Service Excellence Committee
The full agenda, as filed
All 3 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.
SE11.1adopted
Customer Experience Division Annual Report - 2025
This report provides an overview of the Customer Experience Division's (CXD) 2025 Annual Report, outlining important service issues and trends, as directed by City Council. CXD, through 311, serves as the City of Toronto's primary point of access for 24/7 non-emergency services and information through 311's channels, including phone, email, online, mobile app, live chat, X, and in-person counters. In 2025, CXD supported over 1.58 million customer interactions, a 5.7 percent increase from 2024, reflecting a sustained demand for City services and information. Attachment 1 - 2025 Annual Report - Customer Experience Division (311) (Annual Report) provides a detailed look at CXD's operations in 2025, including 311 data trends, phone line metrics and strategic project updates. Attachment 2 - Customer Experience Division - 311 Toronto (CXD-311) Key Metrics Report - 2025 and Attachment 3 - Customer Experience Division - 311 Toronto (CXD-311) - Key Metrics Report 2025 (text-only) provide a detailed breakdown of data by channel, ward and division. In the Annual Report, general service trends include an analysis of all 311 interactions, which shows general inquiries represented most interactions through 311 (61 percent), followed by service requests (34 percent) and status inquiries (5 percent). The top 5 general inquiries in 2025 include Property Tax Billing, Vacant Home Tax, Utility Bill Payments, On-Street Parking Enforcement and Water Utility Bills, while the top 5 service requests include Residential Bin Lid Damaged, Pick-up Dead Wildlife, Property Standards and Maintenance Violations, Injured Wildlife and General Tree Pruning. CXD works closely and partners with Integrated Service Divisions (ISDs), including Solid Waste Management Services, Transportation Services, Toronto Water, Municipal Licensing and Standards, Urban Forestry (within Environment, Climate, and Forestry), and Parks (within Parks and Recreation). CXD intakes and shares service requests with ISDs and provide status updates on service requests to the public, as requested. The volume of service requests submitted through 311 to partner divisions increased by 16 percent from 2024, totaling 537,000 requests in 2025. CXD met the phone channel service level target to answer 80 percent of calls within 75 seconds. The Annual Report provides key information on 2025 operational metrics, such as volumes, service levels, average wait times, and average call handle times across 311's phone lines including the 311 Main Line, the Tax and Utility Line and the Vacant Home Tax Line. It also includes detailed information on the February 2025 Winter Storm, during which 311 received nearly 77,000 calls, and outlines improvements made to the 311 winter operations process for the 2025/2026 winter season. Finally, the Annual Report details progress made on CXD's improvement projects, with a focus on 311 Dashboards, Closing the Loop, the Bloomberg Data Alliance, Vital Services, Blue Bins Transition, Email Channel Enhancement and the Parks Integration. Looking ahead to 2026, CXD is continuing to prioritize several key areas: strengthening digital channels, improving transparency by sharing data more openly, supporting data-driven decision making across the City, and ensuring the public receives clear and consistent support throughout their service request journey. These priorities help the City deliver the transparency, consistency, and accountability that more than three million residents expect, in the channel, language, and device of their choice, 24/7.
The Service Excellence Committee received the report (March 9, 2026) from the Executive Director, Customer Experience Division for information.
Staff recommendation as filed
The Executive Director, Customer Experience Division recommends that: 1. The Service Excellence Committee receive this report for information.
SE11.2amended
Leveraging Data to Drive Service Excellence in Parks and Recreation and Transportation Services
At its November 20, 2025, meeting, the Service Excellence Committee requested the General Manager, Parks and Recreation, and the General Manager, Transportation Services, in consultation with the Executive Director, Customer Experience Division and other divisions as needed, to report-back on a deeper examination of granular issues, geography, areas of focus, and opportunities for improvement found within the Listening to Toronto Survey 2025. The Committee also directed that such a report should provide insights leveraged from 311 data and how City divisions are using this information to inform responsiveness and plans or to make improvements. In response, Parks and Recreation and Transportation Services reviewed relevant responses in the Listening to Toronto survey and engaged the Customer Experience Division to conduct a deeper analysis of available 311 data, including the identification of common trends and issues. The purpose of this report is to provide a summary of this analysis and next steps each division is taking to respond.
