Mayoral Candidate Knia Singh TTC Plan 4 6 23 W TTC Reports

April 6, 2023
Making the TTC safer for Torontonians is not something we can wait 3 years for, nor can we
solely rely on increased funding, since there is no guarantee that funds will be available. An
immediate action plan that will utilize resources already available and reallocate them to
serve the purpose required is what Toronto needs to address violence on the TTC.
As Mayor of Toronto these would be the proposed actions taken to address the issue of
violence on the TTC.
1. – CREATE A “FIT TO RIDE” PLAN
FIT TO RIDE, is an initiative that would apply the principles of impaired driving and sharing
roadways to that of unwell TTC patrons and sharing transportation services.
All available Special Constables would be paired with another TTC employee and ride and
monitor the TTC with the intention of making sure that patrons are in a safe environment
and undisturbed by other riders.
These Special Constables and TTC employees, would be equipped with a communication
device that is not reliant on cell service such as a 2-way radio. If they are to observe any
disturbance they would radio in their location and circumstance and keep eyes on the
situation until support arrives in the form of police, other special constables, or employees.
The quick response to a potentially harmful situation will increase response time for medical
attention, and act as a deterrent to violent activity.
The “FIT TO RIDE” program would emphasize the importance of being “Fit to Ride” the TTC,
meaning the patron is not in a state where they are a harm to themselves or any others, just
like you would be if behind the wheel of a car on a public road.
This does not mean if you are intoxicated you must be taken off the TTC, but if your
intoxication is a disruption to patrons of the TTC, or a safety risk to the person themselves
or others has developed, there is a responsibility of the TTC to engage that person and
ensure their safety and the safety of others.
A by-law can be developed to delineate the parameters of what would constitute being
unfit to ride, to provide guidance on what to do in potentially dangerous situations.
2. – PROVIDE POSITIVE MESSAGING AND MUSIC THROUGH TTC INTERCOM SYSTEM
In between regular TTC announcements, there is an opportunity to provide positive

messaging that can potentially de-escalate a patron that is experiencing psychological
distress that may lead to violent behaviour.
In 1998, at Kennedy Station, the TTC employed the use of classical music over the P.A.
system to discourage aggressive behaviour.
“The TTC introduced classical music over the public address system at Kennedy
Station in 1998. According to a TTC press release, the decision was made
following a safety audit report, which suggested that classical music would
encourage people to move quickly through the station rather than loiter in
groups.”
Posters and advertisement on TTC property addressing the causes, signs, and symptoms of
mental health complications, may reduce conflicts between patrons, reducing the potential
for violent incidents.
3. – REINSTATE THE STREETS TO HOMES PARTNERSHIP ON A FULL-TIME BASIS
Streets to Homes Outreach - With traditional sheltering spaces closed or operating with
reduced hours due to the pandemic, the TTC has observed an increase in people
experiencing homelessness setting up shelter on vehicles. To provide a coordinated and
compassionate response, the TTC has been working closely with the City of Toronto to help
find safe and appropriate shelter for those experiencing homelessness. In April 2021, two
teams of Special Constables began patrolling the TTC system with outreach workers from
the City’s Streets to Homes program. Special Constables partner with Streets to Homes
teams every Tuesday and Thursday from 0900hrs-1430hrs to offer services to people
experiencing homelessness. Many people are connected with outreach workers from
Streets to Homes who assist individuals with temporary and permanent housing. The
partnership offers harm reduction supplies, food vouchers, and helps the individuals find
the proper support and shelter they need. In Q1 2022, the Community Engagement will
expand to four members. The TTC will work with the City of Toronto to extend the Streets to
Homes to ten (10) dedicated members to support the TTC seven days a week, increasing
service hours.1 (Taken from the TTC Special Constable Service 2021 Annual Report,
published April 14, 2022)
This program should be reinstated, expanded, and operated during non-peak hours to
increase its potential to reach the target group which are homeless and those in distress.
1
https://ttc-cdn.azureedge.net/-/media/Project/TTC/DevProto/Documents/Home/Public-
Meetings/Board/2022/April-
14/Reports/12_TTC_Special_Constable_Service_2021_Annual_Report.pdf?rev=fb4c35e6d24648ad853715c171
47943d&hash=BF097F2CF3EFA300FFE88B7A493275A0
EXTENDED DISCUSSION ON THE TOPIC
We need safety now, and we do this by reallocating the resources we already have.
Random acts of violence are an ongoing major problem in Toronto. It is a culmination of years of
neglect relating to the mental health of society, the increased poverty, and the normalization of
violence in the mainstream.
Everyone affected must become part of the solution to get us out of this problem as soon as
possible. Passing blame will only delay the solutions and foster the environment for this activity to
continue until it becomes almost impossible to get rid of.
TTC EMPLOYEES
It has been difficult to ascertain how many employees the TTC has. Currently, according to online
sources the TTC has 14,000 employees.2 Having up to date, accurate information, would enable the
city to reallocate some workers as quality control inspectors to keep the TTC safe.
The mere presence of a TTC employee in uniform provides a sense of comfort to riders, and it
provides an opportunity for riders to alert any concerns about other riders to TTC employees.
It has already cost a significant amount of money to have Toronto Police patrolling the TTC,
therefore TTC special constables should assume that role since they are peace officers and have
been provided training as to how to address TTC riders who are violating by-laws.
The problem of violence on the TTC is not due to the TTC doing something wrong, it is due to the
state of the world. The past three years have had a residual effect on the population that has
expressed itself in various ways, some of those through an increase in mental health distress.3
For example, the TTC Special Constable Service 2021 Annual Report indicates that there has been a
64% decrease in the amount of arrests for criminal offences by TTC Special Constables, and a 33%
increase in mental health apprehensions of TTC riders.
It is going to take all levels of government, For-profit and non-profit corporations, charitable
institutions, and everyday Torontonians to work together to make the TTC a safer environment.
Statistically most calls for service (86.34% in 2021) take place on the subway or at TTC subway
stations. This can be viewed as a result of volume and traffic, compared to bus stations and streetcar
traffic.
The types of behaviour that we as Torontonians find the most disturbing, are the unprovoked,
random attacks that result in serious injury or death.
2
https://www.ttc.ca/transparency-and-accountability/Operating-Statistics/operating-statistics-2016/key-
facts#:~:text=More%20than%2014%2C000%20employees%20serve,%2Da%2Dbillion%20customers%20annuall
y.
3
https://ttc-cdn.azureedge.net/-/media/Project/TTC/DevProto/Documents/Home/Public-
Meetings/Board/2022/April-
14/Reports/12_TTC_Special_Constable_Service_2021_Annual_Report.pdf?rev=fb4c35e6d24648ad853715c171
47943d&hash=BF097F2CF3EFA300FFE88B7A493275A0 page 5 of 6 introduction
We may never figure out exactly why these things occur, we also cannot predict when, where and
how these things will occur, but we can put ourselves in a position to reduce the severity of attacks,
and provide support needed to reduce harm and preserve the lives of victims of TTC violence.
SIGNIFICANT WAYS PEOPLE GET HURT ON THE TTC, AND HOW TO PREVENT IT.
1. Jumping on the tracks or being pushed on to the tracks

2. Assaulted with or without a weapon while on a TTC vehicle or on TTC property
This list is not exhaustive, there are others such as sexual assaults on crowded vehicles, verbal
harassment and threats, robberies, and thefts, along with others.
SUMMARY OF HOW TO PREVENT INJURIES AND DEATH ON THE TTC
1. Jumping on the tracks or being pushed on the tracks - Barriers must be constructed that
limit the ability of patrons to access the train while it is in motion. There are a multitude of
ways this can be done, from costly to less costly, no matter which route is taken, it will cost,
however every life that is saved will be worth it. One way these barriers can be paid for is
through corporate sponsorship. There should be no lack of corporations willing to contribute
finances to ensure their entity is visible and associated with barriers that will help save lives.
2. Assaults - Because assaults have become unpredictable and brazen on the TTC, there is
difficulty in predicting when and where they might happen. The technique of paying
attention to signs of potential violence, avoiding certain locations, or staying in a designated
safety area, are all wise ideas that may help keep you safe, however there are situations
where that is not enough and the reliance on others to alert the relevant authorities
becomes paramount. If an assault is imminent, the most effective way to remain safe is with
the assistance of trained professionals that will be able to provide a buffer between you and
the potential assailant. These professionals are TTC Special Constables, or Peace officers. It
must be accepted that just like everyday life outside the TTC, we cannot prevent every
assault, but preventing it and holding those accountable for it is extremely important to
preventing future occurrences. We must do everything in our power to prevent harm to
others and understand how to alert others. - Remedy - ensure there are constant messages
over the intercom throughout the day providing patrons tip on how to address a potential
assault, who to look for when needing assistance, and how to get a hold of them. The TTC
must immediately provide wi-fi access on their trains. Each train should be equipped with a
method of receiving wi-fi service no matter what train you are on, in order for that patron to
alert the TTC and their loved ones that they are in danger.
CONCLUSION
Due to the urgency of the situation, I have shared some of my thoughts on the subject, and
how I would start to address this issue as Mayor of Toronto. As Mayor of Toronto, having
access the resources afforded by the city through professional departments and reports
would answer much of the questions I had while assembling this document.
Sincerely, Knia Singh, 2023, Toronto Mayoral Candidate.

For Action
TTC Special Constable Service 2021 Annual Report

Date: April 14, 2022
To: TTC Board
From: Chief Strategy and Customer Officer (Acting)
Summary
This report provides an annual update on services provided by the Special Constable
Service (SCS) Departments. The Special Constable Services report is prepared to
comply with the Special Constable Agreement between the Toronto Police Services
(TPS) Board and the Toronto Transit Commission, which requires the TTC to provide an
annual report to the TPS Board; attached with this report as Appendix 1.
Recommendations
It is recommended that the TTC Board:
1. Approve the transmittal of the attached Appendix 1 – Special Constable Service

2021 Annual Report to the Toronto Police Services Board as per Section 8.9 of the
Special Constable Agreement between the Toronto Police Services Board and the
TTC.
Financial Summary
There is no financial impact arising from the adoption of this report’s recommendations.
Funding included in the TTC’s 2022 Operating Budget for the Special Constable Service
department enables staff to deliver their services in compliance with the Special
Constable Agreement between the Toronto Police Services Board and the TTC.
The TTC continues to make significant investments in the Revenue Protection and
Special Constable Service (RP SCS) Culture Change Program to ensure safety,
security and revenue protection services are customer-focused and founded in equity,
respect and dignity for customers and employees. Specifically related to these culture
change initiatives, $0.6 million in funding was added in 2021 with a further $0.3 million
added in 2022. This combined $0.9 million in operating funding, supports the
development of key Culture Change Program deliverables such as new training
courses, revised training program, new customer-facing policies, a 360-degree survey
and a uniform re-brand.
TTC SCS 2021 Annual Report Page 1 of 6

The investments made in the Culture Change Program reinforce Revenue Protection
and Special Constable Service departments commitment to promoting and supporting
diversity and inclusion to reflect and respond to the needs of employees and customers.
The Chief Financial Officer has reviewed this report and agrees with the financial impact
information.
Equity/Accessibility Matters
The TTC is committed to supporting and promoting equity, diversity and inclusion in all
policies, procedures, processes, programs and services to reflect as well as respond to
the needs of customers and employees. Special Constables and Fare Inspectors have
significant public contact and perform customer service, safety and security roles. The
TTC expects that all its employees perform their duties in an equitable, inclusive,
respectful and safe manner. Employees must have the necessary skills to meet these
expectations.
Culture Change Program
The Revenue Protection and Special Constable Service Culture Change Program
(CCP) has been the foundation for all work carried out in 2021 by staff from the two
departments. The objective of the CCP is to have safety, security and revenue
protection services that are customer-focused and founded in equity, respect and
dignity for customers and employees. This includes communities that historically and
currently experience systemic barriers, including Black and Indigenous peoples who
were statistically overrepresented in TTC enforcement incidents and TTC charges and
cautions.
Both departments are undergoing transformative internal and external change to

demonstrate a commitment to accountability, transparency, building public trust,
addressing regulatory concerns and ensuring bias-free service delivery. The
departments have considered critical recommendations from various third-party reports,
expert stakeholders, and industry benchmarking while focusing on the essential
priorities of transit safety, security and at the same time maximizing revenue protection.
Revenue Protection and Special Constable Service will continue to integrate the CCP
pillars into all facets of their work to ensure safety, equity, respect and dignity are the
cornerstone of all programs and initiatives. The departments will consult with expert
stakeholders, community stakeholders and the general public on various ongoing
improvements (i.e. new policies, new technologies, etc.). All changes will use the culture
change pillars as a foundational framework.
Public Complaints
Previous Ombudsman Toronto recommendations have included the need for

independence regarding investigations involving our Fare Inspectors and Special
Constables, as well as related policies and services. The TTC launched the Fare
Inspector and Special Constable Complaints (FISCC) Office on June 30, 2021 in order
to create a more inclusive transit system. The goal of the FISCC Office is to investigate

and resolve all complaints involving members of the Revenue Protection and Special
Constable Service departments including TTC Fare Inspectors and Special Constables,
as well as related policies and services. The TTC's former Unit Complaints Coordinator
function was decommissioned and the FISCC Office was launched to provide a more
accessible and fair investigation process for customers and employees.
Training
The Revenue Protection and Special Constable Service departments continue to

explore new training courses in areas such as Indigenous awareness, anti-racism,
mental health awareness and resiliency in collaboration with the University of Alberta
and the Centre for Addiction and Mental Health (CAMH).
Suicide Prevention is a 90-minute online course sourced by the TTC Safety and
Environment Department. The course teaches trainees to recognize when someone is
in crisis and connects them to help and support. This course was implemented for all
frontline staff to better support people in crisis.
2SLGBTQ+ Awareness and Practices for Police, Law Enforcement and Criminal Justice
Professionals is a course delivered by the Serving with Pride organization. The course
educates frontline and administrative professionals by providing in-depth information
specific to care and response of 2SLGBTQ+ persons by police and law enforcement in
public service.
Enhanced Peer Support training also includes racism scenarios to better equip the team
when providing emotional and psychological support to TTC employees, including
scenarios involving incidents of racism.
Decision History
On May 15, 2014, a new Special Constable Agreement was reached with the Toronto
Police Services Board to designate the Special Constables with limited powers and
authorities under selected Federal and Provincial statutes. These restored authorities
were conferred to support the enforcement of TTC By-law No.1 and to increase the
level of effectiveness and efficiency in delivering security and limited law enforcement
services in cases where it was neither possible nor practical for a police officer to
respond in a timely manner.
2014 TTC Transit Enforcement Annual Report to the Toronto Transit Commission and
the Toronto Police Services Board
On May 12, 2021, the TTC Board adopted the recommendation to approve the
transmittal of the 2020 TTC Special Constable Service Annual Report to the TTC Board
and Toronto Police Services Board.
TTC Special Constable Service and Revenue Protection 2020 Annual Reports

Issue Background
Section 8.9 of the Special Constable Agreement between the TPS Board and the TTC
requires the TTC to provide to the TPS Board an annual report. This report contains
statistical data, including information regarding enforcement activities, training, use of
force activities, supervision, complaints and other issues of concern to the parties, and
such further categories of information as may be requested by the TPS Board or the
Chief of Police, from time to time. Similar agreements and reporting requirements are in
place between the TPS Board and other Toronto municipal special constable groups,
such as the Community Safety Unit of the Toronto Community Housing Corporation
(TCHC).
Appendix 1 – Special Constable Service 2021 Annual Report fulfills the agreements
requirements and is consistent with the standardized format as directed by the TPS
Board.
Comments
This report provides an overview of the 2021 activities for the Special Constable Service
Department. The annual report has been revised to demonstrate the alignment with the
ongoing Revenue Protection and Special Constable Service Culture Change Program.
Appendix 1 – Special Constable Service 2021 Annual Report has been prepared in
compliance with the Special Constable Agreement between Toronto Police Services
(TPS) Board and the Toronto Transit Commission (TTC).
Activity Highlights
The following tables highlight Special Constable Service calls for service,
arrests/apprehensions and use of force.
Calls for Service
Special Constables received 31,058 calls for service in 2021, a 16% increase over
2020. Throughout the pandemic, TTC saw a decline in regular paying ridership and an
increase in people experiencing homelessness seeking shelter on the TTC, which
promoted calls for Special Constables and Fare Inspectors. There was an increase to
calls for service in all categories, with the most signifigant increases relating to calls for
suspicious incidents, trespassing and calls for medical assistance.
Mode Calls Received % of Total

Scarborough RT 210 0.68
Subway 26,817 86.34
Surface 4,031 12.98
Total 31,058 100
Table 2: Calls for Service

Arrest/Apprehension Totals
Special Constables submitted 123 records of arrest for Criminal Code offences in 2021,
a 64% decrease over 2020. They also made 128 apprehensions under the Mental
Health Act, representing a 33% increase over 2020.
Total Arrested/
Authority Charged/
Apprehended
Criminal Code 123
Mental Health Act 128
Liquor License Act 5
Trespass To Property Act 9
Controlled Drugs and Substances Act 0
Total 265
Table 3: Arrest/Apprehension Totals
Use of Force Reporting
Special Constables are bound by Ontario Regulation 926/90, which compels Police
Officers to submit a Use of Force Report (UFR Form 1) to the Chief of Police when a
Police Officer who, when in the performance of their duties, uses force on another
person that results in an injury requiring medical attention or uses a weapon on another
person.
The TTCs internal policy on reporting use of force by Special Constables uses a lower
threshold. Each incident where an application of force is used that is beyond compliant
handcuffing is required to be reported to the Toronto Police Service.
The following chart further summarizes the number of incidents and the category of
offence involved in each type of force application:
As per the Police Services Act:
Highest Level Number of Use of Force Criminal Provincial Offence

of Force Used Incidents Reports Code (LLA, MHA,TPA)
Submitted
OC Foam 1 1 0 1*
Injury 0 0 0 0
Total 1 1 0 1
Table 4: Use of Force as per Police Services Act
*1 incident relating to the Mental Health Act
There were 37 incidents in 2021 in which 79 internal Use of Force reports were
submitted as per departmental policy. Multiple Use of Force reports are submitted, one
per individual officer attending the same incident. In one of these incidents, a baton was
presented, and in another incident, OC Foam was used during an interaction with an

assaultive subject. Five Use of Force reports were required to be submitted to Toronto
Police.
Appendix 1 provides additional details on Special Constable Service 2020-2021 trends.
Streets to Homes Outreach
With traditional sheltering spaces closed or operating with reduced hours due to the
pandemic, the TTC has observed an increase in people experiencing homelessness
setting up shelter on vehicles. To provide a coordinated and compassionate response,
the TTC has been working closely with the City of Toronto to help find safe and
appropriate shelter for those experiencing homelessness.
In April 2021, two teams of Special Constables began patrolling the TTC system with
outreach workers from the City’s Streets to Homes program. Special Constables partner
with Streets to Homes teams every Tuesday and Thursday from 0900hrs-1430hrs to
offer services to people experiencing homelessness. Many people are connected with
outreach workers from Streets to Homes who assist individuals with temporary and
permanent housing. The partnership offers harm reduction supplies, food vouchers, and
helps the individuals find the proper support and shelter they need.
In Q1 2022, the Community Engagement will expand to four members. The TTC will
work with the City of Toronto to extend the Streets to Homes to ten (10) dedicated
members to support the TTC seven days a week, increasing service hours.
Next Steps
A report on the Culture Change Program has been included as an appendix to the
Diversity and Culture 2021 Annual Report. This report will provide details on the
progress that has been made to date, what we are currently doing and next steps.
Contact
Andrew Dixon, Head – Special Constable Service

