Toronto Transit Commission Instructions to Tenderers
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Chief Executive Officer's Report March 2017
STAFF REPORT Insert TTC logo here FOR INFORMATION Chief Executive Officer’s Report – March 2017 Update Date: March 22, 2017 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 Attachments Chief Executive Officer’s Report – March 2017 Update Chief Executive Officer’s Report Toronto Transit Commission March 2017 Update Introduction Table of Contents The Chief Executive Officer’s Report, which was created in 2012 to better 1. -
Rapid Transit in Toronto Levyrapidtransit.Ca TABLE of CONTENTS
The Neptis Foundation has collaborated with Edward J. Levy to publish this history of rapid transit proposals for the City of Toronto. Given Neptis’s focus on regional issues, we have supported Levy’s work because it demon- strates clearly that regional rapid transit cannot function eff ectively without a well-designed network at the core of the region. Toronto does not yet have such a network, as you will discover through the maps and historical photographs in this interactive web-book. We hope the material will contribute to ongoing debates on the need to create such a network. This web-book would not been produced without the vital eff orts of Philippa Campsie and Brent Gilliard, who have worked with Mr. Levy over two years to organize, edit, and present the volumes of text and illustrations. 1 Rapid Transit in Toronto levyrapidtransit.ca TABLE OF CONTENTS 6 INTRODUCTION 7 About this Book 9 Edward J. Levy 11 A Note from the Neptis Foundation 13 Author’s Note 16 Author’s Guiding Principle: The Need for a Network 18 Executive Summary 24 PART ONE: EARLY PLANNING FOR RAPID TRANSIT 1909 – 1945 CHAPTER 1: THE BEGINNING OF RAPID TRANSIT PLANNING IN TORONTO 25 1.0 Summary 26 1.1 The Story Begins 29 1.2 The First Subway Proposal 32 1.3 The Jacobs & Davies Report: Prescient but Premature 34 1.4 Putting the Proposal in Context CHAPTER 2: “The Rapid Transit System of the Future” and a Look Ahead, 1911 – 1913 36 2.0 Summary 37 2.1 The Evolving Vision, 1911 40 2.2 The Arnold Report: The Subway Alternative, 1912 44 2.3 Crossing the Valley CHAPTER 3: R.C. -
Chief Executive Officer's Report – January 2018 Update
Report for Information Chief Executive Officer’s Report – January 2018 Update Date: January 18, 2018 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. Equity/Accessibility 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 416-393-3961 [email protected] Signature Richard J. Leary Chief Executive Officer (Acting) Attachments Attachment 1 - Chief Executive Officer’s Report – January 2018 Update Chief Executive Officer’s Report Toronto Transit Commission Line 1 Extension Now Open! January 2018 Update Opened to the public Sunday, December 17, 2017 Introduction Table of Contents The Chief Executive Officer’s Report was created in 2012 to be more transparent - to 1. -
125 Years of Toronto Streetcars
125 YEARS OF TORONTO STREETCARS UPPER CANADA RAILWAY SOCIETY BOX 122 STATION "A" TORONTO, ONTARIO One of the Belgian streetcars which recently began running on a new line at the Grand Cypress Resort near Orlando, Florida. See article 'The End of an Era' in this issue. , --John Fleck Gulf Pulp & Paper Co. 0-6-0 38, on display at Mount Forest, Ont., after being bought by Christian Bell Porcelain. Further details in Feb. 1986 NEWSLETTER. Photo taken April 26, 1986. McCarten lP NFTA LRV 125 has been turned into the world's newest and fanciest 'streetcar diner' outside Hoak's Armor Inn, Hamburg, N.Y. The car was dropped and damaged irreparably while being deliverd to the NFTA shops in Buffalo; a replacement 125 was subsequently built and delivered and the '1st 125', which never turned a wheel in revenue service, was sold to this restaurant, probably for use as a cocktail lounge. July 28, 1986. McCarten SEPTEMBER 1986 3 Years of Urban Rail Transit in Tnronto On Sept. 11, 1986 we think back to the equivalent date in 1861, when Canada's first urban rail passenger service commenced operation: a horsecar service provided by the Toronto Street Railway Company. Mr. Alexander Easton of Philadelphia, a public transit entrepreneur of the day, obtained a 30-year franchise to operate animal powered streetcar service from the City of Toronto on March 26, 1861. The TSR was organized in May of that year with A. Easton as President and Alexander Bleekly and Daniel Smith as Directors. The franchise provided for service on at least a 30-minute headway, with the daily operating period to be 16 hours a day in summer and 14 hours a day in winter (the spring and fall seasons do not appear to have been recognized). -
