Toronto Transit Commission CEO’s Report August 2018
TTC performance scorecard 2 CEO’s commentary and 6 current issues Critical paths 9 Performance Updates: Safety & Security 16 Customer 20 People 48 Assets 52
Toronto Transit Commission CEO’s Report August 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 June 2018 6.09 4.44* 16
Customer Injury Incidents Injury Incidents per 1M Boardings June 2018 0.81 1.07* 17
Offences against Customers Offences per 1M Boardings June 2018 0.66 1.00 18
Offences against Staff Offences per 100 Employees June 2018 5.08 3.83* 19
Customer: Ridership TTC Ridership June 2018 51.0M 52.5M 20
TTC Ridership 2018 y-t-d to June 271.6M 280.0M NA 20
PRESTO Ridership June 2018 13.3M 16.7M 21
PRESTO Ridership 2018 y-t-d to June 65.9M 71.7M NA 21
Wheel-Trans Ridership June 2018 401K 455K 22
Wheel-Trans Ridership 2018 y-t-d to June 2,129K 2,434K NA 22
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
2 Toronto Transit Commission | CEO’s Report | August 2018 Current Ongoing Key Performance Indicator Description Latest Measure Current Target Page Status Trend
Customer: Satisfaction Customer Satisfaction score Q2 2018 77% 82% 23
Customer: Environment
Station Cleanliness Audit Score Q2 2018 77.5% 75% 24
Streetcar Cleanliness Audit Score Q2 2018 92.8% 90% 25
Bus Cleanliness Audit Score Q2 2018 92.0% 90% 26
Subway Cleanliness Audit Score Q2 2018 93.3% 90% 27
Customer: Service Performance
Subway
Line 1 Yonge-University Delay Incidents June 2018 847 448 28
Delay Minutes June 2018 2,013 913 29
Capacity Delivered in Peak June 2018 91.1% 96% 30
Line 2 Bloor-Danforth Delay Incidents June 2018 737 399 31
Delay Minutes June 2018 1,879 835 32
Capacity Delivered in Peak June 2018 94.7% 96% 33
Line 3 Scarborough Delay Incidents June 2018 49 39 34
Delay Minutes June 2018 300 232 35
Capacity Delivered in Peak June 2018 94.9% 98% 36
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
Toronto Transit Commission | CEO’s Report | August 2018 3 Current Ongoing Key Performance Indicator Description June 2018 Current Target Page Status Trend
Line 4 Sheppard Delay Incidents June 2018 44 32 37
Delay Minutes June 2018 65 78 38
Capacity Delivered in Peak June 2018 100% 98% 39
Streetcar On-Time Departure June 2018 56.3% 90% 40
Short Turns June 2018 2,227 1,592 41
Bus On-Time Departure June 2018 75.7% 90% 42
Short Turns June 2018 2,804 3,057 43
Wheel-Trans % Within 10 Minutes of Schedule June 2018 80.0% 90% 44
Customer: Amount of Service
Streetcar Weekly Service Hours May 2018 16.5K 16.7K 45
Bus Weekly Service Hours May 2018 145.2K 150.6K 46
Subway Weekly Service Hours May 2018 10.7K 10.9K 47
Operator Efficiency Crewing Efficiency June 2018 86.85% 87.15% 48
People
Employee Absence Absenteeism Rate June 2018 7.30% 7.43%* 49
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
4 Toronto Transit Commission | CEO’s Report | August 2018 Current Ongoing Key Performance Indicator Description Latest Measure Current Target Page Status Trend
Assets: Vehicle Reliability
Subway
299,034 300,000 T1 Mean Distance Between Failures June 2018 53 km km
831,842 600,000 TR Mean Distance Between Failures June 2018 54 km km
Streetcar
CLRV Mean Distance Between Failures June 2018 3,258 km 6,000 km 55
ALRV Mean Distance Between Failures June 2018 2,766 km 6,000 km 56
16,741 35,000 LFLRV Mean Distance Between Failures June 2018 57 km km
20,000 12,000 Bus Mean Distance Between Failures June 2018 59 km km
14,795 12,000 Wheel-Trans Mean Distance Between Failures June 2018 61 km km
Assets: Equipment Availability
Elevators Percent Available June 2018 98.1% 98% 62
Escalators Percent Available June 2018 97.1% 97% 63
Fare Gates Percent Available June 2018 96.7% 99.5% 64
Fare Card Reader Percent Available June 2018 98.5% 99.9% 65
Ongoing trend indicators: Favourable Mixed Unfavourable * Represents current 12-month average of actual results
Toronto Transit Commission | CEO’s Report | August 2018 5 CEO’s commentary and current issues
Anyone who has taken or been in Quay streetcar tunnel. Despite On July 24-25, the TTC, City of a Toronto subway station recently, mitigation measures such as Toronto and Metrolinx hosted or has read, listened to or watched prominent signage, flashing lights approximately 30 delegates from the news, is by now aware that and bollards, 26 vehicles have the American Public Transportation TTC customers are being treated travelled into and become stuck in Association for a study mission to a famous Canadian voice. the tunnel since 2014, blocking the on Innovative Infrastructure On July 31, we began playing 509 Harbourfront and 510 Spadina Development and Implementation. public service announcements streetcars from entering. Freeing The transit executives, consultants recorded by actor Seth Rogen. the vehicles is costly and time- and suppliers also visited transit Rogen generously donated his consuming, and impacts service. properties in Ottawa, Montreal time and his distinctive voice to a and Vancouver to learn from the series of light-hearted messages, The gates are fitted with reflective work being done in Canada. The each lasting approximately 20 strips and LED lights, and take main focus of our presentations on seconds, asking TTC riders to be about three seconds to open major expansion projects was on more considerate of their fellow with transponders that are governance, funding and financing, passengers, all in an effort to make being installed on streetcars. innovations and new business taking the TTC a more positive We are currently testing and processes in project management. experience for all. From holding commissioning the gates, and we subway train doors to feet on expect them to be operational later On July 30, Chair Colle joined seats to backpacks to the proper this month. Mayor John Tory and Councillor use of the emergency alarm, the Jon Burnside (Ward 26 Don Valley humorous messages acknowledge At the same time, the TTC is West) at an event to announce common courtesy irritants people working with the City of Toronto that, starting August 26, PRESTO face each day on public transit. Transportation Division and customers will be able to hop on Waterfront Toronto to conduct a full and hop off the TTC for two hours Last month, we installed gates review of the streetcar right-of-way. without paying an additional fare. at the entrance of the Queens The two-hour, time-based transfer
6 Toronto Transit Commission | CEO’s Report | August 2018 was approved by this Board at its In addition to the automated meeting of November 28, 2017 exterior washing, special power washing was conducted on We are also introducing a number problem areas such as door of other new PRESTO fare payment openings – see before and after options at the end of August, photos, below. We also deep including a Youth (age 13 – 19) cleaned seat fabric, light diffusers Monthly Pass (equivalent to the and door thresholds, as well as current youth Metropass), and HVAC return air grills and cab ends. Senior and Youth 12 Month Passes (equivalent to the current Senior and, if the closure includes an open Before and Youth Metropass Discount cut area, we can also incorporate Plan). A Post-Secondary Monthly landscaping. Pass on PRESTO will be introduced later this fall. The Stations team also takes advantage of closures to thoroughly As we reported last month, planned clean platforms, bus bays and weekend subway closures have entrances. During a closure in July, After resumed, with portions of Line 1 for example, a hot water pressure closed each weekend in July. The washing crew pressure washed the main purpose of these closures has stairs, walls, floor and platform edge been to facilitate construction of the markers on southbound platform at Eglinton Crosstown LRT or, most Davisville Station. recently, to continue installation of the Automatic Train Control signal Throughout the spring and into system. We maximize the efficiency the summer, we have conducted In July, we started receiving the first of subway closures by reviewing deep cleaning of our subway trains of our new Nova buses equipped the backlog of work in the closure to ensure that trains are clean with USB charging ports to allow zone and including additional work after the winter. So far, we have our customers to charge their as appropriate. Typical secondary completed 74 of the 82 Toronto mobile devices during their trip. work includes rail replacement, Rocket trains, and 51 of the 61 T1s. Each bus has 12, two-port locations grouting, signals maintenance, We expect to complete all trains by for a total of 24 ports throughout the cleaning drains, station painting the middle of August. vehicle including in the accessible
