Staff Report #11
October 27, 2025
To All Commissioners
Re: London Transit Commission Performance Review Process
Recommendation
That the report be RECEIVED for information.
Background
At the request of Commissioner Rahman, this report provides an overview of the process, format, and timing associated with the Annual Performance Review Process utilized for Management employees including the General Manager.
London Transit’s Performance Feedback and Planning Program
London Transit’s Performance Feedback and Planning Program supports all management and administrative staff, including the General Manager in carrying out their responsibilities, while ensuring goal alignment with broader corporate objectives, such as the Business Plan and the annual Work Programs. The program is comprised of three inter-related components discussed further below.
Leadership Review – an evaluation which includes assessment and commentary on eight key management competencies/skill groups as outlined in the Management Training Program provided to all Management employees during the onboarding process. The eight elements assessed are explained further below.
- Communication – listens to others, processes information, communicates effectively
- Leadership – instills trust, provides direction, delegates responsibility
- Adaptability – adjusts to circumstances, thinks creatively
- Relationship Building – builds personal relationships, facilitates team success
- Personal Task Management – works efficiently, works competently (technical skills)
- Production – takes action, achieves results
- Development of Others – cultivates individual talents, motivates successfully
- Personal Development – displays commitment, seeks improvement
Work Program and Process Management Assessment – an evaluation on key work program initiatives for which the individual being assessed was responsible for, or required to play a key role in. In addition to specific work program initiatives, assessment is also conducted on any process review management initiatives which were undertaken during the period of review in the area of responsibility for the individual being assessed.
Personal Development – includes reference to discussion during the evaluation meeting with respect to any training/education where specific programs or courses are requested by the individual being assessed or suggested by the assessor in response to concerns raised in the evaluation. Other programs that are not in response to identified concerns but rather considered as development opportunities would also be included in this section.
In November of each year, respective Directors and/or Managers complete a Performance Feedback and Planning evaluation on each of their direct reports giving consideration to each of the above elements. The following table outlines the responsibility for Performance Reviews throughout the organization.
| Title | Responsibility for Performance Reviews |
| General Manager | · All Directors
· other direct reports (Manager of Corporate Communications, Manager of Information Technology) |
| Managers | · All supervisors who directly report
· All administrative staff who directly report |
| Supervisors | · All administrative staff who directly report |
An inherent aspect of the Performance Review Process is the expectation that any performance issues that arise are addressed with the employee in a timely manner and will include an agreed-upon approach to improving performance going forward. At no time should issues be tabled in an annual performance review that have not already been raised and/or discussed with the employee.
When completed, the performance review is shared with the employee in advance of a scheduled meeting to discuss same. This process allows the employee time to review and be prepared to discuss the review at the meeting. Subsequent to the meeting, the final report, including any commentary provided by the employee is signed off by both parties and forwarded to Human Resources for filing. Should any training/education recommendations be included in the final review document, it is the responsibility of the Manager to work with Human Resources to co-ordinate same.
A similar process is followed for all Administrative employees; however it is limited to feedback on core competencies required for the specific role noting Administrative employees are not responsible for oversight of Work Program or Process Review initiatives. These reviews are completed by the respective Manager/Supervisor in the same manner as set out above.
General Manager Review
As detailed in the Commission’s Roles, Responsibilities and Code of Conduct, which is reviewed at the orientation session for each new Commission, the following excerpt deals with the General Manager’s position.
The General Manager is accountable/responsible to the Commission for continuous growth and development of the corporation consistent with strategic goals, policy and program direction. As such, how the position is filled, performance assessed, etc. resides exclusively with the Commission.
The Commission’s roles and responsibilities includes specific reference to the evaluation of the General Manager’s performance as set out below.
Commission role and responsibilities
- k) appoint and evaluate the performance (annually) of the General Manager consistent with the role, responsibility and duties of the General Manager as defined by the Commission-approved position job description and delegated authority
The document goes further to specify specific duties of the Commission Chair with respect to liaising with and the annual performance evaluation of the General Manager as set out below.
Role of the Chair
- f) liaising with or through the General Manager on Commission business arising outside the scheduled meetings
- g) completing (in consultation with other Commission Members) the annual performance review of the General Manager, consistent with established policies, procedures and protocol
The procedure for the General Manager’s annual performance review was established concurrent with the Performance Management Feedback Program. It calls for the Commission Chair to gather feedback from all Commission members with respect to each element of the review as set out above.
The General Manager’s performance review process follows the same structured framework used for all management positions. This ensures consistency, fairness, and alignment with the organization’s leadership expectations. The following provides additional clarity around the manner in which the General Manager’s performance is assessed under each of the three aspects of the program.
- Leadership: Demonstrated through the General Manager’s ability to provide clear direction, foster trust, communicate effectively with both employees and the Commission, and promote a respectful and inclusive workplace culture. Leadership also encompasses visibility, stakeholder engagement, support to the Commission in its governance role, and the ability to guide the organization through operational and strategic change.
- Process Management: Focused on the continuous improvement of operational and administrative systems to ensure efficiency, compliance, and service excellence. For the General Manager, this includes oversight of departmental processes and ensuring that corporate objectives and Commission policies are implemented consistently and effectively.
- Work Program Management: Centred on achieving measurable progress against the annual Work Program and Business Plan priorities. The General Manager is accountable for ensuring that key initiatives are delivered on time, within budget, and to an expected standard of quality, while supporting collaboration and innovation across departments.
The annual performance review is conducted each November, coordinated by the Director of Human Resources and the Commission Chair as set out below.
- Survey Distribution: The Director of Human Resources prepares a draft survey which includes the opportunity for respondents to comment on each of the aforementioned aspects of the review. Specific questions relating to key Work Program initiatives are included in the survey, however respondents are also provided the opportunity to provide general commentary. The draft survey is shared with the Commission Chair to ensure it includes the areas of focus most important to the organization.
- Survey Completion: Once the survey has been finalized, the Commission Chair shares a link to the survey with each member of the Commission for completion by the end of November. In addition to the link for the survey, the email will include a copy of the Annual Work Program for reference while completing the survey. The Director of Human Resources monitors survey completion, and advises the Chair when all members of the Commission have responded.
- Compilation and Review: Once all anonymous surveys have been completed, the Director of Human Resources aggregates the results into one document and shares same with the Commission Chair. The Chair then determines whether further discussion among Commissioners is required prior to finalizing the document. Should further discussion be required, the Chair will advise the Commission Secretary and arrangements will be made for a confidential meeting.
- Review Meeting: Once the Commission has confirmed the final Performance Review document, the Chair shares the document with the General Manager in advance of a scheduled meeting to discuss same. A record of any issues raised during the review meeting is kept and included in the final document
- Recordkeeping: The final review document, including any commentary recorded during the review meeting is prepared and signed off by both the General Manager and the Commission Chair. This document is retained in Human Resources.
Recommended by:
Joanne Galloway, Director of Human Resources
Concurred in by:
Kelly S. Paleczny, General Manager