FIMAT Assessment Form Unit: ______

Date: ______

Check “yes” or “no” in response to whether your organization meets each criterion and enter the evidence on which you base your response.

Component 1: Organization and Personnel

This component covers the elements of organizational structure and human resource management functions that support financial management functions. / Response
Yes or No
Level 1 Basic / Level 2
Inter-mediate / Level 3
Advanced
Crite-rion No. /
Criterion to Assess Component
/ Yes / No / Yes / No / Yes /

No

/ Evidence for Response /
1.1.1 / An official organization chart exists that includes financial management functions.
1.2.2 / The organization chart is reviewed periodically.
1.3.3 / Formal procedures for modifying the organization chart exist and are followed.
1.4.3 / The organization chart reflects actual roles, including actual financial management roles.
1.5.1 / There is an established list of positions that the personnel unit has authority to fill.
1.6.2 / A formal approval process guides recruitment for all positions.
1.7.3 / Statistics comparing authorized positions against filled positions (vacancy rates) are regularly generated and reviewed.
1.8.1 / The percentage of all established positions that were filled throughout the past year was at least:
·  66%
1.9.2 / The percentage of all established positions that were filled throughout the past year was at least:
·  80%
1.10.3 / The percentage of all established positions that were filled throughout the past year was at least:
·  90%
1.11.1 / The Chief Financial Officer has at least:
·  5 years of financial management experience at a senior level
1.12.2 / The Chief Financial Officer has at least:
·  8 years of financial management experience, or 5 years of financial management experience and an appropriate professional qualification
1.13.3 / The Chief Financial Officer has:
·  a widely accepted professional credential from a legitimate institution, as well as 10 years of financial management experience
1.14.1 / Of the other financial staff, at least:
·  50% have 2 years of experience
1.15.2 / Of the other financial staff, at least:
·  75% have 2 years of experience, and some staff are studying for their professional examinations
1.16.3 / Of the other financial staff, at least:
·  90% have 2 years of relevant experience and some staff have relevant professional qualifications
1.17.1 / Personnel records and files exist for all employees.
1.18.2 / Personnel records and files are maintained and kept up to date.
1.19.1 / Access to personnel records and related material is restricted to the staff who are authorized to view them to perform their duties.
1.20.1 / Managers establish basic performance objectives for financial management performance (e.g., quarterly report deadlines).
1.21.2 / Managers hold at least:
·  quarterly meetings to review financial management performance and resolve related issues
1.22.3 / Managers hold:
·  monthly meetings to review financial management performance and resolve related issues
1.23.2 / Supervisors meet with and support their staff actively.
1.24.1 / Written job descriptions describing responsibilities and listing tasks exist for all the types of jobs.
1.25.2 / All staff members have copies of their job descriptions and review them annually with their supervisors. The job descriptions reflect what people actually do.
1.26.2 / Staff receive on-the-job training needed to perform their duties.
1.27.1 / All administrative and professional staff have individual annual workplans that describe activities to be carried out during the year.
1.28.2 / All administrative and professional staff have individual annual workplans that specify individual objectives for the year.
1.29.3 / Each staff’s individual annual workplan specifies their performance objectives and how their performance will be measured.
1.30.3 / Individual performance measures are agreed on.
1.31.2 / Supervisors complete staff appraisals at least annually and note areas in which individuals need to improve.
1.32.3 / Annual performance reviews assess staff performance against performance objectives.
1.33.2 / Training and personnel development plans are prepared for staff at all levels.
1.34.2 / At least 50% of intended training and personnel development is carried out.
1.35.3 / At least 75% of intended training and personnel development is carried out.
1.36.2 / Situations of low performance are actively addressed and resolved through the supervisory system.
1.37.3 / A policy and procedures manual exists that describes the policies, procedures, and systems (whether manual or computerized systems) for all the organization’s financial management functions.
1.38.3 / The information technology (computer) department operates independently of the finance and/or accounting department, and provides the necessary support to users.

Management Sciences for Health FIMAT, the Financial Management Tool 1

FIMAT Summary Form for Component 1: Organization and Personnel / Unit: ______
Date: ______

Mark the level of capacity indicated by the “yes” and “no” responses to the criteria above. Place your organization at the level where there is a complete set of “yes” responses on the assessment form. If there are “no” responses at the “basic” level, check “pre-basic.”

