Mar 22, 2017 - Copies of the report are also forwarded to each City of Toronto Councillor, the City Deputy. Manager, and
Insert TTC logo here
STAFF REPORT FOR INFORMATION
Chief Executive Officer’s Report – March 2017 Update Date:
March 22, 2017
To:
TTC Board
From:
Chief Executive Officer
Summary The Chief Executive Officer’s Report is submitted each month to the TTC Board, for information. Copies of the report are also forwarded to each City of Toronto Councillor, the City Deputy Manager, and the City Chief Financial Officer, for information. The report is also available on the TTC’s website.
Financial Summary There are no financial impacts associated with this report.
Accessibility/Equity Matters There are no accessibility or equity issues associated with this report.
Decision History The Chief Executive Officer’s Report, which was created in 2012 to better reflect the Chief Executive Officer’s goal to completely modernize the TTC from top to bottom, has been transformed to be more closely aligned with the TTC’s seven strategic objectives – safety, customer, people, assets, growth, financial sustainability, and reputation.
Issue Background For each strategic objective, updates of current and emerging issues and performance are now provided, along with a refreshed performance dashboard that reports on the customer experience. This information is intended to keep the reader completely up-to-date on the various initiatives underway at the TTC that, taken together, will help the TTC achieve its vision of a transit system that makes Toronto proud.
Contact Vince Cosentino, Director – Statistics,
[email protected], Tel. 416-393-3961
Attachments Chief Executive Officer’s Report – March 2017 Update
Chief Executive Officer’s Report
Toronto Transit Commission March 2017 Update
Table of Contents
Introduction The Chief Executive Officer’s Report, which was created in 2012 to better reflect our work to completely modernize the TTC from top to bottom, has been transformed to be more closely aligned with the TTC’s seven strategic objectives – safety, customer, people, assets, growth, financial sustainability, and reputation. For each of these objectives, updates of current and emerging issues and performance are now provided, along with a refreshed performance dashboard that reports on the customer experience. This information is intended to keep you completely up-to-date on the various initiatives underway at the TTC. It is a work in progress that will continue to evolve over the coming months and will help us achieve our vision of a transit system that makes Toronto proud. One of our seven strategic objectives, Reputation, involves creating an organization that is transparent and accountable, well-regarded by stakeholders and peers, and in which employees are proud to play a part. Through my monthly commentary, I will keep you up-to-date on the key activities that I and my management team are involved in as we work to transform the TTC.
1. TTC Performance Scorecard and Critical Projects Dashboard
02
2. CEO Commentary
09
3. Performance Update 3.1 Safety & Security
16
3.2 Customer
20
3.3 People
40
3.4 Assets
42
3.5 Financials
49
4. Critical Projects
70
About the cover: Flobell Asaba Ndesan, was recognized as the 2016 Employee of the Year at the Rewards and Recognition Gala, which took place on February 23, 2017 at the Arcadian Loft. Andy Byford believes that ‘Good companies recognize that world-class customer service and lasting culture change can only be delivered if their employees are engaged, motivated and inspired to excel’.
Andy Byford Chief Executive Officer Toronto Transit Commission Our Vision: A transit system that makes Toronto proud.
Toronto Transit Commission
CEO’s Report – March 2017 Update
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1. TTC Performance Scorecard & Critical Projects Dashboard
Toronto Transit Commission
CEO Report – March 2017 Update
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TTC Performance Scorecard Key Performance Indicator
Description
Latest Measure
Current
Target
Current Status
Annual Trend
Page
Safety and Security Lost Time Injuries
Injuries per 100 Employees
Jan 2017
3.34
2.59
17
Customer Injury Incidents
Injury Incidents per 1M Boardings
Jan 2017
1.05
1.04
17
Offences against Customers
Offences per 1M Boardings
Jan 2017
0.54
0.65
18
Offences against Staff
Offences per 100 Employees
Jan 2017
0.26
0.28
18
Customer: Journeys
TTC Customer Trips
Jan 2017
39.6M
40.4M
21
TTC Customer Trips
2017 y-t-d to Jan
39.6M
40.4M
PRESTO Customer Trips
Jan 2017
4.12M
1.57M
22
Wheel-Trans Customer Trips
Jan 2017
297K
311K
22
Wheel-Trans Customer Trips
2017 y-t-d to Jan
297K
311K
Customer Satisfaction Score
Q4 2016
77%
72%
23
Audit Score
Q4 2016
74.5%
75%
27
Customer: Satisfaction
NA
21
NA
22
Customer: Environment Station Cleanliness
On Target Toronto Transit Commission
Target at risk at current trend
Off Target
Bolded target values indicate the KPI target is under development. Interim target is based on the comparable prior period.
CEO’s Report – March 2017 Update
3
Key Performance Indicator
Latest Measure
Description
Current
Target
Current Status
Annual Trend
Page
Bus Cleanliness
Audit Score
Q4 2016
88.4%
90%
28
Subway Cleanliness
Audit Score
Q4 2016
91.3%
75%
28
Streetcar Cleanliness
Audit Score
Data will be available Q1 2017
Customer: Service Performance Subway Yonge-University
Bloor-Danforth
Scarborough
On Target Toronto Transit Commission
Delay Incidents
Q4 2016
2,112
1,791
29
Delay Minutes
Q4 2016
4,516
3,653
29
Trains per Hour in AM Peak
Jan 2017
23.8
25.5
30
Delay Incidents
Q4 2016
2,513
1,596
31
Delay Minutes
Q4 2016
4,138
3,340
31
Trains per Hour in AM Peak
Jan 2017
23.7
25.5
32
Delay Incidents
Q4 2016
166
156
33
Delay Minutes
Q4 2016
1,216
927
33
Trains per Hour in AM Peak
Jan 2017
12.0
12.0
34
Target at risk at current trend
Off Target
Bolded target values indicate the KPI target is under development. Interim target is based on the comparable prior period.
CEO’s Report – March 2017 Update
4
Latest Measure
Current
Target
Delay Incidents
Q4 2016
324
129
35
Delay Minutes
Q4 2016
1,126
311
35
Trains per Hour in AM Peak
Jan 2017
10.9
10.9
36
On-Time Departure
Jan 2017
74.6%
90%
37
Short Turns
Jan 2017
769
753
37
On-Time Departure
Jan 2017
80%
90%
38
Short Turns
Jan 2017
951
1,782
38
% Within 10 Minutes of Schedule
Jan 2017
92.3%
90%
39
Absenteeism Rate
Jan 2017
7.67%
6.50%
41
T1
Mean Distance Between Failures
Jan 2017
TR
Mean Distance Between Failures
Dec 2016
319,405 km 486,419 km
300,000 km 772,485 km
Key Performance Indicator
Sheppard
Streetcar
Bus
Wheel-Trans
Description
Current Status
Annual Trend
Page
People Employee Absence Assets: Vehicle Reliability Subway
On Target Toronto Transit Commission
Target at risk at current trend
Off Target
43 43
Bolded target values indicate the KPI target is under development. Interim target is based on the comparable prior period.
CEO’s Report – March 2017 Update
5
Description
Latest Measure
CLRV
Mean Distance Between Failures
Jan 2017
ALRV
Mean Distance Between Failures
Jan 2017
New Streetcar
Mean Distance Between Failures
Jan 2017
Bus
Mean Distance Between Failures
Jan 2017
Wheel-Trans
Mean Distance Between Failures
Jan 2017
Key Performance Indicator
Current
Target
3,115 km 1,528 km 9,572 km 14,474 km 12,964 km
4,500 km 3,500 km 35,000 km 13,200 km 12,000 km
Current Status
Annual Trend
Page
Streetcar 44 44 45 46 46
Assets: Equipment Availability Elevators
Percent Available
Jan 2017
99.2%
98%
47
Escalators
Percent Available
Jan 2017
97.1%
97%
47
$1,196M
$1,242M
Section 3.5
$1,682M
$1,737M
Section 3.5
$7.1M
$7.0M
Section 3.5
$125.5M
$123.7M
Section 3.5
Financials TTC Revenue
Actual vs. Budget
TTC Operating Expenditure
Actual vs. Budget
Wheel-Trans Revenue
Actual vs. Budget
W-T Operating Expenditure
Actual vs. Budget
On Target Toronto Transit Commission
Target at risk at current trend
Year-End 2016 Year-End 2016 Year-End 2016 Year-End 2016
Off Target
Bolded target values indicate the KPI target is under development. Interim target is based on the comparable prior period.
CEO’s Report – March 2017 Update
6
Key Performance Indicator
Capital Expenditure – Base
Actual vs. Budget
Capital Expenditure – TYSSE
Actual vs. Budget
Capital Expenditure – SSE
Actual vs. Budget
Operator Efficiency
Crewing Efficiency
On Target Toronto Transit Commission
Latest Measure
Description
Target at risk at current trend
Year-End 2016 Year-End 2016 Year-End 2016 Jan 2017
Off Target
Current Status
Current
Target
Annual Trend
Page
$832M
$1,119M
Section 3.5
$364M
$720M
Section 3.5
$26M
$133M
Section 3.5
87.01%
87.15%
59
Bolded target values indicate the KPI target is under development. Interim target is based on the comparable prior period.
CEO’s Report – March 2017 Update
7
Critical Projects Dashboard
Current as of March 2017 | Next Update in May 2017 CEO Report
The dashboard below provides a quarterly snapshot in time of the health status for major programs and projects that comprise the TTC project portfolio. The programs and projects, referred to hereafter as 'projects', have been included in the dashboard due to their magnitude and/or strategic significance. Collectively, the dashboard comprises 52% of the base capital program and 100% of the fully funded expansion projects. Dashboard data will be refreshed quarterly. The CEO Reports for March, May, August, and November will include a dashboard update as well as one-page project performance updates (see Section 4 of this CEO Report) for each of the projects listed in the dashboard. Major changes necessitating an immediate update will be discussed in Section 2 – CEO Commentary.
$466
$252
54%
$460
99%
Ongoing
Q4 2019
Growth
$181
$9
5%
$181
100%
Q4 2012
Q4 2019
Customer
$115
$10
9%
$115
100%
Q1 2014
Q4 2020
Vehicles: Purchase of New Streetcars
Assets
$1,187
$553
47%
$1,187
100%
Q2 2009
Q4 2019
Facilities: Leslie Barns
Growth
$516
$485
94%
$523
101%
2008
Q4 2015
Track: Surface Track *
Assets
$580
$253
44%
$588
101%
Ongoing
Q4 2018
Vehicles: Purchase of Subway Cars
Assets
$1,167
$1,119
96%
$1,167
100%
Q2 2011
Q4 2016
Stations: Easier Access III
Assets
$655
$262
40%
$774
118%
2006
Facilities: TR / T1 Rail Yard Accomodation **
Assets
$985
$168
17%
$986
100%
Revised
pe
t
is k
Approved
R
%
Sc o
Cost
os
%
C
Facilities: McNicoll Bus Garage
LTD
Outlook to Completion
e
Assets
Start Date
Schedule End Date
ul
Vehicles: Purchase of Buses *
Projected
ed
Budget
Cost (millions) Actual
Sc h
Strategic Objective
Project
Bus Fleet & Facilities
Management Systems: VISION (CAD/AVL)
G
G
G
G
Q2 2020
G
G
G
G
Q1 2020
G
G
G
G
Y
G
G
Y
Q4 2017
G
G
G
G
Q4 2019
G
G
G
G
Q1 2017
G
G
G
G
Q4 2025
Y
Y
G
Y
2010
Post 2025
G
G
G
G
Streetcar Fleet & Facilities
Subway Fleet & Infrastructure
*
Assets
$505
$147
29%
$497
98%
Ongoing
Q2 2018
Y
G
G
G
Assets
$563
$266
47%
$563
100%
Q2 2009
Q4 2019
G
G
G
G
Toronto-York Spadina Subway Extension (TYSSE)
Growth
$3,184
$2,583
81%
$3,184
100%
Q2 2008
Q4 2017
G
G
G
G
Scarborough Subway Extension
Growth
$3,305
$30
1%
$3,305
100%
Q4 2013
Q4 2023
R
Y
R
R
Customer
$47
$29
62%
$47
100%
Q4 2012
Q4 2017
Y
G
G
Y
Financial Sustainability
$63
$24
37%
$63
100%
Q1 2014
Q3 2019
G
Y
G
G
Track & Tunnels: Subway Track
Signals: Automatic Train Control (ATC Line 1-YUS)
Q1 2017
Expansion
Q4 2026
Management Systems PRESTO SAP
*These projects are ongoing in nature. The performance data presented reflects the 10-year funding envelope only. **A portion of required scope for this project is currently not in the approved budget. The projected cost and the end date reflect the total scope.
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2. CEO Commentary
Ambassadors join together to serve our customers On Target Toronto Transit Commission
Target at risk at current trend
Off Target
Bolded target values indicate the KPI target is under development. Interim target is based on the comparable prior period.
CEO’s Report – March 2017 Update
9
CEO Commentary and Current Issues General Overview
This month's report includes data to the end of January 2017. In response to Commissioners’ feedback for greater visibility of major projects, the project dashboard has been moved to the front of this report to sit just behind the performance scorecard. The dashboard shows sustained progress across our mega projects and also provides a visual indication of just how much the TTC is delivering concurrently, as we drive to the finish line of our first five year plan. I have said before that the TTC is doing in five years what many would take twice that time to achieve: a complete modernization of its infrastructure, processes and culture – all delivered by the Corporate Plan that we developed back in 2012. As we approach the end of Quarter 1, 2017, we are well placed to achieve the overriding objectives that I have set for this year, namely delivery of our mega projects and a year-end scorecard that shows each measure above or at target - or at the very least, on an improving trend. Safety & Security We continue to work closely with law enforcement agencies to monitor the prevailing global security situation. The initiative to reduce instances of staff assault on surface routes has been made permanent following initial success. As a reminder, TTC Special Constables are boarding bus routes on a trial basis to offer visible presence to reassure customers and staff.
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Customer: System Performance Subway and surface performance was a mixed bag but many targets show improving trends. Back in 2014, I set the operational teams a challenge to reduce delays (minutes and incidents) by 50% over five years. Using 2014 as the base year, subway delay incidents show an 18.9% reduction, year-to-date and subway delay minutes a 41% reduction, again, year-to-date. These improvements will continue as the effects of infrastructure and vehicle renewal take hold – but also because we are maintaining a relentless focus on the “basic” of transit operation. Financials On the financial side, of particular note, the 2016 year-end net Operating Budget surplus (operating expenses less revenue less City Operating Subsidy) is approximately $10 million. Capital expenditures were below budget in 2016 for a host of reasons (see Section 3.5). Customer journeys (ridership) to the end of February were 1.7 million (2.1%) below budget and 0.7 million (0.9%) below the 2016 comparable actual. While these results are a continuation of the TTC’s soft ridership growth trend, they compare favourably with negative ridership trends that exist for many transit agencies across North America. These trends are discussed in more detail on page 54 of this report. Delivery of Major Projects •
TYSSE On February 28, York University became the second station to achieve “Substantial Performance”, hard on the heels of Downsview Park. I am still hopeful that a third station (Vaughan Metropolitan Centre) will hit this milestone in quarter 1, and this would mean that 50% of our stations are basically finished.
