AGRICULTURAL POLLUTION CONTROL PROJECT
Romania







FINANCIAL MANAGEMENT SYSTEM
Manual





















April 2001

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L I S T
of used abbreviations and expressions


WB -
The
World
Bank
GEF
- Global Environmental Facility
MWEP
- Ministry of Waters and Environmental Protection
MOF
- Ministry of Finance
MAFF
- Ministry of Agriculture, Food and Forests
APC
- Agriculture Pollution Control
PSC
- Project Steering Committee
PAD
- Project Appraisal Document
PCD -
Project
Concept
Document
PMU
- Project Management Unit
PIP
- Project Implementation Plan
LACI
- Loan Administration Change Initiative
FMIS
- Financial Management Information System
PMR
- Project Management Report
SOE
- Statement of Expenditures
QCBS
- Quality and Cost Based Selection
ICB
- International Competitive Bidding

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TABLE OF CONTENTS

I. FINANCIAL
MANAGEMENT .......................................................................... 1
I.1. FINANCIAL AND ACCOUNTING POLICIES AND PROCEDURES FOR THE PROJECT....1
I.1.1 GENERAL.............................................................................................. 1
I.1.2 INTERNAL CONTROL ................................................................................ 2
I.1.3 ORGANIZATION OF THE ACCOUNTING ........................................................... 2
I.1.4 CHART OF ACCOUNTS............................................................................... 4
I.1.5 JOURNALS AND LEDGERS........................................................................... 4
I.1.6 PERFORMANCE MONITORING ...................................................................... 5
I.1.7 MONITORING......................................................................................... 5
I.1.8 FISCAL YEAR ......................................................................................... 5
I.1.9 AUDITING............................................................................................. 5
I.2. ORGANIZATION OF THE FINANCIAL MANAGEMENT (PMU STAFF'
RESPONSIBILITIES)................................................................................6
I.2.1 THE PROJECT MANAGER (PMU DIRECTOR) .................................................... 6
I.2.2 THE PROJECT FINANCIAL MANAGEMENT SPECIALIST ......................................... 6
I.2.3 THE PROCUREMENT SPECIALIST .................................................................. 7
I.2.4 THE PROJECT ADMINISTRATIVE ASSISTANT..................................................... 7
I.3. BUDGETING AND FINANCIAL FORECASTING ................................................8
I.4. FINANCIAL MANAGEMENT INFORMATION SYSTEM (FMIS) ............................9
I.5. DISBURSEMENTS .................................................................................10
I.5.1 DISBURSEMENTS FROM THE SPECIAL ACCOUNT...............................................11
I.5.2 DIRECT PAYMENTS AND SPECIAL COMMITMENTS.............................................11
I.5.3 PAYMENTS PROCEDURES ..........................................................................11
I.5.3.1. Acceptance and Checking of Invoices.............................................................11
Sample list of necessary documentary evidence:.....................................................11
I.5.3.2. Issue of Payment Instructions ..........................................................................12
I.5.3.3. Procedures for Operating the Cash at Hand.....................................................13
I.5.3.4. Registering the Operations...............................................................................14
I.5.4 REPLENISHMENTS ..................................................................................14
I.6. PROJECT MANAGEMENT REPORTING........................................................14
I.6.1 PROJECT MANAGEMENT REPORTS ...............................................................14
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I.6.2 FINANCIAL STATEMENTS ..........................................................................15
I.6.3 PROJECT PROGRESS REPORT.....................................................................15
I.6.4 PROCUREMENT MONITORING REPORTS ........................................................15
II. PROJECT
PLANNING
PROCEDURES........................................................... 16
II.1. IMPLEMENTATION PLANNING .................................................................16
II.2. PROJECT MANAGEMENT REPORTS (PMR) .................................................16
III.
CHANGE OF CONTROL PROCEDURES ........................................................ 17
IV.
AMENDMENT OF THE PROJECT FINANCIAL MANAGEMENT MANUAL ....... 17
Annex 1..................................................................................................................1
Annex 2..................................................................................................................7
Annex 3..................................................................................................................8
Annex 4................................................................................................................10
Annex 5................................................................................................................11
Annex 6 ....................................................................................12


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I.
FINANCIAL MANAGEMENT
In the implementation of WB assisted projects, the role of financial management, as
part of overall project management, in a world of scarce financial resources and
complex projects, is fundamental. Its aim is to provide timely, reliable, and useful
information for accountability and decision making. In addition, accounting and
auditing are essential elements of stewardship - achieving the greatest benefit for the
funds invested. This implies an integration of financial and program disciplines to
manage available resources to achieve common goals. Accordingly, the WB includes
in all legal agreements one or more accounting, financial reporting and auditing
covenants as means of ensuring accountability for the use of its funds. Grant
covenants are used to assure compliance with general WB policies, the Romanian
accounting standards and the IAS.
I.1.
FINANCIAL AND ACCOUNTING POLICIES AND PROCEDURES FOR THE PROJECT
I.1.1 GENERAL
The objective of accounting is to present fairly the financial condition of this World
Bank project. To ensure the accountability for project funds, the PMU shall:
(a)
Maintain records in an orderly manner of the receipts and disbursement of all
funds used for the project as well as records of the value, location and condition
of all items purchased but not yet utilised;
(b)
Maintain internal controls to ensure there is the appropriate approach to obtain
or deliver goods and services, proof of receipt or delivery, that receipts and
payments are accurately recorded on a timely basis, and that assets and
liabilities are adequately controlled;
(c)
Report on the use of funds; and
(d)
Facilitate verification of these reports by independent auditors.
The PMU will be responsible for maintaining an adequate control of the accounting
information that will be registered in the FMIS.
PMU provides to the WB (or any other donor) and theProject Steering Committee
within 6 months after the end of each fiscal year annual audited financial statements
of the project that are acceptable to the WB.
Financial reports are to be submitted on a quarterly and annual basis. At the end of
each quarter the Project Financial Management Specialist and the Procurement
Specialist will prepare reports in line with the following:
a Funds Disbursed by Categories
a Funds Disbursed by Type of Procurement
a Activities by Sources of Funding
a Project Balance Sheet
In addition to the above mentioned, annual reports are to be prepared on the basis of
the quarterly reports, and will summarise the information contained in the quarterly
reports.
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I.1.2 INTERNAL CONTROL
The PMU internal control system is able to ensure that financial records are reliable
and complete. In particular, the internal control system ensures proper recording and
safeguarding of assets and resources, adherence to financial management policies and
orderly and efficient conduct of business.
The PMU Director, jointly with the Project Financial Management Specialist and the
Administrative assistant have to design and approve a scheme (a draft is proposed
Annex 3) of documentation/information flow within the PMU and between the PMU
and the other institutions implementing the Project. It is recommendable the scheme
to be approved by the MWEP/MAFF or the PSC, and to be distributed to all units
and persons involved with the implementation of the Project.
I.1.3 ORGANIZATION OF THE ACCOUNTING
The PMU accounting structure reflects the type of project, the sources of funds, and
the relevant expense accounts, broken down into the various types of expenditures for
the project. The PMU accounting systems used by the Project Financial Management
Specialist is able to produce financial reports that show costs budgeted for the current
period and the total cost of the project to date. Moreover, the PMU accounting system
is able to provide financial data to measure performance when linked to the perform
indicators of the project.
The PMU accounting system is a double-entry bookkeeping system that records
expenses and revenues in order to provide information for financial statements of the
Romania Agricultural Pollution Control Project.
The accounting and internal control systems of PMU are maintained according to the
International Accounting Standards and the Romanian Accounting Standard and
System.
The accounting for the Project must at all times be maintained and kept separate,
should the PMU undertake any activities other than Project activities during the
implementation period of the Project.
The accounting procedures include:

