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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