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I continue to monitor this project very closely including meetings with contractor CEOs as required. A CEO “Countdown Meeting” has been established to provide direction and assurance that everything remains on course for line opening by year-end. The project remains on target for the key milestone to energize tracks by the end of March and we are currently undertaking gauge checks with a specially equipped test train to ensure that the line is clear for testing and commissioning to commence Senior Management discussions and issue resolutions continue with our General Contractors to progress commercial matters. •
PRESTO 43 stations and 62 entrances are now fitted with new style PRESTO gates. A series of software patches and tweaks have improved the reliability of these devices and similar interventions are driving up availability of vehicle fare readers and station self-service machines. Every month, the Deputy CEO and I meet formally with our counterparts at Metrolinx to review system performance and to progress delivery of other equipment that is key to PRESTO completion.
•
Automatic Train Control I was very pleased to witness the second on-site trial of the new ATC software during a recent planned closure of Line 1. Two trains were once again locked into the test area and it was exhilarating to witness the test train accelerate, coast and stop, in line with the target speed generated by the ATC software. No show-stoppers were identified and the project continues on schedule and on budget, both for phase 1 (Dupont to Wilson this Fall) and Phase 2 (TYSSE opening this December).
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•
New Streetcar Deployment At the time of writing, 32 new vehicles are on property and available for service. Vehicle 33 has just shipped from Thunder Bay, thereby keeping track with the latest delivery schedule from Bombardier (reproduced below). My streetcar team has significantly increased the availability of new vehicles for service and it is now common for 31/32 vehicles to be in service, leaving one back for maintenance and/or staff training.
Deliveries per Month Summary Yr\Month 2017 2018 2019 •
1 0 3 5
2 2 7 7
3 1 7 6
4 1 6 8
5 3 8 7
6 2 7 6
7 3 7 8
8 2 3 3
9 10 11 12 Total 4 7 8 7 40 6 7 8 7 76 7 1 58
Culture Change I was delighted to recognize the 2017 TTC Employee of the Year in an awards evening earlier this month. Flobell Asaba Ndesan was rightly lauded for the program he developed and delivered to improve fire safety across the subway. At that same gala, we recognized winners for the Leadership, Customer Service, Safety, Teamwork and Innovation categories. Another sign of culture change and TTC renewal came when we wecomed our first three graduates to the newly inaugurated Graduate Trainee Program. A key output of our People program, this will provide leaders of the future in areas such as Customer Service, Engineering and Finance. From a highly competitive external competition, our three successful intakes will now undertake a two year development program, mentored along the way by experienced, senior TTC managers. We are delighted to have got this program under way as it is one of many ways in which we are building solid foundations for the future.
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In the last four weeks, the Executive held four Employee Town Halls with the wider leadership group to ensure that the whole team understands and embraces the work that we need to do in the fifth year of our plan. These sessions included high level results of our most recent Employee Engagement Survey. •
Accessibility Matters Work continues to progress well on our current Easier Access projects.
Andy Byford Chief Executive Officer, Toronto Transit Commission
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3.1 Safety & Security
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Safety and Security
Lost-Time Injuries
Customer Injury Incidents 2.5
6
2016
2016
2017
Injury Incidents per 1 Million Vehicle Boardings
Injuries per 100 Employees
5
4
3
2
1
0
2017
2.0
1.5
1.0
0.5
0.0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The lost-time injury rate (LTIR) decreased in January 2017. However, the rate of 3.34 injuries per 100 employees was 29% higher than the corresponding rate of 2.59 for January 2016.
The customer injury incident rate decreased in January 2017. The rate of 1.05 injury incidents per 1 million vehicle boardings was 1% higher than the corresponding rate of 1.04 for January 2016.
The moving annual LTIR to the end of January 2017 was 3.57, which was 22% higher than the corresponding rate of 2.93 to the end of January 2016.
The moving annual customer injury incident rate to the end of January 2017 was 1.23, which was 8% lower than the corresponding moving annual rate of 1.34 to the end of January 2016.
The observed changes in the trend are partly due to the inherent variability in the data from month to month.
Toronto Transit Commission
The observed changes in the trend are partly due to the inherent variability in the data from month to month.
CEO’s Report – March 2017 Update
17
Offences Against Customers
Offences Against Staff 0.6
1.0
2016
2016
2017
2017
0.5
Offences per 100 Employees
Offences per 1 Million Vehicle Boardings
0.8
0.6
0.4
0.4
0.3
0.2
0.2 0.1
0.0
0.0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Total offences against customers decreased in January 2017 to 0.54 offences per 1 million vehicle boardings, which was 17% lower than the corresponding rate of 0.65 for January 2016.
Total offences against staff decreased in January 2017 to 0.26 offences per 100 employees, which was 7% lower than the corresponding rate of 0.28 for January 2016.
Patrol Actions are generated monthly to direct Transit Enforcement Officers to specific locations at specific times, based on recent data, in an effort to deter violent offences against customers.
In the month of December, the Transit Enforcement Unit began targeted deployment on surface routes, as the first phase of its data-driven initiative to support operating personnel. Following the success of the first phase, targeted deployment on surface routes will continue in 2017.
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3.2 Customer
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Customer: Journeys TTC: 2016 Actual vs. 2015 Actual
TTC: 2016 Actual vs. 2016 Budget
12
12
2017 Budget
2017
Average Weekly Journeys (Millions)
Average Weekly Journeys (Millions)
2016
11
10
9
2017 Actual
11
10
9
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
There were 39.6M customer journeys (ridership) taken during January 2017, which was 1.3M (3.2%) less than the 40.9M journeys taken during January 2016.
There were 39.6M customer journeys taken during January 2017, which was 0.8M (2.0%) less than the budget of 40.4M journeys.
The annual number of customer journeys taken to the end of January 2017 was 535.3M, which was 0.8M (0.1%) more than the 534.5M annual journeys taken to the end of January 2016.
Average weekly ridership has been below budget for 22 of the past 23 months.
Average weekly ridership in January 2017 was below the prior year comparable for the third consecutive month.
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Customer: Journeys PRESTO: 2016 Actual vs. 2015 Actual
Wheel-Trans: 2016 Actual vs. 2016 Budget
1.5
110
2017
2016
2017 Budget
2017 Actual
Average Weekly Journeys (Thousands)
Average Weekly Journeys (Millions)
1.2
0.9
0.6
0.3
0.0
100
90
80
70
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
There were 4.12M customer journeys (ridership) taken using the PRESTO Farecard in January 2017, which was 2.55M (162%) more than the 1.57M journeys taken during January 2016. The annual number of customer journeys taken to the end of January 2017 was 31.41M, which was 17.89M (132%) more than the 13.52M annual journeys taken to the end of January 2016.
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
There were 297K customer journeys taken during January 2017, which was 14K (4.5%) less than the budget of 311K journeys. Average weekly ridership was below budget for the first time in 29 months. Note: Wheel-Trans ridership is not included in TTC ridership totals.
Note: PRESTO ridership is included in TTC ridership totals.
Toronto Transit Commission
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Customer: Satisfaction Customer Satisfaction Score 90
2015
2016
Customer Satisfaction Score (%)
85
80
75
70
65
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
At the start of 2016, perceptions of overall customer satisfaction with the TTC (bus, streetcar and subway) remained high, with eight in ten customers being satisfied (Q1 2016: 79%; Q2 2016: 80%). Despite the decline in scores in Q3 2016, when a less comfortable ride (hot subway cars) had a negative effect on perceptions of trip duration and wait time, which ultimately led to lower overall satisfaction scores (70%), customer perceptions improved significantly in Q4 2016, with 77% of customers being satisfied with their most recent trip on the TTC. Closing out 2016 with an overall average satisfaction score of 77% is in line with the average satisfaction score in 2015 (77%). The average for the last two years has been significantly higher than the previous years’ annual average of 74%. This return to high perceptions of overall customer satisfaction in Q4 2016 was witnessed across all modes of ridership: subway riders’ overall satisfaction increased significantly from 69% in Q3 2016 to 78% in Q4 2016; bus riders’ satisfaction scores increased significantly from 68% in Q3 2016 to 77% in Q4 2016; and, while not statistically significant, streetcar riders’ satisfaction scores increased from 69% in Q3 2016 to 72% in Q4 2016. Toronto Transit Commission
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Perceptions of overall customer satisfaction are driven by numerous service attributes that are measured across all three modes: bus, streetcar and subway. The top three key drivers across all three modes were the same: wait time, comfort of the ride and trip duration. The areas of highest customer satisfaction in Q4 (≥80%) include: • • • • • • • • • •
Helpfulness of maps and signs at station (subway) Cleanliness of station (subway) Ease of getting to train platform (subway) Ease of using or paying for fare (subway, bus, streetcar) Personal safety during trip (subway, bus, streetcar) Maps and information inside the vehicle (subway) Quality of stop announcements (subway, bus, streetcar) Ease of hearing announcements (bus, streetcar) Helpfulness of announcements (bus, streetcar) Helpfulness and appearance of operator (bus, streetcar)
Pride in the TTC remained consistent wave-to-wave and year-over-year, with 71% of customers agreeing they are proud of the TTC and what it means to Toronto. Perceptions of value for money remained consistent wave-to wave, with nine in ten customers indicating they received average or better value for money on their last trip (Q4 2016 & Q3 2016: 91%; Q4 2015: 92%). Customer satisfaction with Wheel-Trans services continued to be very high in 2016 (88%; a significant increase from a high score of 85% in 2015 and 2014) and was consistent across all vehicle types (Wheel-Trans bus, accessible minivan and sedan taxi). Pride in the TTC and what it means to Toronto also remained very high among the majority of Wheel-Trans customers (89%). Customer: Charter The Customer Charter is designed to track promises and improvements that benefit customers, while holding TTC’s management to account if they’re not met. The progress against these commitments is reported to the TTC Board quarterly and posted on ttc.ca.
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2017 Customer Charter The 2017 Charter includes 37 time-bound commitments which include: a) Promises around Wheel-Trans and introducing new No-Show and Late Cancellation policies. b) Launch an Anti-Harassment campaign and a Safety and Security app. c) Open the Line 1 Toronto-York Spadina Subway Extension with six new fully accessible modern stations including: two new TTC bus Terminals, three new TTC commuter parking lots with 2800 spaces, and direct transit connections with GO Rail, GO Bus, York Region Transit buses including Viva. The stations will feature modern architecture with sustainable design features including: LED lighting, bird-friendly glass, green and cool roofs and landscaping designed to manage water run-off. Other station amenities will include Wi-Fi, covered bicycle storage, new Presto fare gates and new self-service Presto machines in service. The bus network along the corridors will be redesigned to serve the new stations. d) Continue with the PRESTO rollout by having PRESTO-enabled fare gates at all entrances at 43 subway stations. e) Start phasing out legacy fare media as the PRESTO rollout nears completion. This milestone leads one step closer to the full adoption of PRESTO. f) Complete Wi-Fi for 100% of our stations. g) Open a new second exit/entrance at Woodbine station and open two new elevators as part of the Easier Access program, making the station accessible. h) Open three new elevators at St. Clair West station and two elevators at Coxwell station, making the stations accessible. i) 300+ new buses in service to replace aging buses. j) Work with Bike Share Toronto to incorporate docking stations at a minimum of five TTC stations. This will offer customers a great solution for the first and last mile of their journey. k) Work with the Bombardier to have a minimum of 40 additional new low-floor, accessible streetcars on property. For further details on the TTC customer charter, visit ttc.ca.
Toronto Transit Commission
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Customer: Engagement Meet the Managers Meet the Managers sessions enable customers and managers to interact on a personal level. This allows managers to gain additional insight into the challenges and opportunities experienced by customers while travelling on the TTC. The Meet the Managers sessions for 2017 are at the following stations: March 23 – Yorkdale; April 27 – Spadina; May 25 – Eglinton; June 22 - Bloor-Yonge; July 13 - Scarborough Centre; August 10 - St. Clair West; September 21 – Kipling; October 19 – Dufferin; November 16 – Woodbine; December 14 – Coxwell Customer: Fares PRESTO The PRESTO rollout continues across the TTC. • • • •
43 stations and 62 entrances now have our new paddle-style fare gates. Fare gate installation will continue throughout 2017. Later this spring, new Self-Serve Reload Machines will begin to be installed in various subway stations. A recent software upgrade that was deployed to the existing Self-Serve Reload Machines in the subway stations has improved the reliability of these devices. Additional upgrades are planned for the self-serve machines, card readers on the buses and fare gates, which are expected to further improve the performance of these devices and continue to enhance the customers’ experience with PRESTO.
Customer: Highlights Customer Liaison Panel - Youth Representation On February 21, 2017, the TTC Board endorsed the addition of two youth members as part of the Customer Liaison Panel. For the purpose of the Panel, youth is defined as ages 13 to 24. It was recommended to have an outreach program where youth members are mentored by current Customer Liaison Panel member(s). Recruitment for the two youth members and six general members will be completed in the next couple of months, with a start date in July 2017. Toronto Transit Commission
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Customer: Environment Station Cleanliness 80
2015
2016
Target
Cleanliness Audit Score (%)
77
74
71
68
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
Performance in Q4 2016 stayed at 74.5%, which was slightly below target and below the performance in Q4 2015. Stations improvements and fare lines under construction to facilitate installation of the new faregates negatively impacted the cleanliness score.
Toronto Transit Commission
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Customer: Environment Vehicle Cleanliness – Bus
Vehicle Cleanliness – Subway 95
95
2016
2016
Target
Target
Cleanliness Audit Score (%)
Cleanliness Audit Score (%)
90
90
85
85
80
75
70
80
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
The bus cleanliness audit score increased in Q4 to 88.4% but remained below target. This score was an average of preservice, in-service and post-service vehicle cleanliness scores. Pre-service bus cleanliness audit score was above 95%. Areas for improvement in Q4 include the bus exterior body and wheel cleanliness. Inoperable wash racks and road salt usage due to weather conditions have prevented Q4 cleanliness scores from further surpassing Q3 results. As an interim measure, the cleaning contractors are hand-washing bus exteriors. Note: Prior year comparative data will be available effective Q1 2017. Toronto Transit Commission
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
The subway cleanliness audit score increased in Q4 to 91.3%. Performance achieved target for the fourth consecutive quarter and it was the highest result throughout 2016. Both areas of improvement, walls and ceilings, were addressed in Q4. Other areas of improvement in the future include windows and floors. Currently, windows are addressed during the Major Clean cycle (every 1-2 months depending on fleet size) and floors are addressed every 14 days during the Floor Wash cycle. Note: Prior year comparative data will be available effective Q1 2017.
