Type of Leave: Dates Requested: Dates Approved:Days Remaining:

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________




PAYROLL REGISTER

Month: _____________________________________________ Year: ______________________________________

Employee’s Name Job Title Gross Pay - Advances Net Pay Employee’s Signature

TOTAL


Name: ________________________________ Name: ________________________________

Signature: _____________________________ Signature: _____________________________

Job Title: _____________________________ Job Title: _____________________________CBC Administrative Manual, page 48



PERSONNEL ACTION FORM

Employee’s Name: ____________________________________________________________

Date: ______________________________________________________________________

New Position: _______________________________________________________________

Old Position: ________________________________________________________________

Salary: New: _____________________

Old: ______________________

Reason for change: ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Status: Newly hired Promoted Terminated


Name: ___________________________ Name: _____________________________

Signature: _________________________ Signature: ___________________________

Job Title: __________________________Job Title: ____________________________




JOB DESCRIPTION

Job Title:

Reports To:

Working Hours:

Responsibilities:




PERFORMANCE APPRAISAL/STAFF EVALUATION

Employee’s Name: _______________________________________

Job Title: _______________________________________________

Good

Fair Poor

1. The employee is motivated working here.2. The employee is prepared and organized for work.3. The employee has the skills needed to do his/her job.4. The employee is open to ideas from other workers.5. The employee is available when needed.6. The employee has good ideas for the office.

Other comments or notes about the employee:

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

Evaluated by:

Name: ______________________________

Signature: ___________________________

Job Title: ____________________________

Date: _______________________________

Employee’s comments or notes about the evaluation:

_____________________________________________________________________

_____________________________________________________________________




_____________________________________________________________________

_____________________________________________________________________

Employee’s signature: _____________________________ Date: ________________




BENEFITS CLAIM FORM

Employee’s Name: ____________________________________________________________

Position: ______-_____________________________________________________________

Years Employed: _____________________________________________________________

Reason for Leaving: ______________________________________________________________________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Comments: ________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

I hereby declare that I have received all benefits that I am entitled to from this organization.

Employee’s Signature: ____________________

Date: _________________________________

Employer’s Signature: ____________________

Date: _________________________________


4- OFFICE MANAGEMENT

Having a good office management and reception systems is important because they are the most visible of all of your administrative systems. People who visit your office will make an impression of you and your organization based largely on what they see. If your office is well managed, then you will make people think that you are a well-run organization.

As important as office management is, it is not normally covered in a policy. Therefore, this section of the manual discusses some ideas for managing your office well and making the most of your activities. It is divided into two parts, managing the office in relation to people from outside (external) and in relation to the people who work inside it (internal).

The forms needed for office management are:

Appointment Book Visitor’s BookTelephone Message Forms

EXTERNAL OFFICE MANAGEMENT People outside the organization communicate with your organization in three main ways:

1. Visiting the office2. Telephoning the office 3. Sending or receiving letters to or from the office

VISITING:The following ideas will make it better for outsiders to come and visit your organization:

Install the signboard outside so visitors will know where the organization is.

Make a sign showing where the main door is if it is not clear. Label all of the offices so visitors can find the office they want

quickly. Set up a reception area with at least two chairs and a small table

with your brochure, organizational profile, and/or annual report where visitors can wait for the person they need to see.

Keep an Appointment Book that shows when visitors are expected.

Design the boards (vehicle control board, meeting board, etc.) so that they make the office look more attractive and active.

Hang a display board showing your organization’s current activities. This should include photos (with captions) of your projects, workshops you have attended, and visitors to your office.


Display your organizational structure chart, mission statement, and strategic plan if you have developed them.

When visitors arrive, do the following to make their visit as productive as possible:

Request that they make an appointment in advance so that the necessary people are available to meet with them.

Have background information available to either give or show to the visitor, such as an organizational profile, the structure chart, annual report, and a list of your completed projects.

Ask that the visitor sign the Visitor’s Book and state his name, job title, address, telephone/fax number, email address, and organization.

Collect any information that the visitor gives you and file it together for future reference.

Prepare for an informal office tour and visit to your project sites. Follow up the visit with a letter or phone call. This is extremely

important! Some points you could include are: reminding them of your NGO’s objectives, any follow-up you would like (such as your submission of a proposal, etc.), and when you hope to meet again.

