There is a systemic issue that has plagued the TTC for decades. Historically the TTC has lacked strong leadership, with CEOs being fired every few years, few of them have had the time or inclination to tackle the managers or hold them accountable for their actions.
Last week a few columnists and politicians hinted that CEO of the TTC, Andy Byford, was to blame for the Spadina extension overruns. Like the Red Queen from Alice in Wonderland who shouts “off with his head” they wanted a simple solution without understanding the complexity of the problem. The TTC’s main mandate is to deliver good service efficiently and Mr. Byford has done exceptionally well on that front, despite inheriting an organization with a long history of poor accountability and mismanagement.
Consider the recent auditor’s report that found the TTC had not been monitoring the use and maintenance of its non-revenue fleet going as far back as 2005. Take a closer look at the report and what becomes obvious is the systemic issues that CEO Andy Byford has inherited. The auditor’s report demonstrated that accountability has not been part of the TTC’s culture for decades. To expect our new CEO to do a complete overhaul of the system in under 5 years is ludicrous.
It’s easy to criticize when it comes to failures, but much harder to understand what caused the failures. The real challenge facing the TTC is to change the culture of entitlement and unaccountability that fills the management ranks. But Byford has taken action. He’s reviewed the TTC infrastructure department, fired those responsible for the Spadina extension overruns, and admitted that he needs help and that the TTC infrastructure department can’t handle the project. Not only did this take balls, but it took humility – exactly the trait needed to bring real change to the TTC.
Mr. Byford’s firing of the Spadina extension project managers not only tells Toronto he’s taking action but it has sent a huge message to all TTC employees – that no matter how high ranking someone is, they will be accountable for their actions. This is a message that many TTC employees, frustrated with the lack of accountability and the attitude of entitlement within TTC management, needed to hear. In Byford, TTC now has a leader with humility, who is determined to give the public the best service possible while at the same time weed out the hubris that will always cause an organization to fail.
Where does the TTC infrastructure department go from here?
The answer is obvious to those who work in the industry — the contractors and engineers — who have worked with the TTC in the past and now refuse to even bid on most TTC projects, to those who have spent the past decade quietly complaining to anyone who would listen, about the ineptitude of the TTC infrastructure department. The solution the contractors, tradespeople and engineering firms suggest is to turn all the large transit projects that TTC has in their plans over to Metrolinx.
Metrolinx is the provincial transit body responsible for building transit infrastructure – most recently, the Union-Pearson Express (delivered on time and on budget). Under the leadership of CEO, Bruce McCuaig, Metrolinx has steered its large projects through Infrastructure Ontario which has developed an efficient process (with a 97% success rate) to manage big infrastructure projects. Add to this the fact that McCuaig has attracted some of the best in the field, and the humility that McCuaig brings to his role as CEO of Metrolinx and it is easy to see why so many in the industry see them as the great solution to Toronto’s infrastructure problems.
A partnership between Metrolinx and the TTC is the best solution for Toronto. It would allow the TTC to focus on delivering excellent service efficiently, while at the same time deliver the expertise that Metrolinx has to all our future transit expansion plans.
