Agenda

This meeting of the TTC Board will be conducted with members participating in-person and remotely.

Special Assistance for Members of the Public:
TTC staff can arrange for special assistance with some advance notice. If you need special assistance, please call 416-393-3698 or e-mail commissionservices@ttc.ca

Closed Meeting Requirements:
If the TTC Board wants to meet in closed session (privately) a Member of the Board must make a motion to do so and give the reason why the Board has to meet privately. (Section 29 of the TTC By-law and Section 190 of the City of Toronto Act, 2006)

Notice to people writing or making presentations to the TTC Board:
The City of Toronto Act, 2006 and the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1900, authorize the TTC to collect any personal information in your communication or presentation to the TTC Board. The TTC collects this information to enable it to make informed decisions on the relevant issue(s). If you are submitting letters, faxes, e-mails, presentations or other communications to the TTC, you should be aware that your name and the fact that you communicated with the TTC will become part of the public record and will appear online.

The TTC makes a video record of its Board meetings. If you make a presentation to the Board, the TTC will be video-recording you and the video record is available to the public. Board Meetings are also live-streamed on the official TTC YouTube channel.

If you want to learn more about why and how the TTC collects your information, write to the Commission Services Office, Toronto Transit Commission, 1900 Yonge Street, Toronto, Ontario M4S 1Z2.

Land Acknowledgement

Declarations of Interest under the Municipal Conflict of Interest Act

Approval of Minutes - April 16, 2025

The Chief Executive Officer’s Report is submitted each month to the TTC Board for information. Copies of the report are also forwarded to Members of Toronto City Council, the City Manager and the City Chief Financial Officer. The CEO report and monthly KPIs report are made available to the public on the TTC’s website.

May CEO Report

For May, the CEO's Report covers the theme of tariffs and TTC’s plan to mitigate costs, hot topic include:

• Tariff Implications & TTC's Strategic Response

The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meeting of March 27, 2025 to the May 2025 Board Meeting for information. At the March meeting, ACAT members reviewed a proposed train PA system survey relating to human announcements on trains. This is part of an ongoing audit TTC staff would like ACAT members to participate in as part of efforts to improve communication for TTC customers. The Communications Subcommittee will review updates and assist with finalizing the survey before it is circulated to ACAT members. ACAT also received an update about the battery-electric Wheel-Trans bus pilot scheduled to commence in 2026 and discussed vehicle features and specifications, such as whether vehicles would have sounds to assist customers who are blind.

The following is a summary of the main topics discussed at the March ACAT Subcommittee meetings:

Communications Subcommittee

• Wheel-Trans data privacy and consent presentation and review of travel Training survey and Access Newsletter.

Design Review Subcommittee

• No Design Review Subcommittee meeting held in March.

Service Planning Subcommittee

• Service Planning updates for extended bus routes and Community Bus routes and a presentation about the TTC Car Parking Strategy.

Wheel-Trans Operations Subcommittee

• Possibility of shorter travel training sessions for customers who are interested in learning a specific route, service or mode of transportation.
• HVAC on Wheel-Trans vehicles and the process Accessible Taxis and sedans follow to ensure air conditioning is working on vehicles.

It is recommended that the TTC Board:

1. Receive this report for information.

Public transit is the backbone of any major metropolitan economy, serving as the vital link that connects residents to employment, education, healthcare, and commerce. In a city as large and economically dynamic as Toronto, the TTC plays a central role in enabling economic growth, reducing congestion, and promoting environmental sustainability.

The Economic Benefits of Transit, Phase 2 Project Final Report to the Toronto Transit Commission, provides a comprehensive and data-driven assessment of the far-reaching economic, social, and environmental benefits of TTC investment. Conducted by transportation and economic experts from the University of Toronto, the study applies a rigorous dual-modelling approach to quantify both the direct and indirect impacts of transit funding decisions.

