Agenda

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

Special Assistance for Members of the Public:
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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 - July 17, 2025

The CEO’s Report was created in 2012, replacing the Chief General Manager’s Report. Over time, it has evolved into a focused monthly overview to support performance tracking and is submitted 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, and made available on https://www.ttc.ca/transparency-and-accountability/CEOs-Report

The Advisory Committee on Accessible Transit (ACAT) is forwarding the approved minutes of its General monthly meetings of June 26, 2025 and July 31, 2025 to the September 2025 Board Meeting for information. At the June meeting, ACAT members received information about TTC Bus Transportation’s efforts to enhance bus service accessibility, including holding mobility device workshops at bus divisions, specialized customer service training and conducting securement spot checks to support Operators and ensure safety. Members discussed the need for improved communication between customers and Operators, especially when it comes to customers with vision loss and how they are impacted when audio announcements are off, and encouraged promoting customer use of accessible flashcards that indicate to approaching buses that a ramp needs to be lowered for a customer. Members also discussed feedback received from some Operators at recertification sessions, where some expressed concerns about damaging equipment or injuring passengers.

At the July meeting, TTC’s Racial Equity Office presented information about the Family of Services (FOS) equity analysis project that is ongoing in an effort to assess the equity impacts of FOS trips. ACAT suggested providing information about accessible services during the engagement process and recommended mentioning that alternative formats for surveys are available upon request.

The following is a summary of the main topics discussed at the June and July ACAT Subcommittee Meetings:

Communications Subcommittee
June meeting:

• Communication plan for new Route 406 Community Bus: The subcommittee reviewed designated stops, trip planning tools, feedback collection and referred items for follow up to the Service Planning Subcommittee.
• 10 year Wayfinding Strategy: The subcommittee provided suggestions on signage, compliance and real-time information.
• Wheel-Trans communications and promotion of mobile app.

July meeting:

• Ongoing First On/Last Off and Support Person Assistance Card message wording.
• September 6, 2025 Wheel-Trans 50th Anniversary event and promoting Wheel-Trans self-booking app.

Design Review Subcommittee (no meeting held in June)

• Bus Design Innovation program enhancement of Operator and customer safety: The Subcommittee provided feedback about quiet electric buses, non-slip flooring and communication barriers, which will inform future design discussions.
• Advancing Line 5 Accessible Pedestrian Signal (APS) implementation and addressing low audio announcements and pre-boarding messaging.

Service Planning Subcommittee
June meeting:

• Transit stops planning and management: The Subcommittee expressed there is a need for consistent standards for audio announcements and accessible infrastructure across neighbourhoods.

July meeting:

• 2026 TTC Annual Network Plan review.
• 2025 Accessibility Plan Status Report overview

Wheel-Trans Operations Subcommittee

• Interactive Voice Response system upgrade status.
• Electric vehicle pilot testing smaller electric vehicles for Wheel-Trans fleet.

July meeting:

• FOS Equity Analysis project overview.
• Expected 2027 PRESTO upgrade to Wheel-Trans vehicles.

It is recommended that the TTC Board:

1. Receive this report on the pilot program’s outcomes, including service, financial, and operational implications.

2. Approve an extension of the free transit for Grade 7 to 12 student field trips pilot program for the 2025-2026 school year, at an estimated financial impact of $25,000 in foregone fare revenue.

In May 2024, the TTC Board approved a pilot program offering free transit for Grade 7 to 12 student field trips during the 2024-2025 school year. This report presents the results of the pilot, aligned with its objectives, and highlights specific impacts on schools located within Neighbourhood Improvement Areas (NIAs).

The program required participation agreements with Toronto’s public and separate English- and French-speaking school boards, which specified when field trips were eligible for reimbursement through the pilot program. As a result of requiring participation agreements, program uptake was lower than originally projected. Of the 531 eligible schools, 28 participated, collectively receiving reimbursement for 2,664 Youth PRESTO Tickets used on 77 field trips. While both Toronto French school boards signed agreements to participate in the pilot program, neither requested reimbursements for field trips taken during this period.