The following ideas will make it better for outsiders to telephone your organization:

Answer the telephone by identifying your organization. Do not say, “hello” in a quiet, weak voice. An office is a professional place, and you should speak clearly and identify your office. For example, say, “Good morning, COSONGO Office,” or “Hello, this is the COSONGO Office.” If you do not say the name of your organization, an outsider may think that he has called somebody’s house!

If the person the caller needs is in the office and is not busy, ask the caller to wait and call that person to the telephone.

If the person the caller needs is around, ask the caller his or her name, and then look for the person. If that person is busy, ask if s/he wants to speak to the caller. If not, take a message. If the caller will not give him your name, then tell him that the person he wants is not available. Usually people who are calling who will not give their names are not making work-related telephone calls!

If the person the caller needs is not available, tell him or her that. Tell the caller your name and your job title, and ask if you can help with anything. If not, ask the caller to leave a message. Fill out a Telephone Message Form and include the caller’s name, whom the message is for, the time and date of the call, the message itself, the caller’s telephone number, and the name of the person who took the message.

LETTERS:The following ideas will make it better for outsiders to receive letters from your organization:

Set a standard way to write letters so that they are faster to write.


Make sure that letters are proofread, and that they include a reference number and look neat.

There are three main types of letters. In Somaliland, there is often confusion between the styles. However, here are some international standards:1. Memo- internal message, informal (used within the office)2. Semi-formal (also called semi-block)- personal letter to someone you know3. Formal (block style)- cover letter for official correspondence (job application, report, documents, etc.), people you don’t know, international correspondence for the organization

Example of Memo style:MEMO

TO: Project Managers

FROM: Lainie Thomas

DATE: 14/8/99

RE: PM Training next week

This message is just to remind you that we have rescheduled our training for next Monday morning at 8:00am until noon. I hope that you will all be able to make it.

(No signature- sometimes handwritten name)

Notes for a memo: A memo does not say Dear ____, or Sincerely, _____. It is not signed

because it is informal. Sometimes people put their initials after their name at the top, or hand-write their names at the bottom.

Re is an abbreviation for regarding. You can also use Subj., which is an abbreviation for subject.

A memo is usually labeled with the word Memo on top, but the other types are not labeled.

Example of Semi-formal style: 14 August

1999

Dear Aideed,

Greetings from Hargeisa. I am writing you about the different styles of letter writing that I have learned in PM training.

The second paragraph starts like this, indented again on its first line. There is no empty space between paragraphs, either. I hope that


you understand the difference between this semi-formal style and the formal letter.

Sincerely,

Lainie

Notes for a semi-formal letter: Each new paragraph is indented. It is opened with Dear (followed by the person’s first name) and a comma

The closing is informal- Sincerely, Regards, Yours truly, or Sincerely yours

It is signed by hand only (no typed name or job title underneath)

Example of Formal style:P.O. Box 683Hargeisa, Somaliland 14 August 1999253-220006

Mr. Abdulkarim Ahmed MogeProject Manager, Circus HargeisaHargeisa Voluntary Youth CommitteeHargeisa, Somaliland 252-213-4501

Ref: LCT/2.1/120/98

Dear Mr. Moge:

I am writing you to show you the format for a formal style letter. Every paragraph begins on the left side; it is not indented as with the informal style.

Then when you write a second paragraph, it must start another line below where it would in a semi-formal letter, like this. It is also not indented. Did you notice that I used a colon after your surname?

Yours Sincerely,

Lainie Thomas Lainie ThomasDevelopment Adviser

Notes for a formal style letter:


Instead of typing your address at the top, you can use letterhead paper. Also, some people place the return address on the left instead of the right side of the paper.

The letter is signed below (not beside) the closing and the full name of the sender, and the job title is typed below the signature.

In the UK, the closing Yours Sincerely is used for closing letters to people who you don’t know, and Yours Faithfully is used for closing letters to people you do know. In the US, Sincerely is the most common closing.

Addressing the envelope:Lainie Thomas (post office

postagePO Box 683 stamp cancellation)

stampHargeisa, Somaliland

Mr. Abdulkarim Ahmed MogeHAVOYOCOHargeisa, Somaliland East Africa

Notes for addressing the envelope: Put the sender’s address either at the top left-hand corner or on the

top of the back of the envelope (on the flap for closing it). Write the addressee’s name and address in the center of the envelope.

