ACADEMIC INTERNSHIP REPORT

Period from December 01 to December 31, 2016

THEME
ANALYSIS OF THE OPERATING EXPENSES OF A COMPANY:
CASE OF BEAC DOUALA

Written by Professional framer

SAMBAH ONDOUAH MARCELLE NINA M. MBARGA NDONG PATRICK

License Management Head of accounting unit (Management) University of Dschang BEAC
DOULA
 DEDICATION

TO MY FAMILY PILLAR ON WHICH THE

QUINTESCENCE OF ALL MY MOTIVATIONS AND
FOR WHICH I INESCAPABLY VOW AN
UNDEFECTIVE LOVE.
 THANKS
I will not be able to address any subject, without however addressing my
deep gratitude to any speaker who has favored my personal enrichment in
terms of professional apprehension within the framework of the said
internship.

Mr. NKOA AYISSI , Director of the BEAC Douala Agency, for this opportunity
which was granted to me to integrate this illustrious institution.

Mr. MBWUTCHA Appolinaire , Head of Management for his jovial mood and
his shared sense of responsibility among the members of his department.

Mrs. ABEGA MYRIAM , head of the personnel department for having been
able to advocate strict compliance with the principles and rules established
within the institution.

Mr. EFON NGOUSSOUME Patrick, head of the budget section, a real source
of energy resulting from his ability to relax the atmosphere at work and to
instill as much as possible the requirement of a job well done.

M. MBARGA NDONGO Henri , Manager of the accounting unit of the

Management department, in addition my supervisor, whose patience,
dedication, availability, attentiveness, efficiency at work as well as all
familiarity and above all advice have undeniably enabled me to gain
confidence and defend my values whatever the environment in which I find
myself.

All the agents of the Management service, whose activities, the various
interviews in accordance with my program as well as the availability
constitute the cornerstone of this report.

All the staff of the BEAC Douala for the strict professional relationship as well
as the humility and courtesy in the exchanges.
Mrs. ONDOUAH SAMBAH Véronique , Executive Secretary, also my mother
for her benevolence and her support in the choice of my professional
aspirations.

SUMMARY
DEDICATION …………………………………………………………………………………………………3
ACKNOWLEDGMENTS
………………………………………………………………………………………4
ABBREVIATIONS AND CRONYMS
……………………………………………………………………………….5
DEFINITIONS …………………………………………………………………………………………….6
INTRODUCTION ………………………………………………………….7

CHAPTER 1 : General information on the BEAC

Section 1: Presentation of the BEAC………………………………………………………………8
Section 2: internal environment: Douala Agency…………………………………13

CHAPTER 2 : MANAGEMENT PROCESS WITHIN THE SERVICE

Section 1: Management of service providers under contract………..16
Section 2: Management of the Agency's real estate assets………………………….18
Section 3: Agency Budget Development Process, Adoption and
Execution……………………………………………………………………………………………………
………..20
Section 4: day-to-day
management……………………………………………………………………….22
Section5: Budget Control………………………………………………………………….23

Chapter 3 : INTEGRATED MANAGEMENT TOOLS

Section1: SYSCOBEAC………………………………………………………………………………25
Section2: GENDATA…………………………………………………………………………………25
Section3: SYSTAC…………………………………………………………………………………….26

CONCLUSION ………………………………………………………………………………………………
29

Some Suggestions ………………………………………………………………………………30

BIBLIOGRAPHY AND OTHER SOURCES
………………………………………………………………….31

APPENDICES
………………………………………………………………………………………………….32
1. Organization chart of the BEAC Douala Agency
2. Organizational chart of the MANAGEMENT DepartmentLetter of
invitation to the internship
3. Internship program
4. Submission of a Payment Notice
5. SYSCOBEAC elementary task interface

ABBREVIATIONS AND ACRONYMS

CEMAC: Economic and Monetary Community of Central Africa

BEAC: Bank of Central African States
CRO: Report of Operations
SYSCOBEAC: BEAC Accounting System
GENDATA: Data Generator
SYSTAC: Remote clearing system in Central Africa
XAF: CFA franc (UMAC zone)
UMAC: Monetary Union of Central Africa
AP module: supply management module
PO module: supplier payment module
BCEAO: Central Bank of West African States
DN: National Direction
 DEFINITIONS
Monetary Creation : is the process by which the money supply of an
economic zone is increased thanks to techniques put in place by the Central
Bank.

