APPENDIX A - City of Windsor Audit Recommendation Tracking Summary - March 31, 2020

Finding #	Recommendation/Topic	CLT Member Responsible	Assigned to	Audit Report/Source	Audit Unit/Firm	Date Issued	Target Date for Implementation	Current Status (as of March 31, 2020)	Additional Comments
51a	Documented strategic plan		WDTC Chief Executive Officer WDTC Chief Executive Officer WDTC		PwC	July 27, 2015	2016 Q4	Item retargeted to 2020 Q4	In 2018, WDTC launched a new operating company, Windsor Detroit Borderlink Limited (“WDBL). The Board has had an initial Strategic Planning Session and Administration’s initial focus has been on operationalizing WDBL’s Business Plan.
51b	Evidence of Board review and approval		WDTC Chief Executive Officer WDTC Chief Executive Officer WDTC		PwC	July 27, 2015	2016 Q4	Item retargeted to 2020 Q4	See description in 51a
101	Evidence of contract review with the County of Essex to consider: a) Outlining oversight responsibilities, contract ownership and expectations regarding Blue Box collection, and b) Flow though of expenses from the City to the Authority and the terms of the other shared finance services provided by the City.	Chief Administrative Officer	Chief Administrative Officer	EWSWA	PwC	January 26, 2016	2016 Q2	Retargeted to 2020 Q3
116a	Evidence of public consultations to update User Fee Policy.	Corporate Leader, Parks, Recreation & Culture and Facilities	Executive Director of Recreation & Culture	User Fees Review	PwC	April 25, 2016	2018 Q2	Closed
116b	Updated User Fee Policy.	Corporate Leader, Parks, Recreation & Culture and Facilities	Executive Director of Recreation & Culture	User Fees Review	PwC	April 25, 2016	2018 Q2	Closed
159	Develop a procedure around the use of the VMS in accordance with the Purchasing By-Law 93-2012.	City Solicitor	Purchasing Department	Service Provider and Outsourced Services Governance and Management	PwC	August 8, 2017	2018 Q2	Item retargeted to 2020 Q2
165	Document a reporting and services agreement between the City & RGCC	GM, Roseland	GM, Roseland	Roseland Golf & Curling Club	PwC	October 23, 2017	2018 Q2	Item retargeted to 2020 Q4
166	Define and document strategic plan	GM, Roseland	GM, Roseland	Roseland Golf & Curling Club	PwC	October 23, 2017	2018 Q4	Item retargeted to 2020 Q4
167	Update policy manual	GM, Roseland	GM, Roseland	Roseland Golf & Curling Club	PwC	October 23, 2017	2018 Q3	Item retargeted to 2020 Q4
173	Define overarching Policies for Inventory Control	Chief Financial Officer	Deputy Treasurer – Financial Accounting	Inventory Control and Lifecycle Management	PwC	October 23, 2017	2018 Q4	Closed
192	Enhance PM Task Instruction Accuracy - Pollution Control	City Engineer	Mechanical Process Engineer	Pollution Control - Preventative Maintenance Compliance & Accountability	PwC	August 27, 2018	2019 Q2	Closed
193	Conduct Trend Analysis - Pollution Control	City Engineer	Mechanical Process Engineer	Pollution Control - Preventative Maintenance Compliance & Accountability	PwC	August 27, 2018	2019 Q2	Closed
194	PM Escalation Standards	City Engineer	Mechanical Process Engineer	Pollution Control - Preventative Maintenance Compliance & Accountability	PwC	August 27, 2018	2019 Q2	Closed
196	Enhance PM Compliance - Fleet	City Engineer	Fleet Coordinator	Fleet - Preventative Maintenance Compliance & Accountability	PwC	August 27, 2018	2019 Q4	Closed
197	Conduct Trend Analysis - Fleet	City Engineer	Fleet Manager	Fleet - Preventative Maintenance Compliance & Accountability	PwC	August 27, 2018	2019 Q4	Closed
199	Establish policies and procedures for Apparatus and Training division	City Solicitor	Director of Apparatus/ Chief Training Officer	Fire Rescue Compliance	PwC	August 27, 2018	2019 Q4	Closed
200	Enhance annual training planning and documentation for monitoring	City Solicitor	Chief Training Officer	Fire Rescue Compliance	PwC	August 27, 2018	2020 Q2	In progress
201	Improve documentation structure and consistency for training	City Solicitor	Administrative Assistant	Fire Rescue Compliance	PwC	August 27, 2018	2019 Q4	Closed