Toronto Transit Commission | CEO’s Report | August 2018 7 seating areas. All new buses arriving We have reported previously after July will have this customer on upcoming service changes, convenience feature. including new Express bus routes that will roll out in September. At the north end of Line 1, the In October, we are bringing in a Vaughan Metropolitan Centre Station change on King Street to provide concourse connection to the York more reliable service with fewer Region’s VIVA BRT terminal on scheduled short turns. The current Highway 7 became accessible when 504 King and 514 Cherry routes the two elevators connecting the will be replaced by two branches station concourse and YRT’s bus of the 504 King service: 504A will platform were put into service earlier run from Dundas West Station to in July. Work is ongoing to license the Distillery Loop, and 504B will two escalators and complete the run between Broadview Station remaining work by end of August. and Dufferin Loop. This allows for Once all work is complete, the facility service that is more reliable and will be handed over to YRT for future clearer to promote for customers operation and maintenance. on the busiest portion of the route between Liberty Village and the Late at night on July 31, Chair Distillery District. Colle joined hundreds of people at the sixth annual midnight Underground Freedom Train Ride commemorating Emancipation Day, which is August 1. The event is presented each year by A Different Booklist bookstore and is symbolic of the role of the Underground Railroad in Canadian history. Celebrations included singing, poetry readings, drum Richard J. Leary playing and remarks by the African Chief Executive Officer (Acting) Canadian Heritage Association. Toronto Transit Commission
8 Toronto Transit Commission | CEO’s Report | August 2018 Critical Paths
Critical Path 1: value for money. The approach centralized warehouse that will Financial Sustainability has been successfully used as provide a once-in-a-generation part of recent vehicle, vehicle opportunity to rethink how we store The TTC purchases a remarkably parts and information technology and distribute over 35,000 different wide range of goods and services procurements. items. The warehouse is scheduled each year in order to keep our to open in 2019. daily fleet of over 1500 buses, We have boosted our planning 150 streetcars, 100 subway trains and forecasting activities to ensure “Social procurement” refers to and city-wide infrastructure in that inventory is neither out of incorporating social outcomes good repair and ready for service. stock, nor in excess. Our efforts are into the purchasing process, The annual value of capital and paying off. For example, we have augmenting the usual emphasis operating purchases exceeds reduced the number of buses that on cost efficiency and operational $1 billion. Given the scope and are out of service due to lack of effectiveness. We are collaborating scale, the TTC’s Materials and parts from more than 70 to fewer with the City on the development Procurement function is an than 10. of a social procurement strategy integral part of the Corporate Plan and hope to pilot a few initial commitment to “transform for high The City Auditor General has procurements during 2019. efficiency”. contributed to our transformation efforts through audit reports with An example illustrating the social Numerous activities are underway important recommendations procurement approach can be to drive cost savings and regarding refurbishable parts, seen in the RFP that was done procurement effectiveness, in part, warranty management and for 2010 Olympics in Vancouver by using modern procurement alternate sourcing. around the provision of flowers mechanisms that allow the TTC for winners. The flowers were to negotiate pricing and contract We are in the midst of constructing produced by a social enterprise terms to help realize the best a new 550,000-square-foot training women recently released
Toronto Transit Commission | CEO’s Report | August 2018 9 from prison because the RFP New Jersey, Philadelphia and with key stakeholders within the valued social impact as well as Connecticut participated during TTC and the City to define the quality, cost, and environmental the week. This is the second time activities, approval process and impact. By including a significant the TTC hosted LEAD, with the first timelines to arrive at the final Class scoring component for social value program in 2016. 3 Cost Estimate, Level 3 Project in the bidding evaluation, a social Schedule and associated risk enterprise capable of competing on In 2018, Human Resources analysis. As requested by City other required elements won the continues to work on identifying Council, a report is still anticipated competition. Many of the women critical roles in the organization to to be presented to the Executive continued working in the flower establish a succession planning Committee, the TTC Board and City industry well beyond the end of the program that identifies pools of Council, which is targeted to be in Olympic games. potential candidates for key roles Q1 2019. to ensure leadership continuity. Critical Path 2: People This approach is critical to retaining New Streetcars and developing knowledge capital The target for Q3, 2018 is 15 new Leader Development and for the future. streetcars in service. As of August Succession Planning Update: 22, 2018, 7 streetcars have been In line with the corporate objective Critical Path 3: shipped to TTC and 9 have entered service. Of the 204 streetcars of developing future leaders at Growth and Assets the TTC, the TTC recently hosted ordered, 96 have been shipped and a successful week of leadership 91 have entered service. Scarborough Subway Extension development from June 3-8 Work continues to progress on through the Leadership Exchange Recent Progress all aspects of the design towards and Development Program Bombardier continues to Stage Gate 3. At this time, the (LEAD). LEAD is a strategic, provide reporting in the form of project will provide initial cost cross-agency program that seeks “Heat-Mapping” of their inputs from the TTC team, to prepare senior managers for manufacturing disciplines which including detailed costs for the future opportunities to be the next provides TTC with greater visibility Scarborough Centre Station, generation of executive leaders of the status for supply chain tunnelling work, Kennedy Station, in the transportation industry. management, production, methods systems, property requirements Along with the TTC, transit leaders and quality assurance. The trends and utilities. The Chief Project from New York, Boston, Chicago, generally show improvements from Manager is continuing his work
10 Toronto Transit Commission | CEO’s Report | August 2018 the last period to present but some Measures are in-place to provide The approach was initiated at issues of concern are still being feedback to the production line and Thunder-Bay and is being identified at each site. Bombardier correct at source. Statistics rolled-out in Toronto. In addition, use the data to identify additional are showing improvements but the equivalent feedback loop is mitigation measures as required by there is still work to be done to being included for Bombardier’s each issue. eliminate issues on a consistent other plants in Kingston, La basis. TTC are monitoring and Pocatière and Sahagun, Mexico. Bombardier continues to work looking for positive trends that at reducing and eliminating provide confidence the issues are Immediate Next Steps repeat snags and one-off issues. under control. • Bombardier to update on preparations for production Cumulative No. of New Streetcars Entered into Service out of their Kingston Plant with (Actual vs Original Schedule and Actual vs Latest Schedule) the first car due in October. An initial visit by TTC has been held 2013 2014 2015 2016 2017 2018 2019 but further understanding on progress against the schedule is Actual 0 3 14 30 57 91* TBA requested. Achievement of this objective will add confidence vs 2012 Original 7 37 73 109 148 184 204 Schedule that Bombardier will recover and meet the original commitment Actual 91* TBA for 204 new streetcars by the end of Q4 2019. vs 2018 Latest Schedule 121 204 • TTC staff received further direction for the final position Q1 Q2 Q3 Q4 Total on negotiation for Liquidated Damages. Actual 10 15 9* TBA 28* • Further work is being undertaken in relation to the vs 2018 Latest Schedule 12 16 15 21 64 supply of additional streetcars. *As of August 22, 2018
Toronto Transit Commission | CEO’s Report | August 2018 11 2018 - 2020 Bus Procurements Bus Procurements In accordance with the Green Bus 2018 2019 Technology Plan approved by the Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Board in November 2017, 625 new buses are scheduled for delivery in Actual 40 71 84* 2018 and 2019.
Clean vs Scheduled 40 78 104 88 Recent Progress Diesel Clean Diesels (310 diesels) Bus Cumulative Actual 40 111 195* As of August 22, 2018, Nova vs Cumulative Scheduled 40 118 222 310 310 310 310 310 Bus have delivered a total of 195 buses of the expected 310 buses Actual 0* scheduled for 2018. Production started off slowly, but did ramp Hybrid vs Scheduled 1 54 115 85 up significantly by the end of Electric Q2 and early Q3. Nova is now Bus Cumulative Actual 0* slightly ahead of their contractual schedule. vs Cumulative Scheduled 1 55 170 170 170 255 New buses being delivered from Actual NOVA are equipped with VISION Battery and are being inspected and fitted vs Scheduled 10*** 10 10 30** Electric with Presto. The newly delivered Bus vehicles once inspected and Cumulative Actual (eBus) commissioned are available to vs Cumulative Scheduled 20 30 60** enter service. To date, there are over 100 vehicles available for Total 40 118 223 365 500 500 510 625 service.
*As of August 22, 2018 Hybrids (255 hybrids) **Additional 30 eBus procurement was approved at June 2018 Board Meeting In accordance with the recent ***BYD’s preliminary schedule had their buses delivered in Q4 2018; however, it has now advised that Board decision on June 12, 2018, they will deliver in Q1 of 2019.
