Toronto Transit Commission CEO’s Report September 2018
TTC performance scorecard 2 CEO’s commentary and 6 current issues Critical paths 9 Performance Updates: Safety & Security 15 Customer 19 People 48 Assets 52
Toronto Transit Commission CEO’s Report September 2018 TTC performance scorecard
Current Ongoing Key Performance Indicator Description Latest Measure Current Target Page Status Trend
Safety and Security
Lost Time Injuries Injuries per 100 Employees July 2018 5.05 4.49* 15
Customer Injury Incidents Injury Incidents per 1M Boardings July 2018 0.93 1.02* 17
Offences against Customers Offences per 1M Boardings July 2018 0.67 1.00 17
Offences against Staff Offences per 100 Employees July 2018 3.76 3.88* 18
Customer: Ridership TTC Ridership July 2018 39.1M 40.7M 19
TTC Ridership 2018 y-t-d to July 310.7M 320.7M NA 19
PRESTO Ridership July 2018 11.0M 13.7M 20
PRESTO Ridership 2018 y-t-d to July 76.9M 85.4M NA 20
Wheel-Trans Ridership July 2018 328K 368K 21
Wheel-Trans Ridership 2018 y-t-d to July 2,456K 2,803K NA 21
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
2 Toronto Transit Commission | CEO’s Report | September 2018 Current Ongoing Key Performance Indicator Description Latest Measure Current Target Page Status Trend
Customer: Satisfaction Customer Satisfaction score Q2 2018 77% 82% 22
Customer: Environment
Station Cleanliness Audit Score Q2 2018 77.5% 75% 23
Streetcar Cleanliness Audit Score Q2 2018 92.8% 90% 24
Bus Cleanliness Audit Score Q2 2018 92.0% 90% 25
Subway Cleanliness Audit Score Q2 2018 93.3% 90% 26
Customer: Service Performance
Subway
Line 1 Yonge-University Delay Incidents July 2018 974 448 27
Delay Minutes July 2018 2,373 913 28
Capacity Delivered in Peak July 2018 90.4% 96% 29
Line 2 Bloor-Danforth Delay Incidents July 2018 710 399 30
Delay Minutes July 2018 1,517 835 31
Capacity Delivered in Peak July 2018 95.1% 96% 32
Line 3 Scarborough Delay Incidents July 2018 81 39 33
Delay Minutes July 2018 301 232 34
Capacity Delivered in Peak July 2018 94.1% 98% 35
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
Toronto Transit Commission | CEO’s Report | September 2018 3 Current Ongoing Key Performance Indicator Description June 2018 Current Target Page Status Trend
Line 4 Sheppard Delay Incidents July 2018 47 32 36
Delay Minutes July 2018 92 78 37
Capacity Delivered in Peak July 2018 100% 98% 38
Streetcar On-Time Departure July 2018 57.7% 90% 39
Short Turns July 2018 1,695 1,272 40
Bus On-Time Departure July 2018 75.5% 90% 41
Short Turns July 2018 1,499 2,091 42
Wheel-Trans % Within 10 Minutes of Schedule July 2018 92.4% 90% 43
Customer: Amount of Service
Streetcar Weekly Service Hours June 2018 17.6K 18.0K 44
Bus Weekly Service Hours May 2018 147.2K 150.6K 45
Subway Weekly Service Hours June 2018 10.4K 10.8K 46
Operator Efficiency Crewing Efficiency July 2018 86.85% 87.15% 47
People
Employee Absence Absenteeism Rate July 2018 7.72% 7.44%* 48
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
4 Toronto Transit Commission | CEO’s Report | September 2018 Current Ongoing Key Performance Indicator Description Latest Measure Current Target Page Status Trend
Assets: Vehicle Reliability
Subway
307,371 300,000 T1 Mean Distance Between Failures August 2018 52 km km
376,914 600,000 TR Mean Distance Between Failures August 2018 53 km km
Streetcar
CLRV Mean Distance Between Failures July 2018 3,497 km 6,000 km 54
ALRV Mean Distance Between Failures July 2018 3,289 km 6,000 km 55
14,278 35,000 LFLRV Mean Distance Between Failures July 2018 56 km km
20,000 12,000 Bus Mean Distance Between Failures July 2018 58 km km
12,511 12,000 Wheel-Trans Mean Distance Between Failures July 2018 60 km km
Assets: Equipment Availability
Elevators Percent Available July 2018 98% 98% 61
Escalators Percent Available July 2018 97% 97% 62
Fare Gates Percent Available July 2018 97.5% 99.5% 63
Fare Card Reader Percent Available July 2018 98% 99.9% 64
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
Toronto Transit Commission | CEO’s Report | September 2018 5 CEO’s commentary and current issues
This is my first CEO Report since the same storm. Two have rain, snow, high winds, extreme officially becoming the CEO of the severe damage to the interiors cold and heat. Parameters have TTC. It is an honour and a privilege requiring them to be sent back to been adjusted in Streetcar to serve as the head of the third Bombardier’s facility in New York Transportation with relation to largest transit system in North State for major cleaning and repairs low-floor vehicles, including America, and it is a responsibility I as well as parts replacements. This early avoidance of areas that are take seriously. will take them out of service for up prone to pooling when heavy to a year while they are shipped, or flash rains are predicted. We faced some challenging repaired and shipped back. Seven As well, specific pumps have weather conditions in August, others suffered water damage. Five been replaced to guarantee with two significant rain and were quickly repaired and put back performance, and existing pump thunderstorms taking place. in service; two more suffered more inspections frequency has On August 7, a sudden intense significant damage and are being improved. Additional equipment downpour caused flooding in the repaired by Bombardier staff at has been allocated throughout the area of Sheppard West Station Leslie Barns. system to ensure that if issues do that damaged Automatic Train arise, response time is improved. Control equipment, both in the Ten days later, another heavy mainline cable and electrical board rainfall caused flooding to Midland Preparations for winter are getting components. As a result, service Station and a suspension of service underway and will continue was suspended between Finch on Line 3, but constant monitoring throughout September and West and Wilson stations for a full and rerouting vehicles as October. Work includes testing day. We are grateful to our partners necessary ensured that there was the heating systems on the train at Toronto Fire Services who no damage to surface vehicles. fleet, maintaining and testing worked with us to pump out the blowers, heaters at track level, flooded area. All operational departments and removing combustibles away have reviewed and updated their from heat sources. We are also Nine low-floor streetcars were weather response procedures, checking all heating systems and impacted by flooding from including for heavy or freezing heat tracing on sprinklers and
6 Toronto Transit Commission | CEO’s Report | September 2018 water pipes, as well as performing routes as well as the replacement increasing service on bus routes at seasonal maintenance on green of streetcars with shuttle buses on the busiest times of day, will result roofs. the 504. in reduced crowding, shorter wait times and more reliable service. A renewed safety focus is making I want to thank Streetcar Way, as a difference in our Subway well as the Closures and Diversions Infrastructure department, team, and Bus and Streetcar particularly with the Track, Operations for managing the Structures, Signals and Power extraordinary routing changes teams, who have some of the and continuing to deliver reliable toughest jobs in the system, service to our customers. I also and work in some of the most want to acknowledge and thank the challenging conditions. We are local businesses and residents for redoubling our commitment their patience during this project. to focusing on our people, our processes and our equipment to As referenced in Critical Path ensure that our workers are safe in 4: Make Taking Public Transit everything they do. Internal safety Seamless, we were extremely audit scores have never been pleased to introduce new and higher. improved service starting on September 3, with the first of two Last month, the TTC and City of phases of major improvements Toronto crews completed a major that will reduce crowding on Line two-intersection track replacement 1, increase service on more than Express buses, including existing project on Broadview Ave. at 30 bus routes and speed up trip routes, were renamed to the 900 Gerrard St. and Dundas St. E. a times across the city through a new series and launched with an ad full four weeks ahead of schedule. Express Network of buses. campaign in the system and on This was possible thanks to a news websites and social media. 24/7 construction schedule and Additional trains on Line 1 in the favourable weather conditions. busiest times and more staff to In the weeks since the new service This large and complicated assist with customer flow, as well began, I’m proud to report that we project required the co-ordinated as an expansion and rebranding have consistently achieved 100% diversion of the 504, 505 and 506 of the Express Network and of planned and advertised service,
Toronto Transit Commission | CEO’s Report | September 2018 7 despite absenteeism challenges where members from the advocacy throughout May determined the 90 outlined in Critical Path 2: People. groups in Durham, Peel and York licensees and the top 10 finalists, In addition, last April, ATU Local Region Transit met to discuss who competed at a live event held 113 served the TTC notice that they cross-boundary travel and other at Vaughan Metropolitan Centre would no longer permit overtime interactions with their respective Station on August 23. Cellist beyond 48 hours per week. This transit agency. Feedback from Leo Zhang, a long-time subway resulted in the cancellation of members of the other advocacy musician, won and, through a several subway closures that were committees was extremely positive partnership with Universal Music needed for construction of the about the meeting and the working Canada (UMC), has been offered Eglinton Crosstown, as well as for relationship that ACAT has with the the opportunity to enter into an installation of our Automatic Train TTC. The group will meet again agreement with UMC for the Control (ATC) signal system and next spring. professional recording and release state of good repair work. Through of a mutually agreed to song. Once aggressive hiring and training of As part of our commitment to released, his song will be featured new operators, we have been able diversity, the TTC partnered with in a ‘Tracks on Tracks’ playlist. to resume closures and, moreover, Metrolinx and YRT to co-host the ensure we have enough operators first Transit Special Constable to provide the service we advertise. Women’s Symposium on August Further, on August 28, the TTC 25 to encourage more women to and ATU Local 113 agreed to allow join the field. Of the 62 Special overtime up to 52 hours per week Constables currently working at over the next several months. While the TTC, only nine – or 15% – are it is not anticipated that the TTC women. will require use of these hours on a regular basis due to staffing and Last spring, the TTC’s subway Richard J. Leary training already undertaken, this musicians program, Underground Chief Executive Officer will allow some additional flexibility Sounds, took its auditions Toronto Transit Commission should it be required. online for the first time. A total of 90 performers, including On August 3, TTC’s Advisory the 10 finalists, received three- Committee on Accessible Transit year licenses to perform in 31 (ACAT) hosted the first ever joint designated TTC station locations GTA advocacy committee meeting, beginning this fall. Online voting
