Staff Report #2 – Organizational Update

Staff Report #2

March 6, 2023

To All Commissioners

Re: Organizational Update


That the report be NOTED and FILED.


As compared to peer transit systems, London Transit has been considered to be lean on the administrative/management side of the organization chart for many years due in large part to the underlying goal of investing available budget to service given the desire to meet the needs of London’s transit riders. As service improvements grew at three times the historic rates on both the conventional and specialized services, and the organization continued to invest and rely more heavily on technology, the capacity of the existing administrative/management became strained. In response, a standing item was added to the Commission’s annual Work Program; Organizational Structure – Migration/Development. This item covers the manner in which the organization deals with vacancies and succession planning as well as how it plans to ensure adequate resources are in place to deliver the initiatives included in the annual work program.

In terms of dealing with vacancies, the long-standing practice includes a review of any position when it becomes vacant with a goal of determining whether the job description needs to be modified based on current organizational needs, and further, whether the vacancy needs to be filled. Overall organizational needs are reviewed annually, and in greater detail in advance of multi-year budget preparation to ensure adequate resources are included in future budgets to accommodate the approved plans and direction of the organization.

During the pandemic period, as non-attendance numbers increased, and team members from the administrative and management groups were absent, in some cases for extended periods, it quickly became evident that the organizational structure that was in place pre-pandemic was not robust enough to be able to absorb heightened rates and extended periods of absenteeism. Compounding this problem was the inability to onboard new employees for extended periods of time during pandemic-related lock-downs and restrictions. During this period, temporary resources were put in place where possible to help address the unmanageable workload; however, as set out in Staff Report #3, dated January 25, 2023, a number of the initiatives on the 2022 Work Program were not completed and had to be carried forward to the 2023 Work Program.

The work associated with getting the complement levels to where they need to be to support service growth coupled with the difficult labour market has placed continued significant pressure on a number of departments. In addition, the higher levels of non-attendance and shifting/re-assigning work to address same have resulted in gaps in other areas.

Early in 2023, administration undertook a review of each department in an effort to identify current and upcoming gaps in resources, and ensure appropriate complement levels to undertake all initiatives included in the approved 2023 Work Program within the stated timeframes. As part of the multi-year budget process, a similar review will be undertaken to cover the next four year period, the results of which will be incorporated into the multi-year budget forecasts which will be tabled for Commission approval at the August 2023 meeting. The remainder of the report provides an overview of the organizational changes that will be implemented in 2023, all within approved budget.

The following chart provides an overview of the top tier reporting level of the London Transit Commission, noting the General Manager reports to the Commission.

London Transit Commission Organizational Structure – 2023

Reporting to General Manager - Manager of Corporate Communications, Manager of Information Technology, Director of Finance, Director of Fleet & Facilities, Director of Operations, Director of Planning, Director of Human Resources and Special Projects

While the General Manager position is responsible for the oversight of all initiatives included on the Work Program, it is also designated as the lead on a number of key initiatives. For 2023, these initiatives include, but are not limited to the following:

  • Assessment and Implementation of Initiatives from the Ridership Growth Strategy;
  • Participation on the Mobility Master Plan Steering Committee;
  • Contract Negotiations;
  • Oversight of compliance with AODA legislation;
  • Provincial and Federal Advocacy;
  • Creation of 2023-2026 Business Plan and accompanying Performance Measures;
  • Oversight of the Annual Voice of the Customer surveys;
  • Completion of the 2022 Annual Report;
  • Oversight of the Zero Emission Bus (ZEB) Implementation; and
  • Oversight of the Highbury Facility Reconstruction Project

The two most significant projects from a resource perspective are the oversight of the ZEB Implementation and Highbury Facility Reconstruction projects. While these projects, for the most part remained in the planning stages through 2022, the work associated with keeping the projects on track was able to be managed within existing resources. Beginning in 2023, the work associated with continuing to move these projects forward is anticipated to increase significantly once funding approval has been secured for each of the initiatives. Both of these projects represent significant challenges relating to the continued operation of the organization, and as such, will require dedicated attention to ensure they remain on schedule and don’t negatively impact service delivery. The workloads and capacity of all direct reports was reviewed as part of the assessment process, and it has been confirmed that a new position will be required to manage the anticipated workload in 2023. This position has been identified in the unshaded box on the structure chart as “Special Projects” given the specific duties have not been finalized. This position will not be posted and filled until such time as funding has been approved for the two projects (anticipated mid 2023).

