Toronto Transit Commission Board
The full agenda, as filed
All 10 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.
TTC4.1received
Chief Executive Officer’s Report - May 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. May CEO Report For May, the CEO's Report covers the theme of tariffs and TTC's plan to mitigate costs, hot topic include: Tariff Implications & TTC's Strategic Response
The Toronto Transit Commission received the Chief Executive Officer's Report - May 2025 for information.
TTC4.2received
The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meeting of March 27, 2025 to the May 2025 Board Meeting for information. At the March meeting, ACAT members reviewed a proposed train PA system survey relating to human announcements on trains. This is part of an ongoing audit TTC staff would like ACAT members to participate in as part of efforts to improve communication for TTC customers. The Communications Subcommittee will review updates and assist with finalizing the survey before it is circulated to ACAT members. ACAT also received an update about the battery-electric Wheel-Trans bus pilot scheduled to commence in 2026 and discussed vehicle features and specifications, such as whether vehicles would have sounds to assist customers who are blind. The following is a summary of the main topics discussed at the March ACAT Subcommittee meetings: Communications Subcommittee Wheel-Trans data privacy and consent presentation and review of travel Training survey and Access Newsletter. Design Review Subcommittee No Design Review Subcommittee meeting held in March. Service Planning Subcommittee Service Planning updates for extended bus routes and Community Bus routes and a presentation about the TTC Car Parking Strategy. Wheel-Trans Operations Subcommittee Possibility of shorter travel training sessions for customers who are interested in learning a specific route, service or mode of transportation. HVAC on Wheel-Trans vehicles and the process Accessible Taxis and sedans follow to ensure air conditioning is working on vehicles.
The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of March 27, 2025 for information.
TTC4.3received
Benefits of Transit Investment Phase 2 Project Final Report to TTC
Public transit is the backbone of any major metropolitan economy, serving as the vital link that connects residents to employment, education, healthcare, and commerce. In a city as large and economically dynamic as Toronto, the TTC plays a central role in enabling economic growth, reducing congestion, and promoting environmental sustainability. The Economic Benefits of Transit, Phase 2 Project Final Report to the Toronto Transit Commission, provides a comprehensive and data-driven assessment of the far-reaching economic, social, and environmental benefits of TTC investment. Conducted by transportation and economic experts from the University of Toronto, the study applies a rigorous dual-modelling approach to quantify both the direct and indirect impacts of transit funding decisions. The analysis consists of two main components: 1. Macroeconomic Model: This measures the broader economic effects of TTC investment, including its contribution to GDP, job creation, and industrial output at both the provincial and national levels. 2. Microsimulation Modelling: This detailed, agent-based transportation analysis evaluates the real-world effects of transit investments on travel behaviour, congestion, environmental outcomes, and accessibility. At the heart of the study is an examination of how different levels of TTC service and infrastructure investment affect Toronto's economic competitiveness and mobility. The report evaluates four distinct service scenarios: 1. Base Case (2023 Service Levels): Reflects post-pandemic constraints when service hours were at 91% of pre-pandemic levels. 2. 2019 Full-Service Scenario: Represents pre-pandemic service levels. 3. Line 2 Subway Shutdown Scenario: Illustrates the impacts of severe disinvestment. 4. 2024 Service Plan: Accounts for operational changes. Additionally, multiple operating and capital investment scenarios are analyzed to determine the economic and employment benefits of sustained infrastructure spending. The findings of this study reinforce the idea that transit investment is not merely a public expenditure, but a high-return economic strategy. With benefit-cost ratios averaging seven-to-one, the report demonstrates that every $1 invested in TTC services and infrastructure generates approximately $7 in economic and social benefits. Furthermore, the analysis highlights the consequences of disinvestment, revealing that failing to maintain service levels or deferring critical capital projects could lead to a substantial loss of economic output, increased congestion, higher transportation costs for households, and diminished environmental and health outcomes. As the TTC Board considers future investment strategies in the face of fiscal constraints, this report underscores the fact that public transit is not a discretionary service, but an economic necessity. Sustained investment in TTC operations and infrastructure is crucial to Toronto's long-term prosperity. The results of this study should serve as a foundation for discussions on funding priorities, ensuring that the TTC continues to fulfill its role as a key driver of economic growth, mobility, and sustainability in the Greater Toronto and Hamilton Region.
