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Table of Contents 1 TABLE OF CONTENTS Foreword by STM leaders . .2 The Corporate structure . .3 Highlights . .8 The Bus Network . .14 The Métro Network . .20 Major Projects . .24 Finances . .26 Human resources . .29 Customer information . .33 A corporation involved in Montréal city life . .35 Winning achievements . .39 Financial statements . .42 Auditors’ report . .43 Statement of financial activities . .44 Statement of investment activities . .45 Balance sheet . .46 Statement of accumulated deficit . .47 Statement of reserved funds . .48 Statement of net investment in long-term assets . .49 Statement of changes in financial position . .50 Notes to financial statements . .51 Analysis of projects in progress . .62 2 FOREWORD BY STM LEADERS PUBLIC TRANSPORTATION, Still, it is obvious that the STM cannot problem once and for all. We can only A DRIVING FORCE FOR reach all the goals set out in its Business hope these measures will be implemented DEVELOPMENT Plan without new sources of financing. To in 2005. ensure the quality and reliability of So while governments are going green, he year 2004 was dedicated to services, we estimate that our network public transit is increasingly short of implementing our 2004-2008 Business will need investments of some $3.5 billion breath. Yet it is at the core of any serious T Plan, aimed at improving the STM’s over the next ten years. The STM needs a strategy for sustainable development. In performance and the satisfaction of its new financial framework to meet its fact, for every kilometre travelled, a customers. Our achievements, after only obligations, improve customer service transit user produces four times less air twelve months, show much promise and and consolidate its ridership. confirm that we are on the right track. pollution, burns five times less energy Although the 2004 Budget anticipated a and uses twenty times less space than a Indeed, the Bus Network delivered 99.5% $20.4 M shortfall, the STM ended its fiscal motorist. Such efficiency gains translate of planned service, while the number of year 2004 with a $6.3 M deficit. Such a into several million dollars and add to the service-related complaints fell by nearly result was made possible thanks to tighter $937 M of economic benefits generated 25%. And although combined bus/métro controls over spending, to the govern- by public transportation in the Montréal ridership levels dipped slightly (1.3%), ment of Canada’s decision to fully refund area. These numbers illustrate beyond a improvements to overall bus service in our GST ($4 M), and to the additional doubt that public transportation is a Rivière-des-Prairies brought in 850 new $2.4 M contribution by the Agence powerful engine of economic develop- transit users. As for Paratransit, once the métropolitaine de transport. The rating ment, and that any investments will new ACCÈS 5 software package was firms of Standard & Poor’s and DBRS benefit the entire community. implemented and their business processes have acknowledged the corporation’s Investing in public transportation… is were reviewed, the ratio for attempted sound management by maintaining their investing in our future. versus answered calls improved by respective A+ and A (high) ratings. 65% and the number of trips increased by 6.5%. Despite these results, no one can deny that public transportation has been Despite aging equipment, some 97.87% plagued by chronic underfinancing since of métro users arrived on time, and the Québec government withdrew its service disruptions have decreased by 5%, financial support in 1992. The financing if we exclude the numerous interventions issue is now fully acknowledged by the required by the Réno-Systèmes project ministère des Transports, who offered and the métro extension into Laval. $20 M to transit corporations for 2005, That construction work forced us to with $13.2 M set aside for the STM, on close Henri-Bourassa métro station for condition that municipalities served by 14 weeks, but transit users were spared the public transit contribute equivalent Claude Dauphin hellish summer predicted by most of the amounts. media, thanks to superior planning by Chairman of the Board of Directors our employees and partners. Finally, Meanwhile, the subject of a new financial following the creation of Transgesco, a framework continues to be discussed. Last limited partnership, the installation December, the publication of a document inside Berri-UQAM station of the first entitled Le financement du transport en giant Métrovision screens, indicating the commun, une approche intégrée (An time of the next train among other integrated approach to funding public things, has generated several positive transportation) had led us to believe that comments and will help increase auto- the Québec