Registering obligations (Contracts)
Receiving, verifying, approving, and paying invoices
Posting
the
transactions

Summarising information at end of the accounting period
Preparing
reports
Conducting
financial
analysis
The assigned responsibilities of the PMU members are described in the next chapter.
The accounting period for the PMU is one year and will end on the last calendar day
of the last month of the year. The closing date for the accounting period is the 15th of
the following month. Upon closing the following standard reports are to be produced
and distributed:
Expenditures
by
Project
Components
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Expenditures by Categories
Trial
Balance

Statement of Sources and Uses of Funds
Balance
Sheet
All transactions must be reflected by supporting documentation, which provides
objective and verifiable data. The process of registering the supporting documents is
the first step for record keeping and providing an audit trail.
Support documents are normally received from external sources but are in some cases
prepared internally. Source documents can be classified as invoices, purchase orders,
travel expense forms (See Sample Lists, Page 12-13), etc.
The PMU should keep at least three separate financial sets of documents:
1. A file for each Activity of the Project as described in the PCD (PAD) and the
Grant Agreement. This file should contain copies of all contracts, concluded under
the specific activity, all implementation reports or statements of the supervisors on
the specific activity, actualized statement of the financial situation of the activity,
that has to be replaced on each change of the situation, copies of all
correspondence referring the activity.
2. A Dossier for each contract, containing all evidence for the signature of the
contract (tender documents, WB "no objection", etc), the contract itself (the
original, or copy in case all originals are kept separately), all correspondence
referring the contract, copies of all invoices and payments and reports, and a
Contract Data Sheet (Annex 4), reflecting all received invoices and executed
payments under the contract.
3. A special file, containing all originals of the invoices and the Payment orders or
Applications for withdrawals, chronologically sorted and endorsed by the Project
Manager.
Note: This refers to payments and disbursements of Grant funds and the
Contribution of the Romanian Government only. The original financial
documents for Contribution by the other participants in the Project (The
Calarasi Council, communas and beneficiaries) shall be kept in the
corresponding Accounting Department. Nevertheless, the PMU should be
provided with a copy of any such document to be filed as stated above in p. 3.
The Procurement Specialist must keep separate records of all tender documentation as
provided in the WB Guidelines.
The recording and internal control of the PMU equipment such as furniture, cars,
computers, printers and etc. is to be maintained by the PMU. All employees are
responsible and accountable for equipment in their possession.
Any acquired or donated assets will be recorded in a Fixed Asset Record. This record
will include a description of the asset, invoice number, serial number, source, date
received, cost in Grant currency and in Lei, inventory number, location and
name/designation of person to whom this responsibility is assigned. The Fixed Asset
Record will be maintained by the Project Financial Management Specialist who
should be notified about worn out or obsolete assets with no cash value.
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The Fixed Assets Record is to be transferred to the MWEP/MAFF/Beneficiaries for
final registering and accounting. Appropriate fixed assets transfer protocols shall be
agreed between the PMU and the corresponding beneficiary.
I.1.4 CHART OF ACCOUNTS
A set of accounts is used to classify and summarise project activities. All transactions
are to be recorded in appropriate accounts. The Chart of Accounts for the current
Project is attached hereto (Annex 1).
I.1.5 JOURNALS AND LEDGERS
Transactions are posted through a journal. The journals are books of original entry for
records and contain information including the account number, a description of the
transaction, reference information (Nr.), and the transaction amount.
Journalizing is the process of entering the transactions into a journal based on source
documents. The proper journal entry is recorded by posting the data into a journal
one at a time. Reverse Journal Entries are used to correct errors.
Three modules of original entry books are maintained Journals, Ledgers and Bank
Accounts' (Bank Accounts play the role both of Journals and Ledgers) :
Journals are maintained for each of the Credit categories, as well as a general journal:
1. The Journal
2. Journal of Works
3. The Journal of Goods
4. Journal of Consulting and Training
5. Journal of Operating Costs
The Journals are used to record and keep information about the receipt and status of
all primary accounting documents: Invoices, receipts, etc., categorized by Credit
Category.
The Ledgers used are:
Accounts Receivable Ledger (Debtors)
Purchaser's Ledger (Creditors)
General Ledger
1. Accounts Receivable Ledger (Debtors)
Keeps information of all incoming revenue, against which the project has a claim.
2. Purchaser's Ledger (Creditors)
Keeps information of all submitted invoices, which contractors, suppliers, consultants,
PMU expenses, etc., have a claim against the Project.
3. General Ledger
Maintains account balances used for standard reporting for all other accounts.
The Ledgers contains the following information on transaction posted:
Date
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Transaction
number
Invoice
number

Description (with quantity/no. of items, as appropriate)

Source document reference number
Brief
description
Accounts
number

Amount (debit or credit)


