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Also, a reasonably good separation of duties can be maintained with just two persons.<br />

For example:<br />

Clerk 1 Clerk 2<br />

A. Purchase of Goods<br />

1. Purchase Order Issued<br />

2. Receiving Report Received,<br />

Matched to Purchase Order<br />

3. Invoice Received<br />

4. Receiving Report,<br />

Invoice, and Purchase Order Matched.<br />

5. Invoice Scheduled<br />

6. Check Prepared for Payment.<br />

B. Revenue Bills Issued and Paid<br />

7. Check Mailed.<br />

2. Cash Received 1. Revenue Bills Prepared<br />

3. Daily Deposit Prepared<br />

4. Cash Deposited<br />

5. Receipts Matched to Bill and Accounts<br />

Receivable Subsidiary Posted.<br />

The basic principle to remember is that no single person handles a transaction from beginning to end.<br />

Even in a political subdivision with just one employee, for example <strong>the</strong> <strong>municipal</strong> <strong>secretary</strong>, a<br />

board or council member should sign all checks and review bank statements and o<strong>the</strong>r records<br />

periodically, <strong>the</strong>reby providing a minimum check and balance.<br />

Qualified Personnel<br />

Staff positions should naturally be filled with <strong>the</strong> most qualified and competent persons<br />

possible. Under qualified persons tend to be less able to perform <strong>the</strong>ir duties without undue errors.<br />

Special training may help here. (Over-qualified persons sometimes do not perform well ei<strong>the</strong>r,<br />

possibly from boredom.)<br />

All personnel should understand how <strong>the</strong>ir duties fit in with <strong>the</strong> duties of o<strong>the</strong>rs in <strong>the</strong> same<br />

office, and with duties of o<strong>the</strong>r offices in <strong>the</strong> jurisdiction.<br />

XII-6

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