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.
TTC9.1adopted
Foundations of Inclusive Governance
The TTC Board, in confidential session, will receive education and training on the Foundations of Inclusive Governance. This session will provide: Context for Governance of TTC Introduction to inclusive governance principles and practices. Alignment of governance practices with the TTC's Corporate Plan. The role of the board in achieving TTC's strategic goals through inclusive governance.
The TTC Board authorized the public release of the Foundations of Inclusive Governance Session One training materials.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Authorize the public release of the Foundations of Inclusive Governance Session One training materials.
TTC9.2received
Chief Executive Officer’s Report - October 2025
The CEO's Report was created in 2012, replacing the Chief General Manager's Report. Over time, it has evolved into a focused monthly overview to support performance tracking and is submitted to the TTC Board for information. Copies of the report are also forwarded to Members of Toronto City Council, the City Manager and the City Chief Financial Officer, and made available on https://www.ttc.ca/transparency-and-accountability/CEOs-Report
The Toronto Transit Commission received the Chief Executive Officer's Report - October 2025 for information.
TTC9.3received
The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meetings of August 28, 2025 to the October 2025 Board Meeting for information. At the August meeting, ACAT members received information about plans for a collaborative transit accessibility challenge with Centennial College that would engage students to develop accessibility-focused ideas for future bus designs and reviewed the proposed challenge statements. Members also discussed the need to ensure a clear system is in place for Line 5 stations that have multiple Wheel-Trans stops at a station as some stations have a stop on the bus platform and another stop near an accessible entrance. This topic was assigned to the Wheel-Trans Operations Subcommittee (WTOS) for further discussion. The August Communications Subcommittee, Design Review Subcommittee, and Service Planning Subcommittee meetings were cancelled. The following is a summary of the main topics discussed at the August WTOS meeting: Addressing accessibility and pick up challenges at key locations, including Rogers Centre and Scotiabank Arena. TTC staff continue to create additional landmarks and coordinate with venue management to ensure pick up and drop off locations are clear and convenient for customers. Wheel-Trans No Show and Late Cancellation Policy. TTC staff reviewed the policy, explained the requirement for customers to cancel bookings a minimum of four hours before a scheduled trip is to ensure efficient trip reassignment, and confirmed exceptions and point reversals are treated on a case by case basis.
The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of August 28, 2025 for information.
TTC9.4amended
Asset Management - International Association of Public Transport (UITP) Peer Review
The TTC is an asset-intensive organization committed to advancing its asset management through a comprehensive, multi-year improvement program. A key element of this program is engaging industry subject matter experts and peer organizations to ensure alignment with best practices. In keeping with this approach, the Audit & Risk Management Committee endorsed a International Association of Public Transport (UITP) led peer review of TTC's Subway and Streetcar assets and maintenance programs at its meeting on September 11, 2024. UITP has completed the review and has provided TTC with its findings. Attached to this report are the peer review key findings.
The TTC Board authorized the release Attachment 2, with redactions applied for commercially sensitive information, simultaneously with the TTC Management's Response for public review after consideration of the TTC Management Response by the TTC Board at the November 3, 2025 TTC Board Meeting.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive Attachment 2 - Confidential Information and authorize the public release of the report, except chapter 8 which shall remain confidential as it discusses sensitive details of the TTC's signalling and control system.
TTC9.5adopted
The TTC's Wayfinding Strategy redefines how customers navigate Toronto's transit system by transforming wayfinding from a static signage approach into a dynamic, multi-sensory, and integrated experience. Rooted in customer-centric design, the strategy aims to eliminate barriers to navigation - ensuring that every rider, regardless of familiarity or ability, can travel with confidence and ease. The broadened scope was endorsed by the TTC Board through the Interim Wayfinding Strategy Report in January 2025. The Wayfinding Strategy can be found in Attachment 1. Key pillars include: 1. Customer Experience : Deliver seamless, intuitive navigation from trip planning through to final destination, ensuring clarity and confidence at every step. 2. Universal Iconography : Apply a consistent, fully integrated system of universal-language icons across the TTC, leveraging established Wayfinding design standards. 3. System Integration : Harmonize wayfinding across all TTC modes and align with regional partners such as Metrolinx to ensure a unified transit experience. 4. Enhanced Station Visibility : Improve station lighting and illumination of suspended signs to support visibility and safety. 5. Digital Transformation : Expand and enhance digital tools, real-time information systems, and user-friendly interfaces to support modern navigation needs. 6. Inclusive Accessibility : Engage in ongoing consultation with diverse user groups to embed accessibility into the development of wayfinding standards. 7. Cross-Agency Coordination : Align wayfinding initiatives across TTC departments, the City of Toronto, and regional partners to ensure cohesive implementation. 8. Strategic Implementation Priorities : Focus upgrades at high-impact stations, while laying the groundwork for future digital capabilities. Delivering the Wayfinding Strategy in full will require an additional $173-$210 million to be incorporated in the TTC Capital Improvement Plan. Year One Implementation plan is preplanned including initiatives in all pillars and submitted for consideration in the TTC's 2026 budget process.
