Decisions

The Toronto Transit Commission received the Chief Executive Officer’s Report - July 2025 for information.

Mandeep Lali, Chief Executive Officer and Greg Percy, Interim Chief Executive Officer, gave a verbal presentation on this item.

Fortunato Monaco, Chief Operations and Infrastructure Officer, gave a presentation on Enhancing Surface Transit - "Bunching and Gapping" Improvement Pilot.

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. For CEO Report and Monthly Corporate KPIs Report, please see attachments.

July CEO Report
For July, the CEO's Report covers themes of enhancing transit experience for TTC customers, hot topics include:

• Station Makeovers at Six Locations

The Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of May 29, 2025 for information.

Betty Rivington-Law, ACAT Chair, gave a verbal presentation on this item.

The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meeting of May 29, 2025 to the July 2025 Board Meeting for information. At the May meeting, ACAT members received information about the TTC’s Community Safety, Security and Wellbeing Plan and heard deputations about the Community Bus routes, specifically in Toronto’s Hospital Row, and Family of Services communication. Members raised concerns about the safety of mobility device users during emergencies like power outages or elevator failures. The Service Planning Subcommittee was assigned to further review evacuation procedures and policies.

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

Communications Subcommittee

• ACAT Recruitment Communications Plan. The application process and advertising methods were reviewed, with suggestions made to use more engaging messaging and remove fax as an option for submitting applications.
• Support Person Assistance Card first on/last off campaign, with calls for improved staff training and clearer public communication.
• National AccessAbility Week and presence at May 31, 2025 AccessFest

Design Review Subcommittee

• Bus pre-boarding announcements system and technical constraints. Members provided feedback about announcement timing, confusion at final stops and the accuracy of announcements on certain bus routes.
• Machine Readable Transfer system for customers using cash payments, which will issue QR coded transfer for cash users and have accessibility focused decal design to support wayfinding for customers.
• Accessible Pedestrian Signal message development, with an emphasis on using concise, clear terms like “combined” or “centre” platform to stay within the audio time limit.

Service Planning Subcommittee

• Community Bus Route 406 Scarborough-Guildwood pilot
• Wayfinding Strategy Update, with concerns being raised about unclear signage, difficulties viewing transit shelter maps for customers using mobility devices, and comments made about providing audible messaging at accessible pedestrian signals at intersections.

Wheel-Trans Operations Subcommittee

• Legacy customer re-registration enforcement. The Subcommittee supported eligibility being changed to conditional for customers who do not re-register within 90 days and encouraged clear consequences, including a phased approach with possible suspensions for noncompliance.
• Mobile app improvements, redundant trip confirmations and service updates.
• Policy clarification about Operators assisting with personal tasks.

The TTC Board:

1. Received this report for information.

The Green Bus Program was first approved by the Board in November 2017 and included the introduction of the latest generation of hybrid-electric buses as a transitional step toward achieving a fully zero-emissions fleet by 2040. The program is aligned with provincial, federal, and international targets for emissions reduction. It is a key action under the City of Toronto’s TransformTO Net Zero Strategy and the TTC’s own 5-Year Corporate Plan, as well as its Innovation and Sustainability Strategy.

The TTC began its transition to a zero-emissions network with a strong foundation—over 50% of ridership already served by electric and emission-free subway and streetcar systems. As of today, approximately 77% of total ridership is on zero- or low-emission vehicles, reflecting the integration of hybrid and battery-eBuses (eBuses) into the fleet. Looking ahead, by 2031, the TTC aims for 50% of its bus fleet to be fully zero-emission. 

With the retirement of the last Orion VII Clean Diesel buses in 2024 (the last buses in the fleet without diesel particulate filters), the TTC has phased out its highest-emitting buses. Since the Green Bus Program was initiated, fleet-wide greenhouse gas (GHG) emissions have been reduced by over 25% through the procurement of 591 new hybrid-electric buses and 208 battery-electric buses. By the end of Q1 2026, the current order of 340 eBuses will have grown the zero-emission fleet to 400, making the TTC’s bus fleet the greenest of large transit systems in North America.

Once our fleet is fully electrified, this transition is expected to avoid approximately 290,000 tonnes of carbon dioxide equivalent and 125 tonnes of criteria air pollutant emissions annually between 2040 and 2050. These emissions reductions are estimated to yield $460 million in avoided social costs of carbon and $2.8 million in healthcare costs avoided. This one action will reduce the TTC’s direct organization-wide emissions by ~28% by 2030.

