Toronto Transit Commission Board
The full agenda, as filed
All 20 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.
TTC3.1amended
Election of Vice-Chair of the TTC Board
The TTC Board is comprised of six Council Members and four Citizen Members. City Council appoints the Chair of the Board from among the Councillor Members of the Board. The Vice-Chair is a Citizen member elected by Board members at the beginning of each term. On March 26, 2025. Joe Mihevc was appointed to replace outgoing Vice-Chair Joanne De Laurentiis. Ms. De Laurentiis was first appointed to the TTC Board in November 2016 and has served as Vice-Chair of the TTC Board since May 2020. This report outlines the Vice-Chair election process.
The Director - Commission Services explained the process for the election of Vice-Chair and called for nominations. Chair Myers nominated Commissioner Mihevc for the position of Vice-Chair. Commissioner Mihevc accepted the nomination. Commissioner Osborne nominated Commissioner Jagdeo for the position of Vice-Chair. Commissioner Jagdeo accepted the nomination. On a majority vote of the Board, Commissioner Mihevc was elected as Vice-Chair.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Elect a Citizen Member to serve in the position of Vice-Chair to November 14, 2026 or until a successor is appointed.
TTC3.2received
Chief Executive Officer’s Report - April 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. April CEO Report For April, the CEO's Report covers themes of accessibility, improving service delivery, community safety, hot topics include: High Park Improvements: Accessibility, Seasonal Bus Route Transit for FIFA World Cup 2026 TM Community Safety
The Toronto Transit Commission Board received the Chief Executive Officer's Report - April 2025 for information.
TTC3.3received
Presentation: Transit agency responses and trends addressing societal complexity on transit
David Cooper, Principal & Founder, Leading Mobility, will address the TTC Board. This presentation will discuss current safety trends and their impact on transit systems, as well as how peer transit agencies are addressing societal complexities. David Cooper 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 Board received the Presentation: Transit agency responses and trends addressing societal complexity on transit for information.
TTC3.4received
The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meetings of January 30, 2025 and February 27, 2025 to the April 2025 Board Meeting for information. At the January meeting the 2025 ACAT Executives and subcommittee memberships were announced. TTC staff presented information about existing programs and campaigns aimed at raising awareness about customers with non-visible disabilities and introduced a program TTC is considering, the Hidden Disabilities Sunflower Program, which offers a discreet way for people with hidden disabilities to ask for extra help by wearing a sunflower. ACAT members provided feedback about Metrolinx ECLRT Elevator accessible alternative signage for Line 5 and suggested including more detailed wording. At the February 27, 2025 ACAT General Meeting, ACAT members discussed participation in Operator Recertification sessions and suggested reviewing talking points so that messages to Operators are consistent when members attend as speakers. They also asked if there was feedback about the new and modified bus routes between Kipling and High Park Stations and along Avenue Road and Yonge Street that were changed to ensure access to accessible subway stations. There were no ACAT Subcommittee meetings held in January 2025. The following is a summary of the main topics discussed at the February ACAT Subcommittee meetings: Communications Subcommittee TTC Wheel-Trans survey feedback and Wheel-Trans 50ᵗʰ Anniversary events. The topic of elevator and escalator outages was reassigned to the Service Planning Subcommittee. Design Review Subcommittee Bloor-Yonge capacity improvement project and concerns about proposed platform edge doors and the impact on the platform width at Line 2 westbound. TTC staff undertook to provide a status report at a future meeting. Service Planning Subcommittee Operator training and inconsistent information. TTC staff undertook to have a presentation at a future meeting to address conflicting information. Wheel-Trans Operations Subcommittee Fixed PRESTO machines that will be installed in Wheel-Trans buses to replace mobile units and concerns about the ability to access the machine, the location of the PRESTO unit, and whether payment with a digital wallet could be an option.
The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of January 30, 2025 and February 27, 2025 for information.