416-709-2633
andrew.dixon@ttc.ca
Signature
Scott Haskill
Chief Strategy and Customer Officer (Acting)
Attachments
Appendix 1 – Special Constable Service 2021 Annual Report

Toronto Transit Commission
Special Constable Service
2021 Annual Report

Table of Contents
Executive Summary .......................................................................................................................................................... 3

COVID-19 Response ....................................................................................................................................................... 5
Structure for Success ....................................................................................................................................................... 6
Organizational Chart........................................................................................................................................................ 6
Departures ....................................................................................................................................................................... 7
Appointments ................................................................................................................................................................... 7
Diversity Breakdown ........................................................................................................................................................ 8
Languages Spoken.......................................................................................................................................................... 8
Community Engagement Team ..................................................................................................................................... 10
Modernize Policies, Procedures, Standards and Programs ....................................................................................... 11
Update Technologies ...................................................................................................................................................... 12
Overhaul Training and Monitoring Systems ................................................................................................................. 13
Training .......................................................................................................................................................................... 13
Recruit Program ............................................................................................................................................................ 14
Annual Recertification.................................................................................................................................................... 14
Culture Change Presentation Program ......................................................................................................................... 15
Additional In-Service Training ....................................................................................................................................... 15
Equipment ..................................................................................................................................................................... 15
Performance Management and Accountability.............................................................................................................. 16
Calls for Service ............................................................................................................................................................ 16
Arrest/Apprehension Totals ........................................................................................................................................... 16
Reporting ....................................................................................................................................................................... 16
Property ......................................................................................................................................................................... 19
Compliance Reporting ................................................................................................................................................... 19
Injury Reporting ............................................................................................................................................................. 21
Court Services ............................................................................................................................................................... 21
Provincial Offence Notices (PON) Issued ..................................................................................................................... 22
Time Spent in Court....................................................................................................................................................... 23
Fines Imposed and Fines Collected .............................................................................................................................. 25
Conclusion ....................................................................................................................................................................... 26
Contact information ....................................................................................................................................................... 26
2 | Special Constable Service Annual Report 2021

Executive Summary
The TTC is committed to supporting and promoting equity, diversity and inclusion in all policies,
procedures, processes, programs and services to reflect and respond to the needs of customers and
employees. This includes communities that historically and currently experience systemic barriers,
including Black and Indigenous peoples who were statistically overrepresented in TTC enforcement
incidents and TTC charges and cautions. Special Constables and Fare Inspectors have significant
public contact and perform customer service, safety as well as security roles. The TTC expects that
all its employees perform their duties in an equitable, inclusive, respectful, and safe manner.
Employees must have the necessary skills to meet these expectations.
The Revenue Protection and Special Constable Service departments are undergoing transformative
internal and external change to demonstrate a commitment to accountability, transparency, building
public trust, addressing regulatory concerns, and ensuring bias-free service delivery. The
departments have considered critical recommendations from various third-party reports, expert
stakeholders, and industry benchmarking while focusing on the essential priorities of transit safety,
security, at the same time maximizing revenue protection.
To instill an effective cultural change, the Revenue Protection and Special Constable Service
departments have taken a holistic approach by examining and addressing people, processes,
training and technology. The Revenue Protection and Special Constable Service Culture Change
Program pillars provide a framework to guide all work within the departments.
Table 1 provides a high-level overview of the four program pillars, the respective desired outcomes
and 2021 accomplishments.
Structure for Modernize Update Overhaul

Success Policies Technologies Training and
Monitoring
Systems
Create and Alignment with Implement new Implement

Culture Change support a diverse third-party report technologies to training founded
Pillars and inclusive recommendations support third- in equity,
workforce party report respect and
recommendations dignity for
customers and
employees
Fair, merit-based New and updated Equip the TTC Team members
recruitment, hiring policies and with tools to receive
and promotions procedures that provide public consistent
aim to ensure the transparency and training
Workforce reflect fair and equitable demonstrate
Outcomes
the diversity of the treatment of accountability Staff address
community we customers and customers and
serve align with employees
community with respect,
Community and expectations sensitivity and
peer partnerships without bias

Structure for Modernize Update Overhaul
Success Policies Technologies Training and
Monitoring
Systems
1. Re-organized 1. Drafted new 1. Planned 1. Reset
and built new interim pilots and expectations
capacity policies in developed and initiated
alignment new new training
a. Revised job with systems courses
2021
descriptions Stakeholder
Accomplishments
with support s and a. Body- a. Use of
of Talent regulatory worn force and
Management bodies camera effecting
and Culture expectations b. Mobile arrests
Group by-law
a. Use of ticketing b. 2SLGB
2. Collaborated discretion c. In-car TQ+
& supported (x2) camera Awaren
peers d. RP/SCS ess
b. Use of force system
3. Conducted (x2) c. Suicide
Community preventi
Engagement on
Events
d. Enhanc
ed Peer
Support
2. Initiated
360
review
3. Training
Program
Assess
ment
Table 1: Revenue Protection and Special Constable Service 2021 Accomplishments
A comprehensive report on the Culture Change Program will be presented at the April 2022 TTC
Board meeting. This report will provide details on what has been accomplished, what is currently in
progress and next steps.

COVID-19 Response
The onset of the COVID-19 pandemic created unique challenges to our transportation system. The
Special Constable Service Continuity of Operations Plan brought changes to reporting and
deployment strategies to ensure that the critical functions and services that the Special Constable
Service provides to the TTC and its customers were sustained.
As part of the ongoing COVID-19 recovery plan, the Special Constable Service team performed a
variety of customer service functions, such as:
 Customer Service and Education: To aid in the adherence to public health physical
distancing guidelines, new satellite offices were created at various locations throughout the
city. Employees were assigned permanent partners to reduce the risk of exposure to COVID-
19 throughout the entire team.
To ensure employee and customer safety while travelling on the TTC during the pandemic:
- Special Constables visited school bus stops to educate school-aged children and their
parents on the care measures to be taken while travelling on public transit.
- Online Education was provided.
- Distributed masks to students.
 Complimentary Personal Protective Equipment distribution: To promote customer

safety and comfort while riding the TTC, Special Constables and Fare Inspectors distributed
complimentary masks, disinfectant wipes, and bottles of hand sanitizer to TTC passengers.
Busy stations, areas of low mask compliance and key surface route intersections were the
primary focal points of the distribution.
 COVID-19 screening: COVID-19 screening was conducted at all TTC work locations by
contracted employees to ensure the health and safety of all workers. The Special Constable
Service and Revenue Protection departments ensured that contracted security staff asked
appropriate screening questions to employees, contractors and visitors.
 Yards and Facilities monitoring: To ensure contractor and visitor safety more frequent
location audits were conducted by Protective Service Guards at all TTC yards and facilities.
Managed contracted security staff for increased access control.
 Third-party entrance and station monitoring: During peak service hours, Special
Constables assisted with passenger flow and customer service at various stations. Special
Constables assisted to prevent station overcrowding to minimize public exposure to the
virus.
 Enhanced employee safety: Upgraded PPE for frontline employees, such as masks (Level
1 to Level 2 medical-grade masks) and safety goggles with anti-fog lenses. This allowed for
the continuation of frontline employee operations. To minimize exposure, the department
added new reporting locations, implemented staggered start times and assigned Special
Constables permanent work partners at respective work locations.
Support Staff
Support functions such as Administrative Support, Business Intelligence, Compliance Reporting,
and Court Services pivoted how they operated to work almost entirely virtually.

Structure for Success
Create and support a diverse and inclusive workforce
This pillar focuses on creating and supporting a diverse and inclusive workforce. The desired
outcomes include:
 Fair, equitable, merit-based recruitment, hiring and promotions;
 Workforce that reflects the diversity of the community we serve; and
 Community and peer partnerships.
In 2021, the significant accomplishments for this pillar centred around activities for re-organizing the
department, establishing new functions and building new capacity.
Organizational Chart
Andrew Dixon is the Head of the TTC’s Special Constable Service and has led the department
through a culture change towards a customer-focused service founded in respect and dignity for
customers and employees. The Special Constable Service Head has delegated this authority
through the organizational chart below. This organizational chart reflects the actual workforce
appointed as of December 31, 2021.
Head, Special
Constable
Service
(1 Position)
Manager, Corporate Manager, Coordinator,

Special Training and Business Court
Security Administrative Services
Constable Logistical Support Analyst
Manager Coordinator
Service Support (1 Position)
(1 Position) (1 Position) (1 Position)
(1 Position) (1 Position)
Assistant,
Community Supervisor, Special Data Analyst Statistical
Engagement Training Constable Support
Team (1 Position)
(1 Position) Service Clerk
(2 Positions) Specialist, Supervisor, Coordinator, Yard Parking (1 Position) (1 Position)
System Protective System Control
Security Services Security Specialist
Assistant (1 Position) (1 Position) (1 Position) (1 Position)
Manager, Special
Constable
Service Protective
(2 Positions) Service
Guards
(9 Positions)
Special
Constables
(89 Positions)
Chart 1: Special Constable Service Organizational Chart

The tables below indicate the 2021 changes to the Special Constable appointments.
Departures
Department Terminations Suspensions Resignations Retirements
Special Constables 3 3 15 1
Table 2: Special Constable Departures
Appointments
The following chart represents Special Constable appointments for the reporting year. The actual
strength as of December 31, 2021 was 92 Special Constables.
Existing Re-Appointments New Appointments

92 0 8
Table 3: Special Constable Service Appointments

Diversity Breakdown
The Special Constable Service (SCS) and Revenue Protection departments are committed to
diversity, equity, and inclusion. In 2021, the department worked alongside the Talent Management
department and the Diversity department’s Racial Equity Office to develop and review job
descriptions, job postings and interview questions in order to remove barriers and to build a strong
foundation for building greater diversity at the TTC.
Those who identify as women make up 16% of the overall SCS team, while 62% are from a
racialized group. 2021 saw a 1% increase in the number of women hired and a 17% increase in
those from a racialized group. No team members identify as Indigenous or as a person with a
disability.
Chart 3: Special Constable and Fare Inspector Designated Groups

Languages Spoken
By fostering a diverse and inclusive workforce, team members been able to more effectively
communicate and serve underrepresented groups. There are currently 35 languages spoken by
Special Constable Service members. The most common languages after English are Punjabi, Urdu
and Hindi.
Languages Spoken
2021
10
9
8
Special Constables
7
6
5
4
3
2 Total
1
0
AMERICAN SIGN…
ITALIAN
BENGALI
RUSSIAN
CANTONESE
FRENCH
GUJARATI
BOSNIAN
HINDI
MANDARIN
NEPALI
PUNJABI
GERMAN
KOREAN
KURDISH
POLISH
SERBIAN
TAISHAN
TURKISH
ARABIC
CROATIAN
CZECH
URDU
GREEK
SHANGHAINESE
MARATHI
MACEDONIAN
TAGALOG
BULGARIAN
LITHUANIAN
FARSI
SPANISH
TAMIL
PORTUGUESE
SLOVAK
Languages
Chart 4: Revenue Protection and Special Constable Services Languages Spoken

Community Engagement Team
In 2021, the inaugural Revenue Protection Community Engagement Team (CET) was
established. This team was hard at work connecting with customers, the community and supporting
TTC employees and partners (i.e. COMTO Toronto & Region, Revenue Protection, Toronto Police
Service, etc.) to address gaps in engaging with underserved communities including Black and
racialized youth, various Indigenous communities, under housed populations and others. The
Revenue Protection CET works collaboratively with the Special Constables Community Engagement
Team.
The TTC is committed to working with internal and external partners to promote community
engagement and foster collaborative initiatives to promote safety. In extreme weather situations, TTC
staff are extra vigilant to help those people in our City who may be at increased risk in extreme
conditions. As part of their regular duties, Fare Inspectors and Special Constables provide people
who are vulnerable or at risk with information about downtown Toronto drop-in resources.
Below is a list of organizations the CET collaborated on in 2021:
Collaboration with Peers

 Conference of Minority Transportation Officials (Toronto and Region) Back to school backpack
drive and;
 Toronto Police Service – Project Breezy (bike donation drive); and
 Donations.
Community Partnerships
 Toronto Community Housing
 Streets to Homes
 Focus Table Toronto
 York Region, Toronto and TTC Support Table
 Toronto District School Board
 Holiday Helpers Charity
 Scott Mission Socks and Boots Donation Drive
For a more comprehensive update refer to the 2021 Revenue Protection and Special Constable
Culture Change Report.

Modernize Policies, Procedures,
Standards and Programs
Alignment with third-party report recommendations
This pillar focuses on the alignment with third-party report recommendations. The desired outcomes
include:
New and updated policies and procedures that aim to ensure the fair and equitable treatment of
customers and that align with community expectations
In 2021, the significant accomplishments for this pillar included drafting four new interim policies in
preparation for 2022 consultations with expert stakeholders, community stakeholders and the public.
Two policies were created for each, one for each area (Revenue Protection and Special Constable
Service):
 Use of Discretion; and

 Use of Force.
Service Culture Change Report appendix of the Diversity and Culture Change 2021 Annual Report.

Update Technologies
Implement new technologies to support third-party report recommendations
This pillar focuses on implementing new technologies to support third-party report recommendations.
The desired outcomes include: equipping the TTC with tools to demonstrate accountability and public
transparency.
In 2021, the significant accomplishments for this pillar centred around pilot planning for customer-
facing systems and the development of a new internal system:
 Body-worn cameras;
 Mobile by-law ticketing;
 In-car camera system; and
 Special Constable Service-Revenue Protection (SCSRP) system.
The Culture Change Program aims to provide public transparency and demonstrate accountability
aligned with corporate and departmental objectives. In response to third-party recommendations, a
number of initiatives and projects are in progress. These projects included collaborating with the IT
Services Department to procure and plan 2022 pilots for body-worn cameras, mobile by-law ticketing
and Special Constable in-car cameras.
Body-Worn Camera
This project demonstrates the TTC's commitment to transparency, accountability, building public
trust and ensuring bias-free service delivery through the use of body-worn cameras (BWCs) while
performing enforcement, fare inspection and compliance duties. BWCs enable customer and
employee safety and ensure employee accountability while enhancing evidence collection.
Hand-held point of sale (HHPOS) Device Refresh

In collaboration with the Fare Card Team and Strategy and Foresight, team members are working
with Metrolinx to find a modernized solution to replace the existing hand-held point of sale (HHPOS)
(inspection) device. Replacing this device will address a 2019 Auditor General Revenue Operations
audit recommendation.
Mobile By-Law Ticketing

Mobile by-law ticketing will allow Fare Inspectors and Special Constables to use a smartphone
mobile application and a hand-held mobile printer to create and print Part I Provincial Offence Act
Notices and Criminal Code offences. Creating efficiencies with the inspection process will address a
2019 Auditor General recommendation.
SCSRP Application
The Special Constable Service Revenue Protection (SCSRP) system has been developed to replace
the 20-year-old legacy application. It will allow for future technological updates and improvements
and ensure compliance with third-party recommendations.
Service Culture Change Report appendix of the Diversity and Culture Change 2021 Annual Report

Overhaul Training and
Monitoring Systems
Implement training founded in respect and dignity for customers and
employees
This pillar focuses on implementing training founded on respect and dignity for customers and
employees. The desired outcomes include:
 Team members receiving consistent training; and

 Staff addressing customers and employees with respect, sensitivity and without bias.
In 2021, the significant accomplishments for this pillar are centred around resetting expectations on
use of force, effecting arrests and providing an overview of the Culture Change Program. A 360
review and industry benchmarking regarding all aspects of training was also initiated.
Training
All TTC Special Constable training is reviewed and approved by the Toronto Police Service on
an annual basis. Pursuant to the Special Constable Agreement between the TTC and the
Toronto Police Services Board, Special Constable Service has an obligation to train Special
Constables in the following areas:
 2SLGBTQ+  Occurrence/Report Writing/Field Information
 Arrest Authorities Report
 Arrest/Search Incident to Arrest  Person in Crisis
 Canadian Police Information Centre  PRESTO
(CPIC)  Provincial Offences Act
 Case Preparation Provincial Offences  Roles Field Interviewing/Taking Statements
 Community Mobilization/Community  Rules Memorandum Books/Note-Taking
Policing  Search and Seizure Authorities
 Confronting Anti-Black Racism training  Sex Offences
 Controlled Drugs and Substances Act  Suicide Awareness
(CDSA)  Testimony/Criminal/Provincial Justice
 Crime Scene Management System/Rules of Evidence
 Criminal Offences  Train Use of Force Legislation and Reporting
 Diversity Awareness and Human Rights  Trespass to Property Act
Issues  TTC Fares
 Ethics and Professionalism in Policing  TTC Special Constable Status – Roles and
 First Aid/CPR Responsibilities
 Interim Communicable Diseases  Vehicle Familiarization –
 Introduction to Law Streetcar/Bus/Subway
 Liquor License Act  Vehicle Operations
 Mental Health Act (MHA)  Young Persons and the Law

In 2021, Revenue Protection and Special Constable Service added training on Suicide Prevention
and 2SLGBTQ+ Awareness and Practices for Police, Law Enforcement and Criminal Justice
Professionals and enhanced Peer Support training to their curriculums.
Suicide Prevention is a 90-minute online course sourced by the TTC Safety and Environment
department. The course teaches trainees to recognize when someone is in crisis and connects them
to help and support. This course was implemented for all front-line staff to better support people in
crisis.
2SLGBTQ+ Awareness and Practices for Police, Law Enforcement and Criminal Justice
Professionals is course delivered by the Serving with Pride organization. The course educates
frontline and administrative professionals by providing in-depth information specific to care and
response of 2SLGBTQ+ persons by police and law enforcement.
Enhanced Peer Support training was also delivered with refreshed content in order to provide
emotional and psychological support to TTC employees who may encounter traumatic incidents in
their work or personal lives as well as those who are victims of racism.
The Training Section was embedded with the Operational Training Centre (OTC) to align new
training programs and revisions with OTC standards. Training programs were developed and
implemented to support newly created roles – Supervisor, Acting Supervisor and Coach Officer. The
Coach Officer training is taught to all members with the desire to coach new hires.
The Revenue Protection and Special Constable Service departments continue to explore new
training courses in areas, such as Indigenous awareness, mental health awareness and resiliency
with the University of Alberta and the Centre for Addiction and Mental Health (CAMH).
Recruit Program
Special Constables currently receive 90 days of initial training. As part of that training, Special
Constables receive 13 days of training on crisis communications, de-escalation, mental health
awareness and the Mental Health Act.
The Special Constable training program includes simulations conducted with actors in a transit
environment, in order to evaluate the knowledge and skills that each employee receives and to
observe their decision-making abilities in a real-time environment.
As part of the initial training, staff also participate in instructor-led training delivered by the
Alzheimer’s Society of Toronto and the City of Toronto Streets to Homes program. In 2019, the TTC
added Confronting Anti-Black Racism (CABR) training delivered by the City of Toronto’s CABR Unit.
Special Constables and Fare Inspectors participate in holistic, simulation- based training as part of
the curriculum. In January 2020, new modules on Mental Health Interventions and Mental Health Act
Section 17 Apprehensions were launched. Discussions are underway with experts in the field of
mental health to extend the concepts and deliver additional modules.
Annual Recertification
The Special Constable Annual Recertification Training Program is three days for a total of 24 hours.
This includes mandatory defensive tactics and use of force training. In 2021, additional training on
mental health awareness, and a review of the Mental Health Act was conducted to enhance the skills
officers use when called to incidents that may involve mental health. Holistic, simulation-based
training continues through the annual recertification as a successful tool to reinforce training and
expectations.
Culture Change Program
Throughout Q1 and Q2 2021, the entire Special Constable Service department received training on
the Culture Change Program. Staff were issued interim expectations on independent note-taking,
use of force, and secondary duties for Fare Inspectors and Special Constables.
Mandatory Training
Number
Course / Topic Delivered By Duration
trained
3rd Party
Special Constable Recruit Training 60 days 39
Provider/Toronto
Transit Commission
Annual Use of Force and 3rd Party Provider
3 days 63
Legislative Update Block Training
Standard First Aid 3rd Party Provider 2 days 49
Confronting Anti-Black Racism 3rd Party Provider 1 231
Table 4: Mandatory Training
Additional In-Service Training

