Advancing to the next level - 2018-2022 & beyond CORPORATE PLAN - TTC
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CORPORATE PLAN Advancing to the next level 2018–2022 & beyond
The TTC has come a long way.
Now, to become the world-class
transit system the Toronto of
the future needs,
we are advancing to
the next level.
2 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 3
Table of contents
Letter from the Chair 6
Letter from the CEO 8
Public transit at a turning point 10
The TTC Way 21
Our Plan
Plan Overview 28
Critical Path 1: Transform for financial sustainability 32
Critical Path 2: Enable our employees to succeed 42
Critical Path 3: Move more customers more reliably 56
Critical Path 4: Make taking public transit seamless 72
Critical Path 5: Innovate for the long-term 88
Cornerstone: Safety & security 100
5 year outlook 110
25 year outlook 112
Appendix
Progress on the last plan 114
Executive leadership 116
References 117
Acknowledgements 118
TTC CORPORATE PLAN • 5
From the Chair
OUR VISION
Public transit in Canada’s largest urban centre plays an To be a transit system that
essential role in making our city, our province and our country
inclusive, accessible and environmentally sustainable. makes Toronto proud.
Achieving that goal in a rapidly changing world requires a
new and larger perspective on mobility. It’s not about “us”
or “them” or “this mode” versus “that mode.” It’s about working
together to realize a larger, more equitable vision for how OUR MISSION
people move around and connect with our city.
The TTC will require partnership, collaboration and innovation To provide a reliable, efficient, accessible
more than ever before. Those values are woven into this
plan, starting with how it was developed: an extensive process and integrated bus, streetcar and subway
of involving stakeholders, Board members, frontline staff
and our customers to create a new vision for the future and network that draws its high standards of
build on the past.
customer care from our rich traditions of
Alongside the City of Toronto, we look forward to working
with our provincial and federal partners to make transportation safety, service and courtesy.
in Toronto the best it can be in the next five years and set the
groundwork for the decades to come.
On behalf of the Board, I’d like to thank everyone at the TTC
for their hard work to provide excellent service to our loyal THE TTC WAY
customers, day in and day out. I also want to commend the
management team and staff for their ongoing commitment to
taking the TTC to the next level.
Respect one another.
Value each other’s time.
Tell people what’s happening.
Stay safe.
Josh Colle Mind your space.
Chair
Toronto Transit Commission Help others out.
6 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 7
From the Chief Executive Officer
When I joined the TTC in 2014, it had begun one of the biggest This plan sets the TTC up to achieve that vision over the
transformations I’ve ever seen at a large transit agency — and long-term. It aims to put us on a sustainable footing for
I’ve been doing this for more than 30 years. decades to come — financially, environmentally and in
terms of our culture.
Everything the TTC was doing was laid out in a plan: the TTC’s
first ever five-year corporate plan, launched in 2013. By 2017, the Over the last five years, we have created a strong
plan’s final year, the progress we’d made was recognized by the foundation for the future. This plan puts us in the best
American Public Transportation Association, which named the “We still have possible position to tackle our current and future challenges.
TTC their Outstanding Public Transportation System of the Year. Of course, what’s most important is whether our customers
This kind of recognition does not happen because we’re perfect, to get a lot can get to work, school, events and to their families and
but because we’d come such a long way in such a short period communities safely, easily, seamlessly and on time.
of time. Opinions may differ, but the results speak for themselves: better if we’re This plan will be backed by detailed action plans and
we’d gotten a huge amount done in terms of modernizing our resourcing to make sure we can deliver.
fleet and our infrastructure, and we’d gotten significantly better going to be
in terms of our service and customer experience. To all of our employees: We know that on a good day, it’s
the transit easy to feel proud working for the TTC — you’ve got great
But we still have to get a lot better if we’re going to be the teammates and you’re working on something that impacts
transit agency our diverse and growing city needs. agency our millions of people. On a bad day, it can feel thankless.
I can assure you that this plan isn’t just designed to make
When we began working on this new plan more than nine diverse and things better for customers; it’s also designed to make
months ago, we started with a question: What does a world-class things better for you.
public transit system for Toronto look like — not just in the next growing city
five years, but in the next 25? Together with our many partners, the TTC is creating
needs.” a transit system that makes Toronto proud.
To answer that question, we consulted hundreds of people,
as well as the TTC Board and the City of Toronto. We held
customer workshops; we gathered frontline employees; we asked
supervisors and managers; we consulted the regional transit
agencies that operate in and around Toronto. At the same time,
we looked at trends in transportation around the world. Richard J. Leary
What we found is that if we want more people to take public Chief Executive Officer (Acting)
transit in the future, the TTC must be faster, easier,
more reliable, more accessible and more integrated with
other ways of getting around.
8 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 9
25
The population of Toronto
will have increased by more
than a million people.
The downtown core will be twice as crowded.
Our city will be even more culturally diverse.
Tens of thousands more people will travel
years from now in and out of Toronto every day, as the region
around us booms.
There will be three times as many very hot
days, and flooding will be more common.
10 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 11
Will it be easier to travel
in and around Toronto in
the future?
Will we be more welcoming
and inclusive?
Will our city meet aggressive
It all depends
climate targets? on a public
transit system
that makes
Toronto proud.
12 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 13
To compete in this
The health of Toronto depends on people
choosing public transit, in co-ordination with
tech-enabled world of
driving, cycling and walking, rather than higher customer expectations,
choosing cars alone.
the TTC must evolve.
