Toronto Transit Commission Board
The full agenda, as filed
All 13 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.
TTC1.1received
Chief Executive Officer’s Report - January 2025
The Chief Executive Officer's Report is submitted each month 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. The CEO report and monthly KPIs report are made available to the public on the TTC's website. January CEO Report For January, the CEO's Report covers themes of operation and infrastructure, state of good repair and improving service, and hot topics include: • T1 Vehicle State of Good Repair (Line 2) • Line 1 Automatic Train Control (ATC)
The Toronto Transit Commission Board received the Chief Executive Officer's Report - January 2025 for information.
TTC1.2amended
This report summarizes the work achieved and the infrastructure enhancements made using subway closures and streetcar diversions in 2024, including initiatives implemented to improve service during closures and diversions. It also provides forecasting for state of good repair, modernization and expansion work on our subway and streetcar networks for 2025 and 2026, along with associated closures and diversions, and challenges being faced. These challenges include limited non-revenue work opportunities in conjunction with an increase in enhanced modernization and expansion projects creating a dual demand on resource allocation and track occupancy. The TTC will review options to remain in a state-of-good-repair, while accommodating enhancement, including extending closure boundaries, multi-day subway closures, and modifying the nightly early subway closure time from 11 p.m. to 10 p.m. The TTC intends to present these options to the Board in late 2025.
The TTC Board: 1. Endorsed the 2025 Subway Closures and Streetcar Diversions Forecast , and requested that the Chief Executive Officer, TTC, in consultation with the General Manager, Transportation Services, City of Toronto, work to continually review the forecast with a view to minimize the disruption experienced by riders including exploring options to dedicate additional resources and personnel to expedite repairs. 2. Directed staff to forward this report to the General Manager, Transportation Services, City of Toronto for information.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Endorse the 2025 Subway Closures and Streetcar Diversions Forecast; and 2. Direct staff to forward this report to the General Manager, Transportation Services, City of Toronto for information.
TTC1.3amended
This report presents the 2025 Annual Service Plan (ASP), which provides a roadmap for service changes for the coming year, including recommendations for new and revised routes based on input and engagement with TTC customers, front-line staff, and the community. The 2025 ASP focuses on enhancing connections across the transit network and making the system more attractive to all customers including the three key priority groups (women, shift workers and lower income customers) in the coming years. The key themes for this year's plan are: 1. Enhancing connections to meet customer needs 2. Improving the Community Bus service 3. Planning for construction: from principles to practice The 2025 ASP can be found in Attachment 1 - 2025 Annual Service Plan.
The TTC Board: 1. Approved the 2025 Annual Service Plan including its associated proposed route changes. 2. Approved routing changes outlined in Appendix 5 - Roads with Transit Service Added or Removed; and, 3. Directed staff to forward the 2025 Annual Service Plan to all City Councillors, the Deputy City Manager, Infrastructure and Development Services, General Manager of Transportation Services, Chief Planner, as well as the General Managers of Brampton Transit, Durham Region Transit, Metrolinx, MiWay and York Region Transit. 4. Directed TTC staff to collaborate with City of Toronto Transportation Services on the creation of a process to coordinate the planning and implementation of temporary parking adjustments and other transit priority measures that reduce congestion on corridors with TTC routes during capital projects that impact TTC service, in alignment with Action 5.3e of the 2025 Annual Service Plan. 5. That the proposed routing changes affecting 13 Avenue Road be suspended. 6. Subject to available funding identified through an in-year budget review, directed TTC staff to implement a nine-month pilot project in 2025, at a cost of $210,000, for a new Community Bus route operating three days per week in Ward 24 Scarborough-Guildwood, serving Masarykpark Homes and surrounding destinations, and that implementation be subject to an assessment for operational feasibility, agreements for access to private property and operator and vehicle availability.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the 2025 Annual Service Plan including its associated proposed route changes. 2. Approve routing changes outlined in Appendix 5 - Roads with Transit Service Added or Removed; and, 3. Direct staff to forward the 2025 Annual Service Plan to all City Councillors, the Deputy City Manager, Infrastructure and Development Services, General Manager of Transportation Services, Chief Planner, as well as the General Managers of Brampton Transit, Durham Region Transit, Metrolinx, MiWay and York Region Transit.
