Our Vision – A transit system that makes Toronto proud TTC... · Ultimately, it paints a picture...

Our Vision – A transit system that makes Toronto proud

Toronto Transit Commission • Five-Year Corporate Plan 2013-2017

Forward from the CEO . . . . . . . . . . . . . . . . . . . . . . 1

Section 1: Background . . . . . . . . . . . . . . . . . . . . . . 2

•OurVision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

•OurMission . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

•OurCoreValue . . . . . . . . . . . . . . . . . . . . . . . . . 8

•OurTimelines . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Section 2: Organization . . . . . . . . . . . . . . . . . . . . . 14

Section 3: The Corporate Plan . . . . . . . . . . . . . . . . 18

Strategic Objectives . . . . . . . . . . . . . . . . . . . . 19

•Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

•Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

•People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

•Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

•Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

•FinancialSustainability . . . . . . . . . . . . . . . . . . . 32

•Reputation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Section 4: Summary and next steps . . . . . . . . . . . . 35

Section 5: Appendices . . . . . . . . . . . . . . . . . . . . . . 37

Appendix1:Achievementstodate

Appendix2:KeyFactsandFigures

Appendix3:OurPrinciples

Appendix4:CorporatePlan–CoreStrategies TheJourney–Atransitsystem thatmakesTorontoproud

Table of Contents

At the TTC we have a vision – a transit system that makes

Toronto proud .

Toachieveourvision,wehavetoimproveallaspectsofTTCservices.Andforthatweneedaplanthatmapsoutacomprehensiveoverhaulofouroperation,withinarealistictimeframe.

Thisisthatplan.Overafive-year periodfrom2013-2017,wewillrenew

ourculture,ourequipmentandourprocesses.Intheend,wewillhave succeededwhenourcustomers,ourstaffandTTCstakeholderssaytheirprideintheTTChasbeenrestored.

ThisplanformsthebasisforallbusinessactivityattheTTC.Itwillinforminvestmentdecisions,businessplanningandperformancemanagement.Thesevenstrategicobjectivesandcorestrategiesdescribedinthis documentwilltransformtheTTC,ourperformanceandourreputation.

Critically,thisplanwillallowmyteamandItoprioritizeresourcesto meetthechallenges.Thereisahugeamountofworktobedoneandthisplanservesasareferenceguidetoresistscopecreep.Putanotherway,ifaproposedadditionalpieceofworkdoesnotcontributetoone ofthesevenstrategicobjectives,itwillbeconsideredalowpriority.

Buildingontheworkthathasalreadybeendonebymypredecessors, IwanttoseeanoverhaulofTTCequipment,processesandculture. Renewalofourfleet,importantthoughthatis,isonlypartofthechallenge. Forustoachievesuccess,customersmustnoticethedifferenceinthequalityandconsistencyofourservice.Onlythenwillourreputationbetransformedintheeyesofourcustomers,stakeholdersandpeers.

In2012,wetookstepstohelplaythefoundationforachievingthis CorporatePlan.Wehavesetinplaceaperformancemanagement frameworkbuiltaround25keyperformanceindicators.Wehave

reorganizedthecompanytoputthecustomeratthecentreofeverythingwedoandtocreatecentresofexcellenceforback-andfront-of-house activity.Andwehavetakenstepstomakeourorganizationandour actionsmoretransparentandaccountabletocustomersandtaxpayers.

Ahugeamountremainstobedone,however,ifwearetochange thecultureoftheTTCandcreateamodernized,fit-for-purposetransit systemcapableofmeetingtheever-increasingdemandsplacedupon itbyanever-growingpopulation.Staffinvolvementinandunderstandingoftheplanisessential,somethingweaimtoachieveviaaseriesof roadshowsmid-2013.

Fundingremainsachallenge.Iwillcontinuetopressforlong-term,sustainedfundingthatwillenableustoplanwithconfidenceandsecuremoreefficientcontractswithsuppliers.Inparallel,IwilltrytoinfluenceCitypolicy,toallowustoprogressivelyreinvestsavingsintofurther improvementsofthesystemandtheservicesweoffer.

Bysettingoutoursevenstrategicobjectivesandthecorestrategies thatwilldeliverthem,TTCstaffnowhascleardirectiononwhatweneedtodo.Thisplanismuchmorethananextended“todo”list;itrepresentsaseachangeinthewaythattheTTCismanagedandthewayitinteractswithcustomersandstakeholdersalike.Thisisalivingdocumentthatwillbeupdatedannuallytoreflectprogressmadeandtoincorporatenewworkstreamsastheybecomenecessary.

Iamconfidentthisplanwilltransformourorganizationanddeliver ourvision.

Andy Byford ChiefExecutiveOfficer,TorontoTransitCommission

Forward from the Chief Executive Officer

1FORWARDFROMTHECEO

Section 1Background

ThePast:1921viewofQueenSt.lookingeasttoYongeSt.

2

TheTorontoTransitCommissionhasarichhistorydatingbackto1921.Sincethattime,theTTChasgrowntobecomeNorthAmerica’sthirdlargesttransitsystem,providing1.7millioncustomerjourneyseveryworkday,oraround515millionridesperyear.

TheTTChasaproudrecordforprovidingsafe,reliabletransit. Operatingacrossfivedistinctmodesoftransportation,theTTChas developedareputationforexcellenceintheintegrationofthose modesthroughwell-provendesign.

Afull-serviceoperator,theTTCiscapableofundertakingvirtuallyeveryactivityin-houseviaour12,500dedicatedandprofessionalemployees.

Inrecentyears,however,fundingconstraints,politicalchangeand insufficientfocusonthecustomerhaveledtoalossofmomentumattheTTCandatarnishedreputation.Whilesafetystandardsremainhigh,thereisaneedtomodernizeourpractices,cultureandoutlookinordertoimprovecustomersatisfaction,driveupstaffmorale,andtorestore theTTC’sreputationasarolemodelamongworldtransitsystems.

TheChiefExecutiveOfficerandhisexecutiveteamhaveidentified strategicobjectivesinafive-yearplandesignedtodeliverarenewedvision–atransitsystemthatmakesTorontoproud.

Toachievethatvision,theexecutivealsoidentifiedtheneedfor arenewedphilosophytocountercriticismandchangeperceptions.

Our philosophy:

•Safetybeforeproduction •Customerfirst •Confident,open,dynamicandtransparent •Receptivetonewideas,abletolearnfrommistakes •Oneteam •Lean,efficientandeffective •Goodneighbours,trustworthypartners,impartialadvisors

Earlyin2012,itidentified10stepstokick-startthetransformationoftheTTCandlaythefoundationforamodernized,morecustomer-focusedandbusiness-likeorganization:

•Identifythevision,determinethephilosophy •Developamasterplan,targetsandtoolstotrackprogress •Gettherightpeopleintothekeyjobsinarevitalizedstructure •Holdeveryoneaccountablefortheirpartsoftheprocess •Delightthecustomerwithquickwins •Re-engagethestaff •Re-engineerprocesses,systemsandequipment •Providevisible,effectivemanagement •Rebuildstakeholderconfidence;deliveronpromises •Getthebasicsright,allday,everyday

Workiswelladvancedorevencompleteonmostofthesekeyelements.Earlyonwewereabletocaptureandmeasureexistingperformanceviakeyperformanceindicators.ThesearenowpubliclyavailableontheTTCwebsiteandonarefreshedcompanyintranet,aswellasbeingfeaturedinanewmonthlyCEOReporttotheTTCBoard.

Thefive-yearplandocumentedheredescribeswhatneedstohappennext,thestrategicobjectives,andtheirconstituentworkstreams,andhowtheTTCwillorganizeitselftoachievesuccess.

Ultimately,itpaintsapictureofhowwewilldeliveronourvision.

Background

3BACKGROUND

Our Vision

4

A transit system that makes Toronto proud .

Torontoisadynamic,diverse,vibrantcitywithoneofthemosteducatedandcreativeworkforcesintheworld–agreatattractiontointernationalbusiness.

Torontoniansenjoyahighqualityoflifeinoneofthesafest,cleanestandgreenestcitiesintheworld.It’sthelargestcityinCanadaandthefourthlargestinNorthAmerica,andyetitscolourfulneighbourhoodsanditsrichsenseofcommunitymakeitauniquelyfriendlyandliveablecity.