The analysis consists of two main components:

1. Macroeconomic Model: This measures the broader economic effects of TTC investment, including its contribution to GDP, job creation, and industrial output at both the provincial and national levels.
2. Microsimulation Modelling: This detailed, agent-based transportation analysis evaluates the real-world effects of transit investments on travel behaviour, congestion, environmental outcomes, and accessibility.

At the heart of the study is an examination of how different levels of TTC service and infrastructure investment affect Toronto’s economic competitiveness and mobility. The report evaluates four distinct service scenarios:

1. Base Case (2023 Service Levels): Reflects post-pandemic constraints when service hours were at 91% of pre-pandemic levels.
2. 2019 Full-Service Scenario: Represents pre-pandemic service levels.
3. Line 2 Subway Shutdown Scenario: Illustrates the impacts of severe disinvestment.
4. 2024 Service Plan: Accounts for operational changes.

Additionally, multiple operating and capital investment scenarios are analyzed to determine the economic and employment benefits of sustained infrastructure spending.

The findings of this study reinforce the idea that transit investment is not merely a public expenditure, but a high-return economic strategy. With benefit-cost ratios averaging seven-to-one, the report demonstrates that every $1 invested in TTC services and infrastructure generates approximately $7 in economic and social benefits. Furthermore, the analysis highlights the consequences of disinvestment, revealing that failing to maintain service levels or deferring critical capital projects could lead to a substantial loss of economic output, increased congestion, higher transportation costs for households, and diminished environmental and health outcomes.

As the TTC Board considers future investment strategies in the face of fiscal constraints, this report underscores the fact that public transit is not a discretionary service, but an economic necessity. Sustained investment in TTC operations and infrastructure is crucial to Toronto’s long-term prosperity. The results of this study should serve as a foundation for discussions on funding priorities, ensuring that the TTC continues to fulfill its role as a key driver of economic growth, mobility, and sustainability in the Greater Toronto and Hamilton Region.

This report has no direct operating or capital financial impact beyond what has already been approved in the 2025 Operating Budget and 2025-2034 Capital Budget and Plan. However, the analysis of specific scenarios looking at both the impact of not investing in key state-of-good-repair projects, and the benefits of investing in improving services, provides a crucial resource for guiding the TTC’s short- and long-term service and capital planning, priority-setting, and budgeting. It also reinforces the urgency and impact of transit investments to funding partners.

The insights will enable evidence-based decision-making, prioritizing initiatives with the highest economic and social benefits, while ensuring the sustainability and accessibility of Toronto’s transit system. Understanding the economic, environmental, health, and social benefits of transit investment becomes even more critical not only to determine the allocation of resources to meet the current and future needs of the city’s transit system, but also to achieve the economic, environmental, social, and mobility goals and outcomes for the City and Region, the Province and Canada.

It is recommended that the TTC Board:

1. Endorse the proposed installation of priority bus lanes in both directions on Dufferin Street between Eglinton Avenue West and King Street West.

2. Endorse the proposed installation of a southbound transit lane on Dufferin Street between Thorburn Avenue and Springhurst Avenue.

3. Endorse the proposed installation of priority bus lanes in both directions on Bathurst Street between Eglinton Avenue East and Bathurst Station (Barton Avenue).

4. Endorse the proposed installation of centre priority transit lanes in both directions on Bathurst Street between Bathurst Station (Barton Avenue) and Lake Shore Boulevard West.

5. Direct that the information contained in Confidential Attachment 2 remain confidential until award of contracts.

6. Forward this report, and Confidential Attachment 2, to City Council, through Executive Committee, for consideration.

The purpose of this report is to provide an update on two RapidTO roadways. TTC staff, with support from City staff in Transportation Services, have been reviewing opportunities to install transit priority measures (TPM) on the following two roadways:

1. Dufferin Street between Eglinton Avenue West and Dufferin Gate Loop; and
2. Bathurst Street between Eglinton Avenue West and Lake Shore Boulevard West.

