#	Recommendation	Management Response	Est Comp Date	Status Updates (In Progress; Pending; Complete; Requires Resolution)
1	That the City develop, for Council approval, standards and a related detailed performance measurement program by which their activities can be monitored and reported for Council and public review; and, recommend to Council clarifying policies to further direct the Division on traffic management priorities.	Management agrees with this recommendation. The Roads and Traffic Operations and Maintenance branch, in conjunction with the Operations, Engineering and Technical Support branch, is currently developing a performance measurement program for Traffic Operations, which will include a balanced scorecard. The reporting of performance measures through this program will begin by Q2 2010. Currently, Council is provided with reports specific to service standards, which detail response times to traffic signal and signage inquiries received through 3-1-1. Traffic Management priorities will be clarified through the current principles of the Transportation Master Plan and the Transportation System Management (TSM) module, both of which will be completed by Q4 2009.	Q4 2009	December 2009: In Progress. Lead – Public Works: Key performance measures for Traffic Operations have been captured in the overall Roads and Traffic Operations and Maintenance Balanced Scorecard which is produced on a monthly basis. This will be refined in 2010 as the Operations, Engineering and Technical Support Branch, in conjunction with Traffic Operations, work toward a more comprehensive performance measurement program consistent with the recommendation.
2	That the City prepare a five-year strategic plan with detailed direction for change and growth within each of the services areas they perform with the intent of rationalizing, optimizing or expanding their works in line with Council’s directives or to reduce expenditures.	Management agrees with this recommendation. The Roads and Traffic Management branch, in conjunction with the Traffic, Engineering and Technical Services Unit, is preparing a five-year plan that aligns with Council’s strategic directions. The five-year plan will be guided by the current principles of the Transportation Master Plan and the Transportation System Management (TSM) module. Council will be presented with the terms of reference, currently being developed, in Q4 2009	Q4 2009	December 2009: In Progress. Lead – Public Works: The information report, as part of Phase 1 of the Transportation Master Plan (TMP) update, was tabled at Transportation Committee on December 2, 2009. Phase 2 of the process, which will include the long-term strategic plan, is scheduled to be tabled in Q2 2011.
5 5	That the City review causal factors influencing the large number of individuals with high overtime costs, and investigate the best means of reducing overtime costs; and that such a review include the assessment of the creation of an after-hours crew (e.g., to cover the afternoon peak traffic period, etc.) to reduce overall overtime and call-out costs.	Management agrees with this recommendation. The Roads and Traffic Operations and Maintenance branch, in conjunction with Legal Services, Finance and Employee Services, is currently conducting a review of employee overtime and is taking steps to reduce overtime costs where possible. This review will be completed by Q3 2009. The new management team has implemented a monthly financial report for all functional areas in the new Public Works department, which monitors all program areas and tracks key expenditures, including overtime. The departmental senior management team reviews this report on a monthly basis.	Q3 2009	December 2009: In Progress. Lead – Public Works: The review of employee overtime is currently underway and will be completed by Q2 2010. Management continues to monitor and track overtime through the monthly financial report.
7	That the City ensure that on-call traffic signal staff hold all necessary certification, and ensure that adequate management oversight is in place to ensure that no individual be responsible for excessive amount of shift work.	Management agrees with this recommendation. A training matrix has been developed that tracks and flags training requirements for individual employees commensurate with their position. The Roads and Traffic Operations and Maintenance branch are reviewing the current certifications held by Traffic Signal staff, identifying any gaps, and will implement appropriate training by Q1 2010 in order to ensure that shift work requirements are balanced throughout the work unit.	Q1 2010	December 2009: In Progress. Lead – Public Works: The review of the current certification held by Traffic Signal staff is currently under review and is on track for completion by Q1 2010.
8	That the City immediately clarify the Employee Code of Conduct to provide that employees involved in moonlighting be prohibited from working as supervisor-subordinates (direct or indirect subordination) within a single department work unit at the City.	Management agrees with this recommendation. The Legal Services branch will be undertaking a significant review of the Employee Code of Conduct in order to clarify and consolidate various sections that have been noted in audit reports over the course of the past few months, including the “Outside Business Activity (Moonlighting)” provisions. The Legal Services branch will complete this review by the end of Q3 2009.	Q3 2009	December 2009: In Progress. Lead – Legal Services: The review of the Employee Code of Conduct including “Outside Business Activity“ (Moonlighting) provisions is currently underway with a view to presenting the revised Code to Committee/Council in early Q2 2010, following review by Executive Committee/SMC and consultation with staff associations.