TTC1.4amended
Proposed Interim Wayfinding Strategy
The TTC Wayfinding Strategy aims to guide people and align all parts of the TTC network that affect how customers find their way. The TTC is in the process of refreshing its Strategy with a renewed focus on the digital landscape. This interim report provides the rational for an updated wayfinding strategy, and a proposed broader wayfinding scope. The current wayfinding objective is to update physical signage throughout TTC stations, stops and vehicles, supporting multi-modal and multi-agency movements. On the surface network, stop markers and maps have been updated. In stations, several types of signage have been updated through operating and capital projects. As we continue to procure new vehicles, livery and decals reflect new standards. The Wayfinding and Signage Standards followed have been durable and meet many current needs, however, full implementation is ongoing, and, in many cases, stations are partially updated, creating customer experience gaps for navigation. Since the original standards were created, the expectations of customers and the digital world have evolved significantly. Four key drivers contribute to the need for an updated Strategy: 1. The discipline of wayfinding has evolved to encompass a broader range of sensory touchpoints broader than maps and signage as people move from place to place. The navigation experience should be consistent with what customers hear on audio announcements, what they see on signage and vehicle destination screens and extend to the experience on customer's personal devices. 2. The Standards require tools that can implemented during planned diversions and unplanned disruptions to ensure customer expectations are met. 3. The current Standards are not fully implemented system-wide and require project management, resources and funding to complete. 4. Metrolinx DS-03 Wayfinding Design Standards has been introduced for signage and maps within the TTC environment for expansion projects. Our goal with this Strategy is to establish a framework for implementing a comprehensive wayfinding solution across the TTC that ensures no customer feels lost or disconnected in our current environment. This framework will focus on enhancing the customer experience by integrating forward-thinking systems, optimizing existing resources and building on proven strategies. By embracing new technologies, we aim to adapt to evolving language needs and reflect the diversity of our community, ensuring inclusivity and accessibility for all. The Strategy will build on the existing TTC 5-Year Corporate Plan, 5-Year Accessibility Plan and 5-Year Service & Customer Experience Action Plan and will be informed by the current-state inventory, customer and employee feedback and with a focus on international best practices for multi-modal local-regional transit wayfinding. In keeping with emerging wayfinding principles, the Strategy will address an expanded scope of the following key wayfinding elements: • Accessibility • Language • Maps • Universal design • Integration with cityscape • Transit partner connections • Static and digital signage • Customer support • Audio • Illumination of pathways • Sustainability Consultation with customers, stakeholders, transit partners, TO360 (City of Toronto's pedestrian wayfinding system) and the surrounding region will be a key component of the Strategy, to best meet the needs of transit users in Toronto and the GTA. While there is an expectation that the Strategy will identify short term opportunities, a priority will be placed on leveraging existing wayfinding investments and sustainability, thereby minimizing new and life-cycle costs and ensuring that the system remains relevant as the city grows and evolves. Successful wayfinding promotes better navigation through the system, information about accessibility, reduces travel time, minimizes frustration and increases the likelihood of repeat use. By prioritizing wayfinding, the TTC can not only retain and support their existing customers but attract new and repeat customers through positive and effective customer experience. By creating both a short and long-term strategy, it allows for immediate opportunities and gradual adaption to changes in infrastructure, technology and user needs, to foster a stable and familiar navigation experience for our customers for the next 15-20 years. This interim report is to inform the Board of fundamental directions informing the development of the updated Strategy and is presented to the Board to enable input prior to a final Strategy. These fundamental directions include: 1. Estimates of current Standards implemented across TTC stations, vehicles and surface stops and preliminary outstanding wayfinding requiring funding. 2. Review of the current environment for consideration in the Strategy: 3. Broadened scope to emerging best practices of wayfinding 4. Preliminary considerations of DS-03 Wayfinding Design Standard 5. Overview of the process to update the Strategy The Strategy will be presented with priorities and a roadmap to the Board in May 2025, in advance of 2026 budget planning.
The TTC Board: 1. Received the Interim Wayfinding Strategy Update report for information. 2. Requested that TTC staff work with the Head of Property and Asset Management of Union Station and the Manager of Transit and Infrastructure at Corporate Real Estate Management, and with relevant staff at Metrolinx to report back on a wayfinding strategy for Union Station as part of the Final Wayfinding Strategy.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive the Interim Wayfinding Strategy Update report for information.
