FINANCIAL POLICIES & PROCEDURES by Toni Tegola

The e Africa an Gayy Youth Found dation ww ww.afrricanga ay.eu

De ecem mber 5, 20 011

FINAN NCIAL POLICIES & PRO OCED DURES S

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ORGANIZATIONAL DEVELOPMENT The organizational development of the African Gay Youth foundation has been developed with the aim of Strengthening the organization, scaling up the impacts of our activities and changing contexts that shape the actions of stakeholders strategic to social change. Please see below a summary of actions.

Social Change Leverage Points

Interventions

Change Agent Skills

Organizational development practice

 Improving human and organizational processes  Improving technical and structural aspects of organization  Developing human resources  Intervening in the organization as a whole

Enhance capacities of social change in the organization  Managing conflicts and Improving relations within the organization

 Clarifying links between mission and activities  Managing conflict over fundamental power and value differences  Designing complex organizational architectures  Coaching leaders to deal with complexity and unfamiliar management challenges  Clarifying social change theories  Redesigning architectures for growth and external alliances  Conceiving and building external relations

Scaling up impact of social change actors  Expanding the reach of AGYF and its network  Organizing to influence policy at local and international levels Reshaping the context of strategic alliances  Promoting participation in joint projects

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Articulating visions of compelling future  Building theories of contextual influence  Mobilizing constituents for collective action  Creating alliances to support reform

 Intrapersonal skills for working in ambiguity  Interpersonal skills for relationship and trust  Consultation skills for entry, diagnosis, intervention, assessment  Organizational development theory for using tools and interventions  Organizational strategist  Mediator and synthesis for authority relations  Designing and implementing changes in structure, roles and culture  Leadership consultant; skilled in individual level assessment and change  Skilled in analysis of power, policy and social influence  Design and implementation of intra‐and inter‐organizational structures & systems  Facilitator of external relationships  Activist visionary  Political and social analysis; of advocacy and movement strategist Organizer for movement building  Bridge builder for long‐term change

BACKGROUND The STICHTING AFRICAN GAY YOUTH FOUNDATION (AGYF) has made remarkable progress in the three years it has been in existence. Internally, we have developed a working organizational structure with role definitions for the team members. We have also undertaken various training courses intended to support the project activities. We are currently in the process of reviewing our strategic planning / strength‐based management in light of what we have learnt so far and our experiences with this project. Externally, We have not only established our presence in the African community, we have made a lot of allies and are looking to create a platform of African LGBT organizations. There have been financial challenges to date. First, there has been a lack of capacity to run the organization and having to rely on volunteers has been difficult in terms of trying to follow our policies and procedures. Ideally, the organization would be staffed by the target community – because this is one way of empowerment and promoting the community involvement. Our treasurer, Mr. Ruud Klein resigned from the organization at the end of April 2011 due to personal & health reasons. Our new treasurer, Mr. Jacob Penninga has been working with Mr. Klein to get up to speed with the processes. As a back‐up plan, we have also requested the help of HOF ‐ Promotie Haags Vrijwilligerswerk (http://www.hofnet.nl) and they have suggested to us a book‐keeper who would like to work with us. At the time of writing this, we have yet to meet him and find out what his terms and conditions are. The fact that we are financially not in a position to hire personnel has indicated that we need to evolve and develop an integrated fundraising plan that addresses these challenges. Below please find our financial policies and procedures.

FINANCIAL POLICIES & PROCEDURES At the inception of the Foundation, the Board of Directors made guidelines that would eventually be developed to our financial policies and procedures. With the assumption that the board members were more likely to implement and abide by policies if they had a say in making them, and they agree that they are “good” policies, we held a working group meeting on 29th August 2009 (Meeting 2 ‐ Initiation ) to define these controls – particularly in light of having our first grant.

THE OR RGANOGRA AM

POLICYY STATEME NT AN GAY YOUTTH FOUNDATIO ON (AGYF) is ccommitted to responsible ffinancial The STICHTING AFRICA ment. The enttire organization including tthe board of d directors, adm ministrators, and project staaff managem will workk together to m make certain tthat all financcial matters off the organization are addressed with care, inteegrity, and in tthe best interrest of AGYF. The policcy and procedural guidelinees contained in this handbo ook are design ned to: 1. Protect the asssets of AGYF 2. Ensure the maintenance off accurate reccords of AGYF’’s financial activities; 3. Provide a fram mework of op perating stand dards and behavioral expectations; and, 4. Ensure compliance with leggal and reportting requirem ments. bility for admiinistering thesse policies and d ensuring The Execcutive Directorr of AGYF has the responsib complian nce with proceedures that haave been approved by the Board of Directors. Exceptions to written n policies m may only be m made with thee prior approval of the Boarrd of Directorss. Changes or amendmentss to these policies may be approved by tthe Board of D Directors at any time. A com mplete review w of the policies shall be cconducted eveery two years. o be Every Dirrector and eveery Administraator with financial related rresponsibility is expected to familiar w with and operrate within thee parameters of these policcies and guide elines.