The Toronto Transit Commission received the Benefits of Transit Investment Phase 2 Project Final Report to TTC for information.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive this report for information.
TTC4.4amended
Transit Priority Measures on Dufferin Street and Bathurst Street
The purpose of this report is to provide an update on two RapidTO roadways. TTC staff, with support from City staff in Transportation Services, have been reviewing opportunities to install transit priority measures (TPM) on the following two roadways: 1. Dufferin Street between Eglinton Avenue West and Dufferin Gate Loop; and 2. Bathurst Street between Eglinton Avenue West and Lake Shore Boulevard West. Both roadways are part of the RapidTO: Surface Transit Network Plan (STNP) - a city-wide initiative aimed at improving the reliability of bus and streetcar routes, endorsed, in principle, by City Council in February 2024. Each roadway has undergone a feasibility study to identify the most appropriate TPM, tailored to the unique characteristics and requirements of the local context, with considerations for transportation equity. A brief overview of the proposed design and expected impacts for each of the two roadways is provided in the Comments section. Additional details, including the decision history, proposed cross-sections, proposed stop changes, design evaluations, public consultation approach and the RapidTO monitoring program are included in Attachment 1.
The TTC Board: 1. Endorsed the proposed installation of priority bus lanes in both directions on Dufferin Street between Eglinton Avenue West and King Street West. 2. Endorsed the proposed installation of a southbound transit lane on Dufferin Street between Thorburn Avenue and Springhurst Avenue. 3. Endorsed the proposed installation of priority bus lanes in both directions on Bathurst Street between Eglinton Avenue East and Bathurst Station (Barton Avenue). 4. Endorsed the proposed installation of centre priority transit lanes in both directions on Bathurst Street between Bathurst Station (Barton Avenue) and Lake Shore Boulevard West. 5. Directed that the information contained in Confidential Attachment 2 remain confidential until award of contracts. 6. Forwarded this report, and Confidential Attachment 2, to City Council, through Executive Committee, for consideration after the completion of ongoing public consultation (to be completed on May 26, 2025) alongside the complimentary report from the General Manager, Transportation Services in Summer 2025 which incorporates public feedback into the design. 7. Directed that the Chief Strategy and Customer Experience Officer, in collaboration with the FWC26 Toronto Secretariat, report back on all transit related deliverables as part of planning for FIFA World Cup 2026 in Toronto. Updates should include the latest information on service planning, capital projects and communication, including budgets and timelines, and report back on quarterly basis starting Q3 2025. 8. Requested staff to develop baseline metrics and data that will be useful in evaluating the success of the Transit Priority initiative. 9. Committed to use any reductions in bus/streetcar travel time from creation of priority lanes to improve the frequency and reliability of service for riders on the affected routes, not to create financial savings for the TTC. 10. Requested City Council to direct staff to explore opportunities to accelerate beautification of the public realm along the Bathurst and Dufferin priority transit corridors in accordance with the recently approved "Towards a Beautiful City - A Path Forward" Plan.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Endorse the proposed installation of priority bus lanes in both directions on Dufferin Street between Eglinton Avenue West and King Street West. 2. Endorse the proposed installation of a southbound transit lane on Dufferin Street between Thorburn Avenue and Springhurst Avenue. 3. Endorse the proposed installation of priority bus lanes in both directions on Bathurst Street between Eglinton Avenue East and Bathurst Station (Barton Avenue). 4. Endorse the proposed installation of centre priority transit lanes in both directions on Bathurst Street between Bathurst Station (Barton Avenue) and Lake Shore Boulevard West. 5. Direct that the information contained in Confidential Attachment 2 remain confidential until award of contracts. 6. Forward this report, and Confidential Attachment 2, to City Council, through Executive Committee, for consideration.
