Toronto Transit Commission Board
The full agenda, as filed
All 21 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.
TTC15.1received
Administrative Inquiry - Community Bus Routes
Chair Myers has submitted an administrative inquiry under Section 40 of the By-law to Govern Board Proceedings for the June 3 2026, meeting of the Toronto Commission Board (TTC) to clarify the ridership of the Community Bus program, the cost of continuing to provide the Community Bus service, and the per ride subsidy for offering the service. Under the By-law to Govern Board Proceedings, the TTC Board can receive or refer an Administrative Inquiry to the appropriate TTC official or department.
The TTC Board, on June 3, 2026, received Administrative Inquiry TTC15.1 from Chair Jamaal Myers, on Community Bus Routes, and Answer from the Chief Transportation Officer for information.
TTC15.2received
Chief Executive Officer’s Report - May 2026
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 Subway service, featuring key performance indicators (KPIs) through the end of March 2026. As part of the regular rotation across transit modes, the May CEO's Report includes a comparison to the November 2025 results previously presented in the February CEO's Report.
The Toronto Transit Commission received the Chief Executive Officer's Report - May 2026 for information.
TTC15.3received
The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meeting of March 26, 2026 to the June 2026 Board Meeting for information. At the March meeting, ACAT members received information about the TTC's plans to support accessibility during the FIFA World Cup. The Committee emphasized the importance of clear communication to customers with respect to plans, drop off and pick up locations for Wheel-Trans customers. The Committee also discussed the importance of training with respect to escorting people with accessibility needs. The following is a summary of the main topics discussed at the March ACAT Subcommittee Meetings: Communications Subcommittee TTC website improvements made to station pages for improved screenreader compatibility. Line 5 and Line 6 station descriptions timeline for completion. Wheel-Trans legacy customer re-registartion and customer handbooks updates. Strategy and Planning Subcommittee Scarborough Busway plans to provide an improved and more direct transit link along the former Line 3 Scarborough corridor. The Subcommittee highlighted uncertainty around bus bay assignments during construction and emphasized the need for clear communication and plans to refine service and accessibility. Wheel-Trans Operations Subcommittee Wheel-Trans booking procedures and possible improvements with respect to online booking options. Wheel-Trans stops at Scotiabank Arena and improving pickup areas at Rogers Centre. Accessibliity concerns related to traffic restrictions and transit planning during the FIFA World Cup. There was no Design Review Subcommittee meeting in March 2026.
The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of March 26, 2026 for information.
TTC15.4received
Presentation: Indigenous Wayfinding on the TTC
Cameron Stewart will address the TTC Board. This presentation explores an Indigenous perspective on transit wayfinding and examines how Indigenous knowledge systems can be meaningfully integrated into the TTC's existing wayfinding framework. Using Queen Station as a case study, the presentation demonstrates how Indigenous principles, narratives, and spatial understandings can inform clearer, more inclusive, and culturally responsive navigation within the transit system. The approach highlights opportunities to enhance passenger experience while advancing reconciliation through visible and practical design interventions in the TTC network. Cameron Stewart has been invited to present to the TTC Board in accordance with Section 11 of the TTC By-law to Govern Board Proceedings.
The Toronto Transit Commission received the Presentation: Indigenous Wayfinding on the TTC for information.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive the presentation for information.
TTC15.5amended
Advancing Safety on the TTC: 2026 Focus Areas
This report presents "Advancing Safety on the TTC: 2026 Focus Areas Plan", which details the following response measures, as the focus areas in 2026: Visible and mobile deployment, including in-vehicle presence; Technology, station, and system enhancements; Continued coordinated response connecting people to support. Safety on the TTC means not only reducing safety/security incidents, but also how customers experience the system daily. Feeling safe, seeing visible staff presence, travelling in clean and well-maintained spaces, and knowing supports are in place shape the confidence of TTC customers. The 2026 focus areas build on the overarching "Community Safety, Security, and Well-Being Plan 2024-2028". Additionally, the "Platform Protection Program Update" (Attachment 3) outlines the assessment of platform protection technologies, station prioritization, and implementation strategies.
The TTC Board: 1. Received this report for information. 2. Directed staff to forward Attachment 2 - Advancing Safety on the TTC: 2026 Focus Areas Plan to City Councillors for information. 3. Requested the CEO, Toronto Transit Commission, to include in the 2027 budget submission a benchmarking analysis of Platform Edge Door capital costs against comparable installations in peer transit systems, and to identify options to reduce per-station costs. 4. Directed the Chief Capital Officer to undertake validation of costs for the implementation of platform barriers and to conduct a detailed assessment of design fabrication costs prior to implementation of platform barriers at TMU station, with the objective of reducing the cost and informed by best practices from other municipalities, and to reinvest any identified savings in additional safety initiatives and report back through the 2027 budget process with revised costs that reflect updated costing and recommendations on whether to proceed with additional stations or reallocate the proposed funding to platform edge doors and/or other safety initiatives.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive this report for information. 2. Direct staff to forward Attachment 2 - Advancing Safety on the TTC: 2026 Focus Areas Plan to City Councillors for information.
