FROM THE CEO: TTC Board Highlights

I was deeply saddened to learn that City Councillor and former TTC Board Chair Jaye Robinson passed away last night. A message was shared today with employees and customers.

Chair Robinson served as Chair of the TTC from December 2018 until November 2022. She oversaw many strategic changes within the organization including bringing a more disciplined approach to long-term planning. Perhaps her greatest contribution as Chair was leading the organization through the global COVID-19 pandemic, one of the most challenging times in the TTC’s 100-year history.

On behalf of all TTC employees, we extend our condolences to Chair Robinson’s family and friends during this difficult time. All flags across TTC properties will be lowered to half-mast in Chair Robinson’s honour.

TTC Corporate Plan and 5-Year Service and Customer Experience Action Plan
​At yesterday’s Board meeting, Commissioners approved two important documents that will guide the TTC over the next five years and beyond – the 2024-2028 Corporate Plan and the 5-Year Service and Customer Experience Action Plan.

Our newest five-year Corporate Plan provides the framework to guide our work and priorities in the delivery of mass transit services that meet the needs of Canada’s largest city. The Corporate Plan will be reviewed on a regular basis to assess progress, identify what resources and supports are required to be successful, and to account for emerging issues and risks, recognizing the dynamic environment in which we operate.

With our new Corporate Plan comes new vision and mission statements. Our new vision: Moving Toronto towards a more equitable, sustainable, and prosperous future. This is supported by our new mission statement: To serve the needs of transit riders by providing a safe, reliable, efficient, and accessible public transit service through a seamless integrated network, creating access to opportunity for everyone.

Our new 5-Year Service and Customer Experience Action Plan supports one of the Corporate Plan's strategic directions to attract new riders and retain customer loyalty. It is the blueprint to ensure the TTC continues to improve service and our customers’ experience while using our multimodal services.

The plan’s seven pillars of opportunity and 25 actions continue to advance initiatives that increase travel options, improve reliability and comfort across the network, and bridge the gap between our service and overall customer experience.

Both of these guiding documents are a direct result of listening to our customers, frontline employees, managers, and many other stakeholders to continue providing the public transit service that the people of Toronto demand and deserve.

Building a system that shapes our city requires action now to place transit at the centre of Toronto’s future mobility.

Please see below for more highlights of Commission decisions approved on May 16.

Stay safe.

Richard J. Leary
​Chief Executive Officer
​May 17, 2024 
​
​TTC Board Highlights
​TTC Board Meeting May 16, 2024

TTC Board welcomes new citizen Commissioner
​The TTC Board formally welcomed citizen Commissioner Liane Kim to her first Board meeting. City Council approved Commissioner Kim’s appointment in April, replacing Commissioner Ron Lalonde, who retired from the Board at the end of last year. Commissioner Kim is an Internal Audit and Enterprise Risk Management executive. She will be serving for a term of office ending on June 16, 2027.

Service Impacts Due to Hydraulic Spills
​Board members received a TTC staff presentation outlining initial assessments, corrective actions and next steps in a series of hydraulic failures involving the TTC’s work car fleet. Since the beginning of the year, there have been seven incidents of work cars experiencing a leak of hydraulic oil (four were on the mainline). The most significant incident occurred on May 13 resulting in a 777-minute delay to Line 2 subway service. The TTC CEO has ordered an independent investigation to address the root causes of these incidents.
​
​TTC Corporate Plan 2024-2028 & Beyond: Moving Toronto, Connecting Communities
​Board members approved the TTC’s new Corporate Plan titled, Moving Toronto, Connecting Communities, TTC Corporate Plan 2024-2028 & Beyond, as the guiding document for the TTC’s multi-year planning activities. The approval also directed staff to report to the TTC Board annually with a progress update on implementation, performance, key issues and risks, and alignment to annual operating and capital budgets and plans. The new Corporate Plan will be forwarded to members of City Council and key partners for information.

The Board also passed the following motions:

• Direct staff to report to the TTC Board in Q3 2024 with an implementation plan that provides key measures, targets, timelines and financial implications, as applicable.

