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Chief Executive Officers Report – January 2016 Update

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Chief Executive Officers Report – January 2016 Update STAFF REPORT Insert TTC logo here INFORMATION ONLY Chief Executive Officer’s Report – January 2016 Update Date: January 21, 2016 To: TTC Board From: Chief Executive Officer Summary The Chief Executive Officer’s Report is submitted each month to the TTC Board, for information. Copies of the report are also forwarded to each City of Toronto Councillor, the City Deputy Manager, and the City Chief Financial Officer, for information. The report is also available on the TTC’s website. Financial Summary There are no financial impacts associated with this report. Accessibility/Equity Matters There are no accessibility or equity issues associated with this report. Decision History The Chief Executive Officer’s Report, which was created in 2012 to better reflect the Chief Executive Officer’s goal to completely modernize the TTC from top to bottom, has been transformed to be more closely aligned with the TTC’s seven strategic objectives – safety, customer, people, assets, growth, financial sustainability, and reputation. Issue Background For each strategic objective, updates of current and emerging issues and performance are now provided, along with a refreshed performance dashboard that reports on the customer experience. This information is intended to keep the reader completely up-to-date on the various initiatives underway at the TTC that, taken together, will help the TTC achieve its vision of a transit system that makes Toronto proud. Contact Vince Cosentino, Director – Statistics, [email protected], Tel. 416-393-3961 Attachment Chief Executive Officer’s Report – January 2016 Update Chief Executive Officer’s Report Toronto Transit Commission January 2016 Update Introduction Table of Contents The Chief Executive Officer’s Report, which was created in 2012 to better 1. TTC Performance Scorecard 02 reflect our work to completely modernize the TTC from top to bottom, has been transformed to be more closely aligned with the TTC’s seven strategic 2. CEO Commentary 07 objectives – safety, customer, people, assets, growth, financial sustainability, and reputation. For each of these objectives, updates of current and 3. Performance Update emerging issues and performance are now provided, along with a refreshed 3.1 Safety & Security 13 performance dashboard that reports on the customer experience. This information is intended to keep you completely up-to-date on the various 3.2 Customer 17 initiatives underway at the TTC. It is a work in progress that will continue to evolve over the coming months and will help us achieve our vision of a 3.3 People 29 transit system that makes Toronto proud. 3.4 Assets 31 One of our seven strategic objectives, Reputation, involves creating an 3.5 Financials 37 organization that is transparent and accountable, well-regarded by stakeholders and peers, and in which employees are proud to play a part. 4. Critical Projects 51 Through my monthly commentary, I will keep you up-to-date on the key activities that I and my management team are involved in as we work to transform the TTC. Andy Byford Chief Executive Officer Toronto Transit Commission Our Vision: A transit system that makes Toronto proud. Toronto Transit Commission January 2016 CEO Report 1 “The Leslie Barns represents a major investment in Toronto’s transit network and is a key element in our ongoing modernization of your TTC.” 1. TTC Performance Scorecard On Target Target at risk at current trend Off Target Toronto Transit Commission January 2016 CEO Report 2 TTC Performance Scorecard Latest Current Trend Key Performance Indicator Description Current Target Measure Status (12 periods) Safety and Security Lost Time Injuries Injuries / 100 Employees Nov 2015 4.26 TBD Customer Injuries Injuries / 1M Boardings Nov 2015 0.92 NA Offences against Customers Assault, theft, other Nov 2015 31 NA Offences against Staff Assault, threat, other Nov 2015 40 NA Customer: Journeys TTC Customer Trips Nov 2015 44.175M 45.797M PRESTO Customer Trips Nov 2015 1.311M NA Wheel-Trans Customer Trips Nov 2015 0.304M NA Customer: Satisfaction Customer Satisfaction Survey Q3 81% TBD Customer: Environment Station Cleanliness Audit Score Q3 77.0% 75.0% Train Cleanliness Audit Score Data will be available Q2 2016 Streetcar Cleanliness Audit Score Data will be available Q2 2016 Bus Cleanliness Audit Score Data will be available Q2 2016 On Target Target at risk at current trend Off Target Toronto Transit Commission January 2016 CEO Report 3 Latest Current Trend Key Performance Indicator Description Current Target Measure Status (12 periods) Customer: Service Performance Subway Yonge-University Trains per Hour in AM Peak Dec 2015 23.0 TBD Delay Incidents Q3 2032 <10% 2014 Delay Minutes Q3 2661 <10% 2014 Bloor-Danforth Trains per Hour in AM Peak Dec 2015 23.5 TBD Delay Incidents Q3 2715 <10% 2014 Delay Minutes Q3 3357 <10% 2014 