Staff Report #3
January 29, 2025
To All Commissioners
Re: Commission Work Programs – 2024 (status) and 2025 (draft)
Recommendation
The Commission APPROVE IN PRINCIPLE the direction of the Draft 2025 Work Program as set out in Enclosure I.
Background
The Annual Work Program identifies the major activities/programs that require significant resource commitment and/or are considered critical to the development, growth and/or direction of London Transit as a business. The work program defines timelines and resources (both internal and external) for the various initiatives.
Enclosure II provides a final status of the 2024 Work Program. Quarterly updates are provided to the Commission with respect to each department’s planned activities and progress on initiatives set out in the Work Program. Programs that included specific reports are referenced in the enclosure. All initiatives that were scheduled to be completed in 2024 were, noting a number of initiatives were scheduled to cover multiple years, and have been carried forward to 2025 accordingly. Initiatives that are annual in nature are referenced as “completed for 2024” noting they have also been included on the Draft 2025 Work Program.
The 2025 Draft Work Program (see Enclosure I) currently includes initiatives that are mandatory, ongoing in nature, or new as the result of initiatives included in the 2024-2027 Business Plan and supporting Five Year Service Plans for conventional and specialized services. In addition, a number of items on the 2025 Draft Work Program are the result of actions taken by Municipal Council.
The new initiatives included in the Draft 2025 Work Program are significant both in number and scope, and may not all be able to be completed within existing complement. As such, each of these initiatives is discussed in greater detail below including reference to the LTC resource requirements to complete the initiative and the priority for the initiative as assessed by administration. Should the Commission approve the 2025 Work Program as drafted, the initiatives designated as medium and low priority will not be undertaken unless it is determined that adequate resources are available. Commentary on the status of these initiatives will be included in the quarterly work program update reports.
2.2 – Request for Proposal – Specialized Service Provider
Contracts for the delivery of specialized services (vehicles and drivers) have historically been issued for a seven-year term (five-year initial with an optional two-year renewal), noting the average useful life of a lift-equipped vehicle is seven years and the contract requires the purchase of new vehicles. This approach allows the bidder to build the capital costs of the vehicles into the hourly rate over their useful life. At the August 21, 2024 meeting, the Commission approved a two-year extension to the current contract, which will expire in July 2027. Given the time required to procure and equip vehicles, a new request for proposal will need to be issued and awarded in 2025 to ensure a smooth transition to the new contract in 2027. The Accessible Public Transit Service Advisory Committee (APTSAC) and Commission will be consulted on elements that should be considered as part of the next contract, which will be built into the specifications included in the request for proposal as applicable.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Customer Focused | Moderate | High |
2.3 – On Demand Service Pilot
The Five-Year Conventional Transit Service Plan calls for the introduction of on-demand services to difficult to serve areas of the city beginning in 2026. In order to meet that deadline, work must be undertaken in 2025 to establish the manner in which the service will be delivered and subsequently issue and award any required requests for proposal in 2025. Given the significant number of initiatives in the 2025 Work Program, this work will be undertaken in cooperation with consultants who will consider the various service delivery methods in place across the country and identify the pros and cons of each for London’s scenario.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Customer Focused | Moderate | High |
3.5 – City of London – London Transit Review
As set out in Staff Report #11 dated January 29, 2025, civic administration has determined the next steps required to satisfy council direction with respect to a review of London Transit. While the council report speaks to the need to have London Transit staff participate in the process, the nature and extent of participation is unclear at this time. Given this initiative is responding to council direction, it is identified as a high priority. Depending on the nature and extent of LTC administration resources required for this initiative, other high priority initiatives may not be able to be undertaken and/or completed within proposed timelines. Updates on this initiative and potential impacts on the 2025 Work Program will be provided as they become available.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Customer Focused | Unknown | High |
4.4 – 2026-2030 Accessibility Plan
The Accessibility for Ontarians with Disabilities Act (AODA) requires public sector organizations to approve and publish a five-year accessibility plan. The current LTC Accessibility Plan covers the period 2020-2025 and as such, a new plan needs to be established and approved by the Commission for the period 2026-2030. While some of the work associated with identifying projects to be included in the next plan was undertaken through the development of the 2024-2027 Business Plan and supporting Five-Year Service Plans for the conventional and specialized services, further consultation with the Accessible Public Transit Service Advisory Committee (APTSAC) will need to take place to prioritize the various initiatives.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Customer Focused | Moderate | High |
4.5 – Bus Stop Identification for Visually Impaired
