TTC CEO Andy ByfordTo achieve our vision, we have to improve all aspects of TTC services. And for that we need a plan that maps out a comprehensive overhaul of our operation, within a realistic time frame.

This is that plan. Over a five-year period from 2013-2017, we will renew our culture, our equipment and our processes. In the end, we will have succeeded when our customers, our staff and TTC stakeholders say their pride in the TTC has been restored.

This plan forms the basis for all business activity at the TTC. It will inform investment decisions, business planning and performance management. The seven strategic objectives and core strategies described in this document will transform the TTC, our performance and our reputation.

Critically, this plan will allow my team and I to prioritize resources to meet the challenges. There is a huge amount of work to be done and this plan serves as a reference guide to resist scope creep. Put another way, if a proposed additional piece of work does not contribute to one of the seven strategic objectives, it will be considered a low priority.

Building on the work that has already been done by my predecessors, I want to see an overhaul of TTC equipment, processes and culture. Renewal of our fleet, important though that is, is only part of the challenge. For us to achieve success, customers must notice the difference in the quality and consistency of our service. Only then will our reputation be transformed in the eyes of our customers, stakeholders and peers.

In 2012, we took steps to help lay the foundation for achieving this Corporate Plan. We have set in place a performance management framework built around 25 key performance indicators. We have reorganized the company to put the customer at the centre of everything we do and to create centres of excellence for back- and front-of-house activity. And we have taken steps to make our organization and our actions more transparent and accountable to customers and taxpayers.

A huge amount remains to be done, however, if we are to change the culture of the TTC and create a modernized, fit-for-purpose transit system capable of meeting the ever-increasing demands placed upon it by an ever-growing population. Staff involvement in and understanding of the plan is essential, something we aim to achieve via a series of roadshows mid-2013.

Funding remains a challenge. I will continue to press for long-term, sustained funding that will enable us to plan with confidence and secure more efficient contracts with suppliers. In parallel, I will try to influence City policy, to allow us to progressively reinvest savings into further improvements of the system and the services we offer.

By setting out our seven strategic objectives and the core strategies that will deliver them, TTC staff now has clear direction on what we need to do. This plan is much more than an extended “to do” list; it represents a sea change in the way that the TTC is managed and the way it interacts with customers and stakeholders alike. This is a living document that will be updated annually to reflect progress made and to incorporate new work streams as they become necessary.

I am confident this plan will transform our organization and deliver our vision.

Andy Byford Chief Executive Officer, Toronto Transit Commission