Form Revised: February 2005

TORONTO TRANSIT COMMISSIONREPORT NO.

MEETING DATE: MARCH 30, 2012

SUBJECT: CHIEF EXECUTIVE OFFICER’S REPORT PERIODS 11 and 12 OCTOBER 30 to DECEMBER 31, 2011

ACTION ITEM

RECOMMENDATION

It is recommended that the Commission forward a copy of this report to (1) each City ofToronto Councillor and (2) the City Deputy Manager and Chief Financial Officer, forinformation.

DISCUSSION

This is the inaugural Chief Executive Officer’s Report, replacing the previous Chief General Manager’s Report, and is in keeping with the CEO’s drive to modernize the look and feel of the TTC. The previous report provided detailed information on all TTC departments and capital projects, but did not provide a corporate-level focus on the organization’s key performance indicators (KPI).

These KPIs are presented in a performance “dashboard” format that allows the reader to view periodic performance in all of these areas at a glance. Targets for each KPI are provided although some are yet to be finalized. In addition, a “traffic light” indicates whether the organization is ahead of target (green), at risk (yellow) or below target (red) for the KPI in question and the trend arrows show whether performance is trending up or down.

In the balance of the report, detailed comments are provided highlighting and explaining issues concerning each of the KPIs.

Overall, while the report is considerably shorter in length, the format provides very much increased visibility on all of the important measures. This is a conscious attempt to increase visibility on overall performance. This increased transparency on performance will allow management to be more accountable for that performance. The fact that the customer-centred KPIs are the first ones shown on the dashboard clearly reflects the priority the organization places on those measures.

It is worth noting that in some cases either the measure or the target is shown as TDB (to

CHIEF EXECUTIVE OFFICER’S REPORT PERIODS 11 and 12 OCTOBER 30 to DECEMBER 31, 2011 Page 2

be determined). In those cases, staff will continue to work to define both the performance statistic and the target. In addition, each measure and target will be reviewed over time to assess whether they need to be modified. Targets will generally be stretched over time to deliver continuous incremental improvement. Unlike prior reports which provided information that covered the same period or month, this new report provides the most current information that is available regardless of what period it covers. For example, this report shows customer results for Period 2 (February) while the financial results are Period 12 (December). It is intended to improve reporting methods over time so that the CEO’s Report is fully up to date at the time of issue.

- - - - - - - - - - -

March 23, 2012 42-47 Attachment: Chief Executive Officer’s Report

TORONTO TRANSIT COMMISSION

CHIEF EXECUTIVE OFFICER’S REPORT

1

TABLE OF CONTENTS

PAGE

1. TTC MONTHLY SCORECARD 2

2. COMMENTARY AND CURRENT ISSUES 4

3. CUSTOMER MEASURES AND

IMPROVEMENT PROGRAM PROGRESS 13

4. FINANCIAL COMMENTARY 16

5. CRITICAL PROJECTS 18

2

TORONTO TRANSIT COMMISSION – MONTHLY SCORECARD

Key Performance Indicator

Description Frequency Latest Measure

Current Target Current Status

Trend Ref. #

CSS Customer Satisfaction Survey 1/4ly 2.2

Customer Journeys Linked Customer Trips Period P2 39.3m 38.1m 2.3

Subway Punctuality Yonge-University-Spadina On schedule +/- 3 minutes Period P2 95.5% 96.0% 2.4

Bloor-Danforth On schedule +/- 3 minutes Period P2 98.4% 96.0% 2.4

Sheppard On schedule +/- 3 minutes Period P2 99.3% 96.0% 2.4

Reliability Scarborough Rapid Transit Scheduled Vehicle Trips Operated Period P2 81.8% 80.0%

