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30 <br />have in place. Without doing so, I would suggest something in <br />the order of $250 or higher. <br />Treating capital items as a $500 or larger purchase is strictly a <br />control function. For accounting purposes, the county does not <br />capitalize any asset below $5,000. There are other methods to <br />control purchases between $500 and $5000 that require less <br />record keeping at a lower cost. <br />Four: <br />Discussions with operating departments indicate that Purchasing <br />routinely substitutes its judgment for that of those delivering the <br />services. Purchasing should standardize and economize but <br />some flexibility needs to be granted those servicing the public. <br />Five: <br />A comprehensive approach is needed to address the county's <br />real property assets (land, buildings and facilities either owned <br />or leased). There are a number of agreements with specific <br />expiration dates for action that need the BOCC involvement <br />well in advance of renewals IF other options are considered. <br />Operational and facility agreements that involve other county <br />departments should involve the input of those departments <br />before renewal deadlines force action not necessarily in the <br />county's best long-term interests. <br />51X: <br />Purchasing has been responsible for managing the various <br />construction projects involving new county facilities. There are <br />issues raised by departments deserving of further consideration. <br />Examples include: a current disagreement at the new Senior <br />Center related to its kitchen facilities discussed elsewhere in this <br />report. Wall padding for an indoor basketball court at the senior <br />center was purchased and installed but cost overruns elsewhere <br />in the project deleted the basketball goal (?) There are <br />26 <br />