| Finding # | Recommendation/Topic | CLT Member Responsible | Assigned to | Audit Report/Source | Audit Unit/Firm | Date Issued | Target Date for Implementation | Current Status(as of September 30, 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 | Item retargeted to 2021 Q2 | |
| 159 | Develop a procedure around the use of the VMSin accordance with the Purchasing By-Law 93-2012. | City Solicitor | Purchasing Department | Service Provider andOutsourced ServicesGovernance and Management | PwC | August 8, 2017 | 2018 Q2 | Item retargeted to 2021 Q1 | |
| 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 | |
| 200 | Enhance annual training planning and documentation for monitoring | City Solicitor | Chief Training Officer | Fire Rescue Compliance | PwC | August 27, 2018 | 2020 Q2 | Item retargeted to 2021Q2 | |
| 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 |