TTC1.5adopted
TTC Corporate Plan 2024 - 2028: Progress Update
This report provides a progress update on the TTC's Corporate Plan, Moving Toronto, Connecting Communities 2024 - 2028. Approved by the Board in May 2024, the guiding document for the organization outlines five strategic directions: 1) Build a Future Ready Workforce 2) Attract New Customers, Retain Customer Loyalty 3) Place Transit at the Centre of Toronto's Future Mobility 4) Transform and Modernize for a Changing Environment 5) Address the Structural Fiscal Imbalance Integrated in the TTC's approach is a commitment to plan, deliver, and evaluate our services through four key principles: safety and security as a cornerstone; equity, diversity, inclusion and accessibility, environmental sustainability, and innovation. Attachment 1 provides a progress update on 2024 key accomplishments, a forecast of 2025 activities and key issues and risks. The Plan also informed the TTC's 2025 budget process. Since Board approval in May 2024, the TTC has advanced foundational processes and tools to support implementation of the Corporate Plan and change management efforts are underway. The TTC will continue to report regularly to the Board on progress related to Plan implementation, with the next update report forecasted for mid-year. The reporting process will also be refined to support the new Strategic Planning Committee being established by the Board.
The TTC Board: 1. Received this report for information.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive this report for information.
TTC1.6adopted
The purpose of this report is to provide an update on the progress made since the last Fare Modernization Update to the TTC Board in July 2024. This report includes an update on the TTC's fare modernization efforts, its automated fare collection system (PRESTO), and its related automated fare media.
The TTC Board: 1. Adopted the recommendations contained in Confidential Attachment 1; and 2. Authorized the information in Confidential Attachment 1 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 contained in Confidential Attachment 1; and 2. Authorize the information in Confidential Attachment 1 to remain confidential until such time as the final negotiations have been completed and all necessary agreements have been executed.
TTC1.7adopted
Making Old Mill Station Accessible
The purpose of this report is to obtain authorization for the award of Contract W45-8, Old Mill Station Easier Access III (EAIII), to Maystar General Contractors Inc. in the amount of $25,690,748.88, inclusive of all taxes, on the basis of the lowest-priced acceptable bid. The contract work provides services for the construction of two elevators at Old Mill Station from street level to each side platform, new tactile attention tiles, station power upgrade, associated signage, mechanical and electrical upgrades and other associated elements to provide a barrier-free path throughout the station. The construction phase of the contract is scheduled to commence in Q2 2025.
The TTC Board: 1. Authorized the award of Contract W45-8, Old Mill Station - Easier Access III to Maystar General Contractors Inc. in the amount of $25,690,748.88, inclusive of all taxes, on the basis of the lowest-priced acceptable bid. 2. Approved a reallocation of $8.5 million of permanent savings from the SRT Life Extension project and increase the total project cost for the Easier Access III program to fund the Contract award. 3. Subject to recommendation 2 above, authorized the recommended budget adjustments to the TTC's 2025-2034 Capital Budget and Plan to be included in the TTC's Capital Variance Report submission to the City of Toronto for the four months ended April 30, 2025, for City Council consideration and approval. 4. Approved the recommendation contained in the Confidential Attachment 1 and authorized that the information in the Confidential Attachment remains 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 City or local board.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize the award of Contract W45-8, Old Mill Station - Easier Access III to Maystar General Contractors Inc. in the amount of $25,690,748.88, inclusive of all taxes, on the basis of the lowest-priced acceptable bid. 2. Approve a reallocation of $8.5 million of permanent savings from the SRT Life Extension project and increase the total project cost for the Easier Access III program to fund the Contract award. 3. Subject to recommendation 2 above, authorize the recommended budget adjustments to the TTC's 2025-2034 Capital Budget and Plan to be included in the TTC's Capital Variance Report submission to the City of Toronto for the four months ended April 30, 2025, for City Council consideration and approval. 4. Approve the recommendation contained in the Confidential Attachment 1 and authorize that the information in the Confidential Attachment remains 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 City or local board.
TTC1.8amended
The purpose of this report is to obtain authorization for the award of Contract GR1-59 -Greenwood Shop End of Life Replacement - Replace Paint and Sanding Booths to Maystar General Contractors Inc., in the amount of $15,029,000.00, inclusive of HST, based on the lowest total compliant bid price. TTC Board authority is required as this contract award exceeds the Chief Executive Officer's delegated authority limit of $5 million for the award of contracts for budgeted goods and services. The work under this contract is to supply all labour, equipment, and materials to construct new paint and sanding booth service rooms as a replacement to the existing facilities. The work includes a new painting booth for subway cars, a new small parts painting booth, new sanding and preparation areas, and a new two-storey office space. The paint and sanding booth areas include new exhaust and filtration systems to address environmental requirements and neighbourhood concerns. This undertaking aligns with TTC Corporate Plan Action 3.1.3, Leverage Line 2 Modernization to Enhance Line 2 Capacity Long-Term.
