Objective: A transit system that values customers and provides services that meet or exceed customer expectations.

Core Strategy 2

Transform Customer Satisfaction


Chief Customer Officer, Chief Service Officer

Overview of deliverables:

A fundamental change in the way front-of-house activity is managed will deliver sustained improvement in all aspects of service that are visible to the customer.

A Customer holding a young boy while speaking with a TTC employeeThis strategy introduces a radical new station management structure that places single-point accountability on Group Station Managers for all aspects of service delivery within their sphere of influence. It also features the TTC Customer Charter, a formal pledge to our customers that commits the TTC to time-bound service improvements for each calendar year, as well as formalizing ongoing performance standards.

We will enhance customer security by restoring Special Constable status to the Transit Enforcement Unit, in addition to their greater focus on revenue compliance on the new generation of PRESTO-equipped buses and streetcars.

We will also accelerate the transition of the TTC from a largely introspective, process-driven organization to one that is dynamic, highly customer responsive, open and transparent.

This strategy paves the way for the most radical change to the TTC fare system in our history. The PRESTO smartcard will not only provide customers with seamless, hassle-free travel across Ontario, it will enable a radically different station management model in which present-day Collector staff will be freed up to provide proactive, professional, mobile assistance as Station Supervisors.

How we will measure success:

  • Customer Satisfaction Survey scores
  • Mystery Shopper Survey scores
  • Customer Charter: delivery against plan

Key initiatives to deliver our customer objective:

Customer Engagement

Talking with customers and getting their feedback is critical to our future success. When customers say they are proud of the TTC, we will have achieved our vision.

Specific activity will include:

  • TTC Town Hall events will be held at least once a year.
  • TTC Rider Town Hall events will be held at least every quarter.
  • TTC online Town Halls via Twitter will be held at least six times per year.

New means to engage customers

Engaging our customers and making it easier for them express their pride in the TTC must be part of our transformation.

Specific activity will include:

  • Roll-out of a standard look and feel to all customer communications material.
  • Expansion of the range of TTC products available for purchase either online or through the TTC Customer Centre.

Customer-focused station business model

We will change our focus from staff on trains or behind glass walls to staff in stations engaging our customers.

Specific activity will include:

  • Development and delivery of a comprehensive plan to safely remove guards from trains and to replace the Station Collector role with that of a highly trained, proactive Station Supervisor. Larger locations will also have Customer Service Assistants.
  • Introduction of six fully accountable Group Station Managers, each responsible for about 11 stations. These GSMs will be the landlords for their locations and will develop close links with local business and community leaders. Duty Station Managers will serve as deputies to the GSMs.

Measuring customer perceptions

Measuring progress against promises is fundamental to demonstrating accountability and establishing trust with the people of Toronto.

Specific activity will include:

  • The Customer Satisfaction Survey will be conducted every quarter.
  • The Mystery Shopper Survey will be conducted every quarter.
  • A new metric (the journey time metric) will be developed to track how long it should take a customer to travel vs. the reality of how long it does take to travel.

Customer Charter

The TTC will make public our promises for each coming year and report at the end of that year on how we have delivered against those promises.

Specific activity will include:

  • Roll-out of the 2013 TTC Customer Charter and subsequent annual iterations.

Primary Revenue Strategy

Fraud on the TTC is estimated to be 2% of primary revenue. The introduction of all-door boarding and proof-of-payment on all streetcars and some bus routes will increase the potential for fare evasion.

Specific activity will include:

  • Development of a business case for a dedicated revenue protection team to increase the level of fare checks.
  • Development of proposals to the TTC Board and City Council for significantly higher fines for fare evasion to increase deterrence.

Customer Information Strategy

Ensuring that customers have the information they need, when they need it, is second only in importance to the reliability of the service. Customers rightly expect to be able to easily navigate the TTC system and to have timely information to make their travel choices.

Specific activity will include:

  • Development and delivery of improved bus and streetcar stop poles beginning with a trial of a new design on the 94 Wellesley route.
  • Development and trial of a simplified local area map to replace the current TTC system map.
  • Development and roll-out of new network maps and line diagrams at subway stations.
  • Development of a new signage manual to standardize and improve wayfinding.
  • Introduction of real-time digital information screens at station entrances and next vehicle arrival/departure information at key stops and interchanges.
  • Development and roll-out of updated printed information to include a redeveloped Ride Guide and a pocket map, with potential installation of leaflet racks at stations.
  • Progressive roll-out of Wi-Fi and cell service at subway station platforms.

Customer Relationship Management

Understanding customer preferences will help the TTC meet its needs on information and service. We will roll out new systems to improve our understanding of our customer and the relationship they have, or want to have, with the TTC.


The TTC will overhaul fare processes and policies over the next five years. With the adoption of the PRESTO farecard system, the TTC will be able to consider a variety of new policies, including fare-by-distance and fare-by-time.