Both roadways are part of the RapidTO: Surface Transit Network Plan (STNP) – a city-wide initiative aimed at improving the reliability of bus and streetcar routes, endorsed, in principle, by City Council in February 2024. Each roadway has undergone a feasibility study to identify the most appropriate TPM, tailored to the unique characteristics and requirements of the local context, with considerations for transportation equity. A brief overview of the proposed design and expected impacts for each of the two roadways is provided in the Comments section. Additional details, including the decision history, proposed cross-sections, proposed stop changes, design evaluations, public consultation approach and the RapidTO monitoring program are included in Attachment 1.

Hosting the FIFA World Cup 2026 is expected to bring significant economic, cultural, and community benefits to Toronto, and planning is actively underway to prepare the City to be showcased. The accelerated timeline of RapidTO: Dufferin Street and RapidTO: Bathurst Street to be operational in time for spring 2026 will support the successful movement of people during the global event.

Capital Funding Requirements

The current RapidTO program funded in the TTC’s 2025-2034 Capital Budget and Plan will deliver service-enhancing transit priority measures on five of the busiest bus routes in the city. In addition to the already delivered Eglinton East corridor, this includes Jane Street (from Steeles Avenue West to Eglinton Avenue West), Dufferin Street (from Wilson Avenue to Dufferin Gate Loop), Steeles Avenue West (from Pioneer Village Station to Yonge Street), Finch Avenue East (from Yonge Street to McCowan Road) and Lawrence Avenue East (between Don Mills Road and the Rouge Hill GO Train Station).

Due to the 2026 FIFA World Cup, the implementation of a section of Dufferin Street (from Eglinton Avenue West to Dufferin Gate Loop) and Bathurst Street (from Eglinton Avenue West to Lake Shore Boulevard West) will be accelerated to support improved transit operations during the event.

Funding of $33.1 million is included in the TTC’s 2025-2034 Capital Budget and Plan to implement this part of the RapidTO program. This funding allows for the completion of five corridors (Jane Street, Dufferin Street, Steeles Avenue West, Finch Avenue East and Bathurst Street), as noted above. As part of the broader study with the City through the RapidTO: STNP, approximately $98.2 million is unfunded to apply RapidTO treatment on other busy routes in the Plan, including Lawrence Avenue East.

Funding of $9.710 million is also included in the City’s 2025-2034 approved Capital Budget and Plan to continue with feasibility studies and designs of the RapidTO: STNP priority roadways. The proposed total funding allotment is estimated to be sufficient to study and design approximately 10-to-11 roadways.

As progress on the RapidTO: STNP advances, subsequent funding requests will be made in future capital submissions by the City of Toronto Transportation Services and the TTC to study, design, and implement additional priority roadways.

Estimated capital funding requirements for the TPM on Dufferin Street and Bathurst Street are provided in the Confidential Attachment 2.

Operating Financial Impact

The implementation of TPM on both roadways is anticipated to increase transit reliability and reduce transit travel time. These time and reliability savings present an opportunity to achieve operating budget savings of approximately $2.027 million annually, as outlined in Table 1.

Table 1: Estimated Annual Operating Cost Savings ($000s)

As a result of the anticipated increase in transit reliability and reduction in transit travel time from the TPM mentioned above, the TTC anticipates this service to attract new customers, leading to additional passenger revenue of up to approximately $4.14 million annually, as outlined in Table 2.

Table 2: Estimated Annual Additional Passenger Revenue ($000’s)

It is anticipated that any savings will be re-invested into Dufferin Street and Bathurst Street, to further enhance service in support of anticipated ridership increases. Any anticipated additional passenger revenue will be reflected in future Operating budgets accordingly.

The Executive Director, Finance has reviewed the report and agrees with the Financial Impact information.

