Editorial Archive

Openness and transparency all part of TTC’s commitment to riders

7/4/14 6:00 AM

One of the seven strategic objectives of the TTC’s Five-Year Corporate Plan is to improve the company’s reputation. Specifically, the objective is to create an organization that is transparent and accountable, well-regarded by stakeholders and peers, and in which employees are proud to play a part.

Though this will take time to deliver, an improved reputation is critical to achieving our vision of a transit system that makes Toronto proud.

So how will we achieve this?

Over the past two years, a lot of effort has been put into making the organization more transparent, accessible and accountable. We now publish daily and monthly statistics for key performance indicators, such as bus, subway and streetcar on our website. The CEO’s monthly report has been made more user-friendly and is also available on the TTC website.

In our subway stations, the local Group Station Manager’s picture is prominently displayed along with details on how to provide feedback on any aspect of our service.

We have increased the amount of face time with customers via regular Meet-the-Manager sessions and quarterly Town Hall meetings that enable us to hear, first-hand, where customers want us to improve.

Community relations are equally important. A dedicated unit has been established to improve co-ordination with the City and its agencies so that construction and other large projects are better planned and better communicated to local communities and riders. And we are making real efforts to improve consultation with local Councillors and other stakeholders, such as Business Improvement Areas so that they understand and support the need for public transit.

Employee buy-in to our plan is also vital. That is why we recently held more than 80 employee town halls to brief TTC staff on our plan so that they know what is required of them as we strive to deliver and improved TTC to you.

In the end it is the reliability of our service that has the greatest impact on our reputation and the other six strategic objectives of our plan will help deliver on this.

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