Monetary issue : circulation by the Central Bank of fiduciary money in the

economic circuit.

Money manufacturing: production of metallic currencies (coins) and

banknotes by a service provider.

Clearance : regularization by debiting or crediting a suspense account of an

accounting entry, the counterpart of which constituted a suspense.
(Accounts: SYSTAC clearance, current cash clearance, operating suppliers,
suppliers for agents)

Allocation : commitment made on an account.

Suspense : writing awaiting clearance.

GL date or posting date is the posting date of a transaction.

Workflow : process of validation and approval of a document by the

hierarchy
Framework letter : circular addressed (generally four months before the end
of the financial year) to all agencies by the Central Services aimed at
specifying the expenditure restrictions within the framework of the latter's
budget preparation project, for the next exercise.

Budget : document defining during the financial year, the estimated

expenditure for the following financial year.

INTRODUCTION
December
1 , 2016 marks the beginning of my very first professional experience in
the prestigious institution that is the BEAC. It is 7 a.m. when I arrive, the time
at which work begins. The reception is provided by Mr. BASSOMB, head of
the administrative staff section of the Agency. It was about exploring the
trainee in the form of a mini interview. Interview which took place through a
series of question and answer, allowing to assess the ability to express
oneself, the knowledge or the prerequisites on the BEAC and the essentials
retained during my university career in relation to my professional
orientations. Taking this background into account, he therefore decided to
introduce me to the Management department. At the end of this Interview,
he took me to the office of the Head of Management Service Mr.
MBWUTCHA so that he could take note and ensure the integration into his
service. Integration continued and finally ensured by its Secretary Mrs. MEDI.
Finally, the latter led me to my supervisor M.MBARGA who later provided
presentations with the various agents of the Management department.

The office is therefore made up of the following officers:

-Ms. EBENYE épse NKOULOU, Budget and Protocol Data Entry Agent
-Mrs NDAPTJE, SYSTAC Functional Administrator
-M.NLONTSI, Office supplies and Economat section agent
-M.ETEM, SYSTAC payment entry agent
-M.NFON, Budget and Equipment / Furniture Section Agent
-M.MBARGA, Head of the accounting unit
And moreover:
-M.AFON, Budget Section Officer
-M.HAYATOU, Agent of the SPRP (Protocol and Public Relations Department)

A program was drawn up and sent to me by my supervisor. It was a question

of going around the workstations to specify the theme that I will have to
develop.

CHAPTER 1 : GENERAL INFORMATION ON BEAC

Before explaining our theme in depth, it would be appropriate to

introduce the BEAC which did us the honor of welcoming us. This
presentation will be made globally on the whole structure, and specifically on
the DOUALA Agency and its MANAGEMENT Service.

Section 1: PRESENTATION OF BEAC

This presentation will be in two parts. First, it seems interesting to us

to make a brief presentation of the Bank of Central African States, then we
will briefly focus on the National Directorate of Cameroon and more
particularly on the Douala agency.

