Issue - meetings
Treasury Management Strategy Statement For 2018-19
Meeting: 23/01/2018 - Audit Committee (Item 4)
4 Treasury Management Strategy Statement For 2018-19 PDF 227 KB
Additional documents:
- Enc. 1 for Treasury Management Strategy Statement For 2018-19, item 4 PDF 414 KB
- Enc. 2 for Treasury Management Strategy Statement For 2018-19, item 4 PDF 40 KB
Minutes:
Neville Murton, Divisional Director for Finance, Procurement and Audit introduced the report stating the report detailed the Council’s legal obligation under the Local Government Act 2003 to have regard to both the CIPFA Code and the CLG Guidance.
He made reference to the Capital programme and said this would be updated before it goes to Full Council in February. Mr Murton stated the Council had not borrowed externally and was working with its Treasury Management Consultants – Arlingclose to ensure the Council’s capital expenditure is realistic and achievable.
Mr Murton continued stating there would be a further report coming back to the Committee which outlined in detail the proposals for investment and the products it would invest in.
Members of the Committee made the following observation:
· That the heading on the table on page 129 did not correspond with the headings on the table page 144, and requested this be corrected.
The Audit Committee NOTED the recommendations listed on page 124 of the agenda to recommend Full Council to:
- Adopt the following policy and strategies:
a) The Minimum Revenue Provision Policy Statement set out in section 2 at Annex A attached to this report;
b) The Treasury Management Strategy Statement set out in sections 5 & 6 at annex A attached to this report;
c) The Annual Investment Strategy set out in section 7 at annex A attached to the report, which officers involved in treasury management, must then follow;
- Approve the prudential and treasury management indicators as set out in appendix 1 of annex A attached to this report.
- Delegate authority to Corporate Director, Resources
- To amend prudential and treasury indicators, once capital expenditure forecast is firmed up.
· Use alternative forms of investment, such as pooled funds should the appropriate opportunity arise to use them, and should it be prudent and of advantage to the Council to do so.