DOCSLIB.ORG

Chief Executive Officer's Report March 2017

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

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. TTC Performance Scorecard and reflect our work to completely modernize the TTC from top to bottom, has Critical Projects Dashboard 02 been transformed to be more closely aligned with the TTC’s seven strategic objectives – safety, customer, people, assets, growth, financial sustainability, 2. CEO Commentary 09 and reputation. For each of these objectives, updates of current and emerging issues and performance are now provided, along with a refreshed 3. Performance Update performance dashboard that reports on the customer experience. This information is intended to keep you completely up-to-date on the various 3.1 Safety & Security 16 initiatives underway at the TTC. It is a work in progress that will continue to 3.2 Customer 20 evolve over the coming months and will help us achieve our vision of a transit system that makes Toronto proud. 3.3 People 40 3.4 Assets 42 One of our seven strategic objectives, Reputation, involves creating an organization that is transparent and accountable, well-regarded by 3.5 Financials 49 stakeholders and peers, and in which employees are proud to play a part. Through my monthly commentary, I will keep you up-to-date on the key 4. Critical Projects 70 activities that I and my management team are involved in as we work to transform the TTC. About the cover: Flobell Asaba Ndesan, was recognized as the 2016 Employee of the Year at the Rewards and Recognition Gala, which took place on Andy Byford February 23, 2017 at the Arcadian Loft. Chief Executive Officer Andy Byford believes that ‘Good companies Toronto Transit Commission recognize that world-class customer service and lasting culture change can only be Our Vision: A transit system that makes Toronto proud. delivered if their employees are engaged, motivated and inspired to excel’. Toronto Transit Commission CEO’s Report – March 2017 Update 1 1. TTC Performance Scorecard & Critical Projects Dashboard Toronto Transit Commission CEO Report – March 2017 Update 2 TTC Performance Scorecard Latest Current Key Performance Indicator Description Measure Current Target Status Annual Trend Page Safety and Security Lost Time Injuries Injuries per 100 Employees Jan 2017 3.34 2.59 17 Customer Injury Incidents Injury Incidents per 1M Boardings Jan 2017 1.05 1.04 17 Offences against Offences per 1M Boardings Jan 2017 0.54 0.65 18 Customers Offences against Staff Offences per 100 Employees Jan 2017 0.26 0.28 18 Customer: Journeys TTC Customer Trips Jan 2017 39.6M 40.4M 21 2017 y-t-d TTC Customer Trips 39.6M 40.4M NA 21 to Jan PRESTO Customer Trips Jan 2017 4.12M 1.57M 22 Wheel-Trans Customer Trips Jan 2017 297K 311K 22 2017 y-t-d Wheel-Trans Customer Trips 297K 311K NA 22 to Jan Customer: Satisfaction Customer Satisfaction Score Q4 2016 77% 72% 23 Customer: Environment Station Cleanliness Audit Score Q4 2016 74.5% 75% 27 Bolded target values indicate the KPI target is under development. On Target Target at risk at current trend Off Target Interim target is based on the comparable prior period. Toronto Transit Commission CEO’s Report – March 2017 Update 3 Latest Current Key Performance Indicator Description Measure Current Target Status Annual Trend Page Bus Cleanliness Audit Score Q4 2016 88.4% 90% 28 Subway Cleanliness Audit Score Q4 2016 91.3% 75% 28 Streetcar Cleanliness Audit Score Data will be available Q1 2017 Customer: Service Performance Subway Yonge-University Delay Incidents Q4 2016 2,112 1,791 29 Delay Minutes Q4 2016 4,516 3,653 29 Trains per Hour in AM Peak Jan 2017 23.8 25.5 30 Bloor-Danforth Delay Incidents Q4 2016 2,513 1,596 31 Delay Minutes Q4 2016 4,138 3,340 31 Trains per Hour in AM Peak Jan 2017 23.7 25.5 32 Scarborough Delay Incidents Q4 2016 166 156 33 Delay Minutes Q4 2016 1,216 927 33 Trains per Hour in AM Peak