SOP Unique ID: [Nr]

[NAME OF INSTITUTION]

INSTITUTIONAL INSTRUCTIONS / POLICIES

AND
STANDARD OPERATING PROCEDURES

PAYMENTS PROCESSING

This is not a Treasury Instruction. This document is the foundation upon which Institutions are encouraged to draft their own instructions, policies and
procedures as required by the Treasury Regulations. This document is a template that may be used by individual Institutions to adjust their existing policies
if needed. They do not necessarily include every possible instruction, process or procedure that might be necessary to comply with the requirements of the
Treasury Regulations. It remains the entity's responsibility to ensure that its specific processes and procedures encompass all necessary instructions,
processes and procedures, to ensure it complies with the requirements of the Treasury Regulations.

Document # Title: Print Date:

[ID] [Procedure Name] [Date]
Revision # Prepared By: Date Prepared:
[Nr] [Authors Name] [Date]
Effective Date: Reviewed By: Date Reviewed:
[Date] [Reviewers Name] [Date]
Standard: Approved By: Date Approved:
[Standard, Law, or [Approvers Name] [Date]
Regulation]

Issued in terms of section of the Public Finance Management Act, 1999 (Act 1 of 1999)
[PFMA] and Treasury Regulations 2015
Table of contents

1. Purpose 3

2. Scope 3

3. Abbreviations and descriptions 3

4. Financial management governance and regulatory framework 5

5 Capacity development 6

6 Institutional instructions / policies: Payments processing 7

7 Annexures 8

8 Delegations of authority 8

9 Non-compliance 9

10 Monitoring, oversight and maintenance 9

11 Conclusion 9

12 Contact person 9

13 Approval 9

EXPENDITURE MANAGEMENT POLICY Page 2

 1. Purpose

1.1 The purpose of these Instructions / Policies and Standard Operating Procedures
is to foster a culture of responsibility and accountability in the processing of
payments in the <Insert name of Institution>.

1.2 It serves to outline the responsibility of each employee in the policy(ies),

procedures and the processing of payments and aims to ensure uniformity in its
application.

1.3 It also serves as a reference tool for educational and training purposes.

2. Scope

2.1 These Institutional Instructions / Policies and Standard Operating Procedures are
applicable to all employees of the <Insert name of Institution> including the
Accounting Officer / Accounting Authority [delete what is not applicable].

3. Abbreviations and descriptions

3.1 The comprehensive list of Abbreviations and Definitions are covered in

detail in General Concepts, Definitions and Principles, and should be read in
conjunction with these Instructions / Policies and Standard Operating
Procedures.

3.2 The abbreviations and definitions that are pertinent to these Instructions /
Policies and Standard Operating Procedures are described below:
AA Accounting authority
AO Accounting Officer
CFO Chief Financial Officer
DG Director General
GRAP General recognised accounting practice
PFMA Public Finance Management Act of 1999 (Act 1 of 1999, as amended)
SCM Supply Chain Management
SOP Standard Operating Procedure(s)

Accounting Authority means the person referred to in Section 49 of the PFMA

Accounting Officer means the person referred to in Section 36 of the PFMA

Act means the Public Finance Management Act, 1999 (Act No. 1 0f 1999), as amended

EXPENDITURE MANAGEMENT POLICY Page 3

Budget means a quantitative expression of a plan for a defined period of time. It may
include planned revenues, resource quantities, costs and expenses, assets, liabilities
and cash flows. It expresses the strategic plans of a specific Project/Programme

Budget control a control technique whereby actual results are compared with budgets

Chief financial officer, in relation to an institution, means the person designated or

appointed as the chief financial officer of the institution in terms of regulation 8(1)

Control means any action, procedure or operation undertaken to increase the

likelihood that activities and procedures achieve their objectives. Control is a response to
risk and is intended to contain uncertainty of outcome

Control budget, in relation to infrastructure, means the amount of money which is

allocated or made available by a client institution to deliver or maintain infrastructure
associated with a project, including site costs, professional fees, all service and planning
charges, applicable taxes, risk allowances and provision for price inflation which may be
adjusted with the approval of the client institution

Control point means a documented management decision is required at the end of a

process before proceeding to the next process;