I.1.6 PERFORMANCE MONITORING
Performance monitoring will be undertaken bythe WB and the PMU. Performance
would be evaluated by the WB Task Manager on an ongoing basis based on project
reporting and contacts with the PMU.
I.1.7 MONITORING
Overall, project monitoring will be based on performance targets and indicators and
the Project Implementation Plan as agreed during negotiations. Monitoring and
Supervision will be managed at the national level by the PMU according to the
Project Monitoring and Evaluation Plan through conducting beneficiary surveys.
Formal monitoring and evaluation by the WB will be on a quarterly basis.
I.1.8 FISCAL YEAR
The fiscal year of the Project is from January 1 to December 31. The accounts are to
be closed on the last day of the fiscal year and the audit is to be conducted within two
months of the closing of the accounts.
I.1.9 AUDITING
A Financial Audit will be performed annually by independent international auditors
acceptable to the WB to examine the Project activities. Auditor' selection is to be
carried out by the PMU subject to approval of the WB and in accordance with
procedures and TOR acceptable to the WB.
The PMU will be responsible for providing to the WB, within 6 months after the end
of each fiscal the financial, managerial, and technical audits of the Project that are
acceptable to the WB.
The final accounts and audit reports will be presented to the MWEP and the WB
within six months of the end of the preceding financial year.
The PMU will have the required Financial Statements for each year audited in
accordance with standards that are acceptable to the WB. An audit of such financial
statements will include: (a) an assessment of the adequacy of accounting and internal
control systems to monitor expenditures and other financial transactions and ensure
safeguarding of project-financed assets; (b) a determination whether the PMU has
maintained adequate documentation of all relevant transactions; and verification that
expenditures submitted to the WB are eligible for financing under the project, and
identification of any ineligible expenditures.
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The use of a Special Account and SOEs (if any)will be addressed in the auditor's
opinion.
The auditor will be appointed in sufficient time to carry out its responsibilities,
including (a) a review of the financial management systems at the beginning of
project implementation; and (b) periodical reviews of the project financial
management systems thereafter. (The WB-required audits will not cover possible
donor-funded activities, even if supervised by the WB.)
I.2.
ORGANIZATION OF THE FINANCIAL MANAGEMENT (PMU STAFF' RESPONSIBILITIES)
The main responsibility for the financial management of the Grant funds - the ones
from the WB Grant, the funds provided by the Romanian Government and the other
Local institutions is borne by the PMU. The scope of the responsibilities of each of
the responsible persons and the PMU staff member in financial management is as
follows:
I.2.1
THE PROJECT ADMINISTRATOR
1. Monitors the management of contracts in close collaboration with the Project
Financial Management Specialist.
2. Opens of the Project as well as Special Accounts and ensures all required
documentation is expedited and submitted to the IBRD; supports the Project
Financial Management Specialist in Loan disbursement and replenishment
procedures.
3. Oversees that project accounts and records are kept timely and accurately.
4. Requests an external audit of the Projects accounts.
5. Prepares and Distributes, with the support of the Project Financial Management
Specialist and the Procurement Specialist quarterly progress reports and submits
them to the Bank and the Steering Committee secretary, as well as reports on the
Project activities, as needed, and Project Management Reports.
6. After verifying that the Invoices, as presented, meets all requirements, requests
clearance of the Invoices from the Financial Management Specialist.
7. Countersigns the Payment Orders, the Requests for Reimbursement, Direct
Withdrawals and Special Commitments.
8. Endorses all documentary evidence for the payments.

I.2.2 THE PROJECT FINANCIAL MANAGEMENT SPECIALIST
1. Administers the payments and replenishment procedures;
2. Carries out financial and accounting operations in accordance with the instructions
of the World Bank operates the computerized FMIS;
3. Produces and submits to the Project Manager periodical, midterm and final
financial and accounting reports with respect to the budgets of the components of
the project;
4. Represents the PMU in the case of financial audits performed by national control
bodies and the World Bank auditors.
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I.2.3
THE PROJECT AGRICULTURAL/TECHNICAL SPECIALIST

1 Assist the Project Administrator in implementing project responsibilities in
respect of environment-friendly agricultural program;
2 Work with the Procurement Specialist to prepare detailed TOR and to select, in
compliance with the agreed upon procedures, an agency capable of designing the
program, providing technical guidance and monitoring the results;
3 Participate in preparation of working plans;
4 Co-ordinate the design and organization of the workshops, training sessions, and
study visits;
5 Verify the requirements for the purchase of the equipment and the principles of its
use by groups of farmers;
6 Monitor the project using the agreed performance indicators;
7 Participate in preparation of the programs for publicity and demonstration
purposes.

I.2.4 THE PROCUREMENT SPECIALIST
1. Provides procurement and contract information to the Project Financial
Management Specialist and input to the FMIS.
2. Administers the contract in close collaboration with the Financial Management
Specialist and the PMU Director;
3. Performs all operations in connection with tax assessment, custom duty clearance,
exemptions from taxes, levies, custom duties and fees;
4. Keeps accurate and timely files and records of procurement activities to serve as a
basis for audit and Financial Management Reporting;
5. Prepare the Project for periodic Procurement reviews;
6. Maintains the connection with the World Bank on procurement issues;
7. Undertake any Procurement activity as required by the Project development.

I.2.5 THE PROJECT ACCOUNTANT
1 Assist the Financial Management Specialist in application of the budget plan;
2 Assist the Financial Management Specialist in implementing the financial
management system in accordance with World Bank financial procedures;
3 Assist the Financial Management Specialist in preparation of all financial reports
and statements, requested by the World Bank or GOR;
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4 Ensure the internal financial control of all project activities up to a certain amount,
as the Financial Management Specialist decided, with Project Administrator
approval;
5 Ensure that all Project expenditures are eligible to be financed by the Project
Funds;
6 Assist the Financial Management Specialist to ensure that project funds flow on a
timely basis and all project accounts are replenished on time;
7 Keep full accounting records of the project activities and operations by project
components and sub-components as well as by each financing source and prepare
all financial and accounting reports, according to Romanian regulations;
8 Assist the Financial Management Specialist in all related financial and accounting
project activities;