A. HISTORY OF THE BEAC

The Bank of Central African States (BEAC) was created more than forty
years ago thanks to the BRAZZAVILLE CONVENTION of November 23, 1972,
relating to monetary cooperation between the Member States of the Bank
and the French Republic. It is therefore an international institution which
exercises the privilege of issuing legal tender banknotes in the member and
shareholder countries, replacing the Bank of the States of Equatorial Africa
and Cameroon (BEAEC) which ensured the issue of currency in French
 Equatorial Africa between 1955 and 1960. Initially based in PARIS, its head
office was transferred to YAOUNDE in 1977. Following the decision of the
Council of Heads of State of Central Africa on January 1 1973 to fix the Central
Headquarters of the Bank in Yaoundé in Cameroon, BEAC is an international
organization bringing together within it to date 06 States which are:
• Cameroon ;

• The gabon ;
• THE REPUBLIC OF CONGO;
• CENTRAL AFRICAN REPUBLIC;
• CHAD;

• EQUATORIAL GUINEA which was added in 1985.

The statutes also provide for the establishment in each Member State, in
accordance with the statutory provisions, of a National Directorate of the
Bank and of the Secondary Agencies, all placed under the control of several
Organs and of a Government which it is up to us to to present.

B. CONSTITUTION OF BEAC

The administration, control and management of the BEAC are prerogatives

recognized by several bodies and structures which are:

• THE CONFERENCE OF HEADS OF STATE : it is

Composed of all Heads of State representing each
member country of the Bank. It is she who appoints the
people with the highest responsibilities of the latter,
including the Governor.

• THE UMAC MINISTERIAL COMMITTEE : governed by the

Convention of the Central African Monetary Union, the
Ministerial Committee, composed of two Ministers for
 each Member State, including the Minister of Finance,
examines the main orientations in terms of economic
policy of the States and ensures their consistency with
the monetary policy common.

• THE BOARD OF DIRECTORS OF THE BANK: administers the

Bank and oversees its proper functioning. It comprises

fourteen (14) members, with two (2) administrators for each
Member State and two for France. Each Director has a
designated alternate for the duration of his term of office.
The directors are appointed for a term of three (3) years,
renewable, by their respective States.
• THE MONETARY POLICY COMMITTEE: this is the BEAC's decision-making
body in terms of monetary policies and the management of foreign exchange
reserves. In addition to the Chairman, the Monetary Policy Committee is
made up of fourteen (14) deliberative members, two (2) per Member State,
including the National Director of the BEAC, and two (2) for France.
• THE GOVERNMENT OF THE BANK: it is composed of six (6) members: the
Governor, the Vice-Governor, the Secretary General and three (3) General
Managers. The Governor of the Bank is appointed by the Conference of
Heads of State of CEMAC. The term of his mandate is seven (7) years non-
renewable. He manages the Bank. The Governor is assisted, in the
performance of his duties, by the Vice Governor, the Secretary General and
three (3) Directors General, appointed for a non-renewable term of six (6)
years, by the Conference of Heads of State. of CEMAC.
• THE BOARD OF CENSORS: it is made up of three (3) Censors, one (1) of whom
is appointed by France. The Censors are appointed for a term of three (3)
years renewable once (1). Each Censor has a deputy appointed for the
 duration of his term. The Censors control the execution of the Bank's budget
and propose to the Board of Directors any recommendations or appropriate
measures resulting from this control. They attend, with voice

advisory board , meetings of the Board of Directors and those of the National
Monetary and Financial Committees where their opinions are obligatorily
recorded in the minutes.

• AUDIT COMMITTEE : Its main missions are:

• supervising the Bank's control system and particularly the
external audit activities ;
• to participate in the programming of external control activities;
• review the state of the Bank's control system; · analyzing the annual internal
control report and the reports of the censors and statutory auditors, as well
as any other ad hoc surveys relating to the Bank's activities.

MAIN MISSIONS

The structure that is the subject of our presentation is invested with

certain missions which are declined among others by:

• The definition and monitoring of monetary policy applicable in all member

countries of the Economic and Monetary Community of Central Africa
(CEMAC).
• The issue of banknotes current in the CEMAC zone, in particular the CFA
Franc (Financial Cooperation in Africa).
• The conduct of foreign exchange transactions.
• The holding and management of foreign exchange reserves of CEMAC
member countries.
• Promoting the proper functioning of the payment system in the CEMAC zone.