Although uptake was limited, there were notable successes that can be built upon in future years if the pilot is continued:

• One-third of participating schools were in NIAs (36%), and over half of field trips originated from these areas.
• More than 1,800 students received educational materials and participated in discussions aimed at increasing their comfort and confidence using transit.
• Survey responses indicated that more than 80% of participating teachers said the pilot incentivized taking a field trip, and 63% agreed that the program enabled an educational outing that would not have occurred otherwise.

Survey results also indicated that two-thirds of teachers lacked awareness or knowledge of the pilot program. However, among those who were aware, more than half of the teachers used the program to facilitate a field trip. Improvements to the program that could increase uptake in the future and allow for a better assessment of the program impact include:

• Increased promotion. Continue to provide materials to school boards to share with teachers and educational support staff to increase awareness of the program.
• Expanded educational materials. Update the classroom training materials to include specific information about the pilot, group travel, and how to use PRESTO Tickets on the TTC.
• Amended service parameters. Conditions have been put in place to enable this pilot to ensure no additional service is required to accommodate field trips. As pilot uptake has been lower than originally anticipated, expanding the permitted days of week, times of day, and routes could increase program utility. However, additional service may be required should the parameters be amended.
• Streamlined administration process for reimbursements. Explore ways to improve submission requirements for school boards to improve data entry, data submissions, and verification.

TTC staff recommend extending the pilot program with the current service parameters for the 2025-2026 school year to allow for comprehensive data collection and monitoring to evaluate the pilot’s effectiveness. It is anticipated that heightened program awareness and expanded educational materials will lead to increased participation, providing more robust data for evaluation of the program. Upon review of the service parameters, it may not be possible to further expand the permitted days, times, and routes without additional resources due to impacts on ridership, crowding, and resource requirements.

On May 16, 2024, the TTC Board approved an adjustment to the 2024 Operating Budget to reduce 2024 fare revenue by $500,000 to reimburse eligible field trips during the 2024-2025 school year. The Board also approved an increase in the ancillary revenue budget of $500,000, to be funded from the proceeds received from the sale of the decommissioned Scarborough Rapid Transit fleet, to offset the revenue impact anticipated from the implementation of the pilot program.

The $500,000 program budget was reflective of the potential foregone revenue if all existing field trips were eligible for reimbursements through the pilot program. There were no additional costs to add additional transit service for this program, as field trips were eligible for reimbursement only at specified days, times, and locations on the system where there is excess capacity. Program implementation and administration were accommodated through existing staffing levels. However, the pilot program was prioritized.

Approximately $6,000 in eligible field trips in the 2024-2025 school year were taken and reimbursed to Toronto school boards. If the pilot program were to be extended to the 2025-2026 school year, the estimated financial impact in terms of foregone revenue is approximately $25,000, subject to program uptake.

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 Advertising on TTC Property Policy, attached as Appendix B to this report.

Offering advertising opportunities on TTC assets provides much-needed revenue to the TTC. In 2024, total advertising revenues were $31.9 million.

Over the years, the advertising policy has been adjusted to reflect new values of the community and the Board. This update is in response to a Board Motion to review and revise the existing policy. Specifically, staff were requested to review potentially misleading fossil fuel advertising prior to approvals and review its advertising policy with respect to fossil fuel advertisements. In addition, consultation with City staff regarding TransformTO was requested and has occurred.

Staff from Customer Experience and Legal have consulted on the above and are proposing a revised version of the Advertising Policy as set out in Appendix B. In addition, staff have reached out to transit industry peers to consult on their approaches and have considered their work in the proposed amended Advertising Policy as set out in Appendix B.

Following the Board’s approval, TTC Policy 13.1.2 will be revised and followed in future reviews of proposed advertisements.

In recent years, the TTC has received minimal revenues relating to fossil fuel advertisements. In 2023, advertising revenue from Pathways Alliance was received in the amount of $199,000. In 2024, Canada Action purchased a vehicle wrap in the amount of $22,500. There have been no other fossil fuels-related advertisements on the system since July 2024.

Operating and Capital costs related to managing the Pattison contract and expanding non-fare revenue opportunities are not within the scope of the policy.

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

It is recommended that the TTC Board:

1. Receive this report for information.

This 2025 Accessibility Plan Status Report (Status Report) describes the TTC’s progress toward achieving the objectives of the 2024-2028 TTC 5-Year Accessibility Plan (5YAP) and it fulfills provincially legislated requirements in the Integrated Accessibility Standards Regulation (IASR) under the Accessibility for Ontarians with Disabilities Act (AODA) to prepare an annual status report on the progress of measures taken to implement the 5YAP, and steps taken to comply with the IASR. This Status Report also includes updates on the Wheel Trans Transformation Program and Easier Access Program for a comprehensive update on accessibility initiatives.