That’s the key to our city reducing congestion,
lowering greenhouse gas emissions and We must move beyond
providing affordable, inclusive mobility and
equitable access to employment, services, a transit-first-and-only view
entertainment and culture. of the world to become a
Yet in 2017, TTC ridership flatlined. At many mobility agency that supports
major transit systems in North America,
ridership declined. customers getting from A to B
Changes in transportation, including the rise in the most efficient way.
of services like Uber and Lyft, are providing
customers with more mobility options, greater
control and a more seamless experience.
14 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 15
This plan positions the TTC
to be strong and sustainable in
a more crowded, competitive,
climate-changed world.
We will be
more inclusive
more efficient
more reliable
more accessible
more flexible
more innovative
& more integrated.
16 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 17
Our plan was developed with input from
hundreds of stakeholders. We consulted
frontline employees and managers across
the TTC. We met with our partners at
Metrolinx and other GTA transit agencies.
We held workshops with customers with
diverse needs and backgrounds, in addition
to consulting the TTC Customer Liaison
Panel and the TTC Advisory Committee
on Accessible Transit.
This plan proudly supports and delivers on
the vision and Council-approved plans of the
City of Toronto, including its strategies for
climate change and poverty reduction.
It also aligns with Metrolinx’s Regional
Transportation Plan, while taking into
account the unique realities of running a
transit system that employs nearly 15,000
people and represents 85% of all local
transit ridership in the region.
18 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 19Respect
one another.
We are committed
to working together. Value each
other’s time.
Advancing public transit to the next
level demands a mindset that has Developed in consultation with
always defined the TTC at its best.
a diverse group of customers
and TTC employees working
together, this describes how
Tell people
The TTC Way is how we work with
we treat others and how
we expect to be treated. It what’s
our co-workers, our colleagues in the
even applies to how we hope
City, our partners at Metrolinx and
customers will treat each other
when riding with us. happening.
in regional transit, our suppliers, our It sounds like common sense,
doesn’t it?
communities and, most important of When we all follow The Stay safe.
all, our customers. TTC Way, we have a much
better chance of getting where
we need to go on time —
whether that’s you getting
to work, a visitor arriving
at a landmark, or the TTC
Mind your space.
completing a major project.
Help others out.
20 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 21Respect one Value each Tell people Stay safe. Mind your Help others
another. other’s time. what’s space. out.
happening.
TTC We will value, We will do all We will let We will ensure We will keep We will go out
support and treat we can to keep you know right the safety and our spaces of our way to
every customer you moving away about security of our clean, clear help — and if
and colleague with quickly, efficiently anything that customers, and easy to we can’t, we will
patience, respect and reliably. might affect employees use. We are take the time to
and dignity. We your trip. and everyone becoming a point you in the
welcome all. around us. transit system right direction.
that is more
accessible
for all.
Customers Treat everyone on Help keep us Pass along Look out for Respect Help each
the TTC, including moving. Try not information each other and everyone’s other. Make
staff, with respect. to do anything that might help use common space and room. Give up
Please be mindful that could hold others. When sense. If you take pride in your seat for
of others. up service. possible, use see something, your own. Help those in need.
technology to say something. us keep the
keep informed. system clean
and clear. Don’t
leave anything
behind.
22 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 23Respect one Value each Tell people Stay safe. Mind your Help others
another. other’s time. what’s space. out.
happening.
Co-workers Speak with and Be punctual. Inform quickly, Stay alert. Take pride Look out for
about others with Do what you say, clearly and Adhere to safety in your when others
respect, and treat when you say. Seek transparently. guidelines. environment. need a hand.
everyone with dignity. more efficient ways Communicate Escalate when See the TTC Work together
Value each other’s to get things done. what’s needed, e.g. to from the to find better
differences, needs Keep things moving happening, your Supervisor, perspective solutions for
and perspectives. for others. why and what’s Manager or of those with the TTC. Deal
being done Transit Control. accessibility directly with an
about it. Provide needs. Pick issue when it’s
alternatives. up litter in safe to do so.
the system.
Leaders Be a role model Value each Encourage Provide a Be accountable. Encourage
of The TTC Way. employee’s time employees to healthy and Provide collaboration
Create a culture and effort. Assess share concerns, safe work employees beyond your
of integrity, trust, performance fairly without fear of environment, with a positive, team. Empower
respect and dignity. and consistently. reprisal. Set free from inclusive and employees to
Give feedback in the expectations, harassment. accessible help themselves.
moment. Recognize communicate place to work. Provide
excellent work. decisions and opportunities
explain what to continuously
they mean to develop.
employees.
24 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 25Respect one Value each Tell people Stay safe. Mind your Help others
another. other’s time. what’s space. out.
happening.
Communities We will value We will actively We will openly We will be We will We will listen
each community’s manage and work engage with proactive recognize the and be open to
uniqueness and to minimize the you and your and vigilant TTC’s place in your ideas and
strive to plan and impact of closures, City Councillors in protecting your community perspectives
deliver service that detours and other as early as your safety and be mindful about how
meets its needs. disruptions in your possible about and the of how we affect to keep your
community. our transit safety of our the daily lives of community
projects. customers. those who work moving, aided
and live there. by the best
available
information.
Partners Respect each Immediately raise Keep Uphold Be clear about Seek outcomes
other’s expertise. anything that could stakeholders our shared roles and that work for
Work together impact timelines. informed and commitment responsibilities. both sides.
to achieve our Don’t be the avoid surprises. to the safety Respect Offer solutions
common goal. bottleneck that Document of people, each other’s rather than
holds others up. all relevant property and boundaries. roadblocks.
information. information.
26 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 272018–2022
Advancing
to the This is our plan to become your preferred
connection to the communities, people,
next level experiences and opportunities you care
about in this great city.