Toronto Transit Commission Category 47 2015 OPERATING BUDGET OVERVIEW 3
OPERATING PROGRAM SUMMARY Contents Overview I: 2015–2017 Service Overview and Plan 7 II: 2015 Budget by Service 12 III: Issues for Discussion 36 Appendices: 1. 2014 Performance 44 2. Operating Budget by Expense Category 47 Toronto Transit Commission 3. 2015 Organization Chart 48 2015 OPERATING BUDGET OVERVIEW TTC expects that its Conventional service will provide transit to 545 4. Summary of 2015 Service million riders with service that spans 238.5 million kilometres and 9 Changes N/A million hours in 2015. Wheel-Trans provides door-to-door 5. Summary of 2015 New & accessible transit service to 3.2 million riders with physical Enhanced Service Priorities 50 disabilities. 6. Inflows/Outflows to/from 2015 Budget Highlights Reserves & Reserve Funds 51 The total cost to deliver Conventional and Wheel-Trans transit to 7. 2015 User Fee Rate Toronto residents and visitors in 2015 is $1.694 billion and $115.313 Changes N/A million respectively, as shown below. TTC Conventional 2014 2015 Change (in $000's) Approved Budget $ % Gross Expenditures 1,606,683.6 1,693,820.3 87,136.7 5.4% Gross Revenues 1,166,602.6 1,220,089.5 53,486.9 4.6% Net Expenditures 440,081.0 473,730.8 33,649.8 7.6% Wheel-Trans 2014 2015 Change (in $000's) Approved Budget $ % Gross Expenditures 112,561.9 115,313.1 2,751.2 2.4% Gross Revenues 5,738.8 6,514.3 775.5 13.5% Net Expenditures 106,823.1 108,798.8 1,975.7 1.8% The 2015 Budget increases funds by $89.888 million gross ($35.626 million net) to accommodate increased ridership and expand transit services, including providing relief to families by eliminating the Child Fare (ages 12 and under), and introducing a 10 cent fare increase that will fund new and enhanced service priorities. -
Chief Executive Officer's Report – March 2018 Update
Report for Information Chief Executive Officer’s Report – March 2018 Update Date: March 20, 2018 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 Each monthly Chief Executive Officer’s Report includes a variety of financial details on TTC budgets and projects. These details are provided for information only, there are no financial impacts associated with the Board’s receipt of this report. Equity/Accessibility Matters The TTC strives to deliver a reliable, safe, clean, and welcoming transit experience for all of its customers, and is committed to making its transit system barrier free and accessible to all. This is at the forefront of TTC’s new Corporate Plan 2018-2022. The TTC strongly believes all customers should enjoy the freedom, independence, and flexibility to travel anywhere on its transit system. The TTC measures, for greater accountability, its progress towards achieving its desired outcomes for a more inclusive and accessible transit system that meets the needs of all its customers. This progress includes the TTC’s Easier Access Program, which is on track to making all subway stations accessible by 2025. It also includes the launch of the Family of Services pilot and improved customer service through better on-time service delivery with improved shared rides, and same day bookings to accommodate Family of Service Trips. -
Commission Report Macro
TORONTO TRANSIT COMMISSION CHIEF EXECUTIVE OFFICER’S REPORT SEPTEMBER 2014 UPDATE TABLE OF CONTENTS PAGE 1. TTC MONTHLY SCORECARD 2 2. COMMENTARY AND CURRENT ISSUES 5 3. CUSTOMER MEASURES AND IMPROVEMENT PROGRAM PROGRESS 18 4. FINANCIAL COMMENTARY 22 5. CRITICAL PROJECTS 26 1 TORONTO TRANSIT COMMISSION – MONTHLY SCORECARD Key Performance Latest Current Indicator Description Frequency Measure Current Target Status Trend Ref. # CSS Customer Satisfaction Survey Quarter Q2 72% TBD 2.2 Customer Journeys Customer Trips Period P7 39.939M 40.550M 2.3 Punctuality – Subway and Scarborough Rapid Transit (SRT) P7 94.7% 96.0% Line 1 (Yonge-Univ-Spadina) Headway + 3 minutes Period 2.4.1 Headway + 3 minutes P7 96.6% 97.0% Line 2 (Bloor-Danforth) Period 2.4.1 Headway + 3 minutes P7 99.3% 98.0% Line 4 (Sheppard) Period 2.4.1 Headway + 3 minutes P7 97.6% 96.0% Line 3 (SRT) Period 2.4.2 Punctuality – Bus, Streetcar, and Wheel-Trans Bus Headway +/- 3 minutes Period P7 66.1% 65.0% 2.5.1 P7 66.1% 70.0% Streetcar Headway +/- 3 minutes Period 2. 5.2 Wheel-Trans Within 10 minutes of schedule Period P7 85.3% 90.0% 2.5.3 Safety and Security Lost Time Injuries Injuries / 100 Employees Period P7 2.65 TBD 2.6.1 Customer Injuries Injury incidents / 1M Vehicle Boardings Period P7 1.45 NA 2.6.2 Behavioural Safety Index Safety Focused Behaviour Period TBD 2.6.3 Offences against Customers Assault, theft, other Period P7 39 NA 2.6.4 Offences against Staff Assault, threat, other Period P7 31 NA 2.6.5 People Attendance Employee Absence Period P7 6.46% < 6.50% 2.7.1 Operator Hires Actual vs. -
