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In-House Cash Management Brian Lawrie Executive Director

In-House Cash Management Brian Lawrie Executive Director. WHY MANAGE IN-HOUSE?. Management of risk Investment performance Integration with cash flow Integration with debt management Low marginal cost. WHY IN-HOUSE?. Past Present Future. THE PAST. Aye been! Afterthought

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In-House Cash Management Brian Lawrie Executive Director

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  1. In-House Cash Management Brian Lawrie Executive Director

  2. WHY MANAGE IN-HOUSE? • Management of risk • Investment performance • Integration with cash flow • Integration with debt management • Low marginal cost

  3. WHY IN-HOUSE? • Past • Present • Future

  4. THE PAST • Aye been! • Afterthought • Early 21st Century still borrowers

  5. TEMPORARY INVESTMENTS

  6. THE PRESENT Simple • Fell into from borrowing • Easy for members • Relationship with other activities • Increase in rescheduling - high profile Cash Flow conscious • RSG/NDR/Council Tax

  7. STILL THE PRESENT Control • Directors of Finance • High profile – finger on the pulse • Accountability

  8. FIFE INVESTMENTS

  9. MORE OF THE PRESENT Loans Fund • Key Element -variable • Political Interest Cost • Cost effective • Resources v Returns

  10. THE FUTURE • Cash flow - increased central funding • Investment Regulations • Shared Services • Externalisation!!!!

  11. CONCLUSION • Evidence suggests we are prudent in terms of risk • Public funds and need to be conscious of this • Change is not optional • Best value can be achieved by looking after our own affairs

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