The TTC Board: 1. Authorized the award of Contract GR1-59 - Greenwood Shop End of Life Replacement - Replace Paint and Sanding Booths to Maystar General Contractors Inc. in the amount of $15,029,000.00, inclusive of HST, based on the lowest total compliant bid price. 2. Approved the recommendation contained in the Confidential Attachment 1, as amended, and authorized that the information in the Confidential Attachment remains 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 City or local board.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize the award of Contract GR1-59 - Greenwood Shop End of Life Replacement - Replace Paint and Sanding Booths to Maystar General Contractors Inc. in the amount of $15,029,000.00, inclusive of HST, based on the lowest total compliant bid price. 2. Approve the recommendation contained in the Confidential Attachment 1 and authorize that the information in the Confidential Attachment remains 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 City or local board.
TTC1.9adopted
Update on Chief Executive Officer Mandate
The TTC Board will receive an in-camera update with respect to the mandate of the Chief Executive Officer.
The TTC Board: 1. Directed 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 city or local board employee.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Direct 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 city or local board employee.
TTC1.10adopted
Addressing Service Delays on the TTC - by Commissioner Josh Matlow, seconded by Chair Jamaal Myers
Service disruptions on our subways are becoming more and more frequent. The recent suspension of subway service during morning rush hour multiple days in a row has caused significant chaos for transit riders. Too many Torontonians have been late for work or school, stuck in trains underground or waiting too long for overcrowded shuttle buses. The causes of these disruptions were varied, including a trespasser on the tracks on Monday, December 9th that interrupted service on Line 1 for an hour and a half, and signal issues that led to the entirety of Line 1 being shut down for an hour in the morning of Wednesday, December 11th. Torontonians are deeply frustrated with the unreliability of TTC service caused by these service disruptions. We risk losing riders if they cannot count on the transit system to get them to work, school, or appointments on time. We must address this issue seriously to regain the trust of transit users. This motion requests TTC Staff to: Conduct an external review of signalling system maintenance. Improve communication with riders during service disruptions. Look at ways to make shuttle bus service start sooner after a disruption and ensure they run more efficiently. Look at the feasibility of providing more options for transit riders so that if there are subway disruptions, other modes are available, including the potential of priority surface lanes on parallel routes.
The TTC Board requested Staff report to the Board in Q2 2025 with the following: 1. Findings from the UITP TTC maintenance review that shall also include a focus on the ATC signaling system to assess system performance and any root cause(s) of signal failures. 2. A review of communication protocols with riders during service interruptions, which includes: Auditing all PA systems to ensure that announcements are intelligible; Enhancing notices for the hearing impaired; Improving timeliness of service disruption and resumption notices in stations and shuttle bus stops directly to affected riders through increased TTC personnel complement or other means; Improving the way public notices of disruptions are communicated to riders through media; and Exploring the creation of a TTC app or partnering with an existing transit app provider that provides riders with relevant, real-time information. 3. In consultation with ATU 113, the potential for improving the efficiency of shuttle bus operations and more timely commencement of shuttle buses in response to service disruptions, including an assessment of how many buses are available to provide emergency shuttle buses at any given time and utilization rates of "Run As Directed" buses. 4. In consultation with the Division of Transportation Services, the feasibility and efficacy of providing options and redundancy for transit on surface routes, including priority lanes for surface transit. 5. Solutions to the unauthorized access to subway tracks.
Staff recommendation as filed
That the TTC Board requests Staff report to the Board in Q2 2025 with the following: 1. Findings from the UITP TTC maintenance review that shall also include a focus on the ATC signaling system to assess system performance and any root cause(s) of signal failures. 2. A review of communication protocols with riders during service interruptions, which includes: Auditing all PA systems to ensure that announcements are intelligible; Enhancing notices for the hearing impaired; Improving timeliness of service disruption and resumption notices in stations and shuttle bus stops directly to affected riders through increased TTC personnel complement or other means; Improving the way public notices of disruptions are communicated to riders through media; and Exploring the creation of a TTC app or partnering with an existing transit app provider that provides riders with relevant, real-time information. 3. In consultation with ATU 113, the potential for improving the efficiency of shuttle bus operations and more timely commencement of shuttle buses in response to service disruptions, including an assessment of how many buses are available to provide emergency shuttle buses at any given time and utilization rates of "Run As Directed" buses. 4. In consultation with the Division of Transportation Services, the feasibility and efficacy of providing options and redundancy for transit on surface routes, including priority lanes for surface transit. 5. Solutions to the unauthorized access to subway tracks.