I.2.6 THE PROJECT ADMINISTRATIVE ASSISTANT
1. Provides administrative support as required for the implementation of the financial
management activities.
2. Assists in opening of the Project's Special Account and ensuring all required
documentation is expedited and submitted to the WB.
3. Maintains the evidence and records of all activities and documents regarding the
project implementation;
4. Assist the Project Manager and other PMU staff to ensure the smooth and efficient
implementation of project activities;
5. Co-ordinates the visits of international consultants and others and ensures
provision of all logistical support;
6. Arranges the workshops and meetings for project activities and prepares agenda
and minutes;
7. Ensures, when it is required, the translations for the project
I.3.
BUDGETING AND FINANCIAL FORECASTING
The Budgeting and financial forecasting are integral part in the process of preparation
of the PMRs. The PMRs shall be prepared and submitted to the PSC and the WB
regularly on a quarterly basis. These activities are under the responsibilities of the
PMU and the PMU Staff taking part in them is the Project Manager, the Project
Financial Management Specialist and the Procurement Specialist. The preparation of
the PMR should start at the closing date of the PMU accounts. i.e. 15 days after the
end of the quarter to be reported.
1. The Procurement Specialist provides the Project Financial Management Specialist
with information about the on-going and forthcoming procurement procedures, the
implementation of which, correspondingly the payment under which, are expected
to start in the planning period. The information should be presented to the Project
Financial Management Specialist in spreadsheets format, following the LACI
implementation handbook.
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2. The Project Manager, based on the current and planned activities in the
components, provides the forecast of payments for Contracts under
implementation for the planned period.
3. The Project Financial Management Specialist, based on the data from the FMIS
concerning the implementation of the budget for the current period and the data
received from the Project Manager and the Procurement Specialists, prepares the
draft budget for the next quarter and submits it to the Project Manager for review.
4. The Project Manager, after reviewing the draft budget, discusses it with the
Project Financial Management Specialist and the Procurement Specialist as
appropriate.
5. The Project Financial Management Specialist incorporates the agreed data in the
PMR.
6. The PMR is signed by the Project Manager and distributed to the Project
Coordinator, the WB and the PSC. (If considered appropriate, the reports may be
distributed to the other Romanian agencies involved in the APC Project.).
This operation has to be finished within the terms for the preparation of the PMR.
Dates of submission of PMRs: Not later than 45 days after the end of the reported
period.
I.4.
FINANCIAL MANAGEMENT INFORMATION SYSTEM (FMIS)
The computerised FMIS must have the capacity to record and monitor (there should
be no ambiguity about accounts not being computerised):
- Project Data as set in the Project Appraisal Documents;
- Contractors, Clients;
- Funds available by Source and Accounts;
- Exchange Rates of Local currency towards the currency of the Grant and the
currency of the transactions;
- All transactions recorded: in General Ledger, in Bank Accounts' Ledgers, etc.
- Direct Withdrawals;
- Special Account transactions;
- Borrower's contributions;
- Other Sources of financing;
- Project Contracts, including authorisations for payments.
It has to be able to:
- Record all entries;
- Process Project accounts;
- Have control on the inputs and can monitor the Grant Procurement Ceilings by
type of expenditure: civil works, goods, services;
- Update the status of every Contract under the Project;
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- Update all databases on entry of a new data;
- Perform project accounting on a transaction basis, based on double entry
accounting, according to the International Accounting Standards (IAS) and
national budgetary and accounting requirements, if requested;
- Updates costs to monitor the unit and overall costs as per the budget of the Project
and to report actual expenditures;
- Monitor the funds in the Special Account as well as the Local Contributions
Accounts;
- Produce output and Financial Reporting (including full set of LACI);
- Produce Project Financial Statements, including Balance Sheet, Sources and Uses
of Funds, Income and Expenditure Statement showing Cash at Bank balance in
Local and/or Grant (Foreign) Currency;
- Produce Special Account Statements;
- Produce Cash Withdrawal (Disbursement) Statements;
- Produce all data necessary to fill the SOEs;
- Produce Project Cash Forecast ;
- List payments by category of expenditure (Civil Works, Goods, Consulting and
Training, Operational Costs);
- List payments by Category of procurement (International Competitive Bidding,
International Shopping, Local Shopping, National Competitive Bidding for Civil
Works and Goods, Quality and Cost-Based Selection, Short List Selection, etc. for
Consulting Services);
- Produce report on Budget Control by comparing planned against actual
expenditures.
All Reports should be available in two currencies: Romanian Lei (Local Currency)
and the US Dollars (Grant Currency).
A detailed User's Manual on FMIS is available.
I.5.
DISBURSEMENTS
The disbursement procedures for the APC Project are determined in the Grant
Agreement and the Disbursement Letter, which shall include full instructions about
any procedure to be utilised by the PMU. Disbursements are made only at the request
of the PMU. Payments may be made to reimburse the Local participants in the Project
for payments already made from its own resources; directly to a third party (supplier
or consultant); or to a commercial bank for expenditures against a WB special
commitment.
All disbursements of Grant Funds will be channelled through Direct Withdrawals
from the Grant Account and transfers and withdrawals form the Special Account.
The opening of the Special Account is the responsibility of the Project Manager. The
Project Manager shall secure the fulfilment of all the provisions of the Romanian
legislation for the opening of the Special Account.
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The Special Account shall be opened in the Romanian Commercial Bank.
With the First Application for Withdrawal the PMU requests the Initial Advance to be
transferred to the Special Account.
I.5.1 DISBURSEMENTS FROM THE SPECIAL ACCOUNT
Any payment from the Special Account to cover an eligible project expenditure is
subject to the regulations set forth in the contract between the MWEP and the
Commercial Bank for the opening of a Special Account.
I.5.2 DIRECT PAYMENTS AND SPECIAL COMMITMENTS
Any exception to the exclusive use of the Special Account for direct payments from
the Grant Account to the Client or utilising the World Bank Special Commitment has
to be agreed between the PMU and the World Bank.
I.5.3 PAYMENTS PROCEDURES
The Payment is the basic procedure to be used for disbursement of Grant (Project)
Funds. All payments should be made against valid supporting documentation,
according to the Disbursement Handbook. No payments may be executed without a
duly signed Contract. The contract constitutes the basic document for accounting of
commitments and disbursements. When a contract is signed, the contract amount is
considered as committed Grant funds.
I.5.3.1.
Acceptance and Checking of Invoices
Any payment to a Contractor or a Supplier shall be made against an invoice. Each
invoice shall clearly specify the civil works executed, goods supplied, the services
provided, and be supported by a statement of accomplished works, as appropriate.
The invoice shall show:
· the costs, taxes shown separately, of the work done;
· the amount of any deduction for the mobilization advance;
· the total amount to be paid;
· the contractor's/supplier's bank account to which payment should be made;
· and the pertinent reference to the accompanying statement(s) of work.
Invoices shall be dated and signed by the contractor's/supplier's authorized
representative.
Sample list of necessary documentary evidence:
For Civil Works:
- Bank Guarantee ­ for Advance Payment
- Performance Bond - for contract implementation
- Contract Documents - for all payments
- Work in Progress Acceptance Protocol - for partial payments during contract
implementation
- Final Reception Protocol - for the Final payment
For Goods:
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- Bank Guarantee ­ for Advance Payment
- Performance Bond - for contract implementation
- Contract Documents - for all payments
- Acceptance or Installation Protocol - for final payments
For Consulting Services and Training:
- Bank Guarantee - for advance payments (if required);
- Contract Documents - for all payments;
- Progress Reports - for partial payments
- Final Report - for the final payment
- Verification of Reimbursables and Consultant's Fees
- Study Tour Accounting Records and documentary evidence of expenses
The Procurement Specialist, after verifying that the Invoice, as presented, meets all
requirements, verifies the invoice and attached statements and issues a clearance and
then transmits the file to the Project Financial Management Specialist for payment.
The Project Financial Management Specialist checks the breakdown of the invoice
against the un-disbursed portion of the commitment shown on the contract record into
the FMIS system, and prepares the payment documents.
Except in the event of duly proven force major, the total time that elapses between
receipt of the invoice by the PMU and the issuance of the payment order (Application
for Withdrawal) to the bank (regarding payment to the contractor/supplier) shall not
exceed 20 working days.

