Editorial Archive

Charting a five-year course of action

10/19/12 6:00 AM

Last week, I talked about the new TTC vision statement: a transit system that makes Toronto proud, and how that forms the first element of our 10-point program to transform and modernize the TTC.

The second element is the development of a strategic plan and associated goals, targets and measures to track our progress. 

This is essentially a master plan to paint a picture of how the TTC will look in five years, and to set out how we achieve our vision. While the plan will cover physical improvements to the network, it also needs to describe what we will do to change how you feel you are treated and valued as a customer.

In addition to detail around the big-ticket items like new streetcars and migration to a Presto smart card, a lot needs to be done in terms of our management style and capability, and our delivery of more consistent customer service across the system.

Where are we thus far? The first draft of the plan is nearing completion. It is built around a suite of business goals that, between them, will deliver a transformed TTC. Once finalized, the plan will be used to drive improvement across all areas of our service. Progress will be tracked via Key Performance Indicators so we know where more focus is required. It will also be used as a tool to keep staff and managers apprised of how we’re doing and the direction in which we need to head.

It’s all part of what makes the TTC CEO job such an interesting and compelling challenge.

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