It is recommended that the TTC Board:

1. Approve revised parking rates at nine TTC commuter parking lots effective July 1, 2025, as indicated in Attachment 1, including:

a. Increasing daily rates to $8.00 for well-utilized lots with a $4.00 afternoon rate
b. Increasing daily rates by 25% for lots with below-target utilization, to a maximum of $8.00 daily
c. No change to the rates for under-utilized lots

2. Approve re-negotiating the leases respecting the Finch West Station and the Pioneer Village Station parking lots to reduce the size of the lots (reducing the number of parking spaces) to better match current demand.

3. Approve retaining the following, non-City-owned, leased parking lots for customer use and monitor lots underutilized or below target utilization for potential future changes in alignment with demand and lease/license conditions:

• Kipling Station – North (well utilized)
• Kipling Station – South (well utilized)
• Finch Station – West (well utilized)
• Finch Station – East (below target)
• Islington Station – Lomond (well utilized)
• Highway 407 Station (well utilized)
• Yorkdale Station (underutilized)
• Islington Station – Fieldway (below target)
• Don Mills (underutilized)

4. Approve retaining the following City-owned parking lots for customer use while continuing to monitor utilization and investigating opportunities for alternative TTC uses, community uses and/or future redevelopment potential with City partners as operational needs evolve:
• Lawrence East Station (underutilized)
• Ellesmere Station (underutilized)
• Keele Station (well utilized)
• Kennedy Station – South (currently repurposed for bus operations)
• Leslie Station (well utilized)
• Wilson Station –Transit Road (well utilized)

5. Approve the revised Corporate Policy “Commuter Parking” in Attachment 5 to:

a. eliminate requirements to replace parking spaces on a 1 for 1 basis when parking lots are redeveloped;
b. commit to reviewing and adjusting parking rates concurrently with transit fare adjustments; and
c. include a target utilization rate for parking lots at 85% with rates adjusted to optimize usage and ensure availability.

At its February 2023 meeting, the Board directed staff to review the TTC’s Commuter Parking Lot Strategy (the “Strategy”) in response to a significant increase in fees to license Hydro One Networks Inc. (HONI) lands for use as commuter parking lots. TTC has completed the review and, in this report, proposes a refreshed strategic direction.

To develop this new direction, TTC has considered various factors, including operating costs, current and projected utilization, pricing, North American transit station parking best practices, local and regional policies and plans, legislation and trends, and peer reviews, which have informed the analysis and recommendations of this report.

The policy context in which TTC’s commuter parking lots are situated has changed over the past decade. In March 2024, City Council directed staff to explore specific real estate portfolios, including City-owned parking facilities, that could support city building, the City's housing plan and fiscal sustainability goals, as part of the Long-Term Financial Plan Update and from the agreement between the City and the Province, as part of the Recovery Through Growth Act (City of Toronto), 2023. Furthermore, a need to increase non-fare revenue has been identified to better support the provision of TTC services and reduce TTC’s reliance on the farebox. The Strategy supports the TTC's Corporate Plan, by increasing non-fare revenue, as highlighted in Action 5.2.3. Maximize Non-Fare Revenue Streams. The Strategy also aligns with TTC’s Non-Fare Revenue Strategic Review, which outlines additional opportunities to maximize the use of TTC assets, including parking lots for revenue generation. The TTC’s Non-Fare Revenue Strategic Review is expected to be brought to the Board for approval in Q2 2025.

TTC’s commuter parking portfolio includes 23 parking lots, as outlined in Attachment 1 – List of TTC Commuter Lots. The list identifies seven lots that are planned to be repurposed for Housing Now projects, as approved by City Council. All parking lots are under evaluation in collaboration with CreateTO to assess their redevelopment potential as directed by City Council in the Long-Term Financial Plan. Early analysis shows that most lots have limited redevelopment potential due to non-City-ownership (e.g., HONI Lands), or restrictive encumbrances (e.g., utility corridors, parking under an overpass). Of the 23 parking lots, three parking lots are currently closed and repurposed for bus operations or construction. For the remaining parking lots, performance was assessed based on utilization and financial viability. Ten are considered well utilized, two fall below the target range, and seven are underutilized. Benchmarks for categorization can be found on page 12 and 13 of this report. The Yorkdale Station lot is excluded from the utilization analysis as it is not operated by Toronto Parking Authority, while the Victoria Park Station lot is excluded as it will be permanently closing in June 2025.

