Toronto Transit Commission Board
The full agenda, as filed
All 15 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.
TTC6.1received
Chief Executive Officer’s Report - June 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. For the CEO Report and Monthly Corporate KPIs Report, please see attachments. June CEO Report For June, the CEO's Report covers the theme of building a future-ready workforce by engaging and collaborating with Indigenous youth, hot topic includes: Indigenous Peoples Month 2025
The Toronto Transit Commission received the Chief Executive Officer's Report - June 2025 for information.
TTC6.2received
The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meeting of April 23, 2025 to the June 2025 Board Meeting for information. At the April meeting, ACAT members received information about the MiWay Hidden Disabilities Sunflower program, an initiative that offers lanyards, bracelets and pins to customers as a way to subtly communicate to transit Operators that they have a hidden disability and may need assistance. ACAT also discussed the system-wide elevator shut down that occurred on April 3, 2025. TTC staff from Communications Engineering explained that the shutdown was due to a software update made to the Passenger Assistance Intercom system, which resulted in an inability for customers to communicate from inside elevators during the affected period. TTC staff confirmed they were working with the vendor on improving testing protocols and that TTC staff were reviewing shutdown protocols as certain situations may not require full shutdowns given station staff presence and available backup systems. Emergency procedures and protocols will be further discussed by the ACAT Service Planning Subcommittee. The following is a summary of the main topics discussed at the April ACAT Subcommittee meetings: Communications Subcommittee Communication during service disruptions and efforts to improve public address announcements, digital signage and guidance for passengers. The subcommittee suggested adding chimes before announcements and enhancing visual alerts. Communication about the PRESTO Support Person Assistance Card (SPAC) and One Fare Program updates to promote customer awareness about how to obtain a SPAC and that no second fare is needed when transferring from TTC to Peel TransHelp. PA system audit survey review. Design Review Subcommittee Scarborough Subway Extension (SSE) accessibility motion completion and ensuring there are service animal relief stations. There will be a single elevator transfer and a non-fare paid terminal agreement with the TTC. There will also be designated service animal relief areas in new SSE stations. Frequency of bus bay change assignments at Scarborough Town Centre. Changes can disorient riders with vision loss disorient and should be kept to a minimum. Service Planning Subcommittee Proposed Dufferin and Bathurst transit priority bus lanes. Proposed PRESTO-enabled SPAC updates expected to launch in early 2026. Wheel-Trans Operations Subcommittee Michael Garron Hospital and Rogers Centre access for pick up and drop off. System ride rescheduling. No tipping policy reminder.
The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of April 23, 2025 for information.
TTC6.3amended
Platform Edge Doors Study - Outcome of Feasibility and Business Case Studies
The purpose of this report is to outline the outcome of a system-wide study on Platform Edge Doors (PEDs) and other technologies being considered for implementation at existing TTC subway stations. PEDs are identified in the TTC's Corporate Plan in Action 3.1.4, Evaluate Opportunity to Integrate Platform Edge Doors into Subway Improvements . A new approach is necessary to manage the interface between TTC customers, communities, and subway train operations, which reduces service disruption caused by track intrusions. PEDs have been identified as a potential mitigation strategy to prevent unauthorized track entry and injury incidents that affect subway operations and enhance customer safety. The study aimed to assess the benefits of retrofitting 74 existing subway station platform levels, including interchange station platforms across Subway Lines 1, 2 and 4, with a Full-Height PED system. The PEDs study was comprised of three phases: Preliminary Investigation: It reviewed the conditions of existing subway stations. Feasibility Study: It assessed retrofitting the existing subway station platform with PEDs. Business Case: It quantified benefits, costs, and socioeconomic impacts. A one-size-fits-all approach will not be considered. The type of PEDs for each station will be determined based on station-specific needs and drivers, including community dynamics. In addition to Full-Height PEDs, various technologies were reviewed as part of this study, including Sensor-Based Track Intrusion System, Guideway Intrusion Detection System, Partial-Height PEDs, and Rope-Based Platform Screen Doors. The implementation of PEDs at existing stations will require extensive planning, with the majority of the work taking place at track level during non-operating hours, and will need to be implemented alongside ongoing State of Good Repair (SOGR) work in subway tunnels and stations. Implementation of the PED system as part of major works, such as Bloor-Yonge Capacity Improvements (BYCI) will minimize operational and customer disruptions while addressing cost and schedule efficiency. Extensive subway station closures and station bypasses will be necessary to effectively complete track-related work for the PED system and to minimize the challenges. Partial and full closures of subway lines and stations were used in Paris, Hong Kong, Singapore, Copenhagen, and Seoul's Metros to successfully retrofit the PED system in existing stations. The PEDs study recommends a pilot installation be undertaken at one or more stations with various structure types to identify and mitigate implementation challenges. This would require the TTC to seek funding and approval to implement a pilot installation. A pilot implementation at TMU Station (currently Dundas) is recommended to evaluate impact, refine design, and address challenges before a broader rollout. Additional PEDs integration at Bloor-Yonge Station is also being reviewed, but currently unfunded.
