Toronto Transit Commission Board
The full agenda, as filed
All 9 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.
TTC11.1received
Chief Executive Officer’s Report - December 2025
The CEO's Report was created in 2012, replacing the Chief General Manager's Report. Over time, it has evolved into a focused monthly overview to support performance tracking and is submitted to the TTC Board for information. Copies of the report are also forwarded to Members of Toronto City Council, the City Manager and the City Chief Financial Officer, and made available on https://www.ttc.ca/transparency-and-accountability/CEOs-Report The CEO's Report offers a rotating review of Service Delivery performance across the TTC's transit modes. The current edition highlights Wheel-Trans service, featuring key performance indicators (KPIs) through the end of October 2025, and TTC's FIFA World Cup 2026 Planning.
The Toronto Transit Commission received the Chief Executive Officer's Report - December 2025 for information.
TTC11.2received
The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meetings of September 25, 2025 and October 30, 2025 to the December 2025 Board Meeting for information. At the September meeting, ACAT members received information about TTC vehicle procurement, including the Wheel-Trans e-bus , introducing electric sedans and a new subway fleet. A motion was also passed changing the name of the ACAT Service Planning Subcommittee to Strategy and Planning Subcommittee. At the October meeting, ACAT members received information about a real time service map that is being developed to display real-time subway alerts and accessibility information, including elevator and escalator outages, slow zones, and upcoming closures. The Committee suggested including information about bus routes that have a change in direction and discussed the accessibility features and limitations of the map feature for customers who have low vision. Members suggested making the list of items in a context box navigable using a keyboard and having the ability to dictate information into the map. The following is a summary of the main topics discussed at the September and October ACAT Subcommittee Meetings: Communications Subcommittee September meeting: Communication plan for 14 changes affecting bus routes, supported by surveys, digital ads and outreach. Wheel-Trans Communication updates: newsletter and handbook updates to guide customers through upcoming network changes; and travel training video development. Blue stop request button that communicates accessibility alert to a bus Operator: There is a need for clearer communication, education and training about the blue stop request button. October meeting: Real-time TTC service map unveiling Survey accessibility: offline options to improve accessibility Line 5 and Line 6 informational page Design Review Subcommittee September meeting: Yonge North Subway Extension project: wayfinding, station pathways, maintenance responsibility and accessibility of entrances reviewed Line 5 platform boarding decals: Subcommittee recommended alignment with platform decals in existing subway stations and validating the colour contrast values of the texts for parts of the decals that use a red background. October meeting: Yonge North Subway Extension Royal Orchard and Clark Station Reference Concept Designs: Need for designated Wait Areas, mechanical room door orientation so doors do not open out onto the platform Ensuring future construction accommodates platform edge doors for accessibility and safety Strategy and Planning Subcommittee September meeting: 2026 Annual Network Plan review SPS name change suggestions October meeting: Red, blue and yellow streetcar buttons: Feedback provided included having consistent button placement and improving labelling to encourage proper use of buttons. Updated red and blue stop request buttons on buses: Suggestion to have raised accessibility pictograms on blue buttons. Wheel-Trans Operations Subcommittee (no meeting held in October) September meeting: Line 5 and Line 6 stops and landmark description updates Access Newsletter distribution
The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of September 25 and October 30, 2025 for information.
TTC11.3adopted
This report seeks TTC Board approval to appoint five members to the Advisory Committee on Accessible Transit (ACAT) commencing on January 1, 2026 and ending on December 31, 2028, and to appoint one member to ACAT commencing on January 1, 2026 and ending on December 31, 2027, to replace a pool member. In addition, this report seeks to re-establish a membership pool of two additional members in the event that any ACAT member does not accept or complete their term.
The TTC Board: 1. Adopted the recommendations contained in Attachment 1 and authorized the public release of the names of the appointed candidates.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Adopt the recommendations contained in Attachment 1 and authorize the public release of the names of the appointed candidates.
TTC11.4amended
Procurement Delegation of Authorization to CEO - In-Tunnel Motion Advertising Concession
Staff recommend delegating authority to the Chief Executive Officer to approve and execute a contract award to adtrackmedia Canada LP ("adtrackmedia") for the implementation of in-tunnel motion advertising within the TTC subway network. This delegation is required as the proposed contract term exceeds five years - a length of time necessary to accommodate installation timelines and allow adtrackmedia to recover its upfront capital investment. The initiative supports the TTC's Non-Fare Revenue Strategy by introducing a new advertising medium and diversifying concessions beyond the existing Pattison agreement. Subject to acceptable terms and legal review, up to six Tunnel Advertising Systems ("TAS") are targeted for installation by summer 2026, a timeline that is strategically aligned to optimize advertising revenue opportunities during FIFA World Cup 26™ Toronto. Further details are provided in Confidential Attachment 1. This report requires Board approval as the contract term exceeds five years.