Number
Course / Topic Delivered By Duration
trained
Incident Management System TTC Special Constable
2 days 39
200 Service
Mental Health Awareness City of Toronto 6 hours 60
2SLGBTQ – Serving with Pride 3rdParty Provider 3 hours 39
Naloxone 3rdParty Provider 1 hour 39
Table 5: Additional In-Service Training
Equipment
Pursuant to the Agreement with the Board, Special Constables are issued with the following
equipment:
 Uniform.
 One wallet badge, appropriate wallet and agency identification card.
 Soft body armour with appropriate carriers.
 One set of standard handcuffs with appropriate carrying case.
 One container of Oleoresin Capsicum (OC) foam with appropriate carrying case.
 One expandable baton with appropriate carrying case.
 One approved memo book.
 One flashlight with appropriate carrying case.
 One Provincial Offences Notice book and appropriate hard cover.
 One TTC Special Constable Service Policies, Procedures and Rules Manual.
 Naloxone with carrying case

Performance Management and Accountability
Calls for Service

Special Constables received 31,058 calls for service in 2021, a 16% increase over 2020. Throughout the
pandemic, TTC saw a significant decline in regular paying ridership and an increase in underhoused people
seeking shelter on the TTC, which promoted calls for Special Constables and Fare Inspectors. There was an
increase to calls for service in all categories, with the most increases relating to calls for suspicious incidents,
trespassing and calls for medical assistance.
Mode Calls Received % of Total

Scarborough RT 210 0.68
Subway 26,817 86.34
Surface 4,031 12.98
Total 31,058 100
Table 6: Calls for Service
Arrest/Apprehension Totals
Special Constables submitted 123 records of arrest for Criminal Code offences in 2021, a 64%
decrease over 2020. They also made 128 apprehensions under the Mental Health Act, representing
a 33% increase over 2020.
Total Arrested/
Authority Charged/
Apprehended
Criminal Code 123
Mental Health Act 128
Liquor License Act 5
Trespass To Property Act 9
Controlled Drugs and Substances Act 0
Table 7: Arrest/Apprehension Totals
Reporting
General Occurrence Reports and Records of Arrest No.
Abandoning Child C.C. 218 1
Accidental Death 2
Arson: Damage To Property C.C. 434 3
Assault C.C. 266 560
Assault - Aggravated C.C. 268 1
Assault Bodily Harm C.C. 267(1)(b) 7
Assault Peace Officer C.C. 270(1)(a) 10
Assault With A Weapon C.C. 267(1)(a) 33
Break And Enter With Intent C.C. 348(1)(a) Attempt 5
Break, Enter And Theft 1
Breaking, Entering and Committing C.C. 348 (1)(b) 2
Carry Concealed Weapon C.C. 90(1) 1
General Occurrence Reports and Records of Arrest No.
Cause A Disturbance 175(1) 2
Criminal Harassment C.C. 264 (1) (2) 8
Domestic Dispute 1
Drug Overdose 7
Fail To Comply Probation C.C. 733.1 7
Failing To Comply With Condition Of Undertaking or Recognizance C.C. 145 (3) 1
Fraud C.C. 380(1) 1
Indecent Acts C.C. 173(1) 28
L.L.A. 31 (4) Intoxicated In Common Area 1
L.L.A. 31(4) Intoxicated In A Public Place 19
Mental Health Act SEC. 17 128
Mischief C.C. 430 (1) 233
Mischief Endangering Life C.C. 430 (2) 1
Mischief interfere 430 (1) (c) 2
Mischief Not Exceeding $5,000 C.C. 430 (4) 657
Mischief Over $5,000: C.C. 430 (3) 16
Possession Of Offensive Weapon Dangerous To The Public Peace C.C. 87 3
Public Incitement of Hatred C.C 319 (1) 7
Public Mischief C.C. 140 (1) 5
Robbery C.C. 344 (b) 9
Sexual Assault C.C.271 9
Suspicious Activity 1
Suspicious Event 1
Suspicious Incident 24
Suspicious Person 1
T.P.A. Fail To Leave When Directed 2
T.P.A. Engage In Prohibited Activity on Premises 1
T.P.A. Enter Premises When Entry Prohibited 2
T.T.C. # 1-3.4 Unauthorized Crossing or Entering Upon Subway Tracks 1
Theft C.C. 322 (1) 1
Theft Over $5,000.00 C.C. 334(a) 5
Theft Under $5,000.00 C.C. 334(b) 150
Uttering Threats C.C. 264.1 (1) 320
Uttering Threats To Cause Death Or Bodily Harm C.C. 264.1 (1)(a) 137
Voluntary Apprehension 1
Weapon etc.: Possession For Dangerous Purpose C.C. 88 16
Total 2,434

Other TTC Internal Incident Reports (SCS and otherTTC Divisional
No.
Supervisory Reports)
Administer Noxious Substance 3
Aggravated Assault - Patron 4
Arson 1
Assault Bodily Harm Or W/ Wpn- Patron 45
Assault Police Officer 2
Assault To Resist Arrest 1
Attempt Murder 1
Attempt Robbery Patron 6
Bomb Threat No Bomb Found 5
Breach Of Probation 2
Breach Of Recognizance 2
Break And Enter Gateway Newsstand 5
Break And Enter Misc. 7
Carry Concealed Weapon 3
Cause Disturbance 18
Common Assault - Collector 2
Common Assault - Misc. Employee 2
Common Assault - Operator 5
Common Assault - Patron 157
Common Nuisance 1
Dangerous Operation Of Motor Vehicle 1
Fail To Comply 8
Harassment (Criminal) 3
Indecent Exposure 13
Intimidation By Threats Etc. 1
Mental Health Act (Person in Crisis) 78
Mischief 185
Obscene Matter 1
Other Weapon Offences 27
Possession Controlled Drugs 1
Possession Of Narcotic 1
Possession Offensive Weapon 15
Public Incitement Of Hatred 8
Public Mischief 4
Restricted Weapon 4
Robbery Patron 14
Robbery Patron - Mugging 5
Robbery Patron - Swarming 11
Sexual Assault 42
Suspicious Death 1
Suspicious Incident 39
Theft Bicycle Under $5000 1
Theft From Emp Under $5000 4
Theft From Tenant Und $5000 7
Other TTC Internal Incident Reports (SCS and otherTTC Divisional
No.
Supervisory Reports)
Theft From TTC Under $5000 6
Theft From Patron Over $5000 2
Theft From Patron Under $5000 8
Theft From Purse Under $5000 2
Theft From TTC Over $5000 4
Theft Under $5000 1
Threatening 34
Voyeurism 2
Total 751
Table 8: General Occurrence Reports and Records of Arrest
Property
Special Constable Service is responsible for keeping all evidence and property seized in connection
with their duties except in the following circumstances:
 Where Toronto Police request the evidence be turned over to them.
 Where an accused is held in Toronto Police custody.
 All drugs seized/found.
 All firearms seized/found.
All property and evidence seized from persons that is not turned over to the Toronto Police Service is
stored, preserved and disposed of in a manner consistent with Toronto Police Service standards and
procedures for the storage and disposition of property. In 2021, Special Constables seized and
processed 75 pieces of property into their property vault.
Compliance Reporting
Public Complaints
Previous Ombudsman Toronto recommendations have included the need for independence
regarding investigations involving our Fare Inspectors and Special Constables, as well as related
policies and services. The TTC launched the Fare Inspector and Special Constable Complaints
(FISCC) Office on June 30, 2021 in order to create a more inclusive transit system. The goal of the
FISCC Office is to investigate all complaints involving members of the Revenue Protection and
Special Constable Services departments, including TTC Fare Inspectors and Special Constables, as
well as related policies and services. The TTC’s former Unit Complaints Coordinator function was
decommissioned, and the FISCC Office was launched to provide a more accessible and fair
investigation process for customers and employees.
In summary, for 2021, the TTC received a total of 11 public complaints involving Special Constables,
and 17 public complaints involving Fare Inspectors for a combined total of 28, which is a decrease
from 62 complaints received in 2020.
An update on public complaints received by the FISCC Office in 2021 will be provided in the April
2022 Diversity and Culture Group Annual Report.

Use of Force Reporting
Special Constables are bound by Ontario Regulation 926/90, which compels Police Officers to
submit a Use of Force Report (UFR Form 1) to the Chief of Police when a Police Officer who, when
in the performance of their duties, uses force on another person that results in an injury requiring
medical attention or uses a weapon on another person.
The TTC’s internal policy on reporting use of force by Special Constables uses a lower threshold.
Each incident where an application of force is used that is beyond compliant handcuffing is required
to be reported.
The following chart further summarizes the number of incidents and the category of offence involved
in each type of force application:
As per Police Services Act:

Highest Level Number of Use of Force Criminal Provincial Offence
of Force Used Incidents Reports Submitted Code (LLA, MHA,TPA)
OC Foam 1 1 0 1*
Injury 0 0 0 0
Total 1 1 0 1
Table 9: Use of Force Reporting as per Police Services Act *1 incident relating to the Mental Health Act
There were 37 incidents in 2021 in which 79 internal Use of Force reports were submitted as per
departmental policy. In one of these incidents, a baton was presented, and in another incident OC
Foam was used during an interaction with an assaultive subject. Five Use of Force reports were
required to be submitted to Toronto Police.
As per Departmental Policy:

Provincial
Highest Level of Number of Use of Force Criminal Offence
Force Used Incidents Reports Submitted Code (LLA, MHA,
TPA)
or Other
37 79* 25 12
Physical Control- Soft
Physical Control- Hard 5 7* 4 1
Impact Weapon Soft 0 0 0 0

Baton or OC Foam 1 1 1 0
Presented- Not Used
Total 43 87 30 13
Table 10: Use of Force Reporting as per Departmental Policy * Multiple Use of Force reports submitted, one
per individual officer attending the same incident

Injury Reporting
Defendants
A total of six Injury Reports were submitted by Special Constables on behalf of the accused in 2021,
20 less than the 26 submitted in 2020. Three of the six reports were as a result of Special Constable
action; either OC foam, use of physical force, or handcuff rub. Three of the six were documented
suspect injuries in which the cause was unknown and occurred prior to the arrest.
Prior to Arrest:
A total of three injury reports were submitted in relation to pre-existing conditions or injuries
presented by the accused prior to the arrest, such as visible lacerations and abrasions, soreness,
and intoxication. One incident resulted in the accused being transported to the hospital for treatment
of minor cuts and abrasions, one was treated on scene by EMS and one refused medical assistance.
During Arrest:
Three of these reports were submitted in relation to injuries sustained during the course of an arrest
and resulted in the accused being transported to the hospital for treatment of cuts, scrapes and
bumps.
After Arrest:
No report was submitted in relation to hostile suspect behaviour following an arrest (i.e. banging
head in patrol car).
Special Constables
The following types of occupational injury were reported while on duty by Special Constables:
 43 incidents reported by Special Constables (additional three by SCS Administrative Staff)
 Minor Injuries – 29
 COVID-19 exposure – 2
 Lost Time injuries – 14
 Arrest related injuries resulting in Lost Time – 5
 Accidental incidents – 7
Court Services
Court operations were curtailed significantly in response to physical distance and other public safety
requirements due to the COVID-19 pandemic. Holding criminal jury trials is one of the challenges
facing the criminal courts due to the impact of the pandemic. The Ontario Court of Justice (OCH) has
issued a number of notices in response to the pandemic. This information is in response to ensuring
the safety and well-being of the public at large while continuing to provide access to justice.
The City of Toronto has resumed with Provincial Offences Act (POA) matters. However, due to the
high volume of backlog caused by the closure of Toronto courthouses during COVID-19, the courts
began to schedule matters to go before the courts in December 2020. The health and safety of all
participants remains a top priority and the courts implemented the following safety measures at the
resumption of POA courts during the pandemic.
 Decreased the number of days in a week that TTC matters are being heard;
 Decreased the number of cases per tier;
 Increased the number of tiers per day;
 Increased the number of rooms that TTC matters can be heard;
 Filing POA Summons electronically; and
 Testimony was done through video conferencing.

Provincial Offence Notices (PON) Issued
Early in the pandemic, the TTC had suspended fare related non-compliance infractions. However,
Special Constable Service continued to issue Provincial Offence Notices during COVID-19 to protect
customers, employees, and the integrity of the transit system. In 2021, 43 Provincial Offence Notices
(PON) were issued to defendants, a 90% decrease when compared to the 453 PON’s issued in
2020.
PON's Issued
2020 - 2021
180
160
Number of Notices Filed
140
120
100
80
60
40
20
0
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
2021 4 6 8 5 4 3 3 3 4 2 1 0
2020 126 154 46 16 16 9 16 10 8 9 15 9
Chart 5: PON’s Issued

Time Spent in Court
In 2021, trials addressing matters under the Provincial Offence Act had not resumed. However,
criminal court proceeded in 2021 where participation in court proceedings were done remotely via
video. TTC Court Services received 24 subpoenas regarding appearances for criminal matters.
Participation in court proceedings were done remotely via video. Special Constables spent 51 hours
in court-related activities, a decrease of 35% compared to the 78 hours spent in court in 2020.
Time Spent in Court (Criminal Matters)

14:24 2020-2021
9:36
4:48
Time Spent in Court (in Hours)
0:00
19:12
14:24
9:36
4:48
0:00
2021 0:00 7:00 10:15 17:16 0:00 1:16 12:15 3:15 0:00 0:00 0:00 0:00
2020 1:13 9:30 11:54 0:00 0:00 0:00 0:00 0:00 1:45 6:28 0:00 0:00
Chart 6: Time Spent in Court

Although videoconferencing should be used for all trial matters (for Part Is and Part IIIs), a judicial
officer may specify which type of electronic method may or must be used, and may order an in-person
appearance. 290 POA matters went before the courts in 2021, an increase of 45% compared to the
158 matters in 2020. 175 notices were dealt with through Early Resolution (a telephone meeting with
the prosecutor where the defendant enters a guilty plea for a reduced fine), while 115 were spoken to
and were resolved by a plea.
POA Matters Before the Courts

2020 - 2021
80
70
60
Number of POA matters
50
40
30
20
10
0
2021 6 11 15 11 31 64 23 23 34 42 11 19
2020 67 66 25 0 0 0 0 0 0 0 0 0
Chart 7: POA Matters Before the Courts

Fines Imposed and Fines Collected
In an Ontario court, fines for Provincial Offences Act are specified by the Chief Justice of the Ontario
Court of Justice for the purpose of proceedings under Part 1 or Part 2. In 2021, 302 POA Part 1 and
Part 3 court matters were sentenced with an imposed amount of $19,433. With 97 of the matters
paid, there were 205 unpaid cases resulting in $47,747 in outstanding fines.
Fines Collected - Provincial Offences

2020-2021
0.8
2021 2020
Fines Collected (in 1000s $)
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2021 1 0 5 11 1 13 8 17 10 15 8 8
2020 46 71 52 7 6 1 3 4 4 3 3 2
Number of Notices Paid
Chart 8: Fine Collected – Provincial Offences

Conclusion
The Revenue Protection and Special Constable Service departments have developed a culture
change framework to provide a revenue protection and safety and security service that is customer-
focused and founded in respect and dignity for customers and employees.
The team has worked diligently to make advancements on each program pillar and their respective
desired outcomes.
A comprehensive report on the Culture Change Program has been included as an appendix to the
Diversity and Culture 2021 Annual Report. This report will provide details on the progress that has
been made to date, what we are currently doing and next steps.
Contact information
Andrew Dixon
Head – Special Constable Service
Special Constable Service
Toronto Transit Commission
Phone: 416-709-2633
E-mail: andrew.dixon@ttc.ca

For Action
2023 TTC Conventional and Wheel-Trans Operating

Budgets
Date: January 9, 2023

To: TTC Board
From: Chief Financial Officer
Summary
This report presents the recommended 2023 Operating Budget for the Toronto
Transit Commission (TTC) and seeks the Board’s approval of a combined
operating budget for TTC Conventional and Wheel-Trans Services in support of
delivering conventional and accessible transit in the City of Toronto as well as to
fund new investments to enhance system safety, cleanliness and accessibility.
The recommended 2023 Operating Budget will also fund the costs to mobilize,
operate and maintain Line 5 and Line 6 as well as bus replacement costs for the
planned closure of Line 3. This report also seeks the Board’s approval for a 10
cent fare increase on adult and youth single fares only, while holding seniors,
pass users and fair pass riders at 2020 rates, effective April 3, 2023. This would
mark the first increase in fares in 3 years.
The recommended 2023 Operating Budget totals $2.380 billion in gross

expenditures and $1.055 billion in revenues, requiring $1.325 billion in net funding
to fully fund TTC’s current services, new transit expansion services and COVID
impacts for 2023.
 Operating funding for bus, streetcar, subway and Wheel-Trans services,

inclusive of new investments for system safety, cleanliness and accessibility
total $2.286 billion gross and $886.5 million net, representing a $10.4
million or 1.2% increase over the 2022 approved Operating Budget
 Transit Expansion and Conversion costs for Line 5, Line 6 and incremental
costs for the Line 3 Bus Replacement Plan total $84.1 million gross and
$72.2 million net in 2023, requiring a $42.6 million or 4.7% increase over
2022 approved funding; and,
 Ongoing COVID impacts totalling $366.4 million net, due to projected lost
passenger, ancillary revenues as well as continued safety response
expenses; for which continued COVID relief funding is required, as the
magnitude of this ongoing financial impact is beyond the City’s financial
capacity to fund.
2023 TTC Conventional and Wheel-Trans Operating Budgets Page 1 of 55