The TTC Board: 1. Received the PEDs Study report. 2. Approved addition of PEDs requirements, including operational and technical system requirements to the TTC Design Manual and Master Specifications for implementation at future new stations. 3. Referred the implementation of a platform-edge door pilot installation at a TTC station, including funding based on estimates, to the Strategic Planning Committee for consideration to be included as part of the 2026 budget submission. 4. Approved ongoing planning work, including prioritizing stations for implementation of appropriate technologies based on specific needs and drivers of each station. 5. Requested that staff provide the Strategic Planning Committee with class 5 estimates of the costs and benefits to the TTC of technically feasible options to detect or discourage track-level intrusions at subway and LRT stations, including those being installed by Metrolinx on new stations in Toronto.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive the PEDs Study report. 2. Approve addition of PEDs requirements, including operational and technical system requirements to the TTC Design Manual and Master Specifications for implementation at future new stations. 3. Direct staff to include funding based on estimates for the implementation of a pilot installation at TMU Station (Dundas) as part of the 2026 budget submission. 4. Approve ongoing planning work, including prioritizing stations for implementation of appropriate technologies based on specific needs and drivers of each station.
TTC6.4amended
Non-Fare Revenue Strategic Review
TTC's 2024-2028 Corporate Plan has a strategic focus on financial sustainability, which includes maximizing non-fare revenue streams while balancing considerations such as the customer experience. TTC staff have investigated new non-fare revenue-generating opportunities, including a review of paid naming rights and a jurisdictional scan examining innovations in other transit agencies. This report outlines a work plan that identifies potential new non-fare revenue opportunities, including a recommendation to not proceed with pursuing paid corporate station naming rights. The industry scan reviewed over 20 jurisdictions and found that the TTC generates non-fare revenue in many of the same ways as peer transit agencies in North America, primarily in the following categories: advertising, retail, commuter parking, filming, and property. Non-fare revenue accounted for approximately 7% of the TTC's total revenue in 2024 (excluding non-profitable recoveries), which aligns with North American peer agencies, which range from 2% to 7%. The TTC generates the remainder of its revenue through fare collection and subsidies. After analyzing potential return on investment opportunities, it was determined that the best course of action is to expand on existing tactics. These include advertising, third-party partnerships and sponsorships, and expanded and innovative retail. To further develop these new opportunities, and enhance existing non-fare revenue streams, new dedicated non-fare revenue staff are required.
The TTC Board: 1. Endorsed the guiding principles for advancing non-fare revenue opportunities: Customer-centred Equity-informed Transparent Strategically aligned Operationally feasible 2. Endorsed the proposed work plan initiatives. 3. Endorsed the establishment of a dedicated team to action the non-fare revenue work plan. 4. Directed staff to explore the feasibility of establishing a brick-and-mortar TTC store at Davisville Station, or an equivalent centralized location, and report back to the Board with findings, including potential costs, benefits, and implementation strategies by the end of Q4 2025.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Endorse the guiding principles for advancing non-fare revenue opportunities: Customer-centred Equity-informed Transparent Strategically aligned Operationally feasible 2. Endorse the proposed work plan initiatives. 3. Endorse the establishment of a dedicated team to action the non-fare revenue work plan.