Critical Paths
1 Transform for
financial sustainability
2 Enable our employees
to succeed
3 Move more customers
more reliably
4 Make taking public
transit seamless Cornerstone
Safety
5 Innovate for
the long-term & Security
28 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 29Plan highlights
For customers For employees
2 hrs
5 min
One
TTC
TTC
TTC
Customer Service Agents Real-time information Time-based transfers “One TTC” site & app Connect to the frontline Approvals & decision-
Mobile and empowered Better communication Relaxed rules that give Relevant communication Senior managers joining making reset
customer-facing employees during your trip you greater flexibility to for every employee employees in the field Eliminating layers of
in subway stations hop on and off unnecessary approvals
Transit in the fast lane TTC Family of Services Fix before failure Pay for performance Merging workplaces The TTC Way
Measures to give transit More integrated More proactive Tying compensation to Consolidating offices to Shared expectations
priority and cut through options for customers maintenance for improved performance for staff improve collaboration for co-workers, leaders,
congestion on key routes with accessibility needs service reliability and efficiency customers and partners
30 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 31Critical Path 1 Transform for financial sustainability 32 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 33
Critical path 1 — Transform for financial sustainability
Fiscal sustainability depends
on our ability to fund what
the TTC is expected to deliver
over the long-term.
The City of Toronto’s plans for the future of transit, and
Metrolinx’s plans for our region, are ambitious. We must
close the gap between our revenue and the expected
increases in expenditures.
The only way to achieve that — for our city, for the
customers who pay our fares, for taxpayers and for our
provincial and federal partners — is for the TTC, with
the City, to transform how it does business. Our fiscal
sustainability is at risk under the current model, with the
City acting as almost the sole funding source for growing
operating subsidies.
This critical path is measured by
Alignment of funding with
cash flow priorities
34 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 35Critical path 1 — Transform for financial sustainability
Transform for
high efficiency
Transformation review Best practices in
& service optimization capital project delivery
As part of the City of Toronto’s ongoing The TTC is responsible for billions of dollars
focus on transformation and efficiency, the in capital projects, which range anywhere
TTC will be undertaking a comprehensive from making transit accessible to building new
review of the services we provide. What do subway extensions. The coming years will
we need to make or do in-house to provide see a number of new mega projects, including
reliable, efficient and integrated service? building the Scarborough Subway Extension
What can others help us do, in a way that and advancing the Relief Line and the Yonge
maintains or even improves quality? Where Subway Extension.
can we better use partnerships to perform?
Ensuring value for money and demonstrating
Having decided what services we will do sound stewardship over the resources
ourselves, we’ll turn our attention to how entrusted to us depends on strong portfolio
we can perform them better, with a focus management. In 2016, the TTC Board
Take the
on improving efficiencies and embedding approved a series of recommendations that
processes for improved delivery of services. advance the maturity of the TTC’s capabilities
That includes making investments in tech- in this area. To achieve the target state of
long view nology that could yield savings in the future.
We will also examine all non-fare revenue,
consistent with the City’s user-fee policy,
governance over hundreds of projects — from
the routine to the very large — a four-year plan
ending in 2021 is underway to advance our
Budgeting for the long-term to ensure appropriate cost recovery, and project, program and portfolio management
• Accurate estimates of resources continue to explore opportunities for shared and bring the TTC in line with best-in-class
Working closely with our colleagues at the required to deliver new projects services, pooled resources, and enhanced public sector project management practices.
City of Toronto, we are redesigning our • Prompt communication of budget buying power with other City agencies.
operating and capital budgeting process decisions to staff internally
$2.3
to provide more reliable information, support • Prioritization of funded and unfunded Procurement & partnership
strategic long-term decision-making and capital projects and operating initiatives
streamline the annual budget process for our As the TTC explores “making less” and
billion
staff. We will be instituting: At the end of 2017, we delivered a new, “partnering more,” the demands on our
preliminary five-year outlook; our goal procurement process will change. To support
• A simpler process, applied consistently is to ensure we’re capturing all costs, this, we will be adjusting our procurement
across the TTC including operational impacts associated process to align with industry best practices
• A longer-term focus, including
operational forecasting at one-year, two-
with capital projects. That way, the TTC
can communicate to the City and its funding
and continue our social procurement strategy,
while ensuring agility and accountability. In
in capital projects
year and five-year horizons partners at the provincial and federal levels addition, our approach to partnerships and awaiting funding
• Asset-based budgeting, including capital of government exactly where pressures vendors will focus on nurturing healthy two-
projections based on asset life exist so they can be planned for. way relationships rooted in The TTC Way. 2017-2028
36 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 37Critical path 1 — Transform for financial sustainability
Define lanes
Sustainable funding advocacy
To grow to be the system that Toronto needs
25 years from now, the TTC requires funding
Upgrade the
that is sustainable, that is protected from
sudden reductions and that strikes the right
balance between fares and subsidies from
back-office various funding partners. Alongside the City,
the TTC is committed to advocating for a
more sustainable model around operating
SAP subsidies, including operating funding from
the Province; to exploring fiscal incentives
Prioritize,
In 2017, the TTC began the introduction that can help drive the right balance of
of SAP, an industry-standard enterprise walking, cycling, cars and public transit in
software solution that modernizes our core our city; and to maximizing existing and
prioritize, prioritize systems and makes them comparable with
those used by the City of Toronto.
new sources of revenue.