Overall, the 2023 Operating Budget accommodates significant inflationary cost
pressures and costs of Transit Expansion and Conversion, including costs to
mobilize and operate Line 5 and Line 6 as well as incremental costs of the Line 3
Bus Replacement Plan which will be implemented upon the planned closure of the
SRT in the fourth quarter of 2023. As well, to facilitate investments in enhanced
system safety, cleanliness and accessibility, as well as to partially mitigate the
impact of high diesel prices, a 10 cent fare increase, on adult and youth single
fares only, while holding seniors, pass users and fair pass riders at 2020 rates, will
be effective April 3, 2023.
In 2022, TTC ridership experienced a substantial recovery rising from 37% of pre-
pandemic levels system-wide in January to 69% in December. However, the
continuation of work-from-home and hybrid work arrangements are constraining
further ridership recovery. While modest ridership recovery has continued in the
fall of 2022, the pace of ridership recovery has slowed and current forecasts
indicate that ridership will be 75% of pre-COVID levels by year-end 2023.
To align service to changes in customer demand, service hours will be 91% of pre-
pandemic levels but will be higher than the forecasted 75% ridership recovery
level in 2023. This is necessary to account for City-wide transit coverage,
increasing traffic congestion, and to ensure sufficient capacity to support the upper
range of forecasted customer demand, in the event it occurs.
The realigned service plan protects periods of service, and network coverage on
all routes. Schedules will be adjusted to reflect actual operating conditions and will
improve service reliability for customers. Service hours will be adjusted to match
capacity with demand, while maintaining an equity lens. The route-by-route
adjustments will be determined by applying the pre-COVID peak vehicle crowding
standard, and modifying the pre-COVID off-peak vehicle crowding standard.
Customer impacts will be mitigated by the implementation of the On-Time
Performance action plan and by an increase in spare operators available to backfill
for unplanned absences.
The 2023 Operating Budget includes $4.4 million in new investments to fund
System Safety and Cleanliness initiatives that will fund 10 Streets to Homes
outreach workers, 25 more Special Constables and introduction of mid-day
streetcar cleaning on major routes. A further $2.7 million will be invested in System
Accessibility initiatives including targeted service improvements in Neighbourhood
Improvement Areas and a contribution to the Social, Development, Finance and
Administration (SFDA) Division to facilitate the expanded eligibility for the Fair
Pass program to include Toronto residents at 75% of the Low Income Measure or
below.
Prior to accounting for the Transit Expansion costs and the continued financial
impact from COVID-19, the 2023 Operating Budget for conventional and Wheel-
Trans transit service has a net funding requirement of $76.6 million. This is

comprised of $7.1 million to fund the new investments noted above and $69.5
million in budget service cost pressures net of the service plan realignment,
primarily driven by significant inflationary impacts.
To address the $76.6 million net funding requirement, the 2023 Operating Budget
includes $22.5 million in efficiency measures, which do not impact service for
customers; $16.1 million in additional passenger revenue from the planned fare
increase and $11.9 million in other base revenue changes. These actions
combined, reduce the net funding requirement to $26.1 million, prior to Transit
Expansion and COVID impacts. With the available increase in City funding for the
base budget limited to $10.4 million, a $15.7 million draw from the TTC
Stabilization reserve, is recommended to limit the amount and scope of the fare
increase and to mitigate the significant inflationary pressures.
While the approved operating complement will be reduced by 306 positions, 236
positions will be added for Transit Expansion and Conversion requirements, 71 will
be added to maintain service capacity on routes impacted by Metrolinx and city
construction projects, and 35 positions will be added to deliver the new System
Safety, Cleanliness and Accessibility initiatives. These changes result in an
increase in the operating complement of 36 positions overall.
Inclusive of $415.2 million received and committed for 2022, the TTC will receive a
total of $1.8 billion in COVID relief funding since April 2020 through the Safe
Restart Agreement. This support recognizes the importance of public transit as an
essential service and the critical role it plays in Toronto’s environmental, social and
economic well-being, particularly in post-COVID recovery. COVID financial
impacts projected at $366.4 million are expected to continue into 2023 primarily
due to lost passenger and ancillary revenues as revenue ridership is expected to
reach 75% of pre-COVID levels due to shifting patterns in commuter behaviour
from a hybrid work model.
Continued relief funding from other orders of government will be required to

address the anticipated 2023 COVID-19 financial impact. Discussions between the
City, TTC and the other orders of government continue in order to secure funding
relief to offset the remaining 2022 unfunded COVID impact of $125.3 million, the
2023 projected impact of $366.4 million as well as to seek more stable and
predictable funding long term.
Looking forward, budgetary pressures of $111.0 million in 2024 and $44.0 million
in 2025 are forecasted before any provision for an increase in service above 2023
budgeted levels is made. Furthermore, the impact of collective bargaining
agreements past the March 31, 2024 expiry date of the current agreement with
ATU 113 is also excluded.

The 2024 and 2025 Outlook includes:
 Incremental costs of $45.3 million in 2024 for Transit Expansion and
Conversion costs to annualize the operation of Eglinton LRT, Finch LRT,
and Line 3 Bus Replacement Plan;
 Base budget increases of $65.7 million in 2024 and $44.0 million in 2025
driven by:
o The reversal of the planned 2023 stabilization reserve draw in 2024;
o Operating costs associated with the delivery of the 60 car accessible
streetcar order and completion of IT projects.
o Continuation of anticipated inflationary impacts on material and
service contracts as well as the legislated Canada Pension Plan
contribution changes.
Separately, the COVID-19 financial impact is expected to continue impacting the
TTC. Even despite ridership recovery efforts, if frequency of commuters’ days in
office do not change, revenues may not return to pre-COVID levels in the near
term, leading to a need for continued COVID relief or strategy for other predictable
funding sources. Order of magnitude impacts, of $350.0 million in 2024 and
$335.0 million in 2025 are forecasted.
These impacts are comparable to the anticipated 2023 impact, as ridership

recovery is expected to plateau in the absence of an increase of in office work or
other notable shifts in mode share as compared to other forms of transportation.
When the currently anticipated ongoing impacts of COVID-19 are combined with
forecasted budget increases, an additional $461.0 million would be required in
2024 and $379.0 million in 2025. A multi-year, multi-pronged funding strategy will
be required to address what appears to be a mid-term systemic revenue shortfall.
At the same time, the TTC will continue its ridership recovery efforts with a focus
on improving service reliability and customer satisfaction.
The City and TTC are continuing discussions with the other orders of government
to address COVID impacts over the short to mid-term as well as the need for
stable and predictable long term funding. The COVID experience has clearly
exposed the high dependency on the farebox as a key vulnerability that will
challenge the TTC’s ability to provide safe, reliable transit service and put at risk
the critical role it plays in the City and Region’s economic recovery, vitality and
well-being.

Recommendations
It is recommended that the TTC Board:
1. Approve the recommended 2023 TTC Conventional Operating Budget of

$2.237 billion in gross expenditures, $1.048 billion in revenues and a net
funding requirement of $1.189 billion, inclusive of the $366.0 million TTC
Conventional COVID-19 financial impact, as detailed in this report.
2. Approve the recommended 2023 Wheel-Trans Budget of $142.8 million in

gross expenditures, $6.5 million in revenues and a net funding requirement of
$136.3 million, inclusive of the $0.4 million Wheel-Trans COVID-19 financial
impact, as detailed in this report.
3. Request the Provincial and Federal governments to continue to invest in public

transit by:
a. Providing relief to offset the financial impacts of COVID-19 recovery,
which are estimated to be $366.4 million in 2023, with forecasted
impacts expected into 2024 and 2025; and
b. Continuing to work with the TTC and the City of Toronto to develop a
long-term sustainable funding model for public transit.
4. Approve a 10-cent fare increase, on adult and youth single fares only,
excluding fares for seniors, fair pass riders and all passes, as described in this
report and outlined in Appendix C, effective April 3, 2023 generating $16.1
million in passenger revenues, net of PRESTO commissions.
5. Approve a 2023 year-end workforce complement of 16,787 positions, reflecting

an increase of 36 operating positions and an increase of 240 positions for
capital project delivery, as described in Appendix D.
6. Forward this report to the City Budget Committee and the City Manager as the
official 2023 Operating Budget submission for the Toronto Transit Commission.

Financial Summary
The recommended 2023 TTC Operating Budget is $2.380 billion gross and $1.325
billion net to deliver transit services in the City of Toronto. $2.153 billion or 90% is
allocated to fund TTC conventional service while $142.8 million gross or 6% is
dedicated to fund Wheel-Trans service costs and $84.1 million gross or 4% is
required to fund costs associated with Transit Expansion and Conversion, as shown
in Chart 1 below.
Chart 1
Where the Money Goes: By Service
Combined with the Wheel-Trans Service, 43% of the 2023 Operating Budget’s
funding will be generated from passenger fare and ancillary revenues, with 40%
sourced from base City operating funding and 2% from reserve funding. The
remaining 15% represents required 2023 COVID-19 relief funding, as shown in
Chart 2 on the next page.

Chart 2
Where the Money Comes From: By Funding Source
Total requested City funding before the financial impact of COVID-19 is $958.7
million, which is limited to a $53.0 million or a 5.9% increase over the 2022
approved net funding level. Given the limited available City funding, $42.6 million
or 4.7% is directed to fund Transit Expansion and Conversion costs for the start of
revenue service on Line 5 and 6 and the incremental costs of the Line 3 Bus
Replacement Plan, thereby leaving $10.4 million or 1.2% to fund the TTC’s
incremental base service and new investment costs, including considerable
inflationary impacts. Table 1, below summarizes the allocation of the increased
City funding available for the TTC.
Table 1
TTC Conventional and Wheel-Trans Operating Funding
Net Funding Change from 2022
Operating Combined
Budget Transit City 2023 %
Excluding Expansion & Operating Change in
(In $Millions) Expansion Conversion Funding City Funding
2022 Approved Base Operating Funding 876.1 29.6 905.7
2023 City Funding Increase
Directed to Transit Expansion & Conversion 42.6 42.6 4.7%
Directed to Base Operating Budget 10.4 10.4 1.2%
Subtotal 2023 City Funding Increase 10.4 42.6 53.0 5.9%
2023 Available City Operating Funding 886.5 72.2 958.7

Transit Expansion and Conversion Costs
As part of the 2023 Budget process, the TTC is required to ensure the cost
commitments associated with transit expansion service operations and the
conversion from Line 3 SRT to bus service are funded. The 2023 incremental
operating and maintenance costs for Line 5 and 6 as well as the incremental
service costs for the Line 3 Bus Replacement Plan after the planned SRT closure
in Q4 2023 amount to $42.6 million net. The 2023 Operating Budget includes
$84.1 million gross and $72.2 million net for anticipated costs associated with
Transit Expansion and Conversion, representing an increase of $42.6 million or
4.7% above the $29.6 million already included in the 2022 approved Operating
Budget.
Costs for Lines 5 and 6 include funding for mobilization and training activities,
including the start of Line 5 operator training in the first quarter of 2023, as well as
costs for TTC personnel to operate the line and the cost of traction power, utilities
and third party maintenance contract costs once revenue service commences,
based on the current date of July 2023, which is being used for planning purposes.
Gross expenditures include the anticipated cost of one-time project variations
requested by TTC, which are required to ensure operational and safety practices
are aligned with TTC’s current modes.
2023 Operating Budget Changes
Alignment of Service to Customer Demand

Substantial ridership recovery occurred in the spring and summer of 2022,
however, the pace of ridership recovery has slowed in the fall and is currently
approximately 69% of pre-pandemic levels. Given this experience, revenue
ridership is expected to reach 75% by year-end 2023, with ridership recovery to be
limited primarily by the frequency of in-office workdays to approximately twice a
week, resulting in marginal change in commuter ridership behaviour in 2023.
Given this experience, service hours will continue to be aligned to reflect this
customer demand and 2023 weekly service hours will be approximately 91% of
the pre-pandemic service. Proportionally to pre-COVID levels, service hours will
continue to be higher than ridership recovery forecasted at 75% by year-end,
which is necessary to account for increases in traffic congestion that require
revised schedules and to ensure sufficient service capacity exists to service the
upper range of forecasted customer demand, in the event it occurs.

New Investments: Safety, Cleanliness and System Accessibility Initiatives
Safety and Cleanliness

Through the pandemic, the TTC has experienced an increase in underhoused
individuals seeking refuge on the system and has partnered with the City’s Streets
to Homes program offering specialized City resources and support to underhoused
individuals to ensure that they are connected to the appropriate help and support.
To augment this ongoing effort, the recommended 2023 Operating Budget
includes $4.4 million in new investment funding to address System Safety and
Cleanliness initiatives. This will fund 10 Streets to Homes outreach workers, 25
more Special Constables in stations and add mid-day vehicle cleaning on key
streetcar routes.
System Accessibility
Cognizant of the impact of the fare increase on riders who can least afford it, the
2023 Operating Budget includes $2.7 million in System Accessibility investments
which will fund a $2.0 million contribution to the City’s Social Development Finance
and Administration Division to facilitate the expansion of the Fair Pass program to
individuals with a family income below 75% of the Low Income Measure.
Approximately 50,000 more low-income people will be eligible for the discount.
In addition, a targeted incremental investment of 240 weekly service hours will be

made and prioritized on routes with a high proportion of boardings at stops serving
Neighbourhood Improvement Areas. The increase in service hours will provide
additional weekend afternoon service on major shopping corridors to account for
capacity requirements of customers, as well as the establishment of a base grid of
15-minute overnight service on the Finch Avenue, Jane Street and Wilson Avenue
corridors. These changes will provide more frequent, 15-minute overnight bus
service to more than 1,200 customers every day.
Base Service Cost Pressures and Balancing Actions

For 2023, the TTC faced $116.0 million in base service cost pressures, many of
which are fixed and driven by economic conditions; are prescriptive; or are service
and safety critical requirements, including:
 Rapid market price increases for diesel fuel.
 Impact of Collective Bargaining Agreements
 Cost escalation for parts, service contracts and corporate insurance
requirements.
 Legislatively determined increases to Canada Pension Plan and
Employment Insurance Premiums.
 Accommodating the forecast increase in Wheel-Trans ridership demand.
 Operating impacts of capital, including cybersecurity and the continued roll-
out of the bus Wi-Fi pilot.
 Service reliability initiatives including an increase in spare operators
available to backfill for unplanned absences.

 Safety training including temporary backfill resources to facilitate required
training to ensure availability of fully trained key personnel at all times.
 Ridership recovery initiatives including the On-Time Performance Action
Plan.
When taking into account the funding implications of the new investments and the
alignment of service to demand noted above, the 2023 Operating Budget for
conventional and Wheel-Trans transit service has a net funding requirement of
$76.6 million, prior to any consideration of the funding requirements for Transit
Expansion and the continued financial impact of COVID-19. To accommodate
base pressures and targeted new investments within available funding, several
actions were taken, including:
 A 10 cent fare increase, effective April 3, 2023 on adult and youth single
fares only and exempting fair pass riders and seniors. All day, monthly and
12-month will remain frozen at 2020 rates. Net of PRESTO commissions,
the fare increase is expected to generate $16.1 million in 2023, with these
funds directed to fund the new investments in System Safety, Cleanliness
and Accessibility as well as to mitigate the impact of the significant
increase in diesel prices.
 A review of other revenue sources that identified $11.9 million, including

$6.0 million gross and $5.7 million net in anticipated increase in passenger
revenue through a resumption of ticketing for fare evasion.
 The implementation of efficiency measures and the results of a line-by-line

expenditure review resulted in an additional $22.5 million in savings for
2023, bringing the cumulative savings from efficiencies to $182 million
since 2019. These actions have no impact on service levels for customers
and include the annualized impact of the November 20, 2022 full
implementation of One Person Train Operation on Line 1, with cumulative
savings to be realized from this capital project to $10 million annually, the
continued implementation of Auditor General recommendations, and the
increased use of zone buses for Wheel-Trans service.
In addition, time-limited expenditures will be funded from a one-time contribution

from the TTC Stabilization Reserve in order to not impact property tax-based (City)
funding. $16.1 million in one-time requirements will be funded from the TTC
Stabilization Reserve, of which $7.2 million will address base budget requirements
and the remaining $8.9 million will address one-time costs associated with Transit
Expansion, as detailed in Appendix E.
Given the actions taken above, all but $26.1 million of the funding required to
address base cost pressures and the targeted new investments have been
accommodated. With the available City funding increase for these requirements
limited to $10.4 million, the balance of $15.7 million required to fully fund the TTC’s

total cost pressures for 2023 will be funded from a one-time withdrawal from the
TTC Stabilization Reserve. This will avoid a fare increase for pass users, seniors
and fair pass riders, as well as ensure that the fare increase for all customers
remains below the current rate of inflation.
The combined TTC Stabilization Reserve withdrawals of $31.8 million, leverage

the contributions made to the reserve in 2021 and results in a forecast year-end
2023 balance of $68.1 million. This balance considerably exceeds 2020 year-end
balance of $6.6 million and therefore is a prudent use of the available reserve
balance to address one-time requirements, to minimize the fare increase for 2023
and to help mitigate inflationary pressures.
Workforce Complement
The approved operating complement will increase by 36 positions overall. This
reflects a net reduction in the TTC’s approved base operating complement of 306
positions and an increase totalling 342 positions, with 236 positions required to
service Lines 3, 5 and 6; 71 operator positions required to maintain service
capacity on routes impacted by city and Metrolinx construction projects; with costs
recovered from the related construction projects; and 35 positions to support the
targeted new investments in system safety, cleanliness and accessibility. Further
details are included in the discussion on page 38.
Ridership Revenue
Based on forecasted ridership levels for 2023, TTC conventional ridership revenue
is budgeted at $931.4 million. Ridership recovery is expected to be gradual
throughout 2023 as most employers are expected to maintain current hybrid work
practices, resulting in a minimal increase in the average number of in-office days
and recent attendance levels at events and in-person class settings for post-
secondary institutions and schools are expected to be maintained.
The recommended TTC fare increase will be kept below the rate of inflation and is
limited to 10 cents for adult and youth single fares, and excludes all fair pass riders
and seniors’ fares. In order to support the accessibility of transit for riders, all
monthly passes will be exempted from the fare increase and will therefore remain
frozen at 2020 rates. In addition, a contribution to the City’s Social Development
Finance and Administration Division will be made to support the implementation of
the next phase of the Fair Pass program, which will provide access to as many as
50,000 additional residents to a one-third discount on single adult fares and 21%
on monthly passes.
COVID-19 Impacts
The COVID-19 financial impact is estimated to be $366.4 million in 2023 and
comprises the following:
 Lost passenger revenues of $328.1 million, based on a projected 2023
ridership to average 73% of pre-pandemic levels.

