| 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 |
| 202 | Enhance apparatus maintenance annual planning and documentation for monitoring | City Solicitor | Director of Apparatus | Fire Rescue Compliance | PwC | August 27, 2018 | 2019 Q4 | Closed | |
| 205 | Enhance purchasing policy and document inventory and asset management procedures | CEO - Your Quick Gateway | YQG - Director of Operations | YQG - Managing Inventory, Repairs and Maintenance | PwC | August 27, 2018 | 2019 Q2 | Item retargeted to 2020 Q4 | |
| 206 | Review and document current inventory/asset management systems and processes | CEO - Your Quick Gateway | YQG - Director of Operations | YQG - Managing Inventory, Repairs and Maintenance | PwC | August 27, 2018 | 2019 Q1 | Item retargeted to 2020 Q4 | |
| 207 | Enhance key vendor management controls | CEO - Your Quick Gateway | YQG - Director of Finance | YQG - Managing Inventory, Repairs and Maintenance | PwC | August 27, 2018 | 2018 Q4 | Item retargeted to 2020 Q4 | |
| 209 | Enhance compensating controls to address potential segregation of duties | CEO - Your Quick Gateway | YQG - Director of Finance | YQG - Managing Inventory, Repairs and Maintenance | PwC | August 27, 2018 | 2018 Q4 | Item retargeted to 2020 Q4 | |
| 211 | Enhance project classification and expectation guidelines | CAO - City of Windsor | Executive Initiatives Coordinator - CAO's Office | Managing Transition of Projects into Operations | PwC | November 5, 2018 | 2019 Q3 | Item retargeted to 2021 Q4 | Resource assigned to this recommendation has been seconded to the WFM project. |
| 212 | Enhance considerations for project risk assessments | CAO - City of Windsor | Executive Initiatives Coordinator - CAO's Office | Managing Transition of Projects into Operations | PwC | November 5, 2018 | 2019 Q3 | Item retargeted to 2021 Q4 | See description in 211 |
| 213 | Formalize detailed Project Implementation Plan | CAO - City of Windsor | Executive Initiatives Coordinator - CAO's Office | Managing Transition of Projects into Operations | PwC | November 5, 2018 | 2019 Q3 | Item retargeted to 2021 Q4 | See description in 211 |
| 214 | Enhance approach to pre/post go-live feedback collection and aggregation | CAO - City of Windsor | Executive Initiatives Coordinator - CAO's Office | Managing Transition of Projects into Operations | PwC | November 5, 2018 | 2019 Q3 | Item retargeted to 2021 Q4 | See description in 211 |
| 215 | Improve evidence of timely completion and review of key billing controls | Chief Financial Officer | Deputy Treasurer,Taxation and FinancialProjects | Property tax billing and payment processing | PwC | November 5, 2018 | 2019 Q3 | Closed | |
| 217 | Continue to monitor resource needs and benefits of the centralized grant function | Chief Financial Officer | Senior Manager of Asset Planning | Pursuit of Grant Funding | PwC | February 4, 2019 | 2019 Q2 | Closed | |
| 218a | Define service standards and metrics to evaluate performance | CLT-Parks, Facilities, Recreation &Culture | Senior Manager, Facilities | Facilities Operations | PwC | February 4, 2019 | 2020 Q2 | Item retargeted to 2021 Q2 | Due to unforeseen circumstances, the Senior Manager, Facilities and the Manager, Assets & Projects were not available in 2019 Q3 & Q4 to address this recommendation. The current pandemic will also cause a delay to the timelines and therefore a retarget is required. |
| 218b | Review of priorities assigned to work orders | CLT-Parks, Facilities, Recreation &Culture | Manager, Facility Operations | Facilities Operations | PwC | February 4, 2019 | 2019 Q4 | Item retargeted to 2021 Q2 | See description in item 218a. |
| 218c | Establish goals and targets, and develop metrics to assist in measuring and evaluating progress towards goals. | CLT-Parks, Facilities, Recreation &Culture | Manager, Assets & Projects | Facilities Operations | PwC | February 4, 2019 | 2020 Q4 | Item retargeted to 2021 Q2 | See description in item 218a. |
| 218d | Establish service level agreements/statements to define the expectations | CLT-Parks, Facilities, Recreation &Culture | Manager, Assets &Projects andManager, Facility Operations | Facilities Operations | PwC | February 4, 2019 | 2020 Q4 | Item retargeted to 2021 Q2 | See description in item 218a. |
| 219 | Enhance Management Discussions | CLT-Parks, Facilities, Recreation &Culture | Manager, Assets &Projects andManager, Facility Operations | Facilities Operations | PwC | February 4, 2019 | 2019 Q4 | Item retargeted to 2021 Q2 | See description in item 218a. |
| 220a | Develop a formal template of criteria for pursuing/not pursuing capital work. | CLT-Parks, Facilities, Recreation &Culture | Manager, Assets &Projects andManager, Facility Operations | Facilities Operations | PwC | February 4, 2019 | 2019 Q4 | Item retargeted to 2021 Q2 | See description in item 218a. |
| 220b | Define clear ‘documentation’ standard and develop standard forms/templates | CLT-Parks, Facilities, Recreation &Culture | Manager, Assets &Projects andManager, Facility Operations | Facilities Operations | PwC | February 4, 2019 | 2021 Q4 | On target for 2021 Q4 | |