TTC3.5adopted
Audit of the Toronto Transit Commission’s Non-Union Workforce Planning and Management
The Audit & Risk Management Committee on March 24, 2025, reviewed the Audit of the Toronto Transit Commission's Non-Union Workforce Planning and Management, and forwarded the report to the TTC Board for consideration. The Auditor General's 2024 Work Plan included an audit to assess the Toronto Transit Commission's (TTC's) workforce planning and management processes. Workforce planning and management, including succession planning, are critical to ensure the TTC's non-union workforce meets its operational requirements to support providing public transit services to the City of Toronto. In 2024, the TTC had a total average workforce of 16,300 full-time employees, comprised of 12,300 unionized (75 per cent) and 4,000 non-unionized employees (25 per cent). The scope of this audit was on the TTC's non-union workforce. An audit may be done in the future on the TTC's unionized workforce and is currently included in the backlog listing of the Auditor General's 2025 Work Plan. Between 2019 and 2023, there were an average of 100 retirements per year. Looking forward, 15 per cent of the TTC's non-union staff will be eligible for retirement by the end of 2025, a number that increases to 21 per cent by the end of 2027. Thus, approximately 1 in 5 non-union employees will be eligible for retirement in just over two years. This trend is consistent with general demographic trends in the Canadian working population. Furthermore, over the last few years, the TTC has experienced increasing challenges in attracting and retaining non-union talent due to increased labour competition in the transit industry. From January 2019 to December 2023, over 600 non-union employees voluntarily left the TTC (this figure includes resignations and excludes retirements), with the majority resigning between 2022 and 2023. Our report draws attention to opportunities for the Toronto Transit Commission to improve its workforce planning and management processes, by: A. Enhancing Workforce Planning, including Succession Planning, and Monitoring of Human Resource Related Key Performance Indicators B. Strengthening the Policy for Rehiring Pensioners C. Strengthening Monitoring of Employee Feedback and Engagement D. Improving the Process for Managing, Tracking, and Addressing Employee Concerns and Complaints
The TTC Board, on April 16, 2025, adopted the following: The Auditor General recommends that: 1. The Board request the Chief Executive Officer, Toronto Transit Commission, to conduct a review of best practices and determine appropriate human resource Key Performance Indicators (KPIs) and metrics, along with definitions and targets, and formalize the process/system to regularly monitor and report on these KPIs to senior management. 2. The Board request the Chief Executive Officer, Toronto Transit Commission, to develop and implement a corporate-wide succession planning program. 3. The Board request the Chief Executive Officer, Toronto Transit Commission (TTC), to strengthen the retirement policy and process and consider incorporating the following: a. a requirement for notice (written, at a minimum) to the employee's supervisor, Department head, and the TTC's People and Culture Group; b. a minimum retirement notification period requirement; and c. timely initiation of successor hiring and knowledge transfer after retirement notice is received. 4. The Board request the Chief Executive Officer, Toronto Transit Commission, to strengthen its rehired pensioner policy by: a. finalizing and obtaining approval of only one rehired pensioner policy and communicating the new policy to the organization; b. including restrictive measures to limit, minimize and/or prevent rehiring pensioners and their length of re-employment; c. including clear guidance as to when open and transparent job competitions are required; d. revisiting the need, including cost and benefit, for rehired pensioner pay premiums; and e. incorporating measures and processes for enhanced monitoring and increased accountability requirements from the operating department and their rehired pensioner(s) to achieve the goals they intended to complete during the contracted term initially requested, especially when considering contract extension requests. 5. The Board request the Toronto Transit Commission to regularly collect feedback from employees through engagement surveys and exit interviews and surveys, analyze the results, and take actions to address concerns, especially those that are impacting employee retention. 6. The Board request the Toronto Transit Commission to update current policies and procedures to ensure clear roles and responsibilities for each investigative unit and other involved personnel including management, Employee Relations, and Human Resources, and communicate this information to employees. 7. The Board request the Chief Executive Officer, Toronto Transit Commission, to develop a formalized process for: a. tracking complaints referred between investigative units; b. tracking complaints submitted directly to management from employees or referred to management from investigative units; and c. calculating and monitoring timeliness of complaint investigation and resolution (from initial submission to final closure). 8. The Board forward this report to City Council for information through the City's Audit Committee. 9. That the TTC Board endorse the targets set out for Management Responses to the Auditor General's report on Non-Union Workforce Planning and Management as set out in Attachments 1 (Management Responses) and Attachment 2 (Summary Timeline).