12 Toronto Transit Commission | CEO’s Report | August 2018 TTC will be procuring 200 hybrid Infrastructure To mitigate, all bus OEMs have electric buses for delivery in 2019. TTC has been working closely been asked to provide costing for A contract with NOVA for the with our utility partner, Toronto storage of buses and chargers in procurement of these 200 buses Hydro, to implement the required Toronto. OEMs will be responsible has been issued. Along with the charging infrastructure. Toronto for maintaining the buses and recent changes already approved Hydro, released a Request for chargers until delivery to TTC (55 hybrid electric buses to be Proposal (RFP) for the final design property when the infrastructure delivered in 2018), this brings the and infrastructure works on June is complete. total number of hybrid electric 18th. The RFP was to close by buses up to 255. The first of this August 17th, however this has To optimize use of federal Public latest generation hybrid electric been extended to August 30th Transit Infrastructure Fund buses is scheduled for delivery in due to delays to the completion (PTIF), procurement of (but not September 2018. of the service agreement between installation) a substation and Toronto Hydro and TTC. Selection generator are planned for this Electric Buses (60 eBuses) of the winning bidder is now set phase of the works. They will As of August 16th, 2018, we now for mid-September, and Notice be needed for the first all have confirmed delivery dates for to Proceed in the third week of zero-emissions bus garage, which both New Flyer and BYD buses. September. is likely to be Arrow Garage due to Both will begin delivery in Q1 2019. the relative ease of installation. New Flyer will complete delivery Electrical and civil work along of the first 10 buses by end of with the installation of energy A garage and shop feasibility March 2019, and BYD will complete storage and charging equipment study is currently being scoped to delivery of its first 10 buses by end needs to be complete prior to prepare for large scale adoption of April 2019. Negotiations with receiving the buses and so eBus of zero-emission buses, as set Proterra continue and are expected deliveries have been staggered out in the Green Bus Technology to be concluded by the end of to allow for completion of work at Plan. This includes the work September 2018. Weekly meetings each of the three home garages. already underway in partnership with all three bus OEMs are The risk that the infrastructure with Enbridge Gas on potential ongoing to monitor and progress works schedule will slip beyond conversion of the bus fleet to be the works on the vehicle stream of the delivery dates of the buses at fueled by compressed natural gas this project. each garage remains, but the risk (CNG) and it includes scoping of is highest for Arrow Road Garage. garage modifications to allow for
Toronto Transit Commission | CEO’s Report | August 2018 13 charging of all-electric eBuses. A 2018 Wheel-Trans Vehicle Procurement preliminary feasibility report will be ready by May 2019 in time to Q1 Q2 Q3 Q4 refine early (Class 5) estimates for the 2020 - 2029 Capital Budget Cumlulative Actual 9 25 33* process. vs Cumlulative Schedule 9 31 50 69
Immediate Next Steps *As of August 22, 2018 TTC Staff will continue working closely with New Flyer, BYD, Wheel-Trans Procurements Critical Path 4: and Proterra with the aim to The 69 vehicles scheduled for 2018 Make Taking Public Transit finalize designs of bus elements will bring the fleet of ProMasters up Seamless with longer lead items. Staff will to 80. also continue to work towards Two-hour Transfer Design Sprint Recent Progress finalizing the contract with Proterra. With the introduction of two- As of August 22, 2018, a total of 33 Configuration decisions for Proterra hour transfers for PRESTO card ProMasters have been delivered buses will be made and staff will be customers, the TTC is working of the expected 69 scheduled for attending a pre-production meeting with Bridgeable, the customer 2018. Creative Carriage missed the with Proterra in mid-September experience and service design firm Q2 target by six vehicles, however, For infrastructure works, TTC that facilitated the development of the production rate is increasing and Toronto Hydro expect to our Corporate Plan, on a four-week and it is expected that the end of finalize their agreement by the design sprint. end of September 2019 following year target is achievable. which TTC staff will participate in The engagement’s main focus is Immediate Next Steps Toronto Hydro’s RFP process for to develop practical solutions that • Discussions are ongoing with the evaluation of the proposals. ensure customers interact with Metrolinx to extend the existing The stream of work that aims to the PRESTO system correctly by contract into 2019 to allow for prepare the organization for this better understanding PRESTO the procurement of 48 additional transformational technology is card customers’ tapping behaviour. ProMasters. now ramping up with plans set for In turn, this will lead to a more change management, training, seamless journey for customers service planning, etc. as they maximize the benefits
14 Toronto Transit Commission | CEO’s Report | August 2018 of the two-hour transfer, while year, we ask customers to submit sprinklers and standpipes, had simultaneously providing the TTC sketches as they capture moments gone at best case, undocumented, with more complete travel data for in transit. A selection panel of TTC and at worst case, undone, for service planning. and Pattison employees select the many years. As a result of the best art submitted and print them investigation report, the Auditor The design sprint includes in-field to fill unused advertising spaces General requested information research directly with customers throughout the system. Sketching on the inspection, testing and and validation of workable solutions the Line has been extremely maintenance of life safety systems in the field. Subject matter experts popular and well received and it has at the TTC. and other stakeholders are also brought a range of compelling artistic involved at an early stage to ensure voices to transit commuters. We Life safety systems at more any concepts can be built into are in the third year of the program than 150 TTC owned properties functional solutions. and new art will be featured in our are inspected, tested and vehicles in the near future. maintained using internal forces Design Sprints are a rapid to meet the requirements of the innovation methodology. Our Cornerstone: Safety Ontario Fire Code, National Fire hope is that we can leverage this Protection Association (NFPA) type of engagement as a tool to and Underwriters Laboratories In early July, the Auditor General enhance the customer experience of Canada (ULC). All reports released an investigation report titled — and, because sprints actively are stored electronically in ‘Raising the Alarm,’ outlining the involve TTC employees, build the a centralized database with lack of oversight and compliance TTC’s internal design thinking and compliance rates >95%. Oversight related to inspecting, testing and innovation capabilities. and assurance is provided by maintaining critical life safety the Safety and Environment systems across numerous City Department, who have carriage of Critical Path 5: Partnerships of Toronto owned and occupied the Corporate Fire Safety Program, properties. This investigation which requires monthly reporting Pattison Outdoor and the TTC identified poor/zero contract to the CEO and TTC Executive. continue to partner on the oversight, billing errors, and most Monthly reports include life safety Sketching the Line program, which importantly, that the work related maintenance, fire code deficiencies showcases art created by our to maintaining these life safety and monthly fire inspection status. customers in our vehicles. Each systems, such as fire alarms,
Toronto Transit Commission | CEO’s Report | August 2018 15 Safety and Security
Lost-time Injuries Rate (LTIR) Results and account for 23% of all lost time The LTIR for June 2018 was 6.09 injuries. 7 injuries per 100 employees. Actual 12-Month Average The TTC Peer Support Program
6 Analysis and the Employee and Family The 12-month average LTIR to the Assistance Program provide end of June 2018 was 4.44 injuries emotional and psychological 5 per 100 employees. The LTIR for support following traumatic the current period was 37% higher incidents. These programs help than the 12-month average LTIR. mitigate the impact of being 4 This increase was mainly attributed involved in or witnessing such to the increase in Acute Emotional incidents. In addition, this year,
Injuries per per 100 Employees Injuries 3 Event (AEE) and Overexertion additional mental health support injuries in this period. is being provided to employees through an increase in benefits for 2 The 12-month average line shows psychological services. the movement of the LTIR from
1 2014 to 2018. An upward trend can Musculoskeletal/ergonomic type 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 be observed over this period. injuries (i.e. overexertion, reach/ bend/twist, repetition) continue to Action Plan represent the highest injury event AEE injuries caused by a sudden type since 2014. The Ergonomic and unexpected traumatic event Musculoskeletal Disorder Prevention represent the second highest injury Program focused on preventing type and account for 16% of all such injuries and resolving lost-time injuries since 2014. For ergonomic concerns is currently the current period, AEE injuries being implemented, with anticipated represent the highest injury type completion by the end of 2019.
16 Toronto Transit Commission | CEO’s Report | August 2018 Customer Injury Incidents Results Action Plan The customer injury incident rate The 12-month average line shows 2.5 for June 2018 was 0.81 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 reduction in the station 1.5 injury incident rate to the end of related subway injuries can be June 2018 was 1.07 injury incidents partly attributed to the reduction per one million vehicle boardings. in the elevator/escalator injury 1.0 The customer injury incident rate incidents compared to previous for the current period was 24% years. Since March 2018, elevator lower than the 12-month average and escalator safety videos have
0.5 rate. This decrease was mainly been playing every hour on most Injury Injury IncidentsBoardings per 1 Million Vehicle attributed to the decrease in the TTC Platform Video Screens and station-related subway injury Station Information Screens.