The TTC Board 1. Approved the TTC Wayfinding Strategy, including: a. Whole system approach extending wayfinding standards beyond signs and maps to all customer navigation points throughout the customer journey. b. Continued use and expanded development of TTC Signage and Wayfinding Standards. c. Integrated standards with Metrolinx in interchange stations. d. Increase of traditional wayfinding and immediate commencement of digital tools. 2. Supported Year One Implementation Plan including integration of the Wayfinding Strategy into TTC's capital and operational budget frameworks for future years. 3. Directed staff to Develop a 10-year roadmap, including, a. Formal estimates for inclusion in Capital Investment Plan. b. Expanded role for partnerships. c. Explore the opportunity to build a Centre of Excellence/consulting services for other transit systems following the significant deployment of the strategy modelling integrated wayfinding in a growing multicultural environment. 4. Received the estimate for French wayfinding in Attachment 4 for information. 5. Authorized that the information in Confidential Attachment 1 remain confidential until the completion of negotiations.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the TTC Wayfinding Strategy, including: a. Whole system approach extending wayfinding standards beyond signs and maps to all customer navigation points throughout the customer journey. b. Continued use and expanded development of TTC Signage and Wayfinding Standards. c. Integrated standards with Metrolinx in interchange stations. d. Increase of traditional wayfinding and immediate commencement of digital tools. 2. Support Year One Implementation Plan including integration of the Wayfinding Strategy into TTC's capital and operational budget frameworks for future years. 3. Direct staff to Develop a 10-year roadmap, including, a. Formal estimates for inclusion in Capital Investment Plan. b. Expanded role for partnerships. c. Explore the opportunity to build a Centre of Excellence/consulting services for other transit systems following the significant deployment of the strategy modelling integrated wayfinding in a growing multicultural environment. 4. Receive the estimate for French wayfinding in Attachment 4 for information. 5. Authorize that the information in Confidential Attachment 1 remain confidential until the completion of negotiations.
TTC9.6amended
The purpose of this report is to provide the TTC Board with a status update on the TTC-Metrolinx Master E-Fare Collection Outsourcing Agreement. The 2012 TTC-Metrolinx Master E-Fare Collection Outsourcing Agreement (the "Agreement") has an initial term of 15 years, which expires on November 28, 2027, subject to various terms and conditions relating to renewal options as set out in the Agreement. As the Agreement comes closer to term, the TTC will have the opportunity to realize its vision for its future automated fare collection system - one that emphasizes innovation and technology, delivers cost-effective solutions, fosters collaborative partnerships, enhances the customer experience, and strengthens the TTC's ability to manage and mitigate operational risks.
The TTC Board: 1. Adopted the recommendations in Confidential Attachment 1; and 2. Adopted the action taken in-camera and authorized the information in Confidential Attachment 1 to remain confidential until such time as the final negotiations have been completed and all necessary agreements have been executed.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Adopt the recommendations in Confidential Attachment 1; and 2. Authorize the information in Confidential Attachment 1 to remain confidential until such time as the final negotiations have been completed and all necessary agreements have been executed.
TTC9.7adopted
Audit, Risk and Compliance - 2025 Audit Plan Status Update - IT Disaster Recovery
The Audit, Risk and Compliance Department (ARC) 2025 Audit Plan was presented and approved by the Audit and Risk Management Committee (ARMC) on March 24, 2025. The list of audit assurance projects identified for completion in 2025 is performed alongside various ongoing Action Plan Follow-up initiatives. At its meeting on September 22, 2025, the Audit & Risk Management Committee forwarded the IT Disaster Recovery audit report to the TTC Board for consideration.
The TTC Board: 1. Received the Confidential Attachment and authorized that the information contained in the Confidential Attachment remain confidential as it relates to the security of the property of the municipality or local board.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Receive the Confidential Attachment and authorize that the information contained in the Confidential Attachment remain confidential as it relates to the security of the property of the municipality or local board.
TTC9.8adopted
Publicly Honouring the Service and Contributions of Veterans
At its July 17, 2025 meeting, the Board requested that TTC staff identify opportunities to remember and honour Canada's veterans and highlight TTC staff who are veterans, including in TTC vehicles and stations. Current veteran recognition initiatives at the TTC include welcoming Royal Canadian Legion members to distribute poppies in TTC stations in advance of Remembrance Day; pausing service for two minutes of silence at 11 a.m. on Remembrance Day; providing free rides for veterans and their companions on Warriors' Day and Remembrance Day; and utilizing the TTC Honour Guard in various civic events throughout the year, including those that recognize veterans. A new initiative will launch in October 2025 and run through Remembrance Day week that will see digital content recognizing veterans in our system. In 2026, the TTC could pursue the development of veteran recognition programming, explore new partnerships with veterans and heritage organizations, and explore additional opportunities to honour TTC and Toronto veterans and peacekeepers through digital storytelling, educational outreach, and public art.