TTC4.5amended
TTC Commuter Parking Lot Strategy
At its February 2023 meeting, the Board directed staff to review the TTC's Commuter Parking Lot Strategy (the "Strategy") in response to a significant increase in fees to license Hydro One Networks Inc. (HONI) lands for use as commuter parking lots. TTC has completed the review and, in this report, proposes a refreshed strategic direction. To develop this new direction, TTC has considered various factors, including operating costs, current and projected utilization, pricing, North American transit station parking best practices, local and regional policies and plans, legislation and trends, and peer reviews, which have informed the analysis and recommendations of this report. The policy context in which TTC's commuter parking lots are situated has changed over the past decade. In March 2024, City Council directed staff to explore specific real estate portfolios, including City-owned parking facilities, that could support city building, the City's housing plan and fiscal sustainability goals, as part of the Long-Term Financial Plan Update and from the agreement between the City and the Province, as part of the Recovery Through Growth Act (City of Toronto), 2023. Furthermore, a need to increase non-fare revenue has been identified to better support the provision of TTC services and reduce TTC's reliance on the farebox. The Strategy supports the TTC's Corporate Plan, by increasing non-fare revenue, as highlighted in Action 5.2.3. Maximize Non-Fare Revenue Streams. The Strategy also aligns with TTC's Non-Fare Revenue Strategic Review, which outlines additional opportunities to maximize the use of TTC assets, including parking lots for revenue generation. The TTC's Non-Fare Revenue Strategic Review is expected to be brought to the Board for approval in Q2 2025. TTC's commuter parking portfolio includes 23 parking lots, as outlined in Attachment 1 - List of TTC Commuter Lots. The list identifies seven lots that are planned to be repurposed for Housing Now projects, as approved by City Council. All parking lots are under evaluation in collaboration with CreateTO to assess their redevelopment potential as directed by City Council in the Long-Term Financial Plan. Early analysis shows that most lots have limited redevelopment potential due to non-City-ownership (e.g., HONI Lands), or restrictive encumbrances (e.g., utility corridors, parking under an overpass). Of the 23 parking lots, three parking lots are currently closed and repurposed for bus operations or construction. For the remaining parking lots, performance was assessed based on utilization and financial viability. Ten are considered well utilized, two fall below the target range, and seven are underutilized. Benchmarks for categorization can be found on page 12 and 13 of this report. The Yorkdale Station lot is excluded from the utilization analysis as it is not operated by Toronto Parking Authority, while the Victoria Park Station lot is excluded as it will be permanently closing in June 2025. Overall, TTC commuter parking lots have been operating at a financial loss over the past several years. According to utilization data, direct revenue generated from parking rates does not cover the expenses for maintenance, snow clearing and leases. Additionally, only 2% of TTC customers accessing the subway park in a TTC parking lot, meaning that fares of non-drivers and City subsidies are being used to make up for the lost revenue required to maintain and lease these parking lots. This report provides recommendations on opportunities to optimize parking assets, support city building objectives, offset inflationary costs, increase ridership and enhance overall TTC revenue. Furthermore, TTC will continue to progress 5-Year Service & Customer Experience Action Plan initiatives to facilitate easier last kilometre transfers to and from TTC stations.
