The PRESTO program was implemented to create an integrated fare payment system across multiple transit agencies in the Toronto region, but initially faced challenges including a lack of clear governance and accountability, underestimating required skills and resources, and not properly implementing basic project processes which led to delays. A new leadership team took over and established clear governance, resolved issues, integrated the teams, and communicated extensively with stakeholders to put the program back on track. Lessons learned included the importance of basics like clear roles and change management, as well as having the right leadership and skills to make timely decisions.

1. PRESTO Complex Program Management October 27, 2008 GTEC 2008

4. PRESTO System – Vision Significantly improve customer service & operational efficiency Supports ridership growth PRESTO is a key component in Ontario Government’s environmental and public transit strategy. Extension to other transit related services Consistent and interoperable transit across Ontario Invaluable strategic management information (planning and investment) Easier payment means; Automatic best fare price Faster movement between vehicles and transit systems Benefits for Customers Benefits for Transit Agencies Easier fare collection and settlement while reducing error New services for transit riders

7. PRESTO – Program Plan Fall ‘06 Summer ‘10 Fall ’10 Winter’11 Aug ‘07 Sign Vendor Contract Fall ’09 Fall ‘08 Deploy & Phased Roll Out Regional Expansion Fall ‘07 Fall ‘11 Design Aug ‘08 Fall ‘05 Fall ‘04 Dec ‘04 Procurement RFP Issued RFP Submission Jan ‘05 RFQ Issued Build & Test

11. PRESTO – Our Resolution PRESTO Program Management Accenture PRESTO Program Steering Committee (Directive) Accenture PRESTO Project Director (Decision Making) City Council / Commissions Board of GO Transit Contract Management GO Transit (Contract Management Agent) Pre April 1 st … Executive Committee

14. PRESTO - Question and Answer