The TTC Board: 1. Delegated authority to the Chief Executive Officer to approve and execute a contract award to adtrackmedia Canada LP for a 15-year term, subject to terms and conditions deemed acceptable by the TTC General Counsel. 2. Authorized the information in the Confidential Attachment to remain confidential until such time as the final negotiations with adtrackmedia have been completed. 3. Additionally requested the Chief Strategy and Customer Experience Officer, and other appropriate staff, to identify and secure ways to unlock and maximize non-fare revenues from the TTC's existing advertising firm.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Delegate authority to the Chief Executive Officer to approve and execute a contract award to adtrackmedia Canada LP for a 15-year term, subject to terms and conditions deemed acceptable by the TTC General Counsel. 2. Authorize the information in the Confidential Attachment to remain confidential until such time as the final negotiations with adtrackmedia have been completed.
TTC11.5adopted
Financial and Major Projects Update for the Period Ended September 27, 2025
This report sets out the operating and capital financial results for TTC Conventional and Wheel-Trans services and provides a status update of the TTC's major capital projects for the period ended September 27, 2025. Financial projections to year-end 2025 are also provided. This is the third of four quarterly financial updates provided annually to the TTC Board for the fiscal year and subsequently submitted to the City of Toronto for consolidation with their financial variance reporting to City Council. For the period ended September 27, 2025, the TTC reported a net year-to-date favourable operating variance of $5.8 million (0.5%), consisting of an unfavourable revenue variance of $57.5 million (6.3%), which was fully offset by $63.3 million (3.1%) in under-expenditures. The unfavourable revenue variance was driven by lower TTC Conventional passenger revenues due to lower-than-anticipated ridership growth, lower Provincial Funding due to the delayed timing of expenditures for Line 5 and Line 6 that are eligible for reimbursement under the New Deal Funding Agreement ("New Deal"), and lower ancillary revenue due to the timing of recoveries from third parties. The favourable expenditure variance was driven by delayed timing of planned expenditures to support the opening of Line 5 and Line 6, diesel cost savings due to the elimination of the Federal Carbon Tax effective April 1, 2025, delays in implementation of planned Information Technology (IT) software rollouts, delayed procurement for materials and services, and lower labour costs due to workforce vacancies. For the full year, the TTC's 2025 Operating Budget of $2.857 billion gross and $1.387 billion net, is projected to be $15.5 million net unfavourable to budget (1.1%), driven by an unfavourable revenue variance of $130.4 million (8.9%), partially offset by an under-expenditure of $114.9 million (4.0%). The unfavourable full-year revenue variance of $130.4 million reflects the continued trend of lower-than-budgeted passenger revenue for the remainder of the year, a reduction in Provincial Funding due to delayed timing of expenditures to support the opening of Line 5 and Line 6, which are eligible for reimbursement under the New Deal, and delayed third-party recoveries. The favourable full-year expenditure variance of $114.9 million reflects delayed expenditures to support the opening of Line 5 and Line 6, diesel costs savings due to the elimination of the Federal Carbon Tax effective April 1, 2025 and the permanent reduction in the Provincial Fuel Tax effective July 1, 2025, labour cost savings due to workforce vacancies, and delays in implementation of IT software rollouts and lower materials and services costs, partially offset by higher Wheel-Trans operating costs due to higher-than-budgeted passenger ridership. To address the projected $15.5 million net unfavourable variance, TTC senior management introduced a non-union hiring pause at the end of September and will review discretionary spending to identify additional opportunities for cost savings by year-end. For the period ended September 27, 2025, the TTC's capital expenditures totalled $930.8 million, representing a spending rate of 93% when compared to the year-to-date planned (calendarized) budget of $1,002.4 million. Of the total capital expenditures incurred to date, $923.7 million, or 96% of the base capital program's planned budget of $965.4 million, was spent, and $7.1 million, or 19% of the $37.0 million planned budget for transit-expansion-related projects, was spent. When comparing year-to-date spending to the total approved 2025 Capital Budget, 54% was spent to the end of Period 9 for the TTC base capital program and 29% for transit-expansion-related projects, resulting in an overall spending rate of 54% for the nine-month period. By year-end, the TTC's capital spending is projected to be in the order of $1.535 billion, representing an overall 88% spending rate, with the TTC's base capital program projected to expend $1.514 billion or 88% and transit-expansion-related capital expenditures projected to reach $21.0 million or 86%. The year-to-date results and year-end projections reflect the recommended adjustments to the 2025 Capital Budget and future year cash flows in the 10-Year Capital Plan, as outlined in Appendix 4 of this report. This accounts for projects that have had accelerated spending and projects that have experienced some delays and, therefore, lower spending. These adjustments result from the ongoing monitoring of capital delivery and spending by TTC staff to ensure capital funding is maximized during the year.