2.5.1

Bus Headway +/- 3 minutes Period P2 66.5% 65.0% 2.5.2

Streetcar Headway +/- 3 minutes Period P2 71.1% 70.0% 2.5.3

Safety + Security Lost Time Injuries Injury / 100 Employees Period P2 4.51 TBD

2.6.1

Customer Injuries Injury incidents/1M unlinked trips Period P1 1.60 TBD 2.6.2

Behavioural Safety Index Safety Focussed Behaviour Period

2.6.3

Offences against customers Serious offences Period P11 114 TBD

2.6.4

Offences against staff Operator Physical Assaults Period P12 29 <30 2.6.5

People Attendance Employee Absence Period P12 7.4% < 6.5%

2.7.1

Operator Hires Actual versus budget Period

2.7.2

3

TORONTO TRANSIT COMMISSION – MONTHLY SCORECARD

TORONTO

TRANSIT

COMMISSION –

MONTHLY

SCORECARD

Key Performance Indicator

Description Frequency Latest Measure

Current Target Current Status

Trend Ref. #

Device Availability Elevators % Elevators Available Period P2 97.6% 97%

2.8.1

Escalators % Escalators Available Period P2 96.7% 97%

2.8.2

Fare Purchase Opportunity PVM Machine Reliability Period

2.8.3

Mystery Shopping and Audits Station Cleanliness Cleanliness Audit Score 1/4ly Q4 71% 70%

2.9.1

Vehicle Cleanliness Cleanliness Audit Score 1/4ly

2.9.2

Information MSS Customer Announcements Score 1/4ly

Staff Helpfulness MSS Welcoming Staff Score 1/4ly

Financials Revenue Actual vs. Budget (Full Year) Period P12 $1026m $1007m

4.1

Operating Expenditure Actual vs. Budget (Full Year) Period P12 $1440m $1436m 4.1

Capital Expenditure Actual vs. Budget (Full Year) Period P12 $893m $1439m 4.3

Key to Symbols

On target Positive up from last

Target at risk at current trend Positive down from last

Off target

Negative up from last

Negative down from last

No change from last

4

Part 2 – Commentary and Current Issues

2.1 – Chief Executive Officer’s Update

This section of the report, the Chief Executive Officer’s Update, will provide a high-level summary of the performance

dashboard’s results. Customer journeys (ridership) are running better than budget. Subway punctuality is generally

ahead of target and improving. Reliability for the SRT, streetcar lines and the bus system are ahead of target. Under

the measures for Safety and Security, it is worth noting that there was only 1 customer injury for each 633,000 trips

taken, making the TTC a very safe mode of travel for customers. Attendance (absenteeism) is running below target and

the 2012 TTC Operating Budget was based on stemming this trend. Device availability is almost at target. For the

Mystery Shopping and Audit key performance indicators (KPIs), only the station cleanliness measure has been

developed and it is better than target and improving reflecting the increased focus on cleanliness. On the financial

side, revenues were much better than budget and operating expenses were almost right on budget. Capital

expenditures fell significantly below budget in 2011 for a host of reasons as discussed in Section 4.3 of this report.

As can be seen, the two pages of the dashboard provide a substantial amount of easy-to-read information.

The purpose of this report is to highlight key performance metrics for both current performance and to focus future organizational effort. Clearly, some of the current targets will need to be stretched over time. For example, a bus reliability target of 65% is not nearly satisfactory in the long run. While buses in mixed traffic are always subject to the vagaries of busy streets, the TTC needs to have a much higher target than 65% of the time meeting scheduled headway within 3 minutes. As can be seen in section 2.5.2, the TTC is taking a systematic approach to trying to improve this key performance metric. Staff will also be reviewing performance in this area with other major North America transit systems to ensure best practices are applied and to have a measure that is similar to others. The threshold for this measure will also be looked at.

For measures where the current target is viewed as satisfactory, those targets will be tightened over time to work towards continuous incremental improvement. For those that are not challenging enough in the long run, the Commission will examine all contributing elements to that performance to establish short, medium and long term improvement plans. Ensuring these KPIs are presented in this report in this easy-to-read format is the first step towards increased visibility, transparency and accountability for sustained on-going performance improvement.