Use clear handwriting and a dark pen because many countries use machines to sort the mail and if it is not clear, it will take longer to arrive.

Leave a blank space at the top right hand side of the envelope. This is where the stamp will go. The post office will put another stamp on top of it to cancel the stamp you paid for so that it cannot be used again.

It is unnecessary to put a telephone number on an envelope if it is being delivered through the postal service. A postal service will never call that number to deliver it. Also, some people may object to their telephone number appearing on the envelope for privacy reasons.


INTERNAL OFFICE MANAGEMENTWithin the office, the staff members communicate in the following ways:

1. By having meetings or conversations (informal or formal)2. By sending memos3. By giving telephone messages4. Through office cooperation (people working together as a team)

MEETINGS:For more successful internal meetings:

Hang a meeting board in the Administration Office that shows who is attending which meeting (inside or outside of the office). This also helps people who want to visit someone in the office. If they see that the person is in a scheduled meeting, they will know when to come back.

Develop a plan for what to do if a meeting is interrupted (by telephone calls, visitors, etc.)

MEMOS:For memos inside the office:

Hang short internal memos on the Administration Office notice board for everyone to see

Develop a circulation system for longer memos or letters. One method is to put everyone’s name on a slip of paper. After a person reads it, he crosses off his name and passes it to the next person.

Build mailboxes/pigeon holes for everyone for easier circulation of messages. Mailboxes can be simple boxes, or more fancy wooden shelves.

TELEPHONE MESSAGES:When someone leaves a telephone message:

After taking the message, consider if it requires action or if it should just be passed on.

If the message should be passed on, then it should be written down, put on the desk or pigeonhole of the person it is for, and then followed up to make sure that the person received it.

OFFICE DISCIPLINE:For improving office discipline:

Speak honestly, friendly and politely to each other. Respect each other’s schedules and appointments Respect each other. Help cover job responsibilities when others are away, with our

regular tasks and work when needed. Respect the privacy of others and the organization. Solve internal problems professionally and completely. Be patient, trusting, and tolerant of each other. Share resources. Respect others when making jokes.


Although these points do not apply to every single office, your organization should adapt the ones that will help improve your office management. Remember, the more friendly and open people are towards one another, the happier they will be and the better they will work for you.


SUMMARY OF THE OFFICE MANAGEMENT FORMS

Appointment Book- The Appointment Book can be a diary or any other calendar that is used only to record the appointments that the organization has. The Administrator or the Secretary, if your organizational has one, should record all of the appointments and remind people about them closer to the time that they will be.

Visitor’s Book- The Visitor’s Book can also be a blank book. In it, visitors should sign their name, organization’s name, address, telephone number, fax number, email address, and the date of their visit. Some visitors who have business cards will just give this. The Administrator should put that into the book instead. The Administrator can also write down later with whom that person met, and what was discussed. An Administrator with good computer skills can put the visitor’s information in a database or spreadsheet so that the organization can keep contact with the visitor.

Telephone Message Forms- Whenever a person calls for someone who is not in the office, the Administrator (or Secretary, if the office has one) should write down the person who called, his telephone number, the time of the call, the date of the call, and the message. The person who took the message should also sign his name.

Prepared by: Person who took the message




APPOINTMENT BOOK

Date: _______________________________

Time: Appointment with: Place8:00-8:30

8:30-9:00

9:00-9:30

9:30-10:00

10:00-10:30

10:30-11:00

11:00-11:30

11:30-12:00

12:00-12:30

12:30-1:00

1:00-1:30

1:30-2:00




VISITORS BOOK

Name Organization

Address Tel/Fax/Email

Date Visited




TELEPHONE MESSAGE FORM

For: _____________________________________________________________________

Mr./Mrs./Miss ____________________________________________________ called you

at ________________ AM/PM on _________________________________________ 2001.

Please call back. Telephone number: ______________________________________

Will call you later. Will visit you. Left a message for you:

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Prepared by:

Name: _____________________________

Signature: __________________________

Job Title: ___________________________


5- ADMINISTRATIVE AUDIT

An internal organizational audit is a complete check of all administrative systems, except reception. It is similar to a financial audit, which checks the financial systems of the organization. It is the most important tool in monitoring and evaluating administrative systems, as it checks to see that all of the systems are in place and working. The audit should be done at least twice a year.