The TTC Board: 1. Approved the 2025 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $204.0 million with projects that have experienced delays and lower spending by $204.0 million, with no debt impact, as outlined in Appendix 4 of this report. 2. Approved expenditure and funding adjustments to the TTC's 2025-2034 Capital Budget and Plan for the Procurement of Electric Buses and Charging Systems projects by increasing the 2025 Budget by $16.7 million and the 2026-2034 Capital Plan estimates by $119.7 million for a total of $136.4 million to reflect the incremental matching Federal Funding through the Canada Public Transit Fund for the procurement of 50 electric buses and 155 charging systems. 3. Authorized the recommended budget adjustments noted in Recommendations 1 and 2 above, and in the TTC's 2025-2034 Capital Budget and Plan, be included in the TTC's Capital Variance Report submission for the nine months ended September 30, 2025, for City Council consideration and approval. 4. Approved the 2025 Operating Budget in-year budget adjustments of $12.2 million gross revenue and $12.2 million gross expense ($0 net) in accordance with the implementation of PS 3400 - Revenue Standard, to reflect costs that are recoverable through the billing of a third party, to be budgeted and recognized at the gross revenue and gross expense level. 5. Approved the recommendations and authorized that the information contained in Confidential Attachment 1 remain confidential as it contains information about a position, plan, procedure, criteria or instruction to be applied to negotiations carried on or to be carried on by or on behalf of the City or local board and information explicitly supplied in confidence to the City or local board by Canada, a province or territory or a Crown agency of any of them.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the 2025 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $204.0 million with projects that have experienced delays and lower spending by $204.0 million, with no debt impact, as outlined in Appendix 4 of this report. 2. Approve expenditure and funding adjustments to the TTC's 2025-2034 Capital Budget and Plan for the Procurement of Electric Buses and Charging Systems projects by increasing the 2025 Budget by $16.7 million and the 2026-2034 Capital Plan estimates by $119.7 million for a total of $136.4 million to reflect the incremental matching Federal Funding through the Canada Public Transit Fund for the procurement of 50 electric buses and 155 charging systems. 3. Authorize the recommended budget adjustments noted in Recommendations 1 and 2 above, and in the TTC's 2025-2034 Capital Budget and Plan, be included in the TTC's Capital Variance Report submission for the nine months ended September 30, 2025, for City Council consideration and approval. 4. Approve the 2025 Operating Budget in-year budget adjustments of $12.2 million gross revenue and $12.2 million gross expense ($0 net) in accordance with the implementation of PS 3400 - Revenue Standard, to reflect costs that are recoverable through the billing of a third party, to be budgeted and recognized at the gross revenue and gross expense level. 5. Authorize that the information contained in Confidential Attachment 1 remain confidential as it contains information about a position, plan, procedure, criteria or instruction to be applied to negotiations carried on or to be carried on by or on behalf of the City or local board and information explicitly supplied in confidence to the City or local board by Canada, a province or territory or a Crown agency of any of them.
TTC11.6adopted
Collective Bargaining and Labour Update
At its meeting on November 18, 2025, the People, Culture and Governance Committee received an update on collective bargaining and labour matters . This item is being transmitted to the TTC Board for its information.
The TTC Board 1. Authorized that the information in Confidential Attachment 1 remain confidential in its entirety as it contains information pertaining to labour relations or employee negotiations.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize that the information in Confidential Attachment 1 remain confidential in its entirety as it contains information pertaining to labour relations or employee negotiations.
TTC11.7received
Establishment of the Frederick Langdon Hubbard Award for Leadership
At its meeting on July 17, 2025, the TTC Board approved the creation of an annual award, the "Hubbard Award for Leadership". In honour of Frederick Langdon Hubbard, the first Black Canadian appointed Chair of the Toronto Transit Commission (TTC) in 1930, the TTC established an annual internal award titled the "Frederick Langdon Award for Leadership" (hereafter "The Hubbard Award"). The award will recognize and celebrate TTC employees who exemplify exceptional leadership, with significant and positive contributions to their colleagues, TTC customers, and the City of Toronto. This initiative is part of a broader commitment to equity, historical recognition, and inclusive excellence within the TTC, coinciding with the 100th anniversary of Hubbard's groundbreaking appointment in 1930. The memo provides information on the establishment of the award for information.