TTC15.6adopted
Bloor-Yonge Capacity Improvements Project - Platform Edge Doors and Net Zero
This report provides an update on the impact assessment of Net Zero and Platform Edge Doors (PEDs) and seeks approval for the inclusion of Net Zero for the Bloor-Yonge Capacity Improvements (BYCI) project as well as PEDs as part of the system-wide Platform Protection Program and enabling PED infrastructure as part of the BYCI project. This report is a follow up to the February 24, 2025 Board report, Bloor-Yonge Capacity Improvements Project - Progressive Design-Build Development Phase, which authorized the award of the Progressive Design-Build Development Phase Agreement for the BYCI project to Kenaidan Murphy Joint Venture (KMJV), and committed to assess the impacts for PEDs and Net Zero, and report back to the Board by Q2 2026.
The TTC Board: 1. Endorsed the inclusion of Net Zero requirements in the Bloor-Yonge Capacity Improvements project. 2. Approved the inclusion of Platform Edge Doors (PEDs) on Line 1 and Line 2 at Bloor-Yonge station as part of the system-wide platform protection program, and funding for enabling PED infrastructure in the amount of $6.35 million, including HST, for design to 70% as part of the Development Phase for the Bloor-Yonge Capacity Improvements project. 3. Authorized that the information in Confidential Attachment 2 remain confidential as it contains information about a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the TTC.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Endorse the inclusion of Net Zero requirements in the Bloor-Yonge Capacity Improvements project. 2. Approve the inclusion of Platform Edge Doors (PEDs) on Line 1 and Line 2 at Bloor-Yonge station as part of the system-wide platform protection program, and funding for enabling PED infrastructure in the amount of $6.35 million, including HST, for design to 70% as part of the Development Phase for the Bloor-Yonge Capacity Improvements project. 3. Authorize that the information in Confidential Attachment 2 remain confidential as it contains information about a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the TTC.
TTC15.7adopted
The purpose of this report is to provide the TTC Board with an update on the TTC-Metrolinx Master E-Fare Collection Outsourcing Agreement. The 2012 TTC-Metrolinx Master E-Fare Collection Outsourcing Agreement (the "Agreement") has an initial term of 15 years, which expires on November 28, 2027. The automatic renewal clause for five years (to 2032), is no longer applicable as Metrolinx provided notice to the TTC to opt-out of the automatic renewal and their intent to negotiate a new contract in May 2025. At the April 16, 2026 meeting, the TTC Board directed TTC staff to complete a market sounding to understand value for money of current industry offerings for an automated fare collection system. The market sounding is publicly posted for feedback.
The TTC Board: 1. Adopted the recommendations in Confidential Attachment 2; and 2. Authorized the information in Confidential Attachment 2 to remain confidential until such time as the final negotiations have been completed and all necessary agreements have been executed.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Adopt the recommendations in Confidential Attachment 2; and 2. Authorize the information in Confidential Attachment 2 to remain confidential until such time as the final negotiations have been completed and all necessary agreements have been executed.