Compliance means the meeting of obligations under laws, regulations, codes or

departmental standards

Delegate means the issuing by the accounting officer or accounting authority of an

institution to a person of

(a) a written delegation to perform on behalf of that accounting officer or accounting

authority specific powers entrusted or delegated to that accounting officer or
accounting authority in terms of the Act, as contemplated in terms of sections 44(1)
(a) and 56(1)(a); or

(b) a written instruction to perform specific duties assigned to that accounting officer or
accounting authority in terms of the Act, as contemplated in terms of sections 44(1)
(b) and 56(1) (b)

Standard Operating Procedures (SOPs)-

a) means a method of functioning that has been established in order to execute a

specific task or react to a specific set of circumstances or situation or process; and

b) in relation to an institution to which regulation 6(c) applies, means the institutions

standard operating procedures referred to in that regulation.

EXPENDITURE MANAGEMENT POLICY Page 4

4. Financial management governance and regulatory framework

4.1 Legislation

4.1.1 The Public Finance Management Act 1 of: 1999.

4.1.2 Public Service Act of 1994

4.1.3 Income tax Act

4.2 Regulatory Framework

4.2.1 The AA / AO and CFO are responsible for establishing of a system of

internal control, and processes for the effective and efficient risk
assessments in their institution. The following Treasury Regulations (2016)
must be complied with in the execution of this Instructions / Policies and
SOPs.

Para 6 - Institutional instructions and standard operating procedures

Para 9 - Functions of Chief Financial Officers

Para 16 - System of internal control [sections 38(1) (a) (i) and 51(1) (a) (i)]

Para 17 - Control environment

Para 18 - Risk assessment [sections 38(1) (a) (i) and 51(1) (a) (i)]

Para 19 Control activities

Para 90 - System for expenditure management

Para 91 - Approval of expenditure and commitments

4.2.2 Provincial Treasury Instructions are those instructions issued by a

Provincial Treasury in terms of the PFMA, for and in respect of provincial
institutions of a province.

4.2.3

Provincial Departments may customise this section to add Provincial Treasury G

Instructions

EXPENDITURE MANAGEMENT POLICY Page 5

 eneral Recognised Accounting Practice (GRAP) are standards issued by the
Accounting Standards Board in terms of the PFMA, to regulate the reporting and
accounting frameworks for municipalities and public entities.

4.2.4 The Modified Cash Standard (MCS) is "GRAP" for departments and any
other entity that claims compliance with the modified cash basis of
accounting. The MCS, as prescribed by the National Treasury: Office of the
Accountant-General, sets out the principles for the recognition, recording,
measurement, presentation and disclosure of information required in terms
of formats prescribed by the National Treasury.

It is important to note that although Institutions adhere to different reporting 4.3

frameworks, i.e. the Standards of GRAP and the MCS, these Instructions / Policies O
and SOPs serves as a foundation of good practices to aid in compliance with either
framework.
[Entity to complete this section for their own reference(s), if any GRAP
standard(s), are to be noted here]

ther Instructions and SOPs to be read with this SOP

4.3.1 General Concepts, Definitions and Principles

4.3.2 Accounting and Month-end SOP

4.3.3 Public Service and Administration (DPSA) financial handbook.

4.3.4 Ministerial Handbook.

4.3.5 Chief Financial Officers Handbook.

5
Detailed Systems and / or business processes, relating to these Standard Operating C
Procedures, are to be developed by the Institution to supplement the high level
processes contained in this SOP.

apacity development

5.1 Capacity development is covered in detail in General Concepts, Definitions and

Principles, and should be read in conjunction with these specific Instructions /
Policies and Standard Operating Procedures.

EXPENDITURE MANAGEMENT POLICY Page 6

6 Institutional instructions / policies: Payments processing

6.1 The CFO and his/her delegates must:

6.1.1 Evaluate whether existing controls for payments processing are

appropriate. He/she must assess the risks facing the Institution, and
introduce the necessary changes to the systems of internal control.

6.1.2 Ensure that they adhere to all internal control measures whether manual or
electronically, to ensure compliance with financial management
governance and regulatory frameworks and guides.

6.1.3 Implement an effective system to maintain electronic procedures that will

enable the effective tracking of all invoices received and the subsequent
tracing of progress with the processing of each invoice.