The 5YAP identified 46 specific initiatives to improve the accessibility of TTC services and facilities for customers by the end of 2028. By the end of 2025, it is expected that six of these initiatives will have been completed with a further 23 in progress and four not yet started. Thirteen initiatives are ongoing, comprising regular review, planning, and design activities that are not intended to have a set end date.

Significant 5YAP accomplishments that have been or are expected to be achieved by the end of 2025 include:

• Completing Easier Access Program construction at five subway stations including High Park, Rosedale, Christie, Summerhill and Warden stations, at which time a total of 62 of 70 (89%) stations will be accessible;
• Ongoing construction of new accessible third-party entrances to Dufferin and York Mills stations;
• Replacing old red bench seating on Line 1 with new bench seating that includes integrated back and armrests;
• Installing upgraded platform edge tiles to reduce the gap between subway trains and platforms at five station platforms; 14 stations have been completed so far and five stations with horizontal platform edge tiles are planned to be completed in 2025;
• Selecting an Interactive Voice Response (IVR) vendor in late 2025 to start Wheel-Trans IVR system improvements in 2026;
• Selecting a Mobile Data Terminal/Automatic Vehicle Location (MDT/AVL) vendor in late 2025 to start Wheel-Trans MDT/AVL improvements in 2026; and
• Completing an audit in early 2025 of the employee built environment elements for accessibility and inclusion at over 100 TTC facilities.

Upcoming milestones include:

• Completing Easier Access Program construction at 7 stations in 2026 including Greenwood, College, Lawrence, Museum, Spadina (Line 1), King and Islington stations, bringing the total number of accessible stations to 69 of 70 (99%); and
• The final station, the contract to upgrade Old Mill was awarded in Q1 2025, and it is expected to become accessible by the end of Q3, 2028.

The TTC continues to work to provide a barrier-free transit system in support of the AODA’s goal of an accessible Ontario. Adoption of the recommendations in this report does not result in any incremental capital funding implications beyond what has been approved in the TTC’s 2025-2034 Capital Budget and Plan.

Life-to-date costs to the end of 2024 for several projects in support of this goal, summarized in Table 1, total $1,109.22 million. To continue work on these projects and achieve a modern, inclusive, and accessible transit system for all, funding of $732.06 million has been approved in the TTC’s 2025-2034 Capital Budget and Plan. These projects, described in Table 2, will improve the accessibility of TTC facilities and services for all customers.

Table 2: Total Investment in Accessibility Projects

Based on feedback from customers and ACAT, the 5YAP recommends developing further initiatives not currently funded or included in the TTC Operating Budget or 10-Year Capital Plan to support the realization of the TTC 2024-2028 Corporate Plan’s strategic objectives. The TTC will develop business cases for these initiatives and include them for consideration during upcoming Capital Budget processes.

Wheel-Trans Transformation Program

The estimated total project cost for the WTTP is $49.8 million, comprising of life-to-date costs to the end of 2024 of $35.7 million and funding of $14.1 million budgeted between 2025 and 2027, as presented in Table 3 below.

Funds for the WTTP are included in the TTC’s 2025-2034 Capital Budget and Plan.

Table 3: WTTP Actual and Budgeted Costs

The WTTP is expected to be on budget with an estimated final cost of $49.8 million. The WTTP formed part of the list of projects approved for the Federal Public Transportation Infrastructure Fund, with the receipt of $9.8 million in PTIF funding from 2017 to 2020.

Based on long-term, continued growing demand for accessible transit services, the WTTP has been essential in avoiding significant operating costs, estimated at $44.8 million in 2024 and a cumulative total of $168.0 million from 2017-2024. This estimate is based on FOS rides, which use a combination of Wheel-Trans and accessible-conventional services for customers to reach their destinations, as well as an estimate of rides taken entirely on the accessible-conventional system by Wheel-Trans customers.