TTC15.8adopted
Financial and Major Projects Update for the Period Ended April 26, 2026
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 April 26, 2026. Financial projections to year-end 2026 are also provided. This is the first 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 April 26, 2026, the TTC reported a net year-to-date unfavourable operating variance of $12.6 million (2.5%), consisting of an unfavourable revenue variance of $22.1 million (5.1%), which is partially offset by $9.5 million (1.0%) in lower expenditures. For the full year, the TTC's 2026 Operating Budget of $3.046 billion gross and $1.499 billion net, is projected to be $64.3 million net unfavourable to budget (4.3%), driven by an unfavourable revenue variance of $30.0 million (1.9%) and an under-expenditure of $34.3 million (1.1%). For the period ended April 26, 2026, the TTC's capital expenditures totalled $365.1 million, representing a spending rate of 93.2% when compared to the year-to-date planned (calendarized) budget of $391.8 million. Of the total capital expenditures incurred to date, $357.3 million or 93.5% of the base capital program's planned budget of $382 million was spent and $7.8 million or 79.4% of the $9.8 million planned budget for transit-expansion-related projects was spent. When comparing year-to-date spending to the total approved 2026 Capital Budget, 21.7% was spent to the end of Period 4 for the TTC base capital program and 26.3% for transit-expansion-related projects, resulting in an overall spending rate of 21.8% for the four-month period. By year-end, the TTC's capital spending is projected to be in the order of $1.638 billion, representing an overall 97.9% spending rate, with the TTC's base capital program projected to expend $1.609 billion or 97.9% and transit-expansion-related capital expenditures projected to reach $28.1 million or 95.0%. The year-to-date results and year-end projections reflect the recommended adjustments to the 2026 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 reflect 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 2026 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $152.5 million with projects that have experienced delays and lower spending by $152.5 million, with no debt impact, as outlined in Appendix 4 of this report. 2. Approved expenditure and funding adjustments to the TTC's 2026-2035 Capital Budget and Plan for the Purchase of Buses Program by amending the 2026 Capital Budget by $71.5 million and the 2027-2028 cash flow funding estimates by $89.7 million, $161.2 million total, for the procurement of 200 Hybrid Buses project to align with the incremental Federal funding through the Canada Public Transit Fund and the estimated project delivery schedule. 3. Approved expenditure and funding adjustments to the TTC's 2026-2035 Capital Budget and Plan for the Equipment Program by amending the 2026 Capital Budget by ($20.4) million and the 2027-2029 cash flow funding estimates by $57.9 million, $37.5 million total, for the installation of 227 Bus Charging Systems project, to align with the incremental Federal funding through the Canada Public Transit Fund and the estimated project delivery schedule. 4. Authorized the recommended budget adjustments noted in Recommendations 1 to 3, and in the TTC's 2026-2035 Capital Budget and Plan, be included in the TTC's Capital Variance Report submission for the four months ended April 30, 2026, for City Council consideration and approval. 5. Approved a 2026 Operating Budget in-year adjustment of $0.1 million gross ($0.1 million net) to fund Plant Maintenance costs associated with the installation of benches on Line 2, following City Council approval. 6. Adopted the recommendations contained in Confidential Attachment 1 and authorize that the information remain confidential as it contains information about a position, plan, procedure, criteria or instruction to be applied to commercial negotiations carried on or to be carried on by or on behalf of the City or local board.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the 2026 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $152.5 million with projects that have experienced delays and lower spending by $152.5 million, with no debt impact, as outlined in Appendix 4 of this report. 2. Approve expenditure and funding adjustments to the TTC's 2026-2035 Capital Budget and Plan for the Purchase of Buses Program by amending the 2026 Capital Budget by $71.5 million and the 2027-2028 cash flow funding estimates by $89.7 million, $161.2 million total, for the procurement of 200 Hybrid Buses project to align with the incremental Federal funding through the Canada Public Transit Fund and the estimated project delivery schedule. 3. Approve expenditure and funding adjustments to the TTC's 2026-2035 Capital Budget and Plan for the Equipment Program by amending the 2026 Capital Budget by ($20.4) million and the 2027-2029 cash flow funding estimates by $57.9 million, $37.5 million total, for the installation of 227 Bus Charging Systems project, to align with the incremental Federal funding through the Canada Public Transit Fund and the estimated project delivery schedule. 4. Authorize the recommended budget adjustments noted in Recommendations 1 to 3, and in the TTC's 2026-2035 Capital Budget and Plan, be included in the TTC's Capital Variance Report submission for the four months ended April 30, 2026, for City Council consideration and approval. 5. Approve a 2026 Operating Budget in-year adjustment of $0.1 million gross ($0.1 million net) to fund Plant Maintenance costs associated with the installation of benches on Line 2, following City Council approval. 6. Adopt the recommendations contained in Confidential Attachment 1 and authorize that the information remain confidential as it contains information about a position, plan, procedure, criteria or instruction to be applied to commercial negotiations carried on or to be carried on by or on behalf of the City or local board.
TTC15.9adopted
TTC and CUPE, Local 2 - Collective Agreement Ratification
The Canadian Union of Public Employees, Local 2 (CUPE, Local 2) bargaining unit is comprised of approximately 700 employees. CUPE, Local 2 represents electrical skilled trades. This report will provide the TTC Board with details regarding the outcome of contract negotiations between the TTC and CUPE, Local 2 in arriving at a tentative agreement for a renewal collective bargaining agreement between these parties. The tentative agreement was reached on May 18, 2026.
The TTC Board: 1. Adopted the recommendations as set out in the Confidential Attachment; and 2. Authorized that the information set out in the Confidential Attachment be released upon the ratification of the tentative agreement by both the TTC and the Canadian Union of Public Employees, Local 2.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Adopt the recommendations as set out in the Confidential Attachment; and 2. Authorize that the information set out in the Confidential Attachment be released upon the ratification of the tentative agreement by both the TTC and the Canadian Union of Public Employees, Local 2.