 Lost ancillary revenues of $14.5 million, including the continuation of lower
than normal budgeted commuter parking, advertising and subway
concession revenue, and;
 Incremental expenses of $23.8 million, including the provision of personal
protective equipment, use of HEPA filtration on vehicles, the continued
availability of hand sanitizers in the system and COVID-related absence
benefit costs.
To date, the TTC has received $1.8 billion in funding relief and funding
commitments from other orders of government, when accounting for the $415.2
million received or committed for 2022, including the most recent Provincial
funding announcement. This continued funding support recognizes the importance
of public transit as an essential service. The City and TTC continue to hold
discussions with other orders of government to address unfunded 2022 impacts
projected to be $125.3 million, anticipated 2023 COVID impacts and to secure
stable and long-term funding.
2024 and 2025 Outlook

The outlooks for 2024 and 2025 identify pressures of $111.0 million and $44.0
million; respectively, excluding residual COVID-19 impacts which are also
expected to continue. Key drivers include: the annualized costs associated with
Transit Expansion operations and Conversion, operating impacts of capital and
continued inflationary impacts. When the anticipated ongoing impacts of COVID-
19 are combined with forecasted budget increases, the outlook for 2024 can reach
up to $461.0 million and $379.0 million in 2025. It should be noted that the 2024
and 2025 outlooks do not include provisions for an increase in conventional transit
service levels nor wage increases or benefit improvements, past the March 31,
2024, expiry of the Collective Agreement with ATU 113 (the TTC’s largest union).
Equity/Accessibility Matters
The TTC is strongly committed to making Toronto’s transit system barrier-free and
accessible to all so that all customers can enjoy the freedom, independence and
flexibility to travel anywhere on the public transit system. While ridership trends
and financial constraints necessitate adjustment to service, all routes and time
periods of operation will be maintained.
Expenditures required to meet the TTC’s accessibility and equity requirements are
provided for in this budget, including $142.8 million gross and $136.3 million net
City funding to support the Wheel-Trans service and accommodate the anticipated
2.9 million rides in 2023.
In order to support the accessibility of transit, all passes, fair pass clients and
seniors’ fares are exempt from the recommended TTC fare increase. In addition,
through the City’s Social Development, Finance and Administration Division
eligible customers including Ontario Works, Ontario Disability Support Program,

Child Care Fee Subsidy and Rent Geared to Income clients whose income is
below a threshold set 15% above the Low Income Measure are eligible for the Fair
Pass Program. This program entitles eligible customers to a discount of
approximately one-third on single adult fares for a single rides or 21% off adult
monthly passes. In 2023, this program will be expanded to all low-income
residents with a family income below 75% of the Low Income Measure, with
approximately 50,000 more individuals expected to be eligible. The 2023
Operating Budget includes a $2.0 million contribution to the City’s Social
Development Finance and Administration Division, to facilitate this expansion.
Service will be maintained on all routes and in all time periods of operation.
Reliability of service will be improved by ensuring schedules are reflective of actual
operating conditions. Moreover, targeted investments in service on routes with a
high proportion of boardings at stops serving Neighbourhood Improvement Areas
will be made including, additional weekend afternoon service on major shopping
corridors, as well as the establishment of a base grid of 15-minute overnight
service on the Finch Avenue, Jane Street and Wilson Avenue corridors.
Decision History
At its meeting on December 20, 2021, the TTC Board approved the 2022
Operating Budgets of $2.102 billion gross and $1.185 billion net for TTC
Conventional Service; $133.4 million gross and $127.2 million net for Wheel-Trans
Service for a total $2.235 billion gross and $1.312 billion net; and a 2022 total
year-end workforce complement of 16,467 positions.
2022 TTC Conventional and Wheel-Trans Operating Budgets
Subsequently on February 17, 2022, City Council approved an amended 2022

TTC Operating Budget to reflect the anticipated ridership impact from the Omicron
variant. The budget for the TTC conventional service was increased by $99.9
million net reflecting the estimated impact from the Omicron variant.
City of Toronto 2022 Capital and Operating Budgets
At its meeting on February 10, 2022, the TTC Board approved an increase in
complement of 12 temporary positions to undertake the Queen Streetcar
Infrastructure work for the Ontario Line Project, with costs to be fully recovered
from Metrolinx.
Transit Network Expansion Update
At its meeting on July 14, 2022, the TTC Board approved an increase in temporary
operating complement fully dedicated to the TTC's project assurance function for
Metrolinx projects subject to the approval of the 2022 Annual Work Plan by
Metrolinx. This change was also approved by City Council at its meeting on July
21, 2022. In a letter dated October 7, 2022 from Metrolinx to the TTC, Metrolinx
provided approval of a 2022 Annual Work Plan, thereby confirming an increase of
29 temporary operating complement, resulting in an updated total of 65.

Transit Network Expansion Update
At its meeting on July 19, 2022, City Council approved the transfer of $52.0 million
to the TTC Operating Budget and $2.3 million to the Wheel-Trans Operating
Budget from the City’s Non-Program Budget to fund the impact of the arbitrated
collective agreement settlement for 2021 and 2022. The 2022 Operating Budgets
were revised to $2.149 billion gross and $1.337 billion net for TTC Conventional
Service and $135.4 million gross and $129.5 million net for Wheel-Trans Service.
City of Toronto Operating Variance Report for the Four Months Ended April 30,
2022
Background
2022 Budget Plan

The 2022 Operating Budget, as approved by City Council, reflected both the
anticipated impacts of the Omicron variant in early 2022 and anticipated strong
ridership recovery, particularly in the second half of the year. Ridership was
anticipated to reach 81% of pre-pandemic levels by the end of 2022. The 2022
revenue forecast was based on an average return to in-office work three days per
week; the return of post-secondary students and youth to in-class learning; and
the gradual return of special events. The 2022 Operating Budget included funding
for the return to 100% of pre-pandemic service hours for each mode during the
year based on the ridership forecast, the start of revenue service on Line 5, and
froze fares at 2020 rates.
Overall, the 2022 base budget requirements as well as new and enhanced service
priorities to ensure the delivery of key priorities were fully funded, however, the
reduced ridership revenue and incremental COVID response expenses resulted in
a need for $561.1 million in COVID related funding relief. Largely due to lower than
anticipated COVID response expenses, COVID funding relief impacts for 2022 are
now projected to be $540.5 million. Of this amount, $415.2 million in funding relief
has been received or committed by the Provincial and Federal government,
leaving a shortfall of $125.3 million. Discussions between the City, TTC and the
other orders of government continue in order to secure funding relief to offset the
remaining 2022 unfunded COVID impact as well as requirements for more stable
and predictable long-term funding.
2022 Ridership and Passenger Revenue

As shown in Chart 3, passenger revenue was above the budget expectation in the
first half of the year, driven by the faster than expected recovery from the Omicron
variant, but has trended below budget in the second half of the year, primarily due
to a lower than anticipated frequency of in-office days for commuters. Office
commuters currently average just under two in-office days per week, whereas the
2022 revenue budget anticipated that this would reach three days per week by
year-end, as understood by an employer survey conducted in late 2021.
Passenger revenue recovery is forecasted to reach approximately 69% of pre-

COVID levels by year-end, which is 12 percentage points below the budgeted
level of 81%.
Chart 3:
2022 Weekly Passenger Revenue
As a Percentage of Pre-Pandemic Levels
Consistent with the lower than anticipated ridership recovery, regular operating
service hours were slightly below budget at 96% overall in the November 2022
board period. Consistent with differences in customer demand by mode, service
was highest on bus at 97% and lower on streetcar and subway at 92% and 90%,
respectively.
2022 Financial Results

Based on the TTC’s actual and projected financial results, and predicated on the
assumption that funding will be secured for the remaining COVID-19 financial
impact, a 2022 net year-end favourable variance of $99.5 million is anticipated. Of
this amount, $20.5 million relates to a lower than anticipated COVID-19 financial
impact as noted above and $78.9 million related to underspending. The $78.9
million favourable variance is driven by under-expenditures including:
 Deferred opening of Line 5.
 Conventional Service hours averaging 5% below budget, for the year as a
whole, due to both reduced operator availability in the first half of the year,
and the matching of service capacity to actual ridership demand.
 Lower than anticipated Wheel-Trans ridership demand.
 Labour and benefit under-expenditures resulting from vacancies.
 Lower average hydro prices and accident claim payments.

This underspending enables the TTC to offset the impact of higher diesel prices
and forgo the planned $20.7 million Reserve draw in 2022.
Outcome of 2022 Priority Actions

The following priority actions were accomplished which contributed to meeting the
TTC’s service objectives and making progress on achieving intended outcomes:
1. Providing Seamless and Reliable Transit Service

 Matched Service Capacity to Demand
 Operationalized Automatic Train Control (ATC) on the entirety of Line 1;
allowing for an increase in service capacity and achievement of up to 32
southbound trains at Bloor-Yonge between 8 and 9 am weekdays.
 Implemented One-person Train Operation (OPTO) on the entirety of
Line 1.
 Implemented LRV Apprenticeship Program in collaboration with
Centennial College
 Increased vehicle maintenance capacity and achieved or exceeded
vehicle reliability targets
 Partnered with City’s Streets to Homes to have a dedicated presence of
outreach workers on the transit system to help those who could use
assistance.
2. Transforming to Solidify the TTC’s Fiscal Foundation

 Advanced business transformation priorities by implementing second
sourcing of non-revenue fleet and facility maintenance at 1810 Markham
Road
 Continued implementation of Auditor General Recommendations on
after-market part warranties and Wheel-Trans reservations
 Engaged customers, stakeholders and the general public to understand
post-pandemic travel patterns to ensure alignment of service hours
 Ran multi-media communications campaign focused on ridership
recovery
 Approved property acquisition for new TTC Garage and additional
operational uses consistent with the guiding principles in the TTC’s Real
Estate Investment Plan
 Updated the Capital Investment Plan and Real Estate Investment Plan
and distributed these Plans to elected and key officials in all three orders
of government to advance unfunded capital priorities.
3. Leading as an Inclusive and Accessible Service Provider

 Acknowledged by Forbes as one of Canada’s Best Employers for
Diversity in 2022.

 Progressed on the Embracing Diversity: 10 Point Action Plan and
launched the first Diversity and Culture Annual Report which highlighted
50 key accomplishments, including launching the Racial Equity Office
and the Fare Inspector and Special Constable Complaint Office.
 Continued gender recruitment outreach events with 45 events being
held, leading to the achievement of the gender recruitment target of 40%
of new operator hires being women.
 Maintained TTC Fares at 2020 levels.
 Piloted accessibility enhancements of new tactile and braille wayfinding
features at York Mills Station.
 Completed construction at three additional stations, bringing the total
number of accessible subway stations to 56.
 Partnered with life skills companion guide app MagnusCards to
establish TTC MagnusCards to help riders with cognitive disabilities
navigate the transit system.
4. Innovating for Future Demand

 Signed an agreement with PowerON Energy Solutions LP, for the
delivery, maintenance and operation of electrification infrastructure
needed to transition the TTC’s fleet and facilities to zero-emissions.
 Expanded the Wi-Fi pilot to 2 additional bus routes, bringing the total
number of bus routes with Wi-Fi to 4 since 2021.
 Commenced the upgrade of all PRESTO devices to enable the future
fare collection modernization modernizing the fare collection system
 Completed the 5-year Fare Policy and the 10-year Fare Collection
Outlook
 Advanced Line 5 and Line 6 mobilization activities.

Comments
2023 Priority Actions

With development of the TTC’s Corporate Plan for 2023 to 2027 currently
underway, the priority investments and actions included in the 2023 Financial Plan
continued to be guided by the following service objectives and outcomes, in
accordance with the TTC’s current Corporate Plan, namely:
1. Provide a Safe, Seamless and Reliable Transit Service that meets
customers needs and enhances customer satisfaction.
2. Transform to Solidify the Fiscal Foundation and advance Fiscal
Sustainability.
3. Lead as an Inclusive and Accessible Service Provider that ensures
Accessibility, Equity and Diversity are systemic.
4. Innovate for Future Demand to ensure System Resiliency.
Providing Safe, Seamless and Reliable Transit Service

Since the start of the pandemic, customers’ transit needs and travel patterns have
evolved and the TTC has ensured that service hours meet customer demand. This
approach will continue in 2023 and service hours will be adjusted overall to 91% of
pre-pandemic levels to best align to actual demand. 2023 bus, streetcar and
subway service in 2023 will be implemented to more closely reflect lower ridership
levels by mode, while also retaining resources to account for increases in traffic
congestion that require revised schedules and provide some additional service
capacity to account for the upper range of forecasted customer demand in the
event it occurs. In addition to these service adjustments, continued focus will be
placed on providing the best customer service through actions including the On-
Time Performance Action Plan and system cleanliness initiatives, particularly on
streetcar routes and in subway stations.
Additional actions will be undertaken in 2023 to enhance the safety and reliability
of transit service, including:
 Increasing the availability of spare operators to backfill unplanned
absences:
 Increasing front-line operational staff presence and adding 25 more Special
Constables in the system.
 Providing temporary resources to facilitate safety training for operations
staff: and,
 Advancing on the TTC’s Cybersecurity Program, including the
implementation of the managed security services to defend the transit
network from cyber threats.
Even as the broader health impacts of the pandemic subside, the TTC continues
to be committed to providing a safe environment for its customers and employees.
To that end, the TTC will continue to provide hand sanitizer in stations; continue

the use of HEPA filters, the highest standards of air filtration, on the system; and
distribute appropriate personal protective equipment to employees.
Transforming to Solidify the TTC’s Fiscal Foundation

As the TTC continues to transform its business practices, the implementation of
these measures result in financial and value added benefits. The recommended
2023 Operating Budget includes $22.5 million in efficiency savings and a reduction
of 29 positions, with the majority arising from various TTC business transformation
and modernization efforts, bringing the total savings realized from these various
efforts to $182 million since 2019.
These savings do not impact service levels provided to customers but rather are
the result of actions taken that change how service is provided from such
initiatives as the implementation of One Person Train Operation on Line 1; the
ongoing implementation of Auditor General recommendations, overtime reduction
strategies, business transformation initiatives, and the expansion of the Wheel-
Trans Zone bus service.
Phase 2 of the Service Plan Reset will identify initiatives to plan transit service that
will maximize ridership recovery. Ongoing business transformation initiatives will
continue to examine current work practices and identify new opportunities to
streamline and transform how business is performed.
Leading as an Inclusive and Accessible Service Provider

Diversity, equity and inclusion are core TTC values. The TTC is strongly
committed to making Toronto’s transit system barrier-free and accessible to all so
all customers can enjoy the freedom, independence and flexibility to travel
anywhere on the public transit system.
Recognizing the importance of maintaining accessibility to and affordability of

transit, the fare increase will be limited to 10 cents on adult and youth single fares
only, while holding fares for seniors, pass users and fair pass riders at 2020 rates.
A portion of the additional revenue to be generated from the fare increase will be
directed to fund new investments in safety, cleanliness and accessibility initiatives
to address safety and underhoused people in the transit system. In addition, the
2023 Operating Budget advances accessibility and inclusivity by:
 Accommodating the increase in projected Wheel-Trans ridership;
 Continuing diversity and gender recruitment outreach initiatives and
establishing a mentoring program for female operators;
 Continuing the implementation of the Embracing Diversity: 10 Point Action
Plan;
 Enhancing integration with City’s Streets to Homes outreach by adding 10
Streets to Homes outreach workers who will be deployed across the transit
system to help support the underhoused; and,

 Continuing to build community outreach such as Black History Month,
Indigenous History Month and Lunar New Year through Awareness
Campaigns.
Innovating for Future Demand

The TTC will be undertaking several initiatives to improve integration of transit
services all with the intent of ensuring system resiliency. The priority actions for
2023 include:
 Growing the network by commencing revenue service on Lines 5 and 6;
 Evaluating and Assessing the bus Wi-Fi network pilot;
 Expanding Fare Collection options for our customers including Open Payments
 Progressing with the Risk Mitigation plan for the modernization of the fare
collection system;
 Continuing the procurement of E-Buses and related charging infrastructure;
and
 Developing an Innovation and Sustainability Strategy and Roadmap for the
next five years.
Recommended 2023 Operating Budget
The 2023 Financial Plan to achieve the above noted objectives results in a net City
funding increase of $53.0 million, before the impact of COVID-19. Of this amount,
$42.6 million will be directed to address costs of Transit Expansion and
Conversion, with the balance of $10.4 million used to fund all other cost pressures,
as summarized in the Table 2 below.
Table 2
TTC Conventional and Wheel-Trans Operating Funding
Net Funding Change from 2022
Operating Combined
Budget Transit City 2023 %
Excluding Expansion & Operating Change in
(In $Millions) Expansion Conversion Funding City Funding
2022 Approved Base Operating Funding 876.1 29.6 905.7
2023 City Funding Increase
Directed to Transit Expansion & Conversion 42.6 42.6 4.7%
Directed to Base Operating Budget 10.4 10.4 1.2%
Subtotal 2023 City Funding Increase 10.4 42.6 53.0 5.9%
2023 Available City Operating Funding 886.5 72.2 958.7

Transit Expansion and Conversion
The 2023 Operating Budget includes a total of $84.0 million gross and $72.2
million net, to fund anticipated operating costs of Transit Expansion and
Conversion. This accounts for funding of $29.6 million approved in 2022 for the
initial mobilization and readiness costs for Line 5, $42.6 million in new funding for
2023 operating and maintenance costs for Lines 5 and 6 as well as the
incremental costs for the Line 3 Bus Replacement Plan, as outlined in Table 3.
Table 3
Transit Expansion and Conversion
Total Annual Requirement Change

($ Millions) 2022 Budget 2023 Budget 2024 Forecast 2023 vs 2022 2024 vs 2023
Line 5
Mobilization & Operating Costs 30.4 70.5 95.5 40.1 25.0
Bus Service Savings (10.0) (10.0)
Incremental Revenues (0.8) (3.0) (7.5) (2.2) (4.5)
Reserve Draw to Fund One-Time Costs (7.3) (7.3) 7.3
Subtotal Line 5 29.6 60.2 77.9 30.6 17.7
Line 6
Mobilization & Operating Costs 12.1 37.8 12.1 25.7
Bus Service Savings (7.4) (7.4)
Incremental Revenues (2.3) (2.3)
Reserve Draw to Fund One-Time (1.6) (1.6) 1.6
Subtotal Line 6 10.5 28.0 10.5 17.5
SRT Bus Replacement Plan 1.5 11.5 1.5 10.0
Net City Funding Impact: Transit
Expansion and Conversion 29.6 72.2 117.5 42.6 45.3
In 2022, funding was provided for Line 5 based on the then planned mobilization
activities. 2023 funding for Line 5 covers annualized labour expenses to mobilize
and train staff, including the start of Line 5 operator training in the first quarter of
2023, and once revenue service commences, the cost of traction power, utilities
and maintenance costs through a third party contract. Anticipated costs of one-
time project variations identified by the TTC to ensure operational and safety
practices are aligned with current modes, are also included. 2023 funding for Line
6 will cover mobilization and training activities in preparation for the start of
revenue service.
For both Lines 5 and 6, the TTC will operate the lines, provide customer service
and security personnel and, upon the start of revenue service, will also be
responsible for the cost of traction power, utilities and maintenance costs delivered
through a third-party contract between the maintainer and Metrolinx. Key features
of Lines 5, 6 and the Line 3 Bus Replacement Plan are described below.

Line 5
Line 5 Eglinton Crosstown is a 19-kilometre line along Eglinton Avenue between
Mount Dennis and Kennedy Station which will provide service to 25 stations and
surface stops in a dedicated right of way that will reduce customer travel times
through the corridor by up to 60%. The line will connect to approximately 60 bus
routes, three existing subway stations (Kennedy, Eglinton and Eglinton West), the
UP Express, and three existing or future GO stations (Mount Dennis, Caledonia,
and Kennedy), providing an important east-west connection.
Concurrently, the opening of Line 5 Eglinton will result in changes to approximately

27 bus routes that will improve connections to rapid transit, journey times and
service reliability.
Chart 4
Map of Line 5 Eglinton
Line 6
Line 6 Finch West is an 11-kilometre light rail transit line along Finch Avenue West
between Finch West Station at Keele Street and Humber College at Highway 27.
Service will operate along a dedicated right-of-way and serve 16 surface stops and
2 stations. The line will provide service to Northwest Toronto, providing an
important link to Humber College and will connect to more than 20 TTC bus
routes, Finch West Station on Line 1 as well as GO Transit, MiWay, YRT, and
Brampton Transit/Züm transit services.

Chart 5
Map of Line 6 Finch West
Line 3 Bus Replacement Plan

Consistent with the plan approved by the TTC Board on April 14, 2022, train
service on Line 3, also referred to as the Scarborough RT (SRT), will end in the
fourth quarter of 2023, with bus service operating in its place. The Bus
Replacement Plan comprises an extension of 8 major bus routes operating
express from Scarborough Centre to Kennedy Station and improved bus
connections from Scarborough to Line 1, Line 4 and GO Transit stations. The bus
replacement plan results in approximately 70 buses per hour in peak periods via
Midland Avenue southbound and Kennedy Road northbound with Transit Signal
Priority, Queue Jump Lanes and enhanced bus stops in place. Overall, operating
costs will increase due to the lower capacity of buses as compared to SRT trains,
resulting in higher incremental costs on a net basis of $1.5 million expected in
2023 and a further $10 million anticipated in 2024.
TTC Base Service Budget
2023 Revenue Ridership Forecast

The establishment of the ridership demand forecast is the first step in the TTC’s
budget process and is the basis on which the annual service plan is developed. In
order to forecast ridership demand through 2023, key segments of TTC ridership,
were assessed using survey data with a particular focus on return to office trends
and employers’ anticipated plans for 2023. This enabled a forecast of a probable
range of ridership levels as depicted by the upper and lower line in chart 6 below
and the revenue ridership forecast (green line) was established within this range.

