Staff Report #8
November 17, 2025
To All Commissioners
Re: Communication and Engagement Strategy
Recommendation
That the Commission:
- DIRECT Administration to include all short term recommendations set out in the Strategy below to be incorporated into the 2026 Work Program, which will be tabled for Commission approval at the January 2026 meeting; and
- DIRECT Administration to maintain an inventory of all longer term considerations set out in the Strategy below to be considered for future year Work Programs
Communication and Engagement Strategy
| Enhanced Social Media Communications Initiatives | Timing | Annual Cost |
| Recommended Short Term | ||
|
2026 | $5,000 |
|
Dec 2025 | N/A |
|
2026 | TBD |
|
2026 | N/A |
| Longer Term Considerations | ||
|
2027 | $65,000 |
| Broader Community Engagement and Partnership | ||
| Recommended Short Term | ||
|
2026 | N/A |
| Accessible Communication Processes | ||
| Recommended Short Term | ||
|
2026 | TBD |
|
2026 | $200,000 |
| Direct Outreach Opportunities | ||
| Recommended Short Term | ||
|
2026 | N/A |
| Longer Term Considerations | ||
|
2027 | TBD |
Background
At its July 21, 2025 meeting, the Commission directed administration to report back on a longer-term Communication and Engagement Strategy including quick step actions that can be implemented in the short term as well as financial implications and potential implementation timelines.
As context to the proposed strategy and associated implementation, the following provides an overview of the current organizational structure in place that supports corporate communications for London Transit.
The Manager of Corporate Communications reports directly to the General Manager and oversees one Communication Specialist and five (three full time and two part time) Customer Service representatives. This position also acts as Commission and APTSAC secretary and is responsible for the preparation and dissemination of meeting agendas and minutes, as well as organizing and coordinating public drop-ins and LTC attendance at public events. The Communication Specialist is responsible for the preparation and dissemination of all corporate communication programs and literature, both internal and external, including but not limited to internal postings and information screens, social media messaging and images, on-board information posters, website postings and other related initiatives.
The Customer Service Representatives answer telephone and email contacts from stakeholders, enter same into the database and forward to appropriate departments for follow-up, assist riders in trip planning, and provide in-person customer service to the public attending the 450 Highbury Avenue facility. With respect to customer contacts specifically, the policy requires that, with the exception of Human Rights contacts, all contacts are responded to within 10 business days (noting in some cases that response will be that investigation is ongoing and when a response can be expected).
This group is currently fully utilized to their capacity, and sometimes beyond with the current workload. There is no opportunity for this group to take on additional duties without the provision of increased resources or elimination of duties currently being performed. In rare occasions, assistance on initiatives is provided by staff from other departments; however this is based on availability at a point in time and cannot be relied upon as a permanent available resource. The proposed implementation strategy set out in this report is based on this reality.
Staff Report #7, dated November 17, 2025 provides additional context to this report as it outlines the various mechanisms that riders and the public at large can and do utilize to connect with London Transit.
Each of the elements included in the Commission recommendations are discussed in greater detail in the remainder of this report, including short term and longer term initiatives that are recommended to address each, as well as the related financial and resource implications where available. As part of the development of these strategies, Administration undertook a review of practices with peer transit systems across the province in an effort to identify any best practices that could be included.
Enhanced Social Media Communications
The first Commission directive sought to enhance social media communications to share information more broadly and interactively with riders and stakeholders. Examples included a presence on Instagram and Reddit as well as more engaging content on Facebook.
London Transit’s current presence on socials includes Facebook and X (previously Twitter) with X being the most utilized platform for posts regarding day-to-day service impacts and special announcements. Questions posted on X are responded to by the Communications and Planning departments between the hours of 8:30 am and 4:30 pm Monday to Friday. Facebook posts are currently limited to longer-term service impacts and special announcements (e.g. surveys, service changes, major service impacts). Facebook posts are blocked from user comments as London Transit does not currently have the resources to provide responses to commentary on this site. Stakeholders wishing to undertake a discussion with London Transit on a specific initiative are encouraged to reach out through the customer service line or email, noting these inquiries and comments can be forwarded to the appropriate department for investigation and response.
With the steady decline of impressions on both the X and Facebook platforms as reported in the Customer Service Report dated February 26, 2025, a move to add Instagram, which is considered a dominant player in the social media landscape is warranted. Instagram is known to reach a younger demographic through its visual content and as such will require a library of stock images which Communications does not currently have.
An analysis of peer transit agency’s (Brampton, Guelph, Kingston, Durham, Mississauga, Grand River, Hamilton, Oakville and Windsor) determined that all operate a Facebook, X and Instagram account, with Instagram posts limited to broader and special announcements similar to the manner in which London Transit utilizes Facebook (e.g. detours and minor service interruptions are not posted to Instagram or Facebook).