8 Toronto Transit Commission | CEO’s Report | September 2018 Critical Paths
Critical Path 1: We continue to review alternate Critical Path 2: People Financial Sustainability revenue and cost recovery options to help offset our reliance on fare Frontline employee absenteeism Work is underway on the TTC’s revenue and City of Toronto and continues to be a focal point for all 2019 Operating and Capital other government funding sources. TTC stakeholders as unplanned Budgets. Numerous cost pressures Leveraging the experience of absences year-over-year continue are being studied to ensure other major transit agencies, to increase. What we know is that we operate safely, comply with there is good potential to increase unplanned employee absenteeism legislation (e.g. subway station advertising revenue by shifting creates more complex and reactive access and paid emergency away from static posters toward service planning issues, has leave), maintain service standards, dynamic digital displays. These adverse impacts on those who are and annualize 2018 service displays have the additional benefit at work, negatively impacts our enhancements such as the of being able to communicate operations and ultimately leads to two-hour PRESTO transfer, urgent information to customers service impacts that are felt by the express buses and other bus in real-time. We are also reviewing people of Toronto. route enhancements. Average fuel the opportunity to recover bus efficiency has steadily improved augmentation costs arising from In 2018, Ontario introduced new over the past 10 years, but average development activity. Toronto has legislation that has substantially fuel cost per litre is expected to enjoyed an extended property increased the number of be at least 20% higher in 2019 boom, but this can impose extra unplanned absences at the compared to 2018, by itself a costs on the TTC when a lane of TTC and further challenged our $20-million cost pressure. traffic is blocked for an extended ability to provide service. With period and augmented bus service the introduction of Bill 148, as of is required to maintain service January 1, 2018, all employees at standards. the TTC were provided with pay
Toronto Transit Commission | CEO’s Report | September 2018 9 for two of the 10 days of Personal and the Executive Team remains Telephone System – a new Emergency Leave (PEL), which committed to finding solutions. We call-centre telephone system was can be used for reasons including know that improved attendance at installed in late summer 2018. This personal illness, or illness, death work will enable our employees to system introduced new quality or other emergency related to an succeed and the TTC to progress. assurance tools that improve call employee’s family member. Prior Better attendance can improve monitoring for training purposes to January 1, 2018 all PEL days morale in the workplace, encourage and improves the overall quality of were unpaid, however the TTC teamwork and collaboration our contact centre interactions with has always faced difficulties in our and can ultimately change the our customers. ability to manage these leaves on organizational culture, productivity top of high rates of sick days and and service. Access Hubs – Access Hubs other forms of unplanned absences are large, clean, dry, well-lit, fully and leaves. With the introduction Critical Path 3: accessible and heated shelters of pay to PEL, the TTC has seen that support the safe transfer of usage more than double month- Growth and Assets Wheel-Trans customers to and from over-month from last year. TTC conventional services. Key Wheel-Trans Procurements locations were selected across the For context, in all of 2017 there were Wheel-Trans will receive a total of city for the installation of Access a total of 22,015 PEL days taken, 43 of the 69 ProMaster vehicles by Hubs based on: connections to in comparison to 24,484 PEL days September 30, 2018. Discussions multiple frequent service routes, (15,289 paid and 9,195 unpaid) continue with Metrolinx regarding proximity to where customers live, already used by the end of July extension of the current contract and the landmarks they travel to 2018. Further to this, since the into 2019. These vehicles were within the city. In late 2017, Wheel- introduction of paid days, there has identified for their fuel efficiency Trans installed the first Access been a spike in the percentage of and a decrease in operating costs Hub at the Meadowvale Loop. The employees using PEL days, creating compared to the older vehicles second Access Hub located at more complex challenges in our operated by Wheel-Trans. Humber College North Campus day-to-day operations. is scheduled to be completed by The Wheel-Trans 10-Year Strategy, December 2018, with the remaining The TTC will be increasing efforts which is a series of initiatives 10 to be completed in 2019. aimed at effectively managing to support the transformation unplanned absenteeism. Resources of mobility services, has also On August 21, 2018, TTC staff are being dedicated internally with a embarked on other capital joined Julie Dabrusin, MP for focus on absenteeism management improvements including: Toronto-Danforth, Mayor John
10 Toronto Transit Commission | CEO’s Report | September 2018 Tory, TTC Chair Josh Colle and Bus – New and Improved Raymond Dell’Aera, Chair of the Service 937 Islington Express September TTC’s Advisory Committee on The TTC is expanding its network of Accessible Transit, for the Public Express bus services and making it 929 Dufferin Express October Transportation Infrastructure Fund’s easier for customers to travel across announcement on Wheel-Trans the city as quickly and efficiently as 952 Lawrence West October receiving $41.1 million to fund possible. Existing Express routes Express these initiatives and various other have also been renumbered to the technological initiatives as part of 900 series and identified with green 989 Weston Express October the 10-Year Strategy. route numbers on poles and green lines on system maps. Critical Path 4: Extensive improvements are The new routes are: Make Taking Public Transit planned for our regular bus network: Seamless New route Effective • 80 Queensway (September): The TTC will implement a number 902 Markham Rd Service will be added on Monday September of service improvements this fall Express to Saturday in the late evening, that will reduce crowding, improve and Sunday all day, which will 913 Progress September connect to Keele Station (instead wait times and reliability, and Express enhance the overall customer of Humber Loop) to improve experience. We are making improvements to our current Express service on Sheppard West and Finch.
Route Effective Service added Effective
984 Sheppard West Express 84E Sheppard West Peak service to Weston Road September
985 Sheppard East Express 190 Scarborough Centre Rocket Peak service to Meadowvale Road September
939 Finch Express 199 Finch Rocket Express service in the daytime on October weekends between Finch and Finch West stations
Toronto Transit Commission | CEO’s Report | September 2018 11 customer connections to the pilot project, providing continuous for customers travelling along subway. service along Kingston Road, from this corridor. • 12 Kingston Rd (October): Victoria Park Station to University • 123 Sherway (formerly 123 A new branch will operate during of Toronto Scarborough Campus. Shorncliffe) (September): the weekday peak periods as a This will result in fewer transfers This is new weekday peak service, operating via The The following bus routes will see improvements to reduce overcrowding West Mall between Dundas at various times of the day: and Queensway. It will provide September October November new service to employees and visitors to a previously unserved 23 Dawes 11 Bayview 7 Bathurst employment area. 26 Dupont 24 Victoria Park 29 Dufferin 25 Don Mills Streetcar – Improved Service on 36 Finch West 54 Lawrence East King 43 Kennedy 63 Ossington We will be implementing a route 54 Lawrence East 95 York Mills change on the 504 King in October 63 Ossington 102 Markham Rd to provide more reliable service, 72 Pape 109 Ranee match capacity to demand and 79 Scarlett Rd 112 West Mall further reduce short turns. The 88 South Leaside 129 McCowan North current 504 King and 514 Cherry 89 Weston 131 Nugget routes will be replaced by two new 100 Flemingdon Park 925 Don Mills Express branches on the 504 King service: 113 Danforth (formerly 185 Don Mills 504A from Dundas West Station to the Distillery Loop and 504B from 134 Progress Rocket) Broadview Station to Dufferin Loop. 165 Weston Rd North 939 Finch Express
935 Jane Express Subway – Improved Service on (formerly 195 Jane Rocket) Line 1 905 Eglinton East (formerly 198 U of T For Line 1, starting in September and October, we will be adding one Scarborough Rocket) additional “run-as-directed” train 939 Finch Express (formerly 199 Finch Rocket) to reduce gaps in service during the morning peak period. There
12 Toronto Transit Commission | CEO’s Report | September 2018 will now be three “run-as-directed” Runnymede and Wilson station customers can take advantage of trains in the morning. We will also locations, coupled with four more the TTC’s new two-hour transfer to be increasing northbound service stations planned to be publicly hop on and off the system. As long north of Sheppard West Station tendered before the end of the as they are within two hours of their weekday mornings between 9 year. first tap, they won’t be charged a.m. and 11 a.m. and weekday another fare. With the introduction evenings between 7 p.m. and 1 PRESTO of the new two-hour transfer we a.m. and north of Lawrence Station Tap Every Time! want PRESTO card customers weekday mornings between 9 a.m. and TTC employees to tap their and 11 a.m. Overall, customers PRESTO card or TTC identification will experience more reliable card every time they enter a station service as train movements around and whenever they board a bus or Wilson Yard will improve due to streetcar, whether it’s in a station or the completion of an infrastructure on the street. project. Benefits of tapping every time: Easier Access Phase III We were pleased PRESTO met its • For PRESTO card customers: (Accessibility) commitment and delivered the Tapping every time means that The Easier Access program is two-hour transfer by August 26, their fare is being deducted, their proceeding with six stations in the 2018. Now all PRESTO card monthly pass is being verified construction phase.