Chart 6
Ridership and Service Demand Forecast
Overall, the TTC is expecting ridership trends experienced in the last quarter of
2022 to continue throughout 2023 with some further modest ridership growth
projected. The 2023 rate of growth is expected to be slower than gains
experienced in the spring and summer of 2022 as return-to-office activity has
stabilized. Most employers have now accommodated a hybrid model of work
allowing a partial work-from-home of their employees, resulting in current
commuter behaviours expected to continue into 2023. Forecasted 2023 ridership
levels assume:
 No significant waves of COVID cases requiring additional restrictions;
 Continued return of riders at similar levels experienced during fall 2022;
 Maintain similar behaviour of office-workers, with in-office days growing
only slightly from an average just under two in-office days a week at the
start of 2023 to an average of approximately two in-office days a week at
the end of 2023;
 Comparable attendance at special events experienced since spring 2022,
similar to pre-COVID levels; and,
 In-person class settings at post-secondary institutions and schools
comparable to fall 2022 levels.
For 2023, the TTC is expecting approximately 393.0 million revenue rides, which
represents 73% of pre-COVID normal levels, starting the year at 71% in January
and ending the year at 75% in December. With a ten cent fare increase on adult
and youth single fares only, forecasted ridership is anticipated to generate 2023

passenger revenue of $931.4 million. Chart 7 below shows quarterly ridership for
2022 as well as the ridership forecast for each of the four quarters of 2023.
Chart 7:
TTC Conventional Actual and Projected Ridership
The insights and analysis on ridership trends which formed the basis for the 2023
ridership budget are discussed in Appendix A: TTC Conventional: Revenue
Ridership and Revenue Trends.
Aligning Conventional Transit Service Hours to Ridership Demand

In keeping with the TTC’s approach to service since the onset of COVID, 2023
service will continue to be aligned more closely reflect lower post-pandemic
ridership demand.
By year-end 2023, ridership is estimated to reach 75% of pre-COVID levels and

service is proposed to be adjusted to 91% of pre-COVID hours starting in spring
2023 as seen in Table 3 below. This will be a change from currently scheduled
service, which is approximately 96% of pre-COVID hours. Relative to pre-
pandemic operations, service scheduled and operated will continue to be higher
than the estimated ridership levels in 2023. This ensures that resources are
retained to account for increases in traffic congestion that require revised
schedules and ensures sufficient capacity exists to service the upper range of
forecasted customer demand, in the event it occurs. Resources required in 2023
to operate Line 5, Line 6 and the Line 3 Bus Replacement plan, are accounted for
separately and therefore will be in addition to the hours below for current service
modes.

Table 3:
2023 Service by Mode
(Measured in weekly service hours)
Service Plan Bus Streetcar Rapid Total
Budget - November 2022

143,700 19,700 16,800 180,200
(pre-COVID proxy)
Scheduled - November
2022 139,800 18,200 15,100 173,000
(actual and in operation)
Proposed
134,500 17,100 12,600 164,200
(starting spring 2023)
% of Pre-COVID 94% 87% 75% 91%

(adjusted for initiatives and efficiencies)
The realigned service focuses on continuing to uphold the TTC’s core service
principles: protect transit access across the city, deliver a reliable service, and
match capacity with demand accounting for varying degrees of ridership recovery
on a route basis and for new and emerging travel patterns.
Current periods of service and network coverage on all routes will be protected to
ensure transit remains accessible. Rapid transit service will continue to operate
every 6 minutes or better in most periods and in some cases every 10 minutes or
better, based on demand. Schedules will be adjusted to reflect actual operating
conditions to improve service reliability for customers. Route adjustments will be
based on ridership demand in the busiest portion of the route, in the busiest
direction and hour within each time period of service.
The realigned service proposes to:
1) Resume pre-COVID vehicle crowding standards in peak periods, which were

temporarily suspended during the pandemic to provide more physical
distancing. (50 customers per bus, 130 customers per streetcar, 1000/1100
customers per train on average during the busiest hour)
2) Increase the pre-COVID vehicle crowding standard at off-peak periods with

capacity for each route and time period planned based on the busiest hour for
45 customers per bus, 90 customers per streetcar, and 600-650 customers per
train on average.
The TTC will finalize the service plan and begin preparing schedules immediately.
This lead time is required to implement the revised service in the spring of 2023.

New Investments: Safety, Cleanliness and Accessibility
The recommended funding of $7.1 million for new and enhanced service priority
actions has been limited to focus on advancing System Safety, Cleanliness and
Accessibility initiatives as summarized in Table 4 below.
Table 4:
New and Enhanced Service Priority Actions
Description ($Millions) Gross & Net Pos.
System Safety & Cleanliness
Additional City Streets to Homes Outreach Workers 1.0
Additional Special Constables 2.4 27
Streetcar Mid-Day Cleaning 1.0
Subtotal: System Safety & Cleanliness 4.4 27
Neighbourhood Improvement Areas: Targeted Service Enhancements 0.7 8
Contribution to SFDA: Fair Pass Expansion 2.0
Subtotal: System Accessibility 2.7 8
Total 2023 New & Enhanced Priority Actions 7.1 35
System Safety and Cleanliness

Through the pandemic, TTC has experienced an increase in underhoused
individuals seeking refuge on the system and has partnered with the City’s Streets
to Homes program to assist these individuals. Through this partnership, support is
offered and outreach workers support those who need assistance to connect with
appropriate shelter or other required resources. To augment this ongoing effort,
the 2023 Operating Budget includes $1.0 million to fund 10 dedicated Streets to
Homes outreach workers and 2 Team leads.
To enhance customer safety, a focus is being placed on maximizing uniformed

staff presence and visibility in stations. To augment available resources, 25
Special Constable and 2 supervisor positions will be added to provide customer
assistance where required, and enhance safety and security for all customers.
In addition, mid-day cleanliness initiatives will be implemented on key downtown
streetcar routes.
In recognition of affordability challenges, the 2023 Operating Budget includes $2.7
million in System Accessibility investments, including a $2.0 million contribution to
the City’s Social Development Finance and Administration (SFDA) Division to
facilitate the expansion of SFDA’s Fair Pass program to individuals with a family
income below 75% of the Low Income Measure. Approximately 50,000 more low-
income people will be eligible for the discount in Phase 3A of the Fair Pass
Program rollout and will add to the Program’s existing eligibility including Ontario
Works, Ontario Disability Support Program, Child Care Fee Subsidy and Rent
Geared to Income clients whose income is below a threshold set 15% above the

Low Income Measure. The Fair Pass Program provides eligible recipients with a
discount of approximately one-third, on the price of adult single fares and a 21%
discount on adult monthly passes.
In addition, a targeted incremental investment will be made to increase service on

prioritized routes with a high proportion of boardings at stops serving
Neighbourhood Improvement Areas, with improvements focused on additional
weekend afternoon service on major shopping corridors and the implementation of
a 15-minute service on key overnight corridors.
To account for capacity requirements of customers travelling with shopping bags,

buggies and strollers, service will be increased on weekend afternoons on key
shopping corridor routes including Dufferin Street, Finch Avenue East, Lawrence
Avenue East, Wilson Avenue, and The Queensway. In addition, a base grid of 15-
minute overnight service on the Finch Avenue, Jane Street and Wilson Avenue
corridors will be established. These corridors will complement existing 15-minute
service on the Yonge Street and Bloor Street/Danforth Avenue corridors. These
changes will provide more frequent, 15-minute overnight bus service to over 1,200
customers every day.
Base Budget Changes

For 2023, the TTC is facing $116.0 million in base budget pressures, many of
which are fixed costs and driven by economic conditions; are prescriptive; or are
service or safety critical requirements. Of this amount, $92.7 million or 4% of gross
expenditures is required to fund inflationary or economic-based cost pressures
alone. Taking into account the financial implications arising from the 2023 service
alignment, and the new investments for system safety, cleanliness and
accessibility the operating budget pressure is revised to $76.6 million, before any
consideration of the funding requirements for Transit Expansion and the continuing
financial impact from COVID-19.
With $42.6 million allocated to fund Transit Expansion and Conversion costs, this
limited City funding available to address incremental budget pressures to $10.4
million and a series of strategies were utilized to balance base budget
requirements to available funding. These included $16.1 million in additional
passenger revenue to be generated from the fare increase on adult and youth
single fares only, effective April 3, 2023; $11.9 million in other revenue changes
and expenditure reduction of $22.5 million to be realized from efficiency measures.
A withdrawal of $15.7 million from the TTC Stabilization Reserve was made to limit
the amount and scope of the fare increase and mitigate inflationary pressures.
Table 5 summarizes the expenditure, revenue and associated complement base

budget changes, with explanatory comments following.

Table 5
2023 TTC Conventional and Wheel-Trans Base Operating Budget
Description ($Millions) Gross Revenue Net Positions
2022 Approved Operating Budget, including COVID-19 Impact 2,284.0 817.2 1,466.8 13,841
Less 2022 COVID-19 Impact (29.2) 531.9 (561.1) (6)
Less Expansion (30.4) (0.8) (29.6) (238)
2022 Approved Base Operating Budget,
Excluding COVID-19 & Expansion 2,224.4 1,348.3 876.1 13,597
Base Pressures:
Inflationary Pressures 82.6 (10.1) 92.7
Base Service Cost Changes 43.6 20.3 23.3 252
Subtotal: Base Pressures 126.2 10.2 116.0 252
TTC Service Alignment with Demand (50.4) (3.9) (46.5) (457)
Base Pressure Net of Service Alignment with Demand 75.8 6.3 69.5 (205)
New & Enhanced
System Safety & Cleanliness 4.4 - 4.4 27
System Accessibility 2.7 - 2.7 8
Funding Pressures, Before Expansion & COVID 82.9 6.3 76.6 (170)
Balancing Actions
Single Fare 10 cent Fare Increase (Excl. Seniors Eff. April 3) 0.7 16.8 (16.1)
Other Revenue Changes 0.4 12.3 (11.9)
Efficiencies & Line-By-Line Review (22.5) - (22.5) (29)
Base Budget Funding Requirement 61.5 35.4 26.1 (199)
Reserve Draw to Limit Fare Increase - 15.7 (15.7)
Total Operating Funding Change Excluding Expansion and COVID 61.5 51.1 10.4 (199)
2023 Requested Operating Budget Excluding Expansion and COVID 2,285.9 1,399.4 886.5 13,398
Inflation and Cost Escalation

The 2023 Operating Budget includes $92.7 million (4% of gross expenditure
budget) in inflationary cost pressures. The key drivers of inflationary and
legislatively prescriptive impacts include diesel prices, the impact of collective
bargaining agreements, contractual price increases and the impact of Canada
Pension and Employment Insurance premium increases as summarized in Table
6.
Table 6
Inflationary Pressures
Description ($Millions) Gross Revenue Net
Diesel Price Increase* 27.8 (8.5) 36.3
Collective Bargaining & Cost of Living 35.4 - 35.4
Contractual Price Increase* 13.8 (1.6) 15.4
Legislative (CPP/EI Premium increases) 5.6 - 5.6
Total Inflationary Pressures 82.6 (10.1) 92.7
The 2023 Operating Budget reflects a forecast price of $1.50 per litre for diesel
fuel requirements, net of applicable HST rebate, which is consistent with current
market trends, reflecting a 33% increase from the $1.13 average price budgeted in
the 2022 Operating Budget. In addition, the 2022 Operating Budget relied on the
TTC Stabilization Reserve to address fuel price volatility, resulting in a combined
budget pressure of $36.3 million. Strategies and actions to partially mitigate
increases in the cost of diesel fuel have been put in place and include hedging a
portion of the diesel fuel requirements and capturing the continued reduction in

fuel consumption rates achieved through fleet renewal. Since 2017, TTC diesel
consumption rates per bus kilometre operated have decreased by approximately
20%.
Contractual price increases account for $15.4 million of the total budget pressure,
driven by price escalation on various material and service contracts, with average
price escalation of approximately 3% on $370 million of annual material and
service costs. Increases accounted for in the operating budget are based on
contract pricing in place or expected for 2023. Anticipated increases in corporate
insurance premiums, consistent with the July 14, 2022 Procurement Authorization
for TTC All Risks Property Insurance Renewal and land license and lease fees for
commuter lots in Hydro One rights of way, are also included. The TTC has been
able to mitigate the impact of the high inflation environment to date in part due to
due 2023 pricing on some contracts, which was in place prior to the recent
inflationary trend, ongoing competitive procurements, and leveraging part
inventories on hand. Nevertheless, should the current high inflation environment
persist, inflation and cost escalation impacts could be higher in 2024.
In addition, the 2023 Operating Budget funds legislative increases in Canada

Pension Plan (CPP) and Employment Insurance (EI) rates. This includes an
increase in the Canada Pension Plan contribution rate as well as an increase in
the yearly CPP maximum pensionable earnings and EI insurable earnings limits.
Base Service Cost Changes
The 2023 Operating Budget funds a $23.3 million net increase for base service
costs required to protect the reliability of scheduled service, deliver on customer
experience improvements, address operating impacts of completed capital
projects and accommodate anticipated growth in Wheel-Trans ridership. Table 7
summarizes these cost increases.
Table 7
Service Reliability & Resiliency 11.5 - 11.5 123
Service to Mitigate Construction Impacts
(City & MX projects) 15.4 15.4 - 71
One-Time Requirements
(Safety Training, Consulting & Recruiting) 3.7 3.7 - 8
Station Cleanliness Initiatives 1.5 - 1.5
Operating Impacts of Capital 4.1 - 4.1 2
Wheel-Trans Ridership Demand 5.4 0.5 4.9 42
Other Base Changes 2.0 0.7 1.3 6
Total Base Service Cost Changes 43.6 20.3 23.3 252
Ensuring all scheduled service is delivered on-time is a key deliverable, and

carries increased importance with the alignment of service to anticipated 2023

ridership demand. To address this key objective, the 2023 Operating Budget
provides funding to increase spare operators available to backfill for unplanned
absences and reduce the reliance on overtime. Additional resources are added on
a cost recovery basis, to mitigate the impact of construction on service capacity. A
one-time withdrawal of $3.7 million from the TTC Stabilization Reserve will be
leveraged to support key one-time requirements centered on system resiliency.
This includes recruiting support to reduce vacancies, temporarily backfilling
resources to facilitate safety related training and completing Phase 2 of the
Service Plan Reset and the Risk Mitigation Plan for the Fare Collection Strategy.
As a continuation of work completed in 2022, the Service Plan Reset will

contribute to ensuring system resiliency and improving financial sustainability by
planning transit service that effectively serves TTC riders while implementing
policies designed to attract riders back to public transit to ensure TTC is the mode
of choice. The Risk Mitigation Plan for the Fare Collection Strategy builds on work
completed to date and will continue to advance required preparatory work for the
procurement of an independent fare collection system, while working in good faith
with Metrolinx on PRESTO’s procurement for a next-generation system.
The TTC will be working to improve customer experience on the transit network
through an added focus on system cleanliness and the continuation of the bus Wi-
Fi pilot, which will include the Jane, Markham Road, Eglinton East and Weston
Road North routes.
Funding for the operating impacts of completed capital projects primarily support
the implementation of IT projects and ongoing modernization efforts. This includes
the annualized cost for cybersecurity managed services consistent with the July
14, 2022 Contract Award for Managed Security Services report to the TTC Board
and the roll-out of IBM Maximo, which will support more effective asset
management of TTC’s $22 billion asset inventory.
Wheel-Trans Ridership Demand

Given the nature of Wheel-Trans service, Wheel-Trans service expenditures are
directly linked to the number of rides required. The 2022 Wheel-Trans Operating
Budget anticipated a gradual increase in ridership as vaccinations became more
prevalent and a gradual return to regular activities occurred.
While an increase in ridership has occurred, the extent of Wheel-Trans ridership

return has been consistently below the 2022 budget expectation, with the pace of
ridership return also slowing in the second half of the year, as shown in Chart 8 on
the next page.

Chart 8
2022 Wheel-Trans Ridership
As a Percentage of Pre-Pandemic Normal
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
July
June
August
Nov
Jan
Feb
March
May
April
Sept
Oct
Dec
Actual % Normal Budget % Normal
Overall, the trend in Wheel-Trans ridership recovery rate has generally mirrored
that of the TTC Conventional system. However, since spring 2022, the Wheel-
Trans ridership recovery has been approximately five percentage points below the
TTC Conventional recovery rate, in part due to the increased prevalence of virtual
medical appointments since the start of the pandemic, which disproportionally
impacts Wheel-Trans ridership.
The 2023 Operating Budget for Wheel-Trans service is based on a forecast of

continued Wheel-Trans ridership growth from current levels due to an anticipated
increase of in-person medical appointments and increasing customer comfort with
travel and event attendance. As a result, Wheel-Trans ridership is expected to
average 71% of pre-pandemic levels for 2023 as a whole and ultimately end the
year consistent with TTC Conventional recovery rates at approximately 75% of
pre-pandemic levels, as outlined in Chart 9 on the next page.

Chart 9:
TTC Convention & Wheel-Trans
Actual and Forecast Ridership Recovery Rates
100%
90%
80% 72% 73% 75%
68% 71%
70% 64%
59% 74%
72%
60% 44% 68% 70%
63%
50% 60%
40%
54%
30% 43%
20%
10%
Q1 2022 Q2 2022 Q3 2022 Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023
TTC 2022 Act/PA % of Normal TTC 2023 B% of Normal
WT 2022 Act/PA % of normal WT2023B % of normal
The 2023 Operating Budget for Wheel-Trans service provides sufficient funding
and complement to accommodate the anticipated 2.953 million rides in 2023, an
increase of 8.4% from the 2.725 million anticipated in the 2022 Operating Budget.
The year-over-year anticipated growth in ridership demand is largely based on a
reversal of the Omicron variant, which impacted ridership in the first quarter of
2022, as well as expected modest growth in ridership demand from current levels
as described above.
Base Budget Balancing Actions
Every effort has been made to accommodate base operating budget requirements
within the limited available funding with a focus on reviewing all possible revenue
changes, expenditure reductions and efficiency opportunities. These actions,
combined with the use of the TTC Stabilization Reserve for one-time or time
limited expenses, enabled the TTC to limit the fare increase and minimize the
impact on the property tax base while accommodating the base service cost
pressures discussed above within the limited increase in available City funding.

April 3, 2023 Fare Increase on Adult and Youth Single Fares
A 10 cent fare increase, effective April 3, 2023 on adult and youth single fares only
while holding seniors, pass users and fair pass riders at 2020 rates is expected to
generate $16.1 million in 2023. Funds generated from the fare increase are being
directed to fund the new investments in System Safety, Cleanliness and
Accessibility described above, and in part to address the sharp escalation in diesel
fuel costs.
Other Revenue Changes

In addition to the fare increase, a review of revenue sources to support the base
operating budget identified an incremental $11.9 million, including a $6.0 million
gross and $5.7 million net increase in passenger revenue through a resumption of
ticketing for fare evasion. Other adjustments included an increase in interest
revenue, contractually scheduled increase in annual revenue under the subway
wireless contract, higher Outside City Service revenues consistent with
corresponding cost escalation and funding from the City’s Development
Application Review Reserve. This reserve funding now fully recovers the TTC’s
costs of resources required to review development applications, similar to the
other city functions that form part of the end to end development application review
process. Table 8 below, summarizes the revenue changes incorporated into the
2023 Operating Budget.
Table 8:
Revenue Changes
Description ($Millions) Gross Revenue Net
April 3, 2023 Fare Increase - Single Fares; excluding seniors 0.7 16.8 (16.1)
Other Revenue Changes
Fare Evasion: Resumption of Ticketing 0.3 6.0 (5.7)
Interest Revenue 2.5 (2.5)
Outside City Service 1.0 (1.0)
Development Reviews - City Reserve 0.8 (0.8)
Subway Wireless Contract 0.5 (0.5)
Average Fare and Other Adjustments 0.1 1.4 (1.3)
Subtotal: Other Revenue Changes 0.4 12.3 (11.9)
Total Revenue Changes 1.1 29.1 (28.0)
Base Expenditure Reductions and Efficiency Measures

The 2023 Operating Budget reflects $22.5 million in base expenditure reductions
and a reduction of 29 positions arising from the implementation of efficiency
measures and a review of budgeted expenditures against actual experience. This
includes the full implementation of One Person Train Operation on the entirety of
Line 1, continued overtime reductions and a comprehensive line-by-line review, as
summarized in Table 9, on the following page.