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Customer: Service Performance
Subway Line 1: Delay Incidents
Line 1: Delay Minutes
2,400
5,500
2015
2016
Target
2015
Target
4,750
Number of Delay Minutes
Number of Delay Incidents
2,200
2016
2,000
1,800
4,000
3,250
2,500
1,600
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
The number of delay incidents decreased in Q4 to 2,112; however, performance was still above target by 18%. It has stayed above target for the fourth consecutive quarter.
The number of delay minutes increased in Q4 to 4,516. Performance did not achieve target for the second consecutive quarter.
Speed control-related incidents accounted for 28% of all incidents; staff is continuing to work with the vendor to reduce these incidents and improvement is expected in early 2017, after software modifications to the system. With increases in track level trespassing and continued high levels of emergency alarms, passenger-related incidents accounted for 41% of all incidents.
Speed control-related incidents accounted for 28% of all incidents but only 1% of the total delay minutes, since they were resolved quickly. Passenger related delay minutes, however, accounted for 51% of the total delay minutes in Q4, with significant increase in disorderly customers, track level trespassers and unsanitary cars.
Note: The 2016 target is based on a 20% or more reduction in delay incidents from the 2014 quarterly average baseline.
Note: The 2016 target is based on a 20% or more reduction in delay minutes from the 2014 quarterly average baseline.
Toronto Transit Commission
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Line 1: Trains per Hour in Morning Peak 35
2016
2017
Target
Average Number of Trains per Hour
30
25
20
15
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The daily average number of trains per hour (TPH) in the morning peak service period increased in January to 23.8, or 93% of what was scheduled. Overall monthly performance continued to remain below target. As this measure focuses on the AM peak period, any delay incidents in that time frame have a negative impact on our ability to meet this capacity target. A number of initiatives have been undertaken to address this and greater consistency is anticipated in 2017. Note: Data are based on weekday service from Monday to Friday.
Toronto Transit Commission
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Line 2: Delay Incidents
Line 2: Delay Minutes 6,000
4,000
2015
2016
Target
2015
Target
5,000
Number of Delay Minutes
3,000
Number of Delay Incidents
2016
2,000
4,000
3,000
1,000
2,000
0
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
The number of delay incidents decreased in Q4 to 2,513 but performance continued to remain above target.
The number of delay minutes decreased in Q4 to 4,138 but performance continued to remain above target.
Speed control-related incidents accounted for 46% of all delay incidents; as in Line 1, staff is continuing to work with the vendor to reduce these incidents and improvement is expected in early 2017, after software modifications to the system. Reductions in the Fire/Smoke (Plan B) incidents were offset by an increase in passenger-related incidents.
Although there was a significant increase in the number of delay minutes resulting from passenger-related incidents (17.3% year-over-year), delay minutes resulting from Fire/Smoke (Plan B) incidents decreased significantly, as the approach to this issue continued to show positive results.
Note: The 2016 target is based on a 20% or more reduction in delay incidents from the 2014 quarterly average baseline.
Toronto Transit Commission
Note: The 2016 target is based on a 20% or more reduction in delay minutes from the 2014 quarterly average baseline.
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Line 2: Trains per Hour in Morning Peak 35
2016
2017
Target
Average Number of Trains per Hour
30
25
20
15
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The daily average number of trains per hour (TPH) in the morning peak service period increased in January to 23.7, which was 93% of what was scheduled. Performance continued to remain below target. A number of switch and signal incidents that occurred in the AM peak period adversely affected the throughput results on those days, which negatively impacted the overall results for the period. This measure is expected to return to stronger performance in 2017; expectations should be tempered that there will only be improvements, however, instead of achievement of the target of 100% of scheduled service. Note: Data are based on weekday service from Monday to Friday. Toronto Transit Commission
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Line 3: Delay Incidents
Line 3: Delay Minutes
300
3,000
2015
2016
Target
2015
Target
2,250
Number of Delay Minutes
225
Number of Delay Incidents
2016
150
1,500
750
75
0
0
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
The number of delay incidents decreased in Q4 to 166; however, performance was above target for the third consecutive quarter.
The number of delay minutes increased in Q4 to 1,216. Performance did not achieve target for the first time in three quarters.
Incidents related to rolling stock and VOBC time-out have consistently comprised the largest proportion of delay incidents and this remained unchanged in Q4. Passengerrelated incidents, however, have reduced in Q4.
The increase was largely due to rolling stock- and infrastructure-related incidents, as the corresponding delay minutes have more than doubled year-over-year. Of note is that if one incident involving a broken power rail, which accounted for 27% of the total delay minutes, was excluded, the target would have been achieved in Q4.
Note: The 2016 target is based on a 20% or more reduction in delay incidents from the 2014 quarterly average baseline.
Toronto Transit Commission
Note: The 2016 target is based on a 20% or more reduction in delay minutes from the 2014 quarterly average baseline.
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Line 3: Trains per Hour in Morning Peak 16.0
2016
2017
Target
Average Number of Trains per Hour
14.0
12.0
10.0
8.0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The daily average number of trains per hour (TPH) in the morning peak service period increased in January to 12.0, or 100% of what was scheduled. Overall performance achieved target for the first time in seven months. When combined with a headway performance of 98.5%, this represents a very reliable level of service. Note: Data are based on weekday service from Monday to Friday.
Toronto Transit Commission
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Line 4: Delay Incidents
Line 4: Delay Minutes 1,200
350
2015
2016
Target
2015
2016
Target
300
Number of Delay Minutes
Number of Delay Incidents
900
250
200
600
300 150
0
100
1st Quarter
2nd Quarter
3rd Quarter
1st Quarter
4th Quarter
2nd Quarter
3rd Quarter
4th Quarter
The number of delay incidents increased for the third consecutive quarter in Q4 to 324. Performance continued to remain above target.
The number of delay minutes increased substantially above target in Q4 to 1,126, primarily due to One-Person Train Operation.
The majority of the delay incidents were related to the introduction of One-Person Train Operation. It must be noted that this increase in delay incidents was not unexpected without compromising safety standards. The bulk of those delay incidents were in the first ten weeks of the program launch and delay incidents have already begun to return to normal levels. This measure is anticipated to decrease in 2017.
Delay minutes due to One-Person Train Operation were a short-term issue, with most of the delays occurring in the first ten weeks of One-Person Train Operation program; significant improvements have been already made since then. Longer term issues, such as delays from Fire/Smoke (Plan B) incidents, have continued to improve, especially in Q4.
Note: The 2016 target is based on a 20% or more reduction in delay incidents from the 2014 quarterly average baseline. Toronto Transit Commission
Note: The 2016 target is based on a 20% or more reduction in delay minutes from the 2014 quarterly average baseline.
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Line 4: Trains per Hour in Morning Peak 12.0
2016
2017
Target
Average Number of Trains per Hour
11.5
11.0
10.5
10.0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The daily average number of trains per hour (TPH) in the morning peak service period increased in January to 10.9, or 100% of what was scheduled. Overall performance achieved target for the first time in four months. The initial increase in delay incidents related to the implementation of the One-Person Train Operation has abated and service is expected to return to target in the coming periods. With a relatively low number of delay incidents, it is anticipated that morning peak trains per hour will remain relatively high. Along with good headway adherence, overall service quality remains consistently strong. Note: Data are based on weekday service from Monday to Friday. Toronto Transit Commission
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Streetcar
On-Time Performance
Short Turns
100
4,000
2016
2017
Target
2016
2017
Target
80
Number of Short Turns
On-Time Departures (%)
3,000
60
40
2,000
1,000 20
0
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Performance in January increased for the fourth consecutive month to 74.6%, but continued to be below target.
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The number of short turns decreased in January to 769; however, performance continued to remain above target (unfavourable).
Enhanced focus on route performance, completion of construction on the Queen Street route and converting the Bathurst route to bus service have contributed to the improvement in the performance.
Renewed focus on route management has resulted in improvements in the on-time performance, reducing the need for short turns.
Note: This KPI measures adherence to scheduled (-1 to +5 minutes) departure times from end terminals.
Note: Data are based on all seven days of service from Sunday to Saturday.
Toronto Transit Commission
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Bus
On-Time Performance
Short Turns
100
6,000
2016
2017
2016
Target
Target
4,500
Number of Short Turns
On-Time Departures (%)
90
2017
80
70
3,000
1,500
60
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Performance in January increased to 80% but continued to be below target.
The number of short turns in January decreased to 951. Performance was below target (favourable).
On-time performance was marginally above last year's, due to the impact of Metrolinx’s construction on Eglinton Avenue.
The number of short turns decreased, due to better route management, increased trip time and fewer delays from snow.
Note: This KPI measures adherence to scheduled (-1 to +5 minutes) departure times from end terminals.
Note: Data are based on all seven days of service from Sunday to Saturday.
Toronto Transit Commission
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Wheel-Trans
Punctuality 100
2016
2017
Target
Within 10 Minutes of Schedule (%)
95
90
85
80
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Performance in January increased to 92.3%, which was the highest level achieved in the past three years. The improvement was due to better tracking of schedule adherence, combined with adjusted trip times and process improvements in deployment of extra resources in the event of service delays. Overall performance was above target.
Toronto Transit Commission
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3.3 People
Toronto Transit Commission
Graduate Development Leadership Program Interns from left to right: Anastassia Chouryguina - Customer Development & Service Delivery Program Swasini Sudarsan - Engineering & Operations Program Victor Tang - Financial Management Program CEO’s Report – March 2017 Update
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People
Employee Absence 12.0
2016
2017
Target
10.0
Absenteeism Rate (%)
8.0
6.0
4.0
2.0
0.0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The absenteeism rate for January 2017 was 7.67%, which is a significant decrease from the rate of 8.59% for December 2016. The TTC executive team met last month with representatives from Employee Relations and Occupational Health to discuss the increase and challenges with managing employee absenteeism. The meeting focused on both short- and long-term strategies to curb the absenteeism rate. The CEO directed a renewed focus on absenteeism during performance evaluations with staff, clarification of roles and responsibilities in attendance management, and direction to front-line managers about their rights and obligations when managing an employee’s absenteeism. The TTC is exploring long-term options for improvements by reviewing our current attendance management practices, redeploying managerial resources, and analyzing the KPI data for areas of improvement. Toronto Transit Commission
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3.4 Assets
Toronto Transit Commission
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Assets: Vehicle Reliability
Subway T1 Train: Mean Distance Between Failures (MDBF)
TR Train: Mean Distance Between Failures (MDBF)
600,000
1,200,000
2017
Target
2017
2016
Mean Distance Between Failures (km)
Mean Distance Between Failures (km)
2016
450,000
300,000
150,000
0
Target
900,000
600,000
300,000
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The MBDF decreased in January to 319,405 kilometres but performance was above target for the third consecutive month.
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
2017 data will be available once the 2017 target is set.
The T1 Accelerated Door Overhaul program was completed in 2015. Door pocket guides are being overhauled, with an estimated completion at the end of 2016. Master controller upgrades are estimated to be completed in Q4 2016. The T1 fleet is undergoing a refreshing of the HVAC system. Although this particular equipment issue does not directly cause delay incidents, it remains a substantial performance issue. Maintenance and engineering staff are collaborating to ensure that the standard inspection and door set-up programs are robust. Long-term design solutions include a PLC Door Control System, a Door Interlock Rebuild Program, and a new cab seat prototype design. Toronto Transit Commission
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Streetcar
CLRV Streetcar: Mean Distance Between Failures (MDBF)
ALRV Streetcar: Mean Distance Between Failures (MDBF)
8,000
4,500
2017
2016
Target
Mean Distance Between Failures (km)
Mean Distance Between Failures (km)
2016
6,000
4,000
2,000
2017
Target
3,500
2,500
1,500
0
500
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The MDBF increased in January to 3,115 kilometres. Overall performance was below target for the seventh consecutive month. A turn-around trend has not been established yet due to the continued deterioration of the 37-year old fleet. Reliability improvement work will focus on streetcars that are not in the condition-based retirement schedule.
The MDBF decreased in January to 1,528 kilometres. Performance continued to remain below target. A turnaround trend has not been established yet for the 32-year old equipment and out-of-sync maintenance, in anticipation of retirement starting in 2015.
The three areas of most frequent failures (traction controls, sanders plugging up in service and the air system) reflect seasonal impacts on equipment. Shortage of parts (purchased or rebuilt) has improved.
The three areas of most frequent failures (traction controls, sanders plugging up in service and the door system) reflect seasonal impacts on equipment. Shortage of parts (purchased or rebuilt) has improved.
It is anticipated that performance will improve in conjunction with the TTC Board’s approval of a funding request to maintain the nonoverhauled CLRVs in a state of good repair. Toronto Transit Commission
It is anticipated that performance will improve in conjunction with the TTC Board’s approval of a funding request to maintain the non-overhauled ALRVs in a state of good repair.
CEO’s Report – March 2017 Update
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New Streetcar: Mean Distance Between Failures (MDBF) 60,000
Mean Distance Between Failures (km)
2017
Target
2016
45,000
30,000
15,000
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The MDBF increased in January to 9,572 kilometres. Contractual KPI will be included upon the acceptance of the sixtieth new streetcar and attainment of specified fleet mileage. Upon acceptance of the sixtieth LFLRV, the reliability target is 35,000 km between chargeable defects due to delays equal to or longer than five minutes. Bombardier's LFLRV mileage is calculated according to each calendar month, whereas the CLRV and ALRV mileage is calculated according to the TTC's financial period. Of the 13 failures reported in January 2017, seven of them were doorrelated. A plan is in place to create a reference car ("golden car") to ensure manufacturing and set-up quality is consistently maintained to reduce downtime. Toronto Transit Commission
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Bus
Wheel-Trans
Bus: Mean Distance Between Failures (MDBF)
Wheel-Trans: Mean Distance Between Failures (MDBF) 15,000
16,000
2017
2016
Target
Mean Distance Between Failures (km)
Mean Distance Between Failures (km)
2016
14,000
12,000
10,000
8,000
2017
Target
13,500
12,000
10,500
9,000
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
The MDBF increased in January to 14,474 kilometres. Performance achieved target and it was 8% higher than the performance in December 2016.
The MDBF increased in January to 12,964 kilometres. Overall performance achieved target and it was 11% higher than the performance in December 2016.