TTC15.10adopted
Chief Executive Officer Performance and Objectives
This report provides information respecting the Chief Executive Officer's performance and objectives.
The TTC Board: 1. Authorized that the information contained in Confidential Attachment 1 remain confidential in its entirety as it relates to personal matters about an identifiable individual, including a municipal or local board employee.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize that the information contained in Confidential Attachment 1 remain confidential in its entirety as it relates to personal matters about an identifiable individual, including a municipal or local board employee.
TTC15.11adopted
Toronto Transit Commission - 2026 Follow-up - Status of Previous Auditor General’s Recommendations
The Auditor General follows up on the implementation status of outstanding recommendations made through her audit and investigation reports. The purpose is to verify that Auditor General recommendations are fully implemented and that intended benefits are achieved. In this follow-up cycle, we reviewed the status of 41 out of 45 recommendations reported by management as fully implemented or no longer applicable from the following nine reports: Review of Toronto Transit Commission Bus Maintenance and Shops Department, Phase Two: Non-Revenue Fleet and Equipment Management and Maintenance, 2015 Review of Toronto Transit Commission Accounts Payable Functions: Improving Invoice Verification and Vendor Account Management, 2017 Review of Complaint Regarding the June 29, 2016 Toronto Transit Commission Briefing Note, 2017 Review of Toronto Transit Commission Procurement Policies and Practices: A Case Study to Improve Future Wheel-Trans Accessible Taxi Services Procurement, 2018 Toronto Transit Commission: Managing Telecommunication Contracts and Payments, 2018 Review of Toronto Transit Commission Employee Expenses and Reward and Recognition Programs: Opportunities to Improve Policies and Controls and Save Costs, 2018 Review of Toronto Transit Commission's Revenue Operations: Phase One - Fare Evasion and Fare Inspection, 2019 Review of Toronto Transit Commission's Revenue Operations: Phase Two - PRESTO/TTC Fare Equipment and PRESTO Revenue, 2019 Toronto Transit Commission Cybersecurity Audit - Phase Two: Overall Network Security and Cybersecurity Assessment of Select Critical Systems, 2023 (Refer to Confidential Attachment 1 for the recommendations from this report) All recommendations we reviewed in this follow-up were high priority. Of the 41 recommendations we selected for review, we determined 38 are fully implemented, two recommendations are no longer applicable, and one is not fully implemented. The detailed results from this follow-up review are discussed in Attachment 1.
The TTC Board: 1. Forwarded this report to City Council for information through the City's Audit Committee. 2. Directed that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, as it involves the security of property belonging to the TTC.
Staff recommendation as filed
The Auditor General recommends that: 1. The Toronto Transit Commission Board (the Board) forward this report to City Council for information through the City's Audit Committee. 2. The Board direct that the confidential information contained in Confidential Attachment 1 remain confidential in its entirety, as it involves the security of property belonging to the TTC.
TTC15.12adopted
This report appends the Audit Findings Report from KPMG LLP's (KMPG) audit of the TTC's consolidated financial statements for the year ended December 31, 2025. The KPMG Audit Findings Report, in addition to providing an overview of the audit results, specifically details any key audit risks identified, testing procedures performed to address them, and resulting conclusions. KPMG proposes to issue an unqualified Independent Auditor's Report on the TTC's consolidated financial statements for the year ended December 31, 2025.
The TTC Board: 1. Approved the KPMG LLP Audit Findings Report on the Toronto Transit Commission Consolidated Financial Statements for the Year Ended December 31, 2025 in Attachment 1. 2. Forwarded a copy of this report to the City Clerk for appropriate handling to the next City Audit Committee meeting.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the KPMG LLP Audit Findings Report on the Toronto Transit Commission Consolidated Financial Statements for the Year Ended December 31, 2025 in Attachment 1. 2. Forward a copy of this report to the City Clerk for appropriate handling to the next City Audit Committee meeting.
TTC15.13adopted
The TTC is required to prepare audited annual financial statements under Public Sector Accounting Standards and to forward them to City Council for information through the City's Audit Committee. Effective January 1, 2025, the TTC adopted Canadian public sector accounting guideline amendments to PSG-2 Leased Tangible Capital Assets. The amendments update references within the standard, rename Appendix A as the glossary, and add paragraphs PSG‑2.4A to PSG‑2.4C, which establish minimum requirements for lessee accounting for operating leases of tangible capital assets. As at December 31, 2025, the TTC determined that the adoption of these amendments did not have an impact on the amounts presented in the financial statements. The 2025 accounting surplus is $758.1 million, which reflects an increase of $254.9 million over the 2024 accounting surplus and is comprised mainly of the value of subsidy revenue earned on capital asset additions, and other expenses funded through capital programs, such as environmental liabilities and asset retirement obligations, partially offset by the depreciation of assets in use. Operating activities do not generally contribute to the accounting surplus or shortfall, as operating expenses are funded in full by operating revenues and subsidies received.
