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.
TTC10.1received
Chief Executive Officer’s Report - November 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 Streetcar Service, featuring key performance indicators (KPIs) through the end of September 2025.
The Toronto Transit Commission received the Chief Executive Officer's Report - November 2025 for information.
TTC10.2adopted
TTC’s Community Safety, Security, and Well-being Plan 2024-2028
This report presents the TTC's Community Safety, Security, and Well-being Plan (Plan) for approval. The Plan, as set out in Attachment 1, outlines how the TTC will implement actions to achieve its goal of improving and strengthening community safety, security, and well-being using a compassionate and people-first approach. It includes accomplishments to date and look ahead to actions under the following six elements: Collaboration and Partnerships Communication Engagement Procedures and Training Vehicle, Station, and Facility Improvements Data Analysis and Monitoring The Plan aligns with the Safety and Security Cornerstone under the TTC's Corporate Plan and supports objectives to reinforce employee safety and well-being and improve the customer experience. The TTC will continue to review, update, and report on the progress of the Plan to the TTC Board on an annual basis as actions are implemented.
The TTC Board: 1. Approved Attachment 1, the TTC's Community Safety, Security, and Well-being Plan 2024-2028. 2. Directed staff to forward the TTC's Community Safety, Security, and Well-being Plan 2024-2028 to City Councillors for information.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve Attachment 1, the TTC's Community Safety, Security, and Well-being Plan 2024-2028. 2. Direct staff to forward the TTC's Community Safety, Security, and Well-being Plan 2024-2028 to City Councillors for information.
TTC10.3amended
This report presents the 2026 Annual Network Plan (formerly the Annual Service Plan), which outlines recommendations for route and network changes for the upcoming year, including revised routes informed by engagement with TTC customers, front-line staff, and the community. This plan, alongside the TTC's Conventional Operating Budget, sets out a roadmap for TTC service in 2026. The key themes for this year's plans are: 1. Enhancing connections to meet customer needs. 2. Reviewing the express bus network. 3. Planning for construction. The 2026 Annual Network Plan (ANP) continues to prioritize the needs of three key priority groups identified in the 2024-2028 5-Year Service and Customer Experience Action Plan (5YSP): women, shift workers and lower-income customers. The 5-Year Plan identifies additional investment for services to meet new travel patterns; subject to the provision of this funding, some recommendations may be deferred. Details of the 2026 Annual Network Plan are provided in Attachment 2.
The TTC Board: 1. Approved the 2026 Annual Network Plan, including its associated recommended route changes outlined in Appendix 5 - Roads with Transit Service Added or Removed. 2. Directed staff to forward the 2026 Annual Network 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. 3. Approved providing service on Queen's Plate Drive, subject to funding, consistent with the proposal identified in the 2026 Annual Network Plan, enabling TTC to deliver service on the following roadways for a minimum one-year trial period: Queen's Plate Drive between Rexdale Boulevard and Bethridge Road Bethridge Road between Kipling Avenue and Highway 27 Precision Road between Rexdale Boulevard and Bethridge Road Vice Regent Boulevard between Queen's Plate Drive and Highway 27 4. Directed staff to report back through the 2027 Annual Network Plan process on the performance of the trial service, including recommendations on whether the service should be made permanent. 5. Transmitted the decision for 3 and 4 to City Council for consideration in the 2026 City Budget process, with a request that City Council provide the necessary operating and capital funding to implement the proposed routing extension and associated stop infrastructure. Estimated annual operating cost for weekday, peak-only service is $467,000, based on 3,500 annual service hours. Estimated capital cost to construct 16 new stops (8 in each direction) with front-door landings only is approximately $450,000, inclusive of contingencies. 6. Directed TTC Staff to monitor service performance and customer feedback about surface network changes for Line 5 and Line 6 and, where required, develop and communicate mitigation plans with customers and affected local Councillors.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the 2026 Annual Network Plan, including its associated recommended route changes outlined in Appendix 5 - Roads with Transit Service Added or Removed. 2. Direct staff to forward the 2026 Annual Network 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.