Finally, the Wheel-Trans Contact Centre overflow model has significantly reduced call wait times and abandoned call rates. In addition, the contract with TELUS has provided an estimated cost avoidance of $12.5 million from 2020-2024 for the TTC.

In response to motions resulting from the 5YAP, the TTC has launched a study to identify opportunities to maximize the effectiveness of TTC investments in providing accessible transportation services to customers with disabilities. The study includes an analysis of approaches other transit authorities may be employing to meet the increasing demand and associated costs of specialized transit services. This study is expected to be completed shortly and reported to the Board by the end of 2025. In addition, the funding model for Wheel-Trans is being considered in context of broader intergovernmental discussions about sustainable funding for public transit.

This Status Report has no financial impact beyond that which was approved (in the TTC’s 2025-2034 Capital Budget and Plan) by the Board on January 10, 2025 and by City Council on February 11, 2025.

The Executive Director, Finance, has reviewed this Status Report and agrees with the financial impact information.

It is recommended that the TTC Board:

1. Approve the 2025 Capital Budget in-year budget adjustments to offset projects that have had accelerated spending by $36.1 million with projects that have experienced delays and lower spending by $36.1 million, with no debt impact, as outlined in Appendix 4 of this report.

2. Authorize the recommended budget adjustments noted in Recommendation 1 above, and in the TTC’s 2025-2034 Capital Budget and Plan, 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. Approve the 2025 Operating Budget in-year budget adjustments of $26.5 million gross revenue and $26.5 gross expense ($0 net) in accordance with the implementation of PS 3400 – Revenue Standard, to reflect costs that are recoverable through the billing of a third party, to be budgeted and recognized at the gross revenue and gross expense level.

This report sets out the operating and capital financial results for TTC Conventional and Wheel-Trans services, and provides a status update of the TTC’s major capital projects for the period ended June 28, 2025. Financial projections to year-end 2025 are also provided. This is the second of four quarterly financial updates provided annually to the TTC Board for the fiscal year and subsequently submitted to the City of Toronto for consolidation with their financial variance reporting to City Council.

For the period ended June 28, 2025, operating results indicated a net year-to-date unfavourable variance of $17.7 million, consisting of an unfavourable revenue variance of $43.7 million that was partially offset by under-expenditure of $25.9 million. The unfavourable revenue variance was primarily driven by lower TTC Conventional passenger revenues due to lower-than-budgeted ridership levels, which is largely attributable to softer economic growth thus far in 2025 and higher-than-normal inclement weather in Q1 2025, lower Provincial Funding due to the timing of expenditures for Line 5 and Line 6 that are eligible for reimbursement under the New Deal Funding Agreement (“New Deal”), and unfavourable ancillary revenue due to timing of third-party recoveries. The under-expenditures were mainly due to delayed timing of planned expenditures to support the planned opening of Line 5 and Line 6, delayed IT software implementation, delayed procurement for materials and services, and lower labour costs due to workforce vacancies.

For the full year, the TTC’s 2025 Operating Budget of $2.845 billion gross and $1.387 billion net, is projected to be overspent by $36.5 million net, including an unfavourable revenue variance of $80.5 million and a favourable expenditure variance of $44.0 million.

The unfavourable full year revenue variance of $80.5 million is primarily due to the trend of lower-than-budgeted passenger revenue forecasted to continue for the remainder of the year and lower Provincial Funding due to delayed timing of expenditures for Line 5 and Line 6 that are eligible for reimbursement under the New Deal. These are partially offset by higher-than-expected Wheel-Trans passenger revenue due to higher ridership demand.

The favourable full year expenditure variance of $44.0 million is primarily due to delayed timing of expenditures to support the opening of Line 5 and Line 6, diesel cost savings resulting from the removal of the Federal Carbon Tax effective April 1, 2025, lower labour costs due to workforce vacancies, and delayed timing of planned expenditures for IT software implementation, materials, and services. These are partially offset by higher Wheel-Trans operating costs due to higher-than-budgeted passenger ridership. TTC senior management will undertake strategies over the remainder of the year to help mitigate the $36.5 million net expenditures overspend, as required.

For the period ended June 28, 2025, the TTC’s capital expenditures totalled $604.3 million, representing a spending rate of 107% when compared to the year-to-date planned (calendarized) budget of $565.1 million. Of the total capital expenditures incurred to date, $600.9 million, or 107% of the base capital program’s planned budget of $561.6 million was spent, and $3.4 million, or 97% of the $3.5 million planned budget for transit-expansion-related projects was spent.