The TTC Board: 1. Approved the appended Draft Consolidated Financial Statements of Toronto Transit Commission for the year ended December 31, 2025. 2. Forwarded this report and the appended Draft TTC Consolidated Financial Statements to the City Clerk for submission to the next City Audit Committee meeting.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the appended Draft Consolidated Financial Statements of Toronto Transit Commission for the year ended December 31, 2025. 2. Forward this report and the appended Draft TTC Consolidated Financial Statements to the City Clerk for submission to the next City Audit Committee meeting.
TTC15.14adopted
Honouring Frederick Langdon Hubbard
At its July 17, 2025 meeting, the TTC Board requested that staff identify and recommend internal TTC properties that could be named or renamed to honour Frederick Langdon Hubbard, the first Black Canadian appointed Chair of the TTC Board, in recognition of the 100-year anniversary of his historic appointment in 1930. Following an internal review, TTC staff recommend renaming the Subway Operations Building at Hillcrest Complex to the Frederick Hubbard Building. This site was selected based on its visibility, connection to Hubbard's life and work, and feasibility for renaming. The recommendation was informed by targeted consultation with TTC employees, including the ATU 113 Black Caucus and Black employees across frontline, supervisory, and leadership roles, and was subsequently reviewed and endorsed by the TTC's Employee Inclusion and Belonging Committee (IBC). Renaming this space provides a meaningful way to recognize Hubbard's contributions and legacy and to inspire future generations of TTC employees. Implementation will include internal and external communications, on-site recognition through signage and/or plaque(s), and a formal unveiling event. The renaming is anticipated to be completed in time for Black History Month 2027, ensuring alignment with the 100th anniversary milestone and reinforcing the TTC's commitment to diversity, equity, and inclusion.
The TTC Board: 1. Approved the renaming of the Subway Operations Building at Hillcrest Complex to the Frederick Langdon Hubbard Building in recognition of his historic appointment as the first Black Canadian Chair of the TTC Board.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the renaming of the Subway Operations Building at Hillcrest Complex to the Frederick Langdon Hubbard Building in recognition of his historic appointment as the first Black Canadian Chair of the TTC Board.
TTC15.15amended
At its meeting on March 25 and 26, 2026, City Council considered item MM39.50 and made a recommendation to the TTC Board
The TTC Board: 1. Directed the Chief Executive Officer, Toronto Transit Commission, in partnership with the City Manager, to develop a costed plan, including funding where possible, covering the first 10 years of implementation of platform edge doors (including a multi-station pilot, Line 1 high-priority stations and the Bloor-Yonge Capacity Improvements project), and report back to City Council as part of the 2027 budget process. 2. Directed the Chief Executive Officer, Toronto Transit Commission to publish updated cleanliness standards for all subway stations and publicly report on station-level performance, no later than the first quarter in 2027. 3. Directed the Chief Executive Officer, Toronto Transit Commission to report on a single network-wide lighting standard for vehicles, entrances, stairways, concourses, and platforms, including clear maintenance response standards. 4. Directed the Chief Executive Officer, Toronto Transit Commission, in consultation with the local City Councillors, Toronto Police Service, local Business Improvement Areas and residents associations, to undertake safety design audits of all subway stations that evaluate the physical environment, including lighting conditions, from the perspective of both crime prevention and public perceptions of safety, and report back to the TTC Board no later than the third quarter in 2027. 5. Referred Recommendation 5 to the CEO, Toronto Transit Commission and General Counsel, Toronto Transit Commission, in consultation with the City Manager and City Solicitor, for analysis of the legality, Charter-compliance, feasibility, and mechanisms for enforcing a ban of riders from the transit system and report back with a framework for what would trigger such a ban, how that ban would be decided, what would be the recourse for challenging the ban, and what would be required to enforce the ban.
Staff recommendation as filed
City Council request the Toronto Transit Commission Board to: 1. Direct the Chief Executive Officer, Toronto Transit Commission, in partnership with the City Manager, to develop a funded plan covering the first 10 years of implementation of platform edge doors (including a multi-station pilot, Line 1 high-priority stations and the Bloor-Yonge Capacity Improvements project), and report back to City Council as part of the 2027 budget process. 2. Direct the Chief Executive Officer, Toronto Transit Commission to publish updated cleanliness standards for all subway stations and publicly report on station-level performance, no later than the first quarter in 2027. 3. Direct the Chief Executive Officer, Toronto Transit Commission to report on a single network-wide lighting standard for vehicles, entrances, stairways, concourses, and platforms, including clear maintenance response standards. 4. Direct the Chief Executive Officer, Toronto Transit Commission, in consultation with the local City Councillors, Toronto Police Service, local Business Improvement Areas and residents associations, to undertake safety design audits of all subway stations that evaluate the physical environment, including lighting conditions, from the perspective of both crime prevention and public perceptions of safety, and report back to City Council no later than the third quarter in 2027. 5. Direct the Chief Executive Officer, Toronto Transit Commission, in consultation with the City Manager and the City Solicitor, to review the implications of implementing a one-year ban on any riders that harass or assault Toronto Transit Commission drivers and other staff members, and report back no later than the first quarter in 2027.
