Your Councillors


16 January 2017

Is the final decision on the recommendations in this report to be made at this meeting?



Treasury Management Strategy 2017/18 Ė Revised Report


Final Decision-Maker


Lead Director

Mark Green, Director of Finance & Business Improvement

Lead Officer and Report Author

John Owen, Finance Manager

Ellie Dunnet, Chief Accountant



Wards affected




This report makes the following recommendations to this Committee:

1.   That the Audit, Governance and Standards Committee recommends the adoption of the Treasury Management Strategy for 2017/18 attached at Appendix A to this report, subject to potential amendments arising following the approval of the capital programme for 2017/18 onwards by the Policy & Resources Committee on 18 January 2017.



This report relates to the following corporate priorities:

The Treasury Management Strategy impacts upon all corporate priorities through

the resource it provides from the investment of the councilís balances and the

security and control it provides for decisions on borrowing and investment.

These resources are incorporated in the councilís budget






Audit, Governance and Standards Committee

16 Jan 2017


1 March 2017

Treasury Management Strategy 2017/18





1.1     This report sets out the Draft Treasury Management Strategy for 2017/18 for consideration by the Audit, Governance & Standards Committee and subsequently, recommendation to Council for adoption.† The strategy statement and associated documents are attached at appendices A-C to this report.


1.2     The Council has adopted CIPFAís Code on Treasury management (the Code) which requires an annual report on the strategy and plan to be pursued within the coming year to be made to full Council. This report considers the proposed strategy for 2017/18 onwards along with current guidance from CIPFA and the Department for Communities and Local Government (DCLG).





2.1     The Council is required to operate a balanced budget, which broadly means that cash raised during the year will meet cash expenditure. The Treasury

Management Strategy assists the Council in achieving this objective while maintaining value for money.


2.2     The first function of the Councilís treasury management operation is to ensure that this cash flow is adequately planned, with cash being available when it is needed. Surplus monies are invested in low risk counterparties or instruments commensurate with the Councilís low risk appetite, providing adequate liquidity initially before considering investment return.


2.3     The second main function of the treasury management service is the funding of the Councilís capital plans.† These capital plans provide a guide to the borrowing need of the Council, essentially the longer term cash flow planning to ensure that the Council can meet its capital spending obligations.† This management of longer term cash may involve arranging long or short term loans, or using longer term cash flow surpluses.†† On occasion any debt previously drawn may be restructured to meet Council risk or cost objectives.


2.4     The council has adopted the Treasury Management in Public Services: Code of Practice 2011 Edition (Ďthe Codeí) issued by the Chartered Institute of Public Finance and Accountancy (CIPFA).† CIPFA defines treasury management as:


ďThe management of the local authorityís investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks.Ē


2.5     There have not been any significant revisions to the strategy for 2017/18 from the 2016/17 strategy, which was reviewed by this Committee and agreed by Council in March 2016 then monitored by his Committee mid-year.† However, the following changes should be noted:


-      The maximum principal sums to be invested for a period exceeding 364 days has been reduced to £5m from £8m.† This is consistent with the borrowing strategy to utilise cash balances rather than loan debt to finance the capital programme in the short term, due to low investment returns and high counterparty risk in the current economic climate;


-      The council will endeavour to further diversify its portfolio, as far as is operationally feasible, ensuring that a combination of secured and unsecured investments are considered;


-      Changes to the capital financing requirement are proposed in light of updated capital plans.† The proposed limit on prudential borrowing has been revised accordingly, as set out in paragraph 2.9;


-      The expected level of interest income to be generated through investment returns has been revised downwards in light of the current economic outlook and interest rate forecasts.


2.6     The strategy statement is set out at Appendix A to this report. It is consistent with the requirements of the CIPFA and DCLG. It has been developed in line with currently approved spending and financing proposals.


2.7     Appendix B details the proposed list of investment counterparties based on current ratings against the selection criteria set out in the strategy.


2.8     The Policy & Resources Committee will consider a capital programme for the

period 2017/18 to 2021/22 at its meeting on 18th January 2017. This

programme proposes a significant increase in prudential borrowing to

support the housing development and regeneration objectives of the Council. Should any changes to this programme be agreed at this meeting then the prudential borrowing limits set out in the attached strategy will require amendment before consideration by Council.