TTC1.11received
The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meetings of October 30, 2024 and November 28, 2024 to the January 2025 Board Meeting for information. During the October meeting, TTC Executives presented information on the Easier Access Program as well as the ongoing modifications to railings, automatic doors, and the subway platform edge tile gap remediation. An update on the 5-Year Accessibility Plan was provided, speaking to new initiatives and ongoing phases of feedback. The TTC Board approved providing ACAT members with an additional honorarium to compensate and recognize their work; and finally, a CNIB Get On Board Transit Campaign panel taking place on October 31, 2024 was discussed. At the November ACAT General Meeting, TTC staff spoke to the usage of electric scooters, wheel-chairs, and medical devices on the system; all Wheel-Trans Accessible Taxis having the Where's My Ride capability by the end of 2024; and asked members to attend 2025 Operator Recertification sessions to address trainees and answer any questions. TTC staff confirmed the new annual ACAT honorarium would be paid out to members on a monthly basis. Lastly, ACAT members revised a motion to complete AODA Training online once their membership on the Committee commences. The following is a summary of the main topics discussed at the October ACAT Subcommittee meetings: Communications Subcommittee Communications Subcommittee Meeting did not take place in October. Design Review Subcommittee • Members spoke to issues hearing announcements on Proterra and conventional buses. TTC staff are investigating the issue. • Regarding the Scarborough Subway Extension, TTC and Metrolinx met over the side platform widths and confirmed they comply with the Building Code. Members asked for a reassessment and to have accurate drawings provided. • Regarding the Electric Bus Showcase that took place on October 21, 2024, feedback included: a sound generator to be added to the electric buses for safety; the new Flyer ramp is wider and allows for better flexibility for mobility aid users; members suggested adding grab bars to buses; the Priority Seating Area decal is better situated, non-upholstered seats include a drain hole at the bottom; as well as fold-down arm rests are between individual priority seats; red and blue stop buttons would be on each bus, sounding off a different chime. Service Planning Subcommittee Service Planning Subcommittee Meeting did not take place in October. Wheel-Trans Operations Subcommittee • TTC staff provided an overview on the updated booking and scheduling system for Wheel-Trans. There was summaries provided on the objectives in making the booking system more accessible, equitable, and inclusive. • Review of the Wheel-Trans Complaints took place where members inquired about investigating claims and the process when complaints are put through. The following is a summary of the main topics discussed at the November ACAT Subcommittee meetings: Communications Subcommittee • A new video regarding enhanced TTC service for the Taylor Swift concerts was shared and members provided feedback on the descriptive components, as the video was already finalized without ACAT feedback. • TTC staff spoke to live updates being posted on bus screens informing customers of elevator or escalator outages at stations, there is no confirmed timeline for implementation yet. Design Review Subcommittee Design Review Subcommittee Meeting did not take place in November. Service Planning Subcommittee • TTC staff provided a presentation on the Jane Street Rapid TO Project - an initiative to reduce travel time for customers living on Jane St between Steeles and St. Clair. • An update on signage design that is being implemented throughout the TTC was provided and members provided comments. Wheel-Trans Operations Subcommittee • An update on Family of Services (FOS) was provided. As of week 44, the TTC has seen increases in FOS trips since 2023. Members had questions regarding how customers are informed about their trips if they do not have a cellphone. • Findings from TTC's Bus Operator Accessibility Compliance Audit were shared and divers were not compliant with accessibility standards. Bus Transportation will provide ongoing securement refresher courses along with the support of Travel Trainers. • Special arrangements for Wheel-Trans pick-ups were coordinated with Rogers Centre during Taylor Swift concert nights. Betty Rivington-Law, 2025 ACAT Chair, will present the minutes to the TTC Board
The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meeting of October 30, 2024 and November 28, 2024 for information.
TTC1.12received
Inclusive Governance for the TTC Board 2025
The Human Resources Committee, on November 29, 2024, adopted the following: It is recommended that the Human Resources Committee: 1. Endorse the Program Proposal for Inclusive Governance training for the TTC Board, with the optional online modules made mandatory for TTC Board members, with exceptions made for those who have already completed other equivalent training offered by the City of Toronto. This item is before the TTC Board for its information.
The Toronto Transit Commission Board received Inclusive Governance for the TTC Board 2025 for information.
TTC1.13received
New TTC Policy - TTC CEO Misconduct Complaints
The Human Resources Committee, on January 20, 2025, approved the New TTC Policy - TTC CEO Misconduct Complaints, and forwarded a copy of the report, and policy, to the TTC Board for its information.
The Toronto Transit Commission Board received the New TTC Policy - TTC CEO Misconduct Complaints for information.