Toronto Rockets

We have delivered more than 25 new Toronto Rockets to the Yonge-University-Spadina Line. These new trains, with their brighter, cleaner interiors, integrated audio and visual announcements, and 10% greater capacity, represent just the start of what we can do.

Company Scorecard

We have introduced a scorecard that lays out how we expect to be measured and how we will be held accountable. The scorecard is posted across all of our work locations and on our intranet so employees know exactly what their role is in front-line delivery. Each and every day we can see how well we’ve done and what our customers experienced. The scorecard is also posted on the TTC website so customers can see how we performed.

CEO Report

The company scorecard has transformed the way we report to our Board and to our customers. Monthly reports now contain updates, in plain language, on the essential measures focused on the customer experience. Customer Satisfaction Survey, Mystery Shopper Survey We have introduced two new measures that report on the customer experience and are developing a third to help us understand staff engagement. Our Customer Satisfaction Survey (CSS) measures what customers thought about their last trip on the TTC. On a quarterly basis, 1,000 of our customers are asked to rank their experience on almost 30 different aspects of their trip. Changes in the CSS will demonstrate the success of our transformation. Our Mystery Shopper Survey also measures different aspects of our service. On a quarterly basis, our mystery shoppers quantify the same aspects of service our customers qualify through their perceptions in the CSS. The difference between these two surveys helps demonstrate what we need to focus on and ensures we are constantly closing the gap between reality and perception.

Customer Satisfaction Survey, Mystery Shopper Survey

We have introduced two new measures that report on the customer experience and are developing a third to help us understand staff engagement.

Our Customer Satisfaction Survey (CSS) measures what customers thought about their last trip on the TTC. On a quarterly basis, 1,000 of our customers are asked to rank their experience on almost 30 different aspects of their trip. Changes in the CSS will demonstrate the success of our transformation.

Our Mystery Shopper Survey also measures different aspects of our service. On a quarterly basis, our mystery shoppers quantify the same aspects of service our customers qualify through their perceptions in the CSS. The difference between these two surveys helps demonstrate what we need to focus on and ensures we are constantly closing the gap between reality and perception.

New Organizational Structure

We have revitalized the TTC organizational structure to make sure the customer is at the centre of our business model. The new structure facilitates delivery of our corporate objectives. Responsibilities and handover points are clearly defined, ensuring that accountability is understood and uncontestable.

Customer Service Centre

We have more than doubled the time available for customers to contact us and for us to respond to their issues. In March 2012, we extended Customer Service Centre hours from 9 a.m. to 5 p.m., 5 days a week, to 7 a.m. to 10 p.m., 7 days a week. Opening ourselves up to new ways of communicating via Twitter has also served to ensure our customers are being heard.

Our head office location for sales and managing the Metropass Discount Plan is also open longer, from 7 a.m. to 7 p.m. every Thursday, as well as on the first and last business days of every month.

Customer Liaison Panel

The TTC Customer Liaison Panel helps bring the voice of the customer closer to our decision-making process. This group of 12 customers has been offering valuable advice for close to six months, and that ultimately will result in better decisions for all our customers.

Town Halls

We have held five Town Halls at venues right around Toronto, giving our customers the opportunity to speak directly with our senior management, and to hear about our plans for transformation. It is critically important to go where our customers are rather than expecting them to come to us.

Meet the Managers

TTC senior management has held more than two dozen “Meet the Managers” sessions at stations across the city. These sessions provide another opportunity to receive direct feedback from customers.

Request Stop Program

We have changed the hours and availability of this service to accommodate anyone who feels vulnerable when travelling alone on bus routes across the network.

Subway Train Cleaning

We have introduced end-of-line cleaners on the Yonge-University-Spadina and Bloor-Danforth lines to improve the cleanliness of in-service trains. Washracks have been upgraded to improve bus cleanliness, and bus service line cleaning is being progressively contracted out to conduct quality cleaning at less cost to the taxpayer.

Washroom Cleaning

Over the course of 2012, all 10 public washrooms underwent a major refurbishment and we established a cleaning regimen that matches the expectations of our customers.

Debit and Credit Cards

Debit and credit cards are now accepted at all subway stations and the product range available for purchase by debit or credit card will be expanded during 2013.

Improved Staff Training

Over the course of 2012 we built on the changes we made to our frontline staff training programs. In particular, we added investment in the training of our Station Collectors to help them understand customer priorities and to give them the tools they need to do the job.

Better Microphones at Collector Booths

In 2012, we rolled out new microphones at every one of our collector booths to improve audibility and customer service, and interaction between the public and staff.

Business Efficiencies

The TTC has achieved substantial cost savings through improved accident and employee claims management, diesel fuel pricing strategies and enhanced advertising revenues.

Platform Screens and Station Entrance Screens

We continue to focus on providing real-time information to our customers. In our subways, platform screens display next train arrival. Now we’re adding screens to our bus and streetcar bays to give next vehicle information there as well. We have begun installing screens at station entrances to give our customers information about subway services before they pay their fare. And we have developed a plan to install screens at more than 200 of our busiest bus and streetcar shelters.