Due to the timing of funding approvals, bus production lead times, and the need to replace aging buses at the end of their useful life, the next step in the program is to procure 200 hybrid-electric buses for delivery in 2026 through Q1 of 2028 (with contract language to additional hybrid buses should there be a need). As a transition technology, these new hybrids are proven reliable, impose no range limitations, and require no electrification infrastructure to be installed in advance. Further, they allow the time needed for the TTC to manage the organizational changes required for large-scale eBus operations.

With the procurement of these hybrid buses, we remain on track to achieve the TransformTO NetZero target of 2040. Funds totalling $1.2 billion are available in the Approved Capital Budget and Plan, subject to availability and approval of matching funds through intergovernmental grants, to advance electrification over the next five years.

As the TTC advances one of the leading fleet electrification programs in North America, it remains committed to learning and sharing with others. This report includes appendices intended to detail progress, risks, and opportunities in order to further this industry collaboration.

The TTC Board:

1. Forwarded a copy of this report to the City Clerk for submission to the next Scarborough Community Council meeting for information.

This report provides an update on the acceleration effort in response to a motion adopted by the Board at its meeting of May 14, 2025. “That the Board direct staff to work with the City Manager, the General Manager, Transportation Services, and the Executive Director, Transit Expansion Division to expedite all required land acquisitions and permits to accelerate construction of the SRT busway and report back in July on the acceleration plan.”

The TTC Board:

1. Approved expenditure adjustments to the TTC’s 2025-2034 Capital Budget and Plan for the Purchase of Wheel-Trans Buses Program by amending the 2025 Capital Budget by $0 and the 2026-2031 cash flow funding estimates by $34.931 million to reflect the procurement of 105 Wheel-Trans Buses and to align with the estimated project delivery schedule.

2. Authorized the recommended budget adjustments noted in Recommendation 1 above, and in the TTC’s 2025-2034 Capital Budget and Plan, to be included in the TTC’s Capital Variance Report submission for the six months ended June 30, 2025, for City Council consideration and approval.

3. Adopted the recommendations contained in Confidential Attachment 1 and authorized that the information remain confidential.

This report recommends a budget adjustment to allocate funds for procurement of 105 gasoline-powered paratransit buses for Wheel-Trans service.

In parallel to the trial of all-electric Wheel-Trans (eWT) buses reported in February 24, 2025, these 55 six-metre and 50 seven-metre ProMaster buses will be delivered between 2026 and 2029 in time to replace vehicles that are reaching the end of their design life. Should the eWT pilot be successful, these 105 gasoline-powered buses will be the last we procure, and the fleet will be zero-emissions by 2035, 5 years ahead of the TransformTO NetZero target.

Subject to the re-allocation of requested funds, these vehicles will be procured using Metrolinx’s Transit Procurement Initiative (TPI) program, a Metrolinx-led process that is competitively procured and enables Ontario transit agencies to benefit from reduced costs through joint procurement. In October 2024, Creative Carriage was awarded the contract for six-to-eight-metre paratransit buses following a competitive process under TPI. Since 2017, the TTC has procured 371 gasoline-powered paratransit vehicles from Creative Carriage through prior agreements under this initiative, which continues to represent the best available option in terms of cost and quality.

This report also informs the Board of an upcoming pilot program to introduce smaller electric vehicles, likely sedans or SUVs, to the Wheel-Trans fleet to optimize the fleet mix and enhance Wheel-Trans operations.

The TTC Board received this report for information.

This report responds to the motion adopted by the TTC Board in January 2025 “Addressing Service Delays on the TTC” by providing an update on five key areas: the ongoing external International Association of Public Transport (UITP) review of TTC maintenance with a focus on signalling performance, communication protocols for customers during disruptions, shuttle bus operational improvements, surface transit redundancy, and measures to prevent unauthorized track access.

This report responds to the Board’s motion by outlining the TTC’s current and planned initiatives in each area and identifying ongoing improvements to ensure a more resilient, reliable, and rider-focused transit system.

The TTC Board adopted the following:

1. The TTC Board not issue any penalty to Chair Myers.

2. The TTC Board adopt this Report.

3. That the TTC Board request that TTC staff develop a proposal for Board consideration on when confidential information can be shared, and with whom, and best practices to be followed with respect to sharing confidential information.

Chair Myers declared an interest on this item and advised that he received advice from the Integrity Commissioner that he is able to participate in the debate on the item, but could not vote as the report contains information and recommendations related to the Chair's conduct. 

Vice-Chair Mihevc assumed the Chair.

This report describes the investigation of Office of the Integrity Commissioner of Toronto (ICT) with respect to a request by the Toronto Transit Commission (TTC) Board to investigate the release of confidential information to the media prior to and after a Special TTC Board meeting on October 27, 2023. My task has been to determine whether there has been a violation of the Code of Conduct for Members of Local Boards (Restricted Definition) (the “Code of Conduct”) by one or more members of the TTC Board or their staff.