Of these, we anticipate the St Patrick Station having its first elevator ready for service this month (September) and the second in service, before the end of this year (by a developer), to achieve full accessibility for our customers.
Two further construction contracts are planned for award this fall for
Toronto Transit Commission | CEO’s Report | September 2018 13 and their two-hour transfer film lovers annually through film Cornerstone: Safety is being validated (e-purse screenings, industry programming customers). Having PRESTO and free Festival Street events. Last July, the TTC awarded a card customers tap every time To ensure Festival Street 2018 contract for the purchase and on entry also provides the TTC was enjoyed with minimal implementation of a comprehensive with vital operations and service inconvenience, the TTC provided commercial Safety, Health and planning data and reduces fare Customer Service Representatives Environment Management System evasion across the system. for the duration of the event to software solution to Cority Software assist customers with trip planning Inc. This software solution will • For TTC employees and and provide them with real-time help manage TTC safety and pensioners, contractors information. environmental processes and and those who travel with a data, such as incident reporting designate card: The TTC is also working with the and investigation and workplace Tapping every time models the City of Toronto for Nuit Blanche inspection. This initiative is part behaviour we want our PRESTO 2018 to promote transit use to this of the TTC Corporate Plan 2018 – customers to perform when annual art event (September 29, 2022. The project team is currently entering a station or boarding a 2018). In addition to downtown finalizing the scope of work and will vehicle. This applies when in a sites, the event will extend to kick off the project soon. TTC uniform or not. Scarborough with a City-produced Nuit Blanche Subway Infrastructure staff have • For the TTC in general: Toronto exhibition at Scarborough some of the toughest jobs in the Tapping every time means we Civic Centre, Scarborough system, and work in some of the most are getting revenue from e-purse Town Centre and neighbouring challenging conditions. A renewed taps, obtaining vital operations and institutions within the community. safety focus is making a difference service planning data and reducing Leading up to this event, art pieces to our Track, Structures, Signals fare evasion across the system. by local artists will be installed and Power teams, led by Acting on Line 3 at Kennedy, Lawrence Head Fort Monaco, and internal Critical Path 5: Partnerships East, Ellesmere, Midland and safety audit scores have never Scarborough Centre stations. The been higher. We are redoubling As part of an annual tradition, City of Toronto is providing free our commitment to focusing on the TTC partnered with the City all-night service on Line 3 from 7 our people, our processes and our of Toronto for this year’s Toronto p.m. on September 29 to 7 a.m. on equipment to ensure that our workers International Film Festival (TIFF), September 30 through these Line 3 are safe in everything they do. which engages more than 450,000 subway station entrances.
14 Toronto Transit Commission | CEO’s Report | September 2018 Safety and Security
Lost-time Injuries Rate (LTIR) per 100 employees. The LTIR for emotional and psychological the current period was 12% higher support following traumatic 7 than the 12-month average LTIR. incidents. These programs help Actual 12-Month Average This increase was mainly attributed mitigate the impact of being 6 to the increase in Acute Emotional involved or witnessing such Event (AEE) injuries in this period. incidents. This year additional mental health support is being 5 The 12-month average line shows provided to employees through the movement of the LTIR from an increase in benefits for
4 2014 to 2018. An upward trend can psychological services. Starting on be observed over this period. August 1, 2018, BEACON digital therapy, which is personalized
Injuries per per 100 Employees Injuries 3 therapy via computer or mobile Action Plan device, has been added to this
2 AEE injuries caused by sudden service. and unexpected traumatic event continue to represent the second Musculoskeletal/ergonomic type 1 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 highest injury type and account injuries (i.e. overexertion, reach/ 2014 2015 2016 2017 2018 for 16% of all lost-time injuries bend/twist, repetition) continue to since 2014. Similar to last period, represent the highest injury event AEE injuries represent the highest type since 2014. The Ergonomic Results injury type for the current period Musculoskeletal Disorder The LTIR for July 2018 was 5.05 and account for 28% of all lost-time Prevention Program focused injuries per 100 employees. injuries. on preventing such injuries and resolving ergonomic concerns is Analysis The TTC Peer Support Program currently being implemented, with The 12-month average LTIR to the and the Employee and Family anticipated completion by the end end of July 2018 was 4.49 injuries Assistance Program both provide of 2019.
Toronto Transit Commission | CEO’s Report | September 2018 15 Customer Injury Incidents Results Action Plan The customer injury incident rate The 12-month average line shows 2.5 for July 2018 was 0.93 injury the movement of the customer incidents per one million vehicle injury incident rate from 2014 to Actual 12-Month Average boardings. 2018. A downward trend in the 2.0 customer injury incident rate Analysis continues to be observed over this The 12-month average customer period. The continuous reduction in 1.5 injury incident rate to the end of the station-related subway injuries July 2018 was 1.02 injury incidents over the years are partly attributed per one million vehicle boardings. to the reduction in the elevator/ 1.0 The customer injury incident rate escalator injury incidents compared for the current period was 9% lower to previous years. Since March than the 12-month average rate. 2018, elevator and escalator safety
0.5 videos have been playing every Injury Injury IncidentsBoardings per 1 Million Vehicle hour on most TTC platform video screens and station information
0.0 screens. 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 2014 2015 2016 2017 2018
16 Toronto Transit Commission | CEO’s Report | September 2018 Offences Against Customers Results Action Plan Total offences against customers Transit Enforcement Special 1.2 increased in July 2018 to 0.67 Constables will continue to 2018 Actual 2018 Target 2017 Actual 2016 Actual offences per one million vehicle engage with the public as a visible 2015 Actual 2014 Actual 1.0 boardings. The moving annual presence across all modes of rate of offences against customers travel. to July 2018 was 0.64, which was 0.8 14% higher than the corresponding moving annual rate of 0.56 to July
0.6 2018.
Analysis 0.4 Increases were observed in robbery and theft as compared to
Offences per 1 Million Vehicle Boardings Vehicle 1 per Million Offences 0.2 the previous month. Other crime types remain static and there does not appear to be a pattern in 0.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec reported incidents.
Toronto Transit Commission | CEO’s Report | September 2018 17 Offences Against Staff Results Action Plan Total offences against staff Transit Enforcement Special 7.5 decreased in July 2018 to 3.76 Constables will continue to provide
Actual 12-Month Average offences per 100 employees support to surface personnel via compared to last month. The Project Bus Stop, a proactive 6.0 current rate is 20% higher than the initiative aimed at addressing corresponding rate of 3.12 for July assaults and threats against 2017. The moving annual rate of surface operators. We will also 4.5 offences against staff for July 2018 conduct special details and was 3.85, which was 9% lower than initiatives to assist with ongoing the corresponding moving annual and emerging issues identified by 3.0 rate of 4.25 to July 2017. TTC personnel across the system.
Analysis 1.5 Offences per 100 Employees (Annualized) 100 Employees per Offences The increase in crimes against employees can be explained in part by the increase in the 0.0 average number of threat calls 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 2014 2015 2016 2017 2018 that were attended by our Special Constables.
18 Toronto Transit Commission | CEO’s Report | September 2018 Customer
Customer: Ridership TTC Ridership Results 146,000 (-7%) fewer passes sold Ridership in July was at 39 million, between January and July 2018, 12.0 which is 1.7 million (4.2%) below compared with the corresponding 2018 Actual 2018 Budget 2017 Actual 2016 Actual the budget of 40.7 million and months in 2017. Although some of 2015 Actual 2014 Actual 11.5 1.5 million (3.6%) below the these lost sales have likely been comparable period in 2017. offset by an increase in PRESTO e-purse transactions, the declining 11.0 The year-to-date ridership was Metropass sales continue to have 10 million (3.1%) below budget a significant impact on overall and 5.9 million (1.9%) below the ridership trends. 10.5 comparable period in 2017. Action Plan 10.0 Analysis To re-establish sustained
Average Weekly Ridership (Millions) Ridership Weekly Average Ridership has flat-lined since 2014 ridership growth, a new Ridership due to various factors, including Growth Strategy (RGS) is being 9.5 city growth and congestion, implemented. RGS initiatives changes in customer mobility and include implementing a two-hour 9.0 the growth in digital ride-hailing transfer on PRESTO and relieving Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec services. overcrowding on surface routes.
