TTC_Corporate-Plan

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Our Core Value: ‘Valuing Time’ 8
We value both the quality and quantity of time customers spend on the TTC . For our customers, the TTC should represent the simplest, fastest and most cost efficient way to move around Toronto. A key move towards confirming that belief will be to adopt metrics that, quite literally, put a monetary value on the time customers spend on public transit. Reliability and punctuality methods will measure the quantity of time customers spend waiting for the next train, bus or streetcar, and the value of that time. We have begun work on such measures and can see the potential to enhance both the way the TTC delivers service and the way we plan for future upgrades and expansion. Our new Customer Satisfaction Survey will measure the quality of the time customers spend with the TTC. The quality of time is inextricably linked to the perception of its quantity. A customer who is more comfortable perceives time to be less than the reality and is therefore more satisfied with the service. These new tools will give the TTC the ability to compare a variety of improvements – their relative benefits and costs – to ensure our efforts are properly focused on the improvements customers rightly demand. Fundamentally, this isn’t as much about business processes but rather how well we treat our customers – an important measure on the TTC scorecard. Our principles Any business needs a set of clear business principles that guide every day direction. The TTC principles set out in Appendix 3 act as a filter for decision-making and help to prioritize our efforts and spending on the things that deliver the greatest benefit to our customers. OUR CORE VALUE: ‘VALUING TIME’ 9
Page 1 and 2: Our Vision - A transit system that
Page 3 and 4: Forward from the Chief Executive Of
Page 5 and 6: Background The Toronto Transit Comm
Page 7 and 8: A transit system that makes Toronto
Page 9: To provide a reliable, efficient an
Page 13 and 14: Our Timelines 11
Page 15 and 16: Your modernized TTC OUR TIMELINES 1
Page 17 and 18: In early 2013, we completed a reorg
Page 19 and 20: Service Delivery delivers front-of-
Page 21 and 22: Strategic Objectives To keep the TT
Page 23 and 24: • Introduction of a standing safe
Page 25 and 26: Customer-focused station business m
Page 27 and 28: Your modernized TTC THE CORPORATE P
Page 29 and 30: Specific activity will include: •
Page 31 and 32: System Cleanliness The cleanliness
Page 33 and 34: lrT lines (with Metrolinx) On June
Page 35 and 36: Economies of Scale / Buying Power T
Page 37 and 38: Section 4 Summary and next steps 35
Page 39 and 40: Section 5 Appendices 37
Page 41 and 42: equest Stop Program We have changed
Page 43 and 44: Appendix 3: Our Principles At the T
Page 45 and 46: Appendix 4: TTC Corporate Plan - Co

TTC_Corporate-Plan

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