Service Excellence Committee
The full agenda, as filed
All 4 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.
SE13.1amended
Leveraging Toronto Water's Data to Improve Customer Service
Toronto Water is one of the largest water utilities in North America, providing water, wastewater and stormwater services to millions of residents and businesses, 24 hours a day, 7 days a week. Service delivery, customer feedback, and operational performance data is used by Toronto Water to monitor and improve customer service, with the focus of this report being service quality and timeliness of service requests managed in partnership with 311. Toronto Water works closely with 311 which supports the intake, customer communication, and tracking components of the service request process. While 311 serves as the first point of contact for customers Toronto Water's Customer Care Centre triages service requests, validates customer and service information, confirms account and address details, assigns staff to resolve requests, and escalates issues to subject matter experts. Toronto Water uses multiple data sources to improve service delivery, including 311 service request data, internal work management and field force automation systems, customer satisfaction surveys, and operational and regulatory compliance data to monitor service response times, identify trends, inform resource allocation, and support continuous improvement. Customer experience in Toronto Water is assessed across five key areas: reliability, water quality, service quality, timeliness of service, and rate (cost) for value, with this report focussing specifically on service quality and timeliness as they relate to the division's work with 311 on service requests. The report highlights examples of data-driven improvements (including core services delivered) and future planned work to strengthen how data is used to enhance service quality, timeliness, and overall customer experience.
The Service Excellence Committee recommends that: 1. The Executive Committee receive this item for information.
Staff recommendation as filed
The General Manager, Toronto Water recommends that: 1. The Service Excellence Committee receive this report for information.
SE13.2adopted
At its meeting on March 23, 2026, the Service Excellence Committee requested the General Manager, Solid Waste Management Services (SWMS) to report back to the Service Excellence Committee at its meeting on July 6, 2026, on how the Division uses 311 service request (SR) data, as well as other data sources, to identify trends and make service improvements. Solid Waste Management Services utilizes a range of integrated data sources to support informed decision making and ensure safe, efficient and timely delivery of services. This includes tonnage data, asset information, geospatial data, operational performance data and 311 service request data. These data sources play a critical role in planning and allocating sufficient resources, identifying trends, and forecasting budget. They also support the Division with asset lifecycle management, safe and efficient coordination and optimization of collection routes and the ability to identify high-demand locations or areas. Additionally, this data provides insight into contractor performance and supports continuous improvement initiatives and long-term strategic planning.
The Service Excellence Committee: 1. Received the report (June 19, 2026) from the General Manager, Solid Waste Management Services, for information.
Staff recommendation as filed
The General Manager, Solid Waste Management Services recommends that: 1. The Service Excellence Committee receive this report for information.
SE13.3amended
Customer Experience Division Biannual Data Review: Insights from Early 2026
The Customer Experience Division, in partnership with Integrated Service Divisions (which include Transportation Services, Solid Waste Management Services, Toronto Water, Municipal Licensing and Standards, Urban Forestry within Environment, Climate and Forestry, and the Parks Branch within Parks and Recreation), continues to strengthen data transparency and enable data-driven decision-making through public dashboards, shared operational data, and quarterly reviews. As directed by Council, Customer Experience Division is reporting biannually on the ongoing analysis of performance against service standards, including the identification of opportunities for improvement. This report complements individual reports from Integrated Service Divisions identifying how data is used to drive service excellence, with a report from Parks and Recreation, Transportation Services, and Municipal Licensing and Standards brought forward to the May 2026 Service Excellence Committee meeting, and reports from Toronto Water, Solid Waste Management Services, and Urban Forestry within Environment, Climate and Forestry tracking to the July 2026 Service Excellence Committee meeting. Additionally, this report addresses separate direction from Executive Committee to provide the geographic distribution of service requests in parks. While 311 service requests data provides information on where the public is requesting additional services and visibility into how divisions respond to these requests, it does not capture proactive, planned and longer-term work. As such, this data does not provide insight into the overall performance of a service or division and cannot be used as the only metric to evaluate City service delivery. Integrated Service Divisions rely on internal operational dashboards that integrate both customer demand and planned activities, providing a comprehensive view of service delivery, performance, and improvement priorities. This report provides a review of the first quarter of 2026 service requests demand and performance. Between January to March 2026, 311 created 158,000 service requests for Integrated Service Divisions and non-integrated divisions and agencies (for example, Court Services and Toronto Public Health), up nearly 20 percent from the 132,000 service requests created in the first quarter of 2025. Most service requests were driven by winter-related demand, with 53 percent of service requests directed to Transportation Services. Despite the increase in volume, performance improvements were seen in Transportation Services and Municipal Licensing and Standards due to enhancements in service planning and cross-divisional collaboration, especially in the case of 2025/2026 winter operations. The severity of the winter season also impacted performance for Solid Waste Management Services, Toronto Water, and Urban Forestry due to increased service requests volume and the re-assignment of staff to address winter operations. These divisions continue to assess service requests data, alongside other planned work, and explore opportunities for continuous improvement. This report also provides a geographic analysis of common service requests that have been received by the Parks and Recreation division. While service requests are evident across the city, parks in the downtown core receive the highest density. Staff regularly review request volumes, locations, and response times to identify recurring issues and service hotspots to inform crew deployment, with priority given to high-demand areas and public safety concerns. Customer Experience Division continues to work with City divisions on enhancing customer insights and service delivery. In partnership with the Technology Services Division, work is underway to establish the Toronto Data Platform, which is a centralized solution for data governance and analytics. As well, Customer Experience Division is working with Revenue Services to identify improvement opportunities in high-demand service lines like tax and utility-related inquiries.
The Service Excellence Committee recommends that: 1. The Executive Committee request the Director, Revenue Services, in consultation with the Executive Director, Customer Experience Division, to examine the Tax and Utility and Vacant Homes Tax volume of requests for information of various complexities, and to seek opportunities to improve the wait times, self serve options, communications materials, and overall customer experience; and to report to the appropriate committee by the second quarter of 2027.
Staff recommendation as filed
The Executive Director, Customer Experience Division and General Manager, Parks and Recreation recommend that: 1. The Service Excellence Committee receive this report for information.
SE13.4adopted
Using 311 and Other Data to Drive Service Excellence in Urban Forestry
At its meeting on March 23, 2026, the Service Excellence Committee requested the General Manager Toronto Water, the General Manager, Solid Waste Management Services and the Executive Director, Environment, Climate and Forestry (ECF) to report back to the Service Excellence Committee, on how they use 311 data, as well as other data sources to identify trends and make service improvements. In response, this report provides an overview of how 311 and other data is used specifically in Urban Forestry to support service delivery. Environment, Climate and Forestry uses this data alongside work management systems, long-term strategic and operations planning, to drive service delivery, pilot service efficiencies and manage issues related to the city's urban forest.
The Service Excellence Committee: 1. Received the report (June 19, 2026) from the Executive Director, Environment, Climate and Forestry, for information.
Staff recommendation as filed
The Executive Director, Environment, Climate and Forestry recommends that: 1. The Service Excellence Committee receive this report for information.