Staff recommendation as filed
The Auditor General recommends that: 1. The Board request the Chief Executive Officer, Toronto Transit Commission, to conduct a review of best practices and determine appropriate human resource Key Performance Indicators (KPIs) and metrics, along with definitions and targets, and formalize the process/system to regularly monitor and report on these KPIs to senior management. 2. The Board request the Chief Executive Officer, Toronto Transit Commission, to develop and implement a corporate-wide succession planning program. 3. The Board request the Chief Executive Officer, Toronto Transit Commission (TTC), to strengthen the retirement policy and process and consider incorporating the following: a. a requirement for notice (written, at a minimum) to the employee's supervisor, Department head, and the TTC's People and Culture Group; b. a minimum retirement notification period requirement; and c. timely initiation of successor hiring and knowledge transfer after retirement notice is received. 4. The Board request the Chief Executive Officer, Toronto Transit Commission, to strengthen its rehired pensioner policy by: a. finalizing and obtaining approval of only one rehired pensioner policy and communicating the new policy to the organization; b. including restrictive measures to limit, minimize and/or prevent rehiring pensioners and their length of re-employment; c. including clear guidance as to when open and transparent job competitions are required; d. revisiting the need, including cost and benefit, for rehired pensioner pay premiums; and e. incorporating measures and processes for enhanced monitoring and increased accountability requirements from the operating department and their rehired pensioner(s) to achieve the goals they intended to complete during the contracted term initially requested, especially when considering contract extension requests. 5. The Board request the Toronto Transit Commission to regularly collect feedback from employees through engagement surveys and exit interviews and surveys, analyze the results, and take actions to address concerns, especially those that are impacting employee retention. 6. The Board request the Toronto Transit Commission to update current policies and procedures to ensure clear roles and responsibilities for each investigative unit and other involved personnel including management, Employee Relations, and Human Resources, and communicate this information to employees. 7. The Board request the Chief Executive Officer, Toronto Transit Commission, to develop a formalized process for: a. tracking complaints referred between investigative units; b. tracking complaints submitted directly to management from employees or referred to management from investigative units; and c. calculating and monitoring timeliness of complaint investigation and resolution (from initial submission to final closure). 8. The Board forward this report to City Council for information through the City's Audit Committee.
TTC3.6amended
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. Promoting sustainable transportation modes through seamless connections is a key objective (3.2) in the TTC's 2024-2028 Corporate Plan, and the work outlined in this report supports the advancement of rapid transit expansion projects being led by Metrolinx and the City of Toronto (Action 3.2.2). Initiatives being led by the TTC to build network capacity to support growth long-term (Line 1 and Line 2 Capacity Enhancement programs, etc.), also complement rapid transit expansion projects underway. Managing the interface between new expansion projects and base systems needs is central to the work being led by the TTC. 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 2 Extension - The TTC is actively collaborating with Metrolinx on the Scarborough Subway Extension (SSE), exploring the option to include the SSE as part of the existing Line 2 ATC procurement. This opportunity will 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 2051. Meanwhile, Metrolinx is delivering the Yonge North Subway Extension (YNSE) from Finch Station to Vaughan, Markham and Richmond Hill. Investment in future capacity enhancement of Line 1 through additional growth trains and a train maintenance and storage facility are being planned and will require future funding. 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 New Deal negotiation between the City and the Province, the TTC is working with Metrolinx to confirm the details of the TTC's roles and responsibilities for the operations of the Ontario Line, including revenue protection, safety and security, customer interfacing, and the network control centre. 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 as a general update on transit expansion projects. 2. Endorsed the Line 1 Growth Trains and a new Line 1 Train Maintenance and Storage Facility as priority projects for funding under the Canada Public Transit Fund and direct the Chief Executive Officer, Toronto Transit Commission to work with the City Manager, City of Toronto on a complete submission and prioritization of transit projects for funding through future funding streams of the Canada Public Transit Fund. 3. Requested TTC staff to provide update in the next Transit Expansion Update report, scheduled for Q4 2025, on the status of discussions with Metrolinx on the TTC's operations role on the Ontario Line and recommended position to support negotiations of the final Operations and Maintenance Agreement of the line.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive this report as a general update on transit expansion projects. 2. Endorse the Line 1 Growth Trains and a new Line 1 Train Maintenance and Storage Facility as priority projects for funding under the Canada Public Transit Fund and direct the Chief Executive Officer, Toronto Transit Commission to work with the City Manager, City of Toronto on a complete submission and prioritization of transit projects for funding through future funding streams of the Canada Public Transit Fund.
