Background

In our recent issue for February 2004, we lamented the impact of traffic jams on productivity, not knowing what was once mentioned as a remote probability turning into a much higher prospect for implementation! Causes were in part cited as outdated modes of transport, lack of a credible mode that could be perceived by the public as a good alternative to the status quo, operating on a well-designed schedule, like those in many other countries etc.

Urban Service vs Long Haul Routes

It is true that buses are serving an important role in providing an up-country service, shuttling between Kampala and many rural destinations in the country, while others are providing an inter-state service in the region. However, there have been concerns over speed and driving habits, causing untold misery to the community at large.

As for the urban service, the last attempt was by the Spear Group of companies. This seems to have had an unfortunately short lifespan, for reasons I believe could have been addressed and probably averted the outcome. No doubt, this service was needed yesterday!

The failure of the former public companies could be attributed to several causes, including those that prevented many other parastatals to operate efficiently and live up to the challenge of survival of the fittest. It is interesting however to observe that the former Uganda Transport Company (UTC) did operate both urban and long distance services, and, the current privately owned buses with a multiplicity of 'individual company owners' have been able to operate quite effectively, many owners having 'graduated' from the 14-seater 'kamunye' owners! The issue for prior non-success is not simply the urban versus the long-haul divide, so to speak.

It is not immediately clear what the intentions of the new fleet owners are, but, this article is not meant to 'pre-empt' their plans, but rather 'think aloud' in anticipation of a 'well-premeditated' service, which we all need to laud.

Circuits in CBD

UTC did operate some routes, but, memory lets me down as to what proportion of them could be classified as constituting 'circuits' or 'rings'. By these, I mean such hypothetical ones as 'Central Depot' (as the former one between the Old Taxi Park and Nakivubo Stadium) - Namirembe Road - Mengo - Natete - Ndeeba - Kibuye - Clock Tower and back to the 'Depot'. Other plausible ones include 'Depot' - Wandegeya - Mulago - Bukoto - Ntinda - Nakawa - Jinja Road - 'NSSF' junction - Entebbe Road - 'Shoprite' Roundabout - 'Depot'. Others could be designed to similar configuration, ensuring that main traffic 'axes' are given deserving service. Those that come to mind include, circuits that can be put in place once the Kampala Northern By-Pass is completed.

At this juncture, 14-seater commuters need to have designed 'interfaces' to deliver to and pick commuters from various points on the circuits, with the Old Taxi Park probably reverting to the 'Depot' for the new urban bus service.

Already, 'centres / depots' have been started on the periphery of the Central Business District (CBD) of Kampala, and, these need additional review for number and locations for upgrading so that they can compliment both the urban and long - haul bus services appropriately.

The present location for long haul bus service may also need review, in order to have maximum benefit from the 'future' transport system perspective.

Need for Adequate Parking Bays

In the redesign for parking in Kampala, bus stages will need to be reviewed for adequacy, considering such other needs as shelter, seating, ticketing and other considerations. Some roads and junctions will need review for purposes of increasing overall efficiency, with better traffic flow. Some streets, in absence of prospects for widening may require that small car parking is restricted or prohibited.

Several big cities are introducing additional control measures in the interest of greater efficiency, like hefty fees for access to excessively high-traffic volume areas in the CBD, and Kampala may have to adopt similar measures to be able to stem the nightmares of driving.

Fleet Maintenance, Service and Repair

It does appear that another make, Leyland of United Kingdom (UK), is being introduced, while many others have been sourced from Japan and elsewhere. It would appear that existing agents have been operating at a relatively smaller scale, implying that there will be need for expanding services provided, and possibly require widening of the service base to accommodate potential requirements.

The decisions of what to outsource and whether to establish a large in-house facility will no doubt need address, probably already arranged for, in order to be in place at the time of commencement.

Other attendant issues will relate to provision / recruitment and / or training of different categories of technical and other operational staff, beside others.

Management Issues

Managing such a large fleet in the present environment will indeed require close supervision, with a marked effort to enforce good working ethics if the venture is to start on a strong footing.

In the present day and age where such facilities as vehicle tracking systems are well developed and are within affordable price brackets, the new service providers need to bring on board innovations that can greatly aid the monitoring and control functions.

It is a pity that it is a while since similar services were provided with commitment, integrity and efficiency, so crucial for viability. This may mean that not only will it not be so easy to find those familiar with the service requirements, but it may also be difficult to attract the few that may still be available on the market.

Schedules

A good service needs to be designed on the norm of 'strictly adhering to a timetable', with or without a reasonable number of travellers in a bus at any one time, contrary to current practices. No doubt, a schedule that is strictly adhered to builds confidence in the travelling public so much, that many will realise the benefit of using it for the numerous benefits it can offer.

It also needs to be built around needs and expectations of society. By this I believe, the venture should appropriately address public expectations, such as for instance, the time it commences, and, when it should close, if at all. Such issues however can be handled through other mechanisms.

Complimenting The Commuter 14-Seaters

While the fleet company along with existing bus and commuter organisations can jointly plan activities, it should be organised by the responsible arm of the Ministry of Works. Housing and Communications (MoWHC), Kampala City Council (KCC), the groups cited earlier and any other relevant stakeholders. This may already be under way.

Broader traffic and other issues need address at higher levels by those responsible for planning developments in the sector over a longer horizon.

Operational Etiquette

Present practices need to be reviewed and adapted to our situation. The question of adaptation may arise as a result of other places operating in an environment with several other support technologies and facilities that we may not have, hence such a need. At best, some will be adopted wholesale where circumstances permit.

Opening Up Ownership

The new company has a good opportunity to set-up for listing on the Kampala Stock Exchange (KSE), as it is not encumbered by current practices to be found as entry obstacles for many existing ventures in the country.

After listing, the public will monitor progress, and, given good progress, confidence will be built in the general public to buy shares. This is a double edged prospect, in the first instance, assisting company operations to reduce dependence on borrowing, and secondly, help beef a saving culture of many, and move resources into essential investment, with many benefits.

With expansion of ownership, it is likely that stakeholders in competing transport sector ventures will see benefits of economies of scale, provided returns are attractive, paving the way for acceptance of more central planning, leading to an integrated transport system matching expectations and resource capabilities as they evolve with time.

Confidence Building Measures

Confidence needs to be built in both the service providers, and, users. If confidence is initially built in the travelling general public through the media and advocacy by peers, it would speed up change in attitudes to espousing the bus service, rendering the venture less liable to risks of non-performance. This in turn would be a big eye opener for competing transport service providers to join hands through joining the general public in buying shares in the venture.

Clearly, a transport sector with coherent entities working in harmony will provide a launching platform for well-planned and efficient systems, whose only constraint to rapid growth would be economic limitations.