Staff Report #7
May 9, 2025
To All Commissioners
Re: 2025 Work Program – Conventional Operations – First Quarter Update
Recommendation
The report be NOTED and FILED.
Background
The following report is provided as an update on significant projects as set out in the 2025 Work Program that were scheduled to commence and/or be completed in the first quarter, with the lead on same being the primary responsibility of the Operations department.
3.4 Monitoring and Reporting of On-time Performance
While the monitoring of on-time performance was placed on hold during the pandemic period, the practice was resumed in 2024. On-time performance continues to be one of the highest ranked priorities by customers in the annual Voice of the Customer surveys, and while road construction and related detours can have a negative impact on performance, there are steps that can be taken to mitigate some issues once identified.
On a bi-weekly basis, on-time performance data is reviewed by the Operations team with support from IT. The data review results in the team identifying routes, runs and specific places on routes where the schedules appear to either have too much or too little time in them making it difficult for the Operator to have success in maintaining adherence. This information is shared with the Planning department to identify possible adjustments to schedules that can be implemented to address concerns. If adjustments can be made that do not require additional service hours, they are built into the schedules being prepared for the next sign-up period. If the adjustments require additional service hours, they are added to the list of considerations for the next annual service planning process.
In addition to the regular data monitoring, customer contacts relating to on-time performance are also monitored and followed up on. A similar process is followed with respect to contacts, noting should the concern appear to be isolated to a specific Operator, follow-up will occur directly.
The thresholds utilized for on-time performance reports are anything running more than five minutes later than the scheduled time and anything running earlier than the scheduled time. An overall industry goal for on-time performance for 90%. Based on these parameters, the on-time performance through the first quarter for the conventional service was 72%. Overall performance continues to be hampered by the difficulties experienced with ongoing construction throughout the city and our inability to add resources to address issues as the result of resource limitations (buses and employees).
5.4 Expect Respect Program
The London Transit Mutual Respect Policy states that all customers of the services and others that are in contact with the LTC and its employees in the course of business/work are in turn expected to be respectful of employees and of other customers of the service. The Expect Respect Program was established to raise awareness of this policy to both London Transit employees and customers of the expectations of respectful interactions between all parties; whether that be employee to employee; employee to customer or customer to customer.
The initial element of the program was to provide enhanced training for London Transit employees. Programs for all front-line employees were enhanced to ensure more focus is dedicated to the expectations of respectful dialogue between employees and rolled out across the organization. Additionally, the management group participated in a training program focused on this in 2023.
Customer frustrations with the service are often taken out on front-line employees, in many cases, in a manner which is unacceptable. In an effort to clearly establish the expectations of everyone delivering or utilizing London Transit services, a two-pronged communications campaign was created which focusses on London Transit’s expectations of a respectful workplace.
The campaign element directed at London Transit riders includes an internal bus card that is double wide, which has been installed on every bus in the fleet as well as all of the vehicles utilized by Voyago for the delivery of the specialized service. An image of the bus card is set out below.
External Messaging – Bus Cards
In addition to the internal bus cards, signage in LTC public spaces, website and social media posts have been utilized to share the campaign.
The second element of the campaign focuses on LTC employees and internal communication. The following image depicts the posters that have been placed on bulletin boards and internal screens.
Internal Messaging – Bulletin Boards/Screens
Both elements of the campaign were rolled out November 1, 2024 and messaging relating to the program continues.
The primary goal of this campaign is to reduce the incidents of Violence in the Workplace going forward. The impact of this program will be measured as part of the 2025 annual review reports by comparing the rates and types of incidents to previous years.
10.10 Process Review – Motor Vehicle Accident Program
As set out in Staff Report #5 dated February 26, 2025, the number of preventable accidents continues to be an area of focus for the Operations team. A review of the program is underway to identify opportunities to help reduce the overall number of preventable accidents by enhancing training. One step already underway was the identification of high-risk behaviours from Operators, including the number of preventable collisions, or traffic violations that include red light cameras and Automatic Speed Enforcement cameras or customer contacts related to the safe operation of the bus. A one-day training program was developed and put in place to address these high-risk behaviours. To date 76 Operators have completed the training. There will be an ongoing review of the MVAP throughout 2025, this training represents the first step in that review.
Recommended by:
David Butler, Manager, Operations Administration
Concurred in by:
Kelly S. Paleczny, General Manager