Editorial Archive

Transformation and accountability: it starts at the top

11/2/12 6:00 AM

I’ve been writing about the 10 things we at the TTC need to do on our journey to transform the TTC.

As such, the fourth element of our transformation plan is to hold our people accountable for performance at all levels of the organization. This may seem like an obvious statement, but the TTC has been criticized for a lack of transparency and accountability – I want to change that.

I am very clear on the fact that, more than anything else, customers want and expect their service to be reliable and punctual. So alongside safety, service quality is my number one priority.

In a later article, I will describe how we are tackling what I call the basics that we must get right every day to eliminate delays and drive up performance. To achieve this, though, every person at the TTC needs to be clear on what their role is and what they are expected to deliver day in, day out.

So what are we doing to embed a culture of accountability? I believe it needs to start at the top. As CEO, I accept that the buck stops with me. If we do not improve customer satisfaction with this service, I expect to be held accountable. I have set out to challenge mediocrity and to require much higher standards across the organization. I make a point of being accessible to customers, both in person and if they contact me.

My senior management team now attends regular challenge meetings where we dissect performance, evaluate customer feedback and identify immediate areas for improvement. Managers are assigned actions to deliver change within tight timelines and I expect that to happen.

Ultimately, accountability has to permeate down to front-line levels. We are going to strengthen local management teams so that you get quicker responses and better service, where and when you need it.

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