When comparing year-to-date spending to the total approved 2025 Capital Budget, 36% was spent to the end of Period 6 for the TTC base capital program and 5% for transit-expansion-related projects, resulting in an overall spending rate of 35% for the six-month period.

By year-end, the TTC’s capital spending is projected to be in the order of $1.503 billion, representing an overall 87% spending rate, with the TTC’s base capital program projected to expend $1.482 billion or 90% and transit-expansion-related capital expenditures projected to reach $20.9 million or 28%. The year-to-date results and year-end projections reflect the recommended adjustments to the 2025 Capital Budget and future year cash flows in the 10-Year Capital Plan, as outlined in Appendix 4 of this report. This accounts for projects that have had accelerated spending and projects that have experienced some delays, and therefore, lower spending. These adjustments result from the ongoing monitoring of capital delivery and spending by TTC staff to ensure capital funding is maximized during the year.

2025 Operating Results

Based on Period 6 year-to-date results, the TTC incurred expenses of $1.313 billion gross and $760.6 million net, compared to the planned budget of $1.339 million gross and $742.9 million net, resulting in a net unfavourable operating variance of $17.7 million. The net unfavourable operating variance reflects an unfavourable revenue variance of $43.7 million, partially offset by $25.9 million in under-expenditures.
Operating results for the period ended June 28, 2025, and projected year-end results are summarized in Table 5:

Table 5 – 2025 Operating Year-to-Date Results and Forecast Summary

Note: Figures reflect 2025 Operating Budget in-year budget adjustments of $26.5 million gross and $0.0 net in accordance with the implementation of PS 3400 – Revenue Standard in 2025, to reflect costs that are recoverable through the billing of a third party, to be budgeted and recognized at the gross revenue and gross expense level. This amount is currently pending City approval and included under Recommendations.

2025 Revenues
At the end of Period 6, total revenue was $43.7 million below budget, primarily driven by lower-than-planned TTC Conventional passenger revenue due to lower ridership levels than anticipated, unfavourable ancillary revenues associated with lower-than-planned third-party cost recoveries, and lower Provincial Funding due to timing of expenditures for Line 5 and Line 6 that are eligible for reimbursement under the New Deal.

By year-end, revenue is forecasted to be $80.5 million below budget, primarily driven by lower passenger revenue due to the continued trend of lower-than-budgeted ridership and lower Provincial Funding due to delayed timing of expenditures for Line 5 and Line 6 that are eligible for reimbursement under the New Deal. This will be partially offset by higher Wheel-Trans passenger revenue due to higher Wheel-Trans ridership demand.

During the 2025 Budget process, TTC staff advised on the risks associated with the level of 2025 passenger revenues, due to changing travel patterns.

2025 Expenditures
Operating expenses incurred to the end of Period 6 were $25.9 million below planned spending, primarily driven by delayed timing of expenditures to support the opening of Line 5 and Line 6, delayed implementation of IT software roll-out, delayed timing of planned expenditures for materials, services and vehicle maintenance parts, and savings in labour costs due to workforce vacancies. This underspend is partially offset by increased employee benefit expenses due to the timing of healthcare and SBA costs, higher traction power and utilities expenses in line with increased levels of service hours delivered than budgeted, and higher Wheel-Trans expenditures due to increased Wheel-Trans ridership compared to budget.

Projected results to year-end forecast a favourable gross expenditure variance of $44.0 million primarily due to the removal of the Federal Carbon Tax, effective April 1, 2025, which will contribute to lower-than-budgeted diesel and natural gas costs, savings in labour costs due to workforce vacancies currently in various stages of the recruitment process, delayed timing of expenditures to support the opening of Line 5 and Line 6, delayed implementation of IT software roll-out, and delayed timing of planned expenditures for materials, services, and vehicle maintenance parts. This underspend will be partially offset by increased Wheel-Trans service costs to accommodate higher-than-budgeted Wheel-Trans ridership demand.

TTC senior management will undertake strategies over the remainder of the year to help mitigate the $36.5 million net expenditures overspend, as required.