The TTC Board: 1. Directed TTC staff to: a. Freeze current parking fees at all commuter lots, and conduct further analysis of the parking rates. b. Consult with the President, Toronto Parking Authority and PRESTO to explore payment options maintaining lower differential parking fees for TTC customers than parking fees paid by those not transferring onto the transit system, and report back Q3 2026. 2. Approved re-negotiating the leases respecting the Finch West Station and the Pioneer Village Station parking lots to reduce the size of the lots (reducing the number of parking spaces) to better match current demand. 3. Approved retaining the following, non-City-owned, leased parking lots for customer use and monitor lots underutilized or below target utilization for potential future changes in alignment with demand and lease/license conditions: • Kipling Station - North (well utilized) • Kipling Station - South (well utilized) • Finch Station - West (well utilized) • Finch Station - East (below target) • Islington Station - Lomond (well utilized) • Highway 407 Station (well utilized) • Yorkdale Station (underutilized) • Islington Station - Fieldway (below target) • Don Mills (underutilized) 4. Approved retaining the following City-owned parking lots for customer use while continuing to monitor utilization and investigating opportunities for alternative TTC uses, community uses and/or future redevelopment potential with City partners as operational needs evolve: • Lawrence East Station (underutilized) • Ellesmere Station (underutilized) • Keele Station (well utilized) • Kennedy Station - South (currently repurposed for bus operations) • Leslie Station (well utilized) • Wilson Station -Transit Road (well utilized) 5. Approved the revised Corporate Policy "Commuter Parking" in Attachment 5 to: a. eliminate requirements to replace parking spaces on a 1 for 1 basis when parking lots are redeveloped; b. commit to reviewing and adjusting parking rates concurrently with transit fare adjustments; and c. include a target utilization rate for parking lots at 85% with rates adjusted to optimize usage and ensure availability.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve revised parking rates at nine TTC commuter parking lots effective July 1, 2025, as indicated in Attachment 1, including: a. Increasing daily rates to $8.00 for well-utilized lots with a $4.00 afternoon rate b. Increasing daily rates by 25% for lots with below-target utilization, to a maximum of $8.00 daily c. No change to the rates for under-utilized lots 2. Approve re-negotiating the leases respecting the Finch West Station and the Pioneer Village Station parking lots to reduce the size of the lots (reducing the number of parking spaces) to better match current demand. 3. Approve retaining the following, non-City-owned, leased parking lots for customer use and monitor lots underutilized or below target utilization for potential future changes in alignment with demand and lease/license conditions: • Kipling Station - North (well utilized) • Kipling Station - South (well utilized) • Finch Station - West (well utilized) • Finch Station - East (below target) • Islington Station - Lomond (well utilized) • Highway 407 Station (well utilized) • Yorkdale Station (underutilized) • Islington Station - Fieldway (below target) • Don Mills (underutilized) 4. Approve retaining the following City-owned parking lots for customer use while continuing to monitor utilization and investigating opportunities for alternative TTC uses, community uses and/or future redevelopment potential with City partners as operational needs evolve: • Lawrence East Station (underutilized) • Ellesmere Station (underutilized) • Keele Station (well utilized) • Kennedy Station - South (currently repurposed for bus operations) • Leslie Station (well utilized) • Wilson Station -Transit Road (well utilized) 5. Approve the revised Corporate Policy "Commuter Parking" in Attachment 5 to: a. eliminate requirements to replace parking spaces on a 1 for 1 basis when parking lots are redeveloped; b. commit to reviewing and adjusting parking rates concurrently with transit fare adjustments; and c. include a target utilization rate for parking lots at 85% with rates adjusted to optimize usage and ensure availability.
TTC4.6amended
SRT Bus Replacement Conversion of SRT ROW to Busway - Delegation of Authority
The purpose of this report is to seek TTC Board approval to delegate authority to the TTC Chief Executive Officer for the award of contract J35-13 SRT Bus Replacement Conversion of Scarborough Rapid Transit (SRT) Right-of-Way (ROW) to Busway, provided that the contract award value is within 15% of the TTC Engineer's estimate (EE), which is summarized in the Confidential Attachment. Approval of the delegated authority by the Board will expedite the start of the Busway construction. The contract entails building a dedicated busway along the existing at-grade portion of the SRT ROW alignment between Kennedy Station and Ellesmere Station, with three bus stops at Tara Avenue, Lawrence Avenue East, and Ellesmere Road. The scope of work includes but is not limited to the following: Relocating and protecting existing fiber optic cables, as part of TTC infrastructure servicing TTC Operations. Converting the SRT ROW into a busway, which includes paving the corridor, modifying drainage, building curbs and sidewalks, installing signage and lighting. Building bus platforms at Tara Avenue, Lawrence Avenue East, and Ellesmere Road bus stops. Installing guiderails. Widening of the service road at Kennedy Station and installing traffic lights.