Another important factor that has Research is also underway adversely impacted ridership is the to analyze the changes in ongoing decrease in Metropass monthly Metropass sales and sales, which currently generate corresponding ridership impact. approximately 40% of total Results of this analysis will inform ridership. Specifically, there were future action plans.
Toronto Transit Commission | CEO’s Report | September 2018 19 PRESTO Ridership Results Action Plan There were 11 million customer The PRESTO adoption rate is 10.0 journeys using the PRESTO fare expected to accelerate throughout 2018 Actual 2018 Budget 2017 Actual 2016 Actual card (i.e. e-purse, period pass) in 2018 in conjunction with a new 2015 Actual 2014 Actual July, which was 2.7 million below advertising campaign, the 8.0 the budget, but up 5.5 million phasing-out of legacy fare media (99.9%), compared to the same and the commensurate uptake of time period last year. PRESTO-based fare media. 6.0 Looking at the year-to-date result, The TTC will continue to work ridership was 8.5 million (10.0%) with PRESTO staff on enabling 4.0 below budget, but up 38.9 million functionality to support the (103%), compared to the same elimination of legacy fare media.
Average Weekly Ridership (Millions) Ridership Weekly Average time period last year. 2.0 Note: Analysis PRESTO ridership is included in The PRESTO component of total TTC ridership totals. 0.0 TTC ridership continues to grow Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec and the adoption rate is now at 28.2%.
The 2018 PRESTO ridership budget was calendarized in late 2017 with the sharp increase in September 2018 arising from the anticipated discontinuation of the sale of legacy monthly passes, tokens and tickets.
20 Toronto Transit Commission | CEO’s Report | September 2018 Wheel-Trans Ridership Results phone system. We also expect Ridership in July 2018 was customers to continue to explore 115 328,000, which was 40,000 (10.9%) the more flexible option of Family 2018 Actual 2018 Budget 2017 Actual 2016 Actual below the budget of 368,000. In of Services trips, which allows them 2015 Actual 2014 Actual terms of year-over-year growth, more spontaneous personal travel. 100 July ridership of 327,000 was 7,400 (2.3%) higher the ridership of Action Plan 320,000 for the comparable period As we work towards a new 85 in 2017. Scheduling and Dispatching software upgrade, this software Year-to-date to the end of July will also allow us to give our 70 2018, ridership was 346,000 customers the tool to book online (12.3%) below budget, but 54,000 Family of Services trips. This will be (2%) above the comparable period a new feature for customers and Average Weekly Ridership (Thousands) Ridership Weekly Average 55 in 2017. will offer more options for travel planning. The Wheel-Trans 10-Year Analysis Strategy supports customers to 40 choose the best mode of travel for Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Wheel-Trans average weekly ridership for July has increased in their trips and communicate the comparison to the same period in available options. We also continue 2017. On July 6, 2018, Wheel-Trans to support this through offering implemented a new telephony Travel Training to customers on the system that allows customers conventional system. easier access to our call centre by providing a better queue system. Note: It also has a call-back feature. Wheel-Trans ridership is not This has resulted in an increased included in TTC ridership totals. ability to book trips, resulting in a higher-than-normal trend for trips in July. We believe that this trend will continue as more customers become familiar with the new
Toronto Transit Commission | CEO’s Report | September 2018 21 Customer: Satisfaction
Customer Satisfaction Score Results Pride in the TTC and what it Just over three-quarters of means for Toronto has remained 85 customers have high perceptions consistent quarter to quarter and 2018 Actual 2017 Actual 2016 Actual 2015 Actual 2014 Actual of overall customer satisfaction in year over year (Q2’17: 73%; Q2’18 (77%); similar perceptions to Q1’18: 69%; Q2’18: 70%). last quarter (Q1’18: 79%), however, Customers also agree that the TTC 80 down from a year ago (Q2’17: 82%). is a reliable way to travel around Looking at the monthly scores, the city of Toronto (Q2’18: 74%) we see April 2018 (76%) has and that it provides them with the
75 significantly lower satisfaction flexibility they need to travel around scores compared to April 2017 the city (Q2’18: 80%). (83%); May and June 2018 overall customer satisfaction scores, while Previously, perceptions of value for Customer Satisfaction Score Score (%) Satisfaction Customer 70 not significantly lower, were lower money has remained consistent than in the same months for 2017. quarter to quarter and year over year, with around two-thirds Analysis indicating they received excellent/ 65 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Close to two-fifths (Q2’18: 37%) good value for money on their last of customers believe that the trip (Q2’17: 63%; Q1’18: 63%), TTC has improved over the last however this quarter we see a two years, similar to last quarter significant decrease in this number (Q1’18: 40%) and last year (Q2’18: 57%). (Q2’17: 32%). Those customers who have taken Subway on Note: their last trip perceive significant There are no updates for this improvement year over year period as customer satisfaction (Subway Q2’17: 30%; Subway scores are reported quarterly. Q2’18: 37%). The next quarterly update will be reported in November 2018.
22 Toronto Transit Commission | CEO’s Report | September 2018 Customer: Environment
Station Cleanliness Results Action Plan The Q2 2018 Audit Average Station The Q3 2018 Audit will be 80 Score of 77.45% is the second conducted during September 2018 Actual 2018 Target highest Average Station Score ever with the results available near the 2017 Actual 2016 Actual 2015 Actual 2014 Actual achieved since the independent end of September or beginning of audits began in 2008. Q2 2018 October. 77 was also the first time that Line 1 extension stations (Downsview Note: Park to Vaughan Metropolitan There are no updates for this
74 Centre) were included in the audit. period as cleanliness audit scores are reported quarterly. The next Analysis quarterly update will be reported in
Cleanliness Audit Audit Cleanliness Score (%) Station Services has been active November 2018. 71 in scheduling extra cleaning projects during weekend closures, to ensure that stations are in top condition when reopened following 68 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr closure work.
Regular cleaning projects remain in place (Accelerated Relamping, Luxalon Cleaning, Station Enhancement/Blitz) and are expected to continue to have a positive effect on audit scores.
Toronto Transit Commission | CEO’s Report | September 2018 23 Vehicle Cleanliness - Streetcar Results Action Plan The audit score for streetcar Staff will continue to complete 2018 Actual 2018 Target cleanliness for Q2 2018 was 92.8%. scheduled cleaning and washing 2017 Actual 100 This score is an increase from tasks and investigate and identify both Q2 2017 and Q1 2018, and is further improvements. above the target of 90%.
80 Note: Analysis There are no updates for this Favourable weather conditions in period as cleanliness audit scores 60 Q2 helped to improve the in-service are reported quarterly. The next cleanliness score. Increased focus quarterly update will be reported in on cleaning activities in Q2 also November 2018. 40 helped to improve the overall Cleanliness Audit Audit Cleanliness Score (%) vehicle cleanliness score.
20
0 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
24 Toronto Transit Commission | CEO’s Report | September 2018 Vehicle Cleanliness - Bus Results Action Plan The bus cleanliness audit score in Manually cleaning the front and 2018 Actual 2018 Target Q2 2018 was 92%, which is above back exteriors was stepped up in 2017 Actual 2016 Actual 100 the target of 90%. Q2 2018 results Q1 and Q2 2018, and will continue are higher than Q1 2018 and the throughout 2018. Opportunities are highest score achieved to date. being reviewed to clean the exterior 80 and interior of buses returning to Analysis the garages in September to further The performance scores take into enhance the customer experience. 60 account pre-service, in-service and post-service audit results. Q3 2018 Note: results are expected to remain There are no updates for this 40 favourable. period as cleanliness audit scores Cleanliness Audit Audit Cleanliness Score (%) are reported quarterly. The next quarterly update will be reported in 20 November 2018.
0 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Toronto Transit Commission | CEO’s Report | September 2018 25 Vehicle Cleanliness - Subway Results Action Plan The average rating of 93.3% in Q2 On Line 1, due to construction 95 2018 is above the target of 90%. constraints an exterior-focused 2018 Actual 2018 Target 2017 Actual 2016 Actual The department has recorded a cleaning program to brush wash score of greater than 90% in seven the exterior of the entire fleet has 93 consecutive quarters. been instituted. A similar exterior wash program is in effect for the Analysis Line 2 fleet. Currently, the floors are 91 Areas of strength in the vehicle addressed every 14 days during cleanliness across all fleets and the floor-wash cycle. lines were the ceilings, etching/ 89 scratchitti, graffiti/stickers and Note: lightings. In Q4 2017, floors and the The target for this measure has Cleanliness Audit Audit Cleanliness Score (%) exterior cleanliness of our vehicles been changed to 90% in Q4 2017, 87 recorded the lowest scores due a target more reflective of the to the colder winter weather ongoing level of performance and conditions. Floors and exterior consistent with the targets for bus 85 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter cleanliness again appeared as an and streetcar. area where further improvement can be made in the following There are no updates for this quarter where the exterior wash period as cleanliness audit scores program is ongoing. are reported quarterly. The next quarterly update will be reported in November 2018.