TTC10.4adopted
Transit Network Expansion Update
As a leading transit operator carrying close to 420 million trips in 2024 and with more than 100 years of institutional knowledge, the TTC is contributing its considerable expertise to expand the public transit network, while placing TTC customers at the centre of all its services. The TTC is working across operations, maintenance, engineering, communications, and planning disciplines with the City of Toronto and Metrolinx to develop the expanded services for Toronto's transit system: an integrated, accessible, safe transit network seamlessly interfacing with the existing network and connecting TTC customers with all of the mobility options within the city and neighbouring municipalities. The highlights of this Transit Network Expansion Update report include: Line 5 Eglinton - Metrolinx has initiated the Revenue Service Demonstration (RSD) in October 2025. Line 6 Finch West - Metrolinx has initiated the RSD in September 2025. Line 2 Extension - The TTC is actively collaborating with Metrolinx on the Scarborough Subway Extension (SSE). The SSE Automatic Train Control option has been included as part of the ongoing Line 2 ATC procurement. This will provide an opportunity to maximize the benefit from the ATC system and the New Subway Trains for the entire Line 2 service on the opening day of SSE and beyond. Line 1 Extension and Capacity Enhancement - The TTC and the City are updating the future ridership demand model for the transit network up to the 2051 horizon year. Meanwhile, Metrolinx is delivering 5 new stations for the Yonge North Subway Extension (YNSE), providing new stations in York Region across the following lower-tier municipalities: Vaughan, Markham and Richmond Hill. Investment is required in future capacity enhancement of Line 1 through additional growth trains and a train maintenance and storage facility. There are ongoing discussions between the TTC and Metrolinx to refine the capacity requirements and interdependencies for both the new fleet and additional facilities for the future state of the extended Line 1. Ontario Line - Subject to the next phase of the New Deal negotiation between the City and the Province, the TTC continues to work with Metrolinx to confirm the details of the TTC's roles and responsibilities for the operations of the Ontario Line. Eglinton Crosstown West Extension (ECWE) - In August 2025, Metrolinx selected Trillium Rail Partners to deliver the Stations, Rail and Systems (SRS) package for the Eglinton Crosstown West Extension under a Progressive Design Build (PDB) procurement model. The TTC will continue to work with Metrolinx to ensure interoperability between Line 5 Eglinton and ECWE. Eglinton East LRT (EELRT) - The EELRT is one of the City's Priority Transit Projects. The TTC is supporting the City by providing planning, engineering, vehicle, operations, and maintenance expertise for the project. Please note that the TTC is working closely with the City and other stakeholders to refine the project scope as well as the roles and responsibilities for this project. Waterfront East LRT (WELRT) - The WELRT is another of the City's Priority Transit Projects. The TTC led the planning and design work for Segment 1 of this project (Union Station to Queens Quay) and is supporting the City and Waterfront Toronto for the ongoing design work for Segment 2 and Segment 3.
The TTC Board: 1. Received this report for information. 2. Authorized that the information in Confidential Attachment 1 remain confidential as it contains information explicitly supplied in confidence to the TTC by a Crown agency, Metrolinx.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive this report for information. 2. Authorize that the information in Confidential Attachment 1 remain confidential as it contains information explicitly supplied in confidence to the TTC by a Crown agency, Metrolinx.
