HomeMy WebLinkAboutCAO-2023-128 - 1st Quarter Audit Status Report
Chief AdministratorÔs Office www.kitchener.ca
Community engagement included this report posted to the cityÓs website with the agenda in
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within the cityÓs stock room operations
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to protect the CityÓs assets and interests.
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Completed: February 13, 2023
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20182019202020212022
Mileage135,472.48 197,035.87 107,291.54 103,343.73 163,621.23
Parking100,656.45 156,898.08 53,142.44 37,869.34 46,262.72
Total236,128.93 353,933.95 160,433.98 141,213.07 209,883.95
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and a weekly ÐFarmers MarketÑ is held every Saturday.
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CAO-2023-128
1ST QUARTER AUDIT STATUS
REPORT
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Summary
Completed:
Technology Field Inventory
Parking and Mileage Expenses
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ağƩƉĻƷ aƚķĻƩƓźǩğƷźƚƓ ΑЌParty Report
In progress:
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capacity
Training documentation review
Facility Booking Program Review
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TECHNOLOGY FIELD INVENTORY
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Audit Objectives
Objectives:
¤Count all field hardware assets and compare
to asset database
Scope:
¤All locations
¤Printers, monitors, docking stations, laptops,
desktops
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Methodology
¤Audit team physically verified existence of all
assets at City Hall, Kitchener Operations
Facility, and Fire Headquarters (81% of assets)
¤Management verified lists of assets for all
other 58 locations
¤Compare asset tag, location, owner and
related assets to database entry
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Findings
# of Assets
Correct2362
Wrong employee or asset860
Wrong location103
Not found620
Total Assets in Database3945
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+ 421 found assets (not in database)
Missing Assets
¤16% of assets (620 items) were missing
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database not updated
¤Missing or illegible asset tags
¤Theft of laptops and desktops not likely due to
security measures which render them
unusable
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Recommendations
¤Process for database maintenance
¤Share database & responsibility with divisions
¤Use updated list to verify computer reserve charges
¤Implement rotating cycle counts via email; full count
every 5 years
¤Implement bar code scanner for next full count
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PARKING & MILEAGE EXPENSES
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Audit Objective
Audit Objective:
To test compliance with parking and
mileage reimbursement policies.
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Methodology -Testing
60% parking customers not parking more than 60%
Parking claims for 60% parking customers not more
than 60%
Parking claims for work from home days
Correct mileage, sufficient detail
Claiming mileage from home when site is less
Parking days exceed mileage days
Claiming parking on Sundays
11 + mileage days reasonable
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Findings
¤8 employees parked more than 60% rate
allowed
¤0 employees claimed more than the 60% rate
¤0 employees claimed parking on WFH days
¤All parking claims correct; no Sunday claims
¤3 incorrect mileage claims
¤2 mileage claims with insufficient detail
¤All 11+ day mileage claims were justified
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Recommendations & Conclusions
¤Reminders to staff and approvers:
Î Sufficient detail to validate the claim
Î Lesser of home or work for mileage
Î Encouraged to use mileage calculator
¤No pervasive issues
¤Minor errors rectified through education
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STATUS UPDATE
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Audit Objective
Status Update Objective:
To hold staff accountable for addressing audit
findings and identify areas without significant
progress.
Original Audit Objective:
To ensure adequate controls are in place to
protect Stores assets and ensure operations
are as efficient and effective as possible.
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Status of Recommendations
StatusNumber of
Recommendations
Total recommendations9
Complete4
In progress1
Not started3
Not required1
¤Revisit tool loan program
¤Improve online ordering system
¤Recalculate unit cost of pickled sand and brine
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LEAN REVIEW
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Audit & Accountability Fund
¤Funding offered by the Ontario
Government
¤Intended to conduct service delivery or
expenditure reviews
rd
¤Funds must be used to hire a 3party
consultant who will provide
recommendations for improvement and
savings
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Market Modernization
Problem Statement:
¤Vendor on-boarding, contracting and
event management processes are not
optimal
¤Result in redundant steps, wasted time
for staff and customers, lost
opportunities, and mistrust with vendors
and partners
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rd
3Party Lean Review
¤Review conducted by Leading Edge
Group
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processes
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website
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Estimated Benefits
¤Quicker turnaround times
¤400-500 hours of staff time saved per
year
¤8 week reduction in lead time to on-
board new vendors
¤Increased staff capacity to focus on
delivering key strategic goals
¤Easier and more efficient processes
¤Transparency for internal partners
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