26 Toronto Transit Commission | CEO’s Report | September 2018 Customer: Service performance
Subway Results Speed Control incidents decreased Line 1: Delay Incidents The number of delay incidents in by 6.2% compared to last July increased by 15% over the month and decreased by 44.5% 1,250 previous month, to 974 from 847 compared to 2014 year-to-date. 2018 Actual 2018 Target incidents. Year-to-date incidents 2017 Trend 2016 Trend 2015 Trend 2014 Trend increased by 5.3% compared to Plan B incidents (odour/smoke/ 1,000 2014. fire at track level or on platform) continue to improve. 2018 YTD Analysis decreased by 56.9% compared to 750 Passenger-related incidents the same time period in 2014. continue to account for the majority of events, at 38% of the total. Action Plan 500 The most significant cause for As incident response data
Number of Delay NumberIncidents Delay of passenger incidents is security- improves, we anticipate a related delays, which increased by corresponding improvement in the 250 32.4% compared to last month and number of customer incidents. by 70.6% compared to 2014 year- to-date, mainly due to customer Note: 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec assault and disorderly customer The 2018 target is based on a incidents. 40% or more reduction in delay incidents from the 2014 monthly average baseline.
Toronto Transit Commission | CEO’s Report | September 2018 27 Line 1: Delay Minutes Results Action Plan The number of delay minutes in In an effort to minimize passenger- 2,500 July increased to 2,373. This was related delays, an updated 2018 Actual 2018 Target 2017 Trend 2016 Trend an increase of 17.9% compared to public announcement campaign 2015 Trend 2014 Trend June. has recently commenced to 2,000 remind customers why and when Analysis emergency alarms should be The delay minutes are a reflection activated. 1,500 of the incidents during this period, with the highest number of minutes Note: recorded to passenger-related The 2018 target is based on a 40% 1,000 delays, a total of 890 minutes. or more reduction in delay minutes Number of Delay NumberMinutes Delay of Incidents in July included several from the 2014 monthly average emergency alarms with ill customers, baseline. 500 switch problems at Wilson Yard and a disabled work car.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
28 Toronto Transit Commission | CEO’s Report | September 2018 Line 1: Capacity Delivered In Peak Results Action Plan The peak capacity delivered The damaged switches in the yard experienced a slight decrease of were a result of after-hours track 2018 Actual 2018 Target 2017 Trend 2016 Trend 0.7% to 90.4%, below the target of work. Obtaining parts to repair 2015 Trend 100 96%. the damage took longer than anticipated. Procedures have been
96 Analysis updated to prevent an incident There were a few peak periods like this from occurring again. In in July that resulted in lower than addition, a review of critical parts 92 normal levels of service. During inventory is underway. the week of July 16, a key set of
Capacity Delivered (%) Delivered Capacity 88 switches at Wilson Yard were badly damaged, preventing 10 scheduled trains from running northbound 84 out of the yard. These trains had to be integrated into service a 80 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec different way. As a result, we operated behind schedule for five consecutive days.
Toronto Transit Commission | CEO’s Report | September 2018 29 Line 2: Delay Incidents Results Plan B incidents increased by The number of delay incidents five compared to last month, but 1,250 decreased by 3.7% in July year-to-date decreased by 39.3% 2018 Actual 2018 Target 2017 Trend 2016 Trend compared to the previous month. compared to the same time period 2015 Trend 2014 Trend in 2014. This remains one of the 1,000 Analysis best delay reduction successes in Compared to June, the number the last several years. of vehicle incidents decreased by 750 36.7% and are more in line with the Action Plan results prior in May. However, this The Subway Infrastructure decrease was offset by Subway department continues to work hard 500 Infrastructure incidents, which on maintaining a state of good Number of Delay NumberIncidents Delay of increased by 37%. repair, but will have to focus more on signal reliability to address 250 Passenger-related incidents slightly issues that impacted service in decreased by 4.4% compared to July. June, but are still trending upwards 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec from January this year. Year-to- Note: date incidents increased by 36.6% The 2018 target is based on a compared to 2014 year-to-date 40% or more reduction in delay incidents. incidents from the 2014 monthly average baseline. Speed Control incidents decreased overall by 17.6% compared to last month.
30 Toronto Transit Commission | CEO’s Report | September 2018 Line 2: Delay Minutes Results Action Plan The number of delay minutes In an effort to minimize passenger- 2,500 decreased in July to 1,517 or related delays, an updated 2018 Actual 2018 Target 2017 Trend 2016 Trend 19.3%. However, this is still well public announcement campaign 2015 Trend 2014 Trend over the target of 835 minutes. has recently commenced to 2,000 remind customers why and when Analysis emergency alarms should be The significant decrease can activated. 1,500 be attributed to a reduction in passenger-related delays. In Note: June, there were over 1,200 The 2018 target is based on a 40% 1,000 minutes in passenger-related or more reduction in delay minutes Number of Delay NumberMinutes Delay of delays compared to 766 in July. from the 2014 monthly average Nevertheless, these delay types baseline. 500 still account for 50% of the delay minutes for the month.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec One area that saw improvement during this period was subway vehicle delays, decreasing by 43.1% to 115 minutes.
Toronto Transit Commission | CEO’s Report | September 2018 31 Line 2: Capacity Delivered In Peak Results Action Plan The performance in July remained The Subway Infrastructure
2018 Actual 2018 Target fairly steady with a slight increase Department continues to work 2017 Trend 2016 Trend of 0.4% to 95.1% from June and hard on maintaining a state of 2015 Trend 100 nearly met the target, falling short good repair, and will focus more on by 1%. signal reliability to address issues that impacted service in July. 96 Analysis Performance continues to trend Note: 92 well, although just below target. On Capacity delivered is the actual July 19, a signalling issue traced train count divided by the Capacity Delivered (%) Delivered Capacity 88 back to a track insulated joint had a scheduled train count for each significant impact on peak service, hour at sampled locations. Data contributing to the below-target are based on weekday service from 84 performance. Monday to Friday.
80 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
32 Toronto Transit Commission | CEO’s Report | September 2018 Line 3: Delay Incidents Results Action Plan The number of incidents increased A fleet overhaul is underway to 150 to 81 in July from 49 in June and extend the life of these units . 2018 Actual 2018 Target 2017 Trend 2016 Trend did not achieve the target. In the meantime, when certain 2015 Trend 2014 Trend conditions exist, such as extreme 120 Analysis heat or cold, operational protocols The largest increase of incidents is are introduced to protect certain related to vehicles, up to 40 from components of the vehicle and 90 27 last month. Higher temperatures keep them operating. in July impacted the vehicle performance. Note: 60 The 2018 target is based on a Number of Delay NumberIncidents Delay of 40% or more reduction in delay incidents from the 2014 monthly 30 average baseline.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | September 2018 33 Line 3: Delay Minutes Results Action Plan The number of delay minutes in Maintenance continues on the Line 1,500 July remained the same as the 3 fleet with a life-cycle extension 2018 Actual 2018 Target 2017 Trend 2016 Trend previous month, 301 minutes. program that has been underway 2015 Trend 2014 Trend for over a year. 1,200 Analysis Line 3 delay minutes were 70 Note: minutes above reaching the target The 2018 target is based on a 40% 900 of 231. or more reduction in delay minutes from the 2014 monthly average There are three incidents that baseline. 600 occurred in July that account for Number of Delay Minutes Delay Numberof the 70 minutes, including a door problem on July 16, a propulsion 300 issue on July 11 and a computer- related issue on July 28.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
34 Toronto Transit Commission | CEO’s Report | September 2018 Line 3: Capacity Delivered In Peak Results Action Plan The peak capacity delivered Review preventative maintenance
2018 Actual 2018 Target declined 0.8% to 94.1% and did not procedures on Line 3 equipment 2017 Trend 2016 Trend 2015 Trend meet target. in an effort to minimize equipment- 100 related delays. Analysis
96 Door problems and Vehicle on Note: Board Controller (VOBC) incidents Capacity delivered is the actual were the main contributors to the train count divided by the 92 decline, including a train removed scheduled train count for each from service on July 11 for 162 hour at sampled locations. Data
Capacity Delivered (%) Delivered Capacity 88 minutes due to propulsion issues. are based on weekday service from There are five trains that operate on Monday to Friday. Line 3 during peak service. When 84 one train is removed, the impact to capacity delivered makes it 80 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec impossible to meet target.