There are two types of audits, an internal audit and an external audit. Someone from within your organization completes an internal audit. The person doing the internal audit should be known to the organization, but independent of the administration and finances of the organization. That means that the Executive Director, Administrator, Storekeeper, and Procurement Officer may not be the auditor. Somebody from the Board of Directors or a member with some financial and administrative experience is a good choice. The internal audit is important so that you can check your systems before an external auditor comes and checks your organization. Someone your donor selects will complete external audits.

To do the audit, the auditor follows the checklist below and records what s/he finds. If there are errors, the auditor should clearly explain what the mistake was and how it should be corrected. The first time that an audit is done, it may take a lot of time (up to one week to check every single paper) because every document must be checked carefully. However, after the first audit, if the staff has corrected the mistakes, the auditor should be able to check everything in just a few days. To do the audit, the auditor simply looks at each of the following statements and checks to see if it is true or not. If not, then the auditor must write down exactly what the problem is. For example, if the auditor is checking to see if “All fixed assets are recorded correctly in the Fixed Assets Register,” then she or he will have to go and see all of the fixed assets and check their condition, location, serial numbers, etc. If, for example, the auditor sees that the new chairs do not have serial numbers on them, then he or she should write down that the Administrator needs to give the new chairs serial numbers.

When the auditor is finished, she or he should prepare a report with the findings and share it with the staff and Board of Directors. Then the auditor should make a list of recommendations for how the mistakes can be fixed. The Executive Director is responsible for seeing that the recommendations are followed.


INTERNAL AUDIT CHECKLIST

A. INTERNAL SYSTEMS The NGO has a Board of Trustees or Board of Directors. There is a written Organizational Structure Chart. There is a system for reviewing and following-up reports that has

been made for the organization, and it is being implemented.

B. FIXED ASSETS The NGO has a clear fixed assets policy. The fixed assets policy is implemented. All fixed assets are recorded correctly in the Fixed Assets Register. The fixed assets are counted regularly and the count is recorded.

C. VEHICLE MANAGEMENT The NGO has a comprehensive vehicle usage policy. The vehicle policy has been implemented. The NGO maintains a Vehicle Logbook, which is filled in completely

and correctly.

D. INVENTORY A written inventory management policy exists. The inventory policy is implemented.

When inventory is used, it is: Authorized by the correct person. Properly supported with a Supply Request Form. Properly recorded in the Inventory (Non-Expendable Supplies)

Register or Supply Control Card. The inventory is counted regularly and the count is recorded.

E. PERSONNEL AND PAYROLL

The NGO has a clear personnel policy. The NGO has implemented its personnel policy. All staff members have detailed job descriptions. There are defined systems of evaluating and measuring staff

performance and they are in use. All staff members have current, written, signed Employment

Contracts. Documentation and authorization of payroll exists (such as

timesheets and contracts).


6- HOW TO WRITE ORGANIZATIONAL POLICIES

Now, having learned all of the good practices for setting up and managing your organization’s administrative systems, it is necessary to write down what procedures you will adopt to make sure your staff use them. Once these procedures are written, then they should be approved and made into organizational policy by the Board of Directors. Organizational policies are extremely important because they help the organization to manage its resources in a regular way. They can also prevent conflict about how something should be handled. If there is disagreement, then the policy should show the agreed way to manage it. Here are the basic steps to developing policies.

1. Identify what policies the organization needs- To set up a good financial system, an organization needs at least: Inventory policy- how to manage organizational inventory Fixed assets policy- how to manage the fixed assets, with specific

policies for any fixed assets that have different procedures, such as a video camera, photocopier, etc.

Vehicle policy- how to manage your organization’s vehicle Personnel policy- how to hire, maintain, and dismiss your staff

2. State what the current procedures are-After you have established what policies your organization needs, then it is time to start writing the policies. Begin by writing down all of the current procedures. Even if they are very informal, write down what you are doing now.

3. Lay out the framework for a new policy-Based on your current procedure, identify areas that are not covered or that need to be improved. The guidelines for each policy as well as the standards for a good administrative system in the following sections should help you to identify the points that you need to cover. Policies should: Define what the policy covers Establish what the procedure is for managing the resource State clearly who will have what responsibility Explain how to monitor and evaluate the resource List what records must be kept to manage the resource

4. Write the new policyThe staff should develop the new policy based on current procedures and weaknesses that they have learned about in this manual. Then the new policy goes to the leadership body for approval.