Table 9
Base Expenditure Reductions and Efficiency Measures
Description ($ Millions) TTC WT Gross Net Pos.
Base Budget Reductions
Line-by-Line Reviews (9.5) (0.8) (10.3) (10.3)
Subtotal: Base Budget Reductions (9.5) (0.8) (10.3) (10.3)
Efficiency Measures
Line 1: One Person Train Operation (7.3) (7.3) (7.3)
Overtime reductions (0.6) (0.1) (0.7) (0.7)
Revenue Operations - Legacy Fares (0.7) (0.7) (0.7) (6)
Wheel-Trans Additional Zone Buses (1.2) (1.2) (1.2) (16)
Snow Clearing Contract Savings (0.8) (0.8) (0.8)
Other Efficiencies (1.1) (1.1) (1.1)
Subtotal: Efficiency Measures (10.4) (1.3) (11.6) (11.6) (22)
Implementation of AG Recommendations:
Wheel-Trans Call Centre (0.5) (0.5) (0.5) (7)
Aftermarket Parts Warranty (0.1) (0.1) (0.1)
Subtotal: Implementation of AG Recommendations (0.1) (0.5) (0.6) (0.6) (7)
Total Efficiencies and Line-By-Line Review (19.9) (2.5) (22.5) (22.5) (29)
TTC Stabilization Reserve Draw 0.0 (15.7)
Total Base Expenditure Reductions and Efficiency Measures (19.9) (2.5) (22.5) (38.2) (29)
Line-by-Line Reductions
Material and Service spending trends both pre-pandemic and throughout the
pandemic were assessed as part of the expenditure line-by-line review. As a result
of the analysis undertaken, $10.3 million in expenditure reductions have been
identified and reflected in the 2023 Operating Budget, primarily due to material
volume and contract costs being lower than original estimates.
Efficiency Measures
Efficiency measures are specific actions taken by TTC staff that achieve cost
reductions without impacting service levels for customers as described below.
 One Person Train Operation

On November 20, 2022, One Person Train Operation (OPTO) was fully
implemented on the entirety of Line 1 Yonge-University and was made possible
by the completion of Automatic Train Control installation. OPTO was already in
use from Vaughan Metropolitan Centre to St George stations on a daily basis
since November 2021 and has been in use on Line 4 since 2016. OPTO allows
the train Operator to safely drive the train and operate the doors while
monitoring screens from inside the front cab. Combined with savings realized
in the 2021 and 2022 budgets, $10 million will be saved on an annual basis
resulting in a net reduction of 100 positions, including $7.3 million to be
realized for the first time in 2023. As part of this initiative, TTC has reinvested
some operator savings into increased staffing presence in stations.

 Wheel-Trans Zone Bus
The 2023 Operating Budget includes savings of $1.2 million associated with
the expanded use of zone buses on the Wheel-Trans service. By applying this
approach to bus deployment, Wheel-Trans buses are designated to operate
within high demand areas increasing the number trips they can deliver while
also reducing the time between customer pick ups.
 Revenue Operations – Legacy Fares

Through the introduction of Bulk PRESTO tickets in 2022, the TTC began the
process of eliminating the distribution of legacy tickets. While legacy tickets
remain valid for fare payment, ending legacy ticket sales, combined with other
process changes has yielded a reduction of 6 positions and budget savings of
$0.7 million.
 Implementation of AG Recommendations
The continued implementation of Auditor General Recommendations relating to
the Wheel-Trans reservations call centre contract, and improved use of after
market part warranties is expected to save $0.6 million and a reduction of 7
positions in 2023.
Use of the TTC Stabilization Reserve
Taking into account the TTC budget pressures for 2023 and all the balancing
actions outlined above, $26.1 million was required to balance the budget, prior to
the impact of COVID. With the available increase in City funding for the base
budget limited to $10.4 million, the use of the TTC Stabilization Reserve is
recommended to fund the remaining balance of $15.7 million in order to partially
mitigate inflationary impacts and to limit the fare increase for 2023 by freezing the
cost of all passes and all fair pass riders and seniors’ fares at 2020 rates and
ensuring that the increase on all other fares remains below the rate of inflation.
This action is necessary to minimize the impact on TTC riders given current
economic conditions.
It is acknowledged that use of the Stabilization Reserve will have to be reversed

and replaced in the 2024 Operating Budget. This amount will need to form part of
a multi-year, multi-pronged funding strategy, to address this resultant budget
pressure along with the other significant pressures forecasted in the short and
mid-term.
Table 10, on the next page summarizes the recommended 2023 Operating
Budget, inclusive of all base service cost increases, incremental increases to fund
Transit Expansion and Conversion costs and the new investments in system
safety, cleanliness and accessibility.

Table 10
2023 TTC Conventional and Wheel-Trans Operating Budget
2022 Approved Funding, including COVID-19 Impact 2,284.0 817.2 1,466.8 13,841
Less 2022 COVID-19 Impact (29.2) 531.9 (561.1) (6)
2022 Approved Funding, Excluding COVID-19 Impact 2,254.8 1,349.1 905.7 13,835
Base Pressures:
Inflationary Pressures
Diesel Price Increase* 27.8 (8.5) 36.3
Collective Bargaining & Cost of Living 35.4 - 35.4
Contractual Price Increase* 13.8 (1.6) 15.4
Legislative (CPP/EI Premium increases) 5.6 - 5.6
Subtotal Inflationary Pressures 82.6 (10.1) 92.7
Service Reliability & Resiliency 11.5 - 11.5 123
Service to Mitigate Construction Impact (City & MX projects) 15.4 15.4 - 71
One-Time Requirements (Safety Training, Consulting & Recruiting) 3.7 3.7 - 8
Station Cleanliness Initiatives 1.5 - 1.5
Operating Impacts of Capital 4.1 - 4.1 2
Wheel-Trans Ridership Demand 5.4 0.5 4.9 42
Other Base Changes 2.6 1.3 1.3 6
Subtotal Base Service Cost Changes 44.2 20.9 23.3 252
TTC Service Alignment with Demand (50.4) (3.9) (46.5) (457)
Base Changes Before Balancing Actions 76.4 6.9 69.5 (205)
New & Enhanced
System Safety & Cleanliness 4.4 - 4.4 27
System Accessibility 2.7 - 2.7 8
Subtotal: New & Enhanced 7.1 - 7.1 35
Revenue Changes
10 cents fare increase on single fares, excluding seniors 0.7 16.8 (16.1)
Fare Evasion: Resumption of Ticketing 0.3 6.0 (5.7)
Interest Revenue - 2.5 (2.5)
Average Fare & Other Ancillary Changes 0.1 3.8 (3.7)
Subtotal: Revenue Changes 1.1 29.1 (28.0)
Efficiencies & Balancing Actions (22.5) - (22.5) (29)
Reserve Draw to Limit Fare Increase & Mitigate Diesel Price Pressure - 15.7 (15.7)
Funding Required before Expansion and COVID Impact 62.1 51.7 10.4 (199)
Transit Service Expansion/Conversion -
Line 5 - Eglinton Crosstown LRT 40.1 9.5 30.6 39
Line 6 - Finch West LRT 12.1 1.6 10.5 108
Line 3 Bus Replacement Plan 1.5 - 1.5 89
Subtotal: Transit Expansion & Conversion 53.7 11.1 42.6 236
Total Funding Required before COVID Impact 115.8 62.8 53.0 37

Total 2023 Operating Funding Request before COVID Impact 2,370.6 1,411.9 958.7 13,872
Change from 2022 5.1% 4.7% 5.9% 0.3%
2023 COVID-19 Impacts
Passenger Revenue Loss, Net of PRESTO Commissions (14.6) (342.7) 328.1
Lost Ancillary Revenue (14.5) 14.5
Incremental Expenses 23.8 23.8 5
2023 COVID-19 Impacts 9.2 (357.2) 366.4 5
Total 2023 Operating Funding Request 2,379.8 1,054.7 1,325.1 13,877
95.8 237.5 (141.7) 36
Change from 2022
4.2% 29.1% -9.7% 0.3%
*Includes reversal of prior year reserve draw, which was intended to address volatility.

Consistent with the initiatives noted throughout this report, the approved operating
complement will increase by 36 positions overall, as the complement required for
transit service expansion and conversion fully offset reductions in the approved
complement being made in the TTC’s 2023 Operating Base Budget. Specifically
the 2023 Operating Budget includes an increase of 236 positions related to Transit
Expansion and Conversion initiatives, 71 positions required for Metrolinx and city
construction projects, and 35 to deliver the new investments in system safety and
accessibility, for a combined total of 342 positions.
The 236 additional positions required for Transit Expansion and Conversion
provides a net increase of 89 positions to operate the Line 3 Bus Replacement
Plan and 108 positions required to operate Line 6. Over and above the necessary
positions approved in 2022, there is an increase of 39 positions to operate Line 5,
resulting in a total Line 5 complement of 282 positions. The additional 39 positions
for Line 5 are required to align staffing for Customer Service Agents with
scheduling and Collective Agreement requirements and to operate service level 6,
instead of the originally planned service level 1. This change is necessary to
ensure alignment with TTC service levels for the rapid transit network.
This combined 342 position increase will be offset by a reduction of 306 approved
positions. This includes a reduction of 457 positions associated with the alignment
of service hours to ridership demand and a reduction of 29 positions achieved
through the implementation of non-service efficiency initiatives, offset by
reinvestment of 180 positions. The reinvestment of 180 positions accounts for 123
operator positions required to enhance service reliability including an increase in
available spare operators to backfill for unplanned absences. In addition, 42
positions to accommodate the anticipated increase in Wheel-Trans ridership
demand and 8 positions to address temporary safety training requirements are
also included.
In addition to operating requirements, a total of 240 capital positions to be funded

from the 2023 Capital Budget and third party recoveries will be added to TTC’s
capital complement to ensure the successful delivery of the major capital
programs funded in the 2023-2032 Capital Budget and Plan. Inclusive of capital
requirements, TTC’s complement will increase by 276 positions to 16,787
positions, as summarized in Table 11 on the next page.

Table 11
Budget 2022 2023 Change
Coventional Operating:
Base 12,932 12,679 (253)
Transit Expansion (ECLRT, FWLRT, Line 3 Replacement) 247 483 236
New & Enhanced - 35 35
COVID-19 5 4 (1)
Subtotal: Conventional Operating 13,184 13,201 17
Wheel-Trans Operating:
Base 591 610 19
COVID-19 1 1 -
Subtotal: Wheel-Trans Operating 592 611 19
Metrolinx Transit Expansion (Full Cost Recovery) 65 65 -
Total Operating Positions 13,841 13,877 36
Subtotal: Capital 2,670 2,910 240
Total 16,511 16,787 276

Note: 2022 includes Council approved in-year adjustments.
Further details on the workforce complement change is outlined in Appendix D.
2024 and 2025 Outlook
The outlooks for 2024 and 2025 identify pressures of $111.0 million and $44.0
million, respectively. Included with the forecasts are continued energy and material
price escalation; impact of increasing Wheel-Trans service to meet projected
ridership demand; and operating impacts of completed capital projects, in
particular the upcoming delivery of the 60 car LRV order and the reversal of the
planned 2023 Stabilization Reserve draw. In addition, 2024 pressures include the
annualized effect of Transit Expansion and Conversion operating and
maintenance costs for Line 5 and Line 6 as well as the Line 3 Bus Replacement
Plan.
It should be noted that these forecasted estimates exclude any provision that
restores conventional service above 2023 levels should there be a need to match
service to an increase in higher demand. In addition, future year estimates do not
include provisions for wage increases or benefit improvements past March 31,
2024, due to the March 31, 2024, expiry of the Collective Agreement with ATU 113
(TTC’s largest union). Finally, these estimates are prior to adding the anticipated
COVID-19 revenue and expense impacts that are expected to continue until
ridership returns to pre-pandemic levels. Table 12 on the next page, itemizes the
projected cost pressures for 2024 and 2025, before COVID impacts.

Table 12:
TTC Outlook 2024 and 2025: Incremental Funding Requirements
$Millions 2024 2025

Base Pressures:
Economic Factors 27.3 22.5
Benefit Utilization/Cost Inflation 5.7 6.0
CBA/COLA 5.3
Wheel-Trans Service Alignment with Demand 4.0 4.9
Operating Impact of Capital
Cybersecurity (MSSP) 0.9 0.0
Wifi on Buses 3.0 0.3
Other IT Projects 1.5 4.3
Purchases of Buses (5.0) (7.5)
Purchases of Streetcars 3.0 1.3
Other Operating Impacts of Capital 1.0 2.0
Other Base Changes
Legislative 7.0 7.9
Insurance 1.7 1.8
Office 365 1.0 1.0
Reversal of 2023 TTC Stabilization Reserve Draw 15.7
Facility Maintenance Requirements 2.0 0.1
Other Base Changes 3.4 2.2
Annualization of Conventional Service Alignment with Demand (6.5)
Efficiency Measures (1.5) (2.7)
Annualization of April 1, 2023 Fare Increase (5.1)
New & Enhanced
Annualization of System Safety & Cleanliness Initiatives 1.1
Annualization of System Accessibility Initiatives 0.4
Total 2024 & 2025 Operating Funding Pressure - Base 65.7 44.0
Transit Expansion & Conversion
Line 5 - Eglinton Crosstown LRT 17.7
Line 6 - Finch West LRT 17.6
SRT Bus Replacement Plan 10.0
Total Transit Expansion & Conversion 45.3 -
Combined Operating Funding Pressure - Before COVID Impacts 111.0 44.0
Impact of COVID-19
The financial impact of COVID-19 will continue to significantly affect the TTC’s
financial sustainability, in particular due to the continued use of the hybrid work
and its impact on the passenger revenue model. Increases in ancillary revenue will
be also be dependent on ridership, given parking and subway concession
revenues are tied to commuter behaviours. Table 13 provides an estimate of
COVID-19 impacts based on expected ridership for 2023 and directional revenue
ridership estimates for 2024 and 2025. The majority of the financial impact relates

to lost passenger revenue and ancillary revenues (advertising, parking and
subway concessions)
Table 13:
COVID-19 Pressures
TTC Conventional & Wheel-Trans ($Millions) 2023 2024 2025
Passenger Revenues (Net of Presto Fees) 328.1 316.0 303.9
Ancillary Revenue 14.5 14.3 13.3
Incremental Expenses 23.8 19.7 17.8
Total COVID-19 Pressure 366.4 350.0 335.0
When the currently anticipated ongoing impacts of COVID-19 are combined with
forecasted budget increases, an additional $461.0 million would be required in
2024 and $379.0 million in 2025. These amounts are prior to any service increase
or collective agreement impact post the March 31, 2024 expiry of the collective
agreements.
COVID-19 Relief Funding
To date, the TTC has received $1.8 billion in funding relief and funding
commitments from the other orders of government, inclusive of the $415.2 million
received or committed for 2022. The City and TTC are having ongoing discussions
with the other orders of government to address the remaining unfunded COVID
impact for 2022 of $125.3 million and ongoing COVID impacts over the short to
mid-term as well as the need for stable and predictable long term funding
The COVID experience has clearly exposed the high dependency on the farebox
as a key vulnerability that will challenge the TTC’s ability to provide safe, reliable
transit service and put at risk the critical role it plays in the City and Region’s
economic recovery, vitality and well-being. A multi-year, multi-pronged funding
strategy will be required to ensure the ongoing sustainability of the TTC’s transit
service.
Contact
Josie La Vita Alex Cassar

Chief Financial Officer Director Budgets, Costing & Financial Reporting
416-393-3914 416-393-3647
josie.lavita@ttc.ca alex.cassar@ttc.ca

Signature
Josie La Vita
Chief Financial Officer
Attachments
Appendix A TTC Ridership and Revenue Trends

Appendix B1 TTC Conventional Operating Budget by Functional Area
Appendix B2 Wheel-Trans Operating Budget by Functional Area
Appendix C TTC Fare Schedule
Appendix D Workforce Complement
Appendix E TTC Stabilization and Long-Term Liability Reserve

APPENDIX A
TTC Conventional: Revenue Ridership and Revenue Trends
Who is riding?
In order to understand the ongoing impact of COVID-19 on 2022 ridership and
establish a basis for TTC’s 2023 ridership revenue budget, ridership data and
trends experienced to date were analyzed. This included but was not limited to
PRESTO card data by ridership group and frequency of travel.
Chart 11 demonstrates forecasted Q4 2022 ridership losses by fare type.
Chart 11
Ridership Impact by Fare Concession Group
Post Secondary
Loss 2%
Adult Loss 24%
Post Secondary 7%
Senior 5% Senior Loss 2%
Youth 6%
Youth Loss 2%
Child 3%
Child Loss 1%
Adult 47%
Adult
TTC’s largest ridership impact continues to be from the loss of adult fare
paying customers. Q4 2022 forecasted ridership in this group averages

approximately 66% of pre-COVID normal, representing a loss of 24% of all pre-
COVID-19 ridership. Some return to in-office work was experienced in 2022,
contributing to increased adult ridership from 2021 to 2022. However, TTC’s
2022 ridership loss is driven by the shift of employers to a hybrid work model
with office workers averaging just under 2 in-office days a week at the end of
2022. As in-office work days are expected to increase only slightly throughout
2023, ridership from the adult fare is expected to have a corresponding
marginal increase in 2023.
Youth (ages 13-19)

In Q4 2022, youth ridership averaged approximately 81% of pre-COVID
normal, representing a loss of 2% of all pre-COVID ridership. Youth ridership
increased in 2022 compared to 2021 due to an increase of in-class learning.
Youth ridership is forecasted to increase slightly in 2023 as schools are
expected to remain open throughout the year.
Post-Secondary
Post-Secondary riders benefit from a lower fare when riding with a post-
secondary monthly pass. With post-secondary institutions back to offering in-
person learning, Q4 2022 forecasted ridership for this group averaged 75% of
pre-COVID normal, representing a loss of 2% of all pre-COVID ridership. Post-
secondary institutions in the Greater Toronto Area offered increased in-person
learning in 2022, but still at levels lower than pre-COVID, thereby reducing
ridership levels amongst post-secondary customers. It is forecasted that post-
secondary ridership will experience continued recovery through 2023.
Senior
Q4 2022 forecasted ridership for the Senior fare category averaged
approximately 74% of pre-COVID normal, representing a loss of 2% of all pre-
COVID-19 ridership. This group likely has a higher proportion of trips being
essential in nature and hesitancy of returning to transit a likely reason for the
ridership decline experienced.