TTC3.7amended
Extreme Precipitation Planning
Further to the TTC Board's requests on July 17, 2024, and February 21, 2025, this report details lessons learned from recent heavy rain and snow events. Recognizing there is a need to improve on current mitigations and that extreme precipitation will become more frequent and severe, lessons learned include actions under consideration by TTC and our colleagues at the City of Toronto to better safeguard operations, infrastructure, and, most importantly, our customers from the effects of climate change. In addition to lessons learned, the report looks at future climate projections and summarizes existing and planned risk mitigation strategies, including extreme weather preparedness measures, response protocols, inter-agency collaboration, investments in adaptation, and future resiliency planning.
The TTC Board: 1. Requested that the TTC collaborate with City staff on the planned report to Council on the review of winter maintenance operations to ensure that the resilience of TTC operations is considered as one of the key priorities. 2. Requested that the TTC continue its work on the Board-approved Innovation and Sustainability Strategy to plan for adaptation based on the City's latest climate projections of precipitation, heat, wind, freeze-thaw cycles, etc. and continue to collaborate with relevant City Divisions and Agencies to review opportunities to minimize major disruptions to TTC service during extreme weather events. 3. Forwarded the report to the City Manager for information. 4. Requested Staff explore the cost and benefits of implementing e-paper displays at bus and streetcar stops and subway stations to improve real-time customer communications.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Request that the TTC collaborate with City staff on the planned report to Council on the review of winter maintenance operations to ensure that the resilience of TTC operations is considered as one of the key priorities. 2. Request that the TTC continue its work on the Board-approved Innovation and Sustainability Strategy to plan for adaptation based on the City's latest climate projections of precipitation, heat, wind, freeze-thaw cycles, etc. and continue to collaborate with relevant City Divisions and Agencies to review opportunities to minimize major disruptions to TTC service during extreme weather events. 3. Forward the report to the City Manager for information.
TTC3.8adopted
2025 TTC Asset Management Plan and Procurement Amendment Authorization
This report provides an update on progress made to date in maturing the TTC's Asset Management Program and seeks Board endorsement of the 2025 Asset Management Policy, Strategy and Plan (AMP) in compliance with O. Reg 588/17. In addition, the report requests the Board's authorization to amend the Enterprise Asset Management (EAM) Professional Services contract with AtkinsRéalis Operations & Maintenance Inc. by increasing the total upset limit amount by $4,365,384.70, inclusive of HST, for the additional scope of services related to maturing the TTC's EAM program. Asset management is an ongoing effort, and the Board-approved AtkinsRealis contract accelerated the establishment of the TTC's EAM program in alignment with best practices. As a result, a multi-year program was developed to leverage technology, improve business process and enhance data quality. The program consisted of three phases: Setting Foundations. Building and Embedding. Maturing, Developing, continuously improving, and innovating. Throughout 2023 and 2024 staff have focused on developing a sound foundation for asset management and as such, have substantially completed Phase 1, and staff are now in the process of transitioning to Phase 2. One of the elements of the TTC's asset management program is compliance with O. Reg. 588/17 - Asset Management Planning for Municipal Infrastructure. The Regulation requires the TTC to detail the information required for assets owned and managed by the TTC. Information on inventory, age, condition, life cycle activities, costs, and risks is presented according to the asset categories, with overall current and future levels of service considered for the TTC. In addition, analysis and information relating to the life cycle needs to maintain assets in a state of good repair are summarized. Key conclusions of this plan indicates that while progress is being made, a large portion of the $39 billion assets are entering, or in some cases well into, their twilight years. Overall, the condition of these assets spans from poor to excellent. The plan also identifies the lack of adequate state-of-good-repair funding. By endorsing the attached 2025 AMP, the TTC will have complied with the requirements of the Regulation. The 2025 AMP will also be provided to the City of Toronto for incorporation into the overall City Asset Management Plan that must be approved by City Council before July 1, 2025 to comply with legislated timelines.