Toronto’stransitsystem,thethirdlargestinNorthAmerica,shouldmatchtheexperienceoflivinginsuchacity:ahighquality,accessiblenetworkthatunderstandswhatourcustomersneedanddeliverswhatmattersmosttothem.

Morethanhalfacenturyago,thedeep-seatedprinciplesofsafety,serviceandcourtesyfirstappearedintheTTCcorporatecrest.Butwiththepressureformodernizationandfinancialefficiency,thesecorevalueshavenotalwaysshoneasbrightlyastheyshould.

Nowisthetimetobringthoseprinciplesbacktolifeandexcellikeneverbefore.Nowisthetimeforvision,acommonunderstandingofourgoalsandasharedcommitmenttomeetingthem.

5OURVISION

Our Mission

6

To provide a reliable, efficient and integrated bus, streetcar and subway network that draws its high standards of customer care from our rich traditions of safety, service and courtesy .

AswetransformpublictransitandmodernizetheTTC,ourchallenge, asalways,istokeepTorontomoving.

ThecommitmentofbillionsofdollarstoextendingtheTTCnetwork andtomodernizingourfleetandinfrastructure,presentsasignificantopportunitytofundamentallyimprovetheserviceweoffer.

Oursisaformidablycomplexmission.Itwillaffectnearlyeverypart ofthenetwork–lines,stations,subwaytrains,streetcars,buses,signalsandmuchmore.Thechallengeisnotjusttheamountofworkwehavetodo,butthatsomanyprojectswillbecarriedoutatthesametime–andwhilethesystemremainsopenforbusiness.

Butthat,infact,isonlyhalfofthechallenge.We’realsochanging thewaywedothings.

It’snotenoughtosimplyupgradetheinfrastructure–weneedtodosomethingmuchmorecomplexanddifficult.TheTTChastoadopt anewculturetobecomeknownasagoodneighbourandacompetentbusiness,onethatistrustedtoputthecustomeratthecentreofeverydecisionitmakes.

Atthesametime,ourcultureneedstorecognizegoodperformanceandpositivebehaviouramongouremployees.Byemphasizingthevalue ofteamworkwecandefeatmediocrityandaccomplishourmission.

7OURMISSION

Our Core Value: ‘Valuing Time’

8

We value both the quality and quantity of time customers spend on the TTC .

Forourcustomers,theTTCshouldrepresentthesimplest,fastestandmostcostefficientwaytomovearoundToronto.Akeymovetowardsconfirmingthatbeliefwillbetoadoptmetricsthat,quiteliterally,put amonetaryvalueonthetimecustomersspendonpublictransit.

Reliabilityandpunctualitymethodswillmeasurethequantityoftime customersspendwaitingforthenexttrain,busorstreetcar,andthe valueofthattime.Wehavebegunworkonsuchmeasuresandcan seethepotentialtoenhanceboththewaytheTTCdeliversservice andthewayweplanforfutureupgradesandexpansion.

OurnewCustomerSatisfactionSurveywillmeasurethequalityofthetimecustomersspendwiththeTTC.Thequalityoftimeisinextricablylinkedtotheperceptionofitsquantity.Acustomerwhoismore comfortableperceivestimetobelessthantherealityandisthereforemoresatisfiedwiththeservice.

ThesenewtoolswillgivetheTTCtheabilitytocompareavariety ofimprovements–theirrelativebenefitsandcosts–toensureour effortsareproperlyfocusedontheimprovementscustomersrightly demand.Fundamentally,thisisn’tasmuchaboutbusinessprocessesbutratherhowwellwetreatourcustomers–animportantmeasure ontheTTCscorecard.

Our principles

Anybusinessneedsasetofclearbusinessprinciplesthatguide everydaydirection.TheTTCprinciplessetoutinAppendix3actasafilterfordecision-makingandhelptoprioritizeoureffortsandspendingonthethingsthatdeliverthegreatestbenefittoourcustomers.

9OURCOREVALUE:‘VALUINGTIME’

YourmodernizedTTC

10OURCOREVALUE:‘VALUINGTIME’

Our Timelines

11

In2012,welaidthefoundationsnecessarytoachieveourvision. Weestablishedfundamentalbusinesstools,suchaskeyperformanceindicators,andchangedourorganizationalstructuretobetteralign withbusinessneeds,withfocusonthecustomer.We’vetakensteps toincreaselevelsofaccountabilityandtransparencythroughoutourorganization,althoughmuchremainstobedone.

Inyearsonethroughthreeofourplan,wewillbuildtheassetsneeded torunourcorebusinesssuccessfully,efficientlyandeffectively.ThisphasestretchesouttothePanAmandParapanAmGamesin2015andincludestransformationalitemssuchasthePRESTOsmartcardsystem,anentirelynewsubwayfleetontheYonge-University-Spadinaline, andstationmodernizations.TheseyearsrepresentthebulkofcurrentTTCplansforinvestmentinourexistingnetworkandthecapacity enhancementsrequiredtokeeplevelwithever-growingdemand.

Thejourneyfromyearonethroughfiveisabouttransformingthe cultureoftheTTC.Ourjourneywilldeliverchangesinstaffingmodels instationsandinvehicles,andwillreframetherelationshipbetweenfront-linestaffandtheirmanagers.Transformingcultureisthebiggestandmostchallengingaspectofourfive-yearplan.Intheend,theTTCwilllookandfeelverydifferentthantoday. YEAR 1

LAYING THEFOUNDATIONS

YEAR 1-3BUILDING THE ASSETS

YEAR 1-5TRANSFORMING THE CULTURE

12OURTIMELINES

YourmodernizedTTC

13OURTIMELINES

Section 2 Organization

14

Inearly2013,wecompletedareorganizationoftheTTCtodeliver continuousimprovementbasedoncustomerneedsandfeedback.

ThenewlyestablishedStrategyandCustomerExperienceGroupwillidentifycustomerneedsandspecifythestandardofservicethedeliverygroupsneedtoachieve.Thegroupwillreview,viamarketresearch, whatwasactuallyachievedandtherebycreateacycleofcontinuousimprovement.

TheCorporateServicesGroupwillnowbringtogetheralldepartmentsthatsupportourcoreservice.TheSafetyandEnvironmentDepartmenthasbecomeastand-alonegroup,independentfromlinemanagement,andnowreportsdirectlytotheCEO.Thismovehighlightsthe importancetheTTCplacesonsafety.

ThereconfiguredEngineering,ConstructionandExpansionGroup reflectsournewrelationshipwithMetrolinx,theorganizationthatwill beundertakingconstructionofLightRailTrain(LRT)lines.

Wehavesplitservicedeliveryintotwocentresofexcellence.

TheOperationsGroupwillfocusonimprovingsubwayperformance, networkcontrol,andvehicleandinfrastructuremaintenance.These criticalactivitiesmaybelargelyunseenbycustomersbuthavereal impactonthereliabilityofservice.

TheServiceDeliveryGroupconsolidatesallcustomer-facingstaff withamandatetoexpediteimprovementinthequalityofserviceand consistencyofcustomerinteraction.

Finally,thereorganizationestablishesthenewroleofChiefofStaff totheCEO,apositionthatco-ordinatesbusinessimprovementactivityandprofessionalizationofinter-governmentalrelations.

15ORGANIZATION

Brad RossExecutive Director

Corporate Communications

John O’GradyHead of Safety

and Environment

Joan TaylorChief of Staff

Joe Kennelly Head of Audit

Bob Hughes (Acting)

Chief Customer Officer

Strategy and CustomerExperience Group

Represents the customerthroughout the journey.

Sets standards, developsservice offerings and

analyzes performance.

Vince RodoChief Financial and

Administration Officer

Corporate Services Group

Oversees legal and financial compliance.

Provides comprehensivesystems and logistical

support. Provides comprehensive HR

development and trainingfor our people.

Sameh GhalyChief Capital Officer

Engineering, Constructionand Expansion Group

Develops, improves andexpands the network.Owner of the capital

portfolio.

Dave DixonChief Operating Officer

Operations Group

Delivers reliable, punctualsubway service, andmaintains the transitnetwork and fleet

(bus and rail) to stringentsafety and customerservice standards.

