Decisions

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

Mandeep Lali, Chief Executive Officer, gave a verbal presentation on this item.

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 Toronto Transit Commission received the Approved Minutes of the Advisory Committee on Accessible Transit (ACAT) General Monthly Meetings of June 26 and July 31, 2025 for information.

Sophie Petrillo, ACAT Vice-Chair, gave a verbal presentation on this item.

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.

The TTC Board:

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

2. Approved 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.

3. When reporting to the Board on the student field trips pilot program for the 2025-2026 school year, report the actual financial impact to the TTC, not a notional loss of possibly foregone fare revenue, recognizing that these field trips may not have occurred without the pilot program, and that they only take place off-peak on Mondays and Fridays when the system has substantial empty seats.

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.

The TTC Board:

1. Approved 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.

The TTC Board:

1. Received 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 Board:

1. Approved 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. Authorized 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. Approved 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.

The TTC Board:

1. Declared 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. Declared 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 TTC Board:

1. Approved 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. Authorized 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 Board:

1. Appointed 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.

The TTC Board:

1. Approved 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.

The TTC Board requested 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.