The TTC Board: 1. Approved the attached 2025 Asset Management Plan, Policy, and Strategy. 2. Authorized a contract amendment with AtkinsRéalis Operations & Maintenance Inc. to increase the total upset limit amount by $4,365,384.70, from $7,786,332.40 to $12,151,717.10, inclusive of HST, to cover costs associated with the provision of additional EAM Professional Services. 3. Forwarded the TTC's 2025 Asset Management Plan to the City Manager of the City of Toronto for submission and incorporation into the City's Asset Management Plan.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the attached 2025 Asset Management Plan, Policy, and Strategy. 2. Authorize a contract amendment with AtkinsRéalis Operations & Maintenance Inc. to increase the total upset limit amount by $4,365,384.70, from $7,786,332.40 to $12,151,717.10, inclusive of HST, to cover costs associated with the provision of additional EAM Professional Services. 3. Forward the TTC's 2025 Asset Management Plan to the City Manager of the City of Toronto for submission and incorporation into the City's Asset Management Plan.
TTC3.9amended
TTC Special Constable Service 2024 Annual Report
This report provides an annual update on services provided by the Special Constable Service. The Special Constable Service Annual Report is prepared to comply with the Special Constable Agreement between the Toronto Police Service (TPS) Board and the Toronto Transit Commission (TTC). The Agreement requires the TTC to provide an annual report to the TPS Board outlining key data and information regarding enforcement activities, training, use of force activities, supervision, complaints, and other issues. The 2024 Special Constable Annual Report to be provided to the TPS Board is attached as Appendix 1.
The TTC Board: 1. Approved the transmittal of the attached Appendix 1 - Special Constable Service 2024 Annual Report to the TPS Board as per Section 9.12 of the Special Constable Agreement between the TPS Board and the TTC. 2. Directed TTC Staff: a. To develop a Request For Information to canvass the market for customer-focused safety technologies and innovations aimed at improving customer and employee safety on the TTC, including, but not limited to, two-way platform intercom capabilities, platform-edge and track level sensors, and AI powered camera tools, and report back with recommendations for safety technology pilots through the 2026 budget process. b. To consult with the Information and Privacy Commissioner of Ontario on implementing any technology solutions that could impact people's privacy to ensure compliance with the provisions of the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). 3. Requested the Province to amend Subsection 62 (15.1) of the Highway Traffic Act to include Special Constable vehicles as designated emergency vehicles. 4. Amended the Memorandum of Understanding between the TTC and Toronto Police Services Board to confer TTC Special Constables with the powers to operate under the revised section of the Highway Traffic Act. 5. Directed the TTC CEO to work with the new Deputy City Manager, Community Development and Social Services to provide a detailed inventory of outreach and community safety services on the TTC, identifying gaps and opportunities including services and programs provided by the City of Toronto or partner organizations and report back to the Board by Q4 2025.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the transmittal of the attached Appendix 1 - Special Constable Service 2024 Annual Report to the TPS Board as per Section 9.12 of the Special Constable Agreement between the TPS Board and the TTC.
TTC3.10amended
Decommissioned Line 3 Scarborough Rapid Transit (SRT) Land Requirements
This report provides an update and overview of the land requirements assessment completed by the TTC, and the City's future use study and public consultation strategy for the SRT asset. In August 2023, Line 3 Scarborough (or Scarborough Rapid Transit "SRT" line) ceased operation, and rapid bus service was added to replace the rail service. As approved by the Board, the TTC is currently proceeding with converting the on-grade portion of the former SRT line, between Kennedy and Ellesmere stations, to a Bus Rapid Transit (BRT) line, which is scheduled to be operational by 2027. Based on the completed assessment by the TTC of future transit requirements along the SRT, it has been determined that portions of the asset between the north end of Ellesmere Station and 100 metres east of McCowan Station are required for continued transit operations, and include Ellesmere and Scarborough Centre stations and support infrastructure. Identifying future transit requirements will provide direction to City staff on those lands that may be studied for future re-use. City of Toronto staff will be advancing work to assess and consult on potential future use of the SRT corridor. This will include further technical and legal assessments, determining the scope of a "future use" study, and developing a strategy for public consultation to commence in 2026.
The TTC Board: 1. Received this report and the information received in-camera for information.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive this report for information.
TTC3.11adopted
The General Counsel has adopted the practice of providing the Board with periodic updates on large litigation matters (non-personal injury and accident benefits) where the potential financial impact, both favourable and unfavourable, is $500,000.00 or greater.