Eglinton Scarborough Crosstown Project Update
Form Revised: February 2005 TORONTO TRANSIT COMMISSION REPORT NO. MEETING DATE: JANUARY 31, 2012 SUBJECT: EGLINTON SCARBOROUGH CROSSTOWN PROJECT UPDATE ACTION ITEM RECOMMENDATION It is recommended that the Commission: 1. support the ongoing discussions between TTC staff, Metrolinx and Infrastructure Ontario to resolve the issues of project delivery and governance as well as the project alignment and vehicle issues, and 2. direct the Chief General Manager to further report to the Commission in February 2012 on: a. the Crosstown project delivery, project governance and the role of the Toronto Transit Commission (TTC) in design, construction, maintenance and operations; and b. present an analysis of the Crosstown scope, alignment and vehicle technology, and 3. request the Minister of Transportation and Infrastructure to consider deferring any decisions on Eglinton Scarborough Crosstown project delivery, project governance, and project scope until TTC, Infrastructure Ontario and Metrolinx have resolved the outstanding issues related to these aspects of the project. FUNDING The recommendations of this report do not have any direct funding implications for the TTC as the Eglinton Scarborough Crosstown project is fully funded by the Province of Ontario with a commitment of $8.4 billion. BACKGROUND The Eglinton Scarborough Crosstown transit project is funded entirely by the Province with a commitment of $8.4 billion. Consistent with the Metrolinx Act, 2009 and Province of Ontario directive, Metrolinx has responsibility to own, control and deliver the Crosstown EGLINTON SCARBOROUGH CROSSTOWN PROJECT UPDATE Page 2 project. In 2009, when Metrolinx adopted The Big Move Regional Transportation Plan and the Province announced funding for four new transit projects in Toronto, (the Sheppard East LRT, Finch West LRT, Eglinton Crosstown LRT and Scarborough RT), Metrolinx indicated that it would deliver the transit projects cooperatively with TTC and the City of Toronto. -
Scarborough Rapid Transit Benefits Case
SCARBOROUGH RAPID TRANSIT BENEFITS CASE January 2009 Scarborough RT Benefits Case Final Report 28th January 2009 Prepared for: Prepared by: Metrolinx Steer Davies Gleave 20 Bay Street, Suite 901 1000 - 355 Burrard Street Toronto ON M5J 2N8 Vancouver, BC V6C 2G8 In Association with: Economic Development Research Group Metropolitan Knowledge International 2 SRT Benefits Case CONTENTS EXECUTIVE SUMMARY............................................................................................. 1 PART A PROJECT RATIONALE ........................................................................... 1 Introduction ..................................................................................................................................................... 1 Purpose of Report ........................................................................................................................................ 1 Report Structure........................................................................................................................................... 1 Project Rationale............................................................................................................................................ 2 Context and Need ........................................................................................................................................ 2 Project Objectives ....................................................................................................................................... 3 Project -
Commission Report Macro
Form Revised: February 2005 TORONTO TRANSIT COMMISSION REPORT NO. MEETING DATE: January 21, 2009 SUBJECT: YONGE SUBWAY EXTENSION –ADDITIONAL INFORMATION CONCERNING COSTS AND RIDERSHIP/CAPACITY ACTION ITEM RECOMMENDATION It is recommended that the Commission consider this report in conjunction with the companion report entitled “Yonge Subway Extension - Final Report on Transit Project Assessment Process – Approval of Staff Recommendations” and forward the report directly to Toronto City Council for consideration at its meeting on January 27/28, 2009, noting that: a) Information related to the comments of Mr. Junkin and the results of the January 20, 2009 public meeting will be the subject of a separate report