TTC6.5adopted
This report recommends revisions to TTC Corporate Policy - Identification of Routes, Stations and Stops (the "Policy"), to introduce equity, diversity, inclusion and anti-racism considerations, establish a structured consultation process, define clear naming criteria, and formalize a process for naming TTC stations. These revisions will strengthen future naming decisions and ensure community voices are included. The revised Policy: permits renaming of stations after nearby destinations or streets are renamed in alignment with the City of Toronto's Commemorative Framework; permits naming or sponsorship of stations by major public sector institutions, provided the institution provides a contribution of value, whether financial or in-kind, that reasonably reflects the administrative, operational, and communication efforts required for the station renaming; and integrates and adapts Metrolinx's station naming principles to facilitate regional transit wayfinding. Staff do not recommend pursuing paid corporate naming rights as they could compromise customer wayfinding and the public nature of the transit system. Numerous challenges were identified including low revenue potential, significant staffing demands, limited corporate sponsor interest, legal risks, lack of community partner consensus, and significant impacts to customer experience.
The TTC Board: 1. Approved the revisions to TTC Corporate Policy - Identification of Routes, Stations and Stops as set out in Attachment 1 to this report.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the revisions to TTC Corporate Policy - Identification of Routes, Stations and Stops as set out in Attachment 1 to this report.
TTC6.6adopted
Rogers 5G Implementation Update
This report aims to provide an update on the progress and implementation timeline for the Rogers 5G wireless implementation project within the TTC subway tunnels. This project, spearheaded by Rogers in collaboration with the TTC, involves designing and installing more than 500 kilometres of fiber, coaxial, and power cables, along with installing approximately 350 wayside signal amplifier locations within the tunnels. In addition to these critical tunnel infrastructure upgrades, station-level equipment at 45 stations must also be enhanced to ensure seamless cellular connectivity throughout the subway system. As of now, 38% of tunnel sections are equipped with 5G wireless cellular service, including key segments, such as Vaughan Metropolitan Centre to Sheppard West and St George to Bloor-Yonge on Line 1 as well as St George to Bloor-Yonge on Line 2. The remaining tunnel sections, covering portions of Lines 1, 2, and 4, are on track for completion by the end of 2026. Work is underway on Lines 1 and 2, with significant progress being made to ensure that the entire subway system will benefit from the advanced 5G connectivity by the projects conclusion. To ensures seamless connectivity for everyone within the subway system, the neutral host solution being implemented allows access to all mobile users, no matter their carrier.
The TTC Board: 1. Received this report as a general update on the Rogers 5G wireless implementation project.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive this report as a general update on the Rogers 5G wireless implementation project.
TTC6.7amended
Financial and Major Projects Update for the Period Ended April 26, 2025
This report sets out the operating and capital financial results for TTC Conventional and Wheel-Trans services and provides a status update of the TTC's major capital projects for the period ended April 26, 2025. Financial projections to year-end 2025 are also provided. This is the first of four quarterly financial updates provided annually to the TTC Board for the fiscal year and subsequently submitted to the City of Toronto for consolidation with their financial variance reporting to City Council. For the period ended April 26, 2025, operating results indicated a net year-to-date unfavourable variance of $5.5 million, which includes an unfavourable revenue variance of $11.7 million and an under-expenditure of $6.2 million. The unfavourable revenue variance was primarily driven by lower TTC Conventional passenger revenues due to lower-than-anticipated ridership levels. This is partially offset by favourable ancillary revenue due to the timing of third-party recoveries, which will normalize by year-end. The under-expenditures were primarily due to the delayed timing of planned expenditures for IT software implementation, materials and services. For the full year, the TTC's 2025 Operating Budget of $2.819 billion gross and $1.387 billion net, is projected to be overspent by $30.0 million net. Expenditures are projected to be $12.3 million below budget, primarily due to diesel cost savings resulting from the removal of the Federal carbon tax, effective April 1, 2025. This is partially offset by higher Wheel-Trans operating costs due to higher than budgeted Wheel-Trans passenger ridership. Revenues are projected to be $42.3 million below budget, primarily due to the continued trend of lower passenger revenue than budgeted for the remainder of the year, and Line 5 and Line 6 bus operating costs that are ineligible for Provincial Funding