Collaborate to define roles &
Aligning resources with work The transition to SAP is a multi-year effort. responsibilities with other agencies
this plan, which is backed up by a detailed It will ultimately allow our people to put more
In the past, new projects and mandates resourcing roadmap that ensures we time into creating value for our customers and The success of our transit system requires
have often been taken on without the are not simply adding new projects to an less time into antiquated processes. It will also close co-operation between the TTC, the City
corresponding addition of people or other already full workload. For this reason, most provide management with faster access to of Toronto, Metrolinx and our region’s other
resources required to execute them. As a new initiatives in this plan do not begin better information to make decisions. municipal transit agencies. This includes
result, our staff have been stretched further until 2019. a co-ordinated approach to operating and
and further, spreading themselves thinner SAP is rolling out in phases, starting with capital investments in our transit system. To
across multiple priorities. Going forward, the senior management team our most basic HR and finance systems support this, we will collaboratively work to
commits to clearly prioritizing funded and (Phase I), progressing to Time and clearly define roles and responsibilities
Starting now, every new project will be unfunded projects on an ongoing basis, and Attendance (Phase 2), and then moving surrounding the funding, planning, design
accompanied by additional or reallocated providing clear direction to staff on what to do to systems such as Procurement and and operation of transportation projects and
resources to execute it. That starts with if full funding or resources are not approved. Materials Management (Phase 3). services that affect our city.
38 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 39SPOTLIGHT ON
TTC Finances
Operating Budget Capital Budget
(2018) (Funded, 2018-2027)
Where is the Where does the Where is the Where does the
money going? money come from? money going? money come from?
6%
4% 3% 3% 4% Other revenue
Claims, utilities, Other revenue
insurance & licenses Service Capital reserve
including advertising 8%
improvements
such as 5% Development
8% purchase of charges
32% Growth such
Vehicle energy new buses as new facilities
Operating
15%
subsidies
16% Provincial
10%
Material, services subsidy
& equipment Legislated such
as accessibility
improvements
$1.8 $1.8 $6.5 $6.5
billion billion billion billion
37%
65% Debt
72% 82% 30%
Salaries Fares
State-of-good Federal
& benefits
repair such as subsidy
vehicle maintenance
& track repairs
40 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 41Critical Path 2 Enable our employees to succeed 42 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 43
Critical Path 2 — Enable our employees to succeed
The vast majority of employees
at the TTC want to do right by
our customers. They want to
improve the quality of our service.
Unfortunately, we haven’t always
made it easy for them to do so.
From operators to mechanics, service planners to engineers;
from bus to streetcar to subway to Wheel-Trans; from Transit
Control to Transit Enforcement: we asked employees to tell
us what was most important to focus on in this plan, and they
did not hold back.
They told us about the need to radically improve communication.
They said that we need to cut out the bureaucracy; that we
should celebrate our employees more; that we have to empower
them to make decisions and then hold them accountable. They
said they want the TTC to be a more positive, innovative and
collaborative place to work.
This critical path is measured by
Employee engagement
44 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 45Critical Path 2 — Enable our employees to succeed
Close the
communication gap
“One TTC” site & app Connect to the frontline
It’s not easy to effectively communicate with To bring the TTC closer together, we’re
a workforce that is on the move across the putting ourselves in each other’s shoes.
city. When one of our 5,500 bus operators To start with, we’ll be requiring every member
goes to work at the beginning of their shift, of the Senior Management Team to join
they get on their bus and go; they don’t a different customer-facing role in the
have time to sit around and talk. Add to that field for one day, twice annually. Across
the maintenance employees who keep our subway, bus and streetcar, we’ll also be
system and our vehicles running, and you’ve rolling out “Feet on the Ground” Days,
got two-thirds of our workforce needing when managers will be out of their offices,
information in very different ways. interacting with their frontline employees.
What’s the most efficient solution? Giving
everyone email is surprisingly expensive,
and we know from other major transit Merging workplaces
agencies that it isn’t always effective. So
we’re making a website & app (this is one The best way to increase communication and
of the things we’re partnering for) that will collaboration is to work side-by-side. Outside
allow us to put truly relevant, real-time of stations, bus divisions, maintenance
information into each employee’s hands. shops and railway car houses, TTC staff are
One scattered across a variety of TTC-owned and
TTC
We’re aiming to launch “One TTC” by leased office locations throughout Toronto.
2019. As it evolves, it will couple targeted By bringing office staff together through an
communication to each employee with office consolidation strategy, we’ll
functionality that makes their lives easier, save money, upgrade our office space,
such as the ability to access benefits services increase efficiency and improve collaboration.
or potentially even sign-up for their shifts.
While office staff come together, we’ll also be
opening a newly consolidated Operational Merging workplaces
“One TTC” site and app Control Centre which centralizes transit Consolidating offices
Relevant communication control functions across subway, streetcar to improve collaboration
for every employee and bus, as well as a newly consolidated and efficiency
central warehouse.
46 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 47Critical Path 2 — Enable our employees to succeed
Develop
the next Leader development The secret Building better managers
generation
& succession planning
A suite of Future Leader Initiatives put to happy The TTC Way forms a new framework for what
every employee can expect of their manager,
of leaders in place as part of our last five-year plan
prepares top performers to become the customers?
as well as what every manager can expect
of their employee. We’ll be taking other steps
future leaders of the TTC, with opportunities to create successful managers, because we
Frontline mobility including exposure to other transit agencies.
This isn’t just an investment in our future, it’s
Happy TTC recognize that good managers are the key to
helping our frontline employees succeed. In
Those with frontline experience have
unique insight into both our customers and
a necessity: one in five TTC employees is
eligible for retirement. In 2017, we instituted employees. line with our focus on Financial Sustainability,
we will also be providing new training in
our operations. To make it easier for non- a program that identifies pools of potential Financial Management for managers.
supervisory employees to develop into succession candidates, rather than single
management roles if they have the desire individuals, for key roles. We’ll also be
and the potential, we’ll explore new paths increasing secondments with City of
to skills and leadership development for Toronto colleagues to cross-pollinate our
frontline employees. expertise when possible.
