With the changing of the guard in the Mayor’s Office and a shift in the political balance of the TTC Board, it is time to blow the dust off of the metrics in the TTC CEO’s Report and elsewhere. I have written about aspects of this before, and will not belabour earlier arguments. However, in an era of recovery, we need to show what this is actually happening, and that we are getting good use out of the transit infrastructure, notably a large vehicle fleet, that we already own.

The areas of particular interest are:

• Ridership, demand and crowding on routes
• Service quantity and reliability
• Fleet availability, usage and reliability

The CEO’s Report is replete with “Key Performance Indicators” (KPIs), a favourite tool of lazy managers to give the impression a complex organization and process can be reduced to a handful of simple numbers. Either “up” or “down” is considered “good”, and as long as the lines move in the correct direction, gold stars are handed out like confetti. Rarely, if ever, is the underlying process, the product, or the real meaning of the KPIs discussed.

A subtle, pervasive issue for TTC KPIs is the focus on top line numbers for ridership and revenue. This is akin to a restaurateur who counts the receipts and the number of meals sold without asking what brings diners to the door, or even worse, whether they will come back. The goal is to sell more meals, preferably at a low cost. Advertising, not word of mouth, generates new, if not lasting, trade.

Ridership is a rough measure of system use and a point of comparison for post-pandemic recovery, but it does not tell the whole story. Already we know that the bus network which is mainly based in the suburbs has recovered much of its pre-pandemic demand, although this is not distributed the same way with shifts in peak periods and in travel patterns. Off peak recovery is stronger than peak, in part because “work from home” affects less than half of the total demand, and non-work trips still occur.

Even “growth” can be misleading. In pre-pandemic times, the TTC routinely celebrated year-over-year riding growth even while the rate of growth slowed and eventually stalled. A problem flagged at the time was that growth occurred disproportionately in the off-peak where there was surplus capacity. That capacity filled up, but thanks to budget constraints service did not expand to match.

This shows the danger of looking at a single, simple number without understanding the detailed system behaviour, or even worse, of using the simple metric to hide a growing problem. Trimming capacity to demand can be a vicious cycle that prevents growth.

The phrase “subject to budget availability” is a standard caveat on any goals, and it has haunted TTC planning for years, well before the pandemic. That might be a basic part of corporate management, but over many years it has become the foundation of TTC reality. Aim low because aiming higher will cost too much.

This speaks to the split nature of TTC goals. It is supposed to provide transportation, and the motto “Service, Courtesy, Safety” is emblazoned on the TTC’s coat of arms. However, the TTC Board sees its primary role as serving its political masters at Council and especially the Mayor.

I wrote about TTC culture and that motto back in 2010. For context, this was before Andy Byford became CEO, let alone Rick Leary.

• Service, Courtesy, Safety (Part I)
• Service, Courtesy, Safety (Part II)
• Service, Courtesy, Safety (Part III)

The common problem with many KPIs the TTC publishes is that they are one dimensional and report only average values of major variables. They do not necessarily reflect what riders see nor give a sense of the shortfall between what the system achieves and what could be possible.

I have said this before: riders do not experience “average” trips any more than diners in a restaurant experience an “average” meal. A four-star restaurant might outdo itself with a plateful of magic from the kitchen, but an off day could bring overcooked, lukewarm food and indifferent treatment by the wait staff. Getting it right most of the time doesn’t warrant four stars. Getting it right only some of the time doesn’t warrant any. The diners are paying for all four.

On occasion, I am asked how I would change the TTC’s KPIs to better show what is happening. My first response is that many aspects of a transit system cannot be reduced to one-dimensional metrics that compress all of the vital details into simplistic averages.

TTC needs to focus its performance metrics on service-related factors, direct measures of what riders experience. Average values will not do, and the Board needs to understand what these numbers mean. Providing tolerable service on most routes a good deal of the time is not an advertisement for “the better way”. Provide attractive, reliable service and riders will follow.

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