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TTC CEO's Report

Northern Light

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For those into following TTC minutiae ....you will be aware that at Commission meetings there has traditionally been a CGM (Chief General Manager's Report) on the agenda, which provides cursory updates on ridership and financial performance for the one or two most recent board periods.

This has now been changed to the CEO's Report.

http://www.ttc.ca/About_the_TTC/Com...rch_30/Minutes_Other/CEO_REPORT_PERIODS_1.pdf

Big whoop on the name change, LOL......BUT.....

Wow on the reading. Transit geek heaven.

This report is WAY more thorough than the old version.

It contains a raft of KPIs (key performance indicators)

such as

Schedule adherence (by mode)
Station Cleanliness targets
Crime on the TTC
Employee Absenteeism
% of escalators and elevators working
Even % of fare vending machines working is due to be added.

It shows the actual, the target, the trend (improving or getting worse)

The explanations are also very involved.

Its too early to fully judge the performance of Mr. Byford one should certainly not substitute fancy reports for actual customer service; but this appears to be a big step in the right direction. At least we can all, easily, see how they are doing in a range of performance areas now.
 
For those into following TTC minutiae ....you will be aware that at Commission meetings there has traditionally been a CGM (Chief General Manager's Report) on the agenda, which provides cursory updates on ridership and financial performance for the one or two most recent board periods.

This has now been changed to the CEO's Report.

http://www.ttc.ca/About_the_TTC/Com...rch_30/Minutes_Other/CEO_REPORT_PERIODS_1.pdf

Big whoop on the name change, LOL......BUT.....

Wow on the reading. Transit geek heaven.

This report is WAY more thorough than the old version.

It contains a raft of KPIs (key performance indicators)

such as

Schedule adherence (by mode)
Station Cleanliness targets
Crime on the TTC
Employee Absenteeism
% of escalators and elevators working
Even % of fare vending machines working is due to be added.

It shows the actual, the target, the trend (improving or getting worse)

The explanations are also very involved.

Its too early to fully judge the performance of Mr. Byford one should certainly not substitute fancy reports for actual customer service; but this appears to be a big step in the right direction. At least we can all, easily, see how they are doing in a range of performance areas now.

Noticed the following:


Reliability Current Target

Scarborough Rapid Transit 81.8% 80.0%
Bus 66.5% 65.0%
Streetcar 71.1% 70.0%

I think the Current Reliability for Streetcars are 71.1% vs 66.5% for buses is because that 510 Spadina and 512 St. Clair are on right-of-ways.
 
Oops, didn't notice this new thread, posted elsewhere...

Plus, "key performance indicators in dashboard format". OMFG. This is not your father's TTC. Or Gary Webster's.

Fun fact: TTC's employee absence rate is double the economy-wide average.
 
The company I work for uses KPIs too. Does every company?

Most, because it makes it easy for those without understanding of the actual processes to understand where things are, but some KPI's are better defined than others.

I remember when software developer proficiency was measured by line count. Suddenly developers started unrolling loops and writing very verbose code.

Then it was measured by commit count, and suddenly developers were commiting the most minute changes without testing (fixes are more commits).

Then it was bug report count and nobody changed anything because they might get hit with a new bug.

Then it was fixed ticket count and of course anything complex gets ignored and even the most trivial step gets a ticket created for it.


You need to be really careful what you choose to measure and what the targets are when trying to boil down to a small set of stats. Particlarly if the people making the decisions don't experience the bigger picture very often. Giambrone was the only politician I've seen on different TTC bus routes, streetcar routes, and subway. Even the ones who use TTC frequently have a fairly static route.



For example. You can fix the bus on-time KPI problem by redoing the schedules so they run at an average of 5km/h between stops and force drivers to stick to that schedule. Only the worst traffic jam would cause it to deviate from schedule.

Your KPI is 100% but actual service is really bad.
 
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