I.5.3.2.
Issue of Payment Instructions
Authorization of a payment involves the following operations: (see previous sub-
section)
1. The Procurement Specialist certifies the works are accomplished, the goods are
supplied or the service performed.
2. The Project Financial Management Specialist prepares the Payment Instruction for
the net amount to be paid to the Contarctor's Bank account as specified in the
corresponding Invoice;
Payment Order for withdrawals from the Special Account:
The form of the Payment order is to be agreed with the Romanian Commercial Bank
where the account is opened and must meet all requirements of the Romanian
Commercial Bank. Nevertheless, it must contain the following information:
- Name and address of Payee;
- Bank, Bank Account, Bank Code (sort Code), Address of the Bank (branch)
- Account No.
- SWIFT Code
- Currency and Amount of payment
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- Referential information about the payment ­ Contract No, Invoice, etc.
The payment order should have first and second signatures, laid down by the
corresponding authorised persons, whose signature specimen have been submitted to
the Bank.
Withdrawal Application for Direct Withdrawals from the Grant Account
The Project Financial Management Specialist has to fill thoroughly and without errors
and mistakes the special Application Form, supplied by the World Bank with the
Disbursement Letter. It is important that all required fields are filled in order the
Application to be accepted and executed by the Bank.
Payment Order for payment to Local Client from the Special Account in the Treasury
opened for this type of Payments
This order has to meet the requirements of the Treasury and to have additional
information, necessary for the World Bank to identify the payment as a Project
eligible payment.
Payment Order to the Commercial Bank for payments of Local Contribution in
foreign exchange
This should follow the requirements of the Romanian Commercial Bank and shall
have all the necessary requisites as for a payment from the Special Account (See
above).
Before issuing the corresponding payment instruction, the Project Financial
Management Specialist should verify that the corresponding accounts have enough
funds to cover the payment and in case of insufficient funds, immediately shall inform
the Project Manager and undertake the necessary actions to resolve the problem
3. The Project Manager countersigns the Payment Instruction;
4. The Payment Instruction is submitted to the Procurement Specialist or other
designated signatory for signing.
5. After all signatures are in place, the Payment Instruction is submitted to the Bank
or the Treasury, or to the WB in the case of direct withdrawal for processing;
6. A copy of the signed Payment Instruction is attached to the Invoice before it is
placed in the file of supporting accounting documentation kept by the PMU for
use by the auditors.
I.5.3.3. Procedures for Operating the Cash at Hand
The Cash at Hand shall be used by the PMU to cover small payments of Incremental
Operational Costs, where it is not feasible to sign contracts or for advance payments
for monitoring and supervision missions of the PMU Staff.
1. The Project Financial Management Specialist shall prepare on a monthly or
weekly basis, jointly with the Procurement Specialist a budget for the expenses,
which may be covered by the Cash at Hand.
2. The Project Manager approves the Budget.
3. The Project Financial Management Specialist prepares Withdrawal Application to
the Special Account or the Local Contributions Account, from which the sum
shall be withdrawn. The Application should authorise either the Project Manager
13

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or the Project Financial Management Specialist (as appropriate) to receive the
cash from the Bank.
4. The disbursement of the Cash should follow the normal order established in
Romania for such disbursements. The Project Financial Management Specialist
should keep in a special file all primary documentation for such payments
(receipts, reports, statements for expenditures, tickets, hotel bills, etc)
The operations shall be registered in the accounting system as normal payments.

I.5.3.4. Registering the Operations
Registering (Accounting) the operation shall be done by the Project Financial
Management Specialist. This operation shall be executed in the following stages:
i)
Registering of the Invoice. When the Invoice, submitted by the Contractor has
been checked and approved by the Procurement Specialist, the Project
Financial Management Specialist should be supplied with a copy to be
registered in the FMIS. The Project Financial Management Specialist enters
the date of the receipt of the Invoice, the name of the Contractor, the Invoice
Number and the Amount approved for payment (in the currency of the Invoice
and the Grant Currency).
ii)
After the Payment Instruction has been processed by the bank, the Project
Financial Management Specialist registers the operation with the date on the
Bank Statement into the FMIS.
I.5.4 REPLENISHMENTS
According to the Grant Agreement, when the funds in the Special Account drop
below the authorised allocation, or after six months from the previous application,
whichever occurs first1, the PMU shall prepare and submit to the World Bank and
application for replenishment, with attached Statement of Expenditures (SOE).
The SOE shall be prepared by the Project Financial Management Specialist on the
basis of the Bank Statements for the Special Account. It shall list in the Form (1903
SE /1-92/), samples of which are delivered with the Disbursement Letter.
The computerised accounting system PAIS provides the facility for automated
preparation of the SOEs.
I.6.
PROJECT MANAGEMENT REPORTING
I.6.1 PROJECT MANAGEMENT REPORTS
The Project Management Report, quarterly prepared by the PMU and presented to the
WB and the PSC within 45 days from the end of the preceding quarter, whether or not
further advances are required.
The Project Management Report contains the set of Financial Statements
cumulatively and for the period covered by the report, as listed in the previous sub-

1 The Disbursement Letter contains full instructions about the timing for presenting the Application for
Replenishments.
14

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section as well as expenditures proposed to be financed during the following three-
month period.
I.6.2 FINANCIAL STATEMENTS
A. Summary of Sources and Uses of Funds
B. Uses of Funds by Project Activity
C. Balance Sheet
D. Special Account Statement
E. Income and Expenditures statement
F. Project Expenditures Statement

