Staff Report #5
January 26, 2026
To All Commissioners
Re: Commission Work Programs – 2025 (status) and 2026 (draft)
Recommendation
The Commission:
- APPROVE IN PRINCIPLE the direction of the Draft 2026 Work Program as set out in Enclosure I; and
- CONFIRM an updated meeting calendar which removes the February, May and September meetings
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 2025 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 2025 were, noting a number of initiatives were scheduled to cover multiple years, and have been carried forward to 2026 accordingly. Initiatives that are annual in nature are referenced as “completed for 2025” noting they have also been included on the Draft 2026 Work Program.
The 2026 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, or those that are new as the result of Commission direction received in 2025.
The new initiatives included in the Draft 2026 Work Program are significant both in number and scope, and may not all be able to be completed within the 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. In some cases, initiatives have “TBD” indicated on the Enclosure for timelines, noting these will be scheduled as the required resources have been identified and acquired, whether through reallocation of duties or new hires. Commentary on the status of all initiatives on the Work Program will be provided via specific reports on the topic or through the quarterly update process. The Enclosure includes reference to when reports are expected to be tabled for each initiative (an “R” is indicated in the month that an update report on the initiative can be expected).
1.5 – Launch of Rapid Transit East Leg (Fall 2027)
The launch of the East Leg of the Rapid Transit corridor, currently planned for the fall of 2027, requires significant planning in 2026 in order to ensure all resources are in place for the planned implementation. As set out in Staff Report #7, dated January 26, 2026, the order for the rapid transit buses required for the East Leg will be placed subsequent to council approval, which is anticipated in March of 2026. A recruitment plan needs to be confirmed as it is estimated the launch of this service at a five minute frequency will require the addition of 30 bus Operators (on top of the annual projected 60-80 hires). As some of the rapid transit buses will be housed at the Wonderland facility, additional resources in the Fleet & Facilities department will also be required to provide for shifts covering seven days a week (currently buses at the Wonderland facility are allocated to service that does not operate on weekends and as such, the facility is not staffed on weekends). Finally, schedules need to be created for the rapid transit route, and incorporated into the Operator sign-up process for launch.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Customer Focused | Moderate | LTC Planning, Operations, Fleet and HR |
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. As set out in Enclosure II, the work required to be undertaken to establish the manner in which the service will be delivered and subsequently implemented was scheduled to occur in 2025, however was deferred given competing resource issues. Given the significant number of initiatives in the 2026 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 | Resource Requirements | Resource Allocation |
| Customer Focused | Moderate | 3rd Party Consultants |
3.2 – Review of Alternate Fare Payment Methods
This initiative is intended to identify options for methods of fare payment in addition to the Smart Card, including consideration of debit/credit tap and app-based payments. As a first step, an industry scan will be undertaken to determine best practices and recommended solutions that have proven to be effective at other transit properties. This scan will include possible options as well as the estimated costs associated with the implementation of each. Final recommendations will be presented to the Commission for consideration and inclusion in a future capital budget. It should be noted that this initiative will be done in tandem with item 10.7 (Assessment of Options for Farebox Replacement), as the final decision will impact the functionality that will be required going forward on fareboxes.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Customer Focus | Moderate | 3rd Party – Consultant |
3.5 – Secondary Student Bus Pass Pilot
Subject to final Council approval for this program, a number of steps must be taken to ensure a launch for the Fall 2026 school year. The plan as currently drafted includes responsibility for LTC to update smart card readers to read the new media that will be utilized for this pilot program, procure the smart card media that will be issued to participating students, ensure that reporting mechanisms are in place to be able to track the ridership for this specific group, and provide training materials to the Thames Valley District School Board relating to expected behaviour while riding public transit which will be shared with all students participating in the program. In addition, administration will need to work directly with TVDSB and City of London representatives throughout the period leading up to the launch to ensure all parties remain on track.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Customer Focus | Low | LTC Staff |
6.10 – Preparation for Contract Negotiations
The current collective agreement with ATU 741 expires on March 31, 2027, and bargaining has historically commenced in the months preceding expiration. As such, focus in the first half of 2026 needs to be directed toward preparation for bargaining. A number of ongoing initiatives need to be assessed as to their impact on the collective agreement, including but not limited to the Zero Emission Bus Pilot, the launch of the Rapid Transit service, and the Highbury Facility Rebuild. This exercise requires input from all departments and will require allocated time for managers and directors in each area to ensure that preparations are completed prior to the onset of negotiations.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Employee Focused | High | LTC Mgmt – all departments |
8.5 – Review of Enhanced Communication Options