2025 Capital Results

For the period ended June 28, 2025, $600.9 million or 107% of TTC’s base capital program’s year-to-date planned (calendarized) budget of $561.6 million was spent. A further $3.4 million, or 97% of the YTD planned budget for transit-expansion-related projects of $3.5 million, was also spent. In total, the TTC’s capital expenditures up to the end of Period 6 total $604.3 million and represent a spending rate of 107% when compared to the calendarized budget of $565.1 million. When compared to the total approved 2025 Capital Budget of $1.732 billion, the overall spending rate is 35%.

By year-end, the TTC’s total capital spending is projected to be in the order of $1.503 billion, representing an overall 87% spending rate, reflective of $1.482 billion or 90% projected spending in the TTC’s base capital program and $20.9 million or 28% spending for transit-expansion-related capital works, as summarized in Table 6 below:

Table 6 – 2025 Capital Year-to-Date Results and Forecast Summary

Year-to-date results and projected underspending at year-end in the capital program are impacted by various drivers, including but not limited to, resourcing and supply chain constraints and third-party interdependences. The TTC’s capital program results to date and projections to year-end also indicate overspending in some projects due to cost escalation, as well as accelerated work plan schedules and procurement activities. As the year progresses, capital results will continue to be monitored, and if projected results for a capital program exceed the approved budget, an in-year adjustment to accelerate funding will be submitted for Board approval.

Adjustments to the 2025-2034 Capital Budget and Plan

Since the approval of the TTC’s 10-Year Capital Plan, the TTC Board and City Council have approved in-year budget adjustments to account for final 2024 capital spending. As a result, the TTC’s carry-forward funding of $66.6 million approved through the 2024 Budget process has been increased by $4.2 million.
The TTC Board also approved a funding reallocation within the Easier Access Phase III program, transferring $8.5 million to the Old Mill Station project from permanent savings on the SRT Life Extension project. This adjustment addresses increased project costs to ensure continued progress on accessibility upgrades. Furthermore, the TTC Board approved an acceleration of cash flows for the Bloor-Yonge Capacity Improvements project of $38.3 million in 2025 and $73.1 million in 2026, respectively, to be borrowed from future years to align with the project delivery schedule.

Further in-year adjustments are being recommended in this report, as detailed in Appendix 4, to offset projects that have had accelerated spending with projects that have experienced delays and lower spending with no debt impact. These adjustments allow the TTC to maximize its capital project delivery by “borrowing” funds from those projects impacted by delays during the year and reallocating them to projects moving ahead of schedule. The “borrowed funds” are then reinstated to the delayed projects in the following year.

With the approval of the budget adjustments noted above and detailed in Appendix 4, the TTC’s 10-Year Capital Budget and Plan’s annual cash flow estimates will be adjusted, as summarized in Table 7 below:

Table 7 – Adjusted 10-Year Capital Budget and Plan

The year-end projections based on the above amendments to the 2025 Capital Budget are accounted for in the Financial Update report presented here, and subject to the Board’s approval, will be included in the TTC’s submission for the City’s Period 6, 2025 Capital Variance report to the Budget Committee and for City Council’s approval at its meeting on October 8, 2025.

Economic Impacts of TTC Spending

Using the economic model established in partnership with the University of Toronto, 2025 operating and capital spending is estimated to generate $5.003 billion in economic activity and almost 30,000 jobs across Canada. 90% of benefits will accrue within Ontario. Both year-to-date and projected year-end benefits are summarized in Table 8 below:

Table 8 – Economic Impact of 2025 Projected Year-End Spending by the TTC

It is recommended that the TTC Board:

1. Declare Surplus the rear yard portions of the properties at 17 and 19 Dewhurst Boulevard, measuring approximately 121 square metres (1,300 sq. ft.) in area, to the operational needs of the TTC and to authorize the release of these lands to the City of Toronto (“City”) for disposal in accordance with TTC Procedural By-Law No. 2, TTC Policy 8.2.0 – Disposal of Surplus Property, Acquisition of Real Property, Office and Short-Term Lease, and the City surplus property process, on terms and conditions satisfactory to the TTC’s General Counsel.

2. Declare Surplus the entire properties at 1 and 3 Strathmore Boulevard to the operational needs of the TTC and authorize the release of the properties to the City of Toronto for disposal in accordance with TTC Procedural By-Law No. 2, TTC Policy 8.2.0 – Disposal of Surplus Property, Acquisition of Real Property, Office and Short-Term Lease, and the City surplus property process, on terms and conditions satisfactory to the TTC’s General Counsel.