Looking forward to the next four year period, it is anticipated that each of these projects will require dedicated teams to keep them moving forward. The nature in which these resources will be procured (e.g. employees, consultants, etc.) will be subject of the upcoming review.

Corporate Communications

This Corporate Communications department is responsible for all internal and external corporate communications including that of Commission secretary, as well as customer service. A review of this area determined that current staffing levels are adequate to meet the anticipated demands in 2023.

The following chart depicts the structure of the Corporate Communications department for 2023.

Corporate Communications Department Structure – 2023

Reporting to Manager of Communications - Customer Service Reps and Communication Specialist

Information Technology

The Information Technology (IT) department is responsible for the oversight of all hardware and software systems utilized by the organization, and has been comprised of three positions for the past seven years notwithstanding the significant increase in reliance on technology in all areas of the organization. This has been possible due to the shared responsibility for software systems between the IT department and the department utilizing the software. The IT department will play a lead or significant supporting role in the following initiatives on the 2023 Work Program:

  • Smart Card Implementation on Specialized Service;
  • Addition of Third Party Vendors to Smart Card System; and
  • Upgrade/Maintenance of Corporate Hardware and Software

During the organizational review exercise, the need for a resource to pull and manipulate the data that is generated from the numerous systems in use was identified in a number of areas. While there are resources within each of the departments that have the ability to undertake some of this work, they have limited time available to do it. As such, a Data Analyst position will be added to the IT department which will provide support to all departments as well as inter-departmentally where there is a benefit to combine the data from multiple systems for reporting or analysis purposes. This position is anticipated to be filled by June 1, 2023.

The following chart outlines the structure of the Information Technology department subsequent to the aforementioned changes, noting the unshaded box represents the new position for 2023. It is not anticipated that any further changes will be required to this structure in 2023; however, given the strains on resources in many areas of the organization, it is anticipated that a review of the manner in which software systems are supported will be included in the next phase of the organizational review, which will, in all likelihood result in the need for an expanded IT department going forward.

Information Technology Department Structure – 2023

Reporting to Manager of Information Technology - System Admin, IT Technicians, Data Analyst.

Finance Department

The Finance Department is responsible for the oversight of all financial aspects associated with operating the organization including management of the Commission’s reserves, monthly budget monitoring, accounts payable/receivable, sale of fare media, purchasing, pension administration and payroll. The Finance Department is the lead on a number of initiatives on the 2023 Work Program including:

  • The Addition of Third Party Vendors to Smart Card System;
  • 2022 Corporate Year End and Associated Audit;
  • 2022 Pension Year End and Associated Audit;
  • All Legislative Year End Reporting;
  • 2023 Budget Monitoring;
  • 2024-2027 Multi-Year Budget Preparation;
  • Update of the Fare Policies and Procedures;
  • Update of the Financial Strategy (Business Plan 2023-2026); and
  • Assessment of Options for Collection of Cash Fares

Finance Department Structure – 2023

Reporting to Director of Finance - Finance Manager and Senior Buyer. Reporting Finance Manager - Payrool Reps, Supervisor - Accounting, Accounts Payable, Accounts Receivable, Accounting Clerk and Vacancy. Reporting to Senior Buyer - Purchasing Rep.

During the pandemic, duties within the existing roles in the department were shifted to accommodate the different operating conditions (e.g. less fare sales) as well as the impacts of the move to a digital payroll system and ongoing transition to smart card. The organizational review of this area identified the potential for the re-alignment of duties within the current department complement, noting there is currently a vacant position that will be included as part of the final structure. It is not anticipated that any additional positions will be required in this department for 2023 noting it is anticipated this department will require significant support from the newly created Data Analyst position in the IT department.

Fleet & Facilities Department

The Fleet and Facilities Department is responsible for ensuring the Commission’s fleet and all facilities are maintained in a state of good repair, and that the required fleet is available for service each day. Both the Highbury and Wonderland facilities have three shifts of employees dedicated to maintaining and servicing the fleet. The Highbury facility operates three shifts, seven days a week, while the Wonderland facility operates three shifts Monday through Friday. Each shift at the Highbury facility has a Manager that oversees the employees on the shift and manages the distribution of work in order to ensure bus availability for service each day. These positions work Monday through Friday, and relief supervisors are utilized to cover weekend shifts noting the three Managers rotate being on call for the weekend to respond to any questions and/or attend the facility if warranted. The Wonderland facility opened in 2011 and at the time housed a small number of buses and a similarly small number of mechanics and general service employees to maintain and service them. This facility has had one Manager responsible for overseeing the distribution of work on all shifts. The incumbent in this position rotates between shifts, and relief supervisors are utilized on the shifts when the manager is not there. The Fleet and Facilities Department is identified as the lead or significant supporting role on the following initiatives from the 2023 Work Program:

