TORONTO'S INTERNALLY GENERATED STRATEGIC PLAN

Only recently has the Toronto Transit Commission altered its course from a hands-on, operations-oriented organization so that it can now undertake formal corporate (long-range) planning. As it has been transformed from a strictly profit and market-oriented organization, it has come to rely on metropolitan and provincial operating subsidies while being charged with achieving certain social goals. TTC is now asked to provide service in advance of demand and to encourage development through introduction of new technology. This has taken place as operating costs have increased rapidly. The process of strategic planning is seen as more important than any plan by itself. The structure of an internal management team and an external advisory team has been successful in formulating long-range directions for TTC. Recommendations have been made on productivity improvements, extensions of service and the social responsibilities of the organization. This is subjected to constant review so that resources will be deployed efficiently and there is time to react to external changes.

• Supplemental Notes:
  • Presented to the Annual Meeting of the American Public Transit Association, Boston, Massachusetts, October 1982.
• Corporate Authors:

  American Public Transit Association

  1225 Connecticut Avenue, NW
  Washington, DC  United States  20036
• Authors:
  • Pill, J
• Publication Date: 1982

Media Info

• Pagination: 10 p.

Subject/Index Terms

• TRT Terms: Forecasting; Management; Needs assessment; Productivity; Social factors; Strategic planning; Subsidies
• Identifier Terms: Toronto Transit Commission
• Subject Areas: Administration and Management; Planning and Forecasting; Public Transportation; Society;

Filing Info

• Accession Number: 00377061
• Record Type: Publication
• Files: TRIS
• Created Date: Aug 30 1983 12:00AM