5. Approve the policy-After the policy has been drafted, all of the organization’s staff, members, and leadership should discuss it. Use the list of questions on the next page to review the policy and decide if it is something that your CBC Administrative Manual, page 69

organization can actually implement. Remember that the policy must include ways of monitoring itself so that you can check to see that it is being implemented.

After the leadership approves the policy, the organization can make an Administrative Manual that contains all of its policies. It could also include the constitution, mission statement (if it is not in the constitution), and organizational structure chart. It is essential that all staff have access to the policies, so make several copies of the manual and distribute them throughout the office. The most important thing is to make a policy that you can really implement and follow!


20 QUESTIONS FOR POLICY MONITORING AND EVALUATION

It is the role of the Board of Directors or leadership body to develop and/or approve all of the organization’s policies. Adopting a policy is an important responsibility; therefore, it is necessary to consider many aspects of the policy before deciding whether or not to accept it. Here are some issues to discuss:

1. Does the policy reflect the organization’s missions and goals?2. Does the policy conflict with another one of the organization’s

policies?3. Is the policy similar to what is actually being practiced?4. Is the policy realistic? Can what has been written actually be

implemented?5. Is the policy in agreement with an international standard (such as the

Generally Accepted Accounting Procedures for finance)?6. Is the policy acceptable to local standards and local regulations (such

as the Somaliland labor code)?7. Can the policy be integrated with other policies?8. Is the policy transparent? Does everyone know what it says can they

see it being followed?9. Does the policy include technical words that some people may not

understand?10. Does the policy specifically say who has what responsibility for

what, and when it should be done?11. Is the policy too vague?12. Does the policy outline clear lines of responsibility and

accountability?13. Does the policy explain how it is to be implemented and/or

enforced?14. Does the policy state the consequences of not obeying the policy?15. Are there financial costs in implementing this policy (such as

stating that forms must be pre-numbered, and therefore pre-printed)?16. If so, can the organization cover these costs?17. Does the policy discriminate against or favor women?CBC Administrative Manual, page 71

18. Does the policy help minorities in any way?19. Does the policy allow for changes when necessary?20. Is the policy flexible enough to be implemented for a long time?


GUIDELINES FOR DEVELOPING A FIXED ASSET POLICY

Making a fixed asset policy is important because expensive equipment must be well maintained so that it will continue to be of use to the organization. If it is not managed well, it can be broken or misused easily. Therefore, it must be made clear who is in charge of what assets and who can use which ones, when, and for what purpose.

The fixed asset policy should cover the following areas:1. How assets are registered in the organization2. Who can use which assets3. How the assets and the people using them are monitored4. What happens if they are damaged or lost

1. Registering fixed assets-When fixed assets come into the office, whether they are donations or purchases, they should be given a unique serial number (unless they already have one given by the factory where they were made). The details of each asset should be recorded in a fixed asset register that describes the asset, its make and model, serial number, budget category, purchase price, date of purchase or receipt, location, and disposal.

2. Using fixed assets-Can anyone use the asset, or must only people with specific technical expertise use it? Is it necessary that someone supervise the person using of the asset? This point is not necessary for tables and chairs, but may be for a computer, video camera, etc.

3. Monitoring fixed assets- Someone, usually the Administrator, should count all of the fixed assets of the organization regularly, usually every six months, and check to see that they are still in good condition, and that the details of the fixed asset register are correct.

4. Damage or loss of fixed assets-What will happen if the fixed asset is lost or damaged? Will the organization pay for the damage or for replacement? If you are not sure, you could state that the Executive Director will look at each incident on a case-by-case basis.


GUIDELINES FOR DEVELOPING AN INVENTORY POLICY

An inventory policy is important because if inventory is not managed well, it can cost the organization a lot of money to keep buying supplies and materials for the office. Since items can be easily taken, the Administration Department must be sure that the people who are issued the supplies are responsible for locking them after office hours and for keeping track of where they are and their condition. Remember that the word inventory means both expendable and non-expendable supplies in this case.

The inventory policy should cover the following areas:1. How items are registered in the organization2. Who can use which supplies5. How the supplies are monitored3. What happens if they are damaged or lost

1. Registering inventory-When items come into the office, they should be recorded on either the Supply Control Cards or the Non-Expendable Supply Register. The Administrator should record all information, including the color, model, etc. Remember this applies to donations as well as purchases.