In addition to these traditional missions, the BEAC was offered A new

approach to the economic and social integration of Central Africa, as well as
an objective of convergence of the CEMAC economies in
for the establishment of consistency of national economic policies with the
monetary policy of the Central Bank, so as not to weaken the health of the
common currency. In order to carry out its missions effectively and
efficiently, the BEAC has set up its own operation and organization.

C. BEAC CUSTOMERS

As an institution issuing legal tender with legal tender in the CEMAC

zone, the BEAC serves credit institutions or commercial banks with cash (cash
issued directly by itself). This cash is sold at a rate set by the institution on
their face value, called the rediscount rate. Once financed, the banks sell
their cash to economic operators (natural or legal persons) by granting loans
at a rate higher than that of the Central Bank: the determination of the key
rates which falls within the competence of the latter has the effect to
encourage savings when they are high or to encourage investment when they
are low.

The BEAC being created by the States, it is intended to operate in the interest
of its Member States which are financed by it for the realization of their
development projects. The BEAC may, with the approval of one of its
Member States, open an account for a company carrying out activities on the
soil of this State in order to facilitate the financing of the latter. However, its
mission as a currency issuer in the CEMAC zone gives it the status of a public
institution.
The Franc Zone is a monetary space composed in Africa of 15 countries
whose currencies are linked to the currency of France. Its operating
mechanisms are based on cooperation agreements between France and its
partners (BEAC, BCEAO and the Bank of the Comoros). These agreements are
 a contract of confidence based on the commitment made by France to
guarantee the unlimited convertibility of CFA Francs and Comorian Francs
and on the pooling of foreign exchange reserves. However, although their
exchange rate with the Euro is similar, the terms of the conventions from
which these currencies originate have some differences. It should be noted
that all fluctuations in the French Franc therefore automatically lead to that
of the FCFA and; there is thus a total absence of autonomy of the member
countries as regards monetary policy because it is France which fixes the
basic level of the money supply of these countries thus involving a limitation
of the credits.

SECTION2: INTERNAL ENVIRONMENT (DOUALA AGENCY)

Each National Directorate is branched out by agencies, each residing in a town in
its area of competence, commonly referred to as a secondary agency or centre.
The Douala Agency is responsible in the same way as a branch , for its
responsibilities vis-à-vis the public on the one hand, and the National
Management and Central Services on the other. To optimize the efficiency of its
services, an extension of its premises was undertaken towards the end of the
90s and inaugurated in 1997 by Minister EDOUARD AKAME MFOUMOU then
Chairman of the Board of Directors of BEAC. Its main activities are thus
organized around the following entities:
 Agency Management ;

 The IT and Telecommunications Department : which plays a central role in

the coordination of the actions undertaken both within the Agency and with
the head office and the other centres.

 The Currency Issuance Service: which ensures the provision of fiduciary and
metallic currency to economic agents. Thereby,
 The main activities carried out there are: the collection and disbursement of
the CFA Franc, the exchange of the CFA Franc and foreign currencies, the
sorting of the currency, the preparation of a bundle of coins and the
classification of the stocks thus constituted.

 The Fund Movements Service : whose activity consists in controlling the

surplus or deficit of the balance of payment in local currency or foreign
currencies, the excess stock in the vaults of the agency, the supply of new
denominations of local currency or foreign currency and transfer of used
currency to a destruction centre.

 The Accounting and Financial Operations Department (SCOF): which ensures

the centralization of all accounting processing and financial operations
carried out within the Agency.

 The Management Service : It deals with the preparation, the execution and
the budget of the agency, the maintenance of the files relating to the general
expenses and those concerning the equipment in material and furniture.

 The Personnel Department : which oversees the socio-professional

development of all agency staff.