2.2 – Customer Satisfaction Survey

The Customer Satisfaction Survey (CSS) will be conducted on a quarterly basis of customers of the TTC to gauge their perception of key elements of TTC’s customer service. Comprised of interviews and customer scoring of 12 station attributes and 10 vehicle attributes the CSS will be the TTC’s headline measure for determining how we are serving our customers. Satisfaction cannot exist in isolation of fiscal responsibility. A measure relating to the “Value for Money” of the TTC will help to reflect the resources required to deliver improvements to customer satisfaction. In addition to the 22 attributes, an “Overall” score of the customer satisfaction will allow the TTC to have a top line understanding of how we are serving our customers. The first CSS will be conducted in Q1 2012.

This measure will be completed in a future report.

5

2.3 - Customer Journeys

There were 46M customer journeys

(ridership) taken during Period 12, 2011,

which was 2.2M (+5%) higher than the

budget of 43.8M and 3.2M (+7%) higher

than the 42.8M journeys taken during

Period 12, 2010.

The annual number of customer journeys

to the end of Period 12, 2011 was 500.2M,

which was 22.8M (+5%) higher than the

477.4M annual journeys taken to the end

of Period 12, 2010 and represents an all-

time TTC record. This is the first time that

annual journeys topped the 500 million

level.

There were 39.3M customer journeys

taken during Period 2 2012, which was

1.2M (+3%) higher than the budget of

38.1M journeys.

The number of customer journeys taken

year-to-date to the end of Period 2 2012

was 77.2M, which was 1.1M (+1%) higher

than the budget of 76.1M journeys.

6

2.4 - Subway Punctuality

A large number of YUS service

delays stem from the “passenger

assistance alarms”. A customer

education campaign has been

developed to promote correct use

of the alarm. In addition,

passenger incurred door delays

resulted in lower than targeted

punctuality.

Integration of new Toronto

Rockets trains, with attendant

teething problems, also resulted in

a number of service delays. A task

force has been established to drive

up Toronto Rocket reliability.

2.5 - Reliability

2.5.1 –Scarborough Rapid Transit Reliability

A number of recurrent vehicle fleet

reliability issues (Vehicle On Board

Computer & doors) resulted in a

number of service delays causing a

period- to- period drop in system

reliability. Despite that, reliability

was still above target.

7

2.5.2 – Bus Punctuality

Bus Reliability exceeded

target in February. A

systematic approach has been

taken since the new year to

improve reliability. Specific

performance areas have been

targeted to achieve

improvement. Divisions have

specific targets and reporting

has been improved to provide

supervision with required

tools to focus on problem

areas. It is intended to

incrementally tighten the

target for bus punctuality as

these corrective actions take

effect.

2.5.3 – Streetcar Punctuality

A target of 70% has been set

for streetcar reliability. The

new fleet of LRV cars

replacing the existing aging

fleet should improve

performance. In the

meantime, staff are

reviewing the causes of

underperformance to search

for improvements. Detailed

route performance is

scrutinized to tackle route

specific causes of delay. Here

again, the focus will be on

driving down the root causes

of delay so that the target

may be tightened.

8

2.6 – Safety

2.6.1 – Lost Time Injuries (Annual Injuries / 100 Employees)

The annualized lost-time injury

rate (LTIR) for February 2012 was

4.51 lost-time injuries per 100

employees, which was 42% higher

than the LTIR of 3.18 for February

2011.

The moving annual LTIR to the

end of February 2012 was 4.28,

which was 14% higher than the

corresponding rate of 3.77 to the

end of February 2011.

Work is underway to understand

why the previous improvement

has plateaued and in some

departments, got worse.

2.6.2 – Customer Injuries (Injuries / 1 million unlinked trips)

The customer injury incident rate

for Period 1 2012 was 1.60 injury

incidents per 1 million unlinked

trips, which was 7% higher than

the corresponding rate of 1.49 for

Period 1 2011.

The moving annual customer

injury incident rate to the end of

Period 1 2012 was 1.95, which

was 6% lower than the

corresponding rate of 2.08 to the

end of Period 1 2011.

2.6.3 - Behavioural Safety Index

The data for this index is being gathered and calculated. This information will be presented in a future CEO report.

9

2.6.4 - Offences against Customers

Offences include thefts, assaults,

threats and incidents that occur in

commuter parking lots. The number

of offences in 2011 declined by

about 19% from the 2010 level.

Overall, there was one offence per

350,000 customer journeys.