TTC15.16adopted
Ontario's Bill 23, the More Homes Built Faster Act, aims to build 1.5 million homes by 2031. For the City of Toronto, this represents additional pressure on municipal infrastructure, and on the TTC. Bill 23 primarily modified the Planning Act and the Development Charges Act to accelerate construction to vastly increase residential density, often bypassing municipal approval, and eliminated or reduced developer fees (formerly earmarked for affordable housing and infrastructure). The Protected Major Transit Station Areas (PMTSA) and Major Transit Station Areas (MTSA) mandates requires the City to update zoning to meet high-density targets around MTSAs, encouraging population growth near subway stations, in the form of high-rise buildings.   The impact on the TTC will be: financial constraints; and operational pressures. Due to the elimination or reduction of developer fees, it is estimated that the City may have a $2.3 billion revenue loss over 10 years, and for the TTC, there is a risk of capital budget shortfall, as the developer fees are a primary source of funding for transit infrastructure. Without infrastructure upgrades, the resulting capacity constraints, especially at stations, may cause safety issues, should Line 1 and 2 stations be unable to handle the surge in passengers from new high-rise developments.
The TTC Board: 1. Directed staff to: a. review and analyse projected density at subway stations designated as Protected Major Transit Station Areas and Major Transit Station Areas, as set out in Bill 23, More Homes Built Faster Act, 2022. b. review and analyse projected subway capacity to meet subsequent population growth, per Bill 23. 2. Requested City of Toronto Transportation Planning to: a. develop strategies to address increased density along Protected Major Transit Station Areas and Major Transit Station Areas designated stations; b. consider strategies for provincial funding assistance to increase transit capacity.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Direct staff to: a. review and analyse projected density at subway stations designated as Protected Major Transit Station Areas and Major Transit Station Areas, as set out in Bill 23, More Homes Built Faster Act, 2022. b. review and analyse projected subway capacity to meet subsequent population growth, per Bill 23. 2. Request City of Toronto Transportation Planning to: a. develop strategies to address increased density along Protected Major Transit Station Areas and Major Transit Station Areas designated stations; b. consider strategies for provincial funding assistance to increase transit capacity.
TTC15.17amended
Approximately 35,000 Torontonians rely on the 7 Bathurst bus every day to get to work, school, and appointments on time. Bathurst Street is a major arterial road serving drivers across the GTHA, and it experiences significant and persistent congestion - resulting in speed and reliability issues, as well as bunching and gapping on the 7 Bathurst bus that can significantly impact transit riders. Council has previously supported a range of measures to improve service on this route. In October 2025, Council approved Improving the Speed and Reliability of the 7 Bathurst (2025.TE25.41), where Councillor's Matlow and Saxe supported traffic management measures including parking and stopping restrictions and left-turn changes to reduce curb-lane blockages and intersection delays. Councillor Matlow has also moved recent motions through the budget process to support expanding the Bunching and Gapping Pilot into 2026, ensuring that the 7 Bathurst bus continues to be prioritized. Transit signal priority work is also currently underway by City staff as part of the broader RapidTO: Bathurst plan for the corridor. As this work continues, it is imperative that riders on the 7 Bathurst have access to fast and reliable transit service now. While the efforts of City and TTC staff are appreciated, further direction is needed to accelerate progress. An express bus on the Bathurst corridor would deliver meaningful, near-term travel time benefits to riders who travel longer distances along the route. Previous TTC analysis has found that express bus routes can save customers at least 20 per cent in travel time, as riders travelling longer distances benefit from fewer stops and faster journey times. The parallel Dufferin corridor offers a comparable precedent: the 929 Dufferin Express provides express service on Dufferin Street between the Exhibition and Wilson Station and has successfully sped up bus service along the corridor. The Bathurst corridor serves a similar density of residential and commercial destinations, and carries similar ridership, making it logical candidate for an express bus. A 7 Bathurst express would make the corridor more competitive with driving for the Torontonians who currently have that choice. This motion requests that TTC staff report on the feasibility and costs of introducing a 7 Bathurst express bus service.