 The Studies and Balance of Payments Department : which is responsible for

drawing up statistics and establishing forecasts concerning the balance of
payments, monitoring the evolution of third-party accounts opened at the
BEAC DOUALA Agency, and making a judgment or an assessment of the
health of the local economy (based on in-depth studies) likely to guide
monetary policy.

 The Legal Affairs Department : requested in an advisory capacity in disputes

between the Agency and third parties.
 the agency and its personnel in order to transmit it to their recipient. He also
sends on behalf of the Agency the mail that the latter sends outside.

It should also be noted that each service is placed under the authority of a
head of service, except for the dispatch and telex office placed under the
direct authority of the Branch Manager and For further clarification you will
find the organization chart of the Agency attached.
 CHAPTER 2 : INFORMATION PROCESSING PROCESS WITHIN THE
MANAGEMENT DEPARTMENT.

The Management service is a support, security and logistics unit within the
agency. Its essential mission is to ensure the availability, in quality and
quantity, of the operating needs and equipment necessary for the best
performance of the Agency. He ensures the safety of people and goods made
available to the center as well, as such he must therefore anticipate the
operating and equipment needs of the various services and request from the
budget committee, delegations of sufficient credits to all useful purposes. In
addition, it collects expressions of service and housing needs and provides
them with the equipment, supplies and consumables necessary for their
proper functioning in order to avoid stock shortages.

Division 1 : Management of service providers under contract.

The various partners in contractual matters in the case in point, represent the
service providers under contract, who will provide services according to their
area of expertise and will receive in return payment of their invoice following
the service rendered. This is for example the case of:

 NBS
 SOGEREL
 Mister Clean
 CAD/CAM EQUIPMENT
 ORANGE
 GMI
 MTN
 CAMTEL….

The contract itself is based on:

  The general cleanliness of the Agency
 Mobile telephony
 Equipment maintenance
 Security
 Supplies (electricity, water, digital image, etc.).

The contract therefore covers two parts:

 Water and electricity supply for offices 65% and 96.5% respectively
 Supply of water and electricity for housing respectively 35% and 3.5%

These contracts are of a legal nature supported by a contract file which is

sent to the Branch Manager. The said file is then sent to the Central Services,
in particular the legal affairs and contract department (DAJC) for validation.

The contract is executed as soon as it is signed. The service provider must

imperatively deploy its teams. Then will follow the follow-up of the services
provided.

The monitoring of the services provided within the framework of the

contractual provisions is ensured by the PCS (for the technical aspects) who
make regular visits to the field and draw up reports which will be sent up to
the level of the hierarchy, and the Agent in charge of monitoring contracts
for the administrative, accounting and financial aspects which will analyze the
reports produced by the PCS and will proceed to the payment according to
the contractual clauses.

Division 2 : Management of the Agency's real estate and furniture .

For the acquisition of movable or immovable property, with regard to

buildings, office and housing equipment or furniture, the Central Services,
specifically the DIPG (Investment, Heritage and Management Department)
Centralizes the Manifested Needs by different centers. Each Agency must
therefore ensure that:

 Their needs are clearly defined and expressed;

 His needs are properly assessed;
 The costs and objectives to be achieved are controlled;
 The selection procedures are known and respected by all the actors;
 Internal control is effective and efficient;
 The processing details are optimum.

The needs being identified and assessed, will be submitted to the hierarchy
for validation.

Acquisitions above 5,000,000 will be subject to the tender procedure within

the framework regulated by the BEAC and lower amounts will give rise to a
direct consultation.

Within the Management Service, the Office and Housing Equipment and
Furniture sub-section is responsible for monitoring the Agency's assets. She
proceeds as follows:

 Purchase or acquisition
 Accounting
 Inventory.
A. Purchase

To obtain equipment (office, housing , IT, rolling vehicle) whose lifespan is 5

years or furniture (furniture, carpets, etc.) which has a lifespan of 10 years,
the Agency proceeds either by call for tenders for which the DN is
responsible, in particular the SGAM (administrative contract management
service) or by direct consultation (over-the-counter contract). The Initiating
Agent makes a quotation according to the needs expressed, then targets
potential suppliers (at least three), draws up a comparative table of offers,
selects the supplier in accordance with the quality / price ratio, sets up an
opportunity note which he sends to the Director for approval. An order jump
can therefore be established in favor of the selected service provider.

