Our Vision – A transit system that makes Toronto proud · 2017-08-23 · Forward from the Chief...
Transcript of Our Vision – A transit system that makes Toronto proud · 2017-08-23 · Forward from the Chief...
Our Vision – A transit system that makes Toronto proud
Toronto Transit Commission • Five-Year Corporate Plan 2013-2017
Table of Contents
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
Forward from the Chief Executive Officer
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,ourstaffandTTCstakeholderssaythattheirprideintheTTChasbeenrestored.
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
1FORWARDFROMTHECEO
Section 1Background
ThePast:1921viewofQueenSt.lookingeasttoYongeSt.
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Background
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,theexecutiveteamidentified10stepstokick-startthetransformationoftheTTCandlaythefoundationforamodernized,morcustomer-focusedandbusiness-likeorganization:
•Identifythevision;determinethephilosophy •Developamasterplan,targetsandtoolstotrackprogress •Gettherightpeopleintothekeyjobsinarevitalizedstructure •Holdeveryoneaccountablefortheirpartsoftheprocess •Delightthecustomerwithquickwins •Re-engagethestaff •Re-engineerprocesses,systemsandequipment •Providevisible,effectivemanagement •Rebuildstakeholderconfidence;deliveronpromises •Getthebasicsright,allday,everyday
e
Workiswelladvancedorevencompleteonmostofthesekeyelements.Earlyonwewereabletocaptureandmeasureexistingperformanceviakeyperformanceindicators.ThesearenowpubliclyavailableontheTTCwebsiteandonarefreshedcompanyintranet,aswellasbeingfeaturedinanewmonthlyCEOReporttotheTTCBoard.
Thefive-yearplandocumentedheredescribeswhatneedstohappennext,thestrategicobjectives,andtheirconstituentworkstreams,andhowtheTTCwillorganizeitselftoachievesuccess.
Ultimately,itpaintsapictureofhowwewilldeliveronourvision.
3BACKGROUND
Our Vision
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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,acommonunderstandingofourgoals,andasharedcommitmenttomeetingthem.
5OURVISION
Our Mission
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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’
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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 comfortableperceivestimetobelessthantherealityandis,therefore,moresatisfiedwiththeservice.
ThesenewtoolswillgivetheTTCtheabilitytocompareavariety ofimprovements–theirrelativebenefitsandcosts–toensureour effortsareproperlyfocusedontheimprovementscustomersrightly demand.Fundamentally,thisisn’tasmuchaboutbusinessprocessesbutratherhowwellwetreatourcustomers–animportantmeasure ontheTTCscorecard.
Our principles
Anybusinessneedsasetofclearbusinessprinciplesthatguide everydaydirection.TheTTCprinciplessetoutinAppendix3actasafilterfordecision-makingandhelptoprioritizeoureffortsandspendingonthethingsthatdeliverthegreatestbenefittoourcustomers.
9OURCOREVALUE:‘VALUINGTIME’
YourmodernizedTTC
10OURCOREVALUE:‘VALUINGTIME’
Our Timelines
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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 1-5TRANSFORMING THE CULTURE
YEAR 1-3BUILDING THE ASSETS
YEAR 1LAYING THE
FOUNDATIONS
12OURTIMELINES
YourmodernizedTTC
13OURTIMELINES
Section 2 Organization
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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
TTC OrgAnizATiOnAl ChArT EffectiveMay2013
Theneworganizationalstructure illustratestheaccountabilities ofeachgroupChief.
Andy ByfordChief Executive Officer
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.
• Customer Communications• Customer Development• Customer Service Centre• Farecard Team• Strategy & Service Planning
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.
• Board Services• Finance• Human Resources• Human Rights• IT Services• Legal• Materials & Procurement• Pensions• Property Development• Training & Development
Sameh GhalyChief Capital Officer
Engineering, Constructionand Expansion Group
Develops, improves andexpands the network.Owner of the capital
portfolio.