6.1.4 Where the electronic procedures are not adequate or where the delegated
employee need additional control manual registers must be maintained to
log all creditor invoices on the date of receipt, and to monitor the
movement of the invoices between SCM and Financial Management. The
register must at least contain the following detail:

6.1.4.1the date the valid and correct invoice was received ,

6.1.4.2the date on invoice was paid

6.1.4.3the time period between the date of receipt and date of

payment.

6.1.4.4Ensure that all payments are made within 30 days of receipt of a

valid and correct invoice, except if the contract agreement
stipulates a different payment term or In the case of civil claims,
from the date of settlement and court judgement.

6.1.5 Ensure that segregation of duties be adhered to in that the person

capturing payments and / or orders may not be the same person
authorising such payments and / or orders. This control applies to both the
supply chain management system and the accounting system.

6.1.6 Before approving requisitions and commitments to spent government

funds, ensure that he/she is certain that such expenditure is:

EXPENDITURE MANAGEMENT POLICY Page 7

 6.1.6.1Essential for the deliverance of services as per the Institutions
mandate or contractually binding as per prior agreement and
appropriate approval by the relevant authority.

6.1.6.2In accordance with the purpose of the vote (in the case of a
department);

6.1.6.3Within the Institutions budget provision and will not result in

unauthorised, irregular and fruitless and wasteful expenditure.

6.1.6.4Representing value for money and the services to be obtained

is of the best quality, quantity, and price.

6.1.7 All payments must follow the relevant and correct supply chain procedures.

7 Annexures

7.1 Annexure 1: Payments processing flowchart (High level)

7.2 Annexure 2: Standard operating procedures sundry payments

7.3 Annexure 3: Payments processing: Checklist for compliance, reporting, monitoring

7.4 Annexure 4: Petty cash flowchart (High level)

7.5 Annexure 5: Petty cash: Standard operating procedures

7.6 Annexure 6: Petty cash: Checklist for compliance, reporting, monitoring

8 Delegations of authority

8.1 A copy of the delegation framework in relation to processing payments is

attached;

Or <Entity to decide on this>

8.2 Role-players involved in processing payments should strictly adhere to the

Institutional delegations of authority.

9 Non-compliance

EXPENDITURE MANAGEMENT POLICY Page 8

9.1 Departure from the provisions of these Instructions / Policies and SOPs, without
prior written authorisation by the AO / AA, will be treated as financial misconduct
and will result in appropriate disciplinary or criminal procedures being considered
and instituted against the relevant person where deemed necessary. Refer to the
SOP on Financial Misconduct for additional information.

10 Monitoring, oversight and maintenance

10.1 To ensure these Instructions / Policies and SOPs operate efficiently, users must
report any required changes to their superiors. Whenever something changes in
the payments processing areas and / or environment, it should be reviewed for
appropriateness. These Instructions / Policies and SOPs must be reviewed
periodically as set out in General Concepts, Definitions and Principles.

11 Conclusion

11.1 The content of these Instructions / Policies and SOPs must be brought to the
attention of all officials within the Institution.

11.2 These Instructions / Policies and SOPs are effective from [insert date].

12 Contact person

12.1 For any queries related to these Instructions and Standard Operating Procedures,
contact [Persons name].

13 Approval

________________ _____________

Accounting Officer Date

EXPENDITURE MANAGEMENT POLICY Page 9


Overview of payments process
SCM receives goods, goods
received voucher and invoice.
/ claim
SCM record invoice on the
system
Verification of invoice / claim
and payment preparation by
end user / creditors
Approval by
Programme/Budget Manager
and return to SCM / Finance
SCM submit to payments
section for payment
Annexure 1: Payments processing flowchart (high level)
Payment section
(Finance) capture
payment on the system
Compliance unit/Internal
control process payment
stub
Payments section (Finance)
verifies and pre-authorise on
system
Batch control files
payment documents
Payment section
(Finance) authorise
payment on system Reporting
SCM/Finance monthly and CFO
Quarterly and annual report on
invoices and commitments
PAYMENTS PROCESSING
Page | 10
 Annexure 2: Standard Operating Procedures: Payments processing (high level)