0.0 incidents for this period. 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
Toronto Transit Commission | CEO’s Report | August 2018 17 Offences Against Customers Results Action Plan Total offences against customers Transit Enforcement Special 1.2 slightly increased in June 2018 Constables will continue to 2018 Actual 2018 Target 2017 Actual 2016 Actual to 0.66 offences per one million engage with the public as a visible 2015 Actual 2014 Actual 1.0 vehicle boardings. The moving presence across all modes of annual rate of offences against transit. customers to June 2018 was 0.8 0.65, which is higher than the corresponding moving annual rate
0.6 of 0.54 to June 2017.
Analysis 0.4 Increases were observed in most crime types as compared to the
Offences per 1 Million Vehicle Boardings Vehicle 1 per Million Offences 0.2 previous month and year-over-year. Other areas of crime remain static and there does not appear to be a 0.0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec pattern in reported incidents.
18 Toronto Transit Commission | CEO’s Report | August 2018 Offences Against Staff Results Action Plan Total offences against Transit Enforcement Special 7.5 staff increased in June 2018 to Constables will continue to provide
Actual 12-Month Average 5.08 offences per 100 employees support to surface personnel comparable to the rate of 4.01 for via the BUS STOP initiative and 6.0 June 2017. The moving annual rate to conduct special details and of offences against staff forJune initiatives to assist with ongoing 2018 was 3.80, comparable to the and emerging issues identified by 4.5 moving annual rate of 4.41 to June TTC personnel across the system. 2017.
3.0 Analysis The increase in crimes against employees can be explained, 1.5 Offences per 100 Employees (Annualized) 100 Employees per Offences partly by the increase in the average number of threat calls that were attended by our Special 0.0 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 Constables. 2014 2015 2016 2017 2018
Toronto Transit Commission | CEO’s Report | August 2018 19 Customer
Customer: Ridership TTC Ridership The year-to-date ridership was Action Plan 8.4M (3.0%) below budget and To re-establish sustained ridership 12.0 4.5M (1.6%) below the comparable growth, a new Ridership Growth 2018 Actual 2018 Budget 2017 Actual 2016 Actual period in 2017. Strategy is being developed for 2015 Actual 2014 Actual 11.5 implementation. Analysis Ridership has flatlined since 2014 Research is also underway 11.0 due to various factors, including City to analyze the changes in growth and congestion, changes monthly Metropass sales and in customer mobility, and growth in corresponding ridership impact. 10.5 digital ride-hailing services. Results of this analysis will inform future action plans. 10.0 Another important factor that has
Average Weekly Ridership (Millions) Ridership Weekly Average adversely impacted ridership is the Note: ongoing decrease in Metropass The data represented here is 9.5 sales, which currently generate accurate. We identified an error approximately 45% of total ridership. in the source used for ridership 9.0 Specifically, there were 124,000 (-7%) data in previous CEO Reports for Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec fewer passes sold between January past year’s performance and have and June 2018, compared with the provided the correct information Results corresponding months in 2017. here. The incorrect data source Ridership in June was at 51.0M, Although some of these lost sales was isolated information used only which is 1.5M (2.9%) below the have likely been offset by an increase for the CEO Report and not for any budget of 52.5M and 0.3M (0.6%) in PRESTO e-purse transactions, the other purpose. We are undertaking below the comparable period in declining Metropass sales continue a review of all data sources used 2017. to have a significant impact on for this report to ensure accuracy. overall ridership trends.
20 Toronto Transit Commission | CEO’s Report | August 2018 PRESTO Ridership Results Action Plan There were 13.3M customer The PRESTO adoption rate is 10.0 journeys using the PRESTO expected to accelerate throughout 2018 Actual 2018 Budget 2017 Actual 2016 Actual Farecard (i.e. e-purse, period 2018 in conjunction with the 2015 Actual 2014 Actual pass) in June, which was 3.4M phasing-out of legacy fare media 8.0 below the budget but up 6.2M and the commensurate uptake of (88%),compared to the same time PRESTO-based fare media. period last year. 6.0 The TTC will continue to work Looking at the year-to-date result, with PRESTO staff on enabling ridership was 5.8M (8.1%) below functionality to support the 4.0 budget but up 33.5M (103%), elimination of legacy fare media. compared to the same time period
Average Weekly Ridership (Millions) Ridership Weekly Average last year. Note: 2.0 PRESTO ridership is included in Analysis TTC ridership totals. The PRESTO component of total 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 26.0%.
The 2018 PRESTO ridership budget was calendarized in late 2017 and the sharp increase in September 2018 arises from the previously anticipated discontinuation of the sale of legacy monthly passes, tokens and tickets.
Toronto Transit Commission | CEO’s Report | August 2018 21 Wheel-Trans Ridership Results of Bus, Subway and Streetcar. In Ridership in June 2018 was 401K, addition, the change of the service 115 which was 54K (11.9%) below delivery model to create greater 2018 Actual 2018 Budget 2017 Actual 2016 Actual the budget of 455K. In terms of efficiencies with each trip resulting 2015 Actual 2014 Actual year-over-year growth, June’s in a change in the timing to confirm 100 ridership of 401K was 13.5K (3.3%) specific trip times has encouraged below the ridership of 414K for the customers to seek alternatives to comparable period in 2017. Wheel-Trans. 85 Year-to-date to the end of June Action Plan 2018, ridership was 305K (12.6%) The purpose of the Wheel-Trans 70 below budget but 47K (2%) above 10 Year Strategy was specifically the comparable period in 2017. to support customers to choose the best mode of travel for their Average Weekly Ridership (Thousands) Ridership Weekly Average 55 Analysis trips and communicate the options For the fourth month in a row, available to them. We continue to Wheel-Trans average weekly support this switch through offering 40 Travel Training to customers on Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ridership is actually less than the same month in the previous year. the conventional system, we have launched a new telephony Wheel-Trans continues to system to simplify accessing the experience zero growth compared Reservations contact centre by with the ridership for 2017. We phone and will implement a new anticipate several factors are scheduling software in Q4 2018 to contributing to this adjustment further enable the swich and offer in demand and are comfortable customers more choice. attributing much of this to the continued communication to Note: the alternates to door to door Wheel-Trans ridership is not specialized transit travel, namely included in TTC ridership totals. the accessible fixed route options
22 Toronto Transit Commission | CEO’s Report | August 2018 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 their last trip perceive significant improvement year over year (Subway Q2’17: 30%; Subway Q2’18: 37%).
Toronto Transit Commission | CEO’s Report | August 2018 23 Customer: Environment
Station Cleanliness Results Action Plan The Q2 Station Cleanliness Audit A delay in getting all required 80 delivered an average station temp servicepersons hired and 2018 Actual 2018 Target score of 77.45%, representing an trained has led to a delay in the 2017 Actual 2016 Actual 2015 Actual 2014 Actual increase of 3.44% from Q1. This Floor Reconditioning program. Q3 was the first audit which included should see an increase in activity 77 the new TYSSE Stations which for this program, where the focus opened in December 2017. This will be on stairs and covings, which audit saw 47 of 75 stations (63%) are presently the lowest scoring
74 meet or exceed the target score components on the cleanliness of 75%, the highest number and audits. percentage of stations to date. The
Cleanliness Audit Audit Cleanliness Score (%) previous high was 2017 Q4 when 71 41 of 69 stations (59%) met or exceeded target.
Analysis 68 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr The start up of seasonal projects (accelerated relamping, luxalon cleaning, and blitz program) enabled a significant number of stations to improve their audit scores. 59 stations saw an increase in their audit score, with the highest being Lawrence (6.94% increase to 78.33%). Only 10 stations saw their score decrease, with largest decrease being St. Clair West (1.32% drop to 74.97%).
24 Toronto Transit Commission | CEO’s Report | August 2018 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 92.9%. 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 Analysis Favourable weather conditions 60 throughout the quarter and regularly completed cleaning and washing tasks increased the overall 40 Q2 quarterly cleanliness. Cleanliness Audit Audit Cleanliness Score (%)
20
0 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Toronto Transit Commission | CEO’s Report | August 2018 25 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 & 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 Analysis to the Garages in September, to The performance scores take into further enhance the customer 60 account pre-service, in-service and experience. post-service audit results. Q3-2018 results are expected to remain 40 favourable. Cleanliness Audit Audit Cleanliness Score (%)
20
0 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
26 Toronto Transit Commission | CEO’s Report | August 2018 Vehicle Cleanliness - Subway Results Action Plan The average rating of 93.3% in Q2- On Line 1-YUS, due to construction 95 2018 is above the target of 90.0%. constraints an exterior focused 2018 Actual 2018 Target 2017 Actual 2016 Actual The Department has recorded cleaning program to brush wash a score of greater than 90% in 7 the exterior of the entire fleet has 93 consecutive quarters. been instituted. A similar exterior wash program is in effect for Line 2 Analysis fleet also. 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 to a target more reflective of the the colder winter inclement 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 quarter where the exterior wash program is ongoing.