reimbursement under the New Deal. This is partially offset by higher Wheel-Trans passenger revenue than expected, due to higher Wheel-Trans ridership demand. Senior staff are taking action to mitigate the projected budget shortfall of $30 million. For the period ended April 26, 2025, the TTC's capital expenditures totalled $363.8 million, representing a spending rate of 105% when compared to the year-to-date planned (calendarized) budget of $346.7 million. Of the total capital expenditures incurred to date, $361.4 million or 105% of the base capital program's planned budget of $344.5 million was spent and $2.4 million or 106% of the $2.2 million planned budget for transit expansion-related projects was spent. When comparing year-to-date spending to the total approved 2025 Capital Budget, 22% was spent to the end of Period 4 for the TTC base capital program and 3% for transit-expansion-related projects resulting in an overall spending rate of 21% for the four-month period. By year-end, the TTC's capital spending is projected to be in the order of $1.610 billion, representing an overall 93% spending rate, with the TTC's base capital program projected to expend $1.536 billion or 93% and transit expansion-related capital expenditures projected to reach $73.6 million or 97%. The year-to-date results and year-end projections reflect the recommended adjustments to the 2025 Capital Budget and future year cash flows in the 10-Year Capital Plan, as outlined in Appendix 4 of this report. This accounts for projects that have had accelerated spending and projects that have experienced some delays and, therefore, lower spending. These adjustments result from the ongoing monitoring of capital delivery and spending by TTC staff to ensure capital funding is maximized during the year.
The TTC Board: 1. Approved the 2025 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $100.0 million with projects that have experienced delays and lower spending by $100.0 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 in the TTC's 2025-2034 Capital Budget and Plan, to be included in the TTC's Capital Variance Report submission for the four months ended April 30, 2025, for City Council consideration and approval. 3. Adopted the action taken in-camera and authorize that the information remain confidential as its subject to solicitor-client privilege.
Staff recommendation as filed
It is recommended the TTC Board: 1. Approve the 2025 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $100.0 million with projects that have experienced delays and lower spending by $100.0 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 in the TTC's 2025-2034 Capital Budget and Plan, to be included in the TTC's Capital Variance Report submission for the four months ended April 30, 2025, for City Council consideration and approval.
TTC6.8adopted
This report appends the Audit Findings Report from KPMG LLP's (KMPG) audit of the TTC's consolidated financial statements for the year ended December 31, 2024. The KPMG Audit Findings Report, in addition to providing an overview of the audit results, specifically details any key audit risks identified, testing procedures performed to address them, and resulting conclusions. KPMG proposes to issue an unqualified Independent Auditor's Report on the TTC's consolidated financial statements for the year ended December 31, 2024.
The TTC Board: 1. Approved the KPMG LLP Audit Findings Report on the Toronto Transit Commission Consolidated Financial Statements for the Year Ended December 31, 2024, in Attachment 1; and 2. Forwarded a copy of this report to the City Clerk for appropriate handling to the next City Audit Committee meeting.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the KPMG LLP Audit Findings Report on the Toronto Transit Commission Consolidated Financial Statements for the Year Ended December 31, 2024, in Attachment 1; and 2. Forward a copy of this report to the City Clerk for appropriate handling to the next City Audit Committee meeting.
TTC6.9adopted
The TTC is required to prepare audited annual financial statements under Public Sector Accounting Standards and to forward them to City Council for information through the City's Audit Committee. Effective January 1, 2024, the TTC implemented PS 3400 Revenue, PS 3160 Public Private Partnerships, and PSG-8 Purchased Intangibles. PS 3400 Revenue was adopted on a prospective basis, as permitted by the transitional provisions. As a result, no prior period amounts were restated for comparative purposes. For PS 3160 Public Private Partnerships and PSG-8 Purchased Intangibles, the TTC determined that the adoption did not have an impact on the amounts presented in the Financial Statements. The 2024 accounting surplus is $503.2 million, which reflects an increase of $49.3 million over the 2023 accounting surplus and is comprised mainly of the value of subsidy revenue earned on capital asset additions, and other expenses funded through capital programs, such as environmental liabilities and asset retirement obligations, partially offset by the depreciation of assets in use. Operating activities do not generally contribute to the accounting surplus or shortfall, as operating expenses are funded in full by operating revenues and subsidies received.