How are customers riding?
Customer Boardings
As seen in Chart 12, ridership growth was experienced across all modes in
2022 as ridership recovered from the COVID-19 pandemic. Prior to the holiday
period, bus boarding remained the highest, with the greatest degree of pre-
COVID levels of ridership at 77% of pre-COVID March 2020 levels, followed by
subway at 66% and streetcar at 65%.
Chart 12
Weekly Boardings By Mode
PRESTO Riders
On the weekly basis, 90% of unique PRESTO riders have returned to the
system. In November 2022, an average of 1.04 million unique cards were used
per week on the TTC, as compared to 1.16 million in early 2020. However, the
travel frequency of the riders has dropped. Chart 13 examines the changes to
rider frequency groups from late 2019 to current and shows that while riders
have returned to the system, the average use of the system is less frequent.
For example, the number of unique riders classified as “commuters” (i.e. ride 4
or 5 weekdays each week) are at 59% of March 2020 levels, below the overall
ridership recovery rate. Conversely, riders who use transit less frequently are
above March 2020 levels. This is indicative of a travel pattern change from
former commuters to a now less frequent usage group likely due to work from
home policies.

Chart 13
Unique PRESTO riders by frequency category
These trends have been confirmed through a review of monthly pass purchases.
As can be seen in chart 14, monthly pass sales during January to March 2020
were above 200,000, (reaching 208,000 in March 2020), as there were more
frequent riders using the TTC to get to work, school, events, and their daily leisure
and non-essential trips. As the pandemic restrictions began to impact travel
patterns (work from home, virtual learning, social distancing), pass sales dropped
to a low of 37,000 in May 2020. Monthly pass sales have recovered to
approximately 93,400 in December 2022, but at approximately half of pre-
pandemic levels, clearly demonstrating a lag in ridership recovery. Overall, most
riders have returned to the system, but are using the system less often that was
previously the case.
Chart 14
Period Pass Sales and Ridership
250K 120%
200K 100%
Ridership % of Normal
Period Pass Sales
80%
150K
60%
100K
40%
50K 20%
0K 0%
Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul Oct
2020 2021 2022
Period Pass Sales Ridership % of Normal

When are Customer Riding?
Chart 15 shows that weekend ridership has returned to a much higher level that
weekday ridership, with current levels at approximately 79% of pre-COVID
experience for weekend use and approximately 68% for weekday use. This
continues to emphasize the decrease in ridership from the office worker, currently
averaging just under two in-office days a week whereas the weekend trips,
predominately discretionary in nature, have returned at higher levels given that
special events and corresponding attendance has returned levels similar to pre-
COVID experience.
The weekend ridership recovery rate, is expected to continue to remain above

weekday ridership recovery rate throughout 2023 given return-to-office activity has
stabilized with only minimal increase in in-office days anticipated.
Chart 15
Weekly Ridership Recovery
As a Percentage of Pre-COVID Levels
90%
79.1%
80%
70%
60% 67.8%
50%
40%
30% Weekend
Weekday
20%
10%
0%
2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48
Week
Implications for 2023

The TTC is expecting ridership trends experienced in the last quarter of 2022 to
continue throughout 2023 with some marginal ridership growth projected as
ridership continues to recover. The rate of growth is expected to be slower from
previous gains experienced in 2022 as return-to-office activity has stabilized, given

that most employers have now accommodated hybrid work arrangements, that are
expected to continue for the foreseeable future.
Ridership is expected to grow from 71% of pre-COVID levels at the start of 2023 to
75% at the end of the year. This results in 393.0 million revenue rides budgeted for
the year, representing an annualized average recovery rate of 73% of pre-COVID
levels. Forecasted 2023 ridership assumes:
 No significant waves of COVID cases requiring additional restrictions;
 Similar office work arrangements, with in-office days growing only slightly
from an average just under two in-office days a week at the start of 2023 to
an average of approximately two in-office days a week at the end of 2023.
Most employers are expected to continue to accommodate the hybrid
model of work, allowing the partial work-from-home to continue long-term;
 Maintain the resumption of special events and corresponding attendance
experienced since spring 2022, similar to pre-COVID levels; and
 Maintain fall 2022 levels of in-person class settings at post-secondary
institutions and schools.
A continued but gradual increase in ridership in each quarter of 2023 is anticipated
due to a return of riders to transit as observed during fall 2022 and an anticipated
modest increase in the frequency of in-office work. Combined this is expected to
increase the adult recovery rate from 66% of pre-COVID levels for Q4 2022 to an
expected 72% by Q4 2023. TTC also expects to see an increase in post-
secondary ridership from forecasted 75% of pre-COVID levels for Q4 2022 to 83%
by Q4 2023. Chart 16 displays the 2023 revenue budget, as a percentage of pre-
COVID normal, by concession type.
Chart 16
2023 Recovery by Concession Type
90.0% 85.5%
80.7%
83.6%
80.7%
83.2% 82.7% 85.4%
78.1% 78.2%
80.0% 77.1% 77.5%
73.4% 72.3% 72.4%
69.5% 70.9%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
2023 Q1 2023 Q2 2023 Q3 2023 Q4
Adult PS Senior Youth / Child

APPENDIX B1
TTC Conventional Operating Budget by Functional Area
TORONTO TRANSIT COMMISSION
2023 OPERATING BUDGET
2022 vs. 2023
2022 2023 BUDGET
($000s) BUDGET BUDGET CHANGE
REVENUES
Passenger Revenues 741,007 931,437 190,430
Outside City Services & Charters 7,844 8,882 1,037
Advertising 19,400 24,820 5,420
Rent Revenue 13,298 12,998 (300)
Commuter Parking 3,488 6,017 2,529
Other Income 5,517 28,533 23,016
Reserve Draws 20,672 35,585 14,913
TOTAL REVENUES 811,227 1,048,272 237,045
EXPENSES
Departmental Expenses
CEO's Office 31,689 32,185 496
Corporate Affairs 2,038 2,220 182
Corporate Services 87,260 95,298 8,038
Diversity & Culture 10,949 11,806 857
Innovation & Sustainability 3,193 3,160 (33)
People Group 40,300 43,692 3,392
Strategy & Customer Experience 77,107 81,331 4,223
Engineering, Construction & Expansion 6,643 6,643 (0)
Operations & Infrastructure 287,296 296,932 9,637
Transportation & Vehicles 888,942 924,403 35,461
Corporate Budgets
Employee Benefits 380,602 399,684 19,082
Vehicle Fuel 81,983 102,931 20,948
Traction Power 57,946 48,759 (9,187)
Utilities 30,344 30,874 531
Depreciation 24,240 24,145 (95)
Taxes, Licences and Insurance 15,207 17,199 1,992
Accident Claim Payments/Contribution to Reserve 20,000 20,000 0
Contribution to SFDA: Fair Pass Program Expansion 2,000 2,000
Non-Departmental Expenses 21,702 30,785 9,083
PRESTO Commissions 31,720 39,651 7,932
COVID-19 Incremental Expenses 49,408 23,347 (26,061)
TOTAL EXPENSES 2,148,568 2,237,044 88,476
Operating Funding Required 1,337,342 1,188,772 (148,570)

City Funding 778,217 822,806 44,589
COVID-19 Impact (Provincial Funding Request) 559,107 365,966 (193,141)
Notes:
1. All figures by group are subject to refinement.
2. At May 17-19, 2005 City Council meeting, Council approved the establishment of a long-term receivable from the City for budgeted non-cash expenses
related to post-retirement benefits. In addition, as part of City Council’s approval of the 2010 TTC and Wheel-Trans operating budgets a long-term
receivable for non-cash accident claim expenses was also established. Consistent with these approvals and practice since then, the budget for these non-
cash expenses are not included in the current year net funding requirement from the City and the actual non-cash costs incurred will be added to the
respective long-term receivable balances.
3. Refer to Appendix B2 for details of the Wheel-Trans shortfall & Appendix E for details on the contribution to reserve.

APPENDIX B2
Wheel-Trans Budget by Functional Area
WHEEL-TRANS SERVICE
2023 OPERATING BUDGET
2022 vs. 2023
2022 2023 BUDGET
($000s) BUDGET BUDGET CHANGE
REVENUES
Passenger Revenues 5,995 6,497 502
EXPENSES
Contracted Taxi Service 45,318 50,127 4,809
Operators 30,300 32,373 2,073
Divisional Staff 690 724 34
Mobile Supervision 772 803 31
Dispatch 5,779 5,983 204
Equipment Maintenance 14,569 13,618 (951)
Senior Manager's Office 1,471 1,511 40
Reservations 3,833 3,919 86
Taxi Administration 314 303 (12)
Customer Service 1,678 1,685 7
Lakeshore Garage Costs 821 1,006 186
Employee Benefits 17,467 18,706 1,239
Vehicle Fuel 3,110 4,311 1,202
Utilities 800 793 (7)
Accident Claim Payments/Contribution to Reserve 590 590 0
Non-Departmental Expenses 5,967 5,935 (31)
COVID-19 Incremental Expenses 1,970 434 (1,536)
TOTAL EXPENSES 135,448 142,819 7,372
Operating Funding Required 129,453 136,323 6,870

City Funding 127,483 135,889 8,406
COVID-19 Impact (Provincial Funding Request) 1,970 434 (1,536)
Note:
1. All figures by group are subject to refinement.
2. At the May 17-19, 2005 City Council meeting, Council approved the establishment of a long-term receivable
from the City for budgeted non-cash expenses related to post-retirement benefits. In addition, as part of City
Council’s approval of the 2010 TTC and Wheel-Trans operating budgets a long-term receivable for non-cash
accident claim expenses was also established. Consistent with these approvals and practice since then, the
budget for these non-cash expenses are not included in the current year net funding requirement from the City
and the actual non-cash costs incurred will be added to the respective long-term receivable balances.
3. Refer to Appendix E for details on the contribution to reserve.

APPENDIX C
2023 RECOMMENDED FARE SCHEDULE

Effective April 3, 2023
Recommended
Description Current Fares Fares Price Change % Change
Adult Fares
Cash $3.25 $3.35 $0.10 3.1%
PRESTO Single Fare $3.20 $3.30 $0.10 3.1%
Token/PRESTO Bulk Ticket $3.20 $3.30 $0.10 3.1%
Fair Pass - Single fare $2.10 $2.10 $0.00 0.0%
Fair Pass - Monthly Pass $123.25 $123.25 $0.00 0.0%
Regular Monthly Pass $156.00 $156.00 $0.00 0.0%
12 Month Pass (Price per Month) $143.00 $143.00 $0.00 0.0%
Post-Secondary Monthly Pass $128.15 $128.15 $0.00 0.0%
Senior Fares
Cash $2.30 $2.30 $0.00 0.0%
PRESTO Bulk Ticket $2.25 $2.25 $0.00 0.0%
Monthly Pass $128.15 $128.15 $0.00 0.0%
Youth Fares
Cash $2.30 $2.40 $0.10 4.3%
PRESTO Bulk Ticket $2.25 $2.35 $0.10 4.4%
Monthly Pass $128.15 $128.15 $0.00 0.0%
Other Fares
PRESTO 1 Ride Ticket $3.25 $3.35 $0.10 3.1%
PRESTO 2 Ride Ticket $6.50 $6.70 $0.20 3.1%
Day Pass $13.50 $13.50 $0.00 0.0%

APPENDIX D
TTC Conventional and Wheel-Trans Operating Complement
The Operating Budget year-end workforce will increase by 36 positions, as

summarized in the following table and described below:
Summary of Changes in Operating Budget Complement

Conventional Wheel-Trans Total
2022 Approved Complement 13,249 592 13,841
Base Requirements:
Operating Impacts of Capital 2 2
Wheel-Trans Ridership Demand 42 42
Service Reliability & Resiliency 123 123
Service to Mitigate Construction Impacts (City & MX projects) 71 71
One-Time Safety Training (Transit Control) 8 8
Other Base Changes 6 6
Subtotal Base Requirements 210 42 252
Service: Alignment with Demand (457) (457)
Efficiency Measures
WT Zone Bus (16) (16)
Revenue Operations - Legacy Fares (6) (6)
Wheel-Trans Call Centre (7) (7)
Subtotal Efficiency Measures (6) (23) (29)
Subtotal Base Change (253) 19 (234)
New & Enhanced

System Safety 27 27
System Accessibility 8 8
Subtotal New & Enhanced 35 - 35
Transit Service Expansion/Conversion -

Line 5 - Eglinton Crosstown LRT -
Customer Service Agents: Change in Scheduling and CBA requirements 21 21
Alignment of Service Level to TTC Rapid Transit Network 18 18
Line 6 - Finch West LRT Revenue Service Commencement 108 108
Line 3 Bus Replacement Plan 89 89
Subtotal: Transit Expansion & Conversion 236 - 236
New & Enhanced Initiatives
System Safety 27
System Accessibility 8
Subtotal: New & Enhanced Initiatives 35 - 35
Total Base & New changes, prior to COVID-19 Impact 18 19 37
COVID-19 Changes
Facility Disinfection (1) (1)
Subtotal: COVID-19 Impact (1) - (1)
Total Operating Budget Authorized Complement 13,266 611 13,877
Year-Over-Year Total Change in Authorized Operating Complement 17 19 36

Capital Budget Complement
The TTC’s Capital year-end workforce will increase by 240 positions, all funded
from the 2023 Capital Budget and third party recoveries in order to provide the
necessary TTC and City resourcing required to successfully deliver the major
capital programs. This is summarized in the table below.
2022 TTC Capital Complement 2,670

Bus Shuttle Requirements to facilite closures to
complete capital work
Operators 117
Supervisors 12
Direct Project Work
Line 1 & 2 Capacity Enhancements 30
Streetcar Overhaul Program 25
Engineering and Construction 22
Trackwork 14
New Technology & Innovation (SAP-ERP) 7
Workcar Overhaul Program 6
Bloor Yonge Capacity Improvements 4
Purchase of Streetcars 3
2023 Total Capital Complement Change 240
2023 TTC Capital Complement 2,910

APPENDIX E
Long-Term Liability Reserve
This reserve was created in 2014 specifically for TTC accident claim requirements
and is projected to have a 2022 closing balance of $35.8 million. While long term
accident claim requirements are generally constant, annual variations in cash
payments exist based on timing uncertainty associated with actual accident claim
payments.
To manage annual variation in accident claim expenses while ensuring a constant

annual budgeted reserve contribution and consistent with prior years, this budget
incorporates authorization to contribute up to $17.6 million ($17.0 million for TTC
and $0.59 million for Wheel-Trans) to the Long-Term Liability Reserve Fund
(XR1728) in 2023.
TTC and Wheel-Trans are then authorized to draw from this reserve as required to
support actual accident claim payments at the time of settlement. For 2023, $20.6
million ($20.0 million for TTC and $0.59 million for Wheel-Trans) are projected.
TTC Stabilization Reserve

This reserve was created to stabilize the funding of TTC’s operating expenditures
over time and is projected to have a 2022 closing balance of $99.9 million.
The 2023 budget includes $31.8 million of planned TTC Stabilization reserve
draws. This includes, $15.7 million, to limit the amount of the TTC fare increase
and partially mitigate the substantial inflationary pressures, $7.2 million to address
base budget requirements and remaining $8.9 million to address one-time costs
associated with Transit Expansion. Base requirements include the cost of
supplemental service to mitigate the impact of construction on bus service
capacity during LRT construction, recruiting support to reduce vacancies,
temporary backfill resources to facilitate safety related training updates, and
consulting resources to support Phase 2 of the Service Plan Reset and the Risk
Mitigation Plan for the Fare Collection Strategy.
Projected reserve balances are outlined on the following page.

TTC Reserves: Continuity Schedule
Reserve / Reserve 2023 2024 2025
(In $000s) Fund Number $ $ $
Long Term Liability Reserve
Projected Opening Balance XR1728 35,814.0 32,814.0 29,814.0
Budgeted Contribution 17,590.0 17,590.0 17,590.0
Projected Accident Claim Payments (20,590.0) (20,590.0) (20,590.0)
Projected Closing Balance 32,814.0 29,814.0 26,814.0
TTC Stabilization Reserve

Projected Opening Balance XR1056 99,908.0 68,125.6 66,721.0
One-Time Draws
LRT Construction Disruption Service (3,516.5)
One-Time Recruiting, Training and Consulting (3,654.6) (1,404.6)
LRT Start-Up One-Time Costs (8,922.3)
Reserve Draw to limit fare increase (15,689.0)
Projected Closing Balance 68,125.6 66,721.0 66,721.0

Mayoral Candidate Knia Singh TTC Plan 4 6 23 W TTC Reports

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Mayoral Candidate Knia Singh TTC Plan 4 6 23 W TTC Reports

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April 6, 2023

1. – CREATE A “FIT TO RIDE” PLAN

In between regular TTC announcements, there is an opportunity to provide positive

3. – REINSTATE THE STREETS TO HOMES PARTNERSHIP ON A FULL-TIME BASIS

1. Jumping on the tracks or being pushed on to the tracks

SUMMARY OF HOW TO PREVENT INJURIES AND DEATH ON THE TTC

Sincerely, Knia Singh, 2023, Toronto Mayoral Candidate.

TTC Special Constable Service 2021 Annual Report

It is recommended that the TTC Board:

1. Approve the transmittal of the attached Appendix 1 – Special Constable Service

TTC SCS 2021 Annual Report Page 1 of 6

Culture Change Program

Both departments are undergoing transformative internal and external change to

Previous Ombudsman Toronto recommendations have included the need for

TTC SCS 2021 Annual Report Page 2 of 6

The Revenue Protection and Special Constable Service departments continue to

TTC SCS 2021 Annual Report Page 3 of 6

Calls for Service

Mode Calls Received % of Total

TTC SCS 2021 Annual Report Page 4 of 6

Use of Force Reporting

As per the Police Services Act:

Highest Level Number of Use of Force Criminal Provincial Offence

TTC SCS 2021 Annual Report Page 5 of 6

Appendix 1 provides additional details on Special Constable Service 2020-2021 trends.

Streets to Homes Outreach

Andrew Dixon, Head – Special Constable Service

Appendix 1 – Special Constable Service 2021 Annual Report

TTC SCS 2021 Annual Report Page 6 of 6

2021 Annual Report

Executive Summary .......................................................................................................................................................... 3

2 | Special Constable Service Annual Report 2021

Structure for Modernize Update Overhaul

Create and Alignment with Implement new Implement

3 | Special Constable Service Annual Report 2021

Table 1: Revenue Protection and Special Constable Service 2021 Accomplishments

4 | Special Constable Service Annual Report 2021

 Complimentary Personal Protective Equipment distribution: To promote customer

5 | Special Constable Service Annual Report 2021

Manager, Corporate Manager, Coordinator,

Chart 1: Special Constable Service Organizational Chart

6 | Special Constable Service Annual Report 2021

Department Terminations Suspensions Resignations Retirements

Existing Re-Appointments New Appointments

7 | Special Constable Service Annual Report 2021

Chart 3: Special Constable and Fare Inspector Designated Groups

8 | Special Constable Service Annual Report 2021

Chart 4: Revenue Protection and Special Constable Services Languages Spoken

9 | Special Constable Service Annual Report 2021

Below is a list of organizations the CET collaborated on in 2021:

Collaboration with Peers

10 | Special Constable Service Annual Report 2021

 Use of Discretion; and

11 | Special Constable Service Annual Report 2021

Hand-held point of sale (HHPOS) Device Refresh

Mobile By-Law Ticketing

12 | Special Constable Service Annual Report 2021

 Team members receiving consistent training; and

13 | Special Constable Service Annual Report 2021

Additional In-Service Training

15 | Special Constable Service Annual Report 2021

Calls for Service

Mode Calls Received % of Total