The latter will deliver the goods requested in accordance with the order
form. The reception of the articles will be done under the control of an Agent
of the PCS for the technical aspects, of an Agent of the Budget control for the
relevance of the quality/price ratio and of an Agent of the Day-to-day
Management to verify the conformity of the order on delivery.

B. Accounting

The equipment thus received is accounted for by the Agent responsible for it.
And the accounting follows the following framework:

 Docking reception;
 Reception available;
 Invoice processing;
 Payment of the invoice (by bank transfer);
 Creation of the acquisition of equipment in the interface which
generates the monthly (and linear) depreciation entries for its follow-
up (FA module);
 Taken into account in the inventory book.

C. Physical inventory

At the end of each financial year, an inventory work committee is set up to

identify office and housing equipment, assess their dilapidation and update
the inventory status. Defective material will be scrapped. It should be noted
that for the equipment or furniture still usable, an auction sale in favor of the
Agents is organized within the Agency, after determination of the residual
value of the said property.

Section3 : PROCESS OF PREPARATION OF THE AGENCY'S DRAFT BUDGET,

ADOPTION AND EXECUTION

The Budget as defined above, is a document drawn up during the financial

year specifying the projected expenditure for investment (equipment) and
operation for the following financial year. At the key three stakeholders
namely:

 Central Services
 National management
 Secondary agencies or centers

The Central Services send each Department, National Directorate and Agency
a Circular or framework letter for the preparation of a draft budget
mentioning the reference dates or deadlines. A monitoring committee is set
up by the Agency Director with a view to drawing up the Agency's draft
budget. The draft budget drawn up by center will be sent to the National
Directorate and then submitted to the Board of Directors for approval. Thus,
the Director and Head of the Centers Department will defend their project
for the next financial year before the Budget Committee. Subsequently, the
data entry agent proceeds to the transmission then to the centralization of
the budget to the DN then to the Central services which will lead to a
delegation of the

credits (the Governor delegates to the National Director who delegates to the
Agency Director ).

The presentation of the budget is Justified on the basis of expenditure per

free loan. For all intents and purposes, the power of commitment, that is to
say of allocating an expense, rests exclusively with the director of the Agency.
However, external factors such as the unforeseeable increase in prices, for
example, which has occurred since the adoption of the budget can negatively
affect the forecasts, and therefore generate deficits; hence the convening of
a supplementary budget during the year, the role of which is to adapt the
initial credits to the real needs identified.

The follow-up of the execution of the budget therefore consists in controlling

the state of the delegated appropriations, from a table called the budget
bundle or reporting (allocated budget, consumption or remainder) taking into
account the actual achievements, in accordance with the restrictions in terms
of expenses prescribed in the framework letter otherwise, it corresponds to
the monitoring of the consumption of allocated credits referring to the actual
services. Thus the overrun resulting from one account can be closed off to
the detriment of another whose operations are less important, within the
framework of the budgetary aggregate. In addition, this table also makes it
possible to assess the management of the accounts in the form of a
percentage (relative value), which can be favorable (negative) or unfavorable
(positive) and consequently, A budgetary account will therefore experience a
significant evolution, it is that is to say that the amount of the delegated
credit can be revised upwards or downwards. In all cases, a summary note
will be sent to Direction Nationale.

At the end of the financial year, generally on December 31, the Agent draws
up a final budget management account aimed at assessing the conformity of
needs with delegated credits and can thus request a renewal of investment
credits (the following year) , when the work exceeds the

duration of the exercise or for any other reasons delaying the completion.
Note that the renewal of this category of credit has a duration of use of 6 or
12 months at the express request of the users.