This initiative covers a number of elements, all of which were included in Commission direction from 2025, and all with the underlying intent of enhancing communications with LTC stakeholders. This project will span 2026, with the initial focus being directed toward the establishment of a corporate Instagram account and enhanced communication regarding customer feedback. As stated during deliberations on this direction, the work associated with managing an additional social media platform (Instagram) may require the addition/reallocation of resources.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Transparent | Moderate | LTC staff/new staff |
8.6 – Increase LTC Attendance at Community Events
The Commission provided direction in 2025 to Administration to undertake the required initiatives to increase LTC attendance at community events in the City. As has been previously communicated, the barrier to participation has been related to resource availability (both staff and buses). The first step in this process was to file an application with the Government of Canada for the Summer Student program, which was completed in December 2025. Subsequent to approval of this funding, recruitment can begin for two Transit Engagement & Events Assistants. These roles will support attendance at community events, noting existing LTC resources will also be required to attend in most cases. In addition to the recruitment, outreach will be undertaken with community programs to ensure event coordinators are aware that London Transit will be assessing opportunities to attend additional events in 2026.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Transparency | Moderate-High | LTC Staff, Summer Students |
9.3 – Establish a Customer Advisory Panel
In 2025, the Commission directed the establishment of a Customer Advisory Panel. This panel of LTC customers will be utilized as an additional source of feedback for service-related decisions. While a report is planned for the first quarter that will provide greater detail with respect to the terms of reference of the Panel and the manner in which feedback will be gathered. This initiative is anticipated to result in workload in 2026 associated with the establishment and maintenance of the Panel members and feedback processes which will require new/reallocated resources.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Transparency | Moderate | New Staff |
9.4 – Establish Partnership with App Provider
As set out in Staff Report #2 dated January 26, 2026, the Voice of the Customer survey results for 2025 indicate that while satisfaction with respect to real-time service information on the conventional service has improved, it is still not at a level that is satisfactory. During deliberations regarding the assessment of enhanced communication options, expanding the options for real-time information for riders was identified as an initiative.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Transparency | Moderate | LTC staff and 3rd party |
10.7 – Assess Options for Farebox Replacement
The model of fareboxes currently in use on the conventional transit fleet are no longer available from the manufacturer and as such, an alternative needs to be identified prior to any fleet expansion beyond the 2027 bus orders. These fareboxes have already been subject to a full rebuild a number of years ago in an effort to gain additional years of use while decisions with respect to fare payment options were under consideration. The current fareboxes provide for the collection and counting of both cash and ticket fares. The launch of the stored value functionality on smart cards was intended to eliminate the use of paper tickets, which would reduce the requirements of a future farebox option to cash only. As discussed earlier in this report, this assessment will be undertaken in coordination with the assessment of alternative fare payment options, noting the ultimate required functionality of the farebox will be dependent upon the additional fare payment methods that are identified for implementation going forward.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | Moderate | LTC Staff and 3rd Party Consultant |
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 began in 2025 with an assessment of the top categories of collision and options to consider that would reduce same. This review identified that clearance-related collisions were the top category, and that these incidents were occurring to a greater degree with newer Operators. The first recommendation that has been implemented is the addition of three days of in-service training to the New Operator Trainer Program. Collision data will be tracked in 2026 to determine whether the additional in-service training time has any impact on clearance-related collisions. This review is also aligned with the review of the Defensive Driving training modules included on the 2026 Health and Safety Work Program.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | Moderate | LTC Staff |
10.11 – Process Review – Conventional Transit Service Hour Budgeting
A key aspect of the Commission’s Business Plan priorities is the Process Review Management Program which identifies areas for review each year in an effort to ensure that the appropriate level of resources are being directed at organizational requirements. The new item for 2026 is the review of the current and longstanding process for the development of the service hours budget for the conventional service. This process has been prioritized given the current workload involved in the annual process and the potential for reductions of same given advances in technology and the ability to better mine and share data between platforms.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | Low | LTC Staff |
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 are scheduled to be replaced in 2026. While the majority of the work associated with this program rests with the equipment provider, administration will be required to undertake detailed testing of equipment prior to granting approval for installation. The installation process must also be carefully planned so as not to result in any service disruptions which will require the process to be scheduled overnight and/or on weekends. This process will need to be timed such that it doesn’t conflict with the arrival of the 2026 replacement and expansion buses, as the combination of both occurring at the same time will place significant strain on bus availability.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | Moderate | LTC Staff and 3rd party |