Action Template Responsibility

Ref/ Input

Goods received / services rendered

1. This part describes the process of initiating a payment and subsequent commitments to occur. Invoice End user
The acquisition part of goods and services is addressed in the SCM SOP.
SCM

o When goods are delivered or service rendered an invoice and goods received voucher is Order
submitted to the Institution for payment.
o Before acknowledging the goods received the receiving clerk must:
o Compare the goods delivered to the purchase order;
o Check the quantity and descriptions of goods delivered against purchase order and Goods receive
delivery note; voucher
o Perform superficial test of condition of goods delivered e.g. broken or wet boxes etc.;
o Reject all incorrect goods and identify and mark rejections on both copies delivery
note and purchase order; Payment advice
o Make list of goods accepted and rejected;
o Ensure that suppliers personnel sign both copies of the delivery note including
amendments;
o Sign delivery note.

EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING PROCEDURES Page 11

Action Template Responsibilit
Ref/ Input y

Dealing with the invoice / claims and preparation for payment

2. Proper control must be exercised over all invoices and claims to ensure payment complies with the Invoice End user
30 day period as prescribed in the Treasury Regulations.
SCM
In the event of a delay in payment resulting in payment in excess of 30 days the Programme
Manager must give the reasons for the delay in the form of a memorandum and attach such Order Creditor
memorandum to the invoice / claim and supporting documents before the payment is captured.
Financial
The invoice / claim must be date stamped on the date of received Management
Invoice / claim received through email must be printed and date stamped. Goods receive
Invoice / claim must be recorded in the invoice / claim register (electronic/ manual register). voucher
The invoice / claim must be checked at each stage to ensure that:
it is in the name of the institution
o That it is a valid tax invoice / claim
Payment advice
o The date of the invoice / claim
o The bank details of the supplier appears on the invoice / claim
o The amounts on the invoice / claim are correct

Invoice / claim must be given to the end user (accompanied by the invoice register).

The end user must sign the register and date the register with the date the invoice / claim was given
to them.

The delegated SCM employee must make daily enquiries on invoices / claim that have not been
returned by the end user.

When the invoices / claim are returned to SCM, it must be checked against covering advice and
register and be confirmed that all the invoices are received.

If the invoice / claim is incorrect for any reason, the delegated SCM official may via email inform the
supplier / Institution/ Department. The delegated SCM official must cancel the invoice / claim from
the invoice register, state the reason on the register and keep the email to the supplier / Institution /
Department as evidence.
EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING PROCEDURES Page 12
Action Template Responsibilit
Ref/ Input y

If all are in order and the invoices / claims signed by the end user / budget manager, SCM /
Creditor section must take it with the supporting documents to the Finance unit and the invoice /
claim register must be updated accordingly.

Care must be taken to keep all source documents (entire batch) together and to certify it at each
stage of the process from acquisition to payment.

This certification process is done in order to avoid duplication in:

o Ordering of the goods and services
o Capturing of the transaction on the system; and
o Payment of the supplier.
o The documents must be stamped as:
o Ordered after the order has been sent to the supplier;
o Delivered after goods and/or services has been received;
o Received on the date of receipt of the invoice / claim;
o Captured after it has been recorded in the system; and
o Paid after the payment has been processed.

The following supporting documents must be part of the payment for goods and/or services
indicated below:
o For catering expenses ensure that the request form/invite for catering is attached.
o Tax questionnaire and original timesheets are attached for consultants.
o DG approval letter is attached for membership fees.
o DG approval letter is attached Upgrade/new cellular phones.
o Attendance registers of the meeting.

Before any payment is captured on the system, the allocations must be checked.

The capturer must ensure that the authorisation is done correctly in terms of the delegations of
authority including limitations set regarding approving amounts.

If the SCoA allocations are incorrect, (Departments) the Finance unit may not change the
allocations. Corrections must be done by means of a journal entry, after consultation with the
EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING PROCEDURES Page 13
Action Template Responsibilit
Ref/ Input y

relevant Programme/Budget Manager or the payment request must be returned to the Budget
Manager for corrections before it is processed.

Budget blocking should be a control measure in the accounting system to ensure that overspending
does not take place.