Jan 2017 12.0 12.0 34 Bolded target values indicate the KPI target is under development. On Target Target at risk at current trend Off Target Interim target is based on the comparable prior period. Toronto Transit Commission CEO’s Report – March 2017 Update 4 Latest Current Key Performance Indicator Description Measure Current Target Status Annual Trend Page Sheppard Delay Incidents Q4 2016 324 129 35 Delay Minutes Q4 2016 1,126 311 35 Trains per Hour in AM Peak Jan 2017 10.9 10.9 36 Streetcar On-Time Departure Jan 2017 74.6% 90% 37 Short Turns Jan 2017 769 753 37 Bus On-Time Departure Jan 2017 80% 90% 38 Short Turns Jan 2017 951 1,782 38 Wheel-Trans % Within 10 Minutes of Schedule Jan 2017 92.3% 90% 39 People Employee Absence Absenteeism Rate Jan 2017 7.67% 6.50% 41 Assets: Vehicle Reliability Subway 319,405 300,000 T1 Mean Distance Between Failures Jan 2017 43 km km 486,419 772,485 TR Mean Distance Between Failures Dec 2016 43 km km Bolded target values indicate the KPI target is under development. On Target Target at risk at current trend Off Target Interim target is based on the comparable prior period. Toronto Transit Commission CEO’s Report – March 2017 Update 5 Latest Current Key Performance Indicator Description Measure Current Target Status Annual Trend Page Streetcar 3,115 4,500 CLRV Mean Distance Between Failures Jan 2017 44 km km 1,528 3,500 ALRV Mean Distance Between Failures Jan 2017 44 km km 9,572 35,000 New Streetcar Mean Distance Between Failures Jan 2017 45 km km 14,474 13,200 Bus Mean Distance Between Failures Jan 2017 46 km km 12,964 12,000 Wheel-Trans Mean Distance Between Failures Jan 2017 46 km km Assets: Equipment Availability Elevators Percent Available Jan 2017 99.2% 98% 47 Escalators Percent Available Jan 2017 97.1% 97% 47 Financials Year-End TTC Revenue Actual vs. Budget $1,196M $1,242M Section 3.5 2016 Year-End TTC Operating Expenditure Actual vs. Budget $1,682M $1,737M Section 3.5 2016 Year-End Wheel-Trans Revenue Actual vs. Budget $7.1M $7.0M Section 3.5 2016 Year-End W-T Operating Expenditure Actual vs. Budget $125.5M $123.7M Section 3.5 2016 Bolded target values indicate the KPI target is under development. On Target Target at risk at current trend Off Target Interim target is based on the comparable prior period. Toronto Transit Commission CEO’s Report – March 2017 Update 6 Latest Current Key Performance Indicator Description Measure Current Target Status Annual Trend Page Year-End Capital Expenditure – Base Actual vs. Budget $832M $1,119M Section 3.5 2016 Capital Expenditure – Year-End Actual vs. Budget $364M $720M Section 3.5 TYSSE 2016 Year-End Capital Expenditure – SSE Actual vs. Budget $26M $133M Section 3.5 2016 Operator Efficiency Crewing Efficiency Jan 2017 87.01% 87.15% 59 Bolded target values indicate the KPI target is under development. On Target Target at risk at current trend Off Target Interim target is based on the comparable prior period. Toronto Transit Commission CEO’s Report – March 2017 Update 7 Critical Projects Dashboard Current as of March 2017 | Next Update in May 2017 CEO Report The dashboard below provides a quarterly snapshot in time of the health status for major programs and projects that comprise the TTC project portfolio. The programs and projects, referred to hereafter as 'projects', have been included in the dashboard due to their magnitude and/or strategic significance. Collectively, the dashboard comprises 52% of the base capital program and 100% of the fully funded expansion projects. Dashboard data will be refreshed quarterly. The CEO Reports for March, May, August, and November will include a dashboard update as well as one-page project performance updates (see Section 4 of this CEO Report) for each of the projects listed in the dashboard. Major changes necessitating an immediate update will be discussed in Section 2 – CEO Commentary.
Recommended publications
  • Noise and Vibration Projects