TTC10.5amended
Bunching and Gapping Pilot Project Update
The purpose of this report is to present the preliminary outcomes of the TTC's Bunching and Gapping Pilot, launched in March 2025, targeting service reliability on 11 high-priority routes. The pilot targets 11 high-priority routes selected based on performance and operational impact. The routes included in the pilot are as follows: Bus Routes: 7 Bathurst, 24 Victoria Park, 924 Victoria Park Express, 25 Don Mills, 925 Don Mills Express, 29 Dufferin, 929 Dufferin Express, 100 Flemington Park, 165 Weston Road North. Streetcar Routes: 506 Carlton, 512 St Clair. The pilot initially launched across all 11 routes; however, early results showed that a broad application of partial resources did not yield significant performance improvements. In June 2025, targeted efforts were introduced on five key routes: 7 Bathurst, 24 Victoria Park, 924 Victoria Park Express, 506 Carlton, and 512 St Clair, with increased supervision, focused Operator management, and enhanced co-ordination with our City of Toronto partners. Under this model, one Transit Control Route Supervisor was assigned to each route, thereby ensuring that service could be managed more proactively and providing operational learnings to inform future system-wide reliability improvements. On September 7, 2025, two additional routes, 100 Flemingdon Park and 165 Weston Road North, were incorporated into the focused supervision model, expanding this dedicated oversight to these corridors and further supporting service reliability improvements. As of October 2025, the pilot has been further refined to focus performance specifically on weekday morning and afternoon peak periods, enabling more accurate identification and resolution of service reliability challenges. The remaining four pilot routes remain under regular monitoring within the broader service management, with preliminary data helping to determine whether targeted interventions may be needed in the future. The Board will receive these outcomes when available, and a decision on extending the pilot into 2026 will be made at year-end.
The TTC Board: 1. Received the preliminary outcomes of the TTC's Bunching and Gapping Pilot. 2. Requested that TTC staff report back to the TTC's Strategic Planning Committee as a part of consideration for 2026 budget priorities on the resource requirements, staffing, and operational needs to sustain a full-year Bunching and Gapping Pilot in 2026 as well as the feasibility of expanding the pilot to additional key routes across the City to improve service and reliability.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive the preliminary outcomes of the TTC's Bunching and Gapping Pilot.
TTC10.6amended
As directed by the TTC Audit & Risk Management Committee, at its meeting on September 11, 2024, UITP has completed a Peer Review of the TTC's subway and streetcar assets and maintenance programs. Key findings and recommendations have been provided to TTC within the attached confidential report. TTC's management responses are also attached to this report.
The TTC Board: 1. Adopted the action taken in camera and authorized the release of the Asset & Maintenance Management - International Association of Public Transport (UITP) Peer Review, with redactions applied to protect security of property and systems, along with the TTC Management Response. 2. Directed the CEO and Interim Chief Operating Officer to work with the General Manager, Transportation Services and report back in Q1 2026 on the development of a plan to accelerate the implementation of enhanced signal priority for all streetcar lines. 3. Directed the CEO and Interim Chief Operating Officer to work with the General Manager, Transportation Services on conducting an analysis of intersections across all streetcars routes to identify intersections where streetcar movement has been inhibited by congestion and traffic flow challenges, and to prioritize deployment of traffic agents to the intersections identified in the analysis.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize the release of the Asset & Maintenance Management - International Association of Public Transport (UITP) Peer Review, with redactions applied to protect security of property and systems, along with the TTC Management Response.
TTC10.7adopted
Updates to the Human Resources Committee Terms of Reference
The Human Resources Committee was established in 2022, focused on CEO performance, and there has been no significant review of the Committee mandate since establishment. The proposed Terms of Reference broaden the Committee's mandate to include people, culture, governance, diversity, equity and inclusion. The Committee, renamed the People, Culture and Governance Committee, has defined accountabilities across seven key areas: Labour Relations, Succession Planning, Organizational Culture (including Access, Equity, and Inclusion), Health and Safety, CEO Performance and Evaluation, Code of Conduct and Ethics Reporting, and Governance. The proposed changes provide greater clarity, accountability, and transparency. The expanded scope and detailed responsibilities ensure the Committee's work supports the TTC's strategic direction and operational needs.
The TTC Board: 1. Approved the People, Culture and Governance Committee Terms of Reference, attached as Attachment 1.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the People, Culture and Governance Committee Terms of Reference, attached as Attachment 1.
TTC10.8adopted
Proxy to Vote TTC Shares in Toronto Coach Terminal Inc.