The TTC Board: 1. Approved the development of veteran recognition programming in 2026, including exploring opportunities to honour TTC veterans through station displays, digital storytelling, educational outreach, and public art. 2. Directed staff to explore partnerships with veterans and heritage organizations in 2026.
Staff recommendation as filed
It is recommended that the TTC Board: 1. Approve the development of veteran recognition programming in 2026, including exploring opportunities to honour TTC veterans through station displays, digital storytelling, educational outreach, and public art. 2. Direct staff to explore partnerships with veterans and heritage organizations in 2026.
TTC9.9adopted
On May 16, 2024, the Board adopted a motion requesting the City of Toronto's Integrity Commissioner to investigate all TTC Board Members, and Political Staff (as applicable), relating to any unauthorized disclosure of information relating to an in-camera item at the October 27, 2023, TTC Board Meeting. The Board further agreed to reimburse both TTC Board Members and Political Staff that were subject of the Integrity Commissioner's investigation, up to $5000 each for any legal costs or expenses incurred arising from the investigation, which costs or expenses must be evidenced by appropriate invoices submitted to TTC General Counsel. The City of Toronto's Integrity Commissioner provided the final report to the Board on July 17, 2025, (item 7.7) and determined that there was inadequate evidence to establish that a Board Member or their staff released confidential information to the media. However, the Integrity Commissioner did find that Chair Myers had a technical breach of the Code of Conduct for Members of Local Boards (Restricted Definition) ("Code of Conduct") for sharing information with the Mayor's office. The Integrity Commissioner recommended that the TTC Boad not issue any penalty to Chair Myers, which the TTC Board accepted because he found the violation "technical in nature" and because "the Chair was under the mistaken belief that he such [sic] authority to disclose the information to these persons" who worked in an external political office. Agenda Item History - 2025.TTC7.7 During the investigation, the Integrity Commissioner's office advised Chair Myers of the possible technical breach of the Code of Conduct at which time Chair Myers sought independent legal advice. The TTC Board previously authorized payment or reimbursement of legal costs of up to $5000, however in this case, the total legal expense incurred by Chair Myers was $6,716.00, plus HST (total of $7,589.08). This motion seeks Board approval to authorize the payment (or reimbursement) of the additional legal costs of $2,589.08 for a total cost $7,589.09.
The TTC Board authorized the additional payment of $2,589.08 to Aird & Berlis LLP for legal expenses incurred by Chair Jamaal Myers relating to a City of Toronto Integrity Commissioner investigation, as requested by the Board on May 16, 2024.
Staff recommendation as filed
That the TTC Board authorize the additional payment of $2,589.08 to Aird & Berlis LLP for legal expenses incurred by Chair Jamaal Myers relating to a City of Toronto Integrity Commissioner investigation, as requested by the Board on May 16, 2024.
TTC9.10adopted
Naming of the Leslie Barns Carhouse - by Chair Jamaal Myers, seconded by Commissioner Josh Matlow
Former Mayor David Miller is a dedicated advocate for the TTC and public transit. He served on the TTC Board from 1997-2003. As a City Councillor, he played an important role in the transition of services post-amalgamation and passed a motion asking the federal government to transfer the federal gax tax to the TTC to help pay for service. Following his election as Mayor of Toronto, he was able to work with both federal and provincial governments to secure $1 billion over five years for the TTC. During his tenure as Mayor, he pushed for the St. Clair Streetcar right-of-way, the creation of rapid transit bus lanes, promoted the TTC Ridership Growth strategy, and procured new subway trains and streetcars. Mayor Miller was also a key proponent of the ambitious Transit City plan, which included revitalizing the Scarborough RT; building a number of LRT lines such as the Eglinton Crosstown, Finch West LRT, Waterfront West, Scarborough Malvern LRT (now called Eglinton East LRT), Sheppard East LRT, Jane LRT, Don Mills LRT; and the construction of six BRT's. In 2009, former Mayor Miller helped procure the land for Leslie Barns to build a new maintenance and storage facility to store and service the new streetcars that had been procured. Leslie Barns consists of four buildings, including the Carhouse, the Traction Power Substation, the Yard Control Huts, and the Irrigation Hut. The Carhouse is currently unnamed and this motion would name it the David Miller Carhouse to commemorate Mayor Miller's contributions to the TTC.
The TTC Board adopted the following: That the Carhouse at Leslie Barns be named after former Mayor David Miller to commemorate his contributions to delivering better transit for all Torontonians.
Staff recommendation as filed
That the Carhouse at Leslie Barns be named after former Mayor David Miller to commemorate his contributions to delivering better transit for all Torontonians.