Overall, TTC commuter parking lots have been operating at a financial loss over the past several years. According to utilization data, direct revenue generated from parking rates does not cover the expenses for maintenance, snow clearing and leases. Additionally, only 2% of TTC customers accessing the subway park in a TTC parking lot, meaning that fares of non-drivers and City subsidies are being used to make up for the lost revenue required to maintain and lease these parking lots.

This report provides recommendations on opportunities to optimize parking assets, support city building objectives, offset inflationary costs, increase ridership and enhance overall TTC revenue. Furthermore, TTC will continue to progress 5-Year Service & Customer Experience Action Plan initiatives to facilitate easier last kilometre transfers to and from TTC stations.

Recommendation 1, increasing full day and afternoon parking rates at the noted parking lots, is expected to increase parking revenue but result in a small decrease in ridership revenue due to fewer customers using parking lots, resulting in an incremental estimated financial impact of $1.0 million in additional overall revenue in 2026.

Recommendation 2, reducing the size of the leased areas of the Pioneer Village Station and Finch West Station commuter parking lots result in a net savings of an estimated $1.5 million per year. There is no estimated revenue impact associated with the reduction in leased areas. The resulting savings are reflected in the 2025 Operating Budget. Detailed analysis relating to the proposed reductions are included in Attachment 3. Table 1 illustrates the financial impact of these recommendations.

Table 1: Financial Impacts of Report Recommendations in 2026

Table 2 illustrates the current and longer-term impacts of implementing the recommendations in this report on direct parking revenue with projections out to 2031 and 2041 in 2025 dollars excluding inflation. Table 3 illustrates these projected impacts on indirect fare revenue resulting from customers parking at TTC lots and from transit-oriented development (TOD) on former TTC parking lot lands in future years.

Table 2: Direct Parking Revenue Outlook

Table 2 Assumptions
1. Projected annual revenue to reflect an increase in parking rates in 2025 and beyond.
2. All other revenues and costs are in 2025 dollars.
3. Future major capital costs (parking lot reconstructions) are not included in the analysis.
4. No new TTC parking lots or new parking spaces in existing lots will be added to the supply.

Table 3: Indirect Fare Revenue and Ridership Outlook

Parking Demand Analysis Methodology

Commuter parking lot utilization is tracked based on the number of parking transactions incurred per day, and future parking demand considers projected population growth, pricing changes and potential redevelopment. In response to pricing changes and parking availability, park-and-ride commuters may react in various ways such as: driving to another commuter parking lot nearby with spare capacity, driving all the way to their destination, or taking transit instead for their entire journey. The likelihood of each reaction was informed by a commuter parking survey conducted in 2023 and was used to project future change in parking revenue and associated fare revenue.

Transit trips generated by redevelopment are projected on a transit trip rate per household basis, as reported in the 2022 Transportation Tomorrow Survey. Survey results showed that existing apartment dwellers in the vicinity of existing stations with commuter parking lots produce on average one transit trip per household per weekday. Upon completion of redevelopment, occupants in new housing units are assumed to exhibit similar travel patterns and transit trip rates.

It is recommended that the TTC Board:

1. Delegate authority to the TTC Chief Executive Officer to award contract J35-13 SRT Bus Replacement Conversion of SRT ROW to Busway, provided that the contract award value is within 15% of the TTC Engineer’s estimate, as summarized in the Confidential Attachment, and subject to prior confirmation by the Chief Capital Officer and Executive Director – Finance.

