TTC_Corporate-Plan

In 2012, we laid the foundations necessary to achieve our vision.
We established fundamental business tools, such as key performance
indicators, and changed our organizational structure to better align
with business needs, with focus on the customer. We’ve taken steps
to increase levels of accountability and transparency throughout our
organization, although much remains to be done.
In years one through three of our plan, we will build the assets needed
to run our core business successfully, efficiently and effectively. This
phase stretches out to the Pan Am and Parapan Am Games in 2015 and
includes transformational items such as the PRESTO smartcard system,
an entirely new subway fleet on the Yonge-University-Spadina line,
and station modernizations. These years represent the bulk of current
TTC plans for investment in our existing network and the capacity
enhancements required to keep level with ever-growing demand.
The journey from year one through five is about transforming the
culture of the TTC. Our journey will deliver changes in staffing models
in stations and in vehicles, and will reframe the relationship between
front-line staff and their managers. Transforming culture is the biggest
and most challenging aspect of our five-year plan. In the end, the TTC
will look and feel very different than today.
YEAR 1-5
TRANSFORMING THE CULTURE
YEAR 1-3
BUILDING THE ASSETS
YEAR 1
LAYING THE
FOUNDATIONS
OUR TIMELINES
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