2.6.5 - Offences against Staff

This graph represents operator

assaults. There are other categories

of employee assaults that are not

included here. There were 29

reported assaults on operators for

December 2011, 3 above the

average of 26. Of the 29 assaults, 23

occurred with the operator barrier

employed.

There were 363 operator assaults in

2011, a 2.5% increase over 2010.

10

2.7 - People

2.7.1 - Attendance

4

5

6

7

8

9

10

Pe

rce

nta

ge

Total Employee Absence

2010

2011

Total employee absence in 2011

(7.4%) increased slightly over the

2010 level (7.2%).

Training is underway to support

work location attendance

management goals/targets. The

focus will be on high absence cost

centres as well as the ones that

present the greatest opportunity

for quick wins.

2.7.2 – Operator Hires

The data for this index is being gathered and calculated. This information will be presented in a future CEO report.

2.8 - Device Availability

2.8.1 – Elevator Availability

Elevator Availability exceeded the

97% target in 8 of the 12 months in

2011, and, in both periods 1 and 2

of 2012.

11

2.8.2 – Escalator Availability

Period-to-period increase in

corrective (emergency)

maintenance calls resulted in

lower device availability.

2.8.3 – Fare Purchase Opportunity

Data is being gathered and performance targets are being developed to monitor fare purchase opportunity. This information will be presented in a future CEO report.

12

2.9 - Mystery Shopping and Audits

2.9.1 – Station Cleanliness

During 2011, station cleanliness has

improved in the second half of the

year with the level of cleanliness at

or above target.

2.9.2 – Vehicle Cleanliness

Data is being gathered and performance targets are being developed to monitor vehicle cleanliness. This information will be presented in a future CEO report.

13

Part 3 - Customer Measures

This section provides additional information on a series of customer-related issues such as major upcoming events and specific results for customer complaints and compliments.

3.1 - Customers / Complaint

Cu

sto

me

rs p

er

Co

mp

lain

t

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

2011

2012

Customers per complaint

continues to be relatively flat

although the total number of

complaints is about 2/3 of the

same period last year.

The expansion of the hours of the

Customer Service Centre occurred

on March 1st and may increase the

number of initial complaints but

the increased time and attention

should enable this to trend down

over time as complaints are dealt

with more speedily and efficiently.

3.2 - Customers / Compliment

Cu

sto

me

rs p

er

Co

mp

lime

nt

0

20000

40000

60000

80000

100000

120000

140000

160000

180000

2011

2012

Customers per compliment were

generally flat with a general

negative trend over the last few

periods.

Compliments, and complaints,

tend to move in tandem.

As fewer customers contact the

TTC the proportion of

compliments also falls. This is a

trend that it is hoped will be

reversed over the coming months

and years.

14

3.3 - Top Ten Complaints

The top 5 complaints categories

are unchanged in the past year

and have, in fact, increased their

share over that timeframe. This

increase is more than offset by an

overall decrease in complaints in

categories not in the top 10.

3.4 - Commentary on Customer Satisfaction Improvement

The TTC Town Hall highlighted that issues of cleanliness continue to hold a considerable weight with our customers. Washroom cleanliness can be considered to be a “torch point”. Following feedback at the Town Hall, and through other communications channels, a programme to refurbish all 10 TTC washrooms has begun. The scope includes the full replacement of fixtures, fittings and finishings to both bring up to a new overall standard and make improvements to cleanability. Furthermore additional cleaning resources have been devoted to this front line task allowing much more frequent cleaning. Success of this programme will be measured through the Cleanliness Audit and, more holistically, Customer Satisfaction.

A further Town Hall was held on March 29th at York University. An update on that Town Hall will be presented in the next CEO report

3.5 - Current Major Closures / Diversions

YUS Service North of Eglinton – Revenue subway service on the Yonge Subway north of Eglinton Station will end early at night, at approximately 12:30 a.m., Sunday through Friday service, for necessary tunnel structural repair work. Regular subway service will be maintained from Downsview Station to Eglinton Station.