    Noise and Vibration Projects

    Frontop Engineering Limited 101 Amber Street, Unit 1, Markham Ontario, Canada, L3R 3B2 Telephone: (905) 947-0900; Fax: (905) 305-9370 Website: www.frontop.ca; Email: [email protected] List of Our Ongoing Noise and Vibration Monitoring Projects Project 1: Name of Project: Geotechnical Instrumentation and Monitoring Plan- Segment 1- Keelesdale Station Location: Toronto, Ontario, Canada Client: Metrolinx-Eglinton Crosstown Light Rapid Transit (ECLRT) Project Main project features: Geotechnical Instrumentation and Monitoring, Noise and Vibration Monitoring Activities performed: install and monitoring following instrument Prepared and installed six (6) real-time vibration stations and five (5) real-time noise monitoring station. And weekly attendant two (2) noise and two (2) vibration stations monitoring. Project 2: Name of Project: Geotechnical Instrumentation and Monitoring Plan- Segment 1- Mt Dennis Station Location: Toronto, Ontario, Canada Client: Metrolinx-Eglinton Crosstown Light Rapid Transit (ECLRT) Project Main project features: Geotechnical Instrumentation and Monitoring, Noise and Vibration Monitoring Activities performed: install and monitoring following instrument Prepared and installed four (4) real-time vibration stations and four (4) real-time noise monitoring station. And weekly attendant two (2) noise and two (2) vibration stations monitoring Project 3: Name of Project: TTC Wilson Yard Track and Structure Building Renovation (Contract AW1-3) Location: Toronto, Ontario, Canada Client: TTC Main project features: Track and Structure Building Renovation Activities performed: Prepared and installed the one (1) real-time noise monitoring station and one (1) real- time vibration monitoring station. Project 4: Name of Project: TTC Hillcrest Complex Surface Way Facility Replacement, and Harvey Shop Loading Deck (Contract M7-2 & M1-91) Client: TTC Main project features: Surface Way Facility Replacement Activities performed: Prepared and installed the two (2) real-time noise monitoring station and two (2) real- time vibration monitoring station.
  • Modify Toronto Rocket Trainsets to Accommodate

    Modify Toronto Rocket Trainsets to Accommodate

    STAFF REPORT ACTION REQUIRED Procurement Authorization Amendment to Modify Toronto Rocket (TR) Trainsets to Accommodate One Person Train Operation Date: July 11, 2016 To: TTC Board From: Chief Executive Officer Summary The Toronto Transit Commission’s Five Year Corporate Plan includes the implementation of One Person Train Operation (OPTO) which will be implemented on all subway lines. The SRT Line 3 has operated under OPTO mode since opening in 1985. A change directive was authorized to Bombardier Transportation Canada Inc. (Bombardier) in the amount of $2,734,822.98 including taxes, for the engineering design of a prototype Train Door Monitoring (TDM) system and Correct Side Door Enable (CSDE) system on a Toronto Rocket (TR) train for a functional test. A contract amendment in the amount of $2,260,893.46 followed for the installation of the prototype TDM and CSDE systems on a TR train. On February 18, 2016, a test of the TDM and CSDE systems were successfully conducted at Bessarion Station on Line 4 using a 4-car TR trainset. Based on this successful demonstration, it is planned to modify six 4-car TR trainsets on Line 4 for OPTO implementation in 2016. This would be followed by implementation of 76 x 6- cars TR trainsets for OPTO implementation on Line 1. A contract amendment to Bombardier in the amount of $38,463,069.25 CDN, inclusive of all applicable taxes, is required for these modifications to the TR train fleet. Recommendations It is recommended that the Board authorize: 1. A contract amendment to Bombardier, in the amount of $38,463,069.25 CDN, inclusive of all applicable taxes, for the installation of the TDM and CSDE on the entire TR fleet of 82 trains to facilitate OPTO operation on Line 4 and Line 1.
  • Service Summary, August 1, 2021 to September 4, 2021

    Service Summary, August 1, 2021 to September 4, 2021

    Service Summary August 1, 2021 to September 4, 2021 Data compiled by the Service Planning and Scheduling Department SERVICE SUMMARY – Introduction Abbreviations Avg spd..... Average speed (km/h) NB ............. Northbound This is a summary of all transit service operated by the Toronto Transit Commission for the period Dep ........... Departure SB ............. Southbound indicated. All rapid transit, streetcar, bus, and community bus routes and services are listed. The RT ............. Round trip EB ............. Eastbound summary identifies the routes, gives the names and destinations, the garage or carhouse from which Term ......... Terminal time WB ............ Westbound Veh type ... Vehicle type the service is operated, the characteristics of the service, and the times of the first and last trips on each route. The headway operated on each route is shown, together with the combined or average Division abbreviations headway on the route, if more than one branch is operated. The number and type of vehicles Arw ........... Arrow Road McN .......... McNicoll Les/Rus ..... Leslie/Russell operated on the route are listed, as well as the round-trip driving time, the total terminal time, and the Bir ............. Birchmount MtD ........... Mount Dennis Wil ............. Wilson Bus average speed of the route (driving time only, not including terminal time). DanSub..... Danforth Subway Qsy ........... Queensway WilSub ....... Wilson Subway The first and last trip times shown are the departure times for the first or last trip which covers the Egl ............ Eglinton Ron ........... Roncesvalles W-T ........... Wheel-Trans Mal ............ Malvern entire branch. In some cases, earlier or later trips are operated which cover only part of the routing, and the times for these trips are not shown.
  • Making Headway, Capital Investments to Keep Transit Moving