2.9     The following table shows the maximum and expected prudential borrowing

required to fund the draft capital programme.† The maximum borrowing limit excludes any internal borrowing:









Capital Programme




Other Funding Streams (incl. New Homes Bonus)




Maximum Prudential Borrowing




Estimated Internal Borrowing




Expected Borrowing





2.10 The prudential indicators for the proposed strategy are set out within Appendix C to this report.






3.1     Option 1: The Committee could decide not to recommend the strategy to

Council. The Council must adopt a strategy for 2017/18 and should the

Committee decide not to recommend the attached strategy it would need to

recommend an alternative to Council. The strategy is in line with the

necessary codes and practice guides and takes a low risk approach

favouring liquidity over return and as such is considered suitable for this



3.2     Option 2: Subject to any legal obligations placed upon the Council, the

Committee could amend the strategy prior to recommendation to Council.

The Committee would need to provide Council with detailed reasons for the

amendment and the risks and benefits that the proposed amendment

provides in order for the Council to make a fully informed decision on the

recommendation. Areas where amendments could be made include the

following, which are detailed along with current reasons for not changing

the current strategy.


3.2.1   Limits: the proposed strategy allows maximum investments with

certain institutions of £8m. The current limit could be retained,

increased or reduced. Given the difficulty in identifying opportunities

to lend at suitable rates within the counterparty list, it is considered

appropriate to incorporate sufficient flexibility by retaining the

current limit for investments with the most secure organisations.


3.2.2   Counterparties: the proposed strategy allows non-specified

††††††††† investments with other local authorities and the rated/unrated building societies that are within Arlingcloseís suggested counterparty list. The strategy could propose to utilise additional counterparties from the non-specified investments group. However, due to the fact that this would involve an increased level of risk to the security of the councilís cash, this is not considered to represent a prudent course of action.


3.2.3   Alternative use of cash: the resources invested in expenditure could

† be utilised to deliver key priority outcomes. However the core cash

† held by the Council is either set aside for future expenditure, such

† as the capital programme, or held as a form of risk mitigation, such

† as the minimum level of revenue balances. To utilise these

† resources for alternative projects could compromise liquidity and put

† the Council at future risk should an unforeseen event occur.


3.2.4   External Fund Managers: by appointing external managers local

† authorities may possibly benefit from security of investments,

† diversification of investment instruments, liquidity management and

† the potential of enhanced returns. Managers do operate within the

† parameters set by local authorities but this involves varying degrees

† of risk. This option has been discounted on the basis of the risk

† which would make it difficult to ascertain a suitable sum to assign to

† an external manager.


3.3     Option 3: The Committee could agree the attached strategy and

recommend it to Council. The attached strategy has been produced in line

with current guidance from CIPFA and the Department for Communities and

Local Government (DCLG) and has been reviewed by the Councilís Treasury

Management Advisors and their recommended amendments have been

taken into account.





4.1     The recommended option is Option 3, to recommend to Council the strategy

set out in Appendix A.† In agreeing this option the committee should note the potential change in the level of prudential borrowing if there are any changes to the councilís proposed capital spending plans.


4.2     As stated above, the proposed strategy has been produced in line

with current guidance from CIPFA and the Department for Communities and

Local Government (DCLG).





5.1     No specific consultation has been undertaken in relation to this strategy, however this forms part of the councilís medium term financial strategy for 2017/18 for which detailed consultation has been undertaken.





6.1     The final decision on the strategy will be made by Council on 1 March 2017 when it considers the 2017/18 budget and strategic plan update. All three strategies are interlinked and the Council meeting will be able to consider the cross-strategy implications of each decision.








Impact on Corporate Priorities

The Treasury Management

Strategy impacts upon all

corporate priorities through the

resource it provides from the

investment of the councilís

balances and the security and

control it provides for decisions

on borrowing and investment.

These resources are

incorporated in the councilís


Director of Finance and Business Improvement

Risk Management

Risk Management is included

within the Treasury

Management Practices which

the council adheres to. The

main risks to the council are

counterparty risk, liquidity risk

and interest rate risk which are

closely monitored on a regular

basis using the councilís

treasury advisors and other

market intelligence. If there is a

possibility of a negative risk, the appropriate action is taken

immediately through delegated


Director of Finance and Business Improvement


Financial implications are covered within the strategy itself.

Director of Finance and Business Improvement


None identified.

Director of Finance and Business Improvement


Legal implications are set out in

the body of the strategy.

Director of Finance and Business Improvement

Equality Impact Needs Assessment

None identified.

Director of Finance and Business Improvement

Environmental/Sustainable Development

None identified.

Director of Finance and Business Improvement

Community Safety

None identified.

Director of Finance and Business Improvement

Human Rights Act

None identified.

Director of Finance and Business Improvement


None identified.

Director of Finance and Business Improvement

Asset Management

None identified.

Director of Finance and Business Improvement




The following documents are to be published with this report and form part of the report:

         Appendix A: Treasury Management Strategy Statement

         Appendix B: Proposed List of Investment Counterparties

         Appendix C: Prudential Indicators