LINE OFF AUTHORIITY A System m that Clearly Outlines Who o Has the Autthority and Re esponsibility ffor the Financcial Assets of the Organizaation and Provvides Guidelin nes for Handling and Contrrolling Their A Accumulation and Consumption

BOARD OF DIRECTTORS

Name

Role e

Alex van Os

Web b Master

Carol Gatho oni

Secrretary /Bookke eeper

Isaac Okoye

Boarrd member / project p coordinator

Jacob Penniinga

Trea asurer

Sikhanyisiwe e Ngwenya

Boarrd member / project p coordinator

Toni La Tego ola

Execcutive Directo or

The boarrd have the au uthority to exeecute any poliicies it deemss to be in the b best interest o of the organization within th he parameterss of the organization’s articles of incorpo oration, bylaw ws , state, and local law. Carol Gathoni

Alex van Oss

TREASU URER ‐ JAC COB PENNIN NGA d he has whateever authorityy as may be designated by the Board of Directors. Jacob Penninga is the treasurer and he authority to o: He has th  choose the au uditor;  perform regu ular, in‐depth reviews of the e organization n’s financial activvity;  oversee the d development o of the annual budget;  determine the allocation o of investment deposits

Jaco ob Penninga

EXECUTTIVE DIREC TOR – TON NI LA TEGOLLA Toni La TTegola is the Executive direcctor. He has w whatever auth hority as may be designateed by the Boaard of Directorrs . He has thee authority to  make spendin ng decisions w within the parameters of th he approved budget;  employ and terminate perssonnel;  determine salary levels; creeate and ame end operating procedures and controls;  make decisions regarding tthe duties and d accountabiliities of personnel and the delegation of decision‐making authority;  enter into con ntractual agreeements withiin board desiggnated parameters

Toni La Tego ola

DEPARTTMENT AN D PROGRAM M

PROJEC CT COORDIN NATORS oye and Sikhanyisiwe Ngweenya are designated as pro oject Isaac Oko coordinators. They havve whatever aauthority as m may be designated by Toni La TTegola. They have the e authority to o make spending deccisions within the parameters o of the approveed department o or program bu udget subject to thee approval of the Treasurer. Isaac Okkoye Sikhanyisiwe Ngwenyya (Ska) Isaac Okoye e

Sikh hanyisiwe Ngwen nya (Ska)

INDEM NITY POLIC CY nizational Maandate to Act In A Timely aand Responsib ble Manner on n Financial Information An Organ ull extent that it shall have ffrom time to ttime under ap pplicable law aand in the manner from tim me to To the fu time presscribed or perrmitted by applicable law, A AGYF may indemnify any paast, present o or future Direcctor, Officer, EEmployee or A Agent of again nst all costs, exxpenses and liabilities, inclu uding attorneeys’ fees, actually and neceessarily incurreed by or impo osed upon theem in connection with or re esulting from ttheir involvem ment 6

with AGYF.. No such reimbursement or indemnity shall relate to any expense incurred or settlement made in connection with any matter arising out of their negligence or misconduct as determined either by a court of competent jurisdiction or, in the absence of such a determination, by AGYF acting on the advice of counsel. AGYF shall purchase and maintain insurance on behalf of any person who is or was serving at the request of AGYF, as a Director, Officer, Employee, Agent, Staff Volunteer or other enterprise, against any liability asserted against him or her and incurred by him or her in any such capacity, or arising out of his or her status as such.

INVESTMENT POLICY An Organizational Climate Of Resource Development, Accumulation, and Protection The investment objectives of AGYF , in order of importance, shall be the safety of principal, liquidity, and a competitive rate of return.

GENERAL INVESTMENT GUIDELINES AGYF’s Finance Committee shall have primary responsibility for the administration of the investment policy and for establishing any specific guidelines as to the mix and quality of the investment account(s).

