Accountability at the TTC starts with leadership3/13/15 6:00 AM
There has been a lot of talk recently about the need for a culture of accountability and leadership in City agencies – and rightly so.
Both are essential components of good governance with each being a prerequisite for any well-run, modern organization.
Improving the quality of leadership and creating a culture of accountability features strongly in the TTC’s five-year modernization program, designed to deliver a transit system that makes Toronto proud.
Effective leadership starts at the top of an organization. Good leaders have a clear vision for the future, they set strong direction, and they make themselves both available and answerable to the public they serve. They own mistakes, demand higher standards and they set a course for continuous improvement.
The leadership team at the TTC has changed a lot over the past three years. We have brought in fresh talent, promoted good performers and let some managers go. Our starting point has been a belief that world-class service will only be delivered if frontline employees are well-led and well-motivated. We have put emphasis on adoption of a more enlightened management style to enable everyone to excel.
Of equal importance is a culture of accountability. This should filter down to every member of staff such that each and every employee owns their part of the daily challenge of delivering service.
We have introduced Group Station Managers, developed an annual Customer Charter, and routinely publish daily, weekly and monthly performance statistics so that you can hold us to account for the performance of your service.
We are progressively embedding a modern performance management system where every employee knows what is expected of them and what they can expect from their manager – all with a view to driving up customer service and building a true culture of accountability.
With a vision and a plan to guide us, driven by determination from the top, I am convinced we will succeed.
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