I.6.3 PROJECT PROGRESS REPORT
The PMU issues quarterly Progress implementation Reports. These reports are
consolidated in a semi-annual Progress Report.
The Progress Report contains comparisons of actual physical and financial progress
vs. forecasts, and updated six-month project forecast. The function of the Progress
Project Report is:
1. To measure performance against the implementation schedule and compliance with
Grant covenants and to ensure proper control, which allows swift action to be taken
to correct deviations from the plan.
2. The baseline for all monitoring of progress will be the approved component/ sub-
component plans. The normal monitoring cycle will be monthly. However the
WB (Task Manager or Regional Office) can call for more regular reports at key
times.
The report is signed by the Project Manger.
The report shall be submitted to the World Bank the MWEP and the PSC. The PSC
will consider the report and will consider whether any changes need to be made, using
the formal change control mechanisms. The role of the PSC is to:
· review progress against plan;
· identify problem areas and initiate solutions by assigning issues to individuals;
· identify targets for the next reporting period;
· determine whether the Project is and will remain within its overall time-scale;
· make any recommendations for changes to the Project Plan.
I.6.4 PROCUREMENT MONITORING REPORTS
The Procurement Monitoring reports contain information on actual achievement of
procurement target dates versus planned target dates, for every procurement activity.
They shall be prepared by the Procurement Specialist.

15

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II.
PROJECT PLANNING PROCEDURES
A plan is a document describing how, when and by whom a specific target is to be
achieved. A plan is a design of how identified targets for products, time-scales, costs
and quality can be met.
A plan consists of a statement of:
the products to be produced;
the activities needed to create those products;
the activities needed to validate the quality of those products;
the resources and time needed for all activities;
the dependencies between activities;
external dependencies for the delivery of information, products or services;
when activities will occur;
the points at which progress will be monitored and controlled;
what risks there are that may prevent the plan being achieved and what measures
should be taken to address these risks.
A product-based approach to planning has been adopted to assist the effective
planning and monitoring of the project. This will allow the PMU to focus on the
products to be delivered at each phase of the project.
II.1. IMPLEMENTATION PLANNING
There will be one type of implementation plan used in this project - a high-level
annual project implementation plan incorporating any component or sub-component.
These plans are dynamic and will need to be revised as the project develops.
Guidance on how agreement on changes to the plan will be reached is in Section III.
The project plan is the overview of the project and is updated by the PMU in
consultation with the participating institutions and the Task Manager. It includes a
view of the major outputs or products of the project and major milestones.
It has to include the original targets and performance indicators, compared to the
actual implementation for the reported period (semi-annual or annual). An analysis of
the implementation has to be made, including measures to resolve the problems, if
any.
On the basis of the analysis an amended Implementation Plan for the next period has
to be developed.
This Plan must incorporate all necessary changes in the tasks to be achieved and
proposed corrections to be made in the performance indicators.

II.2. PROJECT MANAGEMENT REPORTS (PMR)
The Project Management Reports are to be delivered quarterly and form an integral
part of the planning procedures as they contain most information needed for the
Project Planning:
16

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- Financial Statements providing information on the Sources and uses of Funds by
Grant Category and by Project Activity, forecasts of expenditures, amount of
disbursements requested and an reconciliation of the Special Account;
- Project Progress Reports providing information on project implementation
progress in physical and financial terms using monitoring implications, including
identifying deviations from plan and explaining reasons for such variations;
- Procurement Management Reports provides a report on the status of Procurement
and Contract commitments and expenditures, including source of supply data for
contracts monitoring the Procurement Plan.
The Project Management Report is dealt within Section I.6.
III. CHANGE OF CONTROL PROCEDURES
The reason for having a change control mechanism is to ensure that that the impact of
any changes to plans is properly assessed in a structured way. With any project with a
number of components, there are risks that changes is one area may have an impact
elsewhere which needs to be considered before the change is made.
A change is defined as an amendment to the make up of a product or output or the
timing of its development.
Change control is defined as the process by which the decision to approve, reject,
postpone or resubmit a change to an output is controlled and managed.
The change control process has 4 stages:
raising a request for change form - this is prepared by the
impact analysis of the request for change by the other components;
submission of request for change to relevant authorising body;
action following the decision.
The PMU will hold a record of all change requests.
Any approved change must be noted on the front cover of the project plan or
component plan. The Project Manager has the responsibility to ensure that all those
with copies of the plan or product description have the most recent version in issue
including any approved changes. The PMU will maintain a library of all plans and
product documents, including their amendments.

IV. AMENDMENT OF THE PROJECT FINANCIAL MANAGEMENT
MANUAL
This Financial Management Manual shall not been amended without prior approval of
the WB.
17

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Annex 1
CHART OF ACCOUNTS

Account
TEXT
CODE
10000
Assets
11000
Cash at Bank
11100
Special Account
11110
SA in ROL
11300
Local Contributions
11310
USD Account in RCB for Interest and Charges
11320
Account in Treasury for Project Expenses
11330
ROL Account in RCB for Interest and Charges
11900
Cash at Hand
11910
Cash in Forex
11920
Cash in ROL
13000
Accounts Receivable
13300
Insurance and Guarantees in
13400
Taxes and Custom Duties Receivable
13500
Replenishments
14000
Other Current Assets
14100
Advance Payments
14110
Prepayments - GEF
14120
Prepayments - LC
14130
Prepayments - Other Lenders
14200
Letters of Credit
14210
Letters of Credit - GEF
14211
Letters of Credit
14212
Special Commitment
14220
Letters of Credit - LC
14230
Letters of Credit - Other Lenders
15000
Inventory and Related Property
15010
Inventory and Related Property (GEF)
15020
Inventory and Related Property (LC)
15030
Inventory and Related Property (OTH)
15100
Operating Materials and Supplies Held for Use
1

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15110
Operating Materials and Supplies Held for Use (GEF)
15120
Operating Materials and Supplies Held for Use(LC)
15130
Operating Materials and Supplies Held for Use (OTH)
15200
Operating Materials and Supplies Held for Future Use
15210
Operating Materials and Supplies Held for Future Use (GEF)
15220
Operating Materials and Supplies Held for Future Use (LC)
15230
Operating Materials and Supplies Held for Future Use (OTH)
15300
Inventory - Raw Materials
15310
Inventory - Raw Materials (GEF)
15320
Inventory - Raw Materials (LC)
15330
Inventory - Raw Materials (OTH)
15400
Inventory - Work in Progress
15410
Inventory - Work in Progress (GEF)
15420
Inventory - Work in Progress (LC)
15430
Inventory - Work in Progress (OTH)
16000
Fixed Assets
16010
Fixed Assets (GEF)
16020
Fixed Assets (LC)
16030
Fixed Assets (OTH)
16100
Buildings, Improvements and Renovation
16110
Buildings, Improvements and Renovation (GEF)
16120
Buildings, Improvements and Renovation (LC)
16130
Buildings, Improvements and Renovation (OTH)
16200
Land Improvement
16210
Land Improvement (GEF)
16220
Land Improvement(LC)
16230
Land Improvement(OTH)
16300
Computer Equipment
16310
Computer Equipment (GEF)
16320
Computer Equipment (LC)
16330
Computer Equipment (OTH)
16400
Equipment and Hardware
16410
Equipment and Hardware (GEF)
16420
Equipment and Hardware (LC)
16430
Equipment and Hardware (OTH)
2