48 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 49Critical Path 2 — Enable our employees to succeed
Celebrate our people
Expanded employee recognition
With regular critiques in the news and on social media, it’s easy
“
to lose sight of the great work TTC employees do every day. We’ll
be extending our Reward & Recognition Program to recognize
more employees for the contributions they make every day. We’ll
publicize positive customer experiences and feedback, and share
stories of TTC employees who exemplify The TTC Way through a
variety of internal and external channels, including on social media.
Earlier this week I found myself on a hot, stuffy and jam
packed Toronto streetcar during the peak of rush hour;
however, instead of this being a sweaty and mundane ride,
I was filled with overwhelming happiness from the moment
Take care in
I stepped into the car.
The operator was cracking jokes and conversing with
passengers over the streetcar’s PA system, thanking them
for their patience during the heavy traffic. What struck
me the most was when we pulled up at the next stop the
“
operator looked towards the back door through his rearview
mirror and thanked a young woman who was stepping out…
“I saw you give up your seat a few times over the last hour
for different people in need. The world needs more humanity
tough times
Increased mental health support
Because we move tens of thousands of
people every day, we see customers at their
best…and in times of crisis. Here are two of
our least favorite statistics: Every day, a TTC
employee is assaulted by a customer; each
year, more than twenty people attempt or die
by suicide within the system. We are expanding
our award-winning Peer Support Program
to provide support to employees involved in
7.7
Employee
engagement
in 2016
out of 10
The TTC measures employee
engagement and satisfaction
through an extensive survey with
like that — let’s bring it back one streetcar at a time,” the
traumatic incidents. And, in recognition of all employees every two years.
operator said before pulling away dinging the streetcar’s the challenges life brings on or off the job,
horn and bell in a musical rhythm. we’ll be exploring increased mental health
— TTC customer support, such as access to counselling and
psychological services, for all employees.
50 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 51Critical Path 2 — Enable our employees to succeed
Be a more
flexible
workplace A positive work-
Principles of flexwork place combines
Research shows that flexwork, which flexibility, agility
and accountability.
includes the ability to work remotely or work
alternate hours, can improve productivity
Empower and increase employee engagement in
particular situations. It can also help attract
decision-making
a diverse workforce. At the same time, we
Embrace
know that, due to the nature of our work, it’s
not possible for many roles in the TTC. We
and accountability will be developing guiding principles for
non-union staff on when flexible working
diversity
arrangements can be adopted to increase
Approvals & decision-making reset flexibility and boost productivity, supported
by the use of online meetings, collaboration Diversity & human rights
When we require supervisors and managers to seek multiple tools and technology. strategic plan
approvals even for very small decisions, we undermine both
Uphold
their leadership and our organization’s agility. We’re going to Each year, the TTC becomes more diverse,
correct that by undertaking a process to remove layers of Approvals & decision- accessible and inclusive, for both employees
approval where they don’t make sense. Then, we’ll provide making reset and customers. Our new multi-year Diversity
clear guidelines around decision-making, so everyone is on
the same page and can take personal responsibility in the
Removing layers of
unnecessary approvals The TTC Way and Human Rights Strategic Plan will
embed diversity and inclusion in every facet
spirit of The TTC Way. of the TTC by attracting and developing
Ethics & integrity in the spotlight a more diverse and qualified workforce;
Pay for performance continuing to build a respectful and inclusive
Ethics and Integrity are increasingly becoming workplace culture; providing continuous
Accountability means taking responsibility for your pillars by which leading organizations operate. education on human rights, accessibility,
performance. With the introduction of a new Performance As a public agency dedicated to both of diversity and inclusion; enhancing the TTC’s
Management System through SAP, the performance of these values, it is our desire to demonstrate delivery of programs and services to meet the
non-union staff, right up to and including the members this commitment through an Ethics and needs of diverse customers; and measuring
of our executive team, will be graded on a curve alongside Compliance Program. Rooted in research and reporting on progress for greater
their peers; those who perform better will get paid more, and best practices, the TTC’s goal is to be accountability. A new Diversity and Human
even if they’re already at the top of their pay scale. Using Pay for performance among those setting the pace as a leading Rights Executive Committee will include
SAP, each individual’s goals will feed directly into the Critical Tying compensation to ethical organization. unionized and staff employee representatives.
Paths defined in this Plan. Introduction is targeted for 2021. performance for staff
52 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 53SPOTLIGHT ON multiracial
women
TTC Workforce indigenous
The TTC has made significant
strides, but we have more work
to do to become reflective of the
great diversity of our city. Our plan
14,484 6,723 for the next five years is backed by
a multi-year Diversity and Human
employees operators DIVERSITY Rights Strategic Plan focused on
continuing to build a workforce that is
accessible, diverse and inclusive, as
persons with well as trained to meet the needs of
disabilities youth our diverse customers. At the same
time, our long-standing relationships
with community partners help
us recruit from lower-income
Bus Wheel-Trans
populations and Neighbourhood
Improvement Areas, in support of the
LGBTQ+ City’s Poverty Reduction Strategy.
multiethnic
Subway Streetcar
1 in 2 15%
79% unionized Executive positions Of all employees
are filled by women are women
31%
4,042 skilled
0–4 years
4 in 10 4x
tradespeople Employees
are racialized
Increase in employment
outreach since 2014 to attract
Including mechanics, Years more diverse applicants
electricians, machinists,
carpenters and more
of
32% service Why aren’t we more diverse yet?
>15 years
The transportation industry has been historically male-dominated.
Transit operators and skilled trades positions make up 74% of
the TTC, and these positions have not attracted a large pipeline
of women or persons with disabilities. While tailored recruitment
15% initiatives can help to change that, very low employee turnover
10–15 years 21% means recruitment efforts take time to have a significant impact.