The TTC Board: 1. Approved the Confidential Recommendations as set out in the Confidential Attachment 1; and 2. Authorized that the information and recommendation provided in the Confidential Attachment 1 is to remain confidential in its entirety as it contains advice which is subject to client-solicitor privilege.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the Confidential Recommendations as set out in the Confidential Attachment 1; and 2. Authorize that the information and recommendation provided in the Confidential Attachment 1 is to remain confidential in its entirety as it contains advice which is subject to client-solicitor privilege.
TTC3.12adopted
This report provides a confidential update on labour relations and grievance litigation at the TTC. A review of current ongoing litigation activities, as well as recent arbitration decisions is provided to better understand the labour relations context.
The TTC Board: 1. Authorized that the information provided in Confidential Attachment 1 remain confidential in its entirety as it contains information about ongoing litigations and labour relations or employee negotiations.
Staff recommendation as filed
It is recommended that the Board: 1. Authorize that the information provided in Confidential Attachment 1 remain confidential in its entirety as it contains information about ongoing litigations and labour relations or employee negotiations.
TTC3.13adopted
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.
TTC3.14adopted
Financial and Major Projects Update for the Year Ended December 31, 2024
This report sets out the preliminary operating and capital financial results for TTC Conventional and Wheel-Trans services. It also provides a status update of the TTC's major capital projects for the year ended December 31, 2024. Preliminary year-end actual expenditures indicate that total spending will result in an underspend of $54.86 million net, when compared to the TTC 2024 Operating Budget of $2.641 billion gross and $1.302 billion net. A total of $71.22 million in under-expenditures is driven by the deferred opening of Line 5 Eglinton and Line 6 Finch West, fully offset by reductions in Provincial Funding and Reserve Draws planned to fund Line 5 and Line 6 mobilization activities. The net favourability was also driven by workforce vacancies experienced in the first six months of the year, lower health and dental claims driven by workforce vacancies and lower utilization, delayed IT software implementation, favourable IT contract pricing, lower diesel pricing, and higher passenger revenue due to higher TTC Conventional average fare per ride. Based on preliminary year-end results, the TTC's base capital expenditures totalled $1.271 billion, representing a year-end spending rate of 94.8% of the 2024 Approved Capital Budget. In addition, the TTC also incurred $19.35 million or 95.8% of the 2024 Approved Capital Budget to continue the capital work program for transit-expansion-related initiatives. Combined, the TTC's preliminary year-end spending reached $1.290 billion, representing a 94.8% spending rate overall. The preliminary financial results are subject to the year-end audit process, and the audited financial statements will be presented to the Audit and Risk Management Committee on June 9, 2025, and the TTC Board on June 18, 2025.
The TTC Board: 1. Approved the 2024 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $79.88 million with projects that have experienced delays and lower spending by $79.88 million with no debt impact, as outlined in Appendix 4 of this report. 2. Authorized the recommended budget adjustments noted in Recommendation 1 above and the TTC's 2024-2034 Capital Budget and Plan to be included in the TTC's Capital Variance Report submission for the 12 months ended December 31, 2024, for City Council consideration and approval. 3. Authorized that the information contained in Confidential Attachment 1 remain confidential in its entirety.
Staff recommendation as filed
It is recommended the TTC Board: 1. Approve the 2024 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $79.88 million with projects that have experienced delays and lower spending by $79.88 million with no debt impact, as outlined in Appendix 4 of this report. 2. Authorize the recommended budget adjustments noted in Recommendation 1 above and the TTC's 2024-2034 Capital Budget and Plan to be included in the TTC's Capital Variance Report submission for the 12 months ended December 31, 2024, for City Council consideration and approval. 3. Authorize that the information contained in Confidential Attachment 1 remain confidential in its entirety.
TTC3.15adopted
Procurement Amendment Authorization for Greenwood Shop Paint Booth End of Life Replacement
This report fulfills TTC Board direction from January 27, 2025, to report back on the Greenwood Shop paint booth replacement project. This undertaking aligns with TTC Corporate Plan Action 3.1.3, Leverage Line 2 Modernization to Enhance Line 2 Capacity Long-Term and the TTC's Innovation and Sustainability Strategy.
