I have recently concluded a peer-mentoring project with a senior official of a Lagos, Nigeria publicly-owned bus company. It was a very useful experience that allowed me to gain further insight into the challenges faced by operators of similar organisations across the continent.
The fundamental problem was that of instituitional design and governance framework and the negative impact of extreme political interference. The failure of sound institutional design manifested in the following ways:
1. The bus company was initially conceived as an Asset owning public corporation with powers to lease vehicles to bus franchisees, concession bus routes, and give overall purview of the bus network.
2. Due to the implementation of a metropolitan transport plan, another organisation was then empowered to pioneer a unique Bus Rapid Transit system along specified corridors under LagBus supervision. As a result of political trade-offs, Lagbus was required to supply part of its bus stock to the cooperatives set up to run services on the BRT route.
3. As a result of difficulties with the LagBus franchsing deals which were considered unsound by bus operators, many abandoned them and LagBus as franchisor was left with a swathe of buses. Hence, a decision was taken that LagBus should run the buses itself!
The situation now is that there is no actual bus network that LagBus operates because there is no defined route-scheduling and programmed management of services to meet demand and customer choice.
Additionally, the staffing structure is not adequate to meet the business needs.In fact, it was alarming to discover that there is no Mess Room or recreational facilities for the use of drivers and other staff at any of the depots! The fare system is poor and contributes to service unreliability and customer disatisfaction. Network control is almost non-existent. For example, there is no control room of any description and there is no reliable means of collecting and transmitting route/service information to those 'in control'.
The official took the initiative to seek world-class solutions to his organisation's problems. At the end of the 12 day consultation, the following are some of the actions he'll take forward:
1. Focus on 'deliverables' outside of high-level political permutations.
2. Focus on empowering frontline employees to drive value to the organisation.
3. Brand image is vital - what does the organisation stand for? The current motto 'Transportation Redefined' is meaningless and lacks emotional catchet.
4. Work to build a bus operating company that can be hived out of the Asset-owning parent.
5. Generate a stakeholder map - there are too many captains in the Lagos transport boat!
6. Keep things simple but efficient.
7. Collate data on operations and use your planners.
8. Get low-cost but useful IT for mobile and static monitoring.
9. Put a control room in place and get a network map!
10. Give the public visible value - Make all drivers First-Aiders!
I'm hopeful that some of these actions are achievable with some determination. We wait and see.
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