from the Chief General Manager directly to City Council. b) This report has been prepared jointly by City and TTC Staff. FUNDING Refer to the funding statement in the report entitled “Yonge Subway Extension – Final Report on Transit Project Assessment Process – Approval of Staff Recommendations”. BACKGROUND At the December 17, 2008 Commission meeting, the Commission approved the following motions with respect to the Yonge Subway Extension project: 1. Noting the complexity of the project and the multiple and diverse implications of the project for the TTC, staff be requested to report to the next TTC Commission meeting and the Executive Committee of the City on the implications and possibilities that may be provided by using an Individual EA process or a Class EA process to review this project (see Discussion, Section g). 2. That staff be requested to report back to the Commission in January on (see Discussion, Sections c and h): • The projected operating cost of the completed project; • Likely inter-regional fare scenarios; • Expected ridership figures on opening day; and • Impacts to the Yonge Extension from GO Transit expansion projects, specifically in the Yonge Corridor. -
Canadian Rail '*='
Canadian Rail '*=' No. 315 APRIL 1978 f I \ \ \ \ • • \ rSSN 0008-4875 Published monthly by The Canadian Railroad Historical Association P.O. Box 22, Station B Montreal Quebec Canada H3B 3J5 EDITOR: M. Peter Murphy EDITOR EMERITUS: S. S. Worthen BUSINESS CAR: John Welsh OFFICIAL CARTOGRAPHER : William A. Germani uk LAYOUT: Michel Paulet CALGARY & SOUTH WESTERN L. M. Unwin, Secretary 1727 23rd Ave. N.W., Calgary Alberta T2M lV6 COVER PHOTO: OTTAWA A pair of class H-5 subway cars D. E. Stoltz, Se cretary newly arrived from Hawker-Siddley P. O. Box 141, Station A, Ottawa, Canada, Ltd. posed in the Davis Ontario K1N 8Vl ville Yard of the TTC . Part of a 138 car, $67 million order, PACIFIC COAST several of the cars are now in R. Keillor, Secretary service and delivery continues P. O. Box 1006, Station A, Vancouver on a regular basis from the British Columbia V6C 2Pl bui 1der. ROCKY MOUNTAIN OPPOSITE: C. K. Hatcher, Secretary Thi sis the way it was back on P. O. Box 6102, Station C, Edmonton July 17, 1948 as TTC Peter Witt Al berta T5B 2NO #2958 and trailer 3013 clattered over the special-work in front TORONTO & YORK DIVISION of Union Station. Although J. C. Kyle, Secretary these type of cars never gained P. O. Bo x 5849, Terminal A, Toronto great popularity in Canada, Ontario M5W 1P3 Toronto depended on the Peter Wi tt type car to provi de the WINDSOR-ESSEX DIVISION backbone of their service for R. Ballard, Sr., Secretary years. Photo courtesy CRHA 300 Cabana Road East, Windsor, Archives, E.A.Toohey Collection. -
Line 1 Capacity Requirements - Status Update and Preliminary Implementation Strategy
For Action Line 1 Capacity Requirements - Status Update and Preliminary Implementation Strategy Date: April 11, 2019 To: TTC Board From: Chief Capital Officer Summary Line 1 Yonge-University is the busiest rapid transit line in Canada. With more than 730,000 riders each weekday, the line plays a crucial role in moving people in Toronto and in the Greater Toronto region. It is closely integrated into the TTC network of surface routes, making more than 100 connections and interchanges seamlessly with regional services at 13 stations. Ridership on Line 1 has been growing consistently over the last 15 years, all along the line. At the busiest point on the line, south of Bloor-Yonge Station, morning peak ridership has reached maximums of 28,000 to 30,000 people per hour in the peak direction. This is in line with the current capacity of the service. Increases in ridership are mainly as a result of population and employment growth. Continued growth, along with planned transit expansion projects, is driving forecasted future ridership demand even higher. Current plans will permit modest increases in capacity over the next few years, until approximately 2026. After that point, the continued increase in ridership demand will introduce concerns for the continued safe, reliable, and effective ability of Line 1 to serve transit customers. In order to address these concerns, the TTC is undertaking a Line 1 Capacity Requirements Study, in collaboration with regional and municipal partners. The study is a comprehensive assessment of future expected demand. The study is assessing the changes to subway trains, stations and facilities, signals, electrical power, maintenance procedures, and operating strategies, including staffing, that will be required to meet the ridership demands.