The TTC Board: 1. Approved the recommendation contained in Confidential Attachment 1 and authorized the information in Confidential Attachment 1 to remain confidential until the contract change has been issued to the contractor.
Staff recommendation as filed
It is recommended the TTC Board: 1. Approve the recommendation contained in Confidential Attachment 1 and authorize the information in Confidential Attachment 1 to remain confidential until the contract change has been issued to the contractor.
TTC3.16adopted
The SAP-Enterprise Resource Planning (ERP) program ("SAP program"), launched as part of the TTC's Five-Year Corporate Plan, is designed to modernize and transform legacy systems that have been in use for more than 40 years. The SAP program aims to re-engineer outdated, paper-based processes and establish a modern platform using the SAP ERP platform as a foundation to support the transformation. The third phase of the SAP ERP program focuses on modernizing and transforming the TTC's procurement, materials management, and finance functions by replacing outdated, fragmented systems with an integrated SAP Solution. To successfully implement this solution and ensure ongoing support throughout the process, the TTC requires a qualified vendor to provide implementation and support services. The purpose of this report is to obtain the TTC Board's authorization to award a contract to Deloitte Canada for the SAP solution implementation and support services with a total contract value of $20.256 million, inclusive of HST, for an initial term of four years. The contract includes three optional two-year extension terms valued at $1.933 million, inclusive of HST, which if exercised, would result in a total 10-year contract value of $22.189 million, inclusive of HST. The extension options will be exercised at the TTC's sole discretion and can be authorized under staff authority. These expenditures are funded from the TTC's 10-Year Capital Budget and Plan and Operating Budget. TTC Board approval is required as this contract award exceeds the Chief Executive Officer's delegated authority threshold of $5 million.
The TTC Board: 1. Authorized the award of a contract to Deloitte Inc. for SAP solution implementation and support services in the total amount of $20.256 million, inclusive of HST, for an initial term of four years commencing on May 1, 2025. 2. Delegated authority to the TTC's Chief Executive Officer to approve the three optional two-year extension terms valued at $1.933 million, inclusive of HST, to be exercised at the TTC's sole discretion.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize the award of a contract to Deloitte Inc. for SAP solution implementation and support services in the total amount of $20.256 million, inclusive of HST, for an initial term of four years commencing on May 1, 2025. 2. Delegate authority to the TTC's Chief Executive Officer to approve the three optional two-year extension terms valued at $1.933 million, inclusive of HST, to be exercised at the TTC's sole discretion.
TTC3.17adopted
Procurement Authorization - Bulk Supply and Delivery of Automotive Lubricants
The purpose of this report is to seek authorization from the Board to award contracts for the supply of six types of automotive lubricants to three companies in the total aggregate contract amount of up to $12,053,315, inclusive of HST, for an initial two-year term commencing June 15, 2025, with up to three optional, one-year extension terms.
The TTC Board: 1. Authorized the award of contracts for bulk supply and delivery of six automotive lubricants to the lowest-priced compliant Bidders for an initial two-year term commencing June 15, 2025, with a total combined upset limit amount of $4,485,527, inclusive of HST, as follows: a. Petro-Canada Lubricants Inc. for the supply of the two Group A lubricants in the total amount of $4,135,195. b. Brenntag Canada Inc. for the supply of the one Group B lubricant in the total amount of $116,166; and c. Falcon Eyes Logistics Inc. for the supply of the three Group C lubricants in the total amount of $234,166. 2. Delegated authority to the TTC's Chief Executive Officer to authorize up to three one-year extension options for each contract and to increase the values among the three contracts by up to a total amount of $7,567,788, inclusive of HST, for a total aggregate amount of $12,053,315, inclusive of HST.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize the award of contracts for bulk supply and delivery of six automotive lubricants to the lowest-priced compliant Bidders for an initial two-year term commencing June 15, 2025, with a total combined upset limit amount of $4,485,527, inclusive of HST, as follows: a. Petro-Canada Lubricants Inc. for the supply of the two Group A lubricants in the total amount of $4,135,195. b. Brenntag Canada Inc. for the supply of the one Group B lubricant in the total amount of $116,166; and c. Falcon Eyes Logistics Inc. for the supply of the three Group C lubricants in the total amount of $234,166. 2. Delegate authority to the TTC's Chief Executive Officer to authorize up to three one-year extension options for each contract and to increase the values among the three contracts by up to a total amount of $7,567,788, inclusive of HST, for a total aggregate amount of $12,053,315, inclusive of HST.