5–9 years
54 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 55Critical Path 3 Move more customers more reliably 56 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 57
Critical Path 3 — Move more customers, more reliably
For more people within and
around Toronto to choose transit,
we need to strengthen our transit
system and provide service that
is more reliable, fast, frequent,
affordable and equitable.
In the next decade and beyond, customers will see
significant growth in Toronto’s transit system. At the same
time, we’re undertaking a multi-faceted strategy to grow
ridership and improve travel times. New rapid transit lines will
reduce crowding and better serve high growth areas of our
city; transit expansion will also improve access to employment
and services for people with low-incomes. With a focus on
upgrading transit planning in a multi-stakeholder environment,
we’re building stronger and more accessible connections to the
regional transit agencies in and around Toronto: GO Transit, UP
Express, York Region Transit / VIVA, MiWay in Mississauga,
Brampton Transit and Durham Region Transit.
This Critical Path is measured by
Ridership
Reliability of service
58 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 59This map reflects the planning priorities of the City of Toronto, as presented to City Council
on March 31st, 2016, and is a vision of what future rapid transit in Toronto could look like. The
map does not reflect the level of funding commitment or analysis undertaken to date. This map
includes both TTC and Metrolinx transit lines, which form a new, integrated transit network
within the City of Toronto. Ownership of the transit lines is not depicted in the map.
* Future line names, route alignments and station/stop names are subject to change.
60 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 61Critical Path 3 — Move more customers, more reliably
Grow the network
with our partners
Line 1 SmartTrack / Line 3 Relief Line*
Subway Extension Regional Express Rail Vaughan Metropolitan Centre Richmond Hill Centre
(Opened December 2017) Integration (RER)* This new subway line is Pioneer
Village Steeles Milliken
Steeles-McCowan
currently being planned by
This state-of-the-art northerly Building on existing heavy the TTC, City and Metrolinx.
Finch
extension of Line 1, which rail transit infrastructure and The southerly portion would Finch-Jane Finch West
Downsview Park
opened at the end of 2017 leveraging the province’s connect Line 2 — Danforth Humber College
Leslie Agincourt Sheppard-McCowan
Sheppard-Yonge
and includes six new stops, is $13.5 billion investment in Avenue east of the Don River Don Mills Scarborough
Centre UTSC
accessible and wifi-enabled. As RER, SmartTrack will include — to downtown.
Pearson Airport
a key step in better integrating six new stations on the Mount
transit in our region, it provides Stouffville, Lakeshore East Yonge Subway Dennis Cedarvale Eglinton Science Centre Kennedy Guildwood
Extension
Eglinton-Jane Caledonia Eglinton-Brimley
a direct connection between and Kitchener GO corridors.
the TTC, GO Transit and York SmartTrack will also include
Region Transit. service at eight existing This subway extension, which Dundas
West
St George
Main Street
Kipling
GO stations and consideration is currently being planned by Jane Lansdowne Spadina Bloor- Pape
Line 5 Eglinton (2021)
Yonge
of through-service at the TTC, City, York Region
Union Station. and Metrolinx, would extend Gerrard
This new light rail transit line Line 1 from Finch Station up to Osgoode Queen
being built by Metrolinx will Scarborough Subway Highway 7, where it will link to East Harbour
Woodbine
run across Eglinton Avenue, Extension York Region Transit. Exhibition Union Broadview/
Commissioners
Long Branch
from Mount Dennis to Kennedy
Cherry
Station, including a 10 km This extension of Line 2 will Waterfront transit*
underground section through provide a direct connection Yonge-University Line Eglinton Line Waterfront transit* Interchange station/stop
the middle of the city. Future between Scarborough Centre The Waterfront Transit Reset Bloor-Danforth Line Finch West Line Durham-Scarborough BRT* Accessible station/stop
extensions currently being and Kennedy Station. Study is looking at extending
Relief Line* Sheppard East Line* Steeles BRT*
planned will extend from service along the waterfront in
Sheppard Line Jane Line* McCowan BRT*
Pearson Airport in the west Line 7 Sheppard East* five segments: Long Branch to
SmartTrack*
to the University of Toronto Humber River; Humber River
GO Transit rail
Scarborough Campus This new light rail transit line to Strachan Avenue; Strachan
Union-Pearson Express
in the east. built by Metrolinx will run Avenue to Parliament Street;
along Sheppard Avenue, Parliament Street to Woodbine This map reflects the planning priorities of the City of Toronto, as presented to
Line 6 Finch West (2022) from Don Mills Station to Avenue; and the East Bayfront City Council on March 31st, 2016, and is a vision of what future rapid transit in Toronto
This map reflects the planning priorities of the City of Toronto, as presented to City Council
could look like. The map does not reflect the level of funding commitment or analysis
undertaken to date. This map includes both TTC and Metrolinx transit lines, which form
Morningside Avenue. to Union Station. a new, integrated transit network within the City of Toronto. Ownership of the transit
on March 31st, 2016, and is a vision of what future rapid transit in Toronto could look like. The
This new light rail transit line lines is not depicted in the map.
map does not reflect the level of funding commitment or analysis undertaken to date. This map
being built by Metrolinx will run * Future line names, route alignments and station/stop names are subject to change.
includes both TTC and Metrolinx transit lines, which form a new, integrated transit network
along Finch Avenue. It will link within the City of Toronto. Ownership of the transit lines is not depicted in the map.
Line 1’s Finch West Station
with Humber College. * Future line names, route alignments and station/stop names are subject to change.
