Issue - meetings

Treasury Management Strategy Statement and Prudential Indicators

Meeting: 09/02/2017 - Executive (Item 120)

120 Treasury Management Strategy Statement and Prudential Indicators for 2017/18 to 2021/22 pdf icon PDF 601 KB

This report seeks the recommendation of Executive to Full Council for the approval of the Treasury Management Strategy and Prudential Indicators for the 2017/18 financial year.

Decision:

Recommended:That Council approve:

 

(i)        The proposed Treasury Management Strategy for 2017/18 including the annual investment strategy and the minimum revenue provision policy statement.

(ii)      The prudential indicators for 2017/18 to 2021/22 in the main body of the report.

(iii)     The specified and non-specified investments schedule (Annex B).

(iv)    The Scheme of Delegation and the role of the Section 151 Officer (Annex D).

 

Reason:              To enable the continued effective operation of the treasury management function and ensure that all Council borrowing is prudent, affordable and sustainable.

Minutes:

Members considered a report which presented the Treasury Management Strategy and Prudential Indicators for the 2017/18 financial year for Council approval.

 

The proposal to change the minimum revenue provision policy statement amount set aside for debt repayment and the potential saving of £750k within the Revenue Budget was highlighted.

 

Recommended:That Council approve:

 

(i)        The proposed Treasury Management Strategy for 2017/18 including the annual investment strategy and the minimum revenue provision policy statement.

(ii)      The prudential indicators for 2017/18 to 2021/22 in the main body of the report.

(iii)     The specified and non-specified investments schedule (Annex B).

(iv)    The Scheme of Delegation and the role of the Section 151 Officer (Annex D).

 

Reason:              To enable the continued effective operation of the treasury management function and ensure that all Council borrowing is prudent, affordable and sustainable.


 

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