Level of Capacity for This Component
0
PRE-BASIC / 1
BASIC / 2
INTERMEDIATE / 3
ADVANCED
Summary of Component Characteristics
List your summary of the component’s characteristics in this area:

Management Sciences for Health FIMAT, the Financial Management Tool 1

FIMAT Assessment Form Unit: ______

Date: ______

Check “yes” or “no” in response to whether your organization meets each criterion and enter the evidence on which you base your response.

Component 2: Budgeting

This component covers the budget process, approval, control, and reporting, as well as links to annual operational planning and to multiyear strategic planning. / Response
Yes or No
Level 1
Basic / Level 2
Inter-mediate / Level 3
Advanced
Crite-rion No. /
Criterion to Assess Component
/ Yes / No / Yes / No / Yes /

No

/ Evidence for Response /
2.1.1 / Clear policies and procedures for budgeting have been established by the appropriate office or officer.
2.2.2 / A policy and procedures manual exists for budgeting.
2.3.1 / The established budgeting policies and procedures meet generally accepted good management practices and cover the critical areas of:
·  roles and responsibilities
·  review and approval
·  reporting
·  variance detection and analysis
2.4.2 / The budgeting policies and procedures are readily available within the work areas of all staff involved in budgeting, so that they can follow it in carrying out their responsibilities.
2.5.3 / The staff involved in budgeting are systematically oriented or trained in the contents of the policy and procedures manual.
2.6.1 / Budgeting operations are generally carried out according to the established policies and procedures.
2.7.1 / Staff have the budget templates and related report formats they need to record and file activities and to create a paper trail for audits.
2.8.1 / An annual budget development process is in place, including steps for review and approval.
2.9.1 / Annual budgets are directly linked to the organization’s annual operational plans.
2.10.2 / A multiyear budget is developed with the involvement of all senior managers.
2.11.3 / The multiyear budget is linked to multiyear strategic plans and guides the annual budgeting system.
2.12.1 / The budget process covers projected:
·  recurrent revenues and expenditures
·  occasional or special revenues (like grants) and expenditures (like those incurred to carry out specific activities)
·  capital expenditures
2.13.1 / Roles and responsibilities in the budgeting and planning process are clearly defined.
2.14.2 / Budgets are integrated into the accounting system.
2.15.1 / Actual expenditures are reported against both the budget and the operational plan. Variances (both deficits and surpluses) are detected.
2.16.2 / Reasons for variances are determined, and recommendations for corrective actions are formulated.
2.17.3 / Corrective actions, whether changes in practices and/or changes in projections, are appropriate and implemented in a timely fashion.
2.18.2 / Budget performance reports are produced at least:
·  quarterly
2.19.3 / Budget performance reports are produced:
·  monthly
2.20.1 / Increases in the costs for capital projects are fully investigated and paid only if approved by the authorized senior official.

Management Sciences for Health FIMAT, the Financial Management Tool 1

FIMAT Summary Form for Component 2: Budgeting / Unit: ______
Date: ______

Mark the level of capacity indicated by the “yes” and “no” responses to the criteria above. Place your organization at the level where there is a complete set of “yes” responses on the assessment form. If there are “no” responses at the “basic” level, check “pre-basic.”

Level of Capacity for This Component
0
PRE-BASIC / 1
BASIC / 2
INTERMEDIATE / 3
ADVANCED
Summary of Component Characteristics
List your summary of the component’s characteristics in this area:

Management Sciences for Health FIMAT, the Financial Management Tool 1

FIMAT Assessment Form Unit: ______

Date: ______

Check “yes” or “no” in response to whether your organization meets each criterion and enter the evidence on which you base your response.