The Toronto Transit Commission Board received the Establishment of the Frederick Langdon Hubbard Award for Leadership for information.
TTC11.8amended
The recent opening of Line 6 is an exciting and important addition to transit infrastructure in the City of Toronto. Line 6 will bring rapid transit options to more than 230,000 residents within walking distance and move more than 51,000 riders each weekday. It runs on a dedicated right-of-way along Finch Avenue West, from Finch West Station on TTC's Line 1 (Yonge-University) to Humber Polytechnic's North Campus at Humber College Station. To ensure its success, the Finch West LRT must be fast and convenient to use. The TTC Board must ensure it exhausts every opportunity to realize this vision of fast and convenient transit for our customers. As the TTC continues its soft opening of Line 6, there are opportunities to improve its performance and speed along the route by looking at more aggressive, active transit signal priority, increasing service frequency, and removing or changing internal TTC, City of Toronto and Metrolinx policies that affect vehicle speeds. The Board is also cognizant of the imminent opening of Line 5, slated for 2026, and seeks to ensure that all learnings from the opening of Line 6 are applied, as appropriate, to Line 5. It is critically important, that Line 5 service meets the expectations of our customers who have long awaited the opening of this critical east-west rapid transit corridor, particularly in advance of Toronto co-hosting the 2026 FIFA World Cup.
The TTC Board: 1. Directed the TTC CEO to work with the City Manager, the Ministry of Transportation, Metrolinx, Mosaic Transit Group and/or Crosslinx Transit Solutions to significantly improve performance, frequency and speed on Line 5 and Line 6 by exploring and implementing where possible, the following measures including, but not limited to, strengthening transit signal priority, feasibility of increasing service frequency (including any required operating funding subsidy increase from the Province of Ontario), reviewing internal TTC and City of Toronto policies which govern speeds on surface routes including requirements to slow at intersections and have speed limits below those of parallel cars, and examination of line management data to uncover specific sources of unreliability and delay, and to provide a progress update to the TTC Board no later than Q1 2026. 2. Directed the TTC CEO to report back to the TTC Board in Q4 2026 on a plan to measure the performance of LRT lines, including end-to-end travel targets.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Direct the TTC CEO to work with the City Manager, the Ministry of Transportation, Metrolinx, Mosaic Transit Group and/or Crosslinx Transit Solutions to significantly improve performance, frequency and speed on Line 5 and Line 6 by exploring and implementing where possible, the following measures including, but not limited to, strengthening transit signal priority, feasibility of increasing service frequency (including any required operating funding subsidy increase from the Province of Ontario), and reviewing internal TTC and City of Toronto policies which govern speeds on surface routes, and provide a progress update to the TTC Board no later than Q1 2026.
TTC11.9amended
Following the Board's consideration of the International Association of Public Transit (UITP)'s Asset Management Peer Review , direction was given to TTC staff to develop a plan to implement enhanced signal priority on all streetcar routes, in partnership with the City of Toronto. This motion provides further recommendations for TTC staff to explore additional measures to speed up streetcar lines, including signal timing adjustments at intersections, how parking and turning changes can help to cut through rush hour traffic, ensuring that stops are reasonably spaced, and looking at internal TTC policies that govern vehicle speeds. Through collaboration between the TTC and City of Toronto, we can continue to improve our streetcar network for every rider that depends on it.
The TTC Board: 1. Directed the TTC CEO to work with the City Manager and report back in Q1 2026 on options exploring and implementing where possible, recommendations for removing on-street parking, prohibiting or restricting left turns during high-peak periods on key routes, reviewing the distance between streetcar stops and internal policies governing transit speeds on surface routes including requirements to slow at intersections and have speed limits below those of parallel cars, and examining line management data to uncover specific sources of unreliability and delay, as additional measures to speed up streetcar lines. 2. Directed the TTC CEO to report back to the TTC Board in Q4 2026 on a plan to measure performance of streetcar lines, including end-to-end travel targets.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Direct the TTC CEO to work with the City Manager and report back in Q1 2026 on options for removing on-street parking and restricting left turns during high-peak periods on key routes, reviewing the distance between streetcar stops and internal policies governing transit speeds on surface routes, as additional measures to speed up streetcar lines.