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Given the practical lir�`iitations, and with the understanding of fundamental audit control <br />principles, the City Fi�at��� Director typically reviews only those purchases in excess of $2,000. <br />Although it should be oted that the Finance Staff does perform audit procedures on smaller <br />purchases on a random t�st basis. <br />Purchases on Store �'r`�dit versus Purchasing Cards <br />The purchasing function and audit controls are approached in the same manner no matter which <br />purchasing tool is made. Whether the purchase is made with cash, check, store credit, or with a <br />purchasing card, the sam�e level of purchasing authority and scrutiny is applied. <br />Thanks to technological advances, the use of purchasing cards have emerged in recent years as a <br />viable and preferred pu�chasing tool. With purchasing cards, the City's purchasing function is <br />1�s,s costly, with greatet a�dit controls. By capitalizing on available technologies the City is able <br />to downsize its staffi� y�reL The decision to eliminate a uosition within the Finance <br />Department in 2004 w� d�r$ctly related to the use of purchasin� cards and other available <br />technolo�. <br />Final Comments <br />The City's purchasing function has evolved over several decades. The current system is <br />designed to allow the' City to maintain internal controls while preserving flexibility and <br />efficiency. This ensure$ that city resources are optimized for the purchases themselves, rather <br />than the associated admi�istrative costs. <br />