government truly wants to nomous revenue, while meeting one of provide public transit companies with the the main expectations expressed by means to ensure consistent, predictable, transit users. sufficient and long-term funding. We see Pierre Vandelac this as a first step towards discussing the Director General real issues and solutions to curb the 3 THE CORPORATE STRUCTURE 4 BOARD OF DIRECTORS (DECEMBER 31, 2004) Me Claude Dauphin Chairman Montréal city councillor Chairman of Lachine Borough Marvin Rotrand Vice-chairman Montréal city councillor Côte-des-Neiges/Notre-Dame-de-Grâce Borough Yvette Bissonnet Montréal city councillor Saint-Léonard Borough Bernard Blanchet Borough councillor Lachine Borough Jacques Cardinal Montréal city councillor Chairman of Sainte-Geneviève/ Sainte-Anne-de-Bellevue/L’Île-Bizard Borough Pierre Lapointe* Montréal city councillor Ahuntsic/Cartierville Borough Dominic Perri Montréal city councillor Saint-Léonard Borough Brenda Paris Public transit users’ representative Marie Turcotte Paratransit users’ representative * Nominated in January to replace John W. Meaney whose mandate had ended. 5 AUDIT COMMITTEE CUSTOMER SERVICE COMMITTEE (December 31, 2004) (December 31, 2004) Jacques Cardinal Marvin Rotrand Chairman Chairman Montréal city councillor Montréal city councillor Chairman of Sainte-Geneviève/Sainte-Anne-de-Bellevue/ Côte-des-Neiges/Notre-Dame-de-Grâce Borough L’Île-Bizard Borough Yvette Bissonnet Pierre Lapointe Montréal city councillor Vice-chairman Saint-Léonard Borough Montréal city councillor Ahuntsic/Cartierville Borough Brenda Paris Public transit users’ representative Pierre Vandelac Director General Marie Turcotte STM Paratransit users’ representative Michel Bélanger, FCA Pierre Vandelac External Member Director General Financial Management Advisor Robert Olivier Robert Desforges, CA, Adm. A Coordinator External Member Executive Director Desforges, Germain, Gendron, CA Planning and Operations Support 6 MANAGEMENT STRUCTURE Président du conseil d’administration Vérificateur général (DECEMBER 31, 2004) Claude Dauphin Yvon Marsolais Directeur général Secrétaire de la STM et directrice des Pierre Vandelac Affaires juridiques Me Sylvie Tremblay Directeur général adjoint Michel Comtois Directrice Directrice Technologies de Gestion du patrimoine l’information Liette Vinet Marielle Fournier Directeur exécutif Directeur exécutif Gestion des projets Planification et Directeur exécutif Directrice exécutive majeurs soutien à l’exploitation Ressources humaines Réseau des autobus Daniel Côté Robert Olivier Sylvain Gonthier Denise Vaillancourt Directeur par intérim Directeur par intérim Directeur Communications et Directeur Livraison du service Exploitation et Affaires publiques Régimes de retraite Région ouest logistique du transport Mario Gagnon Jacques Fontaine Normand Couture Benoît Gendron Directeur Directeur Planification et Livraison du service Directeur développement Région est Direction technique André Arbic Raymond Dubois Denis Constantineau Directeur Directrice par intérim Directeur Marketing et relations Livraison du service Entretien mineur avec la clientèle Région centre autobus Guy Corbeil Névine Tadros Jean-Luc Guillerot Directeur Directeur Entretien majeur Transport adapté autobus Daniel Beauchamp Pierre Brottes 7 Adjoint au président et au directeur général Jean-Michel Lévesque Adjointe au directeur général Manon Desautels Protectrice de la personne Lorraine Pilon Trésorière et Directeur exécutif Directrice exécutive Réseau du métro Finances et Carl Desrosiers approvisionnement Francine Gauthier Directeur Directeur Exploitation des Directeur Exploitation des trains stations et Approvisionnement André Poisson Surveillance Pierre Rocray Serge Dupont Directeur Directeur Entretien des Entretien du matériel équipements fixes roulant Sylvain Duquette Claude Savage Directeur Ingénierie métro Dominique Lemay 8 HIGHLIGHTS 9 THE 2004-2008 BUSINESS PLAN Each one of these goals is supported by bus terminus was built and the project’s strategies for which specific plans of execution was successfully carried out he STM adopted a 2004-2008 action have been developed, including thanks to precise planning. The acquisi- Business Plan that is aimed at performance indicators. For example, tion of 107 buses went a long way to T securing a five-year financial com- these would include deploying an renewing the fleet of vehicles, while the mitment from the City of Montréal and integrated, multi-modal, rapid-transit installation of 57 new bus shelters and its other partners. It has decided to go network, improving the service offer in the upgrading of 50 others largely forward with this plan despite the the Island of Montréal’s east and west contributed to increasing the comfort of persistent uncertainty
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