The TTC Board:

1. Received this report for information.

2. Requested TTC staff report to the Strategic Planning Committee on opportunities to include the implementation of measures to address service disruptions as part of the 2026 budget submission, as provided for in Objectives 2.2 and 2.3 of the Corporate Plan.

This report provides a mid-year 2025 update on the TTC’s Corporate Plan, Moving Toronto, Connecting Communities 2024 – 2028. The report highlights key 2025 accomplishments to date, forecasted activities for the remainder of the year and a look-ahead to 2026. Additionally, the report identifies key risks and issues, updated from the January 2025 Progress Report. Progress against commitments in the Corporate Plan will help inform the TTC’s 2026 Budget process. The TTC will continue to report regularly to the Board, with the next update report forecasted for year-end 2025.

The TTC Board:

1. Authorized that the information contained in Confidential Attachment 1 remain confidential in its entirety as it relates to personal matters about an identifiable individual, including a municipal or local board employee.

This report provides information respecting the Chief Executive Officer’s performance and objectives.

The TTC Board requested TTC staff to identify opportunities to remember and honour Canada’s veterans and highlight TTC staff who are veterans, including in TTC vehicles and in stations, and report back to the TTC Board no later than October 2025.

Staff members of the TTC and its predecessor agencies, including the Toronto Railway Company and the Toronto Civic Railways, have consistently throughout their history served in Canada’s armed forces to keep Canada and Canadians safe, including during World War 1 and World War 2. The TTC currently recognizes Canadian war veterans and peacekeepers with free access to the TTC on Warrior’s Day and Remembrance Day, and brings all vehicles to a halt on Remembrance Day at 11 a.m. to honour the nation’s veterans. However, the historical contributions of TTC staff and Torontonians who have served in Canada’s armed forces is not as well known as it should be in light of their significant contributions to the development of Canada, the City of Toronto and the TTC. This motion seeks to ensure TTC and Toronto’s veterans are publicly recognized and honoured on an ongoing and permanent way for their contributions and to ensure the public is knowledgeable and educated to their contributions.

The TTC Board requested that:

1. TTC staff identify and report back to the TTC Board with recommendations no later than June 2026 on appropriate internal TTC properties that could be named and/or renamed to honour Frederick Langdon Hubbard, the first Black Canadian to be appointed Chair of the TTC Board in time for the 100-year anniversary of his historic appointment in 1930.

2. TTC Chair and staff work together to create an annual award, the “Hubbard Award for Leadership,” which will be given at the discretion of the TTC Chair to a TTC employee and/or employees that have demonstrated leadership skills that have significantly and positively impacted, guided and/or inspired their colleagues, TTC customers and/or the City of Toronto.

In 1930, Frederick Langdon Hubbard became the first Black Canadian to be appointed Chair of the TTC Board. In addition to being Chair, Frederick Hubbard served as Vice-Chair of the Board in 1931, a TTC Commissioner from 1932-1939 and was the only member of the TTC Board at the time of his appointment, who had significant experience with the management of a transportation system, earning him the respect of his peers and the esteem of the community for his role in steering the early course of the TTC. In order to recognize and celebrate the historic appointment and achievements of Frederick Hubbard’s contributions to the TTC and the City of Toronto, this motion seeks to honour and recognize him in time for the 100th anniversary of his appointment as Chair of the TTC Board by naming or renaming an internal TTC property after him. The motion also seeks to create an annual award, given at the discretion of the TTC Chair to a TTC employee and/or employees that has demonstrated leadership skills that have significantly and positively impacted, guided and/or inspired their colleagues, TTC customers and/or the City of Toronto.

The TTC Board:

1. Directed that the information contained in Attachment 1 remain confidential, as it contains information explicitly supplied in confidence to the City or local board by Canada, a province or territory or a Crown agency of any of them, and release the information as part of the 2026 recommended TTC Budget.

2. Adopted the action taken in camera and directed that the information contained in Attachment 2 remain confidential as it contains advice or communications that are subject to solicitor-client privilege, including communications necessary for that purpose.

The Canada Public Transit Fund (CPTF) is a federal program that will provide $3 billion annually, for public transit across Canada starting in 2026. The CPTF is divided across three streams, the Baseline Capital Funding stream, the Metro-Region Agreement stream and the Targeted Delivery Funding stream.

The TTC received a 10-year allocation of $1.163 billion under the Baseline Capital Funding stream. This report provides an update on the status of the TTC’s Capital Plan submission under the Baseline Capital Funding stream and implications for the 2026 Budget process.