Garage technical staff will continue to focus on quality repairs and analysis of repeaters as well as heating and cooling systems. Maintenance facilities staff have also completed the State of Good Repair program on 360 buses since starting in early July 2016 and performed post-repair circle checks to improve bus pull-out and minimize disruptions to service.
Inclement weather in December resulted in increased driveline, brakes and heating system issues.
Toronto Transit Commission
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Assets: Equipment Availability
Elevators
Escalators
100
98.0
2016
2017
Target
2016
Target
97.5
Availability (%)
Availability (%)
99
2017
98
97
97.0
96.5
96
96.0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Performance in January increased to 99.2% and continued to remain above target.
Performance in January increased to 97.1% and achieved target.
Maintenance activities were completed as planned and scheduled.
Maintenance activities were completed as planned and scheduled.
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3.5 Financials
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Financials This section provides detailed information about the TTC and Wheel-Trans Operating Budgets and the TTC Capital Program. TTC Operating Budget 2016 Year-End Results The revenue, expense, and subsidy amounts shown in the following table are preliminary and subject to audit. The final 2016 audited financial statements are scheduled to be presented to the TTC Audit and Risk Management Committee on May 29, 2017. (millions) 2016 TTC Operating Budget Customer Journeys (Ridership)
Projection
Budget
Variance
538
553
(15)
Revenue
$1,196.2
$1,242.1
($45.9)
Expenses
$1,682.1
$1,736.7
($54.6)
$485.9
$494.6
($8.7)
Subsidy Required
$493.6 $494.6 Subsidy Available* Subtotal: Surplus before funding for CLRV/ALRV overhaul $7.7 and refurbishment (March 23, 2016 TTC Board Report) *Budget included a planned $1 million draw from the TTC Stabilization Reserve held by the City of Toronto. This draw was not required to meet the TTC’s actual subsidy requirement. As a result, this $1 million will be left in the TTC Stabilization Reserve for future use.
($1.0) $7.7
The preliminary surplus (before CLRV/ALRV overhaul and refurbishment funding) of $7.7 million (or 1.6%) includes the following significant revenue and expense budget variances. Passenger Revenues: $49.4 million decrease The ridership shortfall of 15 million rides below the target of 553 million, combined with unfavourable changes in the fare mix, resulted in a passenger revenue shortfall of $49.4 million. Other Revenues: $3.5 million increase Primarily due to higher than expected commuter parking revenues resulting from the deferral Toronto Transit Commission
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of commuter parking lot rehabilitation work and the later than originally planned closure of the Wilson West lot. Other favourable impacts include increased revenue from Outside City Services and higher interest income. Employee Benefits: $24.7 million decrease Lower healthcare expenses account for the majority of these savings. Results were also lower than budget for Long-Term Disability and WSIB costs. Labour: $17 million decrease Workforce gapping and marginally lower than budget average labour rates, are the key factors behind the lower labour expenses. Diesel: $7.5 million decrease A more favourable fuel consumption rate than anticipated (partially due to the milder winter weather experienced earlier this year), accounts for most of this positive impact. The average price per litre was also marginally lower than budget. Depreciation: $5.4 million decrease Based on lower than anticipated capital asset acquisitions, the corresponding depreciation expense for 2016 will also be lower than originally expected. Leasing Expenses: $4 million decrease Requirements are lower than originally anticipated. Bus Warranty Recoveries: $2.0 million expense decrease Higher than budgeted bus warranty recoveries resulted in a $2.0 million reduction in net expenses. Accident Claim Settlements: $5.5 million increase Primarily due to the settlement of a large claim early in the year; cash payments for the settlement of accident claims exceeded budget. Stabilization Reserve Draw: $1 million decrease Toronto Transit Commission
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The budget included a planned $1 million draw from the TTC Stabilization Reserve held by the City of Toronto. This draw was not required to meet the TTC’s actual subsidy requirement Other: $0.5 million increase All other projected changes in other expenses add up to this unfavourable variance.
Impact of funding for CLRV/ALRV overhaul and refurbishment funding On March 23, 2016 the TTC Board approved a capital overhaul of 30 CLRV vehicles and refurbishment of critical mechanical, pneumatic and electrical components to maintain nonoverhauled CLRV and ALRV vehicles in a state of good repair. This work was subsequently approved by City Council at the June 7-9, 2016 meeting. Total costs were estimated at $34.1 million. This work commenced in 2016 and $4.1 million in capital costs have been incurred and a further $4.2 million in operating costs were incurred in 2016. Funding for the full CLRV overhaul and refurbishment and the ALRV refurbishment requirements are recognized in the TTC’s 2016 preliminary results and a formal request will be made to request the City of Toronto to place the remaining $25.8 million in a reserve to fund required CLRV overhaul and refurbishment and ALRV refurbishment in future years. The impact of this funding is summarized as follows: (millions) Surplus before funding for CLRV/ALRV overhaul and refurbishment (from above)
Projection $7.7
Add funding for CLRV/ALRV overhaul and refurbishment as per March 26, 2016 TTC Board report. (Includes $4.2 million for operating refurbishment work completed in 2016). Less Contribution to Capital for CLRV overhaul
($4.1)
Surplus before contribution to City Reserve for future CLRV/ALRV refurbishment and overhaul
$37.7
Request to City of Toronto to establish reserve for future CLRV and ALRV overhaul and refurbishment * Surplus available to the City of Toronto
$34.1
($25.8) $11.9
*Of the remaining $25.8 million, $5 million is for the capital overhaul of CLRV vehicles and the remaining $20.8 million is for the operating refurbishment of the non-overhauled CLRV and ALRV vehicles.
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TORONTO TRANSIT COMMISSION 2016 OPERATING BUDGET - INCOME STATEMENT Period 12: 5 Weeks
Twelve Periods to
November 27 to December 31, 2016
December 31, 2016
($000s) Actual
TOTAL REVENUES TOTAL EXPENSES Less: Long-Term Employee Benefits Less: Long-Term Accident Claims Add City Special Costs OPERATING SUBSIDY REQUIRED in 2016 CITY OPERATING SUBSIDY AVAILABLE DRAW FROM STABILIZATION RESERVE SHORTFALL / (SURPLUS)
106,410 169,134
Budget
112,798 179,256
Over/(Under)
Over/(Under)
Over/(Under)
Over/(Under)
Budget
Budget %
Actual
Budget
Budget
Budget %
(6,388) (10,122)
-5.7% -5.6%
1,196,160 1,712,441 (40,354) 6,290 3,688 485,905 493,627 (7,722)
1,242,128 1,770,615 (37,540) 3,681 494,628 493,627 1,001 -
(45,968) (58,174) (2,814) 6,290 7 (8,723) (1,001) (7,722)
-3.7% -3.3%
-1.8% 0.0% -100.0% 100.0%
(49,407)
-4.2%
REVENUES: Passenger Revenues
100,136
107,214
(7,078)
-6.6%
1,125,893
1,175,300
Outside City & Charters
1,362
1,454
(92)
-6.3%
17,500
16,319
1,181
Advertising
2,331
2,331
-
0.0%
27,975
27,974
1
Rent Revenue
975
924
51
5.5%
10,850
11,095
Commuter Parking
681
653
28
4.3%
10,093
9,275
818
8.8%
Other Income
925
222
703
316.7%
3,849
2,165
1,684
77.8%
106,410
112,798
-5.7%
1,196,160
1,242,128
(45,968)
3,719
3,697
22
0.6%
36,655
38,709
(2,054)
-5.3%
951
455
496
109.0%
3,689
4,382
(693)
-15.8%
Corporate Services Group
8,690
7,273
1,417
19.5%
66,057
69,639
(3,582)
-5.1%
Strategy and Customer Experience Group
2,943
1,970
973
49.4%
19,692
20,867
(1,175)
-5.6%
Operations Group
29,267
30,187
(920)
-3.0%
289,510
293,808
(4,298)
-1.5%
Service Delivery Group
72,724
73,088
(364)
-0.5%
728,328
738,207
(9,879)
-1.3%
Employee Benefits
27,357
34,380
(7,023)
-20.4%
317,270
339,140
(21,870)
-6.4%
Vehicle Fuel
6,919
7,849
(930)
-11.8%
77,037
84,556
(7,519)
-8.9%
Traction Power
4,411
4,595
(184)
-4.0%
53,104
54,371
(1,267)
-2.3%
Utilities (Hydro, Natural Gas, Water)
2,511
2,771
(260)
-9.4%
25,675
25,939
(264)
-1.0%
(37)
287
(324)
-112.9%
2,903
3,261
(358)
-11.0%
Depreciation
(2,440)
3,024
(5,464)
-180.7%
27,985
33,448
(5,463)
-16.3%
Accident Claims & Insurance
(1,857)
3,031
(4,888)
-161.3%
30,626
31,384
(758)
-2.4%
Non-Departmental Costs
13,976
6,649
7,327
110.2%
33,910
32,904
169,134
179,256
-5.6%
1,712,441
1,770,615
TOTAL REVENUES
(6,388)
(245)
7.2% 0.0% -2.2%
-3.7%
EXPENSES (LABOUR & NON-LABOUR) CEO's Office Engineering, Construction & Expansion Group
Taxes and Licences
TOTAL EXPENSES Less: Long-Term Employee Benefits Less: Long-Term Accident Claims Add City Special Costs
(10,122)
(40,354) 6,290
(37,540) -
1,006 (58,174) (2,814) 6,290
7.5% 100.0%
3,688
3,681
OPERATING SUBSIDY REQUIRED in 2016
485,905
494,628
CITY OPERATING SUBSIDY AVAILABLE
493,627
493,627
DRAW FROM STABILIZATION RESERVE
-
1,001
(1,001)
-100.0%
-
(7,722)
100.0%
SHORTFALL / (SURPLUS)
Toronto Transit Commission
(7,722)
CEO’s Report – March 2017 Update
7
3.1% -3.3%
(8,723) -
0.2% -1.8% 0.0%
53
TTC Ridership Update Factors Influencing Ridership Growth Many transit agencies across North America are struggling to understand why ridership growth has softened over the past two years. While there are numerous internal and external factors that can affect ridership, the most common reasons cited by agencies include a weakening economy, slow employment growth, low gasoline prices, and ridesharing services. Of note is that all of these factors are generally beyond the control of transit agencies and could potentially have a long-lasting impact on ridership growth. The TTC has identified and continues to monitor the following main reasons for its softening ridership growth: downgraded local economic growth forecasts, shifting employment patterns (disproportionate growth in part-time and temporary jobs), declining Metropass sales, and delayed achievement of new ridership from service enhancements. TTC Ridership Growth Trends Ridership for 2016 was 538 million, which was 15 million (2.7%) below budget. Ridership growth has slowed, increasing 0.1% in 2016 and 0.6% over the past two years (2015/2016). The TTC’s softening ridership trends were first reported to the TTC Board in March 2016 and at various times throughout the remainder of the year. While ridership growth has slowed, the TTC’s trends compare favourably with most other agencies in Canada and the United States. Ridership data for external transit agencies in Canada and the U.S., as detailed below, indicate that since 2015, ridership growth has slowed considerably with many agencies experiencing ridership declines. External Benchmarking National In 2016, aggregate ridership for each of Canada (excluding TTC) and the U.S. decreased 1.4%. Over a two-year period (2015/2016), ridership decreased 2% in Canada and 2.8% in the U.S. In contrast, TTC ridership increased over both time periods: 0.1% in 2016 and 0.6% in 2015/2016.
Toronto Transit Commission
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Canada and U.S. – Selected Agencies For 15 selected transit agencies across Canada and the U.S., 2016 growth rates ranged from 2% to -6.8%, with an unweighted average of -1.5%; the TTC ranked fifth-highest at 0.1%. Over a two-year period (2015/2016), growth rates ranged from 3.9% to -9.5%, with an unweighted average of -2.9%; the TTC ranked second-highest at 0.6%. Major Multi-Modal Agencies Large-scale, multi-modal (combinations of heavy rail, light rail, bus) agencies are often the most relevant comparators to the TTC. For eight major multi-modal agencies in Canada and the U.S., 2016, growth rates ranged from 0.3% to -6.5%, with an unweighted average of 2.0%; the TTC ranked third-highest at 0.1%. Over a two-year period (2015/2016), growth rates ranged from 0.6% to -9.5%, with an unweighted average of -3.6%; the TTC ranked highest at 0.6%. The major multi-modal agency growth rate rankings are as follows: 2015:
Boston +0.3%; New York +0.2%; TTC +0.1%; Montreal -0.2%; Chicago -2.3%; Philadelphia -3.2%; Los Angeles -4.1%; Washington, D.C. -6.5%
2015/16:
TTC +0.6%; New York 0%; Montreal -1.2%; Boston -1.4%; Chicago -1.9%; Philadelphia -6.1%; Los Angeles -9.0%; Washington, D.C. -9.5%
Greater Toronto and Hamilton Area (GTHA) Agencies For nine agencies in the GTHA, 2016, growth rates ranged from 9% to -5%, with an unweighted average of 0.9%; the TTC ranked fifth-highest at 0.1%. Over a two-year period (2015/2016), growth rates ranged from 13.2% to -9.5%, with an unweighted average of -0.3%; the TTC ranked fourth-highest at 0.6%. Of note is that the municipal transit agencies with higher growth rates than the TTC (Brampton, Mississauga, York Region) are also expanding their service networks.
Toronto Transit Commission
CEO’s Report – March 2017 Update
55
Wheel-Trans Operating Budget 2016 Year-End Results The revenue, expense, and subsidy amounts shown in the following table are preliminary and subject to audit. The final 2016 audited financial statements are scheduled to be presented to the TTC Audit and Risk Management Committee on May 29, 2017. (millions) 2016 Wheel-Trans Operating Budget Customer Journeys (Ridership)
Projection
Budget
Variance
3.929
3.690
0.240
$7.1
$7.0
$0.1
Expenses
$125.5
$123.7
$1.8
Subsidy Required
$118.4
$116.7
$1.7
Subsidy Available
$116.7
$116.7
-
Surplus/(Shortfall)
($1.7)
-
($1.7)
Revenue
The preliminary shortfall of $1.7 million is largely driven by the growth in ridership experienced in 2016. Demand for service was 6.5% higher than budgeted and 11% above the comparable 2015 results. The increase of 239K (6.5%) customer journeys was the result of existing customers utilizing the service more frequently due to improvements in on-time performance and added resources in the Reservations area to accommodate more trip requests, and the fact that new customers were joining at a rate of roughly 900 per month. Overall expenses increased by about $1.8 million and revenues were higher by about $0.1 million as a result of these additional customer journeys. To minimize the costs of the additional trips, service was delivered through less-expensive contracted taxis. Partially offsetting the increase in expenses were reductions in diesel fuel and employee benefits (for the same reasons noted under the TTC Operating Budget section), savings from lower bus maintenance costs, lower accident claims settlements, and workforce gapping.