10.13 – Review Replacement Options for Financial System
During the preparation of the 2024-2027 Business Plan, the software platforms in use across the organization were reviewed to identify those which require upgrades and/or replacement. The identified requirements were spread over the four year period given the nature and complexity of each. The current financial system has been identified as requiring replacement, and the review to identify replacement options and a path forward was scheduled for 2026. This initiative is required, however there are a number of competing initiatives that will require the same resource team that are already underway, and as such, it is being categorized as “TBD” in the timelines on the Enclosure. Should Administration determine adequate time to undertake this initiative in 2026, it will be initiated and the appropriate information will be shared with the Commission through the quarterly update process.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | Moderate | LTC staff |
10.14 – Review Replacement Options for Human Resources Tracking System
Consistent with 10.13 above, the Human Resources Tracking System was also identified in the 2024-2027 Business Plan as software that requires replacement. Work was completed in 2025 to identify replacement options and path forward. Dayforce (current payroll software) was identified as a replacement, noting the system is currently in use for payroll processing, and the expansion of use for HR modules will provide for streamlining a number of the tracking processes which are currently spread across two systems. This initiative will require the same resource team members as other initiatives that are underway, and as such is being categorized as “TBD” in the timelines. Should Administration determine adequate time and resource availability to undertake this initiative in 2026, it will be initiated and the appropriate update information will be shared with the Commission through the quarterly update process.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | Moderate | LTC Staff and 3rd party |
10.15 – Zero Emission Bus Implementation
2026 will see the close of the joint procurement that calls for the supply and installation of electric buses and related charging infrastructure consistent with the Zero-Emission Bus Pilot program. It is anticipated that a recommendation will be tabled with the Commission regarding the purchase in the second quarter of 2026. The report will also identify a source of funding for the project noting that currently only 50% of the estimated project cost funding is confirmed (City of London funding). Subsequent to eventual contract finalization, a second RFP will be issued for the retrofit work that is required at the Wonderland facility in advance of the buses and charging infrastructure arriving.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | Moderate | LTC Staff and New Position |
10.16 – Highbury Facility Reconstruction
The initial phase of this initiative got underway in 2025 with the issuance of a two-stage process beginning with a Request for Qualification. Subsequent to the completion of the first stage, a short-list of proponents will advance to the second stage which will require response to a request for proposal for a Prime Consultant which will be responsible for development of a detailed design for the replacement of the Highbury facility, a Climate Lens Assessment for the project, the related tender document that will be issued for the construction of same, and general oversight of the construction project as it advances. It is anticipated that the contract award will be tabled for consideration by the Commission in April. As indicated in the table, the workload associated with the oversight of this project once it gets underway is such that a new position will be required.
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | High | LTC – New Position |
10.17 – Climate Emergency Action Plan
At it’s 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 for consideration in the fall of each year. Given the current state of ongoing projects which will significantly impact this plan for LTC, Administration is proposing a very high level plan be prepared for 2026, and a more detailed Plan be scheduled to be prepared once the Zero-Emission Bus Pilot and Highbury Facility rebuild are underway and additional information is available with respect to the nature and timing of these projects.
Should the Commission prefer to have Administration complete a fully-costed Climate Emergency Action Plan, 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 the performance of zero emission vehicles. This initiative will require the work of a consultant, and funding for this initiative has not been included in the 2026 operating budget. The table below indicates “TBD” for resource requirements as the ultimate path forward will impact this
| Strategic Outcome | Resource Requirements | Resource Allocation |
| Sustainability | TDB | LTC Staff and 3rd Party Consultant |
Commission Meeting Dates
Administration was requested to assess the Commission’s 2026 meeting calendar in conjunction with the preparation of the 2026 Work Program in an effort to identify opportunities to streamline the meeting calendar. Based on the 2026 Work Plan as drafted, Administration has identified that the meeting calendar could be amended as follows without impacts to timing for any required approvals within specific deadlines.
- Monday, January 26, 2026
- Monday, March 30, 2026
- Monday, April 27, 2026
- Monday, June 29, 2026
- Monday, July 27, 2026 – Meeting at the call of the Chair
- Monday, August 31, 2026
- Monday, October 19, 2026
Should the Commission approve this revised schedule, the corporate website will be updated.
Enclosures
II – 2025 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 – Specialized
David Butler, Director of Operations – Conventional
Caroline Roy, Manager of Corporate Communications
Concurred in by:
Kelly S. Paleczny, General Manager