Public Sector Treasury and Cash Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Treasury Managers, Cash Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-PFM-011

Before you join: Participants should have practical familiarity with public budgeting, government accounting, payment processing, treasury operations or financial control.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Public sector treasuries must ensure that government obligations are paid on time without holding excessive idle balances, breaching appropriation controls or relying on costly emergency borrowing. This requires reliable information from budget execution, revenue collection, payroll, procurement, debt offices and commercial banks. Weak cash planning can result in arrears, fragmented bank accounts, poor investment returns, delayed transfers to service providers and avoidable borrowing costs.

This course develops the practical treasury disciplines needed to manage government cash within a sound public financial management framework. Participants examine the Treasury Single Account, cash forecasting, bank account rationalisation, payment controls, liquidity buffers, short-term borrowing, investment of temporary surpluses and coordination with debt management. They use public-sector scenarios to connect annual budgets and commitment data with daily liquidity decisions, while considering legal mandates, delegation arrangements, audit trails and fiscal reporting requirements.

Instruction combines focused briefings with worked treasury cases, group analysis, cash forecast construction, payment-priority simulations and structured discussion of participants' operating arrangements. Cases reflect central government, ministries, agencies, municipalities and public institutions managing constrained cash positions. Participants leave with a reusable treasury management pack containing a 13-week cash forecast model, Treasury Single Account diagnostic, bank account review checklist, payment-priority protocol, liquidity dashboard and implementation plan. A certificate of completion is awarded to participants who complete the course.

The course is suited to public officials responsible for cash, budget execution, accounting, payments, debt, banking relationships or financial controls. It is also relevant to development-finance and programme staff who need to understand how treasury arrangements affect the release and use of public funds.

What you will be able to do

  • Construct a 13-week rolling cash forecast from revenue, payroll, commitment and payment data
  • Assess Treasury Single Account coverage, bank account structures and cash pooling arrangements
  • Apply payment-priority rules to manage liquidity shortfalls without weakening expenditure controls
  • Reconcile treasury cash positions using bank statements, ledger balances and payment-system records
  • Evaluate short-term borrowing and investment options against liquidity, risk and legal constraints
  • Design treasury performance indicators for forecast accuracy, idle cash and payment timeliness
  • Identify control weaknesses using PEFA cash management indicators and treasury risk assessments
  • Prepare a practical treasury improvement plan with actions, owners, milestones and measures

Benefits of attending

For you

  • Build credible cash forecasts that support timely funding requests and payment decisions
  • Diagnose fragmented bank accounts and propose Treasury Single Account improvements
  • Explain liquidity risks and payment trade-offs clearly to senior finance officials
  • Strengthen control over reconciliations, payment approvals and idle cash balances
  • Produce treasury reports that connect operational cash data with fiscal management decisions

For your organisation

  • Reduce avoidable borrowing costs through earlier identification of cash shortfalls
  • Improve payment timeliness for payroll, suppliers, grants and essential public services
  • Concentrate government cash balances and reduce unnecessary commercial bank accounts
  • Strengthen audit trails, reconciliations and accountability for public money
  • Provide decision-makers with more reliable liquidity forecasts and treasury performance information

Course modules

10 modules over 5 days

Participants can define the treasury mandate, governance structure and control boundaries for a public institution.

  • Public finance cycle links appropriations, commitments, payments and cash requirements
  • Treasury mandates, delegation instruments and accountability lines for central government
  • Distinguishing cash management, debt management and fiscal policy responsibilities
  • Treasury Single Account architecture, coverage rules and banking arrangements
  • Mapping funds, extra-budgetary entities and public corporations into cash oversight
  • PEFA cash management indicators used to identify control weaknesses

Participants can determine the daily cash position and identify near-term liquidity requirements.

  • Opening cash positions assembled from bank, ledger and payment-system balances
  • Value dates and float effects reconciled across collection and payment channels
  • Daily liquidity reports distinguish available, restricted and committed cash
  • Consolidating agency balances to calculate the whole-of-government cash position
  • Payment calendars identify payroll, debt service, transfers and supplier peaks
  • Minimum operating balances set using volatility, settlement timing and risk tolerance

Participants can build and maintain a rolling forecast that supports budget execution decisions.

  • 13-week rolling cash forecast built from receipts, payroll and supplier data
  • Forecast horizons aligned with daily operations, monthly plans and annual budgets
  • Revenue forecast assumptions tested against collection patterns and taxpayer deadlines
  • Commitment registers converted into expected payment profiles and cash outflows
  • Seasonality analysis captures grant cycles, tax peaks and capital-project disbursements
  • Forecast accuracy measured through variance analysis and documented assumption changes

Participants can assess bank account arrangements and propose Treasury Single Account improvements.

  • Treasury Single Account objectives reduce fragmentation, idle balances and borrowing needs
  • Bank account inventory records purpose, legal authority, balance and transaction volume
  • Classifying operational, transit, imprest and project accounts for rationalisation decisions
  • Zero-balance account structures support decentralised payments with central cash control
  • Commercial bank service agreements specify fees, reporting, security and service levels
  • Closing dormant accounts follows legal procedures, reconciliation and records retention

Participants can control collection and payment processes during normal operations and cash constraints.

  • Electronic collection channels improve visibility of taxes, fees and service charges
  • Payment authorisation workflows enforce appropriation, commitment and segregation controls
  • Payment-priority matrices rank statutory obligations, payroll and critical service providers
  • Arrears prevention links commitment ceilings with realistic cash release schedules
  • Batch payment controls check beneficiary data, duplicate invoices and approval limits
  • Exception reporting identifies rejected payments, delayed settlements and unusual transactions

Participants can perform treasury reconciliations and strengthen key preventive and detective controls.

