1. Do not ask/request [from the DBM] what you cannot implement. Proper planning and cash programming are the keys.
2. Have regular cash programming. Compute your cash requirements regularly then implement, and monitor accordingly.
3. Engage the BAC and the Management regarding the level of your cash. Coordinate with them on a regular basis. Find a way to let them be accountable. Proper documentation is the key.
4. Coordinate with your Cashier/Treasurer regularly. Monitor the level of your cash real time. Compute/forecast regular expenditures and see if there will be excess cash then undertake appropriate action accordingly.
5. Always consider the timing of procurement process, period of project implementation, and the estimated time when the supplier/contractor send you the Billing Statement. Integrate this to your cash programming and see if you still have excess cash to spend.
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6. Check your Annual Procurement Plan (APP) if there are still Programs/Projects/Activities (PPAs) which are on the pipeline. Then help your Supply Officer/BAC Secretariat to inform the BAC to take appropriate action.
7. No. 6 may be too proactive as this must be the work of the BAC but as an Accountant you get hold of the Budget Utilization Rate (BUR) of your Agency. One effective way to make the BAC/your Agency take action (and be responsible) on pending/unimplemented PPAs is to give them a copy of the rate of your BUR. In this way you are giving them signal to take action.
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