2. Authorize that the information in the Confidential Attachment remains confidential.

The purpose of this report is to seek TTC Board approval to delegate authority to the TTC Chief Executive Officer for the award of contract J35-13 SRT Bus Replacement Conversion of Scarborough Rapid Transit (SRT) Right-of-Way (ROW) to Busway, provided that the contract award value is within 15% of the TTC Engineer’s estimate (EE), which is summarized in the Confidential Attachment. Approval of the delegated authority by the Board will expedite the start of the Busway construction.

The contract entails building a dedicated busway along the existing at-grade portion of the SRT ROW alignment between Kennedy Station and Ellesmere Station, with three bus stops at Tara Avenue, Lawrence Avenue East, and Ellesmere Road.

The scope of work includes but is not limited to the following:

• Relocating and protecting existing fiber optic cables, as part of TTC infrastructure servicing TTC Operations.
• Converting the SRT ROW into a busway, which includes paving the corridor, modifying drainage, building curbs and sidewalks, installing signage and lighting.
• Building bus platforms at Tara Avenue, Lawrence Avenue East, and Ellesmere Road bus stops.
• Installing guiderails.
• Widening of the service road at Kennedy Station and installing traffic lights.

Funds for the Line 3 Bus Replacement and Busway program is included in the TTC’s 2025-2034 Approved Capital Budget and Plan under the Scarborough Rapid Transit (SRT) Transition capital program, as approved by the TTC Board on January 10, 2025, and by the Council on February 11, 2025.

The total project budget for the Scarborough Rapid Transit (SRT) Bus Replacement Infrastructure project is $93.8 million, comprising of costs incurred to the end of 2024 of $26.5 million and cashflow funding of $67.3 million between 2025 and 2027 as summarized in Table 1 below:

Table 1: Line 3 Busway Program 2025-2034 Approved Capital Budget and Plan

The Executive Director - Finance has reviewed this report and agrees with the financial impact information.

It is recommended that the TTC Board:

1. Approve the amended Art in Public Transit Facilities Policy, attached as Appendix B to this report.

Public art in TTC subway stations plays a key role, contributing significantly to the transit system and the city’s overall urban experience. Public art transforms otherwise functional spaces into engaging and visually stimulating environments. It can alleviate the stress and monotony of daily commutes, making travel more enjoyable. Public art installations can attract attention and interest, both from residents and visitors, adding to Toronto’s reputation as a vibrant and culturally rich city.

Recent TTC capital projects, and ongoing Easier Access Phase III and Second Exit projects, have prioritized the integration of public art into the architectural design of stations. This creates a seamless and cohesive experience, where art is an essential part of the station’s identity. Public art in TTC subway stations goes beyond mere decoration. It serves as a powerful tool for enhancing the commuter experience, enriching the urban environment, and fostering a sense of community.

Occasionally, existing artworks may need to be removed or modified to accommodate station modernization, to provide entrance connections to new developments, and to meet requirements of customer flow, wayfinding and signage, fire and life safety, and building codes.

TTC Policy 2.1.0 Art in Public Transit Facilities (Appendix A), under the responsibility of the TTC’s Chief Capital Officer, provides directions on the purpose, approval process, installation, ownership, insurance, removal, and cost of TTC public art.

On September 24, 2024, the TTC Board requested that TTC staff review the Art in Public Transit Facilities Policy, with consideration given to incorporating the local Councillor into the decision-making process for public art installations in transit facilities in their wards, and delegating approval for public art installations to the Chief Capital Officer (CCO), or their designate.

TTC staff completed its review, and this report includes recommendations to amend TTC Policy 2.1.0. These recommendations align with the Board’s request and include additional amendments necessary to resolve policy gaps identified by staff as part of the review process.

Funds for expenditures related to new artwork procurement and installation at the TTC will continue to be included in the Capital Budget, and maintenance costs will be included in the Operations Budget, following current practice.

The Executive Director – Finance has reviewed this report and agrees with the financial impact information.