KEY ISSUES TO CONSIDER WHEN DEVELOPING INVESTMENT POLICIES Delegation of Responsibility  Should define who is responsible and what they are responsible for  Should include internal groups/individuals, i.e., Board of Directors, Treasurer, Finance Committee ,and may include staff  Should also include external groups such as investment managers, bank custodians and investment consultants. Determining Mix and Quality of Investments Need to determine organization’s ability to assume risk (Risk Tolerance)  Need to determine the organization’s attitude and expectations about investing (Risk Preference)  (The Risk Tolerance and Risk Preference should be compatible with each other to ensure long‐term continuity in the investment program.)  Need to establish an investment time horizon ‐ the amount of time you are willing to set aside for an investment to meet your objectives.

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Any investment restrictions should be explicitly stated in the Policy Statement. Investment restrictions often deal with issues related to prohibited securities, quality, diversification requirements, or social issues.

The amount of risk the organization is willing to assume will determine what types of investments are available to the organization. In order to reduce the overall risk, an organization may consider a mix of investments, which may include fixed‐income investments (low risk/lower returns) with some equity investments (investments with higher returns accompanied by higher risks).

FINANCIAL CONTROLS AND OPERATING PROCEDURES Participants Who Are Available, Informed, Willing, and Capable of Producing, Analyzing, Controlling, Reporting, and Interpreting Organization Finances

OPERATING PROCEDURES The Treasurer will also function as Treasurer with primary responsibility for designing and maintaining the accounting system. Bookkeeping support may be provided by other staff as designated. Monthly reports shall be made to the Executive Director covering, at a minimum, receipts, disbursements, receivables, and payables. The Executive Director will be required to include budget comparisons in periodic financial reports to the Treasurer and the Board. Standard Journal Entries should be reviewed by the Executive Director for reasonableness and approved for posting to the general ledger. (Non‐standard journal entries are to be reviewed by the auditor). Journal entries are pre‐numbered and are accounted for monthly. The Budget & Finance Committee will be required to provide semi‐annual budget reviews and annual reviews of the adequacy of insurance coverage. The Board of Directors will be required to secure an independent audit annually.

SEPARATION OF DUTIES   

The payment approver(s) must not be the person who does the actual payment or who does the bookkeeping. Bank statements are reconciled by someone other than the payment approver Deposit documentation and reconciliations are prepared by a person other than the one recording the receipts.

FINANCIAL REPORTING

A Process for Assessing the Financial Implications of Program and Operating Plans and Activities  Annual budgets are prepared by the Executive Director and approved by the Board.  Budgets are reviewed mid‐year (December) and are adjusted as necessary to reflect changing  conditions.  A Chart of Accounts is available and used to code receipts and disbursements to the proper accounts.  Non‐standard journal entries are discussed with the CPA to ensure proper accounting treatment. Timely and Accurate Financial Information that is Understood and Used  Monthly Financial Reports are provided to the Treasurer and the Budget & Finance Committee within  30 days of the close of the period.  Detailed Financial Reports are provided to the Board of Directors at each Board meeting.  Reference explanations for any and all budget variances of 10% or more are contained for the above referenced reports.  Annual audits will be conducted by an independent CPA at the close of each fiscal year. Copies of these reports will be made available to the public.  The Fiscal Period for the organization shall be 1st Jan to 31st December.

OPERATIONS THAT INCORPORATE CONTROLS, CHECKS AND BALANCES, AND PROTECTION OF ASSETS

SAFEGUARDING ASSETS          

The Executive Director shall have primary responsibility for ensuring that proper Financial Management procedures are maintained and that the policies of the Board are carried out. The Budget and Finance Committee shall provide fiscal oversight in the safeguarding of the Assets of the Organization and shall have primary responsibilities for ensuring that all internal and external financial reports fairly present its financial condition. A proper filing system will be maintained for all financial records. Actual income and expenditures will be compared to the budget on a quarterly basis. All excess cash will be kept in an interest bearing account. Bank statements are promptly reconciled on a monthly basis. Documents on all securities and fixed assets will be kept in a locked fire‐proof file. Inventory records will contain description, serial numbers, date of purchase or receipt, valuation, and date of valuation. Appropriate insurance for all assets will be maintained.