2. Using inventory-Can anyone use the inventory, or may only employees or members use it? May the staff members take office supplies home? If so, do they have to request permission or tell anyone? An easy way to do this is by using a register, where items are checked out and in daily.

3. Monitoring inventory- The Administrator should count all of the non-expendable supplies of the organization at least four times a year and check to see that they are still in good condition, and that the details of the Non-Expendable Supply Register are correct. The Administrator should count all of the expendable supplies every month and be sure that the records match the physical count of the office store. The Director should appoint a Storekeeper who will keep the only key to the store.

4. Damage or loss of supplies-What will happen if a non-expendable supply is lost or damaged? Will the organization pay for the damage or buy a new one? Or will the person who damaged it have to repair or replace it? It might be best to distinguish between intentional damage or irresponsible use and an accident. A person who purposely damages something or uses something irresponsibly should pay, but accidents do happen, and so they could be covered by the organization.


GUIDELINES FOR DEVELOPING A VEHICLE POLICY

Your organizational vehicle policy is extremely important since a vehicle is very often the biggest cause of conflicts within organizations. The basis of a good policy is a clear outline of priorities for use of the vehicle. Often staff members need the vehicle for personal use, but it should be made clear that that is only possible when the vehicle is not needed for other official work. A good example is the following: first priority is for staff doing work, second priority is for BOD members doing organizational work, third is for staff doing personal activities, fourth for BOD doing personal activities, fifth is for friends and partners of the organization doing work or personal activities, and so on.

Your vehicle policy should cover all of the following points: Who has first priority to use the vehicle? Who has second priority?

Third? Fourth? Who will determine the priorities of the vehicle? For example, if an employee has to go to a meeting at 10:00 and a BOD member also has to go to a meeting at 10:00, who will decide which person goes first? A good vehicle policy should clearly state priorities for its use.

For day-to-day office activities, who is can authorize use of the vehicle?

Who can drive the vehicle? What documents related to the vehicle must be kept? Who keeps

them, and what information do they include? This manual recommends the Vehicle Logbook and the Vehicle Control Board.

May partner organizations use the vehicle? Who approves these requests?

May organizational members and staff use the vehicle for private purposes? If so, how far may they take the car before they have to pay for the fuel they use? Who will approve private use of the vehicles?

Who checks the vehicle and its documents? How often are they checked?

Will the vehicle be required to wait when a person is at a meeting, or should it return to the office in between? Is there a limit to how long the driver can wait?

During the night and whenever the car is not on duty, where should the vehicle be parked?

What are the working hours of the driver?

The Administration Department should inform the driver of the vehicle policy and be sure that he understands it clearly, as well as the people who use the car (staff, BOD, members, partners, etc.).


GUIDELINES FOR DEVELOPING A HUMAN RESOURCE POLICY

Making a personnel policy can be a sensitive topic because many organizations want to hire their founding members or people they know instead of looking to see if there is anyone else who has better skills and experience for the job. However, advertising to hire someone can be difficult if people claim that there has been favoritism towards one clan. Therefore, the NGO must think about how it can hire and keep the best possible staff for the organization.

The personnel policy should cover three areas:1. Hiring employees2. Maintaining employees

TrainingEvaluationDiscipline

3. Dismissing employees

1. Hiring employeesGood practice for hiring staff is to make known any vacancies within the organization. A selection committee is nominated who will read all CVs, select whom to interview (at least 2 candidates), and conduct the interviews. Then the committee makes a recommendation. New employees usually must first have a trial period of a month or so before they are confirmed.

The hiring policy should answer these questions: How does the organization decide if it needs to hire someone? Who is eligible to be employed by the organization (example: only

women, only Somalilanders, etc.)? Is there a priority to hire previous employees or members?

How is the position announced? Who will oversee the hiring process? If it will be an interview

committee, then who will select the members? Who will the members be (include their telephone number, and the department of the organization if needed), and how will they be chosen?

Has the committee considered at least 2 candidates for each position?

Who makes the final decision on who is hired? What is the trial period for employment? During the trial period, if

the organization realizes that the employee is not suitable, they can dismiss him/her without as much notice. Likewise, if the employee does not like the organization, then he may terminate employment at the end of the trial period.

