Value Proposition: Financial RACI Matrix is not a “role table”; it is an operational tool that addresses a daily issue: who is actually responsible for each deliverable? Who is dependent? Who is consulted? And who is informed? The matrix transforms financial responsibility distribution from a verbal agreement into a measurable deliverable: it links each process (Month-End/Tax/AP/AR/GL/Reporting) to a clear output, Owner, and review and approval timelines, resulting in a manageable and auditable finance department.

In 20 Seconds: What Will You Get?

• Finance department task structure divided by processes: AP/AR/GL/Tax/Treasury/Reporting/Month-End.
• Ready RACI: for each process “Responsible/Accountable/Consulted/Informed” with role examples.
• Month-End RACI: Linking each step in Month-End to an output (Reconciliations/JE log/Adjusted TB/Closing pack) and Owner and approval.
• Tax RACI: Who gathers the data? Who reviews? Who approves? And who submits? With outputs and evidence (Workpapers).
• Daily accounting operations RACI: Vendor onboarding/Invoice processing/Collections/Bank rec/Fixed assets… etc.
• Deliverables Register: List of outputs for each process + “when to deliver” + where to store + who signs (Sign-off).
• Handover Checklist: Task handover during vacations/changes to minimize disruption.

CTA related to outputs: Receive RACI + Deliverables Register + Sign-off Templates as a ready operational package.

Suitable For

• Financial Controller: Wants to clarify responsibilities before Month-End to avoid delays in reconciliations and JE approvals.
• Chief Accountant: Seeks clear distribution between GL/AP/AR and to reduce “work between chairs.”
• Fast-growing Company: Adding personnel and needs clear accounts team responsibilities with a delivery system.

Not Suitable For

• Those seeking a “formal RACI” without linking it to outputs and timelines—this turns into a table that is not used.
• A finance department without Owners or without delegation of authority (no clear A)—you will need to establish approval authorities first.

Without RACI / With RACI (Brief Comparison)

Before Use: 5 Symptoms That the Department is “Not Output-Managed”

• Overlap between GL/AP/AR in the same task (duplicate/missing) due to the absence of a clear Owner.
• Month-End relies on “who is free” rather than on fixed responsibilities.
• Taxes are sent without independent Review because the preparer is the one who approves.
• No handover during vacations, causing disruptions in collections/payments/reconciliations.
• Any issue in a report or entry ends with the question: “Who was responsible?” and there is no documented answer.

Financial RACI Matrix: Implementation Method (3 Steps Without Gaps)

Step 1: Identify Department Processes and Outputs

• Define Accounts Team Responsibilities by processes (AP/AR/GL/Tax/Treasury/Reporting).
• Identify Deliverables for each process: Example Month-End (Recs/JE log/Adjusted TB/Closing pack), Tax (Workpapers/Returns/Payments).
• Establish delivery deadlines and link them to the closing and reporting calendar.

Step 2: Build RACI and Link to Approval (Sign-off)

• Define R/A/C/I for each activity, with the rule: Only one Accountable for each output.
• Prepare financial responsibility distribution based on Roles, not on individual names (to facilitate transitions).
• Determine where it will be stored (Folder structure) and how output approval will be documented (Sign-off).

Step 3: Operate Deliverables Register and Monthly Follow-up

• Run the Register as a tracking board: Delivered/Not delivered + Reasons for delays + Corrective actions.
• Link Month-End RACI to closing reports (Closing pack) and reconciliation reviews.
• Periodic review: Update RACI when changing structure or adding processes (Tax/ERP/Projects).

