The detailed spreadsheet comparing service designs before and after the new schedules has now been added to the article.

A major update to the TTC service change article includes new maps and tables, and info on schedule changes not picked up in the earlier version. The detailed service plan spreadsheet will be added later today.

This article has been updated with maps showing the many pending changes.

A preliminary review of service changes on the TTC effective October 12. The list is much longer than the info in this morning's press release. https://t.co/KelTYZrbpX I will update the article when more info is available.

(3/3) The carhouse at Leslie Barns will be named after former Mayor David Miller in recognition of his contributions to transit.

(2) Public discussion and possible revelation of a peer review of TTC infrastructure was punted to the November board meeting.

The TTC Board met on October 6 and considered among other things: CEO's report with details of bus service quality and a proposed wayfinding strategy. https://t.co/vhI6hMX7lv (1)

(3/3) All of the greatest design and technology won't fix organizational problems with information delivery.

(2) TTC is notorious for delivering info that misleads riders when planned changes don't occur as expected, or when they occur with minimal notice. This also ties into trip planning. (The City bears some responsibility here too with changing project timelines.)

TTC meeting is now discussing wayfinding including ways that deliver information both through signage and various digital channels. A major component not discussed is the accuracy and currency of info for route changes, especially unscheduled ones. (1)

(3/3) Years ago TTC tried to report profit and loss per route and this produced situations where the shortest routes had the highest "profit" because the cost of each rider was low. This is a classic flaw in "businesslike" approach to transit. Bad decisions result.

(2) If revenue is allocated per boarding, this penalizes routes serving long trips and inflates revenue allocated to routes with short trips. It is also possible to under or over allocate revenue paid by each ride r notably those with passes or equivalent discounts.

At the TTC meeting, CEO Lali appears to have fallen into the trap of promising cost recovery values for individual routes with a potential for service cuts. The basic problem is how to allocate revenue in a system where one fare covers many trip segments. (1)

(6/6) Slow streetcar operation is a complex issue that will not be solved by a single technical change.

(5) None of the discussion addressed track conditions at intersections which required slow operation separate from switch technology. King/Church was until recently a perfect example of the effect of deferred maintenance.

(4) If we wait for a full retrofit of double blade switches we will be condemned to slow ops for at least a decade given the scope of the problem.

(3) There is a long slow project to replace the old controllers, but there is no indication of which locations should now be "safe".

(2) The problem was that the electric switch controllers installed for the longer Alrv streetcars decades ago were unreliable, and switches could change to an unwanted position. Slow operation through junctions is to counter the possibility a switch will throw under a car.

At the TTC board meeting, a deputation claimed that the TTC is the only streetcar system in the world using single point switches, and these are responsible for the stop-check- proceed procedure at intersections. This is not true. (1)

Service on 512 St. Clair was improved in September, and better route management was implemented. The results are mixed at best.