Toronto Transit Commission | CEO’s Report | August 2018 27 Customer: Service performance
Subway Results Action Plan Line 1: Delay Incidents The number of delay incidents The Rail Cars and Shops increased by 4.4%, from 811 to Engineering group is reviewing 1,250 847, from the previous period. and working on corrective actions 2018 Actual 2018 Target associated to the increased brake 2017 Trend 2016 Trend 2015 Trend 2014 Trend Analysis issues on Toronto Rocket trains. 1,000 Passenger delays account for the Such incidents do tend to increase highest percentage of incidents; due to high ambient temperatures 44% of the total. The remaining in the summer. 750 incidents in all categories were very similar to the prior period. Note: The exception was related to rail The 2018 target is based on a 500 vehicles, which saw an increase 40% or more reduction in delay
Number of Delay NumberIncidents Delay of of 20 incidents more than the incidents from the 2014 monthly last month, up to 64. Over half of average baseline. 250 these events were related to brake issues.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
28 Toronto Transit Commission | CEO’s Report | August 2018 Line 1: Delay Minutes Results Action Plan The number of delay minutes Subway Infrastructure continues to 2,500 increased in June to 2013, an 11% perform root cause analysis on all 2018 Actual 2018 Target 2017 Trend 2016 Trend increase over the prior month. iinfrastructure incidents, including 2015 Trend 2014 Trend the switch failure at Finch Station. 2,000 Analysis This is a process that has resulted Passenger related events continue in improvements to equipment and to be the highest contributing factor maintenance practices. 1,500 to delays; in June over 50% or 1032 minutes were uncontrollable Note: by the TTC. This was a 19% The 2018 target is based on a 40% 1,000 increase from the previous period. or more reduction in delay minutes Number of Delay NumberMinutes Delay of Incidents in Period 6 included from the 2014 monthly average two personal injuries at track baseline. 500 level, one that resulted in a police investigation and murder charges.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec For TTC delay minutes, Subway Infrastructure experienced a significant incident caused by a switch failure at Finch Station.
Toronto Transit Commission | CEO’s Report | August 2018 29 Line 1: Capacity Delivered In Peak Results Action Plan The peak capacity delivered The specific issue that was causing on Line 1 continued to show the yard control failures was 2018 Actual 2018 Target 2017 Trend 2016 Trend improvement, however it is still off identified and a work around was 2015 Trend 100 the desired target of 96. created by the Signals Engineering group. For extra assurance,
96 Analysis additional resoureces are now Through time studies and train available at the yard in the morning traffic review, it has been confirmed to respond quickly to any event 92 that performance, particularly in that may occur. the AM peak, is directly related
Capacity Delivered (%) Delivered Capacity 88 to the schedule of trains leaving Schedule modifications have the yard. In June, there were a been made and will continue to number of days in which Wilson be implemented in the coming 84 Yard had technical issues and months. either prevented trains from leaving 80 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec the yard or greatly increased the amount of time required to leave the yard.
30 Toronto Transit Commission | CEO’s Report | August 2018 Line 2: Delay Incidents Results Action Plan The number of delay incidents TTC is continuing work to reduce 1,250 slightly increased by 2.1% in June, speed control incidents, a large 2018 Actual 2018 Target 2017 Trend 2016 Trend from 722 to 737. contributor to this measure, 2015 Trend 2014 Trend by managing the causes of 1,000 Analysis such incidents with effective All measured items remained communication and coordination stable in comparison to the amongst transportation and 750 previous month, there were no maintenance groups, as well as by significant increases or decreases. improving maintenance practices for this equipment, for example 500 With the exception of the 2014 replacement of antennae cables Number of Delay NumberIncidents Delay of base year, this was the best and software updates. Period 6 since this measure was 250 implemented, and 2014 did not Note: include speed control incidents The 2018 target is based on a as that system was introduced to 40% or more reduction in delay 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Bloor-Danforth in 2015. incidents from the 2014 monthly average baseline.
Toronto Transit Commission | CEO’s Report | August 2018 31 Line 2: Delay Minutes Results Action Plan The number of delay minutes A passenger edge door working 2,500 increased on Line 2 in June to 1879 group has been formed with 2018 Actual 2018 Target or by 32.2%. internal TTC stakeholders 2017 Trend 2016 Trend 2015 Trend 2014 Trend which will review previous 2,000 Analysis recommendations. Passenger related incidents increase by nearly double, from Note: 1,500 619 to 1208. Disorderly passengers The 2018 target is based on a 40% caused 229 minutes of delays or more reduction in delay minutes and and trespassers at track level from the 2014 monthly average 1,000 increased by 327%. In addition, baseline. Number of Delay NumberMinutes Delay of Line 2 had 4 personal injuries at track level that contributed to 316 500 minutes of delays.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
32 Toronto Transit Commission | CEO’s Report | August 2018 Line 2: Capacity Delivered In Peak Results Action Plan The performance on Line 2 for Capacity delivered is at, or just
2018 Actual 2018 Target peak capacity delivered has under target for the past 5 periods, 2017 Trend 2016 Trend remained relatively constant for a and other measures of service 2015 Trend 100 number of months. This month it quality are favourable for this line. dropped minimally to 94.7% and Maintaining good staffing levels
96 did not reach the target of 96%. moving into the summer months will be important to maintaining that trend. 92 Analysis Several times this month the Note: Capacity Delivered (%) Delivered Capacity 88 Transit Control Centre has had to Capacity delivered is the actual slow service on this line during train count divided by the AM peaks as a result of delays on scheduled train count for each 84 Line 1, to prevent overcrowding hour at sampled locations. Data conditions at interchange stations. are based on weekday service from
80 This negatively impacts this Monday to Friday. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec measure, but is key to maintaining safety in those stations.
Toronto Transit Commission | CEO’s Report | August 2018 33 Line 3: Delay Incidents Results Action Plan The number incidents decreased Switch issues which impacted 150 to 49 in June from 72 in May and McCowan Yard were rectified in 2018 Actual 2018 Target 2017 Trend 2016 Trend came much closer to the target June and significantly improved 2015 Trend 2014 Trend of 39.2. For delay incidents, this performance. 120 is the best Period 6 since we implemented this measure in 2014. Note: The 2018 target is based on a 90 Analysis 40% or more reduction in delay The decrease in incidents observed incidents from the 2014 monthly is related to a reduction in subway average baseline. 60 infrastructure issues, dropping from Number of Delay NumberIncidents Delay of 7 to 1. As well passenger issues were only responsible for 8 delays, 30 65% fewer than the previous month.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
34 Toronto Transit Commission | CEO’s Report | August 2018 Line 3: Delay Minutes Results Action Plan The number of delay minutes As compared to the previous 1,500 decreased to 300 as compared month, an overall decrease in both 2018 Actual 2018 Target 2017 Trend 2016 Trend to 424. This result is much nearer incidents and minutes is observed 2015 Trend 2014 Trend to the target of 231 and if trends even though there was a single 1,200 continue should be well within incident that accounted for 71 reach of this target in the following minutes of delay. After the findings months. for the failure, a fleet inspection 900 was completed and this failure Analysis mode is being monitored. The reductions in minutes on 600 Line 3 are collectively related to Note: Number of Delay NumberMinutes Delay of vehicles and infrastructure events. The 2018 target is based on a 40% Vehicle issues fell by 17% and or more reduction in delay minutes 300 infrastructure was 70% lower with from the 2014 monthly average only 23 minutes attributed to the baseline. overall count. 71 minutes of the 300 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec total were the result of one incident involving a train failure.
Toronto Transit Commission | CEO’s Report | August 2018 35 Line 3: Capacity Delivered In Peak Results Action Plan The peak capacity delivered in As the fault that was responsible
2018 Actual 2018 Target the morning and afternoon peak for the major delay of the month 2017 Trend 2016 Trend service declined to 94.9%. was repaired and confirmed not 2015 Trend 100 to exist on other trains, the peak Analysis performance should be back on
96 The event which resulted in 71 track to meet target in the following minutes of delay occured during period. the AM peak, and negatively 92 impacted the overall monthly average as a result. In addition, Note:
Capacity Delivered (%) Delivered Capacity 88 some staffing challenges resulted Capacity delivered is the actual in lower than typical service train count divided by the delivery, impacting results as well. scheduled train count for each 84 hour at sampled locations. Data are based on weekday service from 80 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Monday to Friday.