Toronto Transit Commission | CEO’s Report | September 2018 35 Line 4: Delay Incidents Results Action Plan The number of delay incidents In an effort to minimize passenger- 150 increased to 47 in July from 44 in related delays, an updated 2018 Actual 2018 Target 2017 Trend 2016 Trend June. public announcement campaign 2015 Trend 2014 Trend has recently commenced to 120 Analysis remind customers why and when 38% of incidents on Line 4 were emergency alarms should be passenger-related. Ten of the 18 activated. 90 incidents were related to improper use of the emergency alarm. Note: The 2018 target is based on a 60 40% or more reduction in delay Number of Delay NumberIncidents Delay of incidents from the 2014 monthly average baseline. 30
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
36 Toronto Transit Commission | CEO’s Report | September 2018 Line 4: Delay Minutes Results Action Plan The number of delay minutes Line 4 continues to perform 500 increased by 41.5% in July well. The strategic placement of 2018 Actual 2018 Target 2017 Trend 2016 Trend compared to June and did not supervisory staff continues to help 2015 Trend 2014 Trend achieve the target. reduce delay minutes as they are 400 able to promptly respond to issues. Analysis This increase in delays minutes Note: 300 was mostly due to injured or ill The 2018 target is based on a 40% customers. A delay on July 4 or more reduction in delay minutes caused by a serious medical issue from the 2014 monthly average 200 on board a train resulted in a baseline. Number of Delay NumberMinutes Delay of 30-minute delay. Without this one incident, the target would have 100 been met.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | September 2018 37 Line 4: Capacity Delivered In Peak Results Action Plan The peak capacity delivered on The maintenance team that is
2018 Actual 2018 Target Line 4 was 100%. This is the responsible for vehicles on Line 2017 Trend 2016 Trend 2015 Trend seventh consecutive month that 4 conducts regular preventative 100 this result has been achieved. maintenance, which keeps the vehicles on the line. In addition,
99 Analysis the One Person Train Operation The delay incidents and minutes (OPTO) components on the trains that occurred did not occur during and infrastructure continue to 98 the a.m. or p.m. peak. In addition, perform very well with minimal the only vehicle issue that occurred disruption to service. Capacity Delivered (%) Delivered Capacity 97 was responded to quickly and did not result in the vehicle being Note: removed from service. Capacity delivered is actual train 96 count divided by the scheduled train count for each hour at 95 sampled locations. Data are based Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec on weekday service from Monday to Friday.
38 Toronto Transit Commission | CEO’s Report | September 2018 Streetcar Results Action Plan On-Time Performance (OTP) OTP increased again over June The Performance Management and was above the July 2017 Group (PMG) led significant 100 figures. changes to the routing structure of 2018 Actual 2018 Target 2017 Actual 2016 Actual the 504 King service due to City/ 2015 Actual Analysis TTC construction projects; this 85 Continued service reviews and will continue for the remainder new design implementations have of the summer. These changes contributed to the continuing have resulted in an improved on- 70 increase of streetcar OTP. time performance score on the Specifically, the 504 King service route compared to the previous has been a significant contributor schedule. 55 to the overall modal performance. Time Departures (%) Departures Time - Note: On This KPI measures adherence to 40 scheduled (59 seconds early to five minutes late) departure times from end terminals. 25 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | September 2018 39 Streetcar - Short Turns Results Action Plan Short turns for the period Through the efforts of the PMG, 15,000 decreased compared to last the new approaches and service 2018 Actual 2018 Target 2017 Actual 2016 Actual period, but were above target and designs were applied to the 2015 Actual 2014 Actual the same period last year. Broadview Street construction 12,000 projects, directly impacting the 504 Analysis King Service and mitigating the risk Short turns remained above the of increased short turns during this 9,000 target for this period, but have construction season. returned closer to target, compared to last period. This reduction is a 6,000 result of a new approach to the Number Short of Turns service design on the 504 King Service to address construction 3,000 constraints along the route.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
40 Toronto Transit Commission | CEO’s Report | September 2018 Bus Results Action Plan On-Time Performance (OTP) There has been year-over-year The program for monitoring improvement in OTP since 2015. and continuous improvement Performance in July improved as to schedules to better match 95 2018 Actual 2018 Target compared to the same period last observed operating conditions 2017 Actual 2016 Actual 2015 Actual year and remained consistent to resulted in schedule changes for June, however did not achieve an additional four routes in July.
85 target. Operator performance continued Analysis to be closely monitored to Route performance continues to be maximize the effectiveness of 75 closely monitored to assess delays schedule improvements. Since related to Crosstown construction March 2017, 1,501 (including 19 Time Departures (%) Departures Time - along Eglinton Avenue, ongoing in July) operator interviews have On construction projects and street been conducted over schedule 65 events. adherence irregularities and occurrences continue to decrease The following schedule changes as a result of this initiative.
55 were implemented in the June Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Board Period (effective June 24 to Note: August 4): The information provided above Service Reliability Improvements: is negatively affected by missing 29 Dufferin, 33 Forest Hill, 51 Leslie data from vehicles operating on and 61 Avenue Rd North. the VISION system which, at the Construction Related Changes: time of printing, accounted for Due to construction at Lawrence approximately 5% of the bus fleet. West and Main Street stations. A technical solution is expected in October.
This KPI measures adherence to scheduled (59 seconds early to five minutes late) departure times from end terminals.
Toronto Transit Commission | CEO’s Report | September 2018 41 Bus - Short Turns Results Action Plan Short turns for this period remain There is an ongoing review to 12,500 below target (favourable) and have 2018 Actual 2018 Target target high incident routes where 2017 Actual 2016 Actual decreased from the same period increased traffic congestion has 2015 Actual 2014 Actual last year. resulted in unreliable service and 10,000 schedules no longer reflect actual Analysis operating conditions. The number of short turns in July 7,500 decreased to 1,499 as compared to Run-as-Directed (RAD) buses are 1,863 in the same period last year, placed on routes impacted by and remained below the quarterly Metrolinx, City of Toronto and TTC 5,000 target of 2,091. construction. Number Short of Turns
The top five routes for short turns Note: 2,500 were: 34 Eglinton East (10.3%), 60 Data is based on all seven days of Steeles West (6.3%), 63 Ossington service from Sunday to Saturday. (5.6%), 35 Jane (5.3%) and 52 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Lawrence West (5.1%). Short turns were mainly driven by traffic congestion (44.9%), construction (22.2%) and passenger volumes (16.1%).
42 Toronto Transit Commission | CEO’s Report | September 2018 Wheel-Trans Results Action Plan On-Time Performance (OTP) OTP in July increased by 12.4% With the continued onboarding from the previous period to 92.4%. of additional resources in the OTP performance is higher by 2.4% Dispatch and Service Support 2018 Actual 2018 Target 2017 Actual 2016 Actual 2015 Actual 2014 Actual compared to the same period in areas, Wheel-Trans will continue 100 2017. to effectively process the required
90 service adjustments to improve Analysis share rides, move shorter trips onto 80 Our continued efforts to improve Wheel-Trans buses and allow for 70 efficiency through increasing same-day bookings. passengers per hour and 60 scheduling passenger trips more Note: 50 effectively has resulted in Wheel- As of July 1 2018, Wheel-Trans
40 Trans operating above its target started recording the OTP KPI OTP of 90%. in accordance with the industry 30 Within 10 Minutes of Schedule (%) standard of plus or minus 20 20 minutes of schedule.
10
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Toronto Transit Commission | CEO’s Report | September 2018 43 Customer: Amount of service
Streetcar - Weekly Service Hours Results Analysis In the June 2018 Board Period, This is a result of the streetcar fleet 25,000 19,948 streetcar weekly hours shortage. Streetcars have been Actual Scheduled Budget were budgeted for service while removed from 505 Dundas and
23,000 17,995 streetcar weekly hours 506 Carlton and replaced with bus were scheduled to operate which service. represents a -9.79% variance. 21,000 Action Plan Of the 17,995 streetcar weekly Staff continue to monitor the
19,000 hours scheduled to operate, Bombardier delivery schedule. 17,613 streetcar weekly hours were Bombardier met their Q1 target. actually delivered which represents 17,000 a variance of -2.12%. Note: Number of Vehicle Hours Operated Hours Vehicle of Number Data for July unavailable at time of
15,000 issue.
Board Period
44 Toronto Transit Commission | CEO’s Report | September 2018 Bus - Weekly Service Hours Results Action Plan Results Staff continue to consult with 155,000 In the May 2018 Board Period, relevant staff regarding status of Actual Scheduled Budget 152,642 bus weekly hours were construction projects to ensure 150,000 budgeted for service while 150,564 an understanding of the revised bus weekly hours were scheduled timelines.
145,000 to operate which represents a -1.36% variance. Note: Data for July unavailable at time of 140,000 Of the 150,564 bus weekly hours issue. scheduled to operate, 147,221 135,000 weekly hours were actually
Number of Vehicle Hours Operated Hours Vehicle of Number delivered which represents a
130,000 variance of -2.22%
Board Period Analysis This is a result of some construction projects ending earlier than budgeted and other construction projects being delayed.