A frequent accessible shuttle bus service will replace the subway between Eglinton Station and Finch Station. The replacement buses will serve the bus terminals at Eglinton Station, Lawrence Station, York Mills Station, Sheppard-Yonge Station, and Finch Station. This temporary service will operate until late 2013.

15

3.6 - Coming Planned Closures

Current significant planned closures for 2012 consist of:

Mode Area Affected Dates Reason Purpose

Subway Bloor – Union April 28/29, 2012 Crossover Installation Improve flexibility during service disruption

Subway Kennedy – Warden May 12/13, 2012 Wheel Monitoring System BD

Improved Train Wheel Maintenance

Subway Bloor – Union May 26/27, 2012 Crossover Installation Improve flexibility during service disruption

Mode Area Affected Dates Reason Purpose Streetcar

Queen (Greenwood to Coxwell)

May 7 to Oct 8, 2012

Track Replacement

State of Good Repair

Streetcar Queen & Spadina

June 23 to June 30, 2012

Intersection Replacement

State of Good Repair

Streetcar Adelaide & Spadina

July 1 to July 7, 2012

Intersection Replacement

State of Good Repair

Streetcar Spadina (King to north of Lakeshore)

June 17 to Nov 17, 2012

Platform Upgrades

Improvement

Streetcar

Spadina (north of College to north of Lakeshore)

Sept 4 to Nov 17, 2012

Platform Upgrades

Improvement

16

Part 4 - Financial Commentary

This section provides detailed information about the TTC and Wheel-Trans Operating Budgets. In addition, progress on the Commission’s Capital Program and specific information about the major capital projects is also provided.

4.1 - TTC Operating Budget – 2011 Full Year Results

(millions) Actual Budget Variance

2011 TTC Operating BudgetCustomer Journeys (Ridership) 500 487 13Revenue $1,026.2 $1,006.8 $19.4Expenses $1,439.9 $1,435.9 $4.0 Subsidy Required $ 413.7 $429.1 ($15.4)

Subsidy Available $429.1 $429.1 - Surplus $15.4 - $15.4

The $15.4 million surplus reflects the following significant budget variances.

Passenger Revenues: $22.6 million increase. This favourable variance reflects an additional 2.7% or 13 million rides over the budgeted level of 487 million.

Advertising Revenues: $4.5 million decrease. Since September, advertising sales activity fell short of expectations as the old contract was winding down.

Corporate Restructuring: $5.5 million increase. Originally, the 2011 corporate restructuring costs were estimated to range from $10 to $15 million. Through the successful voluntary separation and staff redeployment plans, that cost was reduced to $5.5 million.

4.2 - Wheel-Trans Operating Budget – 2011 Full Year Results

(millions) Actual Budget Variance 2011 Wheel-Trans Operating Budget

Customer Journeys (Ridership) 2.8 3.0 (0.2) Revenue $ 5.1 $ 5.6 ($0.5) Expenses $93.9 $96.6 ($2.7) Subsidy Required $88.8 $91.0 ($2.2)

Subsidy Available $91.0 $91.0 - Surplus $ 2.2 - $ 2.2

The $2.2 million surplus primarily reflects a higher trip productivity rate on contracted taxi services due to a reduction

in the average trip length.

17

4.3 - Capital Program – 2011 Full Year Results

(millions) Actual Budget Variance 2011 Capital Program Budget

Base Program Total Costs $612.8 $914.3 ($301.5) TYSSE Project $280.6 $524.9 ($244.3)

Base Capital Expenditures: $301.5 million underspent. The budget of $870.4 million approved by Council in February 2011 was increased by an approved carry forward adjustment of $43.9 million. The underspending on the base capital program of $301.5 million (including the carry forward) involved a number of major program variances as outlined below:

Ashbridges Bay Maintenance & Storage Facility - ($39.5) million; slippage of facility work due to property and community concerns;

ATC Resignalling Project – ($34.0) million; schedule slippage of work on various contracts;

Purchase Streetcars - ($23.3) million; revised project milestones and deferral impacts on contingency allowance, escalation and PST cashflow timing;

Wheel Trans Buses - ($19.5) million; planned delivery of 48 buses in 2011, however no vehicles were received due to delay impacts design changes and a new bus frame manufacturer;

Other Building & Structures Projects - ($18.5) million; delays in various operations facility renewal projects including the Revenue Operations Facility with design and construction work slipping to 2012;

Surface Trackwork – ($16.4) million; mainly due to tangent and special trackwork deferred to 2012 to coordinate with other City work;

Bridges & Tunnels - ($15.5) million; shift to higher priority work has delayed progress on some of the projects in this category;

Purchase of Subway Cars - ($14.2) million; timing difference for PST, escalation and contingency requirements.