The addition of Instagram would align with item 3.3.4 of London Transit’s 2024-2027 Business Plan, which includes a Strategic Priority to Foster a Culture of Transparency, Openness and Mutual Understanding through the ongoing development of informed relationships with all stakeholders both internal and external and investigating new ways to interact with transit riders and stakeholders.
Given the resource constraints and lack of professional equipment, it is anticipated that the compilation of a stock image library would be contracted out throughout the year to capture images in different seasons and community events. The cost can range between $2,000 to $5,000 a year.
Adding the ability for stakeholders to interact on Facebook and Instagram would require additional resources. In order to ensure reasonable response times to queries and comments, this would require, at a minimum the addition of a full time position, noting this minimum would not provide responses on weekends. The estimated cost of a full-time equivalent position would be $90,000 annually.
The platform Reddit is known as a community Q&A forum which allows users to post questions, commentary, and responses to other user’s commentary. Participating in a forum of this nature would require consistent moderation as posts relating to London Transit would not be limited to one specific area of the site, nor would they be limited to one specific topic. In many cases, the moderator of this platform for London Transit would need to gather comments and questions that require a reply, forward them to the appropriate department for investigation and response, and then ensure that response is shared on the site in a similar fashion to the manner in which customer contacts are handled. Forums of this nature are dynamic, with often very rapid responses to posts, and a response to a post several days later will, in all likelihood go unseen.
An analysis of peer transit agencies determined that there are no other systems that maintain an official user Reddit account.
Administration is not recommending moving forward with the use of Reddit in the near term. Should the Commission wish to include this as a longer term initiative, it can be further assessed and included for consideration in the next multi-year budget process.
Holiday Posts on Socials
The Commission Chair recently requested a review of service-related posts that reference specific holidays. As noted above, London Transit’s current approach to social media has focused on service updates, operational information including recruitment, and community partnerships or events that may impact transit services. In the event that service announcements aligned with specific holidays, graphics depicting the holiday were utilized as part of the post to encourage visibility in the algorithm. In an effort to ensure that there is no perception that certain holidays are being acknowledged over others, going forward, service related messaging that occurs coincident with a holiday will utilize generic graphics referencing the service alert. This initiative is not anticipated to result in the need for additional resources beyond which are already included in other initiatives in this category.
Corporate Website
In late 2024, the corporate website underwent changes in order to meet updated accessibility standard requirements, which included the removal of a number of elements that no longer met the standards (e.g. Twitter Feed, scrollable schedules). As part of that review, a regular monthly audit process was established which confirms that the information on the corporate website continues to be compliant with standard requirements. The task of maintaining the website compliance with standard requirements is currently shared between staff in the IT department and the Communication Specialist. The website utilizes WordPress as a platform, and each time WordPress is upgraded, compliance issues can arise which require significant staff time to address.
Another initiative that will be included on the 2026 Work Plan is a review of the Corporate Website and the development of a plan to ensure appropriate resources are dedicated to maintaining the site and ensuring compliance with standard requirements. This review will also consider feedback from stakeholders relating to the relative ease of navigation on the site. Until such time as the review has been completed, it is difficult to assess the costs going forward. Once the review has been completed, a report setting out recommendations will be tabled with the Commission for approval.
The following table provides an overview of the recommended initiatives to address this element of the Commission direction.
Summary of Timing & Costs
| Enhanced Social Media Communications Initiatives | Timing | Cost |
| Recommended Short Term | ||
|
2026 | $5,000 annually |
|
Dec 2025 | N/A |
|
2026 | TBD |
|
2026 | N/A |
| Longer Term Considerations | ||
|
$65,000 annually |
Broader Community Engagement and Partnership
This piece of the Commission direction sought to have report back on meaningful engagements with stakeholders, community partners, institutions, etc. biannually.
As background, London Transit collaborates with a number of community partners such as City of London, LPS, Cherryhill Community, Western University (convocation week), Fanshawe College, London Knights, and Western Fair.
Additionally, when resources allow, London Transit staff attends community events where an invitation has been received (i.e. Oxford Park Community BBQ, Westminster Community Fun Day). Additionally, as noted in Staff Report #6 dated November 17, 2026, Administration holds a number of drop-in sessions and on-line surveys throughout the year to obtain feedback on service changes and other transit programs.
Historically, feedback gathered through engagements is subject of a specific report relating to the nature of the feedback; however the establishment of a biannual report for the Commission summarizing these interactions and feedback can be undertaken going forward.
Summary of Timing & Costs
| Broader Community Engagement and Partnership | Timing | Cost |
| Recommended Short Term | ||
|
2026 | N/A |
Accessible Communication Processes
This element of the Commission direction aims to ensure that all Londoners, including those with disabilities or language barriers, can engage with LTC meaningfully. Examples include a multi-pronged approach for communicating with those using specialized transit (email, phone, videos, newsletter, posters, social media, in person, etc.) to promote changes in the services and consulting on the above with the Accessible Public Transit Service Advisory Committee.