Toronto Transit Commission | CEO’s Report | September 2018 45 Subway - Weekly Service Hours Results Analysis In the June 2018 Board Period, The variance from scheduled 12,000 10,540 subway weekly hours to budget is a result of an in- Actual Scheduled Budget were budgeted for service while year Board approved service 11,000 10,764 subway weekly hours enhancement to modify the Line 1 were scheduled to operate which schedule.
10,000 represents a 2.13% variance.
Of the 10,764 subway weekly Action Plan 9,000 hours scheduled to operate, No action required at this time. 10,406 weekly hours were actually 8,000 delivered which represents a Note:
Number of Vehicle Hours Operated Hours Vehicle of Number variance of -3.33%. Data for July unavailable at time of
7,000 issue.
Board Period
46 Toronto Transit Commission | CEO’s Report | September 2018 Operator Crewing Efficiency Results Action Plan Operator crewing efficiency We are investigating different 87.7 decreased to 86.78% in the methods of crewing and rostering 2018 Actual 2018 Target 2017 Trend 2016 Trend September 2, 2018 to October 6, to reduce the weekly work platform, 2015 Trend 2014 Trend 2018 Board Period. and also to reduce travel time to 87.5 the start of work locations, for ESA Analysis compliance. The September Board Period 87.3 included many service changes, We anticipate that efficiencies will service Improvements, seasonal not reach targets until Roncesvalles changes and the introduction of Division reopens and additional 87.1
Crewing Efficiency (%) Efficiency Crewing the 600 Construction route for the streetcars are delivered and put weekends. Rollout of new 900 into service. Express service commenced in 86.9 this board. 48 ESA compliance Note: continues to be a challenge for Crewing efficiency is defined as crewing and rostering. the ratio of scheduled hours to pay 86.7 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec hours.
Toronto Transit Commission | CEO’s Report | September 2018 47 People
Employee Absence
10 Results exceeds 2017 total usage by over Actual 12-Month Average The absenteeism rate in July 2018 2,000 days. increased to 7.72% from 7.30% in 9 June. The first two PEL days used are now paid. The system that
8 Analysis generates absence reports has The absenteeism rate for July not been updated to account for is consistent with the seasonal the paid days. After paid PEL days
7 fluctuations observed in previous are accounted for, the absence Absenteeism Rate (%) Rate Absenteeism years. rate increases by 0.5%-1.0%. The difference reduces over time as 6 A total of 10,451 employees paid PEL is exhausted. showed perfect attendance in July, representing 70% of the total There is a 68% increase of days 5 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 workforce. The remaining 4,511 missed (YTD) due to occupational 2014 2015 2016 2017 2018 employees were absent for a total injury compared to the YTD total of 20,501 days averaging 4.5 days from the same period in 2017. Bill of absence per absent employee. 127 changed WSIB entitlements so that employees can now receive Bill 148 changed entitlements to compensation for chronic mental Personal Emergency Leave (PEL) stress claims. We are currently provisions of the Employment quantifying the impact of this legislative Standards Act (ESA). This has change to determine if there is a effectively doubled PEL usage causal link to the increase in absences from previous years. Year-to-date due to occupational injuries.
48 Toronto Transit Commission | CEO’s Report | September 2018 Action Plan Fitness For Duty Update Human Resources and Service Delivery staff are working together Total number of employees who were non-compliant or refused to test to strategically address the high under the random program: 58 number and variety of employee Data is from May 8, 2017 to August 18, 2018. absences. Efforts are underway to obtain and leverage attendance- All Employees - Random Testing Summary related data to identify areas of focus. Test Category 2018 2017 Total * %
Updated management resources Compliant Tests 1612 1651 3263 98.3% and training are in the final Non-Compliant (drug, stages of development and will 26 32 58 1.7% be delivered in the fall. Increased alcohol, refusal) efficiencies with respect to administering the TTC’s attendance Total 1638 1683 3321 100.0% management program should improve attendance rates over time. However, recent legislative Unionized Employees - Random Testing Summary changes have shown a significant impact on attendance rates. These Test Category 2018 2017 Total * % impacts are difficult to mitigate in the absence of further legislative Compliant Tests 1328 1381 2709 98.0% changes. Non-Compliant (drug, 26 29 55 2.0% alcohol, refusal)
Total 1354 1410 2764 100.0%
* Currently 10 drug results have yet to be reported as they are still at the lab undergoing analysis or have been cancelled.
Toronto Transit Commission | CEO’s Report | September 2018 49 Staff Employees (non-unionized) Random Testing Summary
Test Category 2018 2017 Total * %
Compliant Tests 284 270 554 99.5%
Non-Compliant (drug, 0 3 3 0.5% alcohol, refusal)
Total 284 273 557 100.0%
* Currently 2 drug results have yet to be reported and are either at the lab undergoing analysis or have been cancelled.
Positive Results by Substance
Substance Type 2018 2017 Total %
Oxycodone 0 1 1 1.9%
Opiates 0 2 2 3.8%
Marijuana 15 15 30 56.6%
Cocaine 6 6 12 22.6%
Amphetamines 1 1 2 3.8%
Alcohol 1 5 6 11.3%
Total* 23 30 53 100.0%
This chart is updated quarterly. This information is up to date as of July, 2018. Next update will be October, 2018. * Multiple results have come back positive for two substances.
50 Toronto Transit Commission | CEO’s Report | September 2018 Non-Compliance Breakdown
Category 2018 2017 Total %
Drug 24 24 48 82.8%
Alcohol 1 5 6 10.3%
Refusals 1 3 4 6.9%
Total 26 32 58 100.0%
Other Policy Violations
Category 2018 2017 Total
Alcohol non-compliant for 0.02 – 0.039 1 2 3
Safety sensitive flags 3 3 6
Total 4 5 9
Toronto Transit Commission | CEO’s Report | September 2018 51 Assets
Assets: Vehicle reliability Subway Results Action Plan T1 Train: Mean Distance Between Failures (MDBF) The MDBF in August was 307,371 The four Passenger Doors system kilometres. related failures were a result of three faulty Door Lock Assemblies 1,250,000 Analysis (DLA), and one out of aligned 2018 Actual 2018 Target 2017 Actual 2016 Actual In August, there were nine delay Door Pocket Guide. All passenger 2015 Actual 2014 Actual incidents. The top offending system related door issues have since 1,000,000 was the Passenger Doors system been rectified and tested OK. A with four delay incidents greater program implemented in 2018 to than or equal to five minutes. This install remanufactured DLAs is 750,000 was followed by the Alt Current, currently underway with 172 cars Brake, Body, Compressed Air and completed to date. Propulsion Invertor systems each 500,000 with one delay incident.
Mean Distance Between Failures (Km) Failures Between Distance Mean 250,000
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
52 Toronto Transit Commission | CEO’s Report | September 2018 TR Train: Mean Distance Between Failures (MDBF) Results modifications to the control The MDBF in August is 376,914 units; fleet retrofits of the new 2,500,000 kilometres. modifications are in progress. The 2018 Actual 2018 Target Carhouse and RAMS technical 2017 Actual 2016 Actual 2015 Actual 2014 Actual Analysis staff are closely monitoring door 2,000,000 For August results, they were below failures while ECD along with target for the current period, but the Transit Control are working towards YTD performance remains above ensuring that the incident recovery 1,500,000 target of 600,000km. In August times are returned to average levels there were ten delay incidents. (below the five minute threshold). The top offending system was 1,000,000 the Passenger Door system with The incident involving the Brake six delay incidents greater than system was due to a faulty Applied or equal to five minutes. This was Mag Valve/Release Mag Valve Mean Distance Between Failures (Km) Failures Between Distance Mean 500,000 followed by the Brakes with two (AMV/RMV), which has been delay incidents and the Propulsion examined and rectified and an Invertor and Cab Door systems offline Train Vehicle Control Unit 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec each with one delay incident. (TVCU) which has since been rebooted and tested ok. Action Plan The Passenger Door system The brake system continues to incidents were due to a loose receive numerous modifications/ wire to the Train Door Monitoring improvements to the System (TDMS), a faulty Door electro-pneumatic controls; fleet Control Unit (DCU), a broken lever retrofits of the new modifications pin, broken door roller, and two and validation testing of the faulty microswitches. All incidents proposed upgrades are in have since been repaired and progress, with anticipated tested ok. The Passenger Door improvements in future periods. system has received numerous
Toronto Transit Commission | CEO’s Report | September 2018 53 Streetcar Results Action Plan CLRV Streetcar: Mean Distance Between Failures The MDBF of the CLRV fleet for Staff is investigating potential (MDBF) July was 3,497 kilometres. causes of the sudden increase in electrical failures on the CLRV fleet. This was a decrease of 1,839 This includes possible issues with 10,000 2018 Actual 2018 Target kilometres compared to the same the newly installed substation at 2017 Actual 2016 Actual 2015 Actual 2014 Actual period last year and an increase of Humber Loop. 239 kilometres compared to June. 8,000 The MDBF remains below the target of 6,000 kilometres
6,000 Analysis In July, the CLRV fleet experienced a high number of electrical 4,000 failures. The number of failures of all other systems, however, has
Mean Distance Between Failures (Km) Failures Between Distance Mean been reduced due to the various 2,000 targeted maintenance activities, including the State of Good Repair
0 program and decommissioning of Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec problem vehicles.