• That the Corporate Plan be reviewed on a quarterly basis for the purpose of ensuring that the timelines and goals are being effectively tracked.

• That TTC staff, as part of the implementation of the Corporate Plan, consider means of incorporating artificial intelligence into initiatives.

• Through the implementation of Strategic Direction 5 – Address the Structural Fiscal Imbalance, that TTC staff, in consultation with the City of Toronto partners, explore and assess opportunities to maximize revenues beyond the traditional revenue streams, with the goal of growing new revenue sources.

2024-2028 Corporate Plan Outline

TTC Vision
​Moving Toronto towards a more equitable, sustainable, and prosperous future.

TTC Mission
​To serve the needs of transit riders by providing a safe, reliable, efficient, and accessible public transit service through a seamless integrated network, creating access to opportunity for everyone.

Four Key Principles
​The new Corporate Plan has four key principles that will be integrated throughout all aspects of TTC’s business to improve outcomes for employees and customers:

• Safety and Security as a Cornerstone.

• Equity, Diversity, Inclusion, and Accessibility.

• Environmental Sustainability.

• Innovation.

Five Strategic Directions
​The new Corporate Plan introduces five strategic directions:

• Build a Future-Ready Workforce.

• Attract New Riders, Retain Customer Loyalty.

• Place Transit at the Centre of Toronto’s Future Mobility.

• Transform and Modernize for a Changing Environment.

• Address the Structural Fiscal Imbalance.

Next Steps
​TTC staff will undertake the following next steps:

• A final full Corporate Plan document will be published and issued to the Board.

• Supporting communications products will be produced and tailored to specific audiences for easy reference in an executive summary form.

• The Corporate Plan will be used to inform the development of the 2025 TTC budget process, commencing in Q2 2024.

• The TTC will report back to the Board on an annual basis starting in Q4 2024 with a status update on the implementation of the Corporate Plan, including key issues, risks and specific KPIs associated with target outcomes.

5-Year Service and Customer Experience Action Plan
​Board members approved the 5-Year Service and Customer Experience Action Plan, and direct staff to bring forward actions and initiatives every year through the TTC’s Annual Service Plan and Budget process. The approval updates TTC Service Standards to reflect current conditions and performance, including modifying the express bus planning guidelines, updating the process to evaluate new services, and general housekeeping.

The new 5-Year Service and Customer Experience Action Plan will be forwarded to all City Councillors, the City’s General Manager of Transportation Services and the Chief Planner, as well as the General Managers of MiWay, Brampton Transit, York Region Transit, Durham Region Transit and the President/CEO of Metrolinx.

The Plan identifies the service needed to accommodate growth in the five-year development pipeline, projected customer demand and rapid transit enhancements, such as Line 5 Eglinton. In addition to the base service requirements, the Plan also includes a number of options to enhance transit service across the city. This includes expanding early morning Sunday bus service, enhancing the express bus network and expanding the frequent transit network. The Plan also includes an outlook on the status of major transit expansion projects over the next 10 years.

The objective established for this Plan is to focus on the TTC’s core competency: mass transit – moving large volumes of customers safely, reliably, and swiftly across Toronto and improving how customers experience the system. The objective is supported by seven pillars of opportunity that seek to improve our customers’ experience through each step in their journey; helping customers get where they need to go quickly and reliably. The seven pillars are:

1. Foster a customer-centric mindset.

2. Enhance the transit network.

3. Improve service reliability.

4. Prioritize surface transit.

5. Accelerate integration with regional transit partners and complementary modes of transport.

6. Enhance safety and comfort at stops, stations and in vehicles.

7. Streamline information and services.

Each of these seven pillars are accompanied by specific actions outlined in a multi-year 25-point Action Plan. The Action Plan is a blueprint that identifies major service- and customer experience-related initiatives to be implemented every year. It also lays out a framework for initiatives that require further investigation.

The TTC’s 5-Year Service and Customer Experience Action Plan will benefit hundreds of thousands of local and regional residents who use the TTC daily to access employment, educational, recreational and cultural opportunities. The Plan aims to improve our customers’ experience when planning a trip, waiting at stops, riding our vehicles, travelling through stations and making connections with neighbouring transit services and other mobility options.