This report recommends that the TTC Board declare portions of the rear yards of 17 and 19 Dewhurst Boulevard and the entire properties at 1 and 3 Strathmore Boulevard as surplus to the operational needs of the TTC. The portions of the rear yards of 17 and 19 Dewhurst Boulevard, behind the newly constructed Secondary Entrance/Exit building at Donlands Station, and the entire two properties at 1 and 3 Strathmore Boulevard, are no longer required for TTC use.

It is recommended that all lands be released to the City in accordance with TTC Procedural By-Law No. 2, TTC Policy 8.2.0 – Disposal of Surplus Property, Acquisition of Real Property, Office and Short-Term Lease, and the City surplus property process.

The declaration of surplus and release of the properties at 17 and 19 Dewhurst Boulevard and 1 and 3 Strathmore Boulevard to the City of Toronto is expected to result in a minor reduction in operating costs as the TTC will no longer be responsible for the maintenance of these properties.

The City of Toronto will determine the future use of all of its properties through its process for surplus property.

Should the City decide to sell the properties on the open market, the sale will be at market value, and as per City policy, the net proceeds from the sale of these properties shall be deposited in the Land Acquisition Reserve Fund to fund future capital requirements, including those of the TTC Second Exit projects.

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

It is recommended that the TTC Board:

1. Approve an increase to the upset limit amounts on 24 existing contracts that expire December 31, 2025, and are held by nine companies, by a total combined amount of $1,736,000, inclusive of HST, on a single source basis as follows:

1. The Uniform Experts for the supply of transit Operators, Supervisors, station Customer Service Agents uniforms by $1,345,000;
2. Mark’s Work Warehouse for the supply of maintenance work clothing by $228,000; and
3. Seven remaining companies for the supply of garment accessories for transit Operators, uniforms for Special Constables and Provincial Offences Officers by $163,000.

2. Authorize extensions of the 24 contracts effective January 1, 2026, and expiring December 31, 2027, with an increase to the upset limit amounts by a total combined amount of $17,386,000, inclusive of HST, on a single source basis as follows:

1. The Uniform Experts for the supply of transit Operators, Supervisors, station Customer Service Agents uniforms by $9,978,000;
2. Mark’s Work Warehouse for the supply of maintenance work clothing by $4,854,000; and
3. Seven remaining companies for the supply of garment accessories for transit Operators, uniforms for Special Constables and Provincial Offences Officers, by $2,554,000.

The TTC procures and distributes uniforms and work clothing annually to approximately 10,000 frontline employees through a network of contracts, systems, and policies. This report is seeking the TTC Board’s approval to:

• Amend 24 TTC employee uniform and work clothing contracts to ensure sufficient funds are available for 2025 requirements.
• Extend contracts for the 2026-2027 TTC employee uniform and work clothing requirements to nine current suppliers on a single source basis.

The TTC has been engaging stakeholders to improve garment material specifications and redefine uniform requirements to improve uniform quality, inclusivity and operational efficiency. These measures are in alignment with the 2024-2028 TTC Corporate Plan and modernization journey.

Updating of TTC uniform and work clothing programs requires stakeholder feedback and support from work groups, bargaining units, safety representatives and current suppliers. Continuing contracts with the existing suppliers will support ongoing testing and prototyping efforts, while ensuring a continued and uninterrupted supply of current uniform and clothing requirements.

This report requires Board approval as the proposed procurements are single-sourced.

The TTC’s approved purchase order (PO) authority for uniform and work clothing over the 2024-2025 period was established at $9.100 million in 2023. In 2024, actual spend against the POs totalled $4.745 million. In 2025, the forecasted spend against the POs is $6.091 million, resulting in a total PO requirement of $10.836 million for the 2024-2025 period. As a result, a PO increase of $1.736 million is required for the remainder of the 2024-2025 period to facilitate uniform and work clothing orders. Refer to Table 2 for a summary of 2024-2025 PO limit increase proposal (in 000s).