TTC3.18adopted
Procurement Authorization - Supply of Windshield Washer Fluid and Antifreeze
The purpose of this report is to obtain authorization to award a contract to Ultra Clear Engine Fluids Inc. for the supply of windshield washer fluid and antifreeze, with a total aggregate contract value of up to $7,055,000, inclusive of HST, for a two-year term commencing July 1, 2025, with up to three optional, one-year extension terms to be exercised at the TTC's sole discretion. TTC Board approval is required as the contract award, including extension options, exceeds the Chief Executive Officer's delegated authority limit of $5 million for the award of contracts for budgeted goods and services. A continued supply of antifreeze and windshield washer fluid is required for the safe operation of the TTC's revenue and non-revenue fleets.
The TTC Board: 1. Authorized the award of a contract to Ultra Clear Engine Fluids Inc. in the total amount of $2,657,000, inclusive of HST, for the bulk supply of methyl alcohol (windshield washer fluid) and ethylene glycol (antifreeze) for an initial contract term of two years commencing July 1, 2025, based on lowest-priced compliant bid. 2. Delegated authority to the TTC's Chief Executive Officer to authorize the execution of up to three one-year extension options, from July 1, 2027 to June 30, 2030, at the TTC's sole discretion, and to increase the contract value by up to $4,398,000, inclusive of HST, for a total contract value of up to $7,055,000.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize the award of a contract to Ultra Clear Engine Fluids Inc. in the total amount of $2,657,000, inclusive of HST, for the bulk supply of methyl alcohol (windshield washer fluid) and ethylene glycol (antifreeze) for an initial contract term of two years commencing July 1, 2025, based on lowest-priced compliant bid. 2. Delegate authority to the TTC's Chief Executive Officer to authorize the execution of up to three one-year extension options, from July 1, 2027 to June 30, 2030, at the TTC's sole discretion, and to increase the contract value by up to $4,398,000, inclusive of HST, for a total contract value of up to $7,055,000.
TTC3.19amended
Appointment of a TTC Board member to the TTC-Metrolinx PRESTO Joint Advisory Group
The purpose of this report is to seek the appointment of a TTC Board member to the TTC-Metrolinx PRESTO Joint Advisory Group. The term of appointment for outgoing Vice-Chair Joanne De Laurentiis ended on March 26, 2025. Ms. De Laurentiis previously served as a member of the TTC-Metrolinx PRESTO Joint Advisory Group. The TTC-Metrolinx PRESTO Joint Advisory Group consists of the CEOs for both Metrolinx and TTC, together with two Board members each from Metrolinx and the TTC. The Chair, Jamaal Myers, is currently one of the two TTC Board member representatives. The expiration of the term of Joanne De Laurentiis has created a vacancy which is to be filled by a TTC Board member.
The TTC Board appointed Joe Mihevc to the TTC-Metrolinx PRESTO Joint Advisory Group.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Appoint one TTC Board member to the TTC-Metrolinx PRESTO Joint Advisory Group.
TTC3.20amended
Establishment of a Strategic Planning Committee
The purpose of this report is to establish a Strategic Planning Committee, as directed by the TTC Board, and appoint members to the Committee. The Strategic Planning Committee assists the TTC Board in managing strategic planning and priorities, focused on two core strategic directions of the Board approved 2024-2028 Corporate Plan, Moving Toronto, Connecting Communities, being: Strategic Direction 2. Attract New Riders, Retain Customer Loyalty Strategic Direction 3. Place Transit at the Centre of Toronto's Future Mobility
The TTC Board: 1. Approved the Terms of Reference for the Strategic Planning Committee, as set out in Attachment 1. 2. Appointed the following TTC Board members to the Strategic Planning Committee: Alejandra Bravo Fenton Jagdeo Joe Mihevc Jamaal Myers Dianne Saxe with Commissioner Bravo as Committee Chair.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the Terms of Reference for the Strategic Planning Committee, as set out in Attachment 1. 2. Appoint up to five TTC Board members to the Strategic Planning Committee as set out in the Terms of Reference, and appoint a Chair from among the Committee members.