A FUNCTIONING ACCOUNTING SYSTEM APPROPRIATE FOR THE ORGANIZATION’S NEEDS

COMPUTER CONTROLS     

The treasurer is responsible for inputting the financial data into the computer for generating financial reports. Only the Treasurer will have access to the password required to log onto the system. Batch totals are calculated prior to input and compared to batch totals calculated by the system. Any errors made during the inputting of information will be corrected. Detailed printouts of cash receipts and cash disbursements are to be obtained. The Treasurer is responsible for comparing the detailed printouts to source documents for accuracy. All subsidiary account balances are reconciled to the control accounts monthly. A trial balance on the general ledger totals should be obtained and compared to detailed reports for accuracy of balances.

POLICIES ON DISBURSEMENTS 

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The Executive Director has (a) expenditure approval up to the parameters set by the annual operating budget as approved by the Board, and (b) single signature authority up to and including €2,500 with the exception of the Executive Director’s personal expense reimbursement items which must be approved by a Board member having check signing authority. The deliberate splitting of vouchers or invoices which have the sole purpose or effect of meeting the parameters of this authority is expressly prohibited. Expenditure requests will be initiated in writing and approved within specified authority by the Executive Director. The Executive Director approves payment requests after comparing to supporting documentation. The bookkeeper prints the approved requests. .All disbursements, except petty cash, are made by bank and are accompanied by substantiating documentation. The Administrative secretary is responsible for invoices and check requests being marked "PAID" once they have been. An "imprest" petty cash account is used. The amount of the petty cash account is €100. Vouchers are required for all petty cash disbursements. The petty cash fund is reconciled (beginning amount less voucher amounts) before the fund is replenished. Payment is made only after an approved request has been presented. The Executive Director and one of four Board members are the two signatures which are required on all payments over approved limits. If the Executive Director is absent, two Board members' signatures are required.

POLICIES ON RECEIPTS 

The Treasurer will be responsible for preparing the documentation on receipts for deposits and the Administrative secretary will be responsible for making daily deposits.

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All receipts are given to the Treasurer, who prepares the detailed cash listing to be posted to the general ledger (amount, date received, account number, etc..

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This listing is compared to the Administrative secretary’s cash journal to ensure all postings equal amounts deposited.

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A copy of the deposit slip from the Bank is compared and attached to the corresponding receipt copies and cash listing.

ACCOUNTING PROCEDURES Generally Accepted Systems That Accurately Record All Financial Transactions Occurring In An Organization In A Manner That Provides Management With The Information It Needs To Make Informed And Timely Decisions

CASH DISBURSEMENTS    

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All invoices received are stamped with the date received by the secretary, and are directed to the treasurer. The treasurer obtains approval of all invoices and expenditures by authorized personnel. The treasurer prepares all payments for the approved expenditures. The payments, with support documentation (approved invoices, expense claims), are forwarded to the Executive Director. The Executive Director reviews all payments and supporting documentation prior to approval. Any payment for amounts over €2,500 need a second signature. The treasurer will be responsible for obtaining the second signature from an authorized board member. The treasurer will file the payment, with supporting documentation attached, in numerical order. The treasurer prepares the cash disbursements journal on a timely basis, using the payment file. The treasurer posts the cash disbursements journal to the general ledger on a timely basis, using the cash disbursements journal.

BANK RECONCILIATIONS     

The treasurer shall maintain a record of all bank transactions, listing all payments disbursed and all receipts deposited on a daily basis. This “Bank Book” shall show the current bank balance for all bank accounts. On a monthly basis, the Treasurer will reconcile the bank statements to the Bank Book, and notify the Executive Director of any discrepancies. The Executive Director will resolve all discrepancies with the assistance of the treasurer, and the bank, if necessary. The Executive Director will report the resolution of the discrepancies to the Treasurer. The treasurer will adjust the Bank Book as needed. The treasurer will reconcile the Bank Book to the general ledger cash accounts on a monthly basis.

PETTY CASH FUND    

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The Petty Cash Fund is maintained on an imprest basis. The secretary will act as the custodian of the petty cash fund. Petty cash disbursements are limited to €50 in amount. Any advances to employees from the petty cash fund must be authorized by the Executive Director. Any employee receiving petty cash must sign a petty cash voucher. The petty cash voucher must list the amount received, the purpose for which the cash is needed, and the date of the purchase. In addition, receipts for goods/services purchased must be attached to the petty cash voucher. The secretary must submit a request for reimbursement of the petty cash fund to the treasurer. All petty cash vouchers used must be attached to the request as supporting documentation. Periodically, the treasurer, the Executive Director, and/or the Treasurer will make surprise counts of the petty cash funds.

i i Reviewed by Toni La Tegola African Gay youth Foundation