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#	Recommendation	Management Response	Est Comp Date	Status Updates (In Progress; Pending; Complete; Requires Resolution)
1	That Management develop materials for Council that will address the current gaps in information in order to more clearly define and differentiate P3s from traditional procurement	Management agrees with this recommendation. With the assistance of staff from the Canadian Council for Public-Private Partnerships, staff will prepare as part of a P3 Policy for Council’s adoption in Q2 2007 an information package on the continuum of P3 procurement options, as compared to the traditional municipal procurement approach. This information package will provide best practice examples of the pros and cons of the various options, and how these options maybe applicable at the City.	Q2 2007	December 2009: In Progress. A report with respect to P3 Policy and Procedures will be presented to Corporate Services and Economic Development Committee and Council for consideration in Q3 2010. June 2009: It was staff's intention to present this policy in Q2 2009; however, due to time-sensitive priority projects (stadium proposals, Carp) and significant organizational change, the target for completion is now Q3 2009. December 2008: It was staff's intention to present this policy in Q4 2008; however, due to a heavy workload and the delay in hiring the Manager of Strategic Projects as a result of the corporate-wide hiring freeze, staff are now targeting Q2 2009 for completion.
2	That Management refresh the overall strategic plan (or road map) for the continued use of P3s including an indication of where the City intends to operate in terms of the maturity models/continuums described above.	Management agrees with this recommendation. New knowledge has been gained in developing the various P3’s projects that have been completed to date. Practical lessons have been learned from the operational experiences of these projects, and the City now has better insight into the value and consequences of risk sharing with the private sector. By the end Q2 in 2007, staff will bring forward a report to Council refreshing the road map for the continued use of P3’s identifying where the City intends on operating in terms of the procurement options and risk distribution with the private sector. This report will be in the form of a P3 Policy, which together with a procedural manual is currently under development.	Q2 2007	December 2009: In Progress. A report with respect to P3 Policy and Procedures will be presented to Corporate Services and Economic Development Committee and Council for consideration in Q3 2010. June 2009: It was staff's intention to present this policy in Q2 2009; however, due to time-sensitive priority projects (stadium proposals, Carp) and significant organizational change, the target for completion is now Q3 2009. December 2008: It was staff's intention to present this policy in Q4 2008; however, due to a heavy workload and the delay in hiring the Manager of Strategic Projects as a result of the corporate-wide hiring freeze, staff are now targeting Q2 2009 for completion.
3	That Management develop a monitoring and reporting mechanism that would enable it to provide Council with feedback on the status of previously approved P3 initiatives.	Management agrees with this recommendation. A yearly report will be provided to Council explaining the financial and operating status of each P3 project. Operational and programming performance will be benchmarked against what was requested and what was received from the proponent through the City’s procurement process.	Q4 2007	December 2009: In Progress. The first set of annual reports will be included with the staff report when it is presented in Q3 2010. Per the City Manager's direction at the September 22, 2008 Council Audit Work Group meeting, the various Project Managers in the City Operation's department will be responsible for this reporting and it will be completed annually. June 2009: The first set of annual reports will be included with the staff report when it is presented in Q3 2009. Per the City Manager's direction at the September 22, 2008 Council Audit Work Group meeting, the various Project Managers in the City Operation's department will be responsible for this reporting and it will be completed annually. December 2008: Per the City Manager's direction at the September 22, 2008 Council Audit Work Group meeting, the various P3 Project Managers in the City Operation's department will be responsible for this reporting and are to undertake this work in 2009.
4 4	That Management clarify with Council the required components for P3 business cases and develop a template to ensure business cases adequately address all desired elements.	Management agrees with this recommendation. The components for P3 business cases and a corresponding template will be included as part of the P3 policy and procedural manual identified in the management response to Recommendation 2.	Q2 2007	December 2009: In Progress. A report with respect to P3 Policy and Procedures will be presented to Corporate Services and Economic Development Committee and Council for consideration in Q3 2010. June 2009: It was staff's intention to present this policy in Q2 2009; however, due to time-sensitive priority projects (stadium proposals, Carp) and significant organizational change, the target for completion is now Q3 2009. December 2008: It was staff's intention to present this policy in Q4 2008; however, due to a heavy workload and the delay in hiring the Manager of Strategic Projects as a result of the corporate-wide hiring freeze, staff are now targeting Q2 2009.