54 Toronto Transit Commission | CEO’s Report | September 2018 ALRV Streetcar: Mean Distance Between Failures Results Analysis (MDBF) The MDBF of the ALRV fleet for July Although vehicle reliability has was 3,289 kilometres. improved month to month, similar 7,500 to the CLRV, propulsion issues are 2018 Actual 2018 Target 2017 Actual 2016 Actual This was a decrease of 1,467 affecting overall MDBF. 2015 Actual 2014 Actual kilometres compared to the same 6,000 period last year and an increase of Action Plan 523 kilometres compared to June. Staff will focus on the high failure components and continue with 4,500 The MDBF still remains below the State of Good Repair programs. target of 6,000 kilometres. In addition, unreliable vehicles will continue to be decommissioned. 3,000
Mean Distance Between Failures (Km) Failures Between Distance Mean 1,500
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | September 2018 55 LFLRV Streetcar: Mean Distance Between Failures Results Analysis (MDBF) The MBDF for the LFLRV fleet in Door and communication failures July was 14,278 kilometres. continue to affect vehicle reliability. 40,000 HVAC issues in July also have 2018 Actual 2018 Target 2017 Actual 2016 Actual This is an increase of 6,166 impacted the MBDF. The HVAC kilometres compared to the same issues consisted of condensation period last year and a decrease and water drainage issues. 30,000 of 2,463 kilometres compared to Temperature control was not June. identified as a problem with the HVAC system.
20,000 Although the overall LFLRV MDBF remains below the 35,000-kilometre Action Plan target, the 12-month moving annual Staff continue to work with trend continues to be positive. Bombardier and its suppliers to 10,000 identify and resolve technical, Mean Distance Between Failures (Km) Failures Between Distance Mean design and quality issues on the vehicles. Design modifications are being piloted for both the door and 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec the communication systems to improve reliability. The design for the drainage system on the HVAC units is also being investigated.
56 Toronto Transit Commission | CEO’s Report | September 2018 Streetcar: Road Calls and Change Offs (RCCO) Results Action Plan The target for the maximum Staff will continue to identify 2018 2017 2016 2015 number of RCCOs is 1.5% of peak specific causes of the propulsion
20 daily service. In July, 6.0% (or 10 issues, including isolating and
18 vehicles) of the peak daily service replacing problem components
16 resulted in a RCCO. and possible outside influences including the newly installed 14 AM AM PM /
- Analysis substation at Humber Loop. In 12 The number of streetcar change addition, existing maintenance 10 offs in July did not change from programs will continue, including
CHANGE OFF 8 June since there were still a high State of Good Repair programs 6 number of propulsion-related and decommissioning of vehicles
4 failures on the legacy vehicles due with higher failures. The addition
2 to inherent electrical problems and of more LFLRVs will help to reduce
0 the age of the fleet. the number of RCCOs. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec MONTH
Toronto Transit Commission | CEO’s Report | September 2018 57 Bus: Mean Distance Between Failures (MDBF) Results Action Plan The July 2018 MDBF of 20,000 Ongoing 2018 Scheduled 2018 Actual 2018 Target kilometres has exceeded the target Maintenance Programs: 2017 Trend 2016 Trend 2015 Trend 2014 Trend of 12,000 kilometres, and is well 1) Heating Systems – Ongoing at Capped Distance above the July 2017 average of Mount Dennis Garage. 20,000 17,865 kilometres. 2) State of Good Repair – Ongoing at all locations. Analysis 3) Roof Repair – All Orion VII buses 15,000 376 of the 482 Orion VII 201 Series to address water egress caused diesel bus fleet has been removed by environmental/sun damage from service. The remaining 106 to roof and antenna seals. As 10,000 buses will be removed by the of July, 60 of 464 buses have end of 2018. 29 of the poorest been completed. Program was
Mean Distance Between Failures (Km) Failures Between Distance Mean performing Orion VII Hybrid NG accelerated at Harvey Shop in 5,000 buses, which experienced traction late August. Remainder of Orion motor failures, have also been buses to be completed during decommissioned. A favourable the rebuild program. 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec MDBF score is expected to remain 4) Coolant System – Started at throughout 2018. Arrow Road Garage in late July 2018 on the Nova LFS40 bus series.
58 Toronto Transit Commission | CEO’s Report | September 2018 Bus: Road Calls and Change Offs (RCCO) Results Action Plan The average number of RCCOs The Nova LFS40 Coolant 2018 TARGET 2014 2015 2016 2017 in July was 32 per day. This is a Scheduled Maintenance Program slight increase from June where the began in late July 2018 at Arrow 120 average number of RCCOs per day Road Garage to address the spike was 31, but still below the year-to- in coolant-related issues.
100 date average of 33. Incremental improvement can be seen over the period 2014 to 2018, resulting 80 in a higher level of equipment availability.
60 Analysis Change Off AM/PM With peak revenue service at 1,495 40 buses per day, including Run-as- Directed buses (RADS) in July, the 20 average number of RCCOs per day equates to 2.14% of service. Target of 1 1/2% of Max & RAD buses - 1625 Coolant issues on the Nova LFS40 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec fleet continue to contribute to the MONTH highest number of RCCOs.
Toronto Transit Commission | CEO’s Report | September 2018 59 Wheel-Trans: Mean Distance Between Failures (MDBF) Results Action Plan The July 2018 MDBF of 12,521 Additional service requests in 2018 2018 Actual 2018 Target kilometres exceeds the target of delayed the decommissioning 2017 Actual 2016 Actual 2015 Actual 2014 Actual 12,000 kilometres, and is slightly of the Friendly bus fleet. A body 20,000 above July 2017 average of 12,431 and paint overhaul program was kilometres. initiated to extend the life of the Friendly fleet and 16 of the 30 15,000 Analysis buses scheduled for overhaul 41 new RAM ProMaster buses have in 2018 are completed. A diesel been delivered as of the end of particulate filter replacement July 2018. 35 buses are in service program was initiated in late 10,000 and six buses are experiencing August to address the high failures. Rogers SIM card issues. Exhaust All diesel buses in for a major diesel particulate filters accounted maintenance inspection will receive 5,000 Mean Distance Between Failures (Km) Failures Between Distance Mean for the highest number of change- a manual regeneration of the offs in July. Maintaining above particulate filter to help reduce in- target results for MDBF is expected service failures.
0 throughout 2018. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
60 Toronto Transit Commission | CEO’s Report | September 2018 Assets: Equipment availability
Elevators Results Performance in July was at 98% and achieved the target. 2018 Actual 2018 Target 2017 Actual 2016 Actual 2015 Actual 2014 Actual 100 Analysis Elevator maintenance was completed as planned and 99 scheduled.
98 Action Plan Continue performing preventative
Availability (%) Availability maintenance to meet reliability and 97 availability targets.
96
95 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | September 2018 61 Escalators Results Performance in July was at 97% and achieved the target. 2018 Actual 2018 Target 2017 Actual 2016 Actual 2015 Actual 2014 Actual 100 Analysis Escalator maintenance was completed as planned and 99 scheduled.
98 Action Plan Continue performing preventative
Availability (%) Availability maintenance to meet reliability and 97 availability targets.
96
95 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
62 Toronto Transit Commission | CEO’s Report | September 2018 Fare Gate Availability Results Action Plan Fare gate availability increased by We continue to work with S&B to 0.78% to 97.5% in July, remaining address ongoing hardware and Actual Target below the target of 99.5% software issues. A number of 100 plans have been developed and Analysis are currently being implemented,
96 This increase reflects the continued including replacing the computers efforts of a number of groups inside the gates, the continued ensuring issues are addressed replacement of gate motors with 92 in a timely manner and our work a modified version and software with Scheidt and Bachmann (S&B) patches. These plans address Availability (%) Availability issues such as: “ghosting”, tap/ 88 to address gates with habitual problems. With the current no entry, breakthroughs, and hardware and software modification motor failures. We have additional 84 programs, we expect performance software updates scheduled in to improve through 2018. 2018 that will add functionality and provide fixes to known problems, 80 Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec improving gate availability. 2017 2018
Toronto Transit Commission | CEO’s Report | September 2018 63 PRESTO Card Reader Availability Results Action Plan PRESTO card reader availability PRESTO staff has increased the Actual Target averaged 98.0% during July; a level of maintenance support 100 reduction of 0.5% over June. for card readers. We continue to monitor the impact of the 98 Analysis recent enhancements and work The reduction in availability with PRESTO staff to plan future 96 is attributed to an increase in enhancements. the number of readers that 94 experienced a problem with device Availability (%) memory cards. The defective 92 cards were replaced by PRESTO maintenance staff. 90 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2017 2018
64 Toronto Transit Commission | CEO’s Report | September 2018 For further information on TTC performance, projects and service, please see www.ttc.ca
Toronto Transit Commission | CEO’s Report | September 2018 65