• Capital Programming• Construction• Engineering• Spadina Subway Extension• Strategic Partnerships• Yonge Subway Extension
Dave DixonChief Operating Officer
Operations Group
Delivers reliable, punctualsubway service, andmaintains the transitnetwork and fleet
(bus and rail) to stringentsafety and customerservice standards.
• Bus Maintenance (including Wheel-Trans)• Operations Control• Subway & Streetcar Maintenance• Rail Infrastructure• Subway Transportation• Plant Maintenance• Revenue Operations
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.
• Bus Transportation• Wheel-Trans Operations• Streetcar Transportation• Group Station Management• Collectors• Station Janitors• Transit Enforcement
16ORGANIZATION
YA ER T G AND CUSTOMST ER
EXPERIENCE CORPORATE SERVICES
OPERATIONS
ENGIN
EERI
NG,
ThischartillustratestheTTC continuousimprovementmodelthatstartsandfinisheswith theStrategyandCustomer ExperienceGroup,representingthevoiceofthecustomer.
CUSTOMER
PRE-DAY OF OPERATIONS
Strategy and Customer ExperienceS&CE analyzes results and identi�es areas of improvement
S&CE identi�es customer needs and develops serviceoffers and standards
Corporate Services
Corporate Services provides logistics, people and processes
Engineering, Construction and Expansion
EC&E enhances physical capability and assets
DAY OF OPERATIONS
Operations
Operations provides back-of-house support and maintains the infrastructure
Service Delivery
CONSTRUCTION
AND
EXPA
NSIO
N
YREVILED ECIVRES
17ORGANIZATION
Service Delivery delivers front-of-house customer service
Section 3 The Corporate Plan
18
Strategic Objectives
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.
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 overallSHEmanagementsystemandimplementationofastrategytoachievecompliance.
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
EngagingourcustomersandmakingiteasierforthemtoexpresstheirprideintheTTCmustbepartofourtransformation.
Specificactivitywillinclude:
•Roll-outofastandardlookandfeeltoallcustomercommunicationsmaterial.
•ExpansionoftherangeofTTCproductsavailableforpurchaseeitheronlineorthroughtheTTCCustomerCentre.
Customer
22THECORPORATEPLAN-STRATEGICOBJECTIVES
Customer-focused station business model
Wewillchangeourfocusfromstaffontrainsorbehindglasswallstostaffinstationsengagingourcustomers.
Specificactivitywillinclude:
•DevelopmentanddeliveryofacomprehensiveplantosafelyremoveguardsfromtrainsandtoreplacetheStationCollectorrolewiththatofahighlytrained,proactiveStationSupervisor.LargerlocationswillalsohaveCustomerServiceAssistants.
•IntroductionofsixfullyaccountableGroupStationManagers(GSMs),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,FinanceandITsystemsthatareincompatiblewiththoseusedbytheCityofToronto.
Specificactivitywillinclude:
•Afundamentalreviewofopportunitiestomodernizeand streamlineTTCsystemstoachievecompatibilitywiththose usedbytheCityofToronto.
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
InconjunctionwiththeCityofToronto,theTTCwillcontinuetoexploreefficienciesthatcanbegainedfrompoolingresourcesandprocesseswithpartneragencies.
Accommodation Strategy
InconjunctionwiththeCityofToronto,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
WewillincreasetheuseofvideosonYouTubetoinformandupdate customersandstakeholdersonmajorprojects.
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,integratedaudioandvisualannouncements,and10%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,werolledoutnewmicrophonesateveryoneofourcollectorboothstoimproveaudibilityandcustomerservice,andinteractionbetweenthepublicandstaff.
Business Efficiencies TheTTChasachievedsubstantialcostsavingsthroughimprovedaccidentandemployeeclaimsmanagement,dieselfuelpricingstrategiesand enhancedadvertisingrevenues.