36 Toronto Transit Commission | CEO’s Report | August 2018 Line 4: Delay Incidents Results Action Plan The number of delay incidents Minor adjustments are required to 150 decreased from 54 in May to 44 in meet the target of 32 in the next 2018 Actual 2018 Target 2017 Trend 2016 Trend June 2018. period. Passenger delays related 2015 Trend 2014 Trend to medicals and emergency alarms 120 Analysis account for nearly 30% of the Line 4 had a more successful total incidents. Further customer month and saw decreases in all education may aid in reducing this 90 categories including Subway number. Infrastructure and passenger- related incidents. 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 | August 2018 37 Line 4: Delay Minutes Results Action Plan The number of delay minutes on Groups continue working to 500 Line 4 decreased by 75% to 65 prevent delays, and to respond 2018 Actual 2018 Target 2017 Trend 2016 Trend minutes in June and achieved quickly and clear issues efficiently 2015 Trend 2014 Trend target for the first time this year. when delays do occur. 400 Analysis Note: Typically, this measure is a The 2018 target is based on a 40% 300 combination of a number of or more reduction in delay minutes factors, however this month the from the 2014 monthly average improvement is related direclty baseline 200 to Subway Infrastructure, as 110 Number of Delay NumberMinutes Delay of minutes in switch and signal issues in May were reduced to 0 minutes 100 in June.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
38 Toronto Transit Commission | CEO’s Report | August 2018 Line 4: Capacity Delivered In Peak Results Action Plan The capacity delivered on Line 4 in Continue working to reduce delay
2018 Actual 2018 Target the morning and afternoon peaks incidents, and limit the impact to 2017 Trend 2016 Trend 2015 Trend was 100% of what was scheduled service quality when delays do 100 for the 6th consecutive month in a occur. row.
99 Note: Analysis Capacity delivered is actual train As there were only 65 minutes count divided by the scheduled 98 of delays in June, none of which train count for each hour at occured during peak periods, the sampled locations. Data are based Capacity Delivered (%) Delivered Capacity 97 line ran exactly to schedule. on weekday service from Monday to Friday.
96
95 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | August 2018 39 Streetcar Results Action Plan On-Time Performance (OTP) On-Time Performance (OTP) A work plan has been presented increased slightly over May and to TTC Executives regarding 100 was above the June 2017 figures. upcoming schedule changes to 2018 Actual 2018 Target 2017 Actual 2016 Actual numerous routes leading up to 2015 Actual Analysis the September Board Period. 85 Despite continued challenges The Performance Management with streetcar fleet availability Group (PMG) has been focusing and major events impacting the on improving and sustaining high 70 downtown core, performance on time performance for streetcar increased slightly over May. Major service. As a part of this group’s events included Ride for Heart, work, significant changes to the 55 Ride to Conquer Cancer, Toronto routing structure of the 504 King Time Departures (%) Departures Time -
On Challenge 5km Run, and the Rat service took effect in Week 26 due Race. to City/TTC construction projects; 40 this will continue for the remainder of the summer. These changes have resulted in an improved on- 25 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec time performance score on the route compared to the previous schedule.
40 Toronto Transit Commission | CEO’s Report | August 2018 Streetcar - Short Turns Results Action Plan Short turns for the period increased It is expected that with the 15,000 compared to last period but were upcoming focus on schedule 2018 Actual 2018 Target 2017 Actual 2016 Actual slightly lower than the same period improvements and the streetcar 2015 Actual 2014 Actual last year. Performance Management Group 12,000 (PMG) efforts, the short turn figures Analysis will drop to or below our target. Short turns were above target 9,000 levels for June. June has historically been a challenging month for service due to various 6,000 localized and city wide events Number Short of Turns impacting the downtown core. This past month, this included major 3,000 events such as Ride for Heart, Ride to Conquer Cancer, Toronto Challenge 5km Run, and the Rat 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Race.
Toronto Transit Commission | CEO’s Report | August 2018 41 Bus Results Service Reliability Improvements: On-Time Performance (OTP) There has been year-over- 29 Dufferin, 33 Forest Hill, 51 Leslie year improvement in on-time and 61 Avenue Rd North. performance for Bus Transportation Construction Related Changes: 95 2018 Actual 2018 Target 2017 Actual 2016 Actual since 2015. Performance in June Due to construction at Lawrence 2015 Actual improved as compared to the same West and Main Street Stations period last year and remained
85 consistent to May, however did not Action Plan achieve target. The program for monitoring and continuous improvement Analysis to schedules to better match 75 Route performance continues to be observed operating conditions closely monitored to assess delays resulted in schedule changes for Time Departures (%) Departures Time - related to Crosstown construction an additional five routes in June. On along Eglinton Avenue, ongoing 65 construction projects and street Operators’ performance continued events. to be closely monitored to maximize the effectiveness of
55 The following schedule changes schedule improvements. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec were implemented in the May Board Period (Effective May 13 to Since March 2017, 1,482 (including June 23): 46 in June) operator interviews Metrolinx Construction: 25 Don have been conducted over Mills and 185 Don Mills Rocket schedule adherence irregularities Service Reliability Improvements: 6 and occurrences continue to Bay, 96 Wilson, 165 Weston Road decrease as a result of this North, 195 Jane Rocket and 199 initiative. Finch Rocket Note: The following schedule changes This KPI measures adherence to were implemented in the June scheduled (59 seconds early to 5 Board Period (Effective June 24 to minutes late) departure times from August 4): end terminals.
42 Toronto Transit Commission | CEO’s Report | August 2018 Bus - Short Turns Results Action Plan Short turns for this period remain On-going review and schedule 12,500 below target (favourable) and a 2018 Actual 2018 Target changes to target high incident 2017 Actual 2016 Actual decrease from the same period last routes, where increased traffic 2015 Actual 2014 Actual year. congestion has resulted in 10,000 unreliable service and schedules Analysis no longer reflect actual operating The number of short turns in June conditions. 7,500 decreased to 2,804 as compared to 3,518 in the same period last year, Run-as-Directed (RAD) buses on and remained below the quarterly routes impacted by Metrolinx, City 5,000 target of 3,057. of Toronto and TTC construction. Number Short of Turns 52 Lawrence West (11.1%), 32 Eglinton West (10.1%), 34 Eglinton Note: 2,500 Ave E (5.7%), 60 Steeles West Data is based on all seven days of (5.4%) and 89 Weston (4.8%) were service from Sunday to Saturday the top five routes for short turns. 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Short turns were mainly driven by traffic congestion (54.1%), construction (24.1%) and passenger volumes (8.3%).
Toronto Transit Commission | CEO’s Report | August 2018 43 Wheel-Trans Results Action Plan On-Time Performance (OTP) On-Time Performance (OTP) in We continue to onboard additional June increased by 3.7% from the resources in the Dispatch and previous period to 80.0%. OTP Service Support areas. Once in 2018 Actual 2018 Target 2017 Actual 2016 Actual 2015 Actual 2014 Actual performance is lower by 8.1% place, Wheel-Trans will increase 100 compared to the same period in focus on On Time Performance
90 2017. service adjustments to improve share rides, move shorter trips onto 80 Analysis WT Bus, proactively monitor late 70 As of July 1st 2018, Wheel-Trans trips and reassign vehicles. Further, started recording the OTP KPI we continue to look to ways to 60 in accordance with the industry increase the opportunity and 50 standard of plus/minus 20 minutes efficiency of same day bookings.
40 of schedule.
30 Within 10 Minutes of Schedule (%) Operating within this new target 20 window, and with our continued effort to improve efficiency via an 10 increased passengers per hour, 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec will help us achieve our goal off improving OTP for the remainder of 2018.