  • Assessment of Options for Collection of Cash Fares;
  • 2023 Bus Procurement;
  • Facility Upgrades;
  • 2023 Service Fleet Replacement;
  • Shop/Garage Equipment Upgrades/Replacement;
  • ZEB Implementation; and
  • Highbury Facility Rebuild

As the service and fleet have continued to grow, more buses have been transferred to operate out of the Wonderland facility, resulting in a larger complement of employees required to support the fleet housed there. The increased complement has become large enough to warrant a second manager for the Wonderland facility. This additional position will provide for management coverage on two of the shifts, and the requirements for relief supervisors will be reduced accordingly. This new position is being finalized and posted, noting it is anticipated it will be filled by May 1, 2023.

The following chart outlines the structure of the Fleet & Facilities Department subsequent to the aforementioned changes, noting the unshaded box represents the new position for 2023. This area will be subject to a detailed assessment as part of the next review phase given the significant role it will play in both the implementation of ZEB Implementation and the resource shifting that will be required in order to ensure service continues to run as planned during the Highbury Reconstruction Project.

Fleet & Facilities Department Structure – 2023

Reporting to Director of Fleet & Facilities - Day Manager, Afternoon Manager, Night Manager at Highbury and Day Manager, Night Manager at Wonderland, Manager of Fleet Admin

Operations Department

The Operations Department is responsible for the oversight of the delivery of both the conventional and specialized services. The Supervisor positions on the conventional service side in this department monitor and oversee the Operator, Inspector, Dispatch and Ticket Clerk employee groups, which account for approximately 470 employees. The Manager of Service Integration oversees the service contract with Voyago which covers the provision of vehicles and drivers as well as the administrative employees responsible for the call taking and trip assigning on the specialized service.

The Operations department is assigned as the lead or significant supporting role in the following 2023 Work Program initiatives:

  • Implementation of Additional Service Hours – Specialized;
  • Implementation of Alternative Service Delivery to Innovation Park;
  • Integration of Conventional and Specialized Services;
  • Assessment of Operational Impacts of Reduced Speed Limits;
  • Five Year Service Plan – Conventional Service;
  • Monitoring and Reporting of On-time Performance;
  • Specialized Service Booking System Review;
  • Expect Respect Working Group; and
  • Replacement & Addition of Wayside Signage

A number of modifications were made to the structure of the Operations department over the past two years in an effort to better equip the department to manage the growing complement of operations employees as well as to provide the ability to cross-train within the group to ensure coverage during periods of vacation or extended absence. No further changes were identified during the review related to 2023 and the associated work program initiatives. The following chart outlines the structure of the Operations Department for 2023, noting given the planned growth in services over the next four year period, it is anticipated that additional resources will be required in the Operations department over the 2024-2027 multi-year budget period.

Operations Department Structure – 2023

Reporting to Director of Operations - Manager of Operations Admin, Supervisor - Service Admin, Admin Support, Manager of Service integration, Supervisor - Service Performance. Reporting to Manager - Operations Admin - Supervisor - Operations MVA, Supervisors - Operations Admin. Reporting to Manager of Service Integration - Specialized Service Call Takers, Specialized Service Trip Assigners

Planning Department

The Planning department is responsible for service planning on the conventional service, liaising with civic administration on construction projects and related detours, cycling infrastructure projects, BRT Steering Committee and the creation of the Operator schedules for the conventional transit service. The Planning Department is identified as the lead or playing a significant role in the following initiatives on the 2023 Work Program, noting a number of the larger programs will involve the use of a consultant where warranted:

  • Implementation of 2023 Conventional Service Plan;
  • 2024 Conventional Service Plan;
  • Implementation of Alternative Service Delivery to Innovation Park;
  • BRT Implementation Steering Committee;
  • Integration of Conventional and Specialized Services;
  • Five Year Conventional Service Plan;
  • Participation on the Mobility Master Plan Update;
  • Bus Stop Lighting Program; and
  • Replacement and Addition of Wayside Signage

The Planning Department has been subject to significant turnover over the past few years, primarily relating to the demand for experienced transit planners in the labour market. There were no changes identified during the organizational review related to 2023 and the associated work program initiatives. The following chart outlines the structure of the Planning Department, noting no changes are planned for 2023.

