...but the bottom line question is can someone tell of a bettr way to get from point a to point b for a "pittance?"
TTC buses idle ... and idle in the cold
The TTC doesn’t only abuse riders.
Exhausted by the TTC
Lennox and Debbie Gene don’t get a chance to do much pillow talking when the TTC buses behind their home are fired up and start belching exhausts before dawn.
TTC exposed once again
The TTC is taking heat once again for environmental and health concerns. Watch the video.
The TTC’s crisis of credibility provides a chance to take long overdue action. Although, as I’ve stated before, sheer force of habit makes it hard for individuals and organizations to genuinely change — and certainly not quickly. Of course, the Toronto mayoral election could bring radical moves; already there are threats to reorganize the city board that oversees transit. More shakeups could follow.
This pressure could explain why these initiatives were poured out before any outsiders are named to the proposed customer service committee. Many of the TTC’s plans are spot-on, too.
For example, fix the microphones on collector booths, and send out “secret shoppers” to evaluate the experience of buying fares — from a rider’s perspective.
Why not go further? Urge employees to use the system more. A huge proportion of workers and management live outside Toronto and drive to work. It’s easier to think like a customer when you wait for an early morning bus and then ride in the back for a while.
The TTC also plans to make it easier to submit verbal complaints at any time. Since service runs 24 hours a day, riders may need to report an issue right away — not the next business day.
Go further: Immediately provide tracking numbers for each complaint and publish response times.
Better communication forms a big part of these TTC initiatives. Many use new technology, but the old-fashioned kind needs attention, too. In any organization, departments forget to communicate with each other. TTC managers must provide workers with more information — such as delay reports that can be passed on to riders, as well as timely responses when employees suggest how to improve service.
Long transition lies ahead for TTC
01 February 2010 05:15
We all have suggestions on how the TTC can improve the service it provides to passengers. By looking at the list of customer-oriented initiatives the agency unveiled last week, it seems somebody over there already knew what had to happen. The TTC’s crisis of credibility provides a chance to take long overdue action. Although, as I’ve stated before, sheer force of habit makes it hard for individuals and organizations to genuinely change — and certainly not quickly. Of course, the Toronto mayoral election could bring radical moves; already there are threats to reorganize the city board that oversees transit. More shakeups could follow.
This pressure could explain why these initiatives were poured out before any outsiders are named to the proposed customer service committee. Many of the TTC’s plans are spot-on, too.
For example, fix the microphones on collector booths, and send out “secret shoppers” to evaluate the experience of buying fares — from a rider’s perspective.
Why not go further? Urge employees to use the system more. A huge proportion of workers and management live outside Toronto and drive to work. It’s easier to think like a customer when you wait for an early morning bus and then ride in the back for a while.
The TTC also plans to make it easier to submit verbal complaints at any time. Since service runs 24 hours a day, riders may need to report an issue right away — not the next business day.
Go further: Immediately provide tracking numbers for each complaint and publish response times.
Better communication forms a big part of these TTC initiatives. Many use new technology, but the old-fashioned kind needs attention, too. In any organization, departments forget to communicate with each other. TTC managers must provide workers with more information — such as delay reports that can be passed on to riders, as well as timely responses when employees suggest how to improve service.
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