62 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 63Critical Path 3 — Move more customers, more reliably
Continued
modernization
VISION (Vehicle Information System One Person Train Operation (OPTO)
and Integrated Operations Network)
With the benefit of wireless technology that
This $100 million project modernizes the lets a train operator see the full length of the
backbone of how the TTC tracks, manages platform, it becomes possible for one person to
and communicates with any one of our 2,000 operate a subway train safely, without a second
buses and streetcars on the streets at any person watching and operating the doors from
New fleet,
moment. VISION means we’ll have much the middle of each train. One Person Train
better information for scheduling and planning; Operation has been used safely on Line 3
better real-time information to provide Scarborough since 1985 and on Line 4 since
new facilities operators and customers during their trip;
more efficient Transit Signal Priority to keep
2016. It will be operational on Line 1 by 2020.
TTC vehicles moving; and more efficient yard Line 2 modernization
Higher-capacity accessible vehicles management and crew sign-ups.
Much of the next five years will be focused
In the next five years, the TTC will spend more than a billion Automatic Train Control (ATC) on completing the modernization of Line 1;
dollars on new vehicles, including more than 700 buses, Line 2 is next. That effort, which includes
150 streetcars and over 80 Wheel-Trans vehicles. New With the installation of Automatic Train replacing subway cars, installing ATC and
vehicles replace old ones and grow our fleet to increase Control, the speed of trains and the OPTO, and planning and building a new
overall system capacity and reduce overcrowding; in separation between them is automatically storage and maintenance facility will begin
addition, they are all more accessible, more comfortable and controlled. For customers, that means a safe in the next five years and continue into the
more reliable. and faster journey with more consistent travel future, with a targeted completion of 2030.
times; it could also mean a potential increase We will use a portfolio approach to project
New storage & maintenance facilities in subway capacity of up to 25%. ATC is a management to maximize synergies between
700
$562 million effort that’s been underway for a projects and optimize cost.
The expansion of transit requires new places to store number of years; it involves the installation of
535
and maintain vehicles. The TTC will open the McNicoll thousands of kilometres of cable and a new
Bus Garage in 2020. We’ll also begin planning for a new signalling system track-side. By 2020 all of
subway maintenance and storage facility on Line 2. new buses Line 1 will have ATC.
150 million
We will also create a new central warehouse, with an
additional 90,000 square feet of capacity. The new location,
which consolidates the operations of four warehouses (two of
which are leased) that are currently spread across the city, will
modernize the TTC’s warehouse operations and distribution new streetcars TTC ridership in 2017
using technology, automation and industry best practices.
64 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 65Critical Path 3 — Move more customers, more reliably
Put transit in the fast lane
“Keep Transit Moving” Improved schedules
on key routes & on-time performance
Express Bus Network 2021
The single greatest obstacle to a bus or In 2019, when VISION (Vehicle Information
streetcar arriving on time is congested System and Integrated Operations Network)
streets. For more customers to choose transit, comes online, we will have the ability to know
it must be faster, less expensive and more where our buses and streetcars are at any
reliable than if they drove themselves. point in time, including where they stop or
pause and why; that means more accurate
The next five years will see the TTC and the information to inform scheduling and
City collaborating to develop and execute improve on-time performance.
a comprehensive Surface Transit Priority
Plan that lets buses and streetcars move At the same time, we are implementing
more quickly on key corridors without getting a new metric for all service planning:
stuck in traffic. The King Street Pilot, which Customer Journey Time, which includes
is exploring new ways to speed up the TTC’s time spent travelling to and waiting for transit,
busiest route — the 504 King Streetcar as well as time en route.
carries more than 65,000 passengers a day
— is a first step. The result? Schedules and routes that
reflect actual operating conditions, are
Measures that keep transit moving include better tuned to passenger demand and are
dedicated right-of-way like we currently more reliable for our customers. Building
have on the 510 Spadina and 512 St. Clair on this foundation, we will explore further
streetcars: queue jump lanes that let transit improvements in network integrity.
bypass other traffic at key intersections and
traffic signal priority, which reduces dwell
times for TTC vehicles by holding green
signals longer or shortening red signals.
New & enhanced route serves at least one Neighbourhood
express bus routes Improvement Area, and we’re building a
strong grid of express bus service in
Transit in Express Bus routes save customers at least Etobicoke and Scarborough.
the fast lane 20% in travel time compared to local routes
Measures to give on common corridors; typically, riders use Between 2019 and 2021, we’re planning
transit priority them for long-distance trips. In addition to new or enhanced Express Bus service
and cut through being preferred by customers, they provide on 13 routes, and other routes have been
congestion on a faster and more convenient connection identified as candidates for our Express
key routes to work and services. Every Express Bus Bus Network in 2022 and beyond.
66 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 67Critical Path 3 — Move more customers, more reliably
Fix before failure
Proactive maintenance
From vehicle breakdowns to signal failures, one of the
most common causes of poor reliability is when something
suddenly stops working. Rather than fixing something
Minimize disruptions
when it fails, we are advancing preventative and predictive
maintenance, so our vehicles and infrastructure fail less
often and last longer, and we keep our customers moving.
We will be adopting Enterprise Asset Management for all Fast-track city permitting & site plan approvals
of our major asset classes, based on a 30-year outlook on
assets. This is a major transformation effort that will require Fix before failure To efficiently deliver projects that grow the transit system
new systems unified by common principles, co-ordinated More proactive maintenance and improve the customer experience — whether that’s
across the TTC. for improved service reliability building a new garage or a new bus shelter — we need to
be able to move quickly. With the City’s support, the TTC
will benefit from a consistent, co-ordinated process for fast-
21%
track City permitting and site plan approvals to deliver
transit projects.