Planning Department Structure – 2023

Reporting to Director of Planning - Planning Technicians and Scheduling/AV:C Technician.

Human Resources

The Human Resources Department is responsible for the oversight of recruitment, onboarding and training of all employees, as well as the employee benefits program which includes disability management and related accommodations. In addition, the department is responsible for ensuring compliance with all legislative requirements including but not limited to the Occupational Health & Safety Act, the Employments Standards Act, Ontario Human Rights Code and Workers Safety Insurance Act. The Human Resources Department is identified as the lead or a significant supporting role in the following 2023 Work Program initiatives:

  • 2023 Health & Safety Work Program Implementation;
  • Mental Health & Wellness Strategy Implementation;
  • Annual Performance monitoring of Grievances, Mutual Respect/Human Rights Complaints, Attendance Management, Corporate Training;
  • Organizational Structure – Migration/Development;
  • Legislative Compliance;
  • Employee Benefits Program Renewal; and
  • Contract Negotiations

In early 2022, a new position was created in the HR Department to be responsible for all workplace investigations relating to the Commission’s Workplace Violence Policy, Human Rights and Diversity – Anti-Harassment Anti-Sexual Harassment and Anti-Discrimination Policy and Mutual Respect in the Workplace Policy. The new structure allows for the centralized processing of investigations where previously the managers in each area were required to lead investigations relating to employees in their specific departments.

In addition, in late 2022, a notice of impending retirement resulted in a review of the position responsible for health & safety training for the Fleet & Facilities employee group. This position had been created as a temporary pilot to allow for the assessment of the effectiveness of the role, and was occupied by a bargaining unit employee. A review of the position found that the role could be expanded to include the provision of health & safety training for all employees, as well as the responsibility for ensuring that required training for employees remains current and consistent with legislative requirements. Given these expanded requirements, the position was no longer suitable for the bargaining unit and as such, a Health & Safety Training Supervisor position was created and added to the Human Resources department.

Further, in early 2023, a notice of retirement was received from the incumbent in the HR Specialist role. Consistent with practice, this required a review of the position; however, in this case the review was expanded to include other roles within the department. A more significant review was required given the increased workload in the department relating to the significant growth in recruitment that are anticipated to continue for the foreseeable future as well as the increased workload associated with both the number and nature of employee disability claims and management of same, including the return to work program (see Staff Report #4, dated March 6, 2023). As a result of the review, the HR Specialist role has been re-defined to focus specifically on the disability claims management process and a part-time temporary role has been created that will focus solely on recruitment. Movement within the area to fill the vacated HR Specialist role and the new temporary role has resulted in a vacancy in the HR Assistant role which has been posted. It is anticipated that all roles will be filled by May 1, 2023.

The following chart outlines the structure of the Human Resources department subsequent to the aforementioned changes.

Human Resources Department Structure – 2023

Human Resources Organizational Structure for 2023. Reporting to Director of HR - HR Manager, Specialist - Workplace Investigations, Supervisor - Training and Supervisor - Health & Safety Training. Reporting to HR Manager - HR Specialist, HR Assistant, Part-Time HR Recruitment.


The discussion in this report provided detail with respect to new administrative and management positions that will be added to the structure in 2023. As indicated, these new positions can be accommodated within existing approved budget. As was noted in several sections of the report, these new positions will not negate the need for the assistance of consultants for a number of the larger projects that are included on the 2023 Work Program.

A review of the age and tenure of the incumbents currently holding management and administrative positions indicates that the next few years could see a significant turnover due to retirements. Consistent with past practice, any position that is vacated through the year is assessed in order to identify any changes that should be made to the position duties, as well as the best way to fill the position. Given the extensive experience of incumbents in many of these positions, a well-panned transition from roles will be imperative in order to provide appropriate time for knowledge transfer. This will be a key factor in the second part of the organizational review that will be completed prior to finalizing the multi-year budget, noting in addition to the need for expanding the management and administrative complement, there will be costs associated with longer transition periods to/from positions.

Recommended by:

Mike Gregor, Director of Finance

Shawn Wilson, Director of Operations

Joanne Galloway, Director of Human Resources

Craig Morneau, Director of Fleet & Facilities

Katie Burns, Director of Planning

Concurred in by:

Kelly S. Paleczny, General Manager