Chris Upfold(Acting)

Chief Service Officer

Service Delivery Group

Delivers world-class serviceon all bus and streetcar

routes, and to customersin all TTC stations, day in and day out.

• Customer Communications• Customer Development• Customer Service Centre• Farecard Team• Strategy & Service Planning

• Capital Programming• Construction• Engineering• Spadina Subway Extension• Strategic Partnerships• Yonge Subway Extension

• Bus Transportation• Wheel-Trans Operations• Streetcar Transportation• Group Station Management• Collectors• Station Janitors• Transit Enforcement

• Bus Maintenance (including Wheel-Trans)• Operations Control• Subway & Streetcar Maintenance• Rail Infrastructure• Subway Transportation• Plant Maintenance• Revenue Operations

• Board Services• Finance• Human Resources• Human Rights• IT Services• Legal• Materials & Procurement• Pensions• Property Development• Training & Development

Andy ByfordChief Executive Officer

TTC OrgAnizATiOnAl ChArT EffectiveMay2013

Theneworganizationalstructure illustratestheaccountabilities ofeachgroupChief.

16ORGANIZATION

STRATEGY AND CUSTOMER CORPORATE SERVICES

EXPERIENCE

OPERATIONS

ENGIN

EERI

NG,

CUSTOMER

PRE-DAY OF OPERATIONS

DAY OF OPERATIONS

Operations provides back-of-house support and maintains the infrastructure

S&CE identi�es customer needs and develops serviceoffers and standards

EC&E enhances physical capability and assets

Corporate Services provides logistics, people and processes

S&CE analyzes results and identi�es areas of improvement

Service Delivery delivers front-of-house customer service

CONSTRUCTION

AND

EXPA

NSIO

N

SERV

ICE

DELI

VERY

ThischartillustratestheTTC continuousimprovementmodelthatstartsandfinisheswith theStrategyandCustomer ExperienceGroup,representingthevoiceofthecustomer.

17ORGANIZATION

Section 3 The Corporate Plan

18

To keep the TTC moving in the right direction, we have defined seven strategic objectives to help realize our vision .

Safety Atransitsystemthatmanagesitsrisks,thatprotectsitscustomers, contractorsandemployees,andthatminimizesitsimpactonthe environment.

Customer Atransitsystemthatvaluescustomersandprovidesservicesthatmeet orexceedcustomerexpectations.

People Anempowered,customer-focusedworkforcethatvaluesteamwork,pride inajobwelldone,andanorganizationthatactivelydevelopsitsemployees.

Assets Effective,efficientmanagementofassetsthatdeliversreliableservices inastateofgoodrepair.

growth Anaffordableexpansionprogramthatmatchescapacitytodemand.

Financial Sustainability Awell-run,transparentbusinessthatdeliversvalueformoneyinafinanciallyviableway.

reputation Anorganizationthatistransparentandaccountable,well-regarded bystakeholdersandpeers,inwhichemployeesareproudtoplayapart.

Strategic Objectives

19THECORPORATEPLAN-STRATEGICOBJECTIVES

Safety

Objective: A transit system that manages its risks, that protects its customers, contractors and employees, and that minimizes its impact on the environment .

Core Strategy 1 – Transform our business through the systematic identification and control of risk

Owner: head of Safety and Environment

Overview of deliverables: SafetymustremainthebedrockofTTCoperations.Throughthiscorestrategywewilldeliveramuchmorestructured,systematic,risk-drivenapproachtomanagingsafety.

WewillemployinternationalbestpracticestoupdatetheSafety,Health andEnvironment(SHE)managementsystemandtodevelopasafety riskregister.

Wewillintroduceanenterpriseriskmanagementsystemtoimprove planningandpreparednessforemergencies.

Wewillalsooverhaularrangementsforemployeeengagement,withthemutualobjectiveofmaintainingarobustinternalresponsibilitysystem.

how we will measure success:

•Lowercustomerinjuryrate

•Feweroperationalsafetyincidents

•Lowerfrequencyandseverityofemployeelost-timeinjury

•Fewerreferralstoregulatoryagenciesandassociatedworkrefusals

•Quantifiedriskreductiontoknownhazards

Key initiatives to deliver the safety objective:

Enterprise risk Management

TheTTCwilladoptanEnterpriseRiskManagementmodeltoimprove strategicdecision-makingandbusinesscasedevelopmentbasedonthecompanyriskprofile.Itwillbeusedtooverhaulthecorporateemergency planningprogram,includingcontingencyplansforthetopenterpriserisks.

Operational and Occupational Safety

TheTTCwillupdateandstreamlinethewayitmanagessafetyriskandhowitplansriskmanagementintheworkplace.

Specificinitiativeswillinclude:

•Developmentandimplementationofanewsafety,healthand environmentmanagementsystemtoreplacethedatedSystem SafetyPlan.Thenewsystemwilldescribeamoredecentralizedsafetystructurewherethecorporatefunctionisoneofguidance,advice,supportandoversight,andlocalmanagementisultimately accountableforthemanagementofSHErisks.

•Developmentandmaintenanceofacorporateriskregisterand riskprofiletoprovidemanagementwiththetoolsanddatatomakerisk-informeddecisions.

•Implementationofanewcorporate-widefiresafetyprogramthatincludescomprehensivefireandevacuationplansforallproperties.AvitalcomponentofthenewprogramwillbetheintroductionofskilledandaccountableGroupStationManagersforeachproperty.

•Overhaulofexistinghealthandsafetymanagementand consultativearrangementstoimprovetheinternalresponsibilitysystemattheworkplace.

20THECORPORATEPLAN-STRATEGICOBJECTIVES

•Introductionofastandingsafetyrulescommitteetoensurethatrulesarefitforpurpose,understoodbyallaffectedemployees,enforcedandaudited.

•Updateofallcorporateenvironmental,healthandsafetyprogramstoaddresslegislativechangessuchasthegloballyharmonizedsystemforhazardousmaterialsandacorporateincidentprogram.

•Continuousimprovementinthequalityassuranceandsafety managementsystemauditprogramstoreflectchangesinthe managedsystem.

Environmental Safety

Asapublictransitoperator,theTTCistheenvironmentally-conscious alternativetoprivatetransport.Wemustmanageourbusinesstoensurecompliancewithallapplicableenvironmentallawsandregulations.

Specificinitiativeswillinclude:

•Base-linedlegalcomplianceauditofallTTCactivities.

•Developmentofanupdatedenvironmentalplanaspartofthe overallEHSmanagementsystemandimplementationofastrategytoachievecompliance.

21THECORPORATEPLAN-STRATEGICOBJECTIVES

Objective: A transit system that values customers and provides services that meet or exceed customer expectations .

Core Strategy 2 – Transform Customer Satisfaction

Owner: Chief Customer Officer, Chief Service Officer

Overview of deliverables: Afundamentalchangeinthewayfront-of-houseactivityismanaged willdeliversustainedimprovementinallaspectsofservicethatarevisibletothecustomer.

Thisstrategyintroducesaradicalnewstationmanagementstructure thatplacessingle-pointaccountabilityonGroupStationManagersforallaspectsofservicedeliverywithintheirsphereofinfluence.ItalsofeaturestheTTCCustomerCharter,aformalpledgetoourcustomersthatcommitstheTTCtotime-boundserviceimprovementsforeachcalendaryear, aswellasformalizingongoingperformancestandards.

WewillenhancecustomersecuritybyrestoringSpecialConstablestatus totheTransitEnforcementUnit,inadditiontotheirgreaterfocuson revenuecomplianceonthenewgenerationofPRESTO-equippedbusesandstreetcars.

WewillalsoacceleratethetransitionoftheTTCfromalargelyintrospective, process-drivenorganizationtoonethatisdynamic,highlycustomer responsive,openandtransparent.

ThisstrategypavesthewayforthemostradicalchangetotheTTCfaresysteminourhistory.ThePRESTOsmartcardwillnotonlyprovide customerswithseamless,hassle-freetravelacrossOntario,itwillenable aradicallydifferentstationmanagementmodelinwhichpresent-dayCollectorstaffwillbefreeduptoprovideproactive,professional,mobileassistanceasStationSupervisors.

how we will measure success:

•CustomerSatisfactionSurveyscores

•MysteryShopperSurveyscores

•CustomerCharter:deliveryagainstplan

Key initiatives to deliver our customer objective:

Customer Engagement

Talkingwithcustomersandgettingtheirfeedbackiscriticaltoourfuturesuccess.WhencustomerssaytheyareproudoftheTTC,wewillhaveachievedourvision.

