Editorial Archive

Accountability key to a customer-led TTC

2/7/14 6:00 AM

Our Five-Year Corporate Plan to modernize the TTC from top to bottom involves a lot more than the purchase of new vehicles and renewal of infrastructure, important though such investment is.

We must also re-engineer our processes, so that decisions are customer-led, rather than production-led. In other words, I want my team to always have the customer in mind in everything we do, rather than having procedures that are, or that appear to be, designed for our own convenience.

The other challenge is to transform the leadership culture at the TTC so local issues are effectively and proactively managed, and so that, ultimately, satisfied customers and motivated TTC employees enjoy a more positive and mutually respectful relationship.

A key part of our transformation has been to instill a culture of accountability and transparency in everything we do.

To that end, we hold regular Meet the Manager sessions across the network where customers can meet and give direct feedback to me and my senior team. We also post explainer videos on our You Tube channel to keep customers informed about the TTC and why we do what we do. We also post daily, monthly and quarterly performance statistics on our website so that you can hold us to account on initiatives that have been put in place over the last two-and-a-half years.

All TTC managers and supervisors have been issued with name badges. My expectation is that they wear these when riding the TTC, making it easier for you to know who we are if you need help or to simply ask a question.

Much remains to be done. But we are determined to transform the TTC and to deliver a transit system that makes Toronto proud.

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