It is recommended that the TTC Board:

1. Appoint Julie Osborne to the Human Resources Committee.

The purpose of this report is to seek the appointment of a TTC Board member to the Human Resources Committee.

The Human Resources Committee composition includes the Board Chair, Vice-Chair and a third member. The third position on the Human Resources Committee has been vacant since September 2023.

Board members are not paid per diems for their service on Committees of the Board or Working Groups, and City Council members do not receive any additional payment for attending Board meetings or meetings of Committees of the Board.

Chair Jamaal Myers, seconded by Commissioner Dianne Saxe, recommends that the TTC Board:

1. Direct TTC staff to conduct an analysis of surface corridor TTC routes where multiple TTC routes operate on the same corridor to optimize scheduling efficiency, improve blended headways and customers wait times and identify opportunities and implications for scheduling and operational adjustments that minimize bunching and gapping and enhance coordination between routes serving the same corridor.

2. Direct TTC staff to explore opportunities to use artificial intelligence (AI) and predictive analytics to enhance our service planning and scheduling and management of gapping and bunching, and report back through the Strategic Planning Committee on best practices and priority actions to be integrated in the 2026 Operating and Capital Budgets.

Currently, TTC vehicles are not considered “bunched” for purposes of route planning, if multiple buses are traveling together so long as they are representing different bus routes. This motion directs staff to review bunching and gapping on all routes where multiple TTC routes use the same corridor to explore how scheduling can be optimized to improve headways and reduce bunching and gapping of vehicles. This motion also directs staff to explore how Al and predictive analytics can be used to enhance service planning and the management of gapping and bunching on all routes and make recommendations for priority actions that could be integrated into the 2026 Operating and Capital budgets.

It is recommended that the TTC Board:

1. Approve a partnership framework between the TTC and Toronto Metropolitan University (TMU) and the renaming of Dundas Station to TMU Station, as outlined in Confidential Attachment 2.

2. Delegate authority for the TTC CEO to enter into and execute a partnership agreement subject to terms and conditions acceptable to the TTC General Counsel.

3. Authorize that the confidential information as contained in Confidential Attachment 2 remain confidential as it contains information that could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization.

As requested by City Council, the TTC initiated discussions with Toronto Metropolitan University (TMU) that has resulted in a proposal from the university to rename “Dundas Station” to “TMU Station”.

The area around Dundas Station has changed dramatically with the rapid growth of TMU, and the TTC station has become fully integrated with the TMU campus and student life. A change in the station name reflects the evolution of both the local neighbourhood and university, while aligning with the TTC practice of naming stations after public sector institutions and customer destinations, such as York University, Museum, Queen’s Park, and Osgoode.

There is a time-sensitive and unique opportunity to incorporate the new name at minimal incremental expense and without disruption to the customer experience, by aligning this station renaming with the roll-out of customer information changes for the new Line 6 Finch West. Should the Board approve the recommendations below, work would begin immediately. In addition, there is ongoing work to renew Dundas Station that can be leveraged for a potential renaming of the station. Delaying this decision would result in incrementally higher costs in the future.

Beyond the station renaming, TMU has proposed the establishment of a first of its kind dedicated innovation hub – the “Transit Innovation Yard”. Entering into a partnership of this magnitude is a unique opportunity for the TTC to be more innovative and focused on emerging customer experience technologies, collaborating with some of the best and the brightest minds in research and technology to develop and trial solutions to some of its toughest problems, such as:

• Track-level security solutions.
• Wayfinding and customer dashboards.
• Data driven transit optimization.

Further details on this collaboration are provided in Attachment 1.

TMU has presented the TTC with an offer (Confidential Attachment 2) for the renaming of “Dundas Station” to “TMU Station” that would cover the cost of the renaming and create an opportunity for ongoing collaboration with the university.

The Executive Director – Finance has reviewed this report and agrees with the financial impact information.