9	That the City clarify the Employee Code of Conduct – Moonlighting through supporting procedures, systems, documents and forms to provide guidance to managers and supervisors in assessing whether moonlighting is appropriate.	Management agrees with this recommendation. Within the context of the aforementioned review, the Legal Services branch proposes to include a “Supplementary Questions and Answers” section to the “Outside Business Activity (Moonlighting)” section of the Employee Code of Conduct by the end of Q3 2009. (Similar guidance is already provided with respect to the Gifts, Entertainment and Hospitality Corporate policy, and is intended to provide managers and supervisors with practical examples to assist in outlining the City’s ethical requirements.) Legal Services will also reinforce the fact that any questions regarding the interruption or application of the Code, or other related advice or guidance, may be sought from the City Clerk and Solicitor.	Q3 2009	December 2009: In Progress. Lead – Legal Services: As part of the review of the Employee Code of Conduct, which is currently underway, supplementary questions and answers are being developed for the “Outside Business Activity” (Moonlighting) section. It is anticipated that the revised Code will be presented to Committee/Council in early Q2 2010, following review by Executive Committee/SMC and consultation with staff associations.
12 12	That the City identify work units whose work can be effectively conducted off-site from 175 Loretta or sub-contracted to the private sector as a means of relieving the pressures of core divisional activities and reduce the need for just-in-time materials supply and improved storage.	Management agrees with this recommendation. Currently, there are traffic sign and pavement marking crews operating off-site from 175 Loretta at three different roads and maintenance facilities throughout the City; however, by Q1 2010, the Roads and Traffic Operations branch will review opportunities for locating additional work units off-site and will explore further opportunities to contract out work unit activities within the parameters of the applicable collective agreements.	Q1 2010	December 2009: Pending. Lead – Public Works. The review of opportunities for locating additional work units off-site and contracting out work unit activities will commence at the beginning of Q1 2010.
13	That the Traffic Operations Division maintain a staff of highly qualified individuals to oversee and police contractual obligations for contract delivery of street lighting services.	Management agrees in principle with this recommendation. Lessons learned from the first five years of the street light maintenance contract will be incorporated into future discussions regarding the extension of that contract scheduled for Q3 2010. The future direction of this contract is being led by the General Manager of the Public Works department.	Q3 2010	December 2009: Pending. Lead – Public Works: A significant number of changes have been made to this area as a result of Phase III of the Corporate Realignment exercise. The Street Lighting Unit is staffed with electrical engineers, supervisory staff, as well as project coordinators. This group is now able to monitor contract staff, supervise and develop projects.
14	That the City undertake a full review of the current ‘do it ourselves’ procurement model, with a view to shifting the cost of research and development as well as material purchasing and handling to the private sector. More particularly, where continued procurement of locally developed technology is justified, it is recommended that the City initiate a process to introduce healthy private sector competition in the supply chain; and that a long range plan for traffic control signals control and communications be developed that reduces City of Ottawa risk by soliciting expertise from a broad base of traffic control experts and manufacturers.	Management agrees in principle with this recommendation; however, it is important to note that the decision to move towards a ‘do it ourselves’ model was based in large part on a lack of both a commitment from the private sector and the technical support needed to maintain and expand their products in a timely and cost-effective manner due to the relatively small niche market and the complications associated with bringing different technology processes together. Details and a full rationale are contained in the Transportation System Management (TSM) Working Paper, prepared for the former Region of Ottawa-Carleton’s Transportation Master Plan in 1997. The ‘do it ourselves’ approach is not unique to Ottawa: other cities, such as San Francisco, Los Angeles, New York City and Winnipeg, are using the same approach. However, Supply Management will work with Roads and Traffic Operations and Maintenance to undertake a full review of the current ‘do it ourselves’ procurement model by Q1 2010 with the objective of shifting the cost of research and development, as well as material purchasing and handling, to the private sector. A further objective will be to introduce healthy private sector competition in the supply chain, with the goal of safeguarding the City’s future ability to meet traffic operations technology needs and to achieve best value.	Q2 2010	December 2009: In Progress. Lead – RTOM: The review of the current ‘do it ourselves’ procurement model is underway and is on track for completion by the end of Q1 2010.
15 15	That the City develop a formal inventory of regulatory and non-regulatory roadway signage for all City roadways.	Management agrees in principle with this recommendation. Staff are currently developing a procedure for labeling and tracking newly-issued regulatory signs which will be completed by Q1 2010. In addition, the Roads and Traffic Operations and Maintenance branch will identify the financial impacts of, and timeframe associated with the development of a formal inventory system for all roadway signage by Q2 2010.	Q2 2010	December 2009: In Progress. Lead – Public Works: The development of a procedure for labelling and tracking newly-issued regulatory signs is currently on track for completion by Q1 2010.The identification of the financial impacts and timeframe associated with the development of a formal sign inventory will commence at the beginning of Q1 2010.