7	That Management enhance processes and clarify accountabilities related to the proactive identification and monitoring of deviations from financial plans and inform Council of these deviations when appropriate.	Management agrees with this recommendation. The P3 policy and procedure manual will clearly identify accountabilities related to deviations from financial plans and other elements of the agreement, and Council will be informed accordingly. Staff will develop a greater reporting system in our legal agreements and in our escalation process, which will take into account the severity, the frequency and the impact on the City. Such a reporting system and any necessary templates can then be incorporated into the actual agreement between the City and the private partner.	Q2 2007	December 2009: In Progress. A report with respect to P3 Policy and Procedures will be presented to Corporate Services and Economic Development Committee and Council for consideration in Q3 2010. June 2009: It was staff's intention to present this policy in Q2 2009; however, due to time-sensitive priority projects (stadium proposals, Carp) and significant organizational change, the target for completion is now Q3 2009. December 2008: It was staff's intention to present this policy in Q4 2008; however, due to a heavy workload and the delay in hiring the Manager of Strategic Projects as a result of the corporate-wide hiring freeze, staff are now targeting Q2 2009.
9 9	That Management develop a process to periodically assess and monitor overall compliance with agreements including: a) Defining possible indicators of future issues and action plans; b) Defining roles and responsibilities in the event of defaults or breaches under one or more agreements; and c) Informing Council of these of defaults or breaches when appropriate.	Management agrees with this recommendation. The P3 Policy and procedure manual will incorporate a process to periodically assess and monitor overall compliance with agreements.	Q3 2007	December 2009: In Progress. The P3 policy includes a process for monitoring P3 projects. The policy will be presented to Committee and Council in Q3 2010. Once the policy is approved, the monitoring reports are expected to be completed annually. Per the City Manager's direction at the September 22, 2008 Council Audit Work Group meeting, the various Project Managers in the City Operation's department will be responsible for this reporting and undertaking this work. June 2009: The P3 policy includes a process for monitoring P3 projects. The policy will be presented to Committee and Council in Q3 2009. Once the policy is approved, the monitoring reports are expected to be completed annually. Per the City Manager's direction at the September 22, 2008 Council Audit Work Group meeting, the various Project Managers in the City Operation's department will be responsible for this reporting and are undertaking this work. December 2008: The P3 policy includes a process for monitoring P3 projects. The policy will be presented to Committee and Council in Q2 2009. Once the policy is approved, the monitoring report is expected by Q4 2009. Per the City Manager's direction at the September 22, 2008 Council Audit Work Group meeting, the various P3 Project Managers in the City Operation's department will be responsible for this reporting and are to undertake this work in 2009.
10	That Management enhance the clarity of overall accountability for P3 initiatives through the various phases of the facility’s lifecycle, including the specific roles and authorities of the P3 Office, RPAM, and Client Departments.	Management agrees with this recommendation. In the proposed P3 Policy and Procedural Manual, all roles and accountabilities throughout the operational phase of the P3 initiatives will be clarified. Current P3 projects will be incorporated into RPAM’s system for life cycle monitoring.	Q2 2007	December 2009: In Progress. A report with respect to P3 Policy and Procedures will be presented to CSEDC and Council for consideration in Q3 2010. June 2009: It was staff's intention to present this policy in Q2 2009; however, due to time-sensitive priority projects (stadium proposals, Carp), the Acting Director Assignment and a shortage of staff, staff are now targeting Q3 2009. December 2008: It was staff's intention to present this policy in Q4 2008; however, due to a heavy workload and the delay in hiring the Manager of Strategic Projects as a result of the corporate-wide hiring freeze, staff are now targeting Q2 2009.