Through the review of multi-use stops and related policies and procedures established to ensure that visually impaired customers were able to connect with the proper bus, the issue of system-wide bus stop identification was identified. This initiative would seek to identify various methods of delineating bus stop locations for visually impaired customers. This work is being included in the 2025 work program to ensure that solutions can be incorporated into the rapid transit stops prior to the service being implemented. This work may involve the use of a consultant dependant on workload and resource availability, and will also include consultation with APTSAC.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Customer Focused | Moderate | High |
4.6 – Review of Specialized Service Policies and Procedures
As part of the Five-Year Service Plan development, a number of specialized transit policies were identified for possible review and/or update (eg. booking window, eligibility, travel training). A review of the policies and procedures relating to the delivery of the specialized service will begin in 2025, subsequent to completion of the implementation of the new booking/scheduling system. This assessment will identify areas of potential change and proposed timelines associated with each, noting that each of the identified policy review items could result in a significant change for riders and implementation will need to be carefully planned to mitigate any negative customer experience to the extent possible.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Customer Focused | Moderate | High |
4.7 – Review of Website Options
In 2024, a number of modifications were made to the corporate website to ensure compliance with AODA requirements. At the time, the potential requirement for future updates was identified in order to ensure ongoing compliance. This review will identify any additional updates required for the website as well as any recommended updates to policies and procedures associated with maintaining the site and ensuring ongoing accessibility.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Customer Focused | Moderate | Medium |
6.9 – Review of Employee Recognition Ceremony Options
Over the past number of years, the number of employees being recognized at the annual Employee Recognition Ceremony have declined due in large part to the nature of the current workforce (fewer employees reaching years of service milestones). This initiative will review projections for upcoming events, and identify alternative options for the ceremony that will maintain the objective of the event. The 2025 Employee Recognition Ceremony will proceed in the spring consistent with past practice, any recommendations for change would be implemented for the 2026 ceremony.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Employee Focused | Low | Medium |
7.11 – Facility Valuation for Insurance Renewal
During the 2024 general insurance renewal, insurers identified the need for an updated facility valuation for both the Highbury and Wonderland facilities, noting these valuations are the basis for coverage levels and resulting premiums. This work will be undertaken by a third-party who specializes in valuations, and will need to be completed in advance of the June 2025 renewal.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Financial Accountability | Low | High |
7.12 – Secondary Student Bus Pass Pilot Program
As set out in Staff Report #6, dated January 29, 2025, the Secondary Student Bus Pass Pilot Program is set to launch in September 2025. In addition to the required software adjustments to the smart card system in order to allow ridership reporting for this specific group, custom reporting will need to be set up in order to provide the City of London and the Thames Valley District School Board with monthly usage reporting. Subject to the finalization of the manner in which the transit usage will be billed to the City of London, additional reporting work may be required. In addition, LTC administration will order the required media to interact with the smart card readers to record rides for this pilot program. It is anticipated that the final program memorandum of understanding between London Transit, City of London and Thames Valley District School Board will be approved by municipal council by April 2025, subsequent to which work will begin on these initiatives.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Financial Accountability | Moderate | High |
8.5 – London Transit 150th Anniversary Celebration
May 24, 2025 is the 150th anniversary of the London Transit Commission. This initiative will be undertaken to identify plans for celebrating this event with all stakeholders including riders and LTC employees. Consideration will also be given to holding the annual LTC Day during the week of the anniversary.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Transparency | Moderate | Medium |
8.6 – Enhanced Marketing and Awareness of LTC Services
An initiative identified in the 2024-2027 Business Plan under the strategic objective of Transparency: Foster a culture of transparency, openness and mutual understanding, was to increase marketing activities intended to enhance awareness of LTC services. While no specific timeline was identified for this initiative in the Business Plan, it is being included on the 2025 Work Program as a low priority to provide the opportunity to begin the work should resources be available in 2025. Work undertaken in 2025 may be limited to planning for campaigns that will run in future years.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Transparency | Moderate | Low |
10.6 – Asset Management Plan Update
At the May 2024 meeting, the Commission approved an updated Asset Management Plan as required under new Provincial legislation. Additional work is required in order to continue to meet the legislative requirements, and administration will continue to work with civic administration to ensure compliance.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Moderate | High |