Pilot – Free Transit for Grade 7-12 Student Field Trips
​Commissioners approved a pilot for free transit for Grade 7 to 12 student field trips for the 2024-2025 school year. The staff report recommended adjusting the 2024 Operating Budget by reducing 2024 fare revenue budget by $500,000 and increasing the ancillary revenue budget by $500,000 to be funded from the proceeds received from the sale of decommissioned SRT cars to offset the revenue impact anticipated from the implementation of the pilot. Staff is directed to include the budget adjustment in the TTC’s submission for the next City variance report. The TTC will also report back to the Board after the pilot’s conclusion on the results of the pilot’s outcomes, including any service, financial and operational implications.

The TTC is partnering with Toronto’s public and separate English- and French-speaking school boards to pilot free transit to Grade 7-12 students when taking field trips. In preparation for the pilot launch, the TTC will continue to work internally, including engagement with TTC Legal staff in drafting agreements with each school board that will outline the terms and conditions of the pilot program. Collaboration with the school boards on detailed pilot planning will take place and subject-matter experts in travel training will be engaged to support the development of messaging that resonates with the student market.

Procurement Amendment Authorization – Design Services for Hillcrest Streetcar Maintenance and Storage Facility
​Board members approved a contract amendment to AECOM Canada Limited for contract M85-29 – Design Services to include additional requirements and increased construction duration for the Hillcrest Streetcar Maintenance and Storage Facility by increasing the upset limit amount to $11 million (inclusive of HST) and extending the contract term to December 31, 2031.

The Hillcrest Streetcar Maintenance and Storage Facility project will provide the infrastructure required to store, service, dispatch and maintain an additional 25 accessible streetcars at Hillcrest. Capitalizing on the opportunity to undertake other state-of-good-repair work has resulted in additional requirements. This consolidation of improvements and repairs within the same contract leads to a more cost-effective approach to upgrading this 100-year-old infrastructure. Therefore, additional time is required to align the consultant services with the future construction contract and other support associated with this project.

With financial support from the Government of Canada and the City of Toronto, the TTC is making a vital investment into comprehensive upgrades at the Hillcrest Complex, its largest maintenance facility, which celebrates its 100th anniversary in 2024.

TTC and CUPE Local 2 – Collective Agreement Ratification
​Commissioners received an action report adopting the recommendations as set out in a Confidential Attachment, and authorized that the information set out in the Confidential Attachment be released upon the ratification of the tentative agreement by both the TTC and the Canadian Union of Public Employees Local 2.

Appointment to TTC Audit and Risk Management Committee
​Commissioners approved the appointment of Commissioner Liane Kim to the Audit and Risk Management Committee. Commissioner Kim’s extensive background in risk management and internal audit functions at both public and private sector organizations makes her an ideal candidate for appointment to this committee.

Notice of Motion: Request that the City of Toronto Integrity Commissioner commence an investigation
​The TTC Board approved a motion moved by TTC Chair Jamaal Myers as amended:

1. Request that the City of Toronto Integrity Commissioner investigate all TTC Board Members, and Political Staff (as applicable), relating to any unauthorized disclosure of:

   a. Information contained in, or relating to, confidential information that was provided to TTC Board Members as part of October 27, 2023 TTC Board Meeting, which confidential information was provided before, or during, the October 27, 2023 TTC Board Meeting;

2. Subject to 2. a, that the TTC Board agree to reimburse both TTC Board Members and Political Staff that are subject of the Integrity Commissioner’s investigation, up to $5000 each for any legal costs or expenses incurred arising from the investigation, which costs or expenses must be evidenced by appropriate invoices submitted to TTC General Counsel;

   a. That the Code of Conduct Complaint Protocol for Members of Local Boards apply to Political Staff in the same manner as TTC Board Members and that costs and expenses shall only be reimbursed in accordance with the requirements of the Code of Conduct Complaint Protocol for Members of Local Boards; and

   b. That the TTC pay for any reimbursements related to recommendation No. 2.

Next meeting of the TTC Board
​The next regular scheduled TTC Board Meeting will be on Thursday, June 20.

-30-