Yes, dear readers, this blog’s anniversary rolls around again and with it, a chance to contemplate the past year in Toronto’s transit.

First, a thanks to my readers. We do not always agree, but the blog stats tell me that you keep showing up. The count of articles will clock over the 3,000 mark soon, but your comments (at least the ones I have approved) are pushing 61,000.

Readers have likely noticed that articles here are getting longer, with more detail about TTC operations, service quality and finances. I hope to inform politicians, the media, transit advocates and riders in more detail than TTC management typically provides. Policy decisions can be skewed by misinformed advice.

The TTC’s financial situation is tenuous, both for day-to-day operating funds and large-scale capital projects, notably the “state of good repair” work that prevents collapse of service from an overwhelming backlog of deferred maintenance. The City of Toronto provides more than its share of operating and capital support, and this is key in the context of ridership still below the pre-pandemic level, frozen fares and rising costs. Ambitious City plans to build ridership and to completely electrify the system will not be cheap, and we have not yet had an informed debate on what this will entail.

Provincial transit support comes mainly in large-scale rapid transit projects and expansion of regional service. Opening dates for Lines 5 Eglinton and 6 Finch remain a mystery, and other projects will not carry riders until 2030 or beyond. How much these will contribute to ridership growth and shift travellers from cars to transit remains to be seen. Just building tracks and tunnels does not build transit without better service on the network overall. That sits firmly with the City which claims to want more transit ridership.

Federal support is spotty and was historically linked to specific projects. There is now a 10-year transit fund set to dole out capital from 2026 onward, but with no guarantee of actual spending surviving a potential change in government. Much of Toronto’s allocation will go to new Line 2 subway trains if only a binding contract is actually signed. The scale of proposed capital spending greatly exceeds the announced funding, and uncertainty at the federal level compromises provincial contributions linked to federal participation.

Operating funding is a challenge not just at the simple level of who pays how much, but from basic, unanswered questions about an “appropriate” level of subsidy versus fares, and the effect of a large-scale change in the amount of transit service. After years of special covid subsidies, fare freezes and lower ridership, TTC’s farebox cost recovery sits at about 42%, down from about 60% pre-pandemic. (The typically cited number is 66% or two-thirds, but roughly 6% came from ancillary revenues such as parking lot fees, advertising and subway kiosk rentals.) If Toronto opts to run substantially more service than today, who should pay for that growth?

Funding at all levels could be threatened by economic upheavals thanks to misguided, vindictive protectionism from the USA. Will Toronto face even more limits on transit spending, and how should we as a City react to them?

From time to time I am asked whether I would stand for appointment to the TTC Board, and more recently if I would consider working for them. I now even have quasi-official recognition from CUTA for my long transit advocacy complete with a lovely glass plaque. But such a move would mark the end of this site and my ability to openly discuss transit issues. I already wear two hats in some cases. One day I might sit as a stakeholder on consultations, or have an off-the-record conversation. On another I might be a very public journalist/advocate. Keeping those worlds separate is an important part of credibility and trust.

Last year, I wrote about the blog’s early history and key issues facing transit in Toronto. Little has changed, but there are, dare I say it, early signs of a more activist, engaged Board. I have guarded hopes for the TTC with a pro-transit Mayor and supportive Council, the removal of the former CEO, and a shift among Board members to better understand the policy options available for improving transit.

A crucial choice faces the City and TTC in picking a new CEO for a combination of expertise, experience and transparency. Another member of the old boys’ club we do not need. Far too many staff were lost in recent years thanks to a combative work environment where personal loyalty counted for more than competence.

As we begin the twentieth year here, I hope to continue the debate and support those who will fight for better transit.