The TTC Board: 1. Requested the CEO, Toronto Transit Commission, to report on the feasibility and financial impacts of creating an express bus for the 7 Bathurst corridor, and direct staff to consider the introduction of a 7 Bathurst Express as part of the 2026-2027 Annual Service Plan process. 2. Requested the CEO, Toronto Transit Commission, to include in the requested feasibility report an assessment of options that would result in a net increase in total scheduled service hours on the 7 Bathurst bus, and to confirm that any recommended express bus option would not reduce service frequency on the existing local route.
Staff recommendation as filed
1. Request the CEO, Toronto Transit Commission, to report to the next TTC Board Meeting on the feasibility and financial impacts of creating an express bus for the 7 Bathurst corridor, and direct staff to consider the introduction of a 7 Bathurst Express as part of the 2026-2027 Annual Service Plan process.
TTC15.18adopted
TTC Pension Plan Bylaw Amendments
The TTC Pension Fund Society (TTC Pension Plan/TTCPP) Board of Directors approved the following Bylaw changes: To update the base year period used to calculate retiring TTC employees' pension to include 2025 and to provide a 2.00% increase to former members currently in receipt of a pension. Based on TTCPP's strong financial position, both base year updates and pensioner cost of living increases have been provided annually since 2011. Updates in Bylaw 3 to change the named Board positions from President and Vice President to Chair and Vice Chair. Added wording in Bylaw 3.01 to state that the Board Chair or any 3 Directors can call a special meeting. Additional changes in Bylaw 3.04 to remove the requirement for the Board's Secretary and Treasurer to be members of the pension plan, and a removal of the requirement for the Secretary to be appointed by the Board. An update in Bylaw 10.07 to specify that either a regular contributing member or an inactive member may elect the income levelling option as an optional entitlement at pension commencement. A new subsection is added in Bylaw 15.12 to specify the method of calculation for accrued interest on lumpsum payments made to former plan members Under TTCPP Bylaw 3.09, TTC Board sanction is required for these amendments to take effect. The amendments will go to the TTC Board on June 3, 2026, and membership approval will be sought at the TTCPP Annual General Meeting on June 27, 2026.
The TTC Board: 1. Approved the recommended changes to the TTC Pension Plan Bylaw, by: a. updating the base year period used to calculate retiring TTC employees' pension to include 2025 and to provide a 2.00% increase to former members currently in receipt of a pension. b. approving housekeeping amendments to the Bylaw as set out in Attachment 1.
Staff recommendation as filed
That the TTC Board: 1. Approve the recommended changes to the TTC Pension Plan Bylaw, by: a. updating the base year period used to calculate retiring TTC employees' pension to include 2025 and to provide a 2.00% increase to former members currently in receipt of a pension. b. approving housekeeping amendments to the Bylaw as set out in Attachment 1.
TTC15.19amended
Confidential Ombudsman Toronto Report
Ombudsman Toronto has submitted a report for consideration by the TTC Board. As the Ombudsman's investigation is not complete, this report remains confidential under s.173(1) of the City of Toronto Act, 2006.
The TTC Board: 1. Adopted the action taken in-camera and authorized that the confidential information remain confidential as it contains information about an ongoing Ombudsman investigation, pursuant to subsection 173(1) of the City of Toronto Act, 2006.
Staff recommendation as filed
That the TTC Board: 1. Authorize that the confidential information remain confidential as it contains information about an ongoing Ombudsman investigation, pursuant to subsection 173(1) of the City of Toronto Act, 2006.
TTC15.20adopted
Howard Moscoe served as an elected member of Toronto, Metro and North York Councils for 32 years, serving on Toronto City Council for four consecutive terms from 1998 to 2010. He represented North York Spadina from 1998 to 2000, and Eglinton Lawrence from 2000 to 2010. Prior to amalgamation, he was elected to the North York City Council - first as an Alderman from 1978 to 1985 and later as a City Controller from 1985 to 1988 - during which time he also served on on Metro Toronto Council. Later, he was elected as a Metro Toronto Councillor from 1988 to 1997 representing North York Spadina. While a Member of Toronto City Council, he served as Commissioner, Vice Chair, and Chair of the Toronto Transit Commission over his 14 years service on the Commission. He served on the TTC Board from 1992 to 2006, and was Chair from 1998 to 2000 and from 2003 to 2006. During his first term as Chair, the TTC broke ground on the new Queens Quay streetcar line that connects Union Station with Exhibition Place, began construction on the Sheppard subway, and started to build the Transit Control Centre at Hillcrest Complex. In his second term as Chair, Moscoe helped steer the TTC through the SARS crisis and the 2003 electricity blackout and the TTC introduced it's 2003 Ridership Growth Strategy-a guiding document for transit investment in the decade that followed, which saw the system grow ridership to more than half a billion riders annually. Howard Moscoe's contributions to the Toronto Transit Commission are worthy of recognition. As such, this motion gives direction to TTC staff to identify opportunities for Mr. Moscoe to be commemorated.