    Making Headway, Capital Investments to Keep Transit Moving

    CAPITAL INVESTMENT PLAN Making Headway Capital Investments to Keep Transit Moving 2019–2033 headway (/ˈhed wā/) noun 1. forward movement or progress, especially when the way is difficult. 2. the average interval between trains, streetcars, or buses. The shorter the headway, the more passengers carried per hour. Making Headway — Capital Investments to Keep Transit Moving January 2019 From the Chief Executive Officer In January 2018, the TTC published a new Corporate Plan that clearly laid out our priorities for the next five years. At the top of the list was transforming for financial sustainability. “Fiscal sustainability,” we said, “depends on our ability to fund what the TTC is being asked to deliver over the long term.” We committed to providing better budget information for improved long-term decision-making. Over the past 12 months, we have undertaken a massive, multi-department review of all of our assets. The result is this Capital Investment Plan. Toronto’s transit system is hailed as among the most multi- modal systems in the world, with seamless integration between buses, streetcars, Wheel-Trans and the subway. The TTC’s interdependent network of fleet, track, power, maintenance and other infrastructure moves more than half a billion people annually. Funding for critical maintenance and system improvements is necessary. Projects that have been approved are still awaiting funding. Line 2 Capacity Enhancement is unfunded. Buses past 2021 are unfunded. The expansion of Bloor-Yonge Station, which is needed to accommodate ridership growth even before planned transit expansion, is unfunded. The TTC Way, which was introduced in our Corporate Plan, establishes clear guidelines for how we at the TTC work with each other, with customers and with our partners, including our funding partners.
  • Rapid Transit in Toronto Levyrapidtransit.Ca TABLE of CONTENTS

    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

    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.
  • Inclusion on the City of Toronto's Heritage Register -1627 Danforth Avenue

    Inclusion on the City of Toronto's Heritage Register -1627 Danforth Avenue

    ~TORONTO REPORT FOR ACTION Inclusion on the City of Toronto's Heritage Register - 1627 Danforth Avenue Date: April 4, 2019 To: Toronto Preservation Board Toronto and East York Community Council From: Senior Manager, Heritage Preservation Services, Urban Design, City Planning Wards: Ward 19 – Beaches-East York SUMMARY This report recommends that City Council include the property at 1627 Danforth Avenue on the City of Toronto's Heritage Register. The site contains a complex known historically as the Danforth Carhouse, which is currently owned by the Toronto Transit Commission (TTC). It was developed beginning in 1914 by the Toronto Civic Railways (TCR), expanded by the Toronto Transportation Commission (forerunner to today's TTC) and the TTC and currently used as offices and staff facilities for TTC personnel. In 2015, City Council requested that the property at 1627 Danforth Avenue be researched and evaluated for inclusion on the City of Toronto's Heritage Register. It has been identified for its potential cultural heritage value in the Danforth Avenue Planning Study (2018). It is the selected site for a police station consolidating 54 and 55 Divisions. The property at 1627 Danforth Avenue is part of a Master Plan study being undertaken by CreateTO to guide the redevelopment of the site as a multi-use civic hub for the Toronto Transit Commission, the Toronto Police Service and the Toronto Public Library as the key anchor tenants, which will incorporate and adaptively reuse the Danforth Carhouse. RECOMMENDATIONS The Senior Manager, Heritage Preservation Services, Urban Design City Planning recommends that: 1. City Council include the property at 1627 Danforth Avenue on the City of Toronto's Heritage Register in accordance with the Statement of Significance (Reasons for Inclusion), attached as Attachment 3 to the report (April 4, 2019) from the Senior Manager, Heritage Preservation Services, Urban Design, City Planning.
  • Procurement Authorization Roncesvalles Carhouse Maintenance Facility Extension Contract B4-24 Action Item

    Procurement Authorization Roncesvalles Carhouse Maintenance Facility Extension Contract B4-24 Action Item