Toronto Transit Commission
CEO’s Report – March 2017 Update
56
WHEEL-TRANS OPERATING BUDGET - INCOME STATEMENT PERIOD 12 ($000s) REVENUES: Passenger Fares
Period 12: Five Weeks Nov 27 to Dec 31, 2016 Over/(Under) Budget Actual Budget
Full Year 2016 Actual
Budget
Over/(Under) Budget
631
579
52 ##
7,119
6,954
166
#
CONTRACTED TAXI SERVICE
5,013
3,859
1,154 ##
54,450
47,808
6,642
#
BUS SERVICE: Operators Divisional Staff Mobile Supervision Dispatch Equipment Maintenance Vehicle Fuel
2,342 69 120 279 1,850 214
2,654 58 117 369 1,359 325
(312) 11 3 (90) 491 (111)
## ## ## ## ## ##
25,222 645 1,234 3,467 13,872 2,692
25,972 584 1,166 3,553 13,658 3,689
(750) 61 69 (86) 214 (998)
# # # # # #
ADMINISTRATION: Senior Manager's Office Reservations Taxi Administration Customer Service
282 266 38 176
74 296 31 345
208 (30) 8 (168)
## ## ## ##
886 2,601 348 1,933
706 2,823 318 3,253
181 (222) 30 (1,320)
# # # #
Lakeshore Garage Costs Employee Benefits Non-Departmental Costs
66 1,346 987
156 1,572 539
(90) ## (225) ## 448 ##
1,144 12,776 4,297
1,367 14,101 4,667
(224) (1,325) (370)
# # #
13,049
11,752
1,297 ##
125,567
123,666
1,901
OPERATING SUBSIDY REQUIRED IN 2016
118,447
116,712
1,735
OPERATING SUBSIDY AVAILABLE IN 2016
116,712
116,712
0
EXPENSES:
TOTAL EXPENSES
SHORTFALL/(SURPLUS)
PASSENGER TRIPS (000s) UNACCOMMODATED RATE (%) SUBSIDY PER TRIP ($)
Toronto Transit Commission
56
1,735
-
1,735
3,929
3,690
239
364
308
0.41
0.55
(0.14)
0.41
0.50
(0.09)
34.13
36.29
(2.16)
30.78
32.13
(1.35)
CEO’s Report – March 2017 Update
57
Approval of the 2017 TTC and Wheel-Trans Operating Budgets On November 21, 2016 the TTC Board approved the TTC and Wheel-Trans Operating budgets with a combined budget shortfall of $61.5 million. This shortfall assumed that the City would accept the capitalization of hybrid bus batteries ($8.5 million) and would address depreciation ($29 million) via City capital funding. These requests were subsequently not approved by City Council, bringing the shortfall to $99 million. This shortfall was addressed primarily through the provision of $95 million in higher than anticipated TTC & WheelTrans operating subsidy. The remaining $4 million was cut from the 2017 budget through the removal of 3 “new and enhanced initiatives”, saving $4.4 million, offset by a $0.4 million reduction in the planned Stabilization Reserve draw. The 3 “new and enhanced” initiatives removed from the budget were: 1. 18 dedicated watchpersons intended to provide dedicated attention to the approach and management of train traffic, saving $1.3 million. 2. 13 positions intended to enhance signal, track and traction power reliability, saving $1.2 million 3. Dedicated funding for the Station Transformation training (training program and collector backfills), saving $1.9 million.* The actions taken are summarized in the following table:
Action Combined Budget Shortfall, as approved by the Board on November 21, 2016 Items not approved by City Council Request to capitalize hybrid bus batteries Request to address depreciation via City capital funding Funding for 18 dedicated watchpersons Funding for 13 positions to enhance signal, track and traction power reliability. Funding for Stations Transformation training Additional Operating Subsidy provided by City of Toronto Restoration of the TTC Operating and Wheel-Trans subsidies to 2016 level. Additional TTC Operating Subsidy (Over 2016 level) Additional Wheel-Trans Operating Subsidy (Over 2016 level)
($ millions) $61.5
8.5 29.0 (1.3) (1.2) (1.9)
(15.8) (53.2) (26.0)
Adjustment to TTC Stabilization Reserve Draw
0.4
Net Shortfall upon City Council approval of budget
0.0
Toronto Transit Commission
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58
Operator Crewing Efficiency 87.4
2017
2016
Target
Crewing Efficiency (%)
87.3
87.2
87.1
87.0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Operator crewing efficiency decreased in January to 87.01%; performance remained below target. Crewing efficiency has been below target due to the large numbers of buses replacing streetcars. This is due both to vehicle size and longer distance to streetcar routes from bus divisions. Note: Crewing efficiency is defined as the ratio of scheduled hours to pay hours.
Toronto Transit Commission
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59
TTC Capital Budget 2016 Year-End Results The capital expenditures shown below are preliminary and subject to audit. The final 2015 audited financial statements are scheduled to be presented to the TTC Audit and Risk Management Committee on May 29, 2017. Projection
Budget*
Variance
2016 TTC Capital Budget Base Program
$831.5
($287.2)
Toronto-York Spadina Subway Extension (TYSSE)
$364.2
$1,118.7** $719.6
$26.2
$133.0
($106.8)
(millions)
Scarborough Subway Extension (SSE)
($355.4)
*Budget excludes additional carry forward spending on Base Program ($101.7M), TYSSE ($69.6M), and SSE ($22.5M) as approved on May 3, 2016. **2016 Budget has been adjusted for 30 CLRVs Overhaul (+$4.4M), Easier Access (+$0.05M) and Leslie Barns (-$0.685M) as approved by Council on June 7, July 12, and October 5, 2016, respectively, for Base Program (see program explanations below for more information).
Toronto Transit Commission
CEO’s Report – March 2017 Update
60
2016 Base Program: Month-to-Month Budget Tracking $200 $136
$150 $100 $91
$60
$77
$50
$77 $57
$64
$57
$86
$78
$49 $3
$0 -$8 -$33
-$50 -$100
-$23
-$22
-$31
-$40
-$10
-$9 Monthly Variance (Budget VS Actuals)
-$40
-$73
Jan/Feb
Mar
Apr
May
Monthly Variance
Jun
Jul
Monthly Actual
Aug
Sep
Oct
Nov
Dec
Monthly Budget
Unless stated otherwise, data is current as of: December 31, 2016
2016 Base Program: Cumulative Budget Tracking Budget vs. Actual Expenditure at Year End
$1,200 $1,000 704.2
$800
$0 -$200 -$400
831.5
526.2 342.3
$400
422.0
257.3 164.4 151.2
91.3 -73.1
Jan/Feb
-106.1
Mar
228.0
-114.3
Apr
Cumulative Budget Toronto Transit Commission
284.9
-137.1 May
348.6
-177.6 Jun
405.9
-209.0 Jul
1,118.7
889.8
614.9
$600
$200
802.6
985.6
455.0
531.7
609.3
695.7
Variance at Year End (For an explanation of the projected variance, please see the next page)
-249.2
-270.9
-280.5
-289.9
-287.2
Aug
Sep
Oct
Nov
Dec
Cumulative Variance CEO’s Report – March 2017 Update
Cumulative Actual 61
Base Program Expenditures: $287.2 million under The 2016 budget for base capital programs was underspent by $287.2 million. This underspending was mainly attributable to variances for the following programs: Subway Track: $5.3 million under The Subway Track variance is primarily due to revised 2016 cost estimates in the Subway Track Rehabilitation and Subway Turnout programs. In addition, part of the ongoing Davisville Area Rehabilitation Program (DARP) consulting fees and work slippages were deferred from 2015 to 2016. Communications: $8.5 million under The variance is due to scope/schedule changes to Train Door Monitoring to align with future TR purchase, deferral of Radio Replacement due to VISION integration and contract dependency and procurement process, deferral of CCTV due to new requirements for intrusion detection systems and VMS procurement, deferral of Station PA and Intercom systems due to Station Transformation initiative, deferral of SCADA RTU to 2017 due to procurement and manufacturer delays, and deferral of Cable Replacement scope due to reassessment of scope for cable emergency. Signal Systems: $12.5 million under The variance is mainly due to Cable Replacement & Yard Interchange Signal Upgrades: slippage due to engineering resources allocated to Eglinton Ancillary Room Relocation; Speed Control System: slippage as a result of ATC project changes, issue of Stop-Work order to Thales and ongoing refinement of SCS product to reduce nuisance emergency brake incidents; Workcar Advanced Warning: the scope of this project will be updated to address Track Level Safety initiative to develop modular work zone system; SRT Loop Cable Axle Counter Improvement: work on this project will cease at the end of 2016 to be consistent with the 10 years SRT life extension scope; Wilson Yard Resignalling: revised phasing due to new interface to mainline CBTC; Signaling of Davisville Yard: revised schedule due to updated ATC Project staging, moving off South Yonge to Spadina section. Finishes: $2.4 million over The variance is primarily due to Roofing Rehabilitation - slippage of Hillcrest Subway Operation Building, advanced work for Finch Station roofing and funds advanced to cover additional funds required at Hillcrest Subway operations. Toronto Transit Commission
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Equipment: $6.5 million under The variance is due to Subway Escalator Overhaul project - work deferred to future year due to workforce unavailability; Wheel Monitoring System - due to procurement, installation of communication and power supply lines as well as commissioning of the station work deferred to 2017 and Escalator Replacement Program as some of the work at various locations will slip to the future while awaiting decision on an overhaul strategy. Streetcar Network Upgrades and Bus Rapid Transit (BRT): $2.0 million over The variance is mainly due to Streetcar Network Upgrades (+$1.8M) – slippage from Queen Street Upgrades and advanced construction work on St Clair and Bus Rapid Transit (BRT) Spadina Subway to York University/Steeles Avenue (+$0.2M) - funds advanced from future years to complete artwork/landscaping and public realm improvements. On Grade Paving Rehabilitation Program: $3.0 million under Variance is due to increase in estimated expenditures in 2015 – Work progressed faster than anticipated in 2015 at Malvern Garage & Eglinton Bus Roadway; re-tender of Finch Station Commuter Lots. Bridges and Tunnels: $14.2 million under Variance is due to the following projects: • • • •
Tunnel and Station Leak Remediation - reduced due to revised cost estimate; Structure Rehabilitation Program - reduced due to revised cost estimate; and, Maintenance of Joint/TTC Toronto Transportation Bridges – probable was reduced due to submitted revised schedule by the City. Structural Paving Rehabilitation Program - Advanced work to 2016 for St. Clair Streetcar Loop Platform to coincide with planned Streetcar service interruption.
Leslie Barns Project: $22.0 million over The variance is due to prior year slippage which includes delay of substantial performance for Leslie Street Connection Track and delays in commissioning which impacted the value of progress payments for Leslie Barns. Note: The 2016 budget for Leslie Barns was reduced by $0.685 million as a result of a budget transfer from Leslie Barns to Economic Development and Culture – EDC’s Art Services (Public Art); approved by Council on October 5, 2016. Toronto Transit Commission
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63
Toronto Rocket/T1 Rail Yard Accommodation: $14.3 million over Increase in estimated expenditures for Keele Yard Retrofit, Wilson Yard Expansion Contracts and Rail Amalgamation Study. Facility Renewal Projects: $7.5 million under Variance is due to deferred construction work and difficulties in design work. Purchase of Buses: $12.0 million under Variance is due to the following: • Accelerated delivery of buses in 2015, and; • Cost estimate change to the 2016 bus order. Bus Overhaul: $19.4 million under Variance of ($19.4M) is due to: Bus Overhaul Project: (-$19.6M) caused by slippage of bus overhauls to 2017 resulting from delayed deliveries of various bus components; Hybrid Components: (+$0.275M) due to 2016 contingency funds accelerated to 2015 to offset increased quantities required in AC Traction Motors, Generators & Propulsion Control System. Overage a result of planned to actual quantity variance due to the fix on fail nature of program making it hard to predict; and AODA TTC Requirements: (+$0.113M) as a result of a combination of change in scope and timing, as well as cost estimate changes and foreign exchange adjustment. Purchase of Subway Cars: $3.7 million over Variance is due to slippage of vehicle deliveries from 2015 to 2016 due to additional scope (4-car conversion and Train Door Monitoring prototyping on Sheppard Line) and the delay on de-icing system deliveries from Bombardier. Furthermore, allowances for future project change requests slipped from 2016 to 2017 and escalation allowances slipped from 2015 to 2016 & 2017. Subway Car Overhaul: $24.8 million under Variance is mainly due to slippages and scope changes for the Train Door Monitoring (TDM) project in the Sheppard line from T1 train to TR train, T1 scope was cancelled and the increased scope on TR has deferred the completion date to 2019; the installation of Friction Brake Electronic Control Unit (FBECU) component has also been deferred from 2016 to 2017 due to longer prototyping period under T1 15 year overhaul; the TR and T1 AODA were Toronto Transit Commission
CEO’s Report – March 2017 Update
64
delayed due to the late Board approval and material supply issues from Bombardier; the TR 7 year overhaul is under due to the delay in equipment purchases and hiring of workforce in 2016; T1 CCTV project is also under because priority was given to the T1 AODA project considering the car availability for revenue service, new scope of T1 HVAC overhaul was added to T1 20 year overhaul program. Purchase of Streetcars: $131.7 million under Staff is working with Bombardier to address the issues and delays surrounding the LRV order. Based on Bombardier's proposed schedule of April 25, 2016, the number of cars for 2016 was reduced from 50 to 16 compared to last year's approved budget. The cash flows and projections for 2016 have been adjusted to reflect what is currently known based on Bombardier’s revised, unsubstantiated delivery schedule and other projected expenditures. Streetcar Overhaul: $1.8 million over Variance is due to slippage of 3 ALRVs from 2015 (+$1.1M); advancement of work from future years for the AODA project (+$0.4M) to complete the vehicle installations (the exact number of vehicle installations is under review). Note: 2016 new project - 30 CLRV Overhaul was approved by Council on June 7, 2016, based on recoverables from Bombardier due to delayed deliveries of the new LFLRVs (+$4.4M). Purchase of Rail Non-Revenue Vehicles: $7.5 million under Variance is mainly due to deferral of Vacuum Excavator project to future year as priority was given to workcar Automatic Train Protection (ATP) prototyping project. Shop Equipment: $6.7 million under Variance is due to slippages to 2017 because of longer than expected tendering process and lead time for expensive equipment such as the T1 Test Equipment and the TR Truck Press; and the delivery delays for 2016 purchases. Revenue and Fare Handling Equipment: $21.8 million under The variance is mainly due to Turnstile Replacement ($20.6M) as only 36% of the required new faregates (376 purchased in 2016 out of 1033 total required) were manufactured and received by TTC in 2016. During the course of 2016, PRESTO changes to the planned civil works and installation schedule resulted in delays to the manufacture and procurement of the Toronto Transit Commission
CEO’s Report – March 2017 Update
65
new faregates. PRESTO was unable to support civil works and installation of the new faregates at all entrances of the initial 41 stations in 2016 and, therefore, only 376 out of 1033 new faregates were required for the “main entrances” at the initial 41 stations in 2016. In addition, the original 2016 budget also assumed the new faregates for the remaining 26 stations would be purchased in 2016 and installed within Q1 of 2017. However, PRESTO has also been delayed in issuing a contract for the civil works associated with the remaining 26 stations and therefore, the procurement of the new faregates for the 26 remaining stations was also delayed into 2017. Computer Equipment and Software: $8.9 million under Variance is due to SMS SOGR Project not started due to the need to put a new project manager and project team in place; Customer Facing Information Screens (CFIS) Project milestone payment delayed due to four contracts taking longer than anticipated to award; ITS Infrastructure Projects delayed or not yet started due to a lack of resources as a result of office space limitations and the availability of subject matter experts (SMEs). SAP – ERP Implementation System: $3.6 million under Variance is due to a late start by IBM due to prolonged contract negotiations and award timeline. The other contributing factor is an anticipated later start of Wave 2. Vision Program (CADD/AVL System): $14.9 million under Variance is due to a delay in vendor approval by the Board which has moved a $13.5M milestone payment and $1.4M in final design approval delayed until February 2017. Other Service Planning: $5.2 million under The variance is mainly due to three projects: Platform Modification to Accommodate Artic Buses: TTC and City are still working on achieving a consensus on the scope and delivery of the project at various locations, required to meet TTC objectives; Transit Priorities and Opportunities to Improve Transit Service projects: Considerable amount of work will slip from 2016 to 2017 because of external approvals (City Transportation Services, Toronto Hydro, etc.) that are required for these projects to proceed and; Automated Passenger Count: delivery of some APC materials and services slipped to 2017 from 2016.