Document/Batch control

3. After payments and recording has been completed, invoices (payment batches) must be sent to Invoice Financial
the internal control unit. Management
The compliance unit must perform a pre-audit of the batches and resolve findings. Order
The compliance unit will store all the batched in a storage/filing room for safekeeping. Internal
Goods receive Control
This Unit will also distribute the payment stubs to the creditors.
voucher

Payment advice

Payment stub

Reporting on invoices / claims and commitments

4. The purpose of this process is to report on late payments as well as to provide for commitments in Invoice and claims Financial
the budget process. registers Management

The delegated employee conducts an age analysis of all invoices and commitments at month Internal
end. Such report must be submitted to the CFO for his/her review within 8 days after the end of Control
the preceding month. The report must comply with the requirements in Treasury Regulation 81, Commitment
and submitted in the format as prescribed. register
The report must contain inter alia:
o all invoices received for the month,
o all invoices given to finance for payment
o all invoices received but not given to finance and reasons therefor;
o The number and value of the invoices received for the month;
o The number of invoices that have been paid within 30 days or in terms of an agreed contract;

EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING PROCEDURES Page 14

Action Template Responsibilit
Ref/ Input y

o The number and value of invoices not paid within 30 days or the agreed period and the
reason for not complying with the prescribed period;
o The number and value of invoices on hand that were not paid within 30 or the agreed period
and the reason for not complying with the prescribed period;
o The values of commitments per commitments register.

EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING PROCEDURES Page 15

 Annexure 3: Checklist for compliance, reporting, monitoring: Payment processing

COMPLIANCE CHECKLIST REF REMARK/REMEDIAL

ACTION
Goods delivered
1. Was the invoice/statement signed in acceptance of goods
and/or services?
2. Was the invoice/statement stamped with the date of
receipt?
3. Does the invoice amount agree to the order amount?
Where this is not the case, reasons provided?
4. Has the invoice been recorded in the electronic/manual
register?
5. Has the end user signed the register to acknowledge
receipt?
Verification by end user
6. Has the goods been delivered and/or services rendered
7. Does the invoice agrees to the order or the signed contract
agreement (where applicable), purchase order, and goods
received voucher/note;
8. Is the order number included on the invoice and agrees to
the original order number;
9. Is the invoice correct in term of amount, address, financial
year and allocations?
10. Are the relevant supporting documents attached to the
invoice/payment advice?
11. Is the payment stamped and signed after verification?
12. Is the payment authorised by the Programme/Budget
manager?
Verification by end Programme/Budget Manager
13. Is budget available for the particular payment on the
correct item?
14. Is the amount of the invoice within the amount delegated
to approve as per the financial delegations?
15. Is the payment and supporting documents correct in
terms of amount, order, goods/services delivered, dates
and allocations?
16. Are all the relevant supporting documents attached to the
payment?
17. Is the payment complying with the 30 day period? If not, is
the relevant and authentic memo attached with good
reasons of why the payment is not made within the 30 day
period?
Capturing payments on system
18. Has the SCM batch covering advice and the register been
signed and the invoice register be updated?
19. Is the invoice/payment recorded in Financial
Managements invoice register?
20. Are all the relevant documents attached and correct?
21. Are the relevant signatories attached to the payment?
22. Is the payment complying with the 30 day period? If not, is
the relevant and authentic memo attached and authorised
by the delegated employee?
EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING
PROCEDURES Page 16
 COMPLIANCE CHECKLIST REF REMARK/REMEDIAL
ACTION
23. Are the allocations correct and budget available?
24. Are the supporting documents and invoice generally in
order for payment?
25. Has the payment been stamped and signed by the
capturer?
Pre-authorisation on the system
26. Is the payment complying with the 30 day period? If not, is
the relevant and authentic memo attached and authorised
by the delegated employee?
27. Are the allocations correct and budget available?
28. Are the supporting documents and invoice generally in
order for payment?
29. Has the payment been stamped and signed by the pre-
authoriser?
Authorisation on the system
30. Is the payment complying with the 30 day period? If not, is
the relevant and authentic memo attached and authorised
by the delegated employee?
31. Are the allocations correct and budget available?
32. Are the supporting documents and invoice generally in
order for payment?
33. Has the payment been stamped and signed by the
authoriser?
Processing payment stub
34. Has a payment stub been generated?
35. Is the disbursement number attached to the payment?
36. Are all the supporting documents attached to the
payment?
37. Is the Financial management invoice register updated?
Batch control
38. Are all relevant documents attached to the payment
batch?
39. Has the batch been pre-audited by the compliance unit?
Reporting on invoices and commitments
40. Is SCM report on invoices, commitments and accruals
submitted to the CFO?
41. Is Financial managements report on invoices submitted to
the CFO?
42. Is the report on invoices, commitments and accruals
attached to the AFS?

EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING

PROCEDURES Page 17
 Annexure 4: Payments of petty cash flowchart

Petty cash process and procedures

Complete Petty Approval of Petty Check Petty cash Providing Petty

Authorized by
Cash Requisition cash Request Form by Cashiers Cash to requestor
Supervisors
Form

Capturing of
documentation into the Petty Cash Register Spending
Updating andand
filling
system Updating and supporting
Petty Cash Form
maintained documents

EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING

PROCEDURES Page 18
 Annexure 5: Process and procedures for petty cash payments

Action Templa
referen
Request for petty cash
1. The purpose of petty cash is that it is an alternative mechanism for paying for low value, low Comple
risk purchases where the use of credit cards, cheques or other payment instruments may not Requisi
be appropriate or expedient.
Petty Cash should only be administered for amounts not exceeding the delegated amount
and amount must be line with normal SCM
Requests for petty cash may also be submitted through the SCM section.
The following details must be on the forms:
applicant details,
ID number,
item that will purchased via Petty Cash,
details of the purchase and
The amount.
The requestor and budget manager must both sign the Petty Cash Form.
The Petty Cash Form will be reviewed and approved by the relevant Budget Manager.

Issue of petty cash

2. Cashier will before issuing any cash to the employee, check the forms to ensure that the Petty C
form has been completed correctly and that the request is approved by the Budget
Manager.
He/she will check the Petty Cash Register to determine whether the requesting user does
not have any outstanding petty cash balances that have not been reconciled / paid up.
No petty cash will be issued if the requester has outstanding petty cash.
When petty cash is issued the applicant must acknowledge the receipt of the cash in
writing and the petty cash form is retained by the cashier for later reconciliation.

Settling of petty cash

3. After the purchase was done, the requester has to submit the invoices to the casher with Petty C
the relevant change so that the cashier can fill up the petty cash and do the relevant
reconciliations to balance the petty cash register.

EXPENDITURE MANAGEMENT: INSTITUTIONAL INSTRUCTIONS AND STANDARD OPERATING

PROCEDURES Page 19
 Reconciliation of petty cash
4. The purpose of this process is to ensure that the petty cash issued and the cash on hand Petty C
balances.
On a weekly basis, the Supervisor must conduct a petty cash check with the Cashier.
This check involves the opening of the safe and a physical count of the cash therein. Both
the Cashier and the Supervisor should be present when the safe is being opened and the
check is done.
The Supervisor must check inter alia the following:
all forms and supporting documentation present,
the number of receipts,
the cash on hand balances with the cash petty cash requests and invoices at hand;
and
If satisfied, the supervisor must sign the Petty Cash Register or update this on the
network, if stored in electronic format. (In the latter scenario, the printout of the Petty
Cash Register can be retained for filing purposes.)
Capturing of invoices
5. All invoices and other relevant must be captured and authorised in the relevant system on
a daily basis.

c
Annexure 6: Checklist for compliance, reporting, of petty cash

PETTY CASH EXPEDNITURE CHECKLIST

1. Is petty cash requisition form completed by
requestor?
2. Is petty cash request approved by Budget Manager?
3. Is petty cash form checked by cashier before issuing
petty cash?
4. Is spending supported by supporting documents?
5. Is petty cash registered updated and maintained?
6. Has a petty cash balance been conducted at the end
of each working day?
7. Does the cash on hand balance with the petty cash
issued at the end of each day?
8. Has a petty cash reconciliation been conducted by
the cashier?
9. Has a cashier inspection been conducted on a
weekly basis by the supervisor?
10. Have all the invoices for petty cash been captured on
the system?
11. Have petty cash reported be included in the month
end reports?

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PROCEDURES Page 20