The TTC Board: 1. Directed TTC staff to report to the July 22, 2026 TTC Board meeting with recommendations on options to commemorate former TTC Chair Howard Moscoe and his contributions to the Toronto Transit Commission, including consideration of a commemorative naming. 2. Directed TTC staff, when developing the recommendations, to consult with the family of Howard Moscoe and any relevant local stakeholders on the commemoration.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Direct TTC staff to report to the July 22, 2026 TTC Board meeting with recommendations on options to commemorate former TTC Chair Howard Moscoe and his contributions to the Toronto Transit Commission, including consideration of a commemorative naming. 2. Direct TTC staff, when developing the recommendations, to consult with the family of Howard Moscoe and any relevant local stakeholders on the commemoration.
TTC15.21adopted
Coordination of Closures - by Chair Jamaal Myers, seconded by Commissioner Ausma Malik
Each year, the TTC adopts a Subway and Streetcar Closures and Diversions Forecast to plan infrastructure upgrades and state of good repair work. While this Forecast is a critical planning tool, it is currently developed with limited formalized coordination across City divisions and regional transportation agencies responsible for roads, major events, and parallel transit infrastructure. This motion directs TTC leadership to expand collaboration in the development of the 2027 - and all future - Forecasts to better align TTC work with planned municipal and regional construction and transit closures, special events, and other activities affecting the transportation network to avoid overlapping impacts, where possible. The objective is to reduce avoidable overlaps, improve situational decision making during major events especially when simultaneously managing crowds and the movement of vehicles, and ensure that interim and replacement transit services are safe, reliable, and minimally disruptive to communities - while maintaining transit as a primary consideration throughout all coordination efforts.
The TTC Board directed the CEO and the Interim Chief Operating Officer to consult and collaborate with: a. the CEO and President, and Chief Capital Officer (Rapid Transit) of Metrolinx, the General Manager, Transportation Services, the Chief Congestion Officer and Executive Director, Strategic Capital Coordination Office, the Chief Engineer and Executive Director, Engineering and Construction Services, in consultation with the General Manager, Economic Development and Culture on the development of the 2027 and all future year Subway and Streetcar Closures & Diversions Forecasts, to improve coordination of TTC infrastructure updates and state-of-good-repair projects with planned municipal and regional construction and transit closures, special events, and other activities affecting the transportation network to avoid overlapping impacts, where possible; b. the CEO and the Executive Director of the Toronto Police Services Board, and the Chief of Police are to be involved to support improved situational decision-making during major events, particularly with regard to crowd control and ensuring the smooth movement of TTC vehicles. c. the General Manager, Transportation Services, the Chief Congestion Officer and Executive Director, Strategic Capital Coordination Office, and the President of Toronto Parking Authority, and the relevant local Councillors to coordinate interim and temporary transit replacement services associated with TTC construction and maintenance activities, including required roadway changes such as curb lane modifications, parking restrictions, and lane closures to support safe, efficient and minimize disruptions where feasible, with adequate notice periods that enable fulsome planning and neighbourhood communication.
Staff recommendation as filed
1. The TTC Board directs the CEO and the Interim Chief Operating Officer to consult and collaborate with: a. the CEO and President, and Chief Capital Officer (Rapid Transit) of Metrolinx, the General Manager, Transportation Services, the Chief Congestion Officer and Executive Director, Strategic Capital Coordination Office, the Chief Engineer and Executive Director, Engineering and Construction Services, in consultation with the General Manager, Economic Development and Culture on the development of the 2027 and all future year Subway and Streetcar Closures & Diversions Forecasts, to improve coordination of TTC infrastructure updates and state-of-good-repair projects with planned municipal and regional construction and transit closures, special events, and other activities affecting the transportation network to avoid overlapping impacts, where possible; b. the CEO and the Executive Director of the Toronto Police Services Board, and the Chief of Police are to be involved to support improved situational decision-making during major events, particularly with regard to crowd control and ensuring the smooth movement of TTC vehicles. c. the General Manager, Transportation Services, the Chief Congestion Officer and Executive Director, Strategic Capital Coordination Office, and the President of Toronto Parking Authority, and the relevant local Councillors to coordinate interim and temporary transit replacement services associated with TTC construction and maintenance activities, including required roadway changes such as curb lane modifications, parking restrictions, and lane closures to support safe, efficient and minimize disruptions where feasible, with adequate notice periods that enable fulsome planning and neighbourhood communication.