Toronto Transit Commission
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66
Toronto York Spadina Subway Extension (TYSSE) : $355.4 million under The variance was primarily due to deferral of facilities and systems construction work and timing of commercial settlements including holdback releases. Scarborough Subway Extension: $106.8 million under Scarborough Subway Project (-$91.4M): Variance was due to delays in the Environmental Assessment (EA) process and the rebaselining of the project scope. SRT Life Extension (-$15.4M): The variance was due to slippage from 2015 and three cancelled closures requested by the City which impacted Subway Infrastructure work. The preliminary result of SRT structural assessment showed that SRT would need extensive structural repairs; therefore, TTC is waiting for a recommendation from Bombardier/CAD Rail Industries while maintaining existing work and structural repairs to keep the SRT service in a state of good repair (note: there are only 28 SRT cars in revenue service).
Toronto Transit Commission
CEO’s Report – March 2017 Update
67
Approval of the 2017-2026 TTC Capital Budget The 2017-2026 TTC Capital Budget was approved by City Council on February 15, 2017, as submitted and approved by the TTC Board on November 21, 2016. This included an identified need of $9.44 billion for the Base Capital Budget over the next 10 years compared to available funding of $7.0 billion resulting in a funding shortfall of $2.44 billion. This shortfall was accommodated through the identification of four unfunded projects totaling $1.953 billion - which are unable to proceed until funding sources have been secured and a $482 million capacity to spend reduction as shown in the following table: Unfunded and Capacity to Spend Reductions Unfunded Projects: Fire Ventilation Upgrade Purchase of Subway Cars
2017 to 2026 ($millions) $163 $1,185
Purchase of Buses
$244
Purchase of 60 LRVs
$361
Total – Unfunded Projects Capacity to Spend Reductions Total
$1,953 $482 $2,435
For 2017, a budget of $1.3 billion was approved, net of $298 million unfunded and capacity to spend reductions. Staff is proceeding with project work in accordance with these approvals and progress against the plan, available funding and future needs will be reviewed and updated during the upcoming 2018-2027 Capital Budget process. Toronto-York Spadina Subway Extension (TYSSE) City Council approved the 2017-2026 Capital Budget for the Toronto-York Spadina Subway Extension with a 2017 cash flow of $545.057 million and 2018 of $160.225 million for an estimated final cost of $3.184 billion. Scarborough Subway Extension The TTC’s 2017-2026 Capital Budget includes an estimated final cost of $3.56 B for the SSE, including the SRT Life Extension and Demolition. Of the $3.56 B, City Council has approved $194.629 million to date. Toronto Transit Commission
CEO’s Report – March 2017 Update
68
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Toronto Transit Commission
CEO’s Report – March 2017 Update
69
4. Critical Projects Pioneer Village Station is 96% complete, as the TYSSE nears completion and a December 2017 opening.
Toronto Transit Commission
CEO’s Report – March 2017 Update
70
Purchase of Buses March 2017 CEO Report
Performance Scorecard
Budget Update (as of December 31, 2016) Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
G
G
G
G
(millions of dollars)
Budget:
Year to Date $78.6
Actual:
$66.7
Accomplishments
Actual Variance:
-100 buses have been commissioned as of Dec.31/16
Projected Variance:
Key Issues and Risks
$78.6
Lifetime to Estimated Final Cost Date $257.7 $465.6 $252.2
$66.7
Projected:
-107 Buses delivered from the total order of 108 buses
2016
-$11.9
$460.2 -$5.5
-$11.9
-$5.4
2016 Variance: $11.9 million under (10.5M) for delivery of buses accelerated into 2015(WO6750) +3.6M for outstanding payments to WO6274,from 2015 deliveries +0.4M for outstanding payments to WO6572,from 2015 deliveries (5.4M) for cost estimate changes EFC Variance: $5.4 million under Variance is due to cost estimate changes.
Management Action Plan
1.No risk is anticipated. Continue to receive and commission buses being delivered in 2016
Schedule Status No.
Milestone Date
Phase / Milestone / Target
1
Replacement 40ft LF Clean Diesel Buses- 95 buses
Q4 2012
2
Replacement 60ft LF Clean Articulated Diesel Buses- 11 buses
Q4 2013
3
Replacement 60ft LF Clean Articulated Diesel Buses- 141 buses
Q4 2014
4
Replacement 60ft LF Clean Articulated Diesel Buses- 1 bus
Q1 2015
5
Replacement + CSI 40 ft. LF Clean Diesel Buses- 55 + 24 buses (+26 buses)
Q4 2015
6
Replacement + CSI 40 ft. LF Clean Diesel Buses- 108 buses
Q4 2016
7
Replacement + CSI 40 ft. LF Clean Diesel Buses- 97 + 4 buses
Q4 2017
8
Replacement + CSI 40 ft. LF Clean Diesel Buses-85 + 25 buses
Q4 2018
9
Replacement + CSI 40 ft. LF Clean Diesel Buses- 90 + 25 buses
Q4 2019
Legend
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
2012 2013 2014 2015
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: March 07,2017 Reporting frequency: Quarterly
71
VISION(CAD/AVL) March 2017 CEO Report
Performance Scorecard
Budget Update (as of December 31, 2016) Schedule
Cost
Scope
Overall Risk
Current Status
Y
G
G
Y
Outlook to Completion
G
G
G
G
(millions of dollars)
Accomplishments
Budget:
Year to Date $22.5
Actual:
$7.5
-System Prototyped on 2 buses and Roadshow
-Project Binder accepted
delivered for Key Stakeholders
-Final Design received still being reviewed with vendor
-Construction of OCC in progress
Actual Variance: Projected Variance:
$22.5
Lifetime to Estimated Date Final Cost $25.4 $115.4 $10.1
$7.5
Projected:
-Preliminary Design accepted
2016
-$15.0
$115.4 -$15.3
-$15.0
$0.0
2016 Variance: $15.0 million under Variance is due to delay in awarding the contract for the CAD/AVL system payment milestones moved from 2016 to 2017
Key Issues and Risks
Management Action Plan
1.Schedule for Construction of Centralized Control Centre to be established, alternative interim planning for deployment may be required.
1.Dedicated Project Manager assigned for the design and construction of the Operation Control Centre. 2.Construction in progress on schedule for completion March 2017
EFC Variance: $0 Million
Schedule Status No.
Milestone Date
Phase / Milestone / Target
1
RFI Issued
Q1 2015
2
RFI Vendor Presentations
Q1 2015
3
RFP Issued
Q2 2015
4
Technical Evaluation Completed
Q4 2015
5
Contract Award
Q1 2016
6
Design Initiated
Q1 2016
7
Preliminary design received
Q2 2016
8
Final Design received from vendor
Q4 2016
9
Factory Acceptance Testing Complete
Q2 2017
10
Proof of Concept Complete
Q3 2017
11
Bus Installs Complete
Q4 2018
12
Streetcar Installs Complete
Q1 2020
Legend
Completed as planned On Schedule
Toronto Transit Commission
2015
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019
2020
2021 2022 2023 2024 2025 2026 2027 2028
Today
Completed Late Tracking behind Schedule
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: March 08,2017 Reporting frequency: Quarterly
72
McNicoll New Bus Garage March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
G
G
G
G
(millions of dollars)
Accomplishments
Budget:
Year to Date $2.3
Actual:
$2.4
Actual Variance:
to Buttcon-Eastern Joint Venture
Projected Variance:
$2.3
Lifetime to Estimated Date Final Cost $8.6 $181.0 $9.4
$2.4
Projected:
-Design-Build contract awarded December 20, 2016
2016
$0.1
$181.0 $0.9
$0.1
$0.0
2016 Variance: $0.1 million over Increase in expected expenditures for current year.
Key Issues and Risks
Management Action Plan
1. Several scope items remain unfunded, including motions passed by TTC Board and City Council.
1. BTL(Below the Line) project created to capture unfunded scope items. Optional pricing for some unfunded items obtained through RFP. December 2016 Board Report granted authorization to proceed with work to fulfill Council motions and to adjust budget to suit.
EFC Variance: $0 million
Schedule Status No.
Phase / Milestone / Target
Milestone Date
2015
1
RFPQ Completed
Q3 2015
2
RFP Issued
Q1 2016
3
Contract Award
Q4 2016
4
Commence Construction
Q3 2017
5
Construction substantially complete (SP)
Q2 2020
Legend
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
2016 Q1
Q2
Q3
2017 Q4
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Q1
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: December 31,2016 Reporting frequency: Quarterly
73
Purchase of New Streetcars March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
Y
G
G
Y
Outlook to Completion
Y
G
G
Y
(millions of dollars)
Accomplishments
Budget:
Year to Date $174.9
Actual:
$43.2
Actual Variance: Projected Variance:
Key Issues and Risks
Management Action Plan
1. Union labour strike action in Bombardier's Thunder Bay plant from July to Sept. 2014 impacted the vehicle delivery schedule. 2. Poor manufacturing quality in Bombardier's Sahagun, Mexico plant, as well as production and supply chain issues in Thunder Bay continue to affect vehicle quality and the delivery schedule. 3. Bombardier provided an updated delivery schedule on January 23, 2017 which confirmed 40 LFLRVs, for a total of 70, will be available on property by year end. The total deliveries per year are the same as the draft June 10, 2016 schedule, however the monthly deliveries have changed and the 204th vehicle is to be delivered by October 2019 rather than December 2019. 4. Bombardier provided a partial, contractually required, Detailed Project Schedule (DPS) on January 20, 2017 for the Thunder Bay plant. A full DPS has been promised but is still outstanding.
1. Work with Bombardier on engineering and production process control improvements. 2. Closely monitor production quality check gates, offer engineering and program oversight, as well as on-site modification program support when warranted. 3. Overhaul and maintain legacy streetcars to maintain safe and reliable streetcar service. 4. Pursue liquidated damages and cost recovery provided for in the Contract as a result of delays to vehicle delivery. 5. Continue to demand an updated DPS for all manufacturing sites to the end of the project in order to understand and plan for the impacts of these deliveries on TTC resources, including those of Transportation, Service Planning, Maintenance, Training and Engineering Departments.
$174.9
Lifetime to Estimated Date Final Cost $684.2 $1,186.5 $552.5
$50.1
Projected:
- 32 cars are now available for service. Training of Operators and maintenance staff is ongoing. - The 33rd car (4434) is expected to be accepted by TTC at the end of March 2017.
2016
-$131.7
$1,186.5 -$131.7
-$124.8
$0.0
2016 Variance: $124.8 million under Variance is primarily due to delays in the delivery of streetcars. The number of cars for 2016 was reduced from budgeted 50 cars to 16 cars. In addition, Contract Options were not executed as planned by the year end because pricing has not yet been agreed to. EFC Variance: $0 million
Schedule Status No.
Phase / Milestone / Target
Milestone Date
2014/ 2015
1
Interim Solution Available
Q3 2014
2
PRESTO Interim solution available for Streetcar Launch
Q3 2014
3
First New Streetcar Launched on Spadina
Q3 2014
4
Leslie Carhouse Storage Required
Q4 2015
5
Substantial Completion 75% of Cars deployed (Car #163- based on January 23, 2017 delivery schedule)
Q1 2019
6
204 Cars deployed (based on January 23, 2017 delivery schedule)
Q4 2019
Legend
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: March 08,2017 Reporting frequency: Quarterly
74
Leslie Barns March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
Y
G
G
Outlook to Completion
G
G
G
G
(millions of dollars)
Accomplishments
Budget:
Year to Date $33.1
Actual:
$55.1
Actual Variance: Projected Variance:
Key Issues and Risks
Management Action Plan
1.Construction Claim
1.Arbitration process in place.
$33.1
Lifetime to Estimated Date Final Cost $486.7 $516.0 $484.7
$55.1
Projected:
- Frieze wall installation completed
2016
$22.0
$523.5 -$2.0
$22.0
$7.5
2016 Variance: $22 million over Prior year slippage. Includes delay of Substantial Performance for Leslie Street Connection Track and delays in commissioning which impacted the value of progress payments for Leslie Barns. EFC Variance: $7.5 million over Cost estimate increase
Schedule Status No.
