CEO's Report: March Commentary

As we move through the first quarter of 2026, this report provides a clear-eyed look at streetcar performance and the broader system conditions shaping the customer experience. Our responsibility is not only to highlight progress, but to be transparent about where service is falling short and what we are doing to address it.

In January, streetcar service levels showed modest improvement. Crowding remains low across the network, reflecting continued efforts to add six-minute service on key routes.

Accessibility progress continues to be a priority. More than 93 per cent of streetcar stops are now accessible, and design work for the remaining curb cut upgrades is nearing completion, with construction targeted for 2027. While a small number of locations remain constrained by roadway conditions, we continue to work closely with the City of Toronto to address these barriers, wherever possible.

Travel speeds remain a challenge. Intersection delays, construction activity, and congestion continue to affect streetcar reliability and average speeds further compounded by snow accumulation this month. Addressing these constraints will require sustained partnership, particularly around construction co-ordination and stronger transit priority measures that support people-first mobility.

Reliability remains our most pressing concern. January streetcar service was affected by exceptional winter conditions, including the eighth snowiest winter in 90 years. I want to recognize and thank TTC Operators, maintenance teams, Supervisors, control centre staff, and support employees for their unwavering commitment to keeping transit moving through the worst storm this city has seen in many years. Their professionalism in exceptionally difficult circumstances is a powerful reminder of how essential the TTC is to Toronto’s daily life and economic vitality.

These conditions constrained on street operating space, increased incidents of autos stuck on tracks, and congestion caused by snow-restricted curb lanes. Prolonged cold also affected some vehicle systems, which are being addressed through fleet-wide inspections and enhanced maintenance.

Close co-ordination with the City helped mitigate impacts, including a shared focus on reducing parking in snow lanes, and the TTC continues active engagement with the City on the development of the Major Snow Event Response Plan, expanding the approach from snowfall to accumulation strategies, including improved snow removal at transit stops.

From an asset perspective, service availability met target, but reliability was affected by cold-related equipment issues, most notably failures in windshield wiper systems. We have completed a root cause analysis and are undertaking a fleet-wide inspection and replacement program to address these issues, supported by enhanced preventative maintenance cycles and weekly reliability reviews.

We are also working with partners to reduce avoidable delays on the streetcar network. Expanded transit signal priority and targeted traffic agent deployment, including along the 510 Spadina corridor, are practical, near-term actions that can improve streetcar movement and reduce service interruptions.

Customer satisfaction with streetcar service remains below target, but shows gradual improvement in key areas, including cleanliness, real-time information, and perceived safety. Streetcar ridership increased modestly year over year, even as overall system ridership remained below target due to severe weather and broader economic conditions.

LRT Operations
​The first phase of operations on Line 5 Eglinton marks an important step forward for Toronto’s transit network and for how customers move across the city. Early feedback reflects both the promise of this new line and the work required to fully realize its potential as it transitions into regular operations.

Customers have responded positively to the modern environment, sense of safety, and overall quality of the infrastructure, particularly in underground sections. These fundamentals help establish confidence in the system and reinforce the value of sustained investment in rapid transit.

At the same time, customers are clearly identifying where the experience needs to improve. Riders expect predictable service, clear announcements, intuitive wayfinding, and seamless transfers.

It is important to be clear about how Line 5 is operated and where accountability sits. The TTC is responsible for operating the line and for delivering the customer experience, including service planning, schedules, headways, Operator deployment, customer communications, and integration with the broader TTC network.

These are areas within our control, and we will continue to make adjustments to improve service delivery and better co-ordinate connecting routes.

Line 5 is delivered through a partnership operating model. Metrolinx owns the infrastructure, including stations, track, power systems, and signals, while Crosslinx Transit Solutions Maintenance is responsible for maintaining the system and vehicles under contract. Effective service delivery depends on close co-ordination across all partners, particularly where infrastructure availability and maintenance directly affect TTC operations.

We are also hearing important feedback about the surface portions of Line 5. Travel times, intersection delays, and transit priority shape the end-to-end experience in ways that mirror challenges on the TTC surface network. These observations reinforce a broader lesson across the TTC: reliable transit depends not only on vehicles and schedules, but on a broader operating environment that supports and enables consistent service.

Since it began operations on December 7, service on Line 6 Finch has continued to improve thanks to a combination of increased Operator familiarity with the line, reduced minimum dwell times at stops, and enhanced transit signal priority, including lagging left turns. Average round-trip travel times have reduced by about 20 minutes since opening day, and further improvements are expected as enhanced transit signal priority in the form of phase rotation is implemented at intersections over the coming months. Further, beginning on March 15, Line 6 extended operating hours to 2 a.m. nightly.

As I have said before, opening a new transit line is not the end of the journey – it is the beginning of a new operational chapter. Our focus now is on listening carefully, acting where we have control, and working closely with our partners to continue improving the customer experience.

Mandeep S. Lali
​Chief Executive Officer
​March 2026

Published in the CEO’s Report for March, which offers a rotating review of service delivery performance across the TTC's transit modes. The current edition highlights streetcar service, featuring key performance indicators (KPIs) through the end of January 2026.