Division 4 : CURRENT MANAGEMENT

Day-to-day management here relates to the management of supplies and

consumables, spare parts for offices (Economat) and Directors'
representation expenses.

The Agent whose attributions are his, proceeds to an inventory of the needs
with each service specified in an order book and restocks the Economat,
according to the needs expressed by article taking into account the existing
stock and the stock of alert ( to avoid stock shortages) per item. In the
Agency, delivery is made every week, especially on Tuesdays. After a delivery,
the initiating agent of the order must bear a signature in a specification thus
validating the receipt of the ordered supplies.

At supplier level, the Agent draws up a detailed order slip (Pro forma invoice
which precisely indicates the name of the supplier, the quantities ordered or
descriptions, the prices, the account numbers to be debited), submits it for
validation of the leader, then saves it in the PO module and sends a copy to
the selected supplier. The delivery is accompanied by a delivery note and the
original of the order note, the physical reception is ensured by the PCS, the
budget control and the Commissary Agent in order to check the conformity
of the order with the delivery. Computerized receipt, on the other hand,
consists of confirming delivery in the module from the delivery slip. The
agent then ensures the effective storage of the supplies in the commissary
(room intended for the storage of

supplies ).

With regard to the payment, the Agent is required to draw up a report of

operations (CRO) from the AP module which will be submitted for the
approval of the Manager and then saved after validation, in the module
which generated it. This CRO,

information on all terms of payment of the supplier in accordance with the

placing of an order. The supplier will therefore receive his transfer on the GL
date.

Division 5: BUDGET CONTROL

The appropriations delegated during the approval of the budget, give rise to
a follow-up consisting of a set of operations, contributing to the verification
of the expenditure planned for the corresponding expense account.
Budgetary Control therefore ensures the correct margin of expenditure
incurred.

The monitoring of operations is thus centered around:

 The rate of consumption of credits: which relates to the charging of

expenses incurred.
 Regularity of expenditure: in terms of estimating and expressing
operating and equipment needs.
 Availability of credits: to check if the account is sufficiently funded;
prior to any procedure for allocating an expense.

In addition, the proper implementation of budgetary control is based on:

 Physical control: which consists of verifying the conformity of the

order (order slip) from the supplier to the delivery slip.
 The provision: which is based on the materialization of the physical
reception and the recording in the PO module of the

delivery received.
 Approval of commitment documents and liquidation at the first level:
the commitment documents in question will then be charged to
 generate a payment advice which will be sent later to the capture
station for liquidation or payment of the supplier .

CHA PTER 3 : INTEGRATED MANAGEMENT TOOLS

In terms of settlement management, the BEAC has provided an appropriate

and effective system for securing procedures and traceability of actions
carried out at each stage of the data processing process. Let us add that each
user of the system must have a field of responsibility attached to his skills.

Section 1 : SYSCOBEAC (BEAC Accounting System).

SYSCOBEAC is an information system designed using ORACLE Application

software. It offers three distinct interfaces called batches which are also the
main accounting management processes of the BEAC. These lots are as
follows:

 Lot 1 "GL" for General Lender or general accounting, which allows the
centralization and processing of all recorded data
 Lot 2 "Currency issue" for the management of stocks of monetary
liquidities.
 Lot 3 "Budget management and management of purchases and
stocks" for the management of credits delegated to the operation and
investment of the Agency. It contains the following modules:
 Purchasing Order (PO): for supply management.
 Fixed assets (FA): for the management of real estate assets.
 Account Payables(AP): for paying suppliers.

Section 2 : GENDATA (Data Generator).