Components of the Matrix (Clear Inventory)

1. Finance Process Catalog (RACI for Accounting Processes)
   • Practical Purpose: A unified list of processes (AP/AR/GL/Tax/Treasury/Reporting) instead of differing interpretations of “who does what.”
   • When Used: When building RACI + when training/onboarding new employees.
   • Resulting Guide: Process catalog + definition of the scope of each process.
2. RACI Matrix (Master)
   • Practical Purpose: Define Responsible/Accountable/Consulted/Informed for each activity and output.
   • When Used: Daily as a reference + monthly during closing.
   • Resulting Guide: Approved RACI Matrix + Version/Sign-off.
3. Month-End RACI
   • Practical Purpose: Link each step in the closing to a specific output (Reconciliations/JE log/Adjusted TB/Closing pack) and Owner and approval.
   • When Used: Every Month-End + at Year-End as an extended version.
   • Resulting Guide: Month-End deliverables + sign-offs + reasons for variances/delays.
4. Tax RACI
   • Practical Purpose: Identify who gathers data, who reviews, who approves, and who submits, with evidence Workpapers.
   • When Used: Monthly/Quarterly depending on the type of tax + during audits.
   • Resulting Guide: Tax deliverables register + reviewer sign-off + submission evidence.
5. Deliverables Register
   • Practical Purpose: Transform RACI into tracking: Output/Owner/Deadline/Status/Evidence link.
   • When Used: Weekly/Monthly in department meetings.
   • Resulting Guide: Reviewable deliverables register + delay/compliance indicators.
6. Handover Checklist
   • Practical Purpose: Minimize disruption during vacations/transitions through a handover list for each process.
   • When Used: During vacations/resignations/changes in responsibilities.
   • Resulting Guide: Handover pack + identification of who took over responsibility (R).
7. Sign-off Templates + Pack Index
   • Practical Purpose: Establish output approval: who approved? When? And where is the evidence?
   • When Used: When closing Month-End/Tax submission/Reporting.
   • Resulting Guide: Sign-off page + pack index for each period.

Final delivery: RACI Matrix + Month-End RACI + Tax RACI + Deliverables Register with Version and Sign-off.

What Should Be Included in the Delivery?

• 01-Process Catalog: List of accounting and finance processes + definition of the scope of each process.
• 02-RACI Master: Financial RACI Matrix (R/A/C/I) at the department level.
• 03-Month-End: Month-End RACI + closing outputs + evidence links (Recs/JE log/Adjusted TB).
• 04-Tax: Tax RACI + tax deliverables list + Workpapers/Submission evidence.
• 05-Deliverables Register: Output/Owner/Deadline/Status/Evidence + reasons for delays and actions.
• 06-Handover: Handover checklist for each process + alternative responsibilities during absence.
• 07-Sign-off: Approval templates + Pack index + Version register.

After Implementation (Two Key Points)

• Operational Outcome for the Team: Tasks do not “get lost” among individuals: each output has a clear R and an accountable A, reducing rework and delays in closing and taxes.
• Audit/Compliance Outcome: Each output is linked to evidence and Sign-off, allowing for department compliance review through the Deliverables register instead of relying on verbal communication.

FAQ — Questions Before Purchase

Is RACI a substitute for SOPs and procedures?

No. RACI defines “who does/ who approves.” SOP explains “how we do it.” However, RACI typically precedes writing SOPs as it establishes roles first.

Can RACI be used only for Month-End?

Yes, but it is better to also link it to taxes and AP/AR/GL processes so that the department is output-managed rather than just closing-focused.

Is it suitable for small companies?

Yes. Even if the same person performs multiple roles, RACI helps you distinguish when independent Review is needed and when a compensatory officer is required.

How do we ensure that each output has only one Accountable?

Operational rule: One A for each deliverable. If more than one A appears, it means accountability is unclear and requires management decision.

Does it cover taxes (VAT/WHT/CIT)?

It covers them as Tax RACI: Gather/Review/Approve/Submit with Workpapers and deadlines. The choice of tax types depends on your activity and country.

How does it integrate with DOA and SoD?

RACI defines responsibilities. DOA sets financial approval limits. SoD prevents conflicts in ERP permissions. Together, the three build an auditable operational governance.

Is there a delivery template for reviewers/management?

Yes: Pack index + Deliverables register + Sign-offs, allowing proof of who reviewed and approved the outputs of closing/taxes.

What is the minimum input required?

A list of Roles within the department + current processes + required outputs + reporting/closing timelines.

Ready to establish who does what in finance as reviewable outputs?

Outputs: Financial responsibility distribution + Month-End RACI + Tax RACI within the Pack with Deliverables register and Sign-off.