The TTC Board: 1. Delegated authority to the TTC Chief Executive Officer to award contract J35-13 SRT Bus Replacement Conversion of SRT ROW to Busway, provided that the contract award value is within 15% of the TTC Engineer's estimate, as summarized in the Confidential Attachment, and subject to prior confirmation by the Chief Capital Officer and Executive Director - Finance. 2. Authorized that the information in the Confidential Attachment remains confidential. 3. Directed staff to work with the City Manager, the General Manager, Transportation Services, and the Executive Director, Transit Expansion Division to expedite all required land acquisitions and permits to accelerate construction of the SRT busway and report back in July on the acceleration plans.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Delegate authority to the TTC Chief Executive Officer to award contract J35-13 SRT Bus Replacement Conversion of SRT ROW to Busway, provided that the contract award value is within 15% of the TTC Engineer's estimate, as summarized in the Confidential Attachment, and subject to prior confirmation by the Chief Capital Officer and Executive Director - Finance. 2. Authorize that the information in the Confidential Attachment remains confidential.
TTC4.7amended
Amendments to TTC Policy 2.1.0 Art in Public Transit Facilities
Public art in TTC subway stations plays a key role, contributing significantly to the transit system and the city's overall urban experience. Public art transforms otherwise functional spaces into engaging and visually stimulating environments. It can alleviate the stress and monotony of daily commutes, making travel more enjoyable. Public art installations can attract attention and interest, both from residents and visitors, adding to Toronto's reputation as a vibrant and culturally rich city. Recent TTC capital projects, and ongoing Easier Access Phase III and Second Exit projects, have prioritized the integration of public art into the architectural design of stations. This creates a seamless and cohesive experience, where art is an essential part of the station's identity. Public art in TTC subway stations goes beyond mere decoration. It serves as a powerful tool for enhancing the commuter experience, enriching the urban environment, and fostering a sense of community. Occasionally, existing artworks may need to be removed or modified to accommodate station modernization, to provide entrance connections to new developments, and to meet requirements of customer flow, wayfinding and signage, fire and life safety, and building codes. TTC Policy 2.1.0 Art in Public Transit Facilities (Appendix A), under the responsibility of the TTC's Chief Capital Officer, provides directions on the purpose, approval process, installation, ownership, insurance, removal, and cost of TTC public art. On September 24, 2024, the TTC Board requested that TTC staff review the Art in Public Transit Facilities Policy, with consideration given to incorporating the local Councillor into the decision-making process for public art installations in transit facilities in their wards, and delegating approval for public art installations to the Chief Capital Officer (CCO), or their designate. TTC staff completed its review, and this report includes recommendations to amend TTC Policy 2.1.0. These recommendations align with the Board's request and include additional amendments necessary to resolve policy gaps identified by staff as part of the review process.
The TTC Board 1. Approved the amended Art in Public Transit Facilities Policy, attached as Appendix B to this report, with the following amendments: a. By striking out Section 4.3.4; b. By striking out "local Councillor" from Section 7.0. c. By amending sections 9.1 and 9.3: 9.1 Temporary display of community artwork is encouraged at subway stations. This will be the responsibility of the Head of Marketing and Customer Experience Department, in consultation with the local Councillor. Where practical, such art will be displayed in permanent display cases. Appropriate measures will be taken to deter vandalism and theft when community art is displayed outside a permanent display case. 9.3 Community art is not subject to approval by Toronto Public Art Commission, unless recommended by staff. All such art shall meet TTC criteria and requirements and be approved by the Chief Strategy and Customer Experience Officer. 2. Requested staff to work with the Toronto Arts Foundation and the Toronto Arts Council first on the six pilot stations being re-vitalized, and secondly on developing a partnership to build a larger Art in Public Transit Facilities vision and program.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the amended Art in Public Transit Facilities Policy, attached as Appendix B to this report.
TTC4.8adopted
Appointment of a TTC Board member to the Human Resources Committee
The purpose of this report is to seek the appointment of a TTC Board member to the Human Resources Committee. The Human Resources Committee composition includes the Board Chair, Vice-Chair and a third member. The third position on the Human Resources Committee has been vacant since September 2023.
The TTC Board: 1. Appointed Julie Osborne to the Human Resources Committee.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Appoint Julie Osborne to the Human Resources Committee.