17	That the City report to Council on staffing levels required to meet current demand for all areas of activity directed by City Council approved policy, Provincial Legislation/Regulations and industry best practices, with an explanation of risks to the Corporation should Council decide to provide reduced staffing levels than required to meet minimum standards.	Management agrees with this recommendation. Council will be presented with a comprehensive report identifying budget and resource requirements in Q3 2010.	Q3 2010	December 2009: Pending. Lead – Public Works: Development of the Council report will commence at the beginning of Q1 2010.
18 18	That the City undertake a review of the procurement practices in place within the Traffic Operations Division in the areas of engineering services acquisition; traffic controllers hardware and software purchasing; and, materiel purchasing (in lieu of specifications development) to ensure that the City’s best interests are met and that the current practice does not expose the City to unreasonable additional costs or risk assignment.	Management agrees with this recommendation. Supply Management will work with Roads and Traffic Operations and Maintenance to develop a supply chain strategy by the end of Q1 2010 for the acquisition of engineering services, traffic controller hardware and software and associated materials with the goal of safeguarding the City’s future ability to meet traffic operations technology needs and to achieve best value. Staff will also work with Legal Services to ensure that any necessary changes are incorporated into the terms of the City’s standard contracts.	Q1 2010	December 2009: In Progress. Lead – Supply Management: Supply has communicated to Traffic Operations that specifications for traffic controller hardware and software be opened up for bidding by a wide spectrum of suppliers. To that end two recent tendering processes have included open specifications for traffic controller cabinets and traffic controller systems. Based on these results, two new suppliers have been contracted to supply traffic controller cabinets and traffic control processors respectively. The City now has more flexibility in its supplier base to furnish this very specific technology. This opening up of technical specifications also succeeded with LED Traffic and Pedestrian Signal Modules recently. Supply plans on continuing to work with Traffic Operations engineers to find ways of inducing more competition for traffic operations technology requirements. A strategy on how to procure engineering services is being developed.
19	That the City explore opportunities to derive profits from technologies sales and services derived from the development of existing and future technology and products developed through City of Ottawa research and development funding, and, in particular, products developed by Thompson Technologies, Luxcom, Multilek and/or Rogers Digital Communications while under contract to the City.	Management agrees with this recommendation. The Roads and Traffic Operations and Maintenance branch has asked IBM to examine the possibility of generating revenue from the use of the City’s intellectual property rights as part of the Corporate Efficiency Review, recognizing the legal limits of the City’s ability to generate profits and the practical difficulties associated with the management and marketing of the City’s intellectual property. IBM is expected to report on its findings by Q3 2009.	Q3 2009	December 2009: In Progress. Lead – Public Works IBM’s report will be presented as part of the 2010 budget process.
20	That the City develop a long range plan for the design and sourcing of traffic controller and communications equipment (through standard competitive processes) and that contracts with successful firms include a significantly reduced degree of risk for the City (e.g., private sector involvement in R&D funding; Public-Private Partnership, etc.), or, if technology is developed at the cost and risk of the City, that the ownership, application rights and proceeds of R&D is wholly owned by the municipal corporation, with the City maintaining detailed full specifications of all R&D products to allow for the City’s use in future competitive contracts.	Management agrees with this recommendation. Supply Management and Roads and Traffic Operations and Maintenance have taken significant steps to open up competitive bidding on traffic controllers in the past year. There are now two competing suppliers for traffic controllers. Supply Management will continue to work with Roads and Traffic Operations and Maintenance to develop a sourcing plan for the acquisition of traffic controllers and communication equipment by Q1 2010, with the goal of increasing competition in order to net more competitive pricing, properly allocate risks between the supplier and the City, and explore options for ownership of technology. Legal Services, in cooperation with Supply Management and Roads and Traffic Operations and Maintenance, will review the standard terms and conditions of contracts on an ongoing basis to ensure they fully protect the City’s intellectual property interests.	Q1 2010	December 2009: In Progress. Lead – Supply Management. As per the update to recommendation 7, Supply has communicated to Traffic Operations that specifications for traffic controller hardware and software be opened up for bidding by a wide spectrum of suppliers. To that end two recent tendering processes have included open specifications for traffic controller cabinets and traffic controller systems. Based on these results, two new suppliers have been contracted to supply traffic controller cabinets and traffic control processors respectively. The City now has more flexibility in its supplier base to furnish this very specific technology. This opening up of technical specifications also succeeded with LED Traffic and Pedestrian Signal Modules recently. Supply plans on continuing to work with Traffic Operations engineers to find ways of inducing more competition for traffic operations technology requirements