Milestone Date
Phase / Milestone / Target
1
Leslie Street open to general traffic
Q3 2015
2
Leslie Barns partial handover to Operations
Q4 2015
3
Leslie barns full handover to Operations
Q1 2016
4
Leslie Street landscaping complete
Q4 2017
Completed as planned On Schedule
Toronto Transit Commission
2015
Completed Late Tracking behind Schedule
2016 Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: December 31,2016 Reporting frequency: Quarterly
75
Surface Track March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
G
G
G
G
(millions of dollars)
Accomplishments
Budget:
Year to Date $32.9
Actual:
$30.9
Actual Variance:
Key Issues and Risks
Management Action Plan 1. Due in the LFLRV delivery schedule, the following projects are deferred: - Russell Yard Tracks 08-22 deferred to 2018 - Roncesvalles Pit Track deferred to 2018 - Roncesvalles Carhouse S curve tracks 1-28 deferred to 2019 - Russell Yard north ladder deferred to 2018 - Harvey Shops transfer table tracks deferred to 2018 pending results of EC&E facility utilization study.
2. The delivery delay of the new low floor streetcars (LFLRV) and the resulting extension of legacy fleet required for passenger service has prolonged storage demands at Roncesvalles and Russell yards which has lead to the deferral of the track rehabilitation work at these yards.
Estimated Final Cost $580.3
$253.4
-$2.0
$588.1 $4.9
-$2.0
Projected Variance:
1. The delay in the completion of Leslie Barns has resulted in the deferral of planned rehabilitation work for Roncesvalles and Russell yards in order to maintain the requisite storage capacity for the existing fleets, as well as the anticipated new streetcar deliveries.
Lifetime to Date $248.5
$30.9
Projected:
- All track rehabilitation projects, with the exception of Exhibition Loop, were completed as per schedule in 2016. - Executed the replacement of worn rail at 15 car stop and curve locations. The total scope for the 2016 SOGR program amounted to the rehabilitation of 2,432 DTM (double track metres) of tangent track and 5,710 square metres of STW track.
2016 $32.9
$7.8
2016 Variance: $2.0 million under YE 2016 variance is due to project deferrals to 2018 of the Harvey Shop tracks beneath transfer table which is awaiting EC&E space utilization study; Roncesvalles Pit Track deferral to 2018 to coordinate with Carhouse modification project and Roncesvalles Carhouse to 2019 to align with the King/Queen/Roncesvalles intersection area modification project . The above deferrals were partially offset by the extra expense related to Russell Yard - Sout End Modification Improvements project that it is still ongoing plus some deferred expense for CNE that was completed in February 2017. EFC Variance: $7.8 million over The Deputy CEO confirmed an increase to the Surface Track budget for the modification to the King St./Queen St./Roncesvalles Ave. area modification which is scheduled for 2019 ($7.1m) and the ongoing expense for Russel Yard to be finalized in 2017.
Schedule Status No.
Milestone Date
Phase / Milestone / Target
1
C.N.E. Loop (Design)
Q4 2015
2
Russell Yard - South End (Track)
Q4 2015
3
Roncesvalles Southwest - Design and Layout
Q3 2015
4
College and Spadina
Q2 2015
5
Bloor Loop and Spadina
Q2 2015
6
Bay Street
Q2 2016
7
King/Adelaide & Charlotte
Q2 2016
8
Roncesvalles Southwest Corner - Construction
Q3 2016
9
Russell Yard - South End Modification Improvements
Q2 2017
10
The Queensway - Modifications (Design Only)
Q4 2016
11
College and Bathurst
Q3 2016
12
College and Lansdowne
Q3 2016
13
Richmond St.-East of Yonge St. to York St.
Q4 2016
14
Car Stops-Ongoing State of Good Repair(SOGR)program
Q4 2016
15
Neville Loop
Q4 2016
16
St. Clair Ave. W-Bathurst to Tweedsmuir
Q4 2016
17
CNE Loop-Construction
Q1 2017
18
Dundas and Parliament
Q2 2017
19
Dundas and Victoria and Dundas Square
Q4 2017
20
Queen and Coxwell
Q4 2017
21
Queen and McCaul
Q4 2017
22
Lake Shore Blvd-Humber Loop to Dwight Ave
Q4 2017
23
Wellington St-Yonge to York
Q4 2017
24
The Queensway-Parkside Bridge to Humber Loop
Q4 2017
25
Humber Loop
Q4 2017
26
Car Stops & Curves-Ongoing State of Good Repair(SOGR)Program
Q4 2017
27
Wellington St-Church St. to Yonge St.
Q1 2018
28
Roncesvalles Pit Track
Q4 2018
29
Russel Yard Tracks 8-22
Q4 2018
30
Harvey Shop Tracks Beneath Transfer Table
Q4 2018
31
Russell Yard North Ladder
Q4 2018
32
Roncesvalles Carhouse S-Curve Tracks 1-28
Legend
Completed as planned On Schedule
Toronto Transit Commission
2015
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Today
Q4 2019
Completed Late Tracking behind Schedule
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: March 08,2017 Reporting frequency: Quarterly
76
Purchase of Subway Cars March 2017 CEO Report `
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
G
G
G
G
(millions of dollars)
Accomplishments
Year to Date
2016
Lifetime to Date
Estimated Final Cost
Budget:
$24.2
$24.2
$1,153.8
$1,166.9
Actual:
$28.0
-Completed Base and Specified Options 1A and 1B orders reliability goal of 480,000 miles Mean Distance between failures. -Completed shipping of last ATC Hardware-Ready Trainset for Option 1A. -Final Acceptance and availability of 80 Train Sets for operational service.
-Updated Maintenance Manuals and Splice of Last Car of Train #82 for "4-Car Consist". -Issuance of Purchase Orders for Cab Door Controller, Platform Side Detection and YMSS and completed Final Design Review for Train Door Monitoring System. -Completed written confirmation of TTC's exercising of Specified Spares and Special Tools and Test Equipment for Option 1C and "4-Car Consist" Trainsets.
Key Issues and Risks
$3.7
Actual Variance:
$1,166.9 -$35.0
$3.7
Projected Variance:
$0.0
2016 Variance: $3.7 million over Variance is primarily due to the transfer of the escalation and contingency allowance for project changes to 2017 along with the Milestones related to delivery and installation of De-icing system and 4-Car Consist rescheduled to 2016 and 2017.
Management Action Plan
1.Production quality and design change requirements to improve on vehicle manufacturability, functionality, reliability and maintainability continue to present challenges to the delivery schedule. 2. Production issues have caused TS #81 Preliminary Acceptance (PAC) delivery to Feb. 2017 and Final Acceptance (FAC) to March 2017 and TS #82 PAC and FAC forecasted to March 2017.
$1,118.7 $28.0
Projected:
1. Continue to monitor production quality. 2.The Carbuilder has provided an updated delivery schedule on October 15, 2015 that the TTC accepted on November 30,2015 for accelerated "4-Car consist Train Set delivery". Therefore, the schedule and cashflow presented in this report are updated. 3.The Board approved on July 11,2016 the Commercial offer for Train Door Monitoring System-Phase 2 and Yard Maintenance Support System (YMSS) Phase 1 for full system integration and testing. 4.Contract Amendment was issued Dec. 2016 for accelerated delivery of one 4-Car Trainset, TS #80. TS #81 6-Car train has arrived at Wilson Carhouse and is currently under commissioning testing. However, testing and delivery schedules could be impacted by weather conditions.
EFC Variance: $0 million .
Schedule Status No.
Phase / Milestone / Target
Milestone Date
2013 2014 2015
2016 Q1
Q2
Train #1 to #39 ready for service
Q3 2013
2
Train #40 to #60 (Option 1B) ready for service
Q1 2015
3
Train #61 to #70 (Option 1A) ready for service
Q4 2015
4
Train #72 to #75(advancement of 4-Car consist) ready for service on Line 4
Q2 2016
5
Train #71, TS#76 to #79,TS#81 (Option 1C) ready for service
Q1 2017
6
Train # 80 to #82(remaining 4- Car consist) ready for service
Q1 2017
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023
1
Legend
Q3
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Today
Unless stated otherwise, data is current as of: March 08,2017 Reporting frequency: Quarterly
77
Easier Access Phase III March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
Y
Y
G
Y
(millions of dollars)
Accomplishments
Year to Date
2016
Budget:
$35.0
$35.0
Actual:
$35.1
-Contract to make Royal York station accessible awarded December 21, 2016.
Actual Variance:
$261.2
$0.1
$774.3 $0.3
$0.1
Projected Variance:
$655.2
$261.5 $35.1
Projected:
- Elevators E2 and E3 at St. Clair West put into service December 2, 2016. - Contract to make St. Patrick station accessible awarded December 1, 2016.
Lifetime to Estimated Date Final Cost
$119.1
Key Issues and Risks
Management Action Plan
2016 Variance: $0.1 million over
1. Property acquisitions impacting several locations. 2. Increased complexities/staging, property requirements at future locations. 3. Higher than expected estimated costs due to increased complexities/staging, property requirements, scope changes, power upgrades, utilities, escalation.
1. Concept designs are being completed early to identify property requirements as early as possible. 2. Designs are being advanced to accommodate the additional time that may be required to address the increased complexities at future locations. 3. Additional funds requested in the 2017-2026 budget.
EFC Variance: $119.1 million over $117,600k Cost estimate change at various locations (as requested in the 2017-2026 budget), $1,173k Scope Transfer, $372K external funding for art.
Schedule Status No.
Phase / Milestone / Target
Milestone Date
2015
1
St. Clair West- subway to bus/ streetcar only(E2&E3)
Q4 2016
2
Ossington
Q3 2016
3
Woodbine
Q2 2017
4
Coxwell
Q4 2017
5
Dupont & St. Patrick
Q4 2018
6
Royal York,Wilson,Yorkdale,King,Runnymede & Wellesley
Q4 2019
7
Sherbourne,Bay,Chester & College
Q4 2020
8
Keele,Spadina,Lawrence,Lansdowne & Donlands
Q4 2021
9
Greenwood
Q4 2022
10
Castle Frank,Christie,High Park & Summerhill
Q4 2023
11
Rosedale,Museum & Old Mill
Q4 2024
12
Glencairn,Warden and Islington
Q4 2025
Legend
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
2016 Q1
Q2
2017 Q3
Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: December 31,2016 Reporting frequency: Quarterly
78
TR/ T1 Rail Yard Accommodation March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
G
G
G
G
(millions of dollars)
Accomplishments
Year to Date
2016
Budget:
$38.2
$38.2
Actual:
$52.5
- Achieved Contract Completion of Contract AW1-5 "Tie in Track 33 to 43" on December 22, 2016
Key Issues and Risks
Management Action Plan
None
N/A
Actual Variance: Projected Variance:
$149.9
$985.2
$167.9 $52.5
Projected:
-Achieved Substantial Performance of Contract C1-38 "Wilson Carhouse North Expansion" on October 5, - Awarded Contract S5-59 "Davisville Carhouse Expansion East Side" on December 1, 2016
Lifetime to Estimated Date Final Cost
$14.3
$985.5 $18.0
$14.3
$0.3
2016 Variance: $14.3 million over Increase in estimated expenditures for Keele Yard Retrofit, Wilson Yard Expansion Contracts and Rail Amalgamation Study. EFC Variance: $0.3 million over Wilson Complex TR Training Centre and EDD Enclosure Alterations transferred from project 584X
Schedule Status No.
Milestone Date
Phase / Milestone / Target
1
Greenwood Yard-Track Conversion and South Fence Replacement(GR1-46),(GR65-10 & GR1-41 Combined)
Q1 2016
2
Wilson Yard Site Services Stage I(A18-15)
Q2 2016
3
Wilson Yard Site Services Stage II(A18-20)
Q2 2016
4
Wilson Carhouse North Expansion(C1-38)
Q3 2016
5
Keele Yard Retrofit (B4-36)
Q1 2017
6
Wilson Yard Tie in Tracks 33-43(AW1-5)
Q4 2016
7
Wilson Yard-Consolidated Rail Amalgamation Study(G85-329)
Q2 2017
8
Q3 2017
10
Wilson Carhouse-Access Stairwell at Tracks 9/10(C1-46) Wilson Yard Tie in Carhouse North Ladder Tracks(Tracks 2-15) /AW1-4 Wilson Yard CCTV for Yard Control(A80-24)
11
Wilson Yard T&S Building Renovation(AW1-3)
Q4 2018
12
Wilson and Davisville Yards-Friction Bumping Posts(G60-266)
Q4 2018
13
Wilson Yard Conversion of ATC Track
Q4 2018
14
Davisville Carhouse Expansion East Side(S5-59)
Q4 2018
15
Kipling Station Track Expansion(F65-10)
Q4 2019
16
Greenwood T&S Building Renovation & Carhouse Pendent Retrofit (GR1-51),(GR1-40 & GR60-25 combined)
Q4 2019
17
Davisville T&S Building Renovation(S5-60)
Q4 2020
18
Wilson Carhouse Tracks 15 and 16 Expansion and Alterations(C1-42)
Q4 2020
9
20
Greenwood Carhouse Tandem Wheel Lathe with Wireless Shunter(GR1-53) Wilson Yard Signalling and System works
21
Future Works
19
Legend
2015
2016 Q1
Completed as planned On Schedule
Toronto Transit Commission
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Today
`
Q4 2017 Q4 2018
Q4 2021 Q4 2021
Post 2025
Q2
Completed Late Tracking behind Schedule
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: December 31,2016 Reporting frequency: Quarterly
79
Subway Track March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
Y
G
G
G
(millions of dollars)
Accomplishments
Year to Date
2016
Lifetime to Date
Estimated Final Cost
Budget:
$28.6
$28.6
$166.7
$504.8
Actual:
$23.4 $23.4
Projected:
BD Line 2 - Parliament Curve WB - restraining rail and expansion joint replacement. YUS Line 1 - Finch Double Crossover - major maintenance of switches.
Actual Variance: Projected Variance:
YUS Line 1 - Sheppard Double Crossover - major maintenance of switches. 'YUS Line 1 - Downsview Double Crossover - major maintenance of switches.
$147.4
-$5.2
$497.1 -$19.3
-$5.2
-$7.7
2016 Variance: $5.2 million under The Subway Track variance is primarily due to slippage of work from prior year for Track Rehabilitation and Turnout replacement programs offset by revised costs for 2016 thus resulting in a negative variance in cash flow.
EFC Variance: $7.7 million under Decreased revised estimates for WO6622(Track Rehabilitation Project) and WO6628(Turnout Replacement Project).
Key Issues and Risks
Management Action Plan
1.Reduction in available labour resources due to decrease in the exception of Employment Standard Act(ESA) restrictions. 2. Rail Grinding- Corrugation is occurring at higher rate than current grinding can correct. 3. Noise and vibration complaints divert work from SOGR. 4. Platform gags/AGAT may change track maintenance standard in platform areas.
1.None: compliance to exemption is required. 2,3. Requested additional budget for grinding in 2017 and onwards. 4. Platform gap study - board report in Dec 2016
Schedule Status No.