Specificactivitywillinclude:

•TTCTownHalleventswillbeheldatleastonceayear.

•TTCRiderTownHalleventswillbeheldatleasteveryquarter.

•TTConlineTownHallsviaTwitterwillbeheldatleastsixtimes peryear.

new means to engage customers

EngagingourcustomersandmakingiteasierforthemexpresstheirprideintheTTCmustbepartofourtransformation.

Specificactivitywillinclude:

•Roll-outofastandardlookandfeeltoallcustomercommunicationsmaterial.

•ExpansionoftherangeofTTCproductsavailableforpurchaseeitheronlineorthroughtheTTCCustomerCentre.

Customer

22THECORPORATEPLAN-STRATEGICOBJECTIVES

Customer-focused station business model

Wewillchangeourfocusfromstaffontrainsorbehindglasswallstostaffinstationsengagingourcustomers.

Specificactivitywillinclude:

•DevelopmentanddeliveryofacomprehensiveplantosafelyremoveguardsfromtrainsandtoreplacetheStationCollectorrolewiththatofahighlytrained,proactiveStationSupervisor.LargerlocationswillalsohaveCustomerServiceAssistants.

•IntroductionofsixfullyaccountableGroupStationManagers, eachresponsibleforabout11stations.TheseGSMswillbethelandlordsfortheirlocationsandwilldevelopcloselinkswithlocalbusinessandcommunityleaders.DutyStationManagerswill serveasdeputiestotheGSMs.

Measuring customer perceptions

MeasuringprogressagainstpromisesisfundamentaltodemonstratingaccountabilityandestablishingtrustwiththepeopleofToronto.

Specificactivitywillinclude:

•TheCustomerSatisfactionSurveywillbeconductedeveryquarter.

•TheMysteryShopperSurveywillbeconductedeveryquarter.

•Anewmetric(thejourneytimemetric)willbedevelopedtotrackhowlongitshouldtakeacustomertotravelvs.thereality ofhowlongitdoestaketotravel.

Customer Charter

TheTTCwillmakepublicourpromisesforeachcomingyearandreport attheendofthatyearonhowwehavedeliveredagainstthosepromises.

Specificactivitywillinclude:

•Roll-outofthe2013TTCCustomerCharterandsubsequent annualiterations.

Primary revenue Strategy

FraudontheTTCisestimatedtobe2%ofprimaryrevenue.Theintroduction ofall-doorboardingandproof-of-paymentonallstreetcarsandsomebusrouteswillincreasethepotentialforfareevasion.

Specificactivitywillinclude:

•Developmentofabusinesscaseforadedicatedrevenueprotectionteamtoincreasetheleveloffarechecks.

•DevelopmentofproposalstotheTTCBoardandCityCouncil forsignificantlyhigherfinesforfareevasiontoincreasedeterrence.

Customer information Strategy

Ensuringthatcustomershavetheinformationtheyneed,whentheyneedit,issecondonlyinimportancetothereliabilityoftheservice.CustomersrightlyexpecttobeabletoeasilynavigatetheTTCsystemandtohavetimelyinformationtomaketheirtravelchoices.

23THECORPORATEPLAN-STRATEGICOBJECTIVES

Specificactivitywillinclude:

•Developmentanddeliveryofimprovedbusandstreetcarstoppolesbeginningwithatrialofanewdesignonthe94Wellesleyroute.

•DevelopmentandtrialofasimplifiedlocalareamaptoreplacethecurrentTTCsystemmap.

•Developmentandroll-outofnewnetworkmapsandlinediagramsatsubwaystations.

•Developmentofanewsignagemanualtostandardizeandimprovewayfinding.

•Introductionofreal-timedigitalinformationscreensatstation entrancesandnextvehiclearrival/departureinformationatkeystopsandinterchanges.

•Developmentandroll-outofupdatedprintedinformationtoincludearedevelopedRideGuideandapocketmap,withpotential installationofleafletracksatstations.

•Progressiveroll-outofWi-Fiandcellserviceatsubwaystation platforms.

Customer relationship Management

UnderstandingcustomerpreferenceswillhelptheTTCmeetitsneeds oninformationandservice.Wewillrolloutnewsystemstoimproveourunderstandingofourcustomerandtherelationshiptheyhave,orwant tohave,withtheTTC.

Fares

TheTTCwilloverhaulfareprocessesandpoliciesoverthenextfive years.WiththeadoptionofthePRESTOfarecardsystem,theTTCwill beabletoconsideravarietyofnewpolicies,includingfare-by-distance andfare-by-time.

24THECORPORATEPLAN-STRATEGICOBJECTIVES

YourmodernizedTTC

25THECORPORATEPLAN-STRATEGICOBJECTIVES

People

Objective: An empowered, customer-focused workforce that values teamwork, pride in a job well done, and an organization that actively develops its employees .

Core Strategy 3 – Transform Employee Engagement, Performance and Culture

Owner: Chief Service Officer, Head of Human Resources, Executive Director Corporate Communications

Overview of deliverables: Changingcultureandengagingstaffiscriticallyimportanttodeliver sustainedchange.

Thetraditional,hierarchalstructurehasservedtheTTCwellinthepast,butwenowneedimprovedmanagement-staffrelationstoenabledynamicdecision-making.

StaffwillhavemuchgreaterinvolvementinthewaytheirTTCisrun. Localmanagerswillbeempoweredtofixlocalissues.Andallstaff willbeaccountablefortheirperformancewithinaframeworkthatsets expectations.Thegoalofafreshstarttothewaywedobusiness needstheinvolvementofunionsinamutuallyagreedenvironment.

how we will measure success:

• StaffSatisfactionSurveyscores

• Staffattendancerates

• Staffperformanceframework

Key initiatives to deliver the people objective:

Performance Management Framework

Customerfeedbackclearlypointstodissatisfactionwiththequalityandconsistencyoftheservicenowoffered.TheTTC’sreputationhasalso sufferedfromastringofhighprofileincidents.Forourplantosucceed,staffperformanceatalllevels–bothmanagementandfrontlinecapability–hastoimprove.

Specificactivitywillinclude:

•Settingspecific,measurable,attainable,relevantandtime-bound(SMART)targetsfromexecutivetofirst-levelsupervisorylevels,ultimatelyextendingtoallstaff.

•Developmentofacomprehensiverewardandrecognitionstrategytorecognizeexcellentperformanceanddemonstrationofdesiredvaluesandbehaviours.

•Reviewofexistingdisciplinaryandpoorperformanceprocessestodifferentiatebetweencapabilityandconduct,andtoenablefirmbutfairmanagementofpoorperformance.

•Reviewofexistingtraininganddevelopmentprogramstoensuretheymeetbusinessneeds.

labour and Employee relations Strategy

CriticaltothetransformationoftheTTCandourfuturesuccess isanewapproachwithourunionpartners.Wewilldevelopastrategy ofengagementandpartnershiptofurtherstrengthenthetiesbetween employeesandtheirmanagers.

26THECORPORATEPLAN-STRATEGICOBJECTIVES

Specificactivitywillinclude:

•Developmentofacomprehensivelabourandemployeerelationsstrategy.

Staff Engagement Strategy

OurplanwillonlysucceedwiththeengagementofTTCemployees. Managementstylehasadirectinfluenceonstaffbehavioursoweneed tocreateaculturethatencouragesstafftoexcelwhileactivelymanagingtheminorityofpoorperformers.Othermeasureswillalsohaveapositiveeffectonemployeemorale.

Specificactivitywillinclude:

•Deliveryofaseriesofroadshowsatworklocationstobriefstaff onthisplan,andseektheirfeedbackandbuy-in.

•CompletionofanannualStaffSatisfactionSurveytodefineareas ofstaffdissatisfactionanddevelopcorrectiveactionplans.

•Developmentandroll-outofanewTTCuniform.