44 Toronto Transit Commission | CEO’s Report | August 2018 Customer: Amount of service
Streetcar - Weekly Service Hours Results Analysis In the May 2018 Board Period, This is a result of the streetcar fleet 25,000 18,572 streetcar weekly hours shortage. Streetcars have been Actual Scheduled Budget were budgeted for service while removed from 505 Dundas and
23,000 16,729 streetcar weekly hours 506 Carlton and replaced with bus were scheduled to operate which service. represents a -10.96% variance. 21,000 Action Plan Of the 16,729 streetcar weekly Staff continue to monitor the
19,000 hours scheduled to operate, Bombardier delivery schedule. 16,537 streetcar weekly hours were Bombardier met their Q1 target. actually delivered which represents 17,000 a variance of -1.15%. Number of Vehicle Hours Operated Hours Vehicle of Number
15,000
Board Period
Data for June unavailable at time of issue
Toronto Transit Commission | CEO’s Report | August 2018 45 Bus - Weekly Service Hours Results Action Plan In the May 2018 Board Period, To accommodate this change, 155,000 152,642 bus weekly hours were Staff have implemented a number Actual Scheduled Budget budgeted for service while 150,564 of initiatives to increase workforce 150,000 bus weekly hours were scheduled availability such as training to operate which represents a deferrals, changing crewing
145,000 -1.36% variance. methods, and requesting City Council approval for a headcount Of the 150,564 bus weekly hours increase. 140,000 scheduled to operate, 147,221 weekly hours were actually Note: 135,000 delivered which represents a An error has been identified in
Number of Vehicle Hours Operated Hours Vehicle of Number variance of -2.22%. previous weekly service hour
130,000 reports that understates the actual service hours delivered. This error Board Period Analysis The implementation of the 48-hour has been corrected and all board Employment Standard Act (ESA) periods have been updated. limitation diminished workforce availability and resulted in lower crewing efficiency. This change had negative impact to weekly service hours delivered.
Data for June unavailable at time of issue
46 Toronto Transit Commission | CEO’s Report | August 2018 Subway - Weekly Service Hours Results Analysis In the May 2018 Board Period, The scheduled and delivered 12,000 10,800 subway weekly hours subway weekly hours for May Actual Scheduled Budget were budgeted for service while remain on budget.
11,000 10,884 subway weekly hours were scheduled to operate which Action Plan represents a 0.78% variance. No action required at this time. 10,000
Of the 10,884 subway weekly 9,000 hours scheduled to operate, 10,665 weekly hours were actually 8,000 delivered which represents a
Number of Vehicle Hours Operated Hours Vehicle of Number variance of -2.01%.
7,000
Board Period
Data for June unavailable at time of issue
Toronto Transit Commission | CEO’s Report | August 2018 47 Operator Crewing Efficiency Results Action Plan Operator crewing efficiency We anticipate that efficiencies will 87.7 remained relatively unchanged in not reach targets until Roncesvalles 2018 Actual 2018 Target 2017 Trend 2016 Trend the August 5 to September 1, 2018 Division reopens and additional 2015 Trend 2014 Trend Board period 86.87%; performance street cars are delivered and put 87.5 remained below target. into service.
Analysis Note: 87.3 The August board for the most Crewing efficiency is defined as part is a carry over of the Summer the ratio of scheduled hours to pay seasonal service from the July hours. 87.1
Crewing Efficiency (%) Efficiency Crewing board period. Crewing efficiency increased slightly in the August board, but remains below target. 86.9 A continuing factor to the lower efficiency is the closure of Roncesvalles Division for track 86.7 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec replacement.
48 Toronto Transit Commission | CEO’s Report | August 2018 People
Employee Absence Results absences. Through data analytics, The absenteeism rate in June 2018 focus will be placed on determining 10 increased to 7.30% from 6.74% in the root cause of absence and the Actual 12-Month Average May. increasing absence rate for the TTC. Opportunities to continue 9 Analysis efforts in management of absences The absenteeism rate for May will be sought through ongoing
8 decreased .13% from the 12 month collective bargaining, and staff is average, from 7.43% to 7.30%. monitoring the anticipated impacts Although the ongoing trend is of Bill 148 on the organization’s
7 unfavourable, efforts are in place to attendance levels. Absenteeism Rate (%) Rate Absenteeism reduce these levels further. At the Group Level, in the Service
6 Action Plan Delivery Group, an attendance Staff continue to manage absence management project team was with a focus on reducing the established in 2017 to focus
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 number of complex absence on employees with concerning 2014 2015 2016 2017 2018 cases and the duration of these absence levels.
Toronto Transit Commission | CEO’s Report | August 2018 49 Fitness For Duty Update
Total number of employees who were non-compliant or refused to test under the random program: 54 Data is from May 8, 2017 to July 17, 2018.
Random Testing Summary – All Employees
Test Category 2018 2017 Total * %
Compliant Tests 1406 1651 3057 98.3%
Non-Compliant (drug, alcohol, refusal) 22 32 54 1.7%
Total 1428 1683 3111 100.0%
Random Testing Summary – Unionized Employees
Test Category 2018 2017 Total* %
Compliant Tests 1157 1381 2538 98.0%
Non-Compliant (drug, alcohol, refusal) 22 29 51 2.0%
Total 1179 1410 2589 100.0%
* Currently 23 drug results have yet to be reported as they are still at the lab undergoing analysis or have been cancelled.
50 Toronto Transit Commission | CEO’s Report | August 2018 Fitness For Duty Update Random Testing Summary – Staff (non-unionized) Employees Total number of employees who were non-compliant or refused to test under the random program: 54 Data is from May 8, 2017 to July 17, 2018. Test Category 2018 2017 Total* %
Compliant 249 270 519 99.4%
Non-Compliant (drug, alcohol, refusal) 0 3 3 0.6%
Total 249 273 522 100.0%
* Currently 6 drug results have yet to be reported and are either at the lab undergoing analysis or have been cancelled.
Non-Compliance by Substance
Substance Type 2018 2017 Total Percentage
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.
Toronto Transit Commission | CEO’s Report | August 2018 51 Non-Compliance Breakdown
Category 2018 2017 Total Percentage
Drug 20 24 44 81.5%
Alcohol 1 5 6 11.1%
Refusals 1 3 4 7.4%
Total 22 32 54 100.0%
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
52 Toronto Transit Commission | CEO’s Report | August 2018 Assets
Assets: Vehicle reliability Subway Results upgraded door close switches T1 Train: Mean Distance Between Failures (MDBF) The MDBF in June is 299,034 would restore reliability to the kilometres. Passenger Door System. All door related issues have since been 1,250,000 Analysis rectified and tested OK. The T1 2018 Actual 2018 Target 2017 Actual 2016 Actual In June, there were twelve delay Door pocket guides overhaul 2015 Actual 2014 Actual incidents. The top offending system program was completed in 2017 1,000,000 was the Passenger Doors system which has resulted in a reduction in with ten delay incidents greater Passenger Door related incidents than or equal to five minutes. This due to this failure mode 750,000 was followed by the Compressed Air and Alt Current systems each In addition to this, Master Controller with one delay incident. Brake upgrades were completed 500,000 in 2017-Q1. Benefits from both the Action Plan Door Pocket guides and Master
Mean Distance Between Failures (Km) Failures Between Distance Mean The ten Passenger Doors system Controller overhauls have been 250,000 related failures were a result of observed and performance will be faulty four Door Lock Assemblies, monitored in the following periods. two Door Rollers, a Door Control The Rail Vehicle Engineering 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Relay Panel, Door Cylinder, Open group has developed a solution Mag Valve, and a Delecto Strip. to increase the reliability of the A program implemented in 2018 Friction Brake Electronic Control to install remanufactured door Units and is being implemented. lock assemblies which include
Toronto Transit Commission | CEO’s Report | August 2018 53 TR Train: Mean Distance Between Failures (MDBF) Results In addition to this, the passenger The MDBF in June is 831,842 door system has received 2,500,000 kilometres. numerous modifications to the 2018 Actual 2018 Target control units; fleet retrofits of the 2017 Actual 2016 Actual 2015 Actual 2014 Actual Analysis new modifications are in progress. 2,000,000 In June there were six delay The Carhouse and RAMS technical incidents. The top offending system staff are closely monitoring door was the Propulsion Invertor system failures while ECD along with 1,500,000 with two delay incidents greater Transit Control are working towards than or equal to five minutes. ensuring that the incident recovery This was followed by the Brakes, times are returned to average levels 1,000,000 Body, Passenger Doors, and Truck (below the five minute threshold). systems each with one delay incident. The brake system continues to Mean Distance Between Failures (Km) Failures Between Distance Mean 500,000 receive numerous modifications/ Action Plan improvements to the electronic The Propulsion Invertor incidents controls; fleet retrofits of the new 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec were a result of an out of adjusted modifications and validation micro switch on the Line Breaker testing of the proposed upgrades Contactor and a faulty DC sensor are in progress, with anticipated link. The micro switch has since improvements in future periods. been adjusted and tested ok. The DC switch has been repaired and replaced and tested ok.