    Form Revised: February 2005 TORONTO TRANSIT COMMISSION REPORT NO. MEETING DATE: January 31, 2012 SUBJECT: PROCUREMENT AUTHORIZATION RONCESVALLES CARHOUSE MAINTENANCE FACILITY EXTENSION CONTRACT B4-24 ACTION ITEM RECOMMENDATION It is recommended that the Commission authorize the award of Contract B4-24, Roncesvalles Carhouse Maintenance Facility Extension to Maystar General Contractors Inc. in the amount of $9,930,000.00 (excluding the Specified Options). FUNDING Sufficient funds for this expenditure are included in Project 3.9 Carhouse Modifications – New LRV Program as set on pages 795R-803R of the State of Good Repair/Safety Category, in the TTC’s 2012-2016 Capital Program which was approved by the Commission on December 19, 2011. BACKGROUND The Roncesvalles Carhouse was constructed in 1895 and has been upgraded in the past to suit changing streetcar technologies and specifications. The new accessible Low Floor Light Rail Vehicles (LFLRVs) acquired by the Commission are longer than the current fleet of standard Canadian Light Rail Vehicles and Articulated Light Rail Vehicles and have different features such as different jacking points, undercar and car body maintenance requirements, traction, heating, ventilation and air conditioning systems. In addition, the new LFLRVs have ancillary equipment mounted on the roof. This requires the expansion of the carhouse for vehicle access and maintenance requirements. The Roncesvalles Carhouse will serve as the west end running maintenance facility, providing the Commission the ability to maximize the number of vehicles stored, serviced, and delivered into daily revenue service in conjunction with Russell Carhouse and Ashbridges Bay maintenace facility where the bulk of maintenance and all of heavy repairs will be performed.
  • 125 Years of Toronto Streetcars

    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

    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.
  • Service Summary September 1, 2019 to October 12, 2019

    Service Summary September 1, 2019 to October 12, 2019

    Service Summary September 1, 2019 to October 12, 2019 Data compiled by the Strategy and Service Planning Department SERVICE SUMMARY – Introduction Abbreviations Avg spd..... Average speed (km/h) NB ............. Northbound This is a summary of all transit service operated by the Toronto Transit Commission for the period Dep ........... Departure SB ............. Southbound indicated. All rapid transit, streetcar, bus, and community bus routes and services are listed. The RT ............. Round trip EB ............. Eastbound summary identifies the routes, gives the names and destinations, the garage or carhouse from which Term ......... Terminal time WB ............ Westbound Veh type ... Vehicle type the service is operated, the characteristics of the service, and the times of the first and last trips on each route. The headway operated on each route is shown, together with the combined or average Division abbreviations headway on the route, if more than one branch is operated. The number and type of vehicles Arw ........... Arrow Road Mal ............ Malvern Rus ............ Russell/Leslie operated on the route are listed, as well as the round-trip driving time, the total terminal time, and the Bir ............. Birchmount MtD ........... Mount Dennis Wil ............. Wilson Bus average speed of the route (driving time only, not including terminal time). DanSub..... Danforth Subway Qsy ........... Queensway WilSub ....... Wilson Subway The first and last trip times shown are the departure times for the first or last trip which covers the Egl ............ Eglinton Ron ........... Roncesvalles W-T ........... Wheel-Trans entire branch. In some cases, earlier or later trips are operated which cover only part of the routing, and the times for these trips are not shown.
  • Toronto-Ontario Transit Update

    Toronto-Ontario Transit Update

    EX9.1 Attachment 3 STATUS OF PRELIMINARY TECHNICAL QUESTIONS Background In April 2019, City Council considered a supplementary report from the City Manager on Toronto's Transit Expansion Program- Update and Next Steps (EX4.1d). This report included an attachment which contained a series of preliminary technical questions for the Province related to the four transit projects identified in the 2019 Ontario Budget, released in April. Throughout Q2 and Q3 2019, City and TTC staff have met with Provincial staff for the purposes of carrying out the technical assessment of the Province’s transit proposal as directed by Council. Through this process, City and TTC staff have received information and insight that informs the responses below, and is reflective of the various stages of design of the Province's priority projects. In some instances, further work and due diligence will be required as planning and design development progresses. Further information on the projects as well as more detailed technical information on the staff assessment can be found Attachment 4- Assessment of Ontario Line and Attachment 5- Assessment of Line 2 East Extension. # Question and Status of Current Answer Transit Planning and Design 1 At what stage in the project lifecycle is each project, relative to either the City/TTC project lifecycle map (in EX4.1) or the Metrolinx Benefits Management Framework? Based on the information provided by the Province through the Ontario-Toronto Transit Expansion Technical Working Group, the City and TTC have assessed that the projects