Scarborough Trains per Hour in AM Peak Dec 2015 13.4 TBD Delay Incidents Q3 237 <10% 2014 Delay Minutes Q3 474 <10% 2014 Sheppard Trains per Hour in AM Peak Dec 2015 10.7 TBD Delay Incidents Q3 176 <10% 2014 Delay Minutes Q3 883 <10% 2014 Streetcar On-Time Departure Nov 2015 35.1% TBD Short Turns Nov 2015 2256 TBD On Target Target at risk at current trend Off Target Toronto Transit Commission January 2016 CEO Report 4 Latest Current Trend Key Performance Indicator Description Current Target Measure Status (12 periods) Bus On-Time Departure Nov 2015 58.5% TBD Short Turns Nov 2015 4146 TBD Wheel-Trans % Within 10min of Schedule Nov 2015 84.8% 90% People Employee Attendance Employee Absence Rate Nov 2015 7.06% < 6.50% Operator Efficiency Crewing Efficiency Nov 2015 87.20% 87.15% Assets: Vehicle Reliability Subway T1 Mean Time Between Failures Data will be available Feb 2016 TR Mean Time Between Failures Data will be available Feb 2016 Bus Mean Kilometers Between Delays Nov 2015 9,532km 6,000km Streetcar Mean Time Between Delays CLRV Nov 2015 8,314km 4,500 km On Target Target at risk at current trend Off Target Toronto Transit Commission January 2016 CEO Report 5 Latest Current Trend Key Performance Indicator Description Current Target Measure Status (12 periods) ALRV Mean Time Between Delays Nov 2015 4,437km 3,500km New Streetcars Mean Time Between Delays Data will be available Q2 2016 Wheel-Trans Mean Kilometers Between Delays Nov 2015 13,682km 9,000km Assets: Equipment Reliability Elevators Percent Available Nov 2015 97.8% 97.0% Escalators Percent Available Nov 2015 96.8% 97.0% Financials (YTD = Jan 1 – Nov 28, 2015) TTC Revenue Actual vs. Budget YTD $1076.7M $1101.8M Section 3.5 TTC Operating Expenditure Actual vs. Budget YTD $1495.6M $1537.4M Section 3.5 Wheel-Trans Revenue Actual vs. Budget YTD $5.9M $5.7M Section 3.5 W-T Operating Expenditure Actual vs. Budget YTD $107.4M $106.5M Section 3.5 Capital Expenditure – Base Actual vs. Budget YTD $744.7M $943.9M Section 3.5 Capital Expenditure – TYSSE Actual vs. Budget YTD $377.1M $406.6M Section 3.5 Capital Expenditure – SSE Actual vs. Budget YTD $10.5M $44.4M Section 3.5 On Target Target at risk at current trend Off Target Toronto Transit Commission January 2016 CEO Report 6 2. CEOOn Target Commentary Target at risk at current trend Off Target Toronto Transit Commission January 2016 CEO Report 7 CEO Commentary and Current Issues General Overview As promised in my last report, the CEO Report has been revamped to provide more meaningful key performance indicators (KPIs), more detail about critical projects, and to respond to specific requests from Board members for additional information. Specifically: The Scorecard and subsequent graphs in the Performance Update section reflect new and improved measures that more accurately reflect the service that we delivered to our customers. As you review our refreshed scorecard you will notice that not all of the KPIs are complete or have an established target – these will be matured over the coming months as data becomes available. The projects section has been completely revamped to provide far greater detail on our many critical projects, including analysis of the level of business risk and cost/schedule updates. More detail is provided in the financial section to break down income and costs for the period and year to date. These improvements are made possible by continued migration to adoption of a Journey Time Metric to reflect the customer experience, and by the increasing sophistication of our enterprise risk and program/portfolio management initiatives. These are key elements of TTC modernization that are beginning to add real value. Safety & Security Safety and security indicators remain within control limits and continue to receive oversight via the monthly Safety Executive meeting. We deployed additional staff and managers to assist on New Year’s Eve and to provide reassurance to our customers on this high profile occasion. The evening passed off without incident reflecting successful execution of our event plan. Toronto Transit Commission January 2016 CEO Report 8 Customer: System Performance Subway performance remained strong, although Line 2 performance was adversely affected by the need to restrict train speed through Ossington Station during major infrastructure upgrade work. Short turns on bus and streetcar networks continue to show marked reductions as we continue our drive to get customers to their advertised destination. Pages 20 - 22 of this report describe in more detail the extensive effort being put into improving the customer experience. This section includes a commentary of how we delivered against our Customer Charter commitments. I would like to acknowledge the hard work of staff across the company in delivering so many tangible improvements. Financials On the financial side, customer journeys (ridership) to the end of November were 10 million (2%) below budget and passenger revenue was $29 million below budget.
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