The TTC Board: 1. Approved the appended Draft Consolidated Financial Statements of Toronto Transit Commission for the year ended December 31, 2024; and 2. Forwarded this report and the appended Draft TTC Consolidated Financial Statements to the City Clerk for submission to the next City Audit Committee meeting.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the appended Draft Consolidated Financial Statements of Toronto Transit Commission for the year ended December 31, 2024; and 2. Forward this report and the appended Draft TTC Consolidated Financial Statements to the City Clerk for submission to the next City Audit Committee meeting.
TTC6.10adopted
TTC Pension Plan Bylaw Amendments
The TTC Pension Fund Society (TTC Pension Plan/TTCPP) Board of Directors approved changes to the TTCPP Bylaws as follows: To update the base year period used to calculate retiring TTC employees' pension to include 2024 and to provide a 2.69% increase to former members currently in receipt of a pension. Based on TTCPP's strong financial position, both base year updates and pensioner cost of living increases have been provided annually since 2011. TTCPP Board of Directors have approved several housekeeping updates to correct cross-references within the Bylaws. These revisions are clerical in nature and do not alter the meaning, intent or application of the Bylaws. Pursuant to TTCPP Bylaw 3.09, TTC Board sanction is required for the Bylaw Amendments to be effective. The amendments will be before the TTC Board for consideration on June 23, 2025 and membership approval of these amendments will be requested at the next Annual General Meeting (AGM) of TTCPP on June 28, 2025.
The TTC Board 1. Approved the recommended changes to the TTC Pension Plan Bylaw, by: a. Updating the base year period used to calculate retiring TTC employees' pension to include 2024 and to provide a 2.69% increase to former members currently in receipt of a pension; and b. Adopting housekeeping amendments to the Bylaws as set out in Attachment 1.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the recommended changes to the TTC Pension Plan Bylaw, by: a. Updating the base year period used to calculate retiring TTC employees' pension to include 2024 and to provide a 2.69% increase to former members currently in receipt of a pension; and b. Adopting housekeeping amendments to the Bylaws as set out in Attachment 1.
TTC6.11received
TTC Pension Plan Annual Report
The attached 2024 TTC Pension Fund Society (TTC Pension Plan/TTCPP) Annual Report is submitted for the information of the TTC Board.
The Toronto Transit Commission received the TTC Pension Plan Annual Report for information.
TTC6.12adopted
City Council on April 23 and 24, 2025, adopted Item MM29.6 as amended and, in so doing, has: 1. Requested the Toronto Transit Commission board to direct the Chief Executive Officer, Toronto Transit Commission, in consultation with the General Manager, Transportation Services, the Executive Director, Environment, Climate and Forestry, and the President, Toronto Parking Authority, to assess the need for more secure e-bike storage and battery charging and exchange facilities near Toronto Transit Commission transit stations. 2. Requested the Toronto Transit Commission board to direct the Chief Executive Officer, Toronto Transit Commission, to work with the General Manager, Transportation Services and the Fire Chief and General Manager, Toronto Fire Services, through the multi-partner table led by Transportation Services, to develop a communications campaign to inform Toronto Transit Commission riders of the Toronto Transit Commission's electronic micromobility policies.
Staff recommendation as filed
That the TTC Board: 1. Direct the Chief Executive Officer, Toronto Transit Commission, in consultation with the General Manager, Transportation Services, the Executive Director, Environment, Climate and Forestry, and the President, Toronto Parking Authority, to assess the need for more secure e-bike storage and battery charging and exchange facilities near Toronto Transit Commission transit stations. 2. Direct the Chief Executive Officer, Toronto Transit Commission, to work with the General Manager, Transportation Services and the Fire Chief and General Manager, Toronto Fire Services, through the multi-partner table led by Transportation Services, to develop a communications campaign to inform Toronto Transit Commission riders of the Toronto Transit Commission's electronic micromobility policies.
