# Audit report Observation # and name Retargets   Executive approval from Rationale
13 Managing Transition of Projects into Operations 214- Enhance approach to pre/post go-live feedback collection and aggregation Original Due Date Sep 30, 2019 Executive Initiatives Coordinator, Office of the CAO

Background:It was identified that the requirement of projects to solicit pre- and post- go-live feedback from internal/external stakeholders prior to official project ‘closure’ is not in place. In addition, the project closure timelines/expectations are not clearly defined.The Executive Initiatives Coordinator agreed to develop a document (or webpage section) that outlines common and various methods of soliciting pre and postgo-live feedback including the guidelines for implementing, measuring and monitoring expectations and success. Further, would also develop a formal process for determining feedback solicitation required for a project, considering the cost-benefit proposition for different types of projects.Reason for Delay: Lack of resources available to carry out the tasks.The Executive Initiatives Coordinator (EIC) in the CAO’s Office has been seconded to the WFM project. This position has not been backfilled and therefore all projects, responsibilities, and duties have been put on hold until its return to the EIC position, the date of which is unknown at this time.

Basis for viability of reforecasted: The resources for this project are not expected to be available until date. From that point they will be required to undertake the management action plan in time to meet the revised date They havecapacity set aside at that future time for this work.
Retarget Date Dec 31, 2021
# of Retargets 1
Days since Identification 1 year 2 months
Days past Original Due Date 92 days
14 *Facilities Operations 218-Define service standards and metrics to evaluate performance Original Due Date Dec 31, 2019 Manager Assets and Projects and Manager, Facility Operations

The current staffing master plan recommends restructuring solely based on size of the portfolio (measured in square footage) and does not consider other elements such as minimum service level expectations, administrative processes, volume of projects and nature of work (recoverable/low priority work).

Reason for Delay: There were 3 key personnel who were required to run daily operations and address the management action plan, however one resigned and another was on unplanned leave. As a result resources were not available to address the issues. The lack of resources, compounded by the COVID-19 pandemic in the first and second quarter of 2020, required a retarget of the due date

Basis for viability of reforecasted: Management personnel positions were available in 2020; however, all focus shifted to providing essential services during the COVID-19 pandemic. If the pandemic concludes by the end of the third quarter of 2020, resources will be assigned to meet the revised target date.