Co-ordinated closures and detours
reduction
Whether it’s a subway closure to make necessary upgrades
that improve the frequency and reliability of service, or in delay
minutes on
a surface detour as the result of construction on City
streets, closures and detours can be very inconvenient
for our customers. With our colleagues at the City, we
have radically improved the co-ordination of capital the subway
improvements — such as partnering with the City to
repair shared bridges or the sidewalks in front of stations
since 2014
concurrently, or power cleaning stations that are closed
to update signal systems. We’re also taking greater care
to keep surrounding communities informed to reduce
disruptions. Meanwhile, during subway closures, the City is
giving shuttle buses the roadway space needed to make the
journey faster and easier for our customers.
68 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 69SPOTLIGHT ON
TTC Service Customer
Journey Time
5
New metric being developed for
minute Half-hour
walk standard
all service planning; includes time
spent walking to or waiting for
transit, as well as time en route
90% of the city’s population
and employment within a five-
Minimum frequency
promised for all bus and
10
Minute
minute walk of transit streetcar routes
Network
New stop
Extensive city-wide network markers
of subway, streetcar and bus
services that operates every
181 15 75
111
ten minutes or better
112
Bus Streetcar Subway 112C
routes routes stations 112D
123
125 65
65D
89D
All day,
everyday 6 minutes
or better
Overnight bus and streetcar
network that runs on most
Most TTC services operate from Subway trains operate major routes every 30 minutes New streetcar and bus stop markers
approximately 5:30am–1:30am, Monday every six minutes or or better from 1:30am–5:30am with more service information, more
to Saturday, and from 8am on Sundays better, all day, every day clearly presented
70 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 71Critical Path 4 Make taking public transit seamless 72 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 73
Critical Path 4 — Make taking public transit seamless
Getting from A to B should
be easy, frictionless and
barrier-free — wherever you
started, wherever you’re
headed and whatever your
accessibility needs.
When we asked customers what should be in this plan they
told us they hoped for a transit system that is more accessible
and could be navigated by anyone, including tourists and
newcomers. They want more positive interactions with our
employees and better communication when things go wrong.
They want a payment system that works for everyone,
everywhere. And, they want the TTC to connect seamlessly
with our region and with all the different forms of mobility
people use to get around our city.
This critical path is measured by
Customer satisfaction
74 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 75Critical Path 4 — Make taking public transit seamless
Wheel-Trans 10-Year strategy
& the TTC Family of Services Relieve
The TTC’s Wheel-Trans service provides overcrowding
pre-booked, accessible transportation for
persons with disabilities using accessible Reduce overcrowding on vehicles
Wheel-Trans buses and partnerships with
accessible taxis and sedan companies. We know how negative the experience of
In 2017, in accordance with the AODA, being squeezed into a packed vehicle, or
customer eligibility for Wheel-Trans was having to wait as a series of overcrowded
expanded to include customers with cognitive, vehicles pass by, is for our customers. To
sensory and mental health disabilities in help, we are continuing to reallocate buses
addition to those with physical disabilities. to overcrowded routes based on new and
more frequent Automatic Passenger Count
Accessibility Wheel-Trans has always operated as
distinct and separate from the conventional
data. We are also building the capacity of our
bus fleet to relieve overcrowding, especially
benefits
TTC transit system. But with system-wide during rush hour. Ultimately, our goal is to
This is complemented by other system- accessibility improvements underway, we take proactive steps on crowding that will
wide accessibility improvements, have the opportunity to schedule and connect create capacity for ridership growth.
everyone including accessible low-floor streetcars,
accessible buses with flexible seating to
Wheel-Trans, subways, streetcars and bus
services to provide customers with a multi- Crowd management in stations
accomodate strollers, new Wheel-Trans modal trip that can be faster, more flexible
Easier Access & beyond buses, a growing number of accessible and more efficient. We call this the TTC We continue to employ smarter crowd
bus and streetcar stops, interior and Family of Services. management solutions, such as cordons
Accessibility goes beyond accommodating exterior audible and visual stop and route and wayfinding to keep the flow of customers
people using mobility devices. If you have a announcements, simpler wayfinding, At the heart of the TTC Family of Services moving, in co-ordination with the increased
cognitive disability, vision loss or hearing loss; and consistent use of braille on elevator is a new scheduling and dispatch system presence of Customer Service Agents.
if you’re older or travelling with a stroller, or buttons and at customer help points. With that will combine real-time information about
80%
you can’t communicate in English — a more our partners in regional transit, we’re also different modes to provide the most efficient
accessible TTC benefits everyone. committed to improving accessibility when solution for customers, allowing them to book
transferring between systems. a trip end-to-end, on-demand. Enabling
In accordance with the Ontario Human Rights the Family of Services will be Access Hubs:
Code and the Accessibility for Ontarians with Access via third-party developments clean, dry, well-lit transfer points for customers customer
Disabilities Act (AODA), the TTC’s Easier to wait between segments of their trip.
Access program is on track to make subway As part of the City of Toronto’s real estate satisfaction
stations accessible by 2025, with elevators,
wide fare-gates and automatic sliding doors.
strategy, the TTC supports development
around and above stations; it’s part of a in 2017
There will be 45 accessible stations by the end wider City strategy that encourages transit- The TTC measures customer satisfaction
of 2018; by the end of 2022, 55 stations will oriented development along transit corridors by surveying customers quarterly across
be accessible. We’re also focused on making and near stations. We’ll be working with a number of dimensions, including
improvements to subway platform edges to the City to ensure consistent expectations convenience, accessibility, employee service,
make it easier and safer for customers with of developments, including accessible and quality of information. Satisfaction
disabilities to board trains, and facilitate TTC entrances to subway stations through has risen eight points since 2014, when
Family of Services trips on the subway system. adjoining buildings. customer satisfaction stood at 72%.
76 • TTC CORPORATE PLAN TTC CORPORATE PLAN • 77You can also read