TTC6.13adopted
The TTC and Metrolinx have successfully advanced PRESTO related issues through the TTC-Metrolinx Joint Advisory Group (JAG) Committee. As we work together to open and operate Lines 5 and 6, advance transit expansion projects, continue with the One Fare program, further coordinate service, and modernize fare collection it is critical that there is continued collaboration and coordinated oversight between the two organizations.
The TTC Board requested that TTC staff work with Metrolinx staff to establish a formal advisory committee that includes representation of Board Members from both organizations, with the goal of enhancing coordination, fostering strategic alignment, and ensuring effective governance of shared transit priorities.
Staff recommendation as filed
That the TTC Board requests that TTC staff work with Metrolinx staff to establish a formal advisory committee that includes representation of Board Members from both organizations, with the goal of enhancing coordination, fostering strategic alignment, and ensuring effective governance of shared transit priorities.
TTC6.14adopted
Provincial LRT Program - Line 5 Eglinton Update
The TTC, Metrolinx and Crosslinx Transit Solution continue to work together to get Line 5 ready for revenue service. On June 16, 2025, train operations were transferred into the TTC's Transit Control Centre from a temporary control centre as testing, training and construction continue. There are, however, still more phases and milestones to be safely completed before final handover to the TTC occurs. Handover comes only after substantial completion is achieved, which requires that the Project's Independent Certifier has certified that CTS has demonstrated the successful delivery of Line 5 in accordance with the requirements set out in its Project Agreement.
The TTC Board: 1. Received this report for information. 2. Authorized that the information contained in Confidential Attachment 1 remain confidential, as it contains information 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 contained in Confidential Attachment 1 remain confidential, as it contains information supplied in confidence to the TTC by a Crown agency, Metrolinx.
TTC6.15adopted
The Authorization for Expenditures and Other Commitments policy defines the framework to make purchases and/or commitments on behalf of the TTC and covers the Board's delegation of authority to the CEO to authorize expenditures including contract awards and amendments. Currently, the CEO is authorized to approve: All contract awards up to $5 million and amendments up to $2.5 million with the exception of single source contracts; and Single source contracts including all amendments, up to a total of $500,000. Contracts exceeding these thresholds require Board approval. These limits have not changed in over 16 years. The proposed update maintains the $500K limit for single source contracts. For all other contracts, it expands the CEO's authority to approve awards and amendments provided that they are within the TTC's approved budget, subject to additional oversight and controls outlined within this report. This change supports: TTC's Corporate Plan, Action 5.1.1 Efficiencies in Business Processes: streamlining and optimizing existing business processes to enhance operational effectiveness. City of Toronto Council and TTC Board requests for increased efficiencies related to the contract award process. Table 1:Summary of Contracting Approval Delegation Changes Current CEO Delegated Authority for budgeted Goods & Services Proposed CEO Delegated Authority for budgeted Goods & Services Contract awards (other than single source) $5 million Up to Approved Budget Contract Amendments (other than single source) $2.5 million Up to Approved Budget Notes: The CEO's authority for single source awards and amendments (cumulative value) will remain at $500,000 (no change). The CEO may delegate, up to their approval limit, contract approval authority to staff as the CEO deems appropriate.
The TTC Board: 1. Approved amending the TTC Authorization for Expenditures and Other Commitments policy, by delegating additional authority to the CEO (which authority may be further delegated by the CEO to their designates) as set out below provided that the standard procurements are within the TTC's approved budget. Contract awards (other than single source) Up to Approved Budget Contract Amendments (other than single source) Up to Approved Budget 2. Directed staff to report semi-annually to the Board on procurements awarded through delegated authority.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve amending the TTC Authorization for Expenditures and Other Commitments policy, by delegating additional authority to the CEO (which authority may be further delegated by the CEO to their designates) as set out below provided that the standard procurements are within the TTC's approved budget. Contract awards (other than single source) Up to Approved Budget Contract Amendments (other than single source) Up to Approved Budget 2. Direct staff to report semi-annually to the Board on procurements awarded through delegated authority.