Table 2 – Summary of 2024-2025 Uniform and Work Clothing PO Request ($000s)*

* Includes 13% HST

The PO increase request for the 2024-2025 period does not require any additional funding, as the projected 2025 spending requirements forecasted in determining the PO increase are contained within the 2025 budget for uniforms and work clothing spend. Please refer to Table 3 for budget breakdown (in 000s).

Table 3 – Summary of 2025 Forecast versus 2025 Budget ($000s)

Looking ahead, projected company-specific uniform requirements for the 2026 and 2027 fiscal years are as follows:

• Mark’s Work Warehouse: $2.368 million (2026) and $2.486 million (2027).
• The Uniform Experts: $4.867 million (2026) and $5.111 million (2027).
• Remaining Companies: $1.246 million (2026) and $1.308 million (2027)

Uniform contract expenditures for 2026-2027 are forecasted to total $17.386 million. The 2026 figures are based on the projected 2026 uniform and work clothing budget, which accounted for estimated cost increases and increased uniform demand due to workforce growth and service expansion. The 2027 estimate includes a 5% increase from the 2026 budget to account for estimated inflationary impacts. Refer to Table 4 for a summary of the 2026-2027 PO Request (in 000s).

Table 4 – Summary of 2026-2027 Uniform and Work Clothing PO Request ($000s)*

* Includes 13% HST.
* Based on the 2026 estimated budget. 2027 includes 5% estimated inflationary impact.

The proposed approach is designed to maintain operational readiness and ensure an uninterrupted supply of uniform garments for employees across all TTC work locations. The incorporation of contingency planning enables the organization to proactively manage price volatility and evolving service requirements, while maintaining fiscal accountability.

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

It is recommended that the TTC Board:

1. Appoint Dhaksayan Shanmuganayagam, TTC Chief Information Officer, as a Director on the TTC Pension Plan Board of Directors.

One Director position has become vacant on the TTC Pension Plan Board of Directors. The current structure of the TTC Pension Plan Board of Directors is 10 Directors, with five being appointed by the ATU, Local 113 and five management members that are appointed by the TTC Board. In accordance with the current by-laws, all Board members must be a member of the TTC Pension Plan.

As a result of a recent retirement from one of the TTC Board appointed members a current vacancy exits. This report seeks approval to fill that vacancy.

There are no financial impacts resulting from the adoption of this report.

The Executive Director, Finance, has reviewed this report and agrees with the financial summary information.

It is recommended that the TTC Board:

1. Approve the 2026 meeting dates for the TTC Board and Committees as follows:

1. TTC Board: Tuesday, February 3, Thursday, April 16, Wednesday, June 17, Wednesday, July 22, Tuesday, December 15
2. Audit & Risk Management Committee: Wednesday, March 11,
   Wednesday, June 3
3. Human Resources Committee: Monday, January 19, Wednesday, May 6
4. Strategic Planning Committee: Monday, March 2, Tuesday, May 26

2. That the published schedule serves as notice for these meetings.

The purpose of this report is to establish the 2026 meeting schedule for the TTC Board, and its Committees as required by Section 20 of the TTC’s By-law to Govern Board Proceedings.

This report has no financial impact.

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

TTC Board request Toronto Transit Commission staff to work with the Executive Director, Municipal Licensing and Standards on the feasibility of delivering a centralized on-demand accessible taxicab dispatch service through the existing Wheel-Trans service.

Through item 2024.EX19.4, City Council directed Municipal Licensing and Standards (MLS) to report to the Executive Committee with recommendations on further cost analysis, cost-benefit analysis and possible operational models for a proposed Centralized Dispatch Service (CDS), including utilizing existing dispatch service through Wheel-Trans. A CDS is a system that connects Toronto residents with wheelchair accessible vehicle taxis on-demand, regardless of which broker that taxi is connected to. The TTC already utilizes a CDS system to connect Wheel-trans service customers with wheelchair accessible taxis. As part of the discussion of 2024.EX19.4, Councillors expressed interest in understanding whether the CDS could be delivered by the existing Wheel-Trans service and/or draw upon their expertise having operated a CDS system. This motion allows TTC staff to engage with MLS staff in more in-depth discussions between MLS and TTC staff about the feasibility of using the existing Wheel-Trans operated CDS service. This would include establishing a project team, identifying business requirements and necessary resources for a CDS, and developing a detailed business case and cost estimate.