•Refinementofemployeecommunicationstoolsincludingan in-house,real-timestreamofinformationdeliveredviastrategicallyplacedTVmonitors.

•AreviewandupdateofOperatorrefresherandrecertification programs.

Management Development and Succession Planning

Ourplansrelyoncapable,talentedmanagersandsupervisorystaff tosucceed.WewilloverhaulexistingarrangementstoensuretheTTCattractsandretainspeopleoftherightcalibretoleadourrenaissance.

27THECORPORATEPLAN-STRATEGICOBJECTIVES

Assets

Objective: Effective, efficient management of assets that delivers reliable services in a state of good repair .

Core Strategy 4 – Excel at Asset Management and Operational Performance

Owner: Chief Operating Officer, Chief Service Officer

Overview of deliverables: Afocusonmaintainingsafe,reliableoperationacrossallmodes isessentialtothesmoothrunningoftheTTCsystem.

Wewilluseenhancedassetmanagementtechniquestoimproveassetreliabilityandplacegreateremphasisonreal-timeactivesupervision ofandinterventionintheservicetokeepournetworkmoving.

TheintroductionofautomatictraincontrolontheYonge-University-Spadina(YUS)Linewillenhanceservicecapacity,andtheintroductionofnew vehiclesandtechnologieswillincreasecustomercomfortandimproveservicereliability.

how we will measure success:

•Servicepunctuality

•Servicereliability

•Assetavailabilitymetrics

•Projectdeliveryvs.plan

•Customersatisfactionmetricsforservicequality,systemcleanliness andinformation

Key initiatives to deliver the assets objective:

Capacity Management

Wewillprocurenewvehiclestoincreasecapacityonmodesandrouteswheredemandcurrentlyexceedssupply,andtoachieveefficienciesinlargervehicleoperations.

Specificactivitywillinclude:

•Continuedroll-outofTorontoRockettrainsontheYUSLineand continuedfocusonreliabilitygrowthstrategies.

•IntroductionofautomatictraincontrolontheYUSLine.

•Testingandimplementationofnewlow-floorstreetcarfleet.

Asset Management

Weneedtoimprovetheunderlyingreliabilityofvehiclesandinfrastructure.Detailedknowledgeofourassetswillinforminvestmentdecisionsandwewillassessreal-timeperformanceofallassettypes.

Specificactivitywillinclude:

•Targetedprogramstoimprovevehiclereliabilityonallmodes.

•Strategiestomaximizeassetavailability.

•Targetedprogramstoimprovereliabilityofkeyinfrastructureassets.

•Trackrenewalprogramtogetfullbenefitofautomatictraincontrol.

•Customer-focusedassetmaintenanceprocedures.

28THECORPORATEPLAN-STRATEGICOBJECTIVES

System Cleanliness

ThecleanlinessofTTCstationsandvehiclesreflectsthecompetencyofourabilitytomanageatransitnetwork.

Specificactivitywillinclude:

•Targetedprogramstoimprovevehiclecleanliness.

•Annualsubwaystationcleaningprogram.

Proactive Service Management

Servicereliabilityisasimportantasservicepunctuality.Wemustimproveincidentmanagement,routemanagementandinformationdistributionduringnormal,degradedandemergencysituations.

Specificactivitywillinclude:

•Reviewofoperationalprocedurestodelivercustomer-ledratherthanproduction-leddecisionmaking.

•Routemanagementstrategytoreduceshort-turnsandvehiclebunching.

•Real-timeinformationstrategy.

•Strengthenedcommandandcontrolandincidentmanagement arrangements.

•Introductionofservicedisruptionteamstoassistcustomersduring prolongeddisruptions.

•DedicatedincidentmanagementtrainingprogramforEmergency ResponseCommanders.

29THECORPORATEPLAN-STRATEGICOBJECTIVES

Growth

Objective: An affordable expansion program that matches capacity to demand .

Core Strategy 5 – Expand the System to Meet Future Demand

Owner: Chief Capital Officer

Overview of deliverables: Weneedtoincreasecapacitytocopewithever-growingridership. Wewilldeliveronspecificplansanddevelopanincreasinglyclose workingrelationshipwithkeypartnerssuchasMetrolinxand InfrastructureOntariotoexpandournetwork.

how we will measure success:

•Projectdeliveryvs.plan

•Capitalspendvs.budget

•Assetavailabilitymetrics

Key initiatives to deliver the growth objective:

Toronto-York Spadina Subway Extension

TheToronto-YorkSpadinaSubwayExtensionProjectwillextendthe existingTTCsubwaysystemby8.6kmintoTheRegionalMunicipality ofYork.Duetoopenin2016,thiswillbethefirstTTCrapidtransitline tocrosstheCityofTorontoboundary.

Union Station Subway Platform and Concourse improvements

UnionStationisthebusiestpassengertransportationfacilityinCanada,servingapproximately250,000passengerseachday.TheTTCwillreduceovercrowdingandimprovepassengercirculationbyaddingasecond subwayplatformandexpandingtheconcoursetoincludeasingleTTCfare-paidareaandpedestrianby-passroutes.

TheUnionStationprojectisoneofWaterfrontToronto’sprioritiesandtheTTChasmanagedprojectplanning,designandconstruction.

Second Exit and Easier Access Programs

Wearecommittedtoexpandingthenumberofstationswithsecond exitsforevacuation,aswellasthenumberofstationswithelevatorsand barrier-freeaccesstotheTTC,somethingwearelegallyobligated toprovide.Althoughexpensive,stationelevatorsarecriticallyimportant forourcustomerswhoneedthem.

Downtown relief line

Inthepastsixyearsinparticular,theTTChasimplementedarange ofprogramsthathavesignificantlyincreasedoveralltransituseinthecity. Capacityimprovementstotheexistingrapidtransitnetworkareplannedoverthenextseveralyears.Expandingrapidtransitcapacityiscritical toensurethecontinuedhealthandvitalityofthedowntownarea.

TheDowntownRapidTransitExpansionStudywillassessfuturerapid transitneedsbasedonanticipatedgrowthintheCityofToronto’sOfficialPlan.ItwillidentifyandassesspotentialrapidtransitimprovementsintoandwithinthedowntownareaofToronto.

Station Modernization Program

ExistingstationupgradesatPapeandDufferinstationsarecontinuinganddueforcompletionin2013and2014respectively.Wewilldevelopfurther modernizationplansasfundingpermits.

30THECORPORATEPLAN-STRATEGICOBJECTIVES

lrT lines (with Metrolinx)

OnJune29,2012,theBoardofDirectorsofMetrolinxvotedunanimouslytoproceedwiththeimplementationoftheTorontoTransitPlanasoriginallyapprovedbyMetrolinxonMay19,2010.Theplanconsistsofthefollowingprojects,withthefollowingstaging:

•TheEglintonCrosstownLRTfromBlackCreektoKennedyStation;workisunderwayandwillbecompletedby2020.

•TheScarboroughRTreplacementandextensiontoSheppardAvenue;workwillbeginin2014andbecompletedby2020.

•TheFinchWestLRTfromtheToronto-YorkSpadinaSubwayExtension toHumberCollege;workwillbeginin2015andbecompletedby2020.

•TheSheppardEastLRTfromDonMillsStationtoeastofMorningsideAvenue;workwillbeginin2017andbecompletedby2021.

TheTTCandCityofTorontowillbeimportantpartnersinthedevelopmentandintegrationoftheselinesintothecurrenttransitnetwork.TheTTCwillalsooperatetheselineswithinexistingoperations,soourserviceswillbefundamentaltotheirsuccess.

Station Signing

ThesigningandwayfindingsystemsontheTTCareamixofdifferent systemsimplementedoverthelifeoftheTTCsubway.Wewilldevelop astrategyforastandard,fit-for-purposewayfindingsystemtoreplace outdatedsigns.Thiswillprovideacommon,consistentandusefulnew wayforcustomerstofindtheirwayaroundthenetwork.

Tunnel Ventilation Program

Existingplansarecontinuingandwewilldevelopfurtherplansas fundingpermits.

31THECORPORATEPLAN-STRATEGICOBJECTIVES

Financial Sustainability

Objective: A well-run, transparent business that delivers value for money in a financially viable way.