Milestone Date
Phase / Milestone
1
Subway / SRT Track Replacement Program(Ongoing)
Q1 2017
2
Subway/ SRT Turnout Rehabilitation Program(Ongoing)
Q1 2017
3
MOWIS Upgrade
Q1 2017
4
Rail Vehicle Based Inspection System(Finite)
Q1 2017
5
Subway Rail Grinding
Q1 2017
Legend
Completed as planned On Schedule
Toronto Transit Commission
2015
Completed Late Tracking behind Schedule
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: March 09,2017 Reporting frequency: Quarterly
80
Automatic Train Control "Line 1-YUS" March 2017 CEO Report
Budget Update (as of December 31, 2016)
Performance Scorecard Schedule
Cost
Scope
Overall Risk
Current Status
G
G
G
G
Outlook to Completion
G
G
G
G
(millions of dollars)
Accomplishments
Year to Date
2016
Budget:
$56.3
$56.3
Actual:
$56.5
-Phase 2 (TYSSE) Construction-88% complete -1 Sessions of ETTF(Engineering Test & Training Facility)system testing of POC software held
Key Issues and Risks
Management Action Plan
1. Having all work cars equipped for first ATC commissioning. 2. Maintaining delivery of TR's for service as WY is upgraded. 3. Platform and tunnel clearances for dynamic testingTYSSE. 4. Culture and training. 5. Loss of key staff.
1. Clear strategy, dedicated expert team and "plan B". 2. Simplify design, integrated work stream. Alternative migration strategy. 3. Working with TYSSE for decision markers by March 31,2017. 4. Stakeholder management and robust training. 5. Staff retention plan.
Actual Variance: Projected Variance:
$291.4
$562.8
$266.3 $56.3
Projected:
-Dynamic testing of 10 TR trains -Successful completion of 4 closures for ATC -Commissioned St. Clair West Change over cubicle -Phase 1 Construction-95% complete
Lifetime to Estimated Date Final Cost
$0.2
$562.8 -$25.1
$0.0
$0.0
2016 Variance: $0 million
EFC Variance: $ 0 million
Schedule Status No.
Phase / Milestone
Milestone Date
2015
1
ETF Proof of Concept (Track#42 Wilson Yard)
Q4 2015
2
ATC Phase #1 Commissioning (CX) (Yorkdale- Dupont)
Q3 2017
3
ATC Phase #2 CX (Vaughan Metro Centre- Sheppard West)
Q4 2017
4
ATC Phase #2A CX (Wilson Yard - Sheppard West)
Q4 2017
5
ATC Phase #2B CX (Vaughan Yard- Remainder)
Q3 2018
6
ATC Phase #2C CX (Shep W. incl. W. yard S. Hostler- Yorkdale)
Q3 2018
7
ATC Phase #3 CX (Dupont- Bloor)
Q1 2019
8
ATC Phase #4 CX (Bloor- Eglinton)
Q3 2019
9
ATC Phase #5 CX (Lawrence- Finch)
Q4 2019
Legend
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: February 28,2017 Reporting frequency: Quarterly
81
Toronto-York Spadina Subway Extension March 2017 CEO Report
Performance Scorecard
Budget Update (as of December 31, 2016) Scope
(millions of dollars)
Schedule
Cost
Overall Risk
Current Status
Y
G
Y
Y
Year to Date
2016
Lifetime to Date
Estimated Final Cost
Outlook to Completion
G
G
G
G
Budget:
$700.3
$700.3
$2,958.5
$3,184.2
Actual:
$324.4
Accomplishments -Downsview Park - Achieved Substantial Performance as of 10-Feb-17, work focuses on deficiencies.
- HWY 407 - Continued installation of bus terminal suspended ceiling and curtain wall.
- Finch West - Completed framework for installation of ceiling panels, continued curtain wall framing. - York University - Achieved Substantial Performance as of 28-Feb-17, work focuses on deficiencies. - Pioneer Village - Continued installation of weathering steel ceiling panels, completed Vent Fans testing.
- VMC - Continued T&C, completed Vent Fans testing, preparation for SP targeted for 31-Mar-17. - Finch W. Substation – energized AC power. - Completed York U. SCADA PICO Testing. - TTC/TYSSE boundary is ready for train crossings when required.
Key Issues and Risks
Management Action Plan
1. Project Schedule - not following the reset schedule. 2. Station Commissioning - Several contractors have difficulties implementing the commissioning requirements. 3. Commercial - Commercial issues affecting construction progress. 4. Design Issue Responsiveness - Backlog of late and new design changes. 5. Station and Systems Interfaces - Station readiness for follow-on Systems contractors. 6. Resolution of Third Party issues - Obtain Site plan approval which is required for Final Building permit. 7. Escalators Testing and Commissioning. 8. Commissioning of Station Fire Alarm Systems. 9. Identify and resolve dynamic envelope clearance
1. Close monitoring, meetings, workshops, use targeted acceleration and incentives. 2. Close cooperation and coaching, additional support. 3. Working w/contractors(claims design backlog),claims resolution plan. 4. Expedited design issues resolution, contain change requests. 5. Weekly coordination meetings, handover milestones, expedite work on deficiencies. 6. Expediting authority approval processes with City Leadership. 7. Schindler to provide work plan/acceptance criteria. 8. Collaboration with Operations for verification. 9. Horizontal adjustments issued, vertical adjustments to be confirmed. Gage car test forecast for March 11
Actual Variance:
$2,582.6 $324.4
Projected: -$375.9
$3,184.2 -$375.9
-$375.90
Projected Variance:
$0.0
2016 Variance: $375.9 million under Amounts presented include holdbacks and other project applicable cost. Actual data based on end of December 2016 costs. Variances include contingency amounts which have not been applied. EFC Variance: $0 million Project final cost tracking on budget
Schedule Status No.
Milestone Date
Phase / Milestone
1
Downsview Park(Sheppard West Station (SP) )
Q1 2017
2
Finch West Station (SP)
Q3 2017
3
York University (SP)
Q1 2017
4
Pioneer Village(Steeles West Station (SP))
Q2 2017
5
Highway 407 ( SOP)
Q3 2017
6
Vaughan Metropolitan Centre Station (SP)
Q1 2017
2015
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Running Structures 7
North and South Tunnel
8
Trackwork
Q1 2016
2015
9
Special Trackwork
Q1 2016
10
Tunnel Drop Shaft Closures(SP)
Q3 2017
11
Tunnel Outfitting and Finishing(SP)
Q1 2017
12
Traction Power (SP)
Q1 2017
13
Train Control (signals,incl. testing)
Q3 2017
14
Communications and Integrated Controls
Q3 2017
15
Commissioning
Q4 2017
Legend
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: January 31,2017 Reporting frequency: Quarterly
82
Scarborough Subway Extension March 2017 CEO Report
Performance Scorecard
Budget Update (as of December 31, 2016) Schedule
Cost
Scope
Overall Risk
Current Status
R
Y
R
R
Outlook to Completion
R
Y
R
R
(millions of dollars)
Accomplishments
Year to Date
2016
Lifetime to Date
Estimated Final Cost
Budget:
$110.8
$110.8
$136.3
$3,305.0
Actual:
$19.4 $19.4
Projected:
-Project team is proceeding with design, based on the recommended McCowan alignment
Actual Variance:
$30.5
-$91.4
$3,305.0 -$105.8
-$91.4
Projected Variance:
$0.0
Key Issues and Risks
Management Action Plan
2016 Variance: $91.4 million under Variance is due to delay in the Environmental Assessment(EA) process and the rebaselining of the project scope.
1.As approved at the July 13/16 City Council meeting, City Planning's Scarborough Transit Plan results in rebaselining the SSE project scope from a three station Kennedy to Sheppard expansion, to a one stop extension from Kennedy to Scarborough Centre. 2.TTC has worked with the City to identify the preferred alignment as McCowan, with Triton bus terminal. 2.Geotechnical and survey fieldwork, as well as many design activities, have resumed. 3.EFC was approved in 2013 based on 0% design. Based on scope confirmation through the EA process, the project budget and schedule will be confirmed as design is developed to the 30% stage, factoring in delivery strategy and risk.
1.Mitigating delays where possible.
EFC Variance: $0 million
Schedule Status No.
Phase / Milestone
Milestone Date
2014/ 2015
1
EA Consultant Contract Award
Q3 2014
2
Tunnel Design Contract Award
Q4 2014
3
Project Management Consultant Award
Q1 2015
4
Station Design Consultant Award
Q2 2015
5
System Design Consultant Award
Q2 2015
6
Geotechnical Consultant Award
Q2 2015
7
Environmental Assessment(EA)
Q4 2017
8
1st Public Consultation Held
Q1 2015
9
2nd Public Consultation Held
Q2 2015
10
3rd Public Consultation Held
Q1 2016
11
4th Public Consultation Held
Q2 2016
12
TTC Board/P&GM/Council
Q1 2017
13
Transit Project Assessment Process(TPAP)
Q4 2017
14
Scarborough Subway Extension Begin Service
Q4 2026
Legend
Completed as planned On Schedule
Toronto Transit Commission
Completed Late Tracking behind Schedule
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: March 09,2017 Reporting frequency: Quarterly
83
PRESTO March 2017 CEO Report
Performance Scorecard
Budget Update (as of October 01, 2016) Schedule
Cost
Scope
Overall Risk
Current Status
Y
G
Y
Y
Outlook to Completion
Y
G
G
Y
(millions of dollars)
Accomplishments
Year to Date
2016
Budget:
$9.5
$12.7
Actual:
$8.7
-Completed Bus Roll-out
Key Issues and Risks
Management Action Plan
1. Civil Works contract to complete faregate installation 2. Labour Strategy for PRESTO Installation work activity 3. PRESTO channel distribution/support strategy 4. Strategy for Limited-Use-Media 5.Development of Full Service Vending Machines 6.Performance of Devices
1. Leverage exisitng construction processes; Reviewing procurement options 2. Identify negotiations options. Operational changes in subway 3. Developed conceptual scope in 2016. Incremental roll-out in 2017. 4.Develop short list of options. TTC policy review regarding cash paying customers. PRESTO technical/financial review. 5. Maintain some level of station sales until production machine available. Leverage existing vendor device. 6. Software releases to address device issues.
Actual Variance:
-Completed PRESTO rollout for Legacy Streetcars
$30.0
-$0.8
$47.0 -$0.8
$0.0
Projected Variance:
$46.9
$29.2 $12.7
Projected:
-69 Subway Stations PRESTO Enabled -Faregates installed at 46 Subway Stations (at least one entrance per station)
Lifetime to Estimated Date Final Cost
$0.1
2016 Variance: $0 million . EFC Variance: $0.1 million over Variance is due to Calenderization
Schedule Status No.
Phase / Milestone
Milestone Date
2014/ 2015
1
Start PRESTO Rollout on Spadina
Q4 2014
2
Interim Solution Available
Q3 2014
3
Interim Solution for Streetcar Launch
Q4 2014
4
PRESTO Subway Stations for 2015 Pan AM Games- Wave 1
Q2 2015
5
PRESTO Implementation on Legacy Streetcar
Q4 2015
6
PRESTO Implementation on buses
Q4 2016
7
PRESTO Implementation on Wheel Trans(TTC Buses/Contracted Vans)
Q4 2016
8
PRESTO Implementation on New Streetcars
Q4 2019
9 10
PRESTO Payment functionality at all Subway Stations(at least one entrance) PRESTO Full Deployment(PRESTO payment functionality at all entry/payment points)
Legend
Completed as planned On Schedule
Toronto Transit Commission
2016 Q1
Completed Late Tracking behind Schedule
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Q4 2016 Q4 2017
Q2
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: March 09,2017 Reporting frequency: Quarterly
84
SAP March 2017 CEO Report
Performance Scorecard
Budget Update (as of December 31, 2016) Schedule
Cost
Scope
Overall Risk
Current Status
Y
G
G
Y
Outlook to Completion
G
Y
G
G
(millions of dollars)
Accomplishments
Year to Date
2016
Lifetime to Date
Estimated Final Cost
Budget:
$21.2
$21.2
$25.2
$63.4
Actual:
$17.6 $17.6
Projected:
- Realization Phase for Wave 1 began January 10,2017. -Employee Service Centre work started. '-Information sessions were delivered for ITS, Human Resources, Finance and Payroll.
Key Issues and Risks
-All Process Design Definition documents for Wave 1 are now complete for all of HR, Finance, Payroll and Benefits. Functional Specification documents are still being reviewed by the TTC legacy team, and expected to be complete the last week of February
Actual Variance: Projected Variance:
$23.7 $63.4 -$1.5
-$3.6 -$3.6
$0.0
Management Action Plan
- Additional resources were required to be provided in January from both outside and within the TTC organization to fulfill SAP Program resource needs. Test preparation phase has been impacted directly in schedule and cost due to missing resources as we still try to fill positions.
-Expedite GTA testers recruitment (2 filled /7 vacant) -Business has provided JD to backfill and expected expedite hiring
2016 Variance: $3.6 million under Variance is due to late start of IBM contract. EFC Variance: $0 million
Schedule Status No.
Milestone Date
Phase / Milestone
1
Award Program Management Contract
Q2 2015
2
Wave 1/Release1 team in place
Q3 2015
3
Program Management team in place
Q4 2015
4
Award System Integrator (SI) Contract
Q1 2016
5
Wave 1 - Core HR / Payroll / Finance (Release 1)
Q4 2015
6
Wave 1 - Core HR / Payroll / Finance (Release 2)
Q4 2017
7
Wave 1 - Core HR / Payroll / Finance (Release 3 & 4)
Q4 2017
8
Wave 1 - Core HR / Payroll / Finance (Release 5)
Q4 2017
9
Wave 2-Workforce Management
Q4 2017
10
Wave 3-Budgeting,AP/AR, Procurement
Q4 2017
11
Wave 4-Integration-Facilities Management
Q3 2018
12
Wave 5-Integration-Bus Maintenance
Q1 2019
13
Wave 6-Integration-Rail Maintenance
Q3 2019
Legend
Completed as planned On Schedule
Toronto Transit Commission
2015
Completed Late Tracking behind Schedule
2016 Q1
Q2
Q3
2017 Q4
Q1
Q2
Q3
Q4
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Today
Completed w/Impact on Critical Path Poses Risk to Critical Path
CEO’s Report – March 2017 Update
Unless stated otherwise, data is current as of: February 17,2017 Reporting frequency: Quarterly
85
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Toronto Transit Commission
CEO’s Report – March 2017 Update
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Toronto Transit Commission
CEO’s Report – March 2017 Update
87
For further information on TTC performance, projects, and service, please see www.ttc.ca Andy Byford Chief Executive Officer Toronto Transit Commission
Toronto Transit Commission
CEO’s Report – March 2017 Update
88