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16500
Information Technology Software
16510
Information Technology Software (GEF)
16520
Information Technology Software (LC)
16530
Information Technology Software (OTH)
16600
Furniture
16610
Furniture (GEF)
16620
Furniture (LC)
16630
Furniture (OTH)
16700
Vehicles
16710
Vehicles (GEF)
16720
Vehicles (LC)
16730
Vehicles (OTH)
16900
Other Fixed Assets
16910
Other Fixed Assets (GEF)
16920
Other Fixed Assets (LC)
16930
Other Fixed Assets (OTH)
20000
Liabilities
21000
Current Liabilities
21100
Creditors
21110
Creditors Payable to Project Account
21130
Other Creditors (Accruals)
21600
Local Contributions Payable to Project Account (VAT, Customs
Duties)
21800
Other Current Liabilities (Contingencies)
22100
Long Term Debt - GEF
22110
GEF Grant
24000
Replenishments to Special Account - World Bank
30000
Funding Sources Accounts
31910
Local Contributions Operative - Calrasi County
31920
Local Contriutions Operative - Beneficiaries
31930
Local Contribution Operative - Communas
32000
Government Grants
39000
Accumulated Income and Expenditure
39500
Income and Expenditure - Period
40000
Revenue Accounts
41000
Interest Received
3

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41010
Interest Received - SA
41020
Interest Received - LC Account
41030
Interest Received - Other Lenders' Accounts
42000
Currency Differences Gains
42010
Currency Differences Gains - SA
42020
Currency Differences Gains - LC Accounts
42030
Currency Differences Gains - Other Lenders' Account
43000
Contrarevenue from Currency Differences
43010
Contrarevenue from Currency Differencies - SA
43020
Contrarevenue from Currency Differencies - LC Accounts
43030
Contrarevenue from Currency Differencies - Other Lenders'
Accounts
44000
Insurance and Bank Guarantees
46000
Local Contribution Transferred in without Reimbursement
47000
Other Project Revenue
50000
Expenses Accounts
51000
Operational Costs
51010
Operational Costs (GEF)
51020
Operational Costs (LC)
51030
Operational Costs (OTH)
51100
PMU Salaries (GEF)
51110
Actual Salary Amount Paid
51120
Withdrawals for personal Grants
51130
Social Secutity payments
51140
Health Insurance payments
51150
Additional Pension Fund
51160
Unemployment Fund
51190
Other
51200
PMU Salaries (LC)
51210
Actual Salary Amount Paid
51220
Withdrawals for personal Grants
51230
Social Secutity payments
51240
Health Insurance payments
51250
Additional Pension Fund
51260
Unemployment Fund
51290
Other
4

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51300
PMU Salaries (OTH)
51310
Actual Salary Amount Paid
51320
Withdrawals for personal Grants
51330
Social Secutity payments
51340
Health Insurance payments
51350
Additional Pension Fund
51360
Unemployment Fund
51390
Other
51400
PMU Inventory
51410
PMU Inventory (WB)
51420
PMU Inventory (LC)
51430
PMU Inventory (Other)
51500
Telephone, mail, fax
51510
Telephone, mail, fax (WB)
51520
Telephone, mail, fax (LC)
51530
Telephone, mail, fax (Other)
51600
Consulting, training and other services
51610
Consulting, training and other services (WB)
51620
Consulting, training and other services (LC)
51630
Consulting, training and other services (Other)
51700
Office supplies
51710
Office supplies (WB)
51720
Office supplies (LC)
51730
Office supplies (Other)
51900
Other Operational Costs authorized by the Loan
51910
Other Operational Costs authorized by the Loan (WB)
51920
Other Operational Costs authorized by the Loan (LC)
51930
Other Operational Costs authorized by the Loan (Other)
53000
Management Fee - GEF
54000
Project Expenditures for Consulting and Training Services
54010
Project Expenditures for Consulting and Training Services
(GEF)
54020
Project Expenditures for Consulting and Training Services (LC)
54030
Project Expenditures for Consulting and Training Services
(OTH)
54100
Consulting
5

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54110
Consulting (GEF)
54120
Consulting (LC)
54130
Consulting (OTH)
54200
Training
54210
Training (GEF)
54220
Training (LC)
54230
Training (OTH)
54300
Study Tours
54310
Study Tours (GEF)
54320
Study Tours (LC)
54330
Study Tours (OTH)
54400
Fellowships
54410
Fellowships (GEF)
54420
Fellowships (LC)
54430
Fellowships (OTH)
57000
Bank Charges
57010
Bank Charges (SA)
57020
Bank Charges (LC)
57030
Bank Charges (OTH)
59000
Other Expenditure
59010
Other Expenditure (GEF)
59020
Other Expenditure (LC)
59030
Other Expenditure (OTH)
59200
Insurance Premium
59300
Eligible Office Expenses
59400
Other Expenditure (Accruals)
6

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Annex 2

Sample Segregation Of Duties:

ACTION
RESPONSIBILITY
1. Preparation of TOR/TS
Procurement Specialist

2. Bidding Documents
Procurement Specialist

3. Bid Announcement
Procurement Specialist

4. Bid Evaluation
PMU with participation of
implementing agencies /
beneficiaries

5. Bid Evaluation Report
Procurement Specialist
Preparation
6. Contract Award & Signature
Project Manager

7. Request for no-objection
Procurement Specialist

8. Contract Implementation
PMU
Monitoring

9. Approval of Contract
PMU- Director and Financial
Deliverables
System Management Specialist

10. Receiving Invoice
Financial System Management
Specialist
11. Approval of Invoice submitted
PMU ­ Financial System
to the PMU
Management Specialist

12. Payment Order Signatures
PMU ­ Project Manager,
Financial System Management
Specialist
13. Payment Documents Filing
Financial System Management
Specialist
14. Co-financing Payment Order
PMU ­ Project Manager,
Financial System Management
Specialist