Core Strategy 6 – Deliver Optimal Value for Money

Owner: Chief Financial and Administration Officer

Overview of deliverables: TheTTCisdriventobeasefficientandeffectiveaspossibleandwill deliveranongoing,top-to-bottomcostreview.

Wewillworktomodernizeourpracticesbyapplyingprovenbusiness techniques,includingzero-basedbudgeting.Wewillreviewwhat constitutescoreandnon-coreactivityandexamineoptionsforour futurebusinessmodel.

Ourstrategyalsoaddressestheneedforagreaterfocusonfareevasionandprotectionofprimaryrevenue.

Weneedengagementwiththegovernmentatthreelevelstogetafairer financialdealfortheTTC.Wemustdevelopcompellingargumentsfor sustainedfundingthatwillenablebetter,moreefficientlong-termplanning.WewillworkwiththeCityofTorontoandothergroupstoexplorenew revenuestreamstosecureadequateTTCfunding.

how we will measure success:

•Subsidy/fareratio

•Fareevasionrate

•Revenue/costratio

Key initiatives to deliver the financial sustainability objective:

Efficiency and core business

TheTTCwillexamineeveryaspectofourbusinesstomaximizeefficiencyandtodevotescarceresourcestowheretheymostdirectlybenefitthecustomer.

Specificactivitywillinclude:

•UndertakingaTTC-wide,zero-basedbudgetreviewstarting in2013.

•Ongoing“makevs.buy”reviewofnon-coreareasthatcouldbedeliveredmoreefficientlyandeffectivelybyathirdparty.

•Adoptionofmodernmanagementtechniquestomaximizesupplychainandproductionefficiencies,andminimizewaste.

•De-layeringoftheorganizationtoimprovebusinessefficiency andlinesofcommunication,andtoshiftresourcesfromcorporateoverheadtofront-linesupervision.

•Useoftechnologytoaiddecisionmaking.

•Introductionofarticulatedbusesonbusiestroutes.

Overtime

Overtime,thoughitcanbeexpensive,iscriticallyimportantintransitwheredemandcanfluctuatesignificantlydependinguponthetimeofdayoryear,andtheneedtostaffupformajorevents.

Specificactivitywillinclude:

•Optionsforreducingexpenditureonovertime.

32THECORPORATEPLAN-STRATEGICOBJECTIVES

Economies of Scale / Buying Power

TheTTCrepresentscloseto75%ofpublictransitintheGTHAand benefitsfromsubstantialeconomiesofscale.

Specificactivitywillinclude:

•Analysisofopportunitiestoworkwithothercityandprovincialagenciestoleveragebuyingpower.

SAP

TheTTChasanumberoflegacyHR,FinanceandITsystemsthatareincompatiblewiththoseusedbytheCity.

Specificactivitywillinclude:

•Afundamentalreviewofopportunitiestomodernizeand streamlineTTCsystemstoachievecompatibilitywiththose usedbytheCity.

Claims Management

TheTTChasmadesignificantstepsinthelastfewyearstodrivedown thecostofclaimsandthepotentialforinsurancefraud.

Specificactivitywillinclude:

•Analysisofopportunitiestofurtherreducethecostofclaims.

Secondary revenue Strategy

Secondaryrevenuestreams(parking,advertising,retail,etc.)areasmallbutcriticalcomponentofTTCrevenue.Inadditiontoprovidingvaluablerevenuetheseservicesalsoprovidebenefitstoourcustomers.

Specificactivitywillinclude:

•Developmentofanewstrategyforretailingthatwilldeliverthe customerbenefitsoflocalshoppingopportunities,raisetheleveloftheservicesprovided,andensuremaximumreturntotheTTCbottomline.

•Areviewofstationnamingrightsandthepotentialforother sponsorshiprevenuegenerators.

Wheel-Trans

TheTTChasastrategytoprogressivelyupgradeournetworktobe accessibleforallTorontonians.

Specificactivitywillinclude:

•Continuedroll-outofaccessiblevehiclesandfacilities.

•Explorationofmoreefficientwaystoprovideanaccessible taxiservice.

Shared Service review

InconjunctionwiththeCity,theTTCwillcontinuetoexploreefficienciesthatcanbegainedfrompoolingresourcesandprocesseswithpartneragencies.

Accommodation Strategy

InconjunctionwiththeCity,theTTCwillcontinueprogresson consolidationofourpropertyportfolio.

33THECORPORATEPLAN-STRATEGICOBJECTIVES

Reputation

Objective: An organization that is transparent and accountable, well-regarded by stakeholders and peers and in which employees are proud to play a part .

Core Strategy 7 – Transform the TTC’s reputation among customers, stakeholders and peers

Owner: Chief of Staff, Executive Director Corporate Communications

Overview of deliverables: ThetransformationoftheTTC’sreputationwillbeearnedthroughimprovedoperationalandmanagerialcompetence,butitcanbeinfluencedthroughamoreproactive,engagingapproachtokeystakeholderssuch asMetrolinx.

Wewillbeknownforanopen,engagingandtransparentstylethatrespectstheneedsofstakeholderswhileconfidentlycommunicatingourcase.

how we will measure success:

•StakeholderSatisfactionSurvey

•StaffSatisfactionSurvey

Key initiatives to deliver the reputation objective:

Strategic Communications Strategy

Wewilldevelopacommunicationsstrategytoenhancepublic understandingandacceptanceoftheTTC’sCorporatePlan.

Employee Communications

Wearepursuingnewandmodernwaysofcommunicatingwithour workforce.Investinginnewtoolstobroadlycommunicatewithemployeesmeansabetter-informedandengagedstaff.ThisiscriticaltotheTTC’ssuccess.

Use of YouTube

WewillincreaseuseofvideosonYouTubetoinformandupdatecustomersandstakeholdersonmajorprojects.

Positive Media Engagement

TheTTCwillcontinuetoproactivelyengagewiththemediatoensureourcustomersandpublicremainwell-informedaboutTTCissuesandprojects.

Positive Political Engagement

CityofTorontoCouncillorshavedeeprelationshipswiththeircommunities.WewillworktoenhanceourrelationshipwithCityCouncillorsand,throughthem,achieveourgoalofbeingseenasapartnerandgoodneighbour.

Community Engagement Strategy

ThepeopleofToronto,eventhosethataren’tregularcustomers,fundtheTTCandhavearighttoknowhowandwheretheirmoneyisbeingspent.Wewillensurecitizensareuptodateonourplansandgivecommunitiestheopportunitytotakepartinmeaningfulconsultation.

Stakeholder Satisfaction Survey

TogetherwiththeMysteryShopperSurvey,CustomerSatisfactionSurveyandanEmployeeSatisfactionSurvey,theStakeholderSatisfactionSurveyisthefourthcriticalmeasureofperceptionsabouttheTTC.Wewillgaugetheviewsofopinionmakers(suchaspoliticiansandbusinessleaders)abouttheTTC,whichwillhelptheTTCexecutiveunderstandwheretobestconcentratetheirefforts.

34THECORPORATEPLAN-STRATEGICOBJECTIVES

Section 4 Summary and next steps

35

Ourfive-yearplanrepresentsatop-to-bottomtransformationoftheTTC.Todeliverthechangeneeded,andtodoitwithprecision,requirescloseco-ordinationofactivityandstrongoversight.

A number of activities can now go forward:

1.Mapactivitiesacrossamasterplanforregulartracking

2.Identifyspecificimprovements,asmeasuredbykeyperformanceindicators(KPIs),forindividualprograms

3.DefinetargetsforGroupChiefsandseparateintodetailedactivities

4.Briefstakeholdersandstaff

5.Determineiffurtheractivitiesshouldbeadded

6.Defineprioritiesandlimittheadditionofnon-criticalworkstreams

Point6iscritical:iftheTTCistocompletesuchaseachange inperformance,processes,equipmentandculture,wemusttake adisciplinedapproachtoresistscopecreep.

Whenthisplanisfullyimplemented,theTTCwillhaveundergone aremarkabletransformationinaverytighttimeline.AndwewillhavedeliveredonourvisionofatransitsystemthatmakesTorontoproud.