54 Toronto Transit Commission | CEO’s Report | August 2018 Streetcar Results Action Plan CLRV Streetcar: Mean Distance Between Failures The MDBF of the CLRV Fleet for Staff is reviewing the recent (MDBF) May was 3,258 kilometres. increase in propulsion related issues. This was a decrease of 590 10,000 2018 Actual 2018 Target kilometres from the same Existing maintenance and 2017 Actual 2016 Actual 2015 Actual 2014 Actual period last year, June 2017 and fleet management plans which 887 kilometers from the prior include the SOGR programs and 8,000 month, May 2018. The MDBF selective decommissioning of poor remains below the target of 6,000 performing vehicles will continue. kilometres. 6,000
Analysis The decrease in vehicle reliability is 4,000 due to an increase in the number of propulsion related failures which
Mean Distance Between Failures (Km) Failures Between Distance Mean occurred in the month of June. 2,000 There were also a high number of failures due to isolated days of
0 rainfall. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | August 2018 55 ALRV Streetcar: Mean Distance Between Failures Results Analysis (MDBF) The MDBF of the ALRV Fleet for Vehicle reliability is stabilizing June was 2,766 kilometres. due to the focus of maintenance 7,500 initiatives. Warm and dry weather 2018 Actual 2018 Target 2017 Actual 2016 Actual The reliability increased by 117 conditions also contributed to the 2015 Actual 2014 Actual kilometres from June 2017, and increase in vehicle reliability from 6,000 110 km when compared to the May to June 2018, however. the previous period of May 2018. Inherent electrical problems and age of the fleet however continue 4,500 The MDBF still remains below the to result in the MDBF being below target of 6,000 kilometres. target.
3,000 Action Plan Staff will continue to focus on State of Good Repair programs to Mean Distance Between Failures (Km) Failures Between Distance Mean 1,500 stabilize the reliability of the fleet.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
56 Toronto Transit Commission | CEO’s Report | August 2018 LFLRV Streetcar: Mean Distance Between Failures Results Analysis (MDBF) The MBDF for the LFLRV Fleet in Doors remain to be the highest June was 16,741 kilometres. cause of failures affecting reliability 40,000 on the LFLRV fleet. Overall, 2018 Actual 2018 Target 2017 Actual 2016 Actual This is an increase of 6,160 reliability however has been kilometres when compared to increasing as technical issues are June 2017 and a decrease of being resolved on other systems. 30,000 1097 kilometres compared to the previous month of May 2018. Action Plan Staff continues to work with
20,000 Although the overall LFLRV MDBF Bombardier and its suppliers to remains below the 35,000 kilometre resolve technical and design issues target, the 12 month moving annual on the vehicles. trend continues to be positive. 10,000 Mean Distance Between Failures (Km) Failures Between Distance Mean
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | August 2018 57 Streetcar: Road Calls and Change Offs (RCCO) Results Action Plan The target for the maximum Staff will continue with existing 2018 2017 2016 2015 number of Road Calls & Change maintenance and fleet
20 Offs (RCCOs) is 1.5% of peak daily management plans to improve
18 service. In June, 6.0% (or 9.8 overall fleet reliability.
16 vehicles) of the peak daily service resulted in a RCCO. This was an Staff will also look to identify 14 AM AM PM /
- increase of 0.5% (or 1.1 vehicles) specific causes of the propulsion 12 from the previous month. issues, including replacing problem 10 components with reliable ones
CHANGE OFF 8 Analysis sourced off decommissioned 6 The increase in streetcar change vehicles. In turn, this will help to
4 offs in June was a result of reduce the number of RCCO which
2 the high the number of impact customer journeys. propulsion failures on the 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec legacy vehicles. Continuation MONTH of various maintenance and fleet management initiatives, which include the State of Good Repair maintenance programs, decommissioning of worst performers in the ALRV and CLRV fleets, and the addition of new LFLRV will decrease the number failures.
58 Toronto Transit Commission | CEO’s Report | August 2018 Bus: Mean Distance Between Failures (MDBF) Results Action Plan The June 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 – Orion Capped Distance above the June 2017 average of VII 1274CD completed at 20,000 17,511 kilometres. Queensway Garage, Mount Dennis Garage is ongoing. Analysis 2) State of Good Repair – Ongoing 15,000 375 of the 482 Orion VII 201 Series at all locations. diesel bus fleet has been removed 3) Roof Repair – All Orion VII buses from service. The remaining 107 to address water egress caused 10,000 buses will be removed by the by environmental/sun damage end of 2018. 20 of the poorest to roof and antenna seals.
Mean Distance Between Failures (Km) Failures Between Distance Mean performing Orion VII Hybrid NG 4) Coolant System – Arrow Road 5,000 buses, that experienced traction Garage starting July 2018 on the motor failures, have also been Nova LFS40 bus series. decommissioned. A favourable 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec MDBF score is expected to remain throughout 2018. The new Nova LFS40 fleet is experiencing coolant leaks and coolant sensor failures.
Toronto Transit Commission | CEO’s Report | August 2018 59 Bus: Road Calls and Change Offs (RCCO) Results Action Plan The average number of change offs Bus Maintenance continues to 2018 TARGET 2014 2015 2016 2017 in June 2018 was 31 per day. This analyze all RCCO’s to address fleet is a decrease from May 2018 where 120 specific issues. The Nova LFS40 the average number of change Coolant Scheduled Maintenance offs per day was 33. Incremental Program (SMP) is expected to start 100 improvement can be seen over in July 2018 at Arrow Road Garage the period 2014 to 2018, resulting to address the spike in coolant 80 in a higher level of equipment related issues. availability.
60 Analysis Change Off AM/PM
40 With peak revenue service at 1495 buses per day, including Run As Directed buses (RADS) in June 20 2018, the average number of Target of 1 1/2% of Max & RAD buses - 1625 change offs per day equates to - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2.07% of service. Coolant issues on MONTH the Nova LFS40 fleet continue to contribute to the highest number of RCCO’s in June.
60 Toronto Transit Commission | CEO’s Report | August 2018 Wheel-Trans: Mean Distance Between Failures (MDBF) Results Action Plan The June 2018 MDBF of 14,795 The air conditioning preventative 2018 Actual 2018 Target kilometres is the highest score maintenance program and the 2017 Actual 2016 Actual 2015 Actual 2014 Actual recorded to date, above target and delivery of 39 new ProMaster 20,000 above May 2018 results of 12,476 buses contributed to the favourable kilometers. results. Additional service requests in 2018 delayed the 15,000 Analysis decommissioning of the Friendly 39 new RAM ProMaster buses bus fleet. A body & paint overhaul have been delivered as of the end program was initiated to extend of June 2018. Additional service the life of the Friendly fleet and 10,000 requests are affecting the garages’ 12 of the 30 buses scheduled for ability to hold buses to complete overhaul in 2018 are completed SOGR’s. Maintaining above target 5,000 Mean Distance Between Failures (Km) Failures Between Distance Mean results for MDBF is expected throughout 2018.
0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Toronto Transit Commission | CEO’s Report | August 2018 61 Assets: Equipment availability
Elevators Results Performance in June was above target, increasing to 98.1%. 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
62 Toronto Transit Commission | CEO’s Report | August 2018 Escalators Results Performance in June was above target, increasing to 97.1% 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
Toronto Transit Commission | CEO’s Report | August 2018 63 Fare Gate Availability Results Action Plan Faregate availability decreased We continue to work with S&B to marginally to 96.72% in June 2018 address ongoing hardware and Actual Target remaining below target of 99.5% software issues. A number of 100 plans have been developed and Analysis are currently being implemented,
96 This dip reflects the ongoing including replacing the computers hardware and software issues with inside the gates, the continued the faregates. With the current replacement of gate motors with 92 modification programs in place, a modified version and software we expect performance to steadily patches. These plans address Availability (%) Availability issues such as: ghosting, tap/ 88 improve throughout 2018. no entry, breakthroughs, and motor failures. We have additional 84 software updates scheduled in 2018 which will add functionality and provide fixes to known 80 Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec problems and improve gate 2017 2018 availability
64 Toronto Transit Commission | CEO’s Report | August 2018 PRESTO Card Reader Availability Results Action Plan PRESTO card reader availability Assess the full impact of the recent Actual Target averaged 98.5% during June – an enhancement to determine next 100 improvement of 0.8 percentage steps. PRESTO staff has also points over May. increased the level of maintenance 98 support for card readers in the Analysis offline state. 96 A software enhancement was applied to PRESTO card readers 94 on May 11 to improve availability. Availability (%) The impact of the enhancement 92 is under review. Any outstanding deficiencies will be addressed with 90 PRESTO. Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2017 2018
Toronto Transit Commission | CEO’s Report | August 2018 65 For further information on TTC performance, projects and service, please see www.ttc.ca
66 Toronto Transit Commission | CEO’s Report | August 2018
68 Toronto Transit Commission | CEO’s Report | August 2018