7

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Annex 3
Sample Scheme of Document Flow

Step 1.
All the incoming documents are registered by the Administrative Assistant in
the Registry System (Journal) of the PMU. If an invoice has been received, the
Administrative Assistant inputs the date of receiving and the issuing entity in the PMU
Registry System.
Step 2.
The Administrative Assistant then delivers the incoming mail to the PMU
Director who then channels it to the responsible persons in each case.
When an invoice is received, the PMU Director checks if said invoice is properly dated
and signed by the contractor's/supplier's authorized representative and then passes it to the
Project Financial Management Specialist. In case of supporting documents under an
ongoing contract, these are transferred to the Financial Management Specialist as well.
When the document received refers to the procurement process the PMU Director
channels it to the Procurement Expert and/or to the Financial Management
Specialist,e.g., if a "no objection" form the World Bank is received, it has to be filed by
both, the Procurement Expert and the Financial Management Specialist. If the document
received is an offer or Bank Guarantee or similar, related to an ongoing tender, then it is
stored in a safety box at the PMU, accessed only by the PMU Director and the Financial
Management Specialist.
Step 3.
The Financial Management Specialist checks if the invoice clearly specifies
the civil works executed, goods supplied, services supplied, and is supported by a
statement of accomplished works, as appropriate. The invoice should show the costs,
taxes shown separately, of the work done, the amount of any deduction for the
mobilization advance, the total amount to be paid, the contractor's/supplier's bank account
to which payment should be made, and the pertinent reference to the accompanying
statement(s) of work accomplished.
Step 4.
The Financial Management Specialist requests clearance of the Invoice from
the PMU Director, respectively of the Working Groups or the corresponding local
institutions representative.
Step 5.
The PMU Director verifies the invoice and attached statements and together
with the Working Group issues a clearance/letter of satisfactory contract performance by
supplier, which certifies the works are accomplished, the goods are supplied or the
service performed, and then transmits the file to the Financial Management Specialist for
payment.
Step 6.
The Financial Management Specialist checks the breakdown of the invoice
against the undisbursed portion of the commitment shown on the contract record into the
FMIS system, and prepares the payment order for payments included in the Project
Management Report for the current quarter, or in the case that such invoice has not been
included in the Project Management Report for the current quarter, a request supported by
evidence for deposit into the SA of the invoice amount, is furnished to the WB. Except in
the event of duly proven force major, the total time that elapses between receipt of the
invoice by the PMU and the issuance of the payment order to the bank (regarding
payment to the contractor/supplier) shall not exceed 20 working days.
Step 7.
The Financial Management Specialist prepares the Payment Instruction for the
net amount to be paid to the Contractor's Bank account as specified in the corresponding
Invoice;
8

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Step 8.
The PMU Director countersigns the Payment Instruction;
Step 9.
After all signatures are in place, the Payment Instruction is submitted to the
Bank/Treasury for processing;
Step 10.
A copy of the signed Payment Instruction is attached to the Invoice before it is
placed in the file of supporting accounting documentation kept by the PMU for use by the
auditors.
Step 11.
Registering (Accounting) the operation shall be done by the Financial
Management Specialist.


9

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Annex 4
Sample Contract Forms for Works, Goods, Technical Assistance
"CONTRACT"
Contractor:
Payment Nr.
1
2
3
Contract No:
Category:
Consulting&Training
Authorizations:
WB no Objection
"Date of receipt"
PID Director
PIDAccountant
Project Manager
Contract Covenants
Bank Guarantee
Progress Reports/Final Report
Verification of Reimbursables
Other Deliverables
Study Tour Accounting Records
"CONTRACT"
Contractor:
Payment Nr.
1
2
3
Contract No:
Category:
Works
Authorizations:
WB no Objection
"Date of receipt"
PID Director
PIDAccountant
Project Manager
Contract Covenants:
Performance Bond
Contract Documents
Work in Progress Acceptance/
Final Reception Pprotocol
Others
"CONTRACT"
Contractor:
Payment Nr.
1
2
3
Contract No:
Category:
Goods
Authorizations:
WB no Objection
"Date of receipt"
PID Director
PIDAccountant
Project Manager
Contract Covenants:
Performance Bond
Contract Documents
Acceptance
or
Installation
Protocol
Others
Y - available
N - not available
na - not applicable
10

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Annex 5
Sample Travel Expense Form

1. Remuneration of Staff (Supported by Schedule A)
a) Foreign Personnel
Calculated
OVERALL
Contractual
Invoice 1
Invoice x
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
SUBTOTAL
$0.00
0.00
b) Local Personnel
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
SUBTOTAL
$0.00
0.00
2. Out-of-Pocket Expenses
a) International Travel (Supported by Schedule B and ticket stubs)
1) Consultants
$0.00
0.00
2) Dependants
$0.00
0.00
3) Miscellaneous
$0.00
0.00
SUBTOTAL
$0.00
0.00
b) Accomodation
1)Hotel
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
2)Rent
Man Months @ US$
0.00 per month
0.00
$0.00
0.00
SUBTOTAL
$0.00
0.00
c) Subsistence
months @ US$
0.00 per month
0.00
$0.00
0.00
d) In-country Travel
months @ US$
0.00 per month
0.00
$0.00
0.00
SUBTOTAL
$0.00
0.00
3. Office Costs
a) Rent
months @ US$
0.00 per month
0.00
$0.00
0.00
b) Renovation
0.00
c) Running Costs
Office
months @ US$
0.00 per month
0.00
$0.00
0.00
Car
months @ US$
0.00 per month
0.00
$0.00
0.00
d) Office Supplies
months @ US$
0.00 per month
0.00
$0.00
0.00
e) Office Staff
months @ US$
0.00 per month
0.00
$0.00
0.00
f) Local Advisors
ceiling
$0.00
0.00
g) Translation
ceiling
$0.00
0.00
SUBTOTAL
$0.00
0.00
4. Fixed Assets
a) Vehicle
ceiling
0.00
$0.00
0.00
b) Office Equipment
ceiling
0.00
$0.00
0.00
c) Office Furniture
ceiling
0.00
$0.00
0.00
d) Other
ceiling
0.00
$0.00
0.00
SUBTOTAL
$0.00
0.00
5. Training
a) Study Tours
b) Workshops
6. Establishmentof a Pilot Office
7. Software
a) Off-the-Shelf
b) In-house Development
c) Tools
8. Contingencies
11

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