GENDATA is a utility developed by the SYSTAC Project Team, to ensure the

chain of automation for the settlement of SYSTAC operations from the
service initiating the operation. This utility is therefore

used by the BEAC accounting units whose source application (AP, PP, CRBC or
GL) does not allow the generation of Data files, in accordance with the logical
and syntactic rules defined for the settlement of SYSTAC operations. The
utility is thus installed at the level of an agent in charge of regulations, for the
entry of other operations, and another agent for the validation of operations
(the Head of Department or failing this, another agent expressly designated
by the latter) . Following the installation of the module, the Agent in charge
of the settlements of the operations, must enter all the statements of bank
identities, of the potential beneficiaries of the transfers (suppliers, Taxes,
Customs…).

In accordance with the codified procedures, before carrying out any

settlement of operations in “SYSTAC – GENDATA”, the Data Entry Agent of
the initiating service must carry out all the processing provided for in the
BEAC information system. After the transactions have been entered in
"SYSTAC Generator DATA" by the Data Entry Agent, the supporting
documents (Payment notices published from the source Application) are sent
to the initiating Head of Service. Validation is done after reconciliation
between the payment notices generated from the source Application with
the status of transactions entered and edited from SYSTAC-GENDATA.

After reconciliation between supporting documents, and the status of

transactions entered and edited from SYSTAC - GENDATA, the Agent in
charge of validation proceeds to the generation of files, with a view to their
settlement in SYSTAC.

Section 3 : SYSTAC (Tele-compensation system in Central Africa)

The system in question here is an interface that ensures the processing and
computerized payment of invoices, and therefore the security of payments in
the CEMAC zone. Agents who can intervene in TV operations

clearing from a capture center are:

 Head of Center Management Service

 The center's SYSTAC functional administrator
 The Capture Agent
  The center's SYSTAC Technical Administrator.

The data is entered by the Agent of the initiating service and generated by
the Head of Service in GENDATA (intermediary between SYSCOBEAC and
SYSTAC) then transmitted to the capture station (logistics base from which
the remote compensation operations of the Agency concerned are carried
out ). Note that data awaiting capture is collected by agents and then
generated from a file and transmitted for capture.

It should be specified for all intents and purposes that the entry of
transactions consists of drawing up a statement of transactions to be
reconciled with the data generated, while the collection of transactions
consists of drawing up a statement of transactions for processing. The data
must be transmitted to SYSTAC before 10:00 a.m., closing time of data
collection in order to facilitate all procedures, and at the end of the day, the
Capture Agent establishes a detailed report of all the operations processed
and sent to the center capture station (Global Net Situation).

It is therefore necessary to distinguish image files (transfer) from files

without an image (cheque), direct participants (commercial banks), sub-
participants (who are legal persons other than commercial banks,
organizations which entrust any clearing operation to the BEAC like the
Municipal Revenue). However, each Participant must have a link account at
the BEAC and the Loading of files without image, consists in scanning the
checks then in

forward to the National Compensation Center (CNC).

 C ONCLUSION

This first familiarization with the professional environment was particularly

very enriching. The availability of the Agents within the framework of this
internship was one of the strong points during this period of impregnation. I
was able to broaden the apprenticeship at the Secretariat with Mrs. MEDI,
entrusting me with certain tasks such as classification.

Despite a limited internship period of one month, I was able to appreciate

how a management service works. The development, execution and
monitoring of the budget are the major processes that I have been able to
unfold. Although some notions remain to be clarified, my immersion in the
professional world for a first contact was satisfactory.

A few suggestions:

 Creation of an interface or a system provided for the expression of the

needs of the services (needs expressed by the Agents): allowing to
optimize the management of the Economat.
 Development of new spaces: with a view to promoting better working
 conditions.
 The follow-up and listening to the trainee by the Head of Service:
which would make it possible to put the trainee in confidence and to
ensure the effective realization of the points highlighted in accordance
with the internship program, by the Agents in charge.

BIBLIOGRAPHIES AND OTHER SOURCES

 Coding "C" Management

 GENDATA Installation Manual
 BEAC Statutes

Internet links
www.BEAC.com
www.CEMAC.com
APPENDICES