10.8 – Trapeze/FX Map Upgrade
Trapeze FX is the routing and scheduling software utilized for creating the bus schedules and providing data into the AVLC system. All routes are traced onto a base map which then is exported to both internal and external features of the AVLC (i.e. Realtime, OnRoute etc.). The Current map in the system is outdated and does not have all of the current streets within the city available on the map. With the approved Five Year Service Plan, there are new areas of the city where service is anticipated to be expanded into and as such an upgrade to the existing map is required in order to have new routing information available internally as well as to the public.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Low | High |
10.9 – Process Review – Specialized Service Roles and Responsibilities
The new scheduling/booking system for the specialized service will result in the need to adjust staff roles and responsibilities to ensure the system is being utilized to its fullest capacity. As an example, the ability for on-line booking requests will require staff to be allocated to processing those requests in a manner that is equitable to the requests being processed via telephone. Additionally, some automated features of the new system may free up staff time that can be allocated to different tasks. This review will be conducted post system implementation, once all of the issues have been addressed.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Moderate | High |
10.10 – Process Review – Motor Vehicle Accident Program
The need for this review was identified as the result of the increased number of preventable and non-preventable motor vehicle accidents experienced over the past several years, predominantly experienced by lower seniority Operators (less than five years). The review will examine the current minimum qualifications required to apply for a position, the interview process to ensure the interviewers obtain increased information on driving experiences, and the adequacy of the current training programs for new Operators. The review will include a comparative assessment of the various program elements against best practices within the industry.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Moderate | High |
10.11 – Smart Card System Changes re: Secondary Student Pass
As set out in Staff Report #6, dated January 29, 2025, in order to allow for ridership reporting on the group of students involved in this pilot program, a software change is required to the smart card system. Administration has obtained a quote from the vendor for this change, which has been quoted at $27,487 and will be forwarded to the City of London for inclusion in the overall cost of the program. Subsequent to confirmation of the Pilot Program by Municipal Council, administration will finalize a contract with the smart card vendor for the work.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Low | High |
10.12 – Smart Card On-Board Validator Upgrades
The on-board validators (OBV’s) for the smart card system have reached the end of their useful life, and the vendor has indicated that they will no longer be supported in 2026. As such, work has begun with respect to arranging for the replacement of OBV’s on the entire fleet. This replacement is included in the 2025 capital budget. Given the delays in receipt of 2024 and 2025 replacement buses impacting ability to ensure bus availability for service, this project will need to be timed such that it doesn’t further negatively impact bus availability.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Moderate | High |
10.15 – Highbury Facility Reconstruction Project
The transfer payment agreement between the City of London and the Province of Ontario with respect to this project is anticipated to be completed by the end of the first quarter 2025. As such, the initial phase of the project can begin. The initial phase will be the issuance of a request for proposal and subsequent contract award for the development of a detailed design for the replacement Highbury facility and the related tender document that will be issued for the construction of same. It is anticipated that the detailed design phase of the project will take approximately one year post contract award.
In addition, a Climate Lens Assessment will need to be completed as part of the detailed design in order to meet Federal funding guidelines. This will be included as part of the scope in the request for proposal.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Moderate | High |
10.16 – Climate Emergency Action Plan
At the January 21, 2025 meeting, Municipal Council approved the recommendation to request all agencies, boards and commissions to develop Climate Emergency Action Plans for submission to the City of London no later than May 2026. This initiative will require a wholesale update of the Zero Emission Fleet Implementation Plan given the significant changes in technology and updated data relating to performance of zero emission vehicles. This update was not contemplated in the 2025 operating budget as it was anticipated it would be undertaken post the Electric Bus Trial. In order to meet the May 2026 deadline, this work will need to begin in 2025. In addition to the fleet plan, a study assessing any actions that may be required with respect to facilities will also need to be undertaken.
| Strategic Outcome | LTC Resource Requirements | Priority for 2025 |
| Sustainability | Moderate | High |
Enclosures
II – 2024 Work Program – Final Status
Recommended by:
Mike Gregor, Director of Finance
Craig Morneau, Director of Fleet & Facilities
Joanne Galloway, Director of Human Resources
Katie Burns, Director of Planning
Shawn Wilson, Director of Operations
David Butler, Manager Operations Administration
Caroline Roy, Manager of Corporate Communications
Concurred in by:
Kelly S. Paleczny, General Manager