36THECORPORATEPLAN-STRATEGICOBJECTIVES

Section 5 Appendices

37

Appendix 1: Achievements to date

Toronto rockets Wehavedeliveredmorethan25newTorontoRocketstotheYonge- University-SpadinaLine.Thesenewtrains,withtheirbrighter,cleaner interiors,integratedaudioandvisualannouncementsand10%greatercapacity,representjustthestartofwhatwecando.

Company Scorecard Wehaveintroducedascorecardthatlaysouthowweexpecttobe measuredandhowwewillbeheldaccountable.Thescorecardispostedacrossallofourworklocationsandonourintranetsoemployeesknowexactlywhattheirroleisinfront-linedelivery.Eachandeverydaywe canseehowwellwe’vedoneandwhatourcustomersexperienced. ThescorecardisalsopostedontheTTCwebsitesocustomerscan seehowweperformed.

CEO report ThecompanyscorecardhastransformedthewaywereporttoourBoardandtoourcustomers.Monthlyreportsnowcontainupdates,inplain language,ontheessentialmeasuresfocusedonthecustomerexperience.

Customer Satisfaction Survey, Mystery Shopper Survey Wehaveintroducedtwonewmeasuresthatreportonthecustomer experienceandaredevelopingathirdtohelpusunderstandstaff engagement.

OurCustomerSatisfactionSurvey(CSS)measureswhatcustomersthoughtabouttheirlasttripontheTTC.Onaquarterlybasis,1,000 ofourcustomersareaskedtoranktheirexperienceonalmost30 differentaspectsoftheirtrip.ChangesintheCSSwilldemonstrate thesuccessofourtransformation.

OurMysteryShopperSurveyalsomeasuresdifferentaspectsofour service.Onaquarterlybasis,ourmysteryshoppersquantifythesameaspectsofserviceourcustomersqualifythroughtheirperceptionsintheCSS.Thedifferencebetweenthesetwosurveyshelpsdemonstratewhatweneedtofocusonandensuresweareconstantlyclosingthegap betweenrealityandperception.

new Organizational Structure WehaverevitalizedtheTTCorganizationalstructuretomakesure thecustomerisatthecentreofourbusinessmodel.Thenewstructure facilitatesdeliveryofourcorporateobjectives.Responsibilitiesand handoverpointsareclearlydefined,ensuringthataccountability isunderstoodanduncontestable.

Customer Service Centre Wehavemorethandoubledthetimeavailableforcustomerstocontact usandforustorespondtotheirissues.InMarch2012,weextended CustomerServiceCentrehoursfrom9a.m.to5p.m.,5daysaweek to7a.m.to10p.m.,7daysaweek.Openingourselvesuptonewways ofcommunicatingviaTwitterhasalsoservedtoensureourcustomers arebeingheard.

OurheadofficelocationforsalesandmanagingtheMetropassDiscountPlanisalsoopenlonger,from7a.m.to7p.m.everyThursday,aswellasonthefirstandlastbusinessdaysofeverymonth.

Customer liaison Panel TheTTCCustomerLiaisonPanelhelpsbringthevoiceofthecustomerclosertoourdecision-makingprocess.Thisgroupof12customershasbeenofferingvaluableadviceforclosetosixmonths,andthatultimately willresultinbetterdecisionsforallourcustomers.

Town halls WehaveheldfiveTownHallsatvenuesrightaroundToronto,givingour customerstheopportunitytospeakdirectlywithourseniormanagement,andtohearaboutourplansfortransformation.Itiscriticallyimportant togowhereourcustomersareratherthanexpectingthemtocometous.

Meet the Managers TTCseniormanagementhasheldmorethantwodozen“Meetthe Managers”sessionsatstationsacrossthecity.Thesesessionsprovide anotheropportunitytoreceivedirectfeedbackfromcustomers.

38APPENDICES

request Stop Program Wehavechangedthehoursandavailabilityofthisservicetoaccommodateanyonewhofeelsvulnerablewhentravellingaloneonbusroutesacrossthenetwork.

Subway Train Cleaning Wehaveintroducedend-of-linecleanersontheYonge-University-Spadina andBloor-Danforthlinestoimprovethecleanlinessofin-servicetrains.Washrackshavebeenupgradedtoimprovebuscleanliness,andbus servicelinecleaningisbeingprogressivelycontractedouttoconduct qualitycleaningatlesscosttothetaxpayer.

Washroom Cleaning Overthecourseof2012,all10publicwashroomsunderwentamajor refurbishmentandweestablishedacleaningregimenthatmatchestheexpectationsofourcustomers.

Debit and Credit Cards Debitandcreditcardsarenowacceptedatallsubwaystationsand theproductrangeavailableforpurchasebydebitorcreditcardwillbeexpandedduring2013.

improved Staff Training Overthecourseof2012webuiltonthechangeswemadetoourfrontlinestafftrainingprograms.Inparticular,weaddedinvestmentinthetraining ofourStationCollectorstohelpthemunderstandcustomerprioritiesandtogivethemthetoolstheyneedtodothejob.

Better Microphones at Collector Booths In2012,werolledoutnewmicrophonesateveryoneofourcollectorboothstoimproveaudibilityandcustomerserviceandinteractionbetweenthepublicandstaff.

Business Efficiencies TheTTChasachievedsubstantialcostsavingsthroughimprovedaccidentandemployeeclaimsmanagement,dieselfuelpricingstrategiesand enhancedadvertisingrevenues.

Platform Screens and Station Entrance Screens Wecontinuetofocusonprovidingreal-timeinformationtoourcustomers.Inoursubways,platformscreensdisplaynexttrainarrival.Nowwe’re addingscreenstoourbusandstreetcarbaystogivingnextvehicle informationthereaswell.Wehavebeguninstallingscreensatstationentrancestogiveourcustomersinformationaboutsubwayservicesbeforetheypaytheirfare.Andwehavedevelopedaplantoinstallscreens atmorethan200ofourbusiestbusandstreetcarshelters.

39APPENDICES

Appendix 2: Key Facts and Figures

in 2012:

System Quick Facts

•DailyTrips(AverageBusinessDay)

-RevenuePassengers(FaresCollected) . . . . . . . . . . . . .1,621,000

-RevenuePassengersandTransferFares . . . . . . . . . . .2,683,000

Busiest Bus and Streetcar routes (Estimateddailyusageonaveragebusinessday)

•504King(streetcar) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56,700

•32EglintonWest(bus) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48,700

•35Jane(bus) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45,700

•36FinchWest(bus) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44,000

•510Spadina(streetcar) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43,800

•501Queen(streetcar) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43,500

•25DonMills(bus) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41,800

•39FinchEast(bus) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41,400

•29Dufferin(bus) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39,700

•506Carlton(streetcar) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39,600

Wheel-Trans

•PassengerTrips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2,882,200

•KilometresOperated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19,982,100

•#ofActiveRegistrants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46,787

Entire System

•PassengerTrips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .514,007,400

•NumberofRoutes/Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .156

•PassengerVehicleFleet

-Buses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,857

-Streetcars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .247

-Subway/RTCars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .736

-Wheel-Trans/CommunityBus . . . . . . . . . . . . . . . . . . . . . . . . .513

•KilometresOperated . . . . . . . . . . . . . . . . . . . . . . . . . . . . .239,432,700

350

80 85 90 95 00 05 10 15

375

400

425

450

475

500

525

550

Rev

enue

Pas

seng

er T

rip

s (M

illio

ns)

Year

Transit ridership continues to reach record levels

40APPENDICES

Appendix 3: Our Principles

At the TTC we have defined our principles as follows:

1 We sweat the small stuff .

TheeverydayprinciplesofgoodserviceapplytotheTTCjustas theydotoanyotherbusiness.Ifweareunabletodeliverontheissues thatupsetanddelightourcustomers,suchasthepunctualityand reliabilityofourservices,thecleanlinessofourvehiclesandstations,theappearanceofourstationsandstaff,andtheeasewithwhich customersbuytheirfaresandmovethroughourstations,then itisunderstandablethatcustomersandotherstakeholderswill beunabletoacceptthatwehavetheabilitytodeliveronbigger andbroaderchallenges.