Component 3: Accounting and Record-Keeping

This component covers the chart of accounts, vouchers, the trial balance, the general ledger and journal entry adjustments, management accounts, and financial statements. / Response
Yes or No
Level 1
Basic / Level 2
Inter-mediate / Level 3
Advanced
Crite-rion No. /
Criteria to Assess Component
/ Yes / No / Yes / No / Yes /

No

/ Evidence for Response /
3.1.1 / A written chart of accounts exists that accurately reflects categories of income, expenditures, assets and liabilities.
3.2.2 / The written chart of accounts is approved by the head office.
3.3.3 / The chart of accounts is periodically reviewed and modified by qualified staff through a formal approval procedure. It accurately reflects categories of income, expenses, assets, and liabilities.
3.4.2 / The chart of accounts integrates budget line items and is structured so that there is someone accountable for each line item.
3.5.3 / The chart of accounts’ structure has multiple levels, so that staff can examine important details (for instance by organizational units, regions, or projects/programs).
3.6.1 / Staff have the accounting forms, journals, registers, and ledgers they need to record and file transactions and create a paper trail for audits.
3.7.1 / All transactions are supported by vouchers approved by an official who did not prepare them and works outside the voucher system.
3.8.1 / All vouchers are sequentially numbered when received.
3.9.1 / Vouchers are properly coded in accordance with the chart of accounts.
3.10.1 / Vouchers are entered into the appropriate transaction journals.
3.11.2 / All sequentially numbered vouchers are recorded in a register.
3.12.1 / All processed vouchers are filed sequentially with all supporting documentation attached.
3.13.1 / The trial balance is prepared at least:
·  quarterly
3.14.2 / The trial balance is prepared at least:
·  every 6 weeks
3.15.3 / The trial balance is prepared:
·  monthly
3.16.1 / The trial balance is balanced within at least:
·  3 months of the end of the fiscal period
3.17.2 / The trial balance is balanced within at least:
·  6 weeks of the end of the fiscal period
3.18.3 / The trial balance is balanced within:
·  4 weeks of the end of the month
3.19.1 / A sequential record of all journal entries is maintained.
3.20.1 / All journal entries are supported by full explanations and supporting documentation.
3.21.1 / All journal entries are checked and approved by a senior accounting officer.
3.22.2 / The Chief Accounting Officer, a person designated by him or her, or a senior official outside of the accounting unit approves all journal entries that exceed a specified amount. The individual selected for this role ensures independent oversight.
3.23.3 / The Chief Accounting Officer (or the person designated by him or her) reviews all journal entries.
3.24.3 / The general ledger is computerized using an internationally recognized accounting software.
3.25.1 / Management reports, showing finances for different management areas (e.g., departments) are prepared at least:
·  quarterly
3.26.2 / Management reports, showing finances for different management areas (e.g., departments) are prepared:
·  monthly
3.27.2 / Management reports, showing both financial and nonfinancial indicators (e.g., service statistics and activities indicators) for different management areas are prepared at least:
·  quarterly
3.28.3 / Management reports, showing both financial and nonfinancial indicators (e.g., service statistics and activities indicators) for different management areas are prepared:
·  monthly
3.29.1 / Management reports are issued within at least:
·  3 months of the end of the fiscal period
3.30.2 / Management reports are issued within at least:
·  6 weeks of the end of the fiscal period
3.31.3 / Management reports are issued within:
·  1 month of the end of the fiscal period
3.32.3 / Management reports are analyzed comparing financial and nonfinancial indicators, such as expense ratios and service statistics.
3.33.1 / Annual financial statements are issued and approved within at least:
·  6 months of the end of the fiscal year
3.34.2 / Annual financial statements are issued and approved within at least:
·  3 months of the end of fiscal year
3.35.3 / Annual financial statements are issued and approved within:
·  2 months of the end of the fiscal year
3.36.1 / The annual financial statements include a balance sheet (statement of financial position) and an income statement (statement of activities).
3.37.2 / The annual financial statements include a statement of cash flows.
3.38.1 / The annual financial statements reflect the balanced trial balance.
3.39.2 / The annual financial statements report information about expenses for specific program services, supporting services, and donors (in ways that meet donors’ reporting requirements).
3.40.1 / The Chief Accounting Officer is required to sign a formal statement confirming that the annual accounts are a true reflection of all financial activities.
3.41.2 / Annual financial statements are issued with a formal statement from an independent audit firm that the annual accounts truly reflect all financial activities.
3.42.3 / Annual financial statements comply with the appropriate international standards in all respects.

Management Sciences for Health FIMAT, the Financial Management Tool 1

FIMAT Summary Form for Component 3: Accounting and Record-Keeping / Unit: ______
Date: ______

Mark the level of capacity indicated by the “yes” and “no” responses to the criteria above. Place your organization at the level where there is a complete set of “yes” responses on the assessment form. If there are “no” responses at the “basic” level, check “pre-basic.”