TTC4.9adopted
Currently, TTC vehicles are not considered "bunched" for purposes of route planning, if multiple buses are traveling together so long as they are representing different bus routes. This motion directs staff to review bunching and gapping on all routes where multiple TTC routes use the same corridor to explore how scheduling can be optimized to improve headways and reduce bunching and gapping of vehicles. This motion also directs staff to explore how Al and predictive analytics can be used to enhance service planning and the management of gapping and bunching on all routes and make recommendations for priority actions that could be integrated into the 2026 Operating and Capital budgets.
The TTC Board: 1. Directed TTC staff to conduct an analysis of surface corridor TTC routes where multiple TTC routes operate on the same corridor to optimize scheduling efficiency, improve blended headways and customers wait times and identify opportunities and implications for scheduling and operational adjustments that minimize bunching and gapping and enhance coordination between routes serving the same corridor. 2. Directed TTC staff to explore opportunities to use artificial intelligence (AI) and predictive analytics to enhance our service planning and scheduling and management of gapping and bunching, and report back through the Strategic Planning Committee on best practices and priority actions to be integrated in the 2026 Operating and Capital Budgets.
Staff recommendation as filed
Chair Jamaal Myers, seconded by Commissioner Dianne Saxe, recommends that the TTC Board: 1. Direct TTC staff to conduct an analysis of surface corridor TTC routes where multiple TTC routes operate on the same corridor to optimize scheduling efficiency, improve blended headways and customers wait times and identify opportunities and implications for scheduling and operational adjustments that minimize bunching and gapping and enhance coordination between routes serving the same corridor. 2. Direct TTC staff to explore opportunities to use artificial intelligence (AI) and predictive analytics to enhance our service planning and scheduling and management of gapping and bunching, and report back through the Strategic Planning Committee on best practices and priority actions to be integrated in the 2026 Operating and Capital Budgets.
TTC4.10amended
TTC/TMU Partnership Proposal and Renaming Dundas Station
As requested by City Council, the TTC initiated discussions with Toronto Metropolitan University (TMU) that has resulted in a proposal from the university to rename "Dundas Station" to "TMU Station". The area around Dundas Station has changed dramatically with the rapid growth of TMU, and the TTC station has become fully integrated with the TMU campus and student life. A change in the station name reflects the evolution of both the local neighbourhood and university, while aligning with the TTC practice of naming stations after public sector institutions and customer destinations, such as York University, Museum, Queen's Park, and Osgoode. There is a time-sensitive and unique opportunity to incorporate the new name at minimal incremental expense and without disruption to the customer experience, by aligning this station renaming with the roll-out of customer information changes for the new Line 6 Finch West. Should the Board approve the recommendations below, work would begin immediately. In addition, there is ongoing work to renew Dundas Station that can be leveraged for a potential renaming of the station. Delaying this decision would result in incrementally higher costs in the future. Beyond the station renaming, TMU has proposed the establishment of a first of its kind dedicated innovation hub - the "Transit Innovation Yard". Entering into a partnership of this magnitude is a unique opportunity for the TTC to be more innovative and focused on emerging customer experience technologies, collaborating with some of the best and the brightest minds in research and technology to develop and trial solutions to some of its toughest problems, such as: Track-level security solutions. Wayfinding and customer dashboards. Data driven transit optimization. Further details on this collaboration are provided in Attachment 1.
The TTC Board: 1. Approved a partnership framework between the TTC and Toronto Metropolitan University (TMU) and the renaming of Dundas Station to TMU Station, as outlined in Confidential Attachment 2. 2. Delegated authority for the TTC CEO to enter into and execute a partnership agreement that clearly specifies the benefits of the partnership to the TTC, including the duration of the partnership, its governance, its funding, how research and innovation topics are selected, how the results are shared, dispute resolution and how the success of the partnership will be assessed, all subject to terms and conditions acceptable to the TTC General Counsel. 3. Authorized that the confidential information as contained in Confidential Attachment 2 remain confidential as it contains information that could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve a partnership framework between the TTC and Toronto Metropolitan University (TMU) and the renaming of Dundas Station to TMU Station, as outlined in Confidential Attachment 2. 2. Delegate authority for the TTC CEO to enter into and execute a partnership agreement subject to terms and conditions acceptable to the TTC General Counsel. 3. Authorize that the confidential information as contained in Confidential Attachment 2 remain confidential as it contains information that could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.