The Service Excellence Committee recommends that: 1. Executive Committee request the General Manager, Parks and Recreation, the General Manager, Transportation Services and the Executive Director, Municipal Licensing and Standards to report back to the Service Excellence Committee at its meeting on May 14, 2026, on how they use 311 data, as well as other data sources, to identify trends and make service improvements 2. Executive Committee request the General Manager Toronto Water, the General Manager, Solid Waste Management Services and the Executive Director, Environment, Climate and Forestry to report back to the Service Excellence Committee at its meeting on July 6, 2026, on how they use 311 data, as well as other data sources, to identify trends and make service improvements. 3. Executive Committee request the General Manager, Parks and Recreation, in consultation with the Executive Director, Customer Experience Division to report back to the Service Excellence Committee at its July 6, 2026, meeting on the geographic distribution of service requests in parks. 4. Executive Committee request the General Manager, Parks and Recreation, to review best practices and seek opportunities to innovate, coordinate and cooperate with Toronto Hydro's Streetlight Map and issue reporting system.
Staff recommendation as filed
The General Manager, Parks and Recreation and General Manager, Transportation Services recommend that: 1. The Service Excellence Committee receive this report for information.
SE11.3amended
Service Standard Dashboard: An Update on Static and Interactive Reporting Tools
This report responds to direction from the Service Excellence Committee that the Customer Experience Division (CXD) provide further details expanding on the service categories highlighted in the static Service Standard Dashboard, with definitions for each service and descriptions of service levels. Additionally, an update is provided on the status of the interactive Service Standard Dashboard and the interactive Councillor Dashboard, which are both planned to launch by end of March. In October 2025, CXD launched its first static Service Standard Dashboard , which contained key performance metrics from the first quarter and second quarter of 2025 for nine high-volume service categories delivered by some of 311's Integrated Service Divisions (ISDs), including Solid Waste Management Services, Municipal Licensing and Standards, Transportation Services, Parks (within Parks and Recreation), and Urban Forestry (within Environment, Climate and Forestry). In March 2026, the dashboard was refreshed with the third quarter and fourth quarter of 2025 data, including clearer distinctions between actual service levels and service standard targets based on feedback from Councillors and the public. A new glossary of terms was also developed in partnership with ISDs to help users better understand the services and associated service standards. This glossary is included in the refreshed static Service Standard Dashboard and also attached as Attachment 1: Service Standard Dashboard - Third Quarter and Fourth Quarter 2025. Simultaneously, CXD has been working in partnership with relevant City divisions to develop an interactive Service Standard Dashboard, which will be released by end of March 2026. The new interactive dashboard will offer an intuitive view of all services reported through 311, a comprehensive index of services and service standards, and a variety of filtering options including by ward and month/year. With data refreshed monthly, this will greatly improve the availability of 311-related data to the public, and allow the public to filter, explore, export, and analyze the information to identify trends, make comparisons, and generate their own insights. Beginning in the first quarter of 2027, data will be refreshed more frequently, once the Toronto Data Platform is implemented with 311's partner divisions. The Toronto Data Platform is a centralized solution for data governance and analytics and will provide more direct integration with service request source data, reducing the need for manual data releases. CXD also develops and maintains a dashboard for Councillors and their staff. In December 2025 and January 2026, the CXD surveyed Councillors to gather feedback on the existing Councillor dashboard and identify opportunities for improvement. The interactive Councillor Dashboard will be released by end of March 2026, eventually replacing the current 311 Business Intelligence Tool, and offering Councillors access to daily refreshed data, personalized ward‑specific views, city‑wide insights, self-serve reports on specific issues or topics of interest, and enhanced features such as filter bookmarking. Training will be provided to support Councillors and their staff in effectively using the new dashboard.
The Service Excellence Committee recommends that: 1. Executive Committee request the City Manager to report by the first quarter of 2027 on a City-wide requirement or program, that when service performance standards are missed or there are persistent performance gaps, the responsible division develop a Corrective Action Plan identifying the cause, clear timelines for improvement, a named accountability lead, ward level impacts where applicable, and public summary updates aligned with the Closing the Loop approach. 2. Executive Committee request the Executive Director, Customer Experience Division, to make information about the Service Standard Dashboard and the Customer Experience Division Annual Report available to Members of Council and the public on a go-forward basis. 3. Executive Committee request the Executive Director, Customer Experience Division to offer briefings to individual Members of Council to review the Dashboard at a member's request.
Staff recommendation as filed
The Executive Director, Customer Experience Division recommends that: 1. The Service Excellence Committee receive this report for information.