Platform Screens and Station Entrance Screens Wecontinuetofocusonprovidingreal-timeinformationtoourcustomers.Inoursubways,platformscreensdisplaynexttrainarrival.Nowwe’re addingscreenstoourbusandstreetcarbaystogivenextvehicle 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-turnstheybelievareunnecessaryorwaitsthatarelongerthanexpected.Evenwhenperceptionsareunfounded,wemustuseeveryoneofourassets toitsutmosttoensureeverybitofourexistingserviceisdelivered asefficientlyaspossible.Withtheaidofournewandevolving keyperformanceindicators,wewillholdtheorganization,individual managersandtheirteamsaccountablefortheirperformance.
e
3 We will focus on our core business and ensure that everything
we do adds value to our customers and other stakeholders .
W edon’tdoubtwecandothingsmoreefficiently,andwehavealreadybeguntodothat.
Our processesandpractices,forexample,havebeendevelopedtoavoidrisk,butdon’ttakeintoaccountthelevelofriskthatisbeingavoided.Weneedtomakedecisionswithinaprocessthatnotonlyidentifiesrisksbutalsoevaluatesthebenefitsofwhatwedoandthecostswepaytoavoidallrisk.
If thereareaspectsofourbusinessthatcanbedonemoreeffectivelyandefficientlybyanotherpartoftheCityofToronto,byanoutsideagencyorathirdparty,thenwemustmakethatchangetoensurewedeliverourcorebusiness.
Weneedtomeasureeveryaspectofourbusinessandgetthegreatestvaluepossiblefromtheassetswehavenow.Onthestreetsandontherails,ourservicemustbeutilizedtoitsabsoluteoptimumefficiency.
TheTTCmustconstantlyandconsistentlyfocusonourcorebusiness–movingpeopleefficientlyandeffectivelyaroundTorontointheeasiestandmostcomfortablemannerpossible.
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.Wewillmanagefairlyandeffectively,andmakeacleardifferencebetweenanhonestmistakeandunacceptablebehaviour.
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
43APPENDICES
Appendix 4: TTC Corporate Plan - Core Strategies
Modernize TTC
ASSETSIncrease capacity on all routes
Improve reliability
Improve cleanlinessReduce short-turnsSAFETY
Adopt an Enterprise Risk Model
Decentralize and replace System Safety Planwith new model Streamline operational safety
Ensure environmental safety compliance
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
REPUTATIONCommunications strategy to support the Corporate PlanIncrease use of social media to communicate directly with customersUndertake positive political engagementLaunch Stakeholder Satisfaction Survey
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
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
CUSTOMERDeliver customer focused business modelEngage with customers in new waysMeasure customer satisfactionDeliver an annual Customer CharterIntroduction of new proof-of-payment fare system on all streetcar routesOverhaul fare policies with introduction of PRESTO
The Journey - A transit system that makes Toronto proud
2013
New stationmanagement
model
New signagemanual
and standards
Proof of paymentand fare
enforcement strategy
New journeytime metric
CompletePape Station
modernization
Wi-Fi and Cellat two stations
Articulatedbuses arrive
New TTCsystem map
New rewardand recognition
strategy 2014
New uniformbegins to arrive
New streetcarsbegin to roll
New StaffSatisfaction
Survey
44APPENDICES
CompleteDufferin Stationmodernization
Completeelevator at
Lawrence WestStation
Completedelivery of
Toronto Rockets
One-personoperation on
Yonge-University- Spadina Line2015
Narrowcastingin TTC operating
divisions
Union Stationsecond platform
opens
Pan Amand Parapan Am
Games
Scarborough RTshut to convert
to LRT
CompleteThe Leslie Barns
Completeelevators at five
additional stations 2016
One-personoperation on Bloor-
Danforth Line
Completesubway extension
to Vaughan
Automatic TrainControl on Yonge-
University-Spadina Line
CompletePRESTO
implementation
ChangeCollector staffing
model
Completeelevators at six
additional stations
2017AND
BEYOND
Enterprise riskmanagement
in place
New streetcarsall delivered
MetrolinxLRT lines
DowntownRelief Line
AutomaticTrain Control on Bloor-
Danforth Line
Continuestation elevator
installations