As background, the current methods of communication utilized when reaching out to riders include the following:
- Phone – including important messaging that play at the start of the call for Conventional riders and/or while Specialized riders are on hold
- Email – both in response to direct inquiries as well as system generated for riders who sign up for service alerts (conventional service) and trip notifications (specialized service)
- Text – system generated for riders who sign up for trip notifications (specialized service)
- On-board posters on both conventional and specialized vehicles, which are changed on a regular basis
- Posters at community centers and libraries for larger scale consultations (e.g. Accessibility Plan, Business Plan, Five Year Service Plans)
- Social Media
- LTC Website
- Real-time – general service-related messages are at times posted on the landing page
In addition, when resources permit, staff attend meetings and group session upon invitation to share information with residents of retirement homes or partake in community events (i.e. CNIB, L’Arche, senior centres, etc.)
As set out in Staff Report #6, dated November 17, 2025, the 2026 – 2030 Accessibility Plan includes an initiative to review communication methods in 2026. This initiative would include consultation with the broader public, peer transit systems and the Accessible Public Transit Service Advisory Committee.
While recommended options moving forward will not be confirmed until such time as the review is complete, it should be noted that the creation of email lists for the dissemination of general information will need to ensure compliance with applicable privacy legislation, including the ability for users to unsubscribe from the service at any time.
The issue of access to real-time information for the conventional service continues to be identified in annual Voice of the Customer surveys, with customers expressing their desire for an application based option in addition to the current web-based real-time information. LTC real-time data is open source, and a number of applications make use of the data. Unfortunately, London Transit has no control over whether these applications are updated when schedules change, which often leads to customer complaints about inaccurate information in the application they are utilizing. One of the initiatives that will be included on the 2026 Work Program is the establishment of a partnership with a predominant transit application which will not only provide better and more reliable access to information for riders, but will also allow the option of sharing important service information out to all users of the app. The costs of this initiative have been estimated at $150,000 – $200,000 per year, and have been included in the 2026 operating budget. This initiative would be undertaken subsequent to Commission approval of the 2026 Work Program and related initiatives.
Summary of Timing & Costs
| Accessible Communication Processes | Timing | Cost |
| Recommended Short Term | ||
|
2026 | TBD |
|
2026 | $200,000 annually |
Direct Outreach Opportunities
The final element of the Commission recommendation sought consideration of London Transit staff hosting or participating in local events (three to five a quarter with biannual reporting) to meet community members where they are and hear their perspectives directly. Examples include having outreach booth at events, offering a minimal amount of free bus tickets as promotional items for community events and offering presentations to the community.
As background, and as discussed earlier in this report as well as in Staff Report #6, dated November 17, 2025, London Transit hosts an annual drop-in session that provides the public with the opportunity to speak to staff and Commission members about any topic relating to the services London Transit provides. Additionally, drop in sessions are typically scheduled annually relating to the annual service planning process. Further, London Transit participates in local job fares. These events are attended by LTC staff with the requisite knowledge on the topics covered at these sessions (e.g. planning staff attend service plan consultations, operations management and trainers attend local job fairs).
It should be noted that there is no dedicated staff complement, or complement of volunteers who attend these events, staff are assigned based on knowledge and availability. Staff attending sessions outside of regular work hours are not compensated for this time, rather they are provided with time off in lieu of the extra hours.
Expanding LTC staff attendance to an additional three to five events per year would require additional staff resources, the extent of which would be determined by the nature of events the Commission would like LTC to participate in (many festivals are multi-day events that would require significant periods of coverage).
The provision of give-away items at these events, which is the method most participants utilize in order to encourage engagement, would be an incremental cost as this is not something currently included in the operating budget.
Executing this initiative will require dedicated resources in order to ensure that it can been done consistently, versus only when current staff have available time to attend. It also requires staff that are familiar with LTC operations in order that they can engage with members of the public. As such, this is being recommended as a longer term consideration in order that the appropriate execution plan and required resources can be established.
Summary of Timing & Costs
| Direct Outreach Opportunities | Timing | Cost |
| Recommended Short Term | ||
|
2026 | N/A |
| Longer Term Considerations | ||
|
2027 | TBD |
As referenced throughout this report, should the Commission wish to proceed with the recommended initiatives for 2026, they will be included in the 2026 Work Program which will be tabled for Commission consideration at the January 2026 meeting. Those initiatives recommended for longer term consideration will be inventoried and prioritized for consideration in future years, noting those that will require significant funding would likely not be considered until the next multi-year budget period when the costs could be incorporated into the requested operating budget.
Recommended by:
Katie Burns, Director of Planning
Shawn Wilson, Director of Operations
David Butler, Manager of Operations Administration
Caroline Roy, Manager of Corporate Communications
Joanne Galloway, Director of Human Resources
Concurred in by:
Kelly S. Paleczny, General Manager