Staff Report #2
January 26, 2022
To All Commissioners
Re: Commission Work Programs – 2021 (status) and 2022 (draft)
Recommendation
The Commission APPROVE IN PRINCIPLE the direction of the Draft 2022 Work Program as set out in Enclosure I.
Background
Enclosure II provides a final status of the 2021 Work Program. A number of items on the program were deferred or delayed as the result of the pandemic and related resource issues. As indicated in the enclosure, these programs have been carried forward onto the 2022 Work Program.
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. The Draft 2022 Work Program is set out in Enclosure I.
The Program is considered a best-case scenario, noting the extent to which the COVID-19 pandemic continues to impact operations and employee resource availability will impact the number of projects on the plan that can be completed. Given the uncertainties associated with the impacts of the pandemic, the report recommendation calls for the approval in principle of the direction of the plan. Based on the experience over the past two years operating during the pandemic, it is very likely that the Work Program will be altered as the year progresses. Administration will continue to provide quarterly updates, and will prioritize Work Program items to ensure that all mandatory and high priority items are completed as close to the planned timelines as possible.
The following provides an overview of the new projects included on the 2022 Work Program.
2.2 – Alternative Service Delivery Implementation Plan
This initiative began in 2021 and has been expanded in 2022 to include the required next steps. In 2022 this initiative will see the award of a contract for the on-demand service that will serve the Innovation Park industrial area, the determination of the service provider for the area, and the launch of service to the area. This initial launch of on-demand service will be utilized as a model going forward as new areas of the City are targeted for on-demand services.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Integrated, Affordable Mobility | Moderate | High |
3.6 – Zero Emission Bus Implementation Strategy
This initiative follows the Commission direction to undertake the development of an implementation plan for the conversion of the London Transit conventional transit service fleet, including timing, costs and charging infrastructure requirements and related impacts on LTC facilities. The program has been expanded in 2022 to include the next steps involved with moving the program forward. The final Bus Implementation Strategy Report is scheduled to be tabled with the Commission in April. A second piece of this initiative, which is running parallel to the completion of the strategy report is the ongoing discussion with respect to participation in the CUTRIC Joint Procurement Initiative for the supply and delivery of both zero emission buses and the supporting charging infrastructure as a turn-key contract.
The final item that has been added under this initiative for 2022 is the establishment of a team that will lead the implementation of Zero Emission Bus Technology at London Transit. Administration has already initiated a review of best practices in place at other transit systems that are further along with implementation in an effort to understand the level of resources that will be required to ensure a smooth roll-out. This work will be imperative in 2022 as the resulting requirements will have an impact on operating budgets going forward.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Integrated, Affordable Mobility | Moderate | High |
4.7 – Analysis of MagnusCards Usage and Impacts
This initiative follows the implementation of MagnusCards in 2021. Part of the contractual arrangement with MagnusCards provides for annual tracking and reporting of downloads and usage, which will be assessed to provide a better understanding of the usage rate of the app specific to London Transit, and where future promotional efforts should be targeted to increase usage.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Integrated, Affordable Mobility | Low | Medium |
6.12 – Assessment of COVID Impacts on Employee Benefits Programs
The impacts of COVID on employee absenteeism have been significant, and many of those absences are subject to the employer’s short-term disability program. In addition, many employees who have been off work for issues unrelated to COVID may have had rehab or required surgeries delayed due to the impacts COVID has had on the health care system, resulting in leaves being extended, some of which have moved into the employer’s long-term disability benefits. As part of the annual benefits renewal program, an assessment will be undertaken with respect to the impacts COVID will have on the renewal premiums associated with the employee benefits program. The nature and extent of the impacts will be utilized to determine the best path forward with respect to the program including determining the most appropriate time to go to market.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Engaged, Diverse, Respectful
Workplace |
Moderate | High |
6.13 – Assess & Implement Recruitment Strategies to Re-establish Required Employee Complement
Throughout the pandemic period recruitment has proven to be difficult for varying reasons, all of which have resulted in employee complement falling short of what is required in a number of areas, primarily in the category of bus Operator. While the push to recruit, which began in April of 2021, has continued to be successful at filling classes of six approximately every six weeks, trends in the industry specifically, and in the global market generally are indicating that recruitment will become increasingly difficult. In preparation for this potential, this initiative will see an assessment of best practices that may be utilized going forward should recruitment become problematic.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Engaged, Diverse, Respectful
Workplace |
Moderate | High |
8.1 – 2023-2026 Business Plan Development
Consistent with the Commission’s established practice, the next four year Business Plan, covering the period 2023 through 2026 is scheduled to be developed in 2022. This process includes a review of progress made on the previous Business Plan, stakeholder feedback, ensuring consistency with other partner plans (i.e. London Transportation Master Plan, The London Plan, etc.). An additional consideration that will be included as part of this Plan development will be the impacts of the pandemic on ridership, and expectations as to how and when riders will migrate back to transit. The draft 2023-2026 Business Plan will be shared with the Commission in the fall of 2022 in order to gather insight that can be shared with the next Commission who will ultimately approve the plan.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Fiscal Accountability | High | High |
11.2 Navigate the Pandemic Response Plan
In early 2020, in response to the declaration of a global pandemic, administration prepared a Pandemic Response Plan that is intended to be iterative in nature, noting the cycle of the plan includes revisiting past procedures and protocols that were implemented in response to pandemic-related issues. This approach has proven to be very effective in providing a roadmap for the organization to navigate through each of the pandemic waves over the past 22 months. Given the current wave of the pandemic is ongoing, this process will be continued to be utilized throughout 2022.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Open, Transparent & Understood | Moderate | High |
11.3 Advocacy for Ongoing Funding Support for Pandemic-Related Impacts
Given the pandemic continues to impact daily operations in a number of ways, it is anticipated that ongoing funding support will be required from the Provincial and Federal governments in order to ensure that the transit system continues to operate at a level to support the need in the community. Through participation with the Ontario Public Transit Association (OPTA) and the Canadian Urban Transit Association (CUTA), administration will continue to advocate for ongoing funding support.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Open, Transparent & Understood | Low | High |
12.12 Ceridian Payroll System Upgrade
This upgrade to the newest offering from Ceridian for payroll processing was undertaken in late 2021, with the final cutover to the new system taking place in the next-to-last pay period of the year. This transition was not included on the 2021 Work Program, however was prioritized given the impending deadline for upgrade in 2022 coupled with resource availability late in the year. The timing of this transition will also simplify the year-end process given it was undertaken right at the end of 2021. The next phase of the implementation is to move away from paper pay stubs to the online employee portal, where employees can access pay records and annual T4s.
| Strategic Outcome | LTC Resource Requirements | Priority for 2022 |
| Effectively Utilized Infrastructure | Moderate | High |
Enclosures
II – 2021 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
Concurred in by:
Kelly S. Paleczny, General Manager