The Toronto Transit Commission (TTC), as the sole shareholder of Toronto Coach Terminal Inc. (TCTI), appoints the Chair of TCTI, or if an alternative is required, the Vice-Chair, as its proxy to vote 10,000 shares on its behalf at any Shareholders meeting held during the year 2026.
The TTC Board: 1. Approved the attached proxy to exercise the 10,000 TTC Shares in TCTI.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the attached proxy to exercise the 10,000 TTC Shares in TCTI.
TTC10.9amended
Game 7 of the World Series was a historic event, with tens of thousands of people downtown at the Rogers Centre, watch parties at Nathan Phillips Square and Scotiabank Arena, and at bars and restaurants across the city. Toronto came together to cheer for our Blue Jays. The availability and communication of late-night service on all public transit options after Game 7 of the World Series did not meet expectations for some of the fans who were trying to get home. We can do better. On the TTC, 10 extra trains were added on Line 1 and three extra trains were added on Line 2 to serve additional riders. Four additional streetcars and 48 additional buses were added to supplement service where needed. The last trains left Union Station around 1:45am, with Line 2 connections at approximately 1:55am. This provided more than 90 minutes of subway service after the game ended. In addition to subways, 95% of streetcar lines have 24/7 service and the Blue Night network was active on bus routes across the city with additional service in higher demand areas. TTC also had a plan to run late night subway service in the event that the game went late. While overall the service TTC provided that night was excellent, with minimal disruptions, an incorrect statement was put out by the TTC that subway service would be ending at its regularly scheduled time rather than informing customers that service would be extended past 1:30 in the event that the game went late. Unfortunately, this incorrect information was reshared by the City of Toronto's official communications, thus further amplifying the incorrect information. The TTC takes full responsibility for this error. When moving this many people in one night, communication is critical. This weekend's communications missed the mark of being clear and accountable to transit riders. As we plan for future major special events, we also need to make sure that the TTC's communications plan helps get Toronto moving instead of creating confusion. Historically, the TTC has extended late-night service hours on key routes for major special events, like on New Year's Eve and for Nuit Blanche. However, this has happened on an ad-hoc basis without policy direction. It should be more predictable and clear when service will be enhanced or extended so that riders can plan their trips home. Working in collaboration with Mayor Olivia Chow, we are calling for the development of a Late-Night Service for Major Special Events Policy that would guide planning and decision-making for future major special events that bring higher than usual volumes of people out late at night.
The TTC Board: 1. Directed the CEO, in consultation with the TTC's union partners, to report back in Q1 2026 to the TTC Board with a Late-Night Service for Special Events Policy that includes: a. Criteria for when late-night service should be extended to serve major special events, on what routes, and for how long; b. Ensuring TTC has adequate personnel to staff such late-night service; c. Guidance for communications planning, including to outline key details that should be included; and d. Collaboration and participation in the Toronto Police Service Major Incident Command Centre, City of Toronto Emergency Operations Centre, and other event-specific event command centres. 2. Requested the CEO, Metrolinx to coordinate with the CEO, TTC on the planning of service, scheduling, capacity, and communication of public transit for major special events to ensure alignment across TTC, UP Express, and GO Transit systems.
Staff recommendation as filed
1. Direct the CEO, in consultation with the TTC's union partners, to report back to the TTC Board with a Late-Night Service for Special Events Policy that includes: a. Criteria for when late-night service should be extended to serve major special events, on what routes, and for how long; b. Ensuring TTC has adequate personnel to staff such late-night service; c. Guidance for communications planning, including to outline key details that should be included; and d. Collaboration and participation in the Toronto Police Service Major Incident Command Centre, City of Toronto Emergency Operations Centre, and other event-specific event command centres. 2. Request the CEO, Metrolinx to coordinate with the CEO, TTC on the planning of service, scheduling, capacity, and communication of public transit for major special events to ensure alignment across TTC, UP Express, and GO Transit systems.