The procedures for hiring people can be different for different types of staff. For example, hiring the Director may be a different process from hiring the watchman. The policy should cover all these points.


2. Maintaining employeesAn organization should improve the experience and skills of its employees as much as possible, both to keep the employee happy in his or her work and for the sake of the organization. The main points to cover are:

How is staff ensured training opportunities outside the organization?

What training is staff ensured from the organization itself? What support will be given to the staff? How will the organization evaluate its staff and get feedback from

the staff? What is the process for promotion of staff? When are salary increases considered? How can an employee make a complaint against the organization

or his supervisor? How can the organization request that the employee improve his

work? What are the steps for disciplining staff? What are the basic working conditions that the organization must

provide? What benefits do the employees receive: annual leave, sick leave,

use of office resources for personal use, assistance for personal situations (like death in the family), Eid bonuses or other overtime/holiday payments, etc.?

How is overtime work paid? What personnel records are kept? Do employees have access to

any records?

3. Dismissing employees and handling resignationsSometimes an employee becomes unhappy in his job or gets a better employment opportunity; likewise, sometimes an organization becomes dissatisfied with an employee or must dismiss employees because of funding problems. Dismissing employees is never easy to do, so it must be done as fairly as possible. The policy should explain:

What is the procedure for resigning from the organization? How much time does the employee need to give the organization in

advance so that he does not lose some of his salary? How much time does the employer need to give the employee in

advance so that the organization does not have to pay extra salary?

What is the procedure for dismissing an employee (not for disciplinary reasons)? As much as possible, it is always best to put a contract’s end in writing.

What is the procedure for dismissing an employee for disciplinary reasons? There should be a standard process of at least one written warning.

Does the employee have the right to a recommendation or reference letter when leaving the organization?


SUMMARY OF ADMINISTRATIVE RECORDKEEPING

The following is a summary of the administrative files and records that your organization should have when you finish setting up your administrative system. Remember, this is just a list of the administrative files. You should also have files for correspondence, meeting minutes, etc. For a full list, see the first section of this manual on filing. Use this as a checklist to see how your organization compares with where it should be.

NAME OF RECORD WHERE THE RECORDS ARE USUALLY KEPT

WHO USUALLY KEEPS THE RECORDS

WHEN THE RECORDS ARE

UPDATEDMATERIAL RESOURCE MANAGEMENTFixed Assets(Receiving Report) Procurement File Administrator When supplies

arriveF. A. Supporting Documents

FA and Inventory File

Administrator When FA is received

Fixed Assets Register


Administrator When FAs arrive

Inventory(Receiving Report) Procurement File Administrator When supplies

arriveNon-Expendable Supplies Register


Administrator When supplies arrive or are issued

Supply Control Cards


Administrator When supplies arrive or are issued

Supply Request Form


Administrator When supplies are issued

VehicleVehicle Logbook Vehicle File Driver or

passengerEvery trip

Vehicle Control Board

If it is on paper, in the Vehicle File

Administrator Every trip

HUMAN RESOURCE MANAGEMENTPayrollEmployee CV Payroll file Employee When hiredContracts Payroll file Executive

DirectorWhen hired


Time sheets Payroll file Administrator DailyLeave Approval Forms

Payroll file Employee As needed

Payroll Register Payroll file Administrator End of monthPersonnel Action Forms

Payroll file Executive Director

When job changes

PersonnelJob Descriptions Personnel file Executive

DirectorWhen job changes

Performance Appraisal/ Staff Evaluation

Personnel file Executive Director

Annually

Benefits Claim Form

Personnel file Executive Director

When quitting

Responsibility Turnover Letter

Personnel file Employee When quitting


OFFICE MANAGEMENTAppointment Book Administration

OfficeAdministrator or Receptionist

Whenever a visitor comes

Visitor’s Book Administration Office

Administrator or Receptionist

Whenever a visitor comes

Telephone Message Form

Administration Office

Administrator or Receptionist

Whenever there is a telephone message

ADMINISTRATIVE AUDITInternal Audit Checklist

BOD File Auditor At least twice a year

Auditor’s Report BOD File Auditor At least twice a year


cbc admin manual

Documents

capacity building activities

organizations capacity

capacity building cb

capacity building caucus

overall organization

series of manuals

series of training manuals

somali lngos