18

Part 5 - Critical Projects

5.1 Toronto Rockets and Rail Yard Accommodation

Under the TR/T1 Rail Yard Accommodation project, major expansions are planned to address storage and

maintenance of the Toronto Rocket on the YUS line and consolidated storage of the T1 trains on the BD line. The

work includes:

• Wilson Yard: carhouse expansion, storage tracks and corresponding ladder tracks, runaround tracks, signal

system, substation, T&S building renovation;

• Davisville Yard: carhouse expansion, consolidation of T&S facility;

• Keele Yard: facility rehabilitation for storage of T1 trains;

• Kipling Station: storage track; and

• Greenwood Yard: conversion of CN delivery track to storage and T&S building renovation.

Thirteen train sets have been accepted for revenue service to date. On average, two trainsets are scheduled for

FAC (Final Acceptance Certificates) per month until completion of the 70 trainsets in the base order.

5.2 LRT Program and Maintenance & Storage Facility

The low floor light rail vehicle procurement project is partway through the Final Design phase. The first of the

three prototype LRVs is scheduled for delivery in early September, 2012, with the other two scheduled for

delivery before year end. The prototype vehicles will undergo extensive vehicle reliability, performance and

technology verification tests. System compatibility tests including accessibility features, platform and on-street

boarding interface with the vehicle, its bridgeplate and ramp deployment, fare collection and overhead power

interface, etc. will be conducted.

Based on the prototype tests, a baseline vehicle configuration will be established for production vehicles,

scheduled for delivery beginning in the fall of 2013.

Ashbridges Bay Maintenance & Storage Facility Project

This project has two main areas: the facility and the Leslie Street connection. On the facility site, substantial

performance was achieved on the soil remediation contract in late January 27, ahead of schedule. At its meeting

of January 31, 2012, the Commission approved the award of the facility construction contract. The contract has

yet to be awarded, as staff await site plan approval, which will trigger release of the building permit. City and TTC

staff are working with local councillors to resolve outstanding issues and thereby, facilitate site plan approval.

Delays in awarding this contract will impact the project schedule and could potentially expose the Commission to

significant financial risks.

19

Regarding the Leslie Street connection, staff have been working with the City to develop an agreed scope for

utility work in this corridor. Feedback received from the City indicates agreement on scope is forthcoming. Quick

resolution is required to maintain schedule, which is currently forecast to delay the project by six months, due to

the complexity of this work. Design is progressing towards 60%.

5.3 Station Enhancements

Union Station

Construction of the second platform for the Union Station subway station is proceeding toward completion in

spring 2014.

Dufferin Station

The Dufferin Station Modernization project is expected to be completed by summer of 2014.

Pape Station

The Pape Station Modernization project is expected to be completed by fall 2013.

5.4 Easier Access

To date, 30 subway stations have been made accessible. The Easier Access III project will make the remaining

stations accessible by 2025.

The construction at St. Andrew station is expected to be completed by May 2012 with Pape and Dufferin stations

expected to be completed by 2013 and 2014 respectively.

Construction at St. Clair West and Lawrence West stations are expected to start by summer 2012 with

completion slated for 2015.

5.5 Toronto-York Spadina Subway Extension Project

To date, the TYSSE project is on budget with a total budget of $2,634 M including inflation.

The project is largely on schedule with the exception of the northern tunnels and HWY 407 contract which is

seriously behind schedule on all sites and the southern tunnels and Sheppard West contract which is behind

schedule in the tunnelling operation but making effort to catch up.

Safety continues to be a concern and TYSSE is focused on contractors adopting a diligent duty of care in their

safety policy and practices.