  • Bank reconciliations compare statements, cashbooks, general ledgers and payment files
  • Reconciling items classified by timing differences, errors, reversals and fraud indicators
  • Ageing schedules escalate unresolved differences through defined investigation procedures
  • Segregation of duties separates payment initiation, approval, release and reconciliation
  • Treasury control matrices assign risks, controls, evidence and responsible officers
  • Audit trails retain approvals, bank confirmations, system logs and supporting documents

Participants can evaluate short-term funding and investment decisions within public-sector constraints.

  • Liquidity gaps distinguished from structural financing needs and fiscal deficits
  • Short-term borrowing instruments compared by maturity, cost, settlement and refinancing risk
  • Treasury bills coordinated with debt offices to avoid conflicting market operations
  • Temporary surplus investments assessed against safety, liquidity, yield and legal authority
  • Counterparty limits apply credit assessment, exposure aggregation and approved institutions
  • Maturity ladders match investment placements with forecast payment requirements

Participants can identify treasury risks and establish proportionate response and continuity measures.

  • Treasury risk registers document liquidity, operational, fraud and counterparty exposures
  • Likelihood-impact scoring prioritises controls, monitoring actions and escalation thresholds
  • Scenario analysis tests delayed revenues, emergency spending and market access disruptions
  • Liquidity buffers sized against forecast uncertainty and critical payment obligations
  • Business continuity procedures protect payments during system, bank or communications failures
  • Cybersecurity controls address payment credentials, user access and fraudulent instructions

Participants can produce treasury reports that inform management action and financial reporting.

  • Treasury dashboards report cash position, forecast variance, arrears and idle balances
  • Key performance indicators define payment timeliness, reconciliation ageing and forecast accuracy
  • Management reports explain variance drivers, funding decisions and emerging liquidity risks
  • IPSAS 2 cash flow classifications support consistent external financial reporting
  • Monthly treasury packs reconcile budget execution, cash movements and financing activity
  • Escalation protocols specify report recipients, thresholds, decisions and follow-up actions

Participants can prepare a phased plan for improving treasury processes, controls and reporting.

  • Treasury maturity assessment compares current practices against defined target-state criteria
  • Root-cause analysis separates process, data, system and governance constraints
  • Improvement roadmaps sequence quick wins, policy reforms and system dependencies
  • RACI matrices assign treasury actions, approvals, consultation and information responsibilities
  • Implementation milestones link deliverables, resources, risks and performance measures
  • Personal application plans identify workplace actions for the first ninety days

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. 13-week rolling cash forecast template
  2. Treasury Single Account diagnostic checklist
  3. Bank account rationalisation register
  4. Payment-priority matrix
  5. Treasury control matrix
  6. Ninety-day treasury improvement plan

Who should attend

  • Treasury Managers — responsible for government cash positions, banking arrangements and liquidity decisions
  • Cash Managers — need stronger forecasting, reconciliation and short-term funding methods
  • Budget Directors — need to connect budget execution plans with available cash
  • Public Sector Accountants — oversee cash records, bank reconciliations and financial reporting
  • Debt Management Officials — coordinate short-term financing with treasury liquidity requirements
  • Internal Auditors — assess treasury controls, bank account governance and payment risks

Skills and tools covered

Cash flow forecastingTreasury Single AccountLiquidity risk managementPayment prioritisationBank account governanceTreasury performance reporting

Tools and standards

Treasury Single Account framework, PEFA framework, IPSAS 2 Cash Flow Statements, 13-week rolling cash forecast

How the course runs

Training methodology

The course uses short instructor briefings to establish treasury concepts, controls and public financial management links. Participants work through government cash cases, interpret bank and budget-execution data, and construct forecast assumptions in small groups. Simulations test payment prioritisation during liquidity pressure and the consequences of fragmented banking arrangements. Facilitated peer discussion compares centralised and decentralised treasury models. Each participant develops an application plan using their own institution's cash cycle, reporting needs and control priorities.

Requirements and prerequisites

Participants should have practical familiarity with public budgeting, government accounting, payment processing, treasury operations or financial control. They should understand basic financial terms such as cash balance, commitment, arrears, bank reconciliation, appropriation and debt service. Experience using spreadsheets and reviewing financial reports is useful because the course uses forecast and reconciliation examples. Prior treasury management responsibility is not required. Participants do not need advanced mathematics, specialist banking qualifications, prior knowledge of IPSAS, or experience with commercial corporate treasury systems.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should understand basic public budgeting, accounting or payment processes and be comfortable reading financial reports. Advanced treasury experience, specialist banking qualifications and advanced mathematics are not required.

Bring a laptop if possible, along with non-confidential examples of cash reports, payment calendars, bank account lists or forecast formats used by your institution. These materials help participants relate the methods to their own procedures.

It is designed for treasury, cash management, budget, accounting, debt and internal audit professionals in government, municipalities, agencies and public institutions. It also suits programme finance staff who manage public funds or depend on timely releases.

Budgeting courses focus on allocating and authorising expenditure, while debt courses focus on financing strategy and debt portfolios. This course concentrates on the daily and medium-term management of cash, bank accounts, payments, forecasts and liquidity controls.

Participants can use the forecast template, bank account register, payment-priority matrix and control matrix immediately in their treasury function. The improvement plan helps convert identified weaknesses into assigned actions and milestones.

The course provides about 32.5 contact hours, typically from 08:30 to 16:30 each day. Time is divided among ten taught modules, case analysis, simulations, group work, discussion and individual application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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