2 We will improve the way we manage the existing service .

EverydaytheTTCleavescustomerswaitingonthestreetandon platforms.Theperception,andreality,isthatwehavebeenunable tomanageourserviceandourbusinesstothebestofourabilities.Everyday,customersarefrustratedbecauseofshort-turnstheybelieveareunnecessaryorwaitsthatarelongerthanexpected.Evenwhenperceptionsareunfounded,wemustuseeveryoneofourassets toitsutmosttoensureeverybitofourexistingserviceisdelivered asefficientlyaspossible.Withtheaidofournewandevolving keyperformanceindicators,wewillholdtheorganization,individual managersandtheirteamsaccountablefortheirperformance.

3 We will focus on our core business and ensure that everything we do adds value to our customers and other stakeholders .

TheTTCmustconstantlyandconsistentlyfocusonourcorebusiness–movingpeopleefficientlyandeffectivelyaroundTorontointheeasiestandmostcomfortablemannerpossible.

Wedon’tdoubtwecandothingsmoreefficiently,andwehavealreadybeguntodothat.

Ourprocessesandpractices,forexample,havebeendevelopedtoavoidrisk,butdon’ttakeintoaccountthelevelofriskthatisbeingavoided.Weneedtomakedecisionswithinaprocessthatnotonlyidentifiesrisksbutalsoevaluatesthebenefitsofwhatwedoandthecostswepaytoavoidallrisk.

IfthereareaspectsofourbusinessthatcanbedonemoreeffectivelyandefficientlybyanotherpartoftheCityofToronto,byanoutsideagencyorathirdparty,thenwemustmakethatchangetoensurewedeliverourcorebusiness.

Weneedtomeasureeveryaspectofourbusinessandgetthegreatestvaluepossiblefromtheassetswehavenow.Onthestreetsandontherails,ourservicemustbeutilizedtoitsabsoluteoptimumefficiency.

4 We will reinvest any savings, in dollars and in people, in improving the service for our customers .

TheTTChasalreadyembarkedonatop-to-bottomreviewofwhatwedonow,andwhatweshoulddointhefuture.Wehaveannouncedtheoutsourcingofgarbagecollection,busservicelinesandthecleaningofpublicwashrooms.Thisreviewofwhatwemakevs.whatwebuywillcontinueandextendintoeveryaspectofourbusiness;fromsavingsthatcanbeachievedthroughfarechanges,tochangesinthewayweoperatevehicles,suchasone-persontrainoperation.

Itwillnotstopatbigvisibleitemsbutinsteadbecomeaprincipalpartofthewaywedobusiness.

WewillmovetoinfluenceCityofTorontopolicy,toallowusto progressivelyreinvestsavingsintofurtherimprovementtothesystemandtheserviceweoffer.

41APPENDICES

5 We will actively manage our employees and ensure they have the tools to do their jobs to the best of their abilities .

Achievingourvisionwillrelyontheefforts,commitmentandpassion ofourhighqualityTTCstaff.

Managementstyleinfluencesthewaystaffbehaves.Wemustdevelopmanagerswhohavetheskillstopraisewhenwarrantedandtakeactionwhennecessary;managerswhohavethetoolsandaccountability todothejobthatwerightlyexpectofthem.

Wemustalsomakesurethatallofourstaffunderstandourvisionandknowwhatroletheyplayinmakingithappen.Wewillmanagefairlyandeffectivelyandmakeacleardifferencebetweenanhonestmistakeandunacceptablebehaviour.

Wemustexploreinnovativeandtimelywaysofcommunicatingdirectlywithemployeesacrosstheorganizationsotheyunderstandthe directionwearetaking,whyandhow.

Ourstationsmustbecustomer-focusedsoGroupStationManagershavebeengivenboththemandateandpowertomakedecisions,fixproblemslocallyandgetthingsdone.Vehicleoperatorsneedtoknowwhenitisappropriatetomakeanexceptionandwhenitisnecessarytoadheretostrictrulesandstandards.

6 We will focus on customer self-service and ensure they are provided the tools they need to be masters of their own travel needs .

Fromplanningatriptobuyingafare,weneedtogiveourcustomersinformationandserviceswhenandwheretheyneedit.

Mosttransitoperatorsaroundtheworldhavealreadyimplementedformsofself-service.Eachcustomerhasindividualneedsandwantsandwaysofdoingthings;self-serviceallowsthemtofulfillthoseneeds.Providingdiscretionaryservicesviaself-serviceoptionsalsoallowsustofreeupresourcessothatcustomerswhoareunwilling,orunable,touseself-serviceoptionswillgetahigherlevelofsupportthantheyotherwisewould.

7 We will deliver our projects and programs on time and on budget .

Ourreputationwillbeformedasmuchbyhowwellwedeliveraswhatwedeliver.Togainthetrustofourcustomersandourstakeholders wemustdeliveronitemsbothsmallandlarge,ontimeandtobudget. Weexpecttobeheldaccountableand,ifprojectsdemandgreater input,wemustcommunicatethecostandimpactinawaythatis clearlyunderstood.

8 We will relentlessly, and efficiently, close the gap between expectations and reality and we will be transparent and accountable in all we do .

Ourcustomershaveever-increasingdemandsandexpectations,andrightlyso.Ourjobistomeasurethoseexpectationsandensurethat everystepwetakeclosesthegapbetweenexpectationsandreality.Wewillensurethemoneywehaveandourstaffisemployedtotheirfullcapacity.Wewillseektomakeourcustomers,employeesand otherstakeholdersourbiggestadvocatesforinvestmentinthetransittheCityofTorontodeserves.

Wewillbeopenandtransparentaboutoursuccessandourfailures.Customersandstakeholdersmustunderstandourgoalsand objectivesandbeabletoholdusaccountable.

42APPENDICES

SAFETYAdopt an Enterprise Risk Model

Decentralize and replace System Safety Planwith new model

Ensure environmental safety compliance

Streamline operational safety

REPUTATIONCommunications strategy to support the Corporate PlanIncrease use of social media to communicate directly with customersUndertake positive political engagementLaunch Stakeholder Satisfaction Survey

PEOPLEEstablish a new performance management modelDevelop a new labour and employee relations strategyOverhaul management development and succession planningImprove communications with all employees with innovative tools

ASSETSIncrease capacity on all routes

Improve reliability

Improve cleanlinessReduce short-turns

GROWTHComplete Toronto-York Spadina Subway ExtensionComplete Union Station second platform & concourse improvementsContinue Easier Access programIntegrate and operate new LRT Lines (with Metrolinx)Improve station signingComplete Station Modernization Program

FINANCIAL SUSTAINABILITYMaximize efficiency and focus on core programsReduce overtime expendituresLeverage economies of scale / buying powerModernize and streamline TTC systems (SAP)Improve claims managementConsolidate office space

CUSTOMER

Engage with customers in new ways

Deliver an annual Customer CharterIntroduction of new proof-of-payment fare system on all streetcar routesOverhaul fare policies with introduction of PRESTO

Deliver customer focused business model

Measure customer satisfaction

Modernize TTC

Appendix 4: TTC Corporate Plan - Core Strategies

43APPENDICES

The Journey - A transit system that makes Toronto proud

2013

2017AND

BEYOND

2014

2015

2016

New stationmanagement

model

Enterprise riskmanagement

in place

New signagemanual

and standards

Proof of paymentand fare

enforcement strategy

New journeytime metric

Completeelevator at

Lawrence WestStation

CompletePape Station

modernization

Wi-Fi and Cellat two stations

Articulatedbuses arrive

New TTCsystem map

New rewardand recognition

strategy

One-personoperation on

Yonge-University- Spadina Line

Completedelivery of

Toronto Rockets

New uniformbegins to arrive

Narrowcastingin TTC operating

divisions

Union Stationsecond platform

opens

Scarborough RTshut to convert

to LRT

Pan Amand Parapan Am

Games

CompleteThe Leslie Barns

Completeelevators at five

additional stations

CompleteDufferin Stationmodernization

New StaffSatisfaction

Survey

New streetcarsbegin to roll

ChangeCollector staffing

model

Completeelevators at six

additional stations

CompletePRESTO

implementation

Automatic TrainControl on Yonge-

University-Spadina Line

Completesubway extension

to Vaughan

New streetcarsall delivered

MetrolinxLRT lines

Continuestation elevator

installations

DowntownRelief Line

AutomaticTrain Control on Bloor-

Danforth Line

One-personoperation on Bloor-

Danforth Line

44APPENDICES