With above established objectives as a foundation, the corporation can decide upon long-term targets for public transport in Kingston Metropolitan Area.

All long- and short-term targets shall always be possible to measure and communicate to employees in the corporation as well as with the owner and external parties.

The above established overall objectives should in our opinion be revised as follows:

JUTC LONG-TERM TARGETS FOR PUBLIC TRANSPORT IN KINGSTON, (2004 BELOW MEANS MARCH 31, 2004)

Normally a long-term target covers a period of 3.5 years, but in this case when efficiency improvements are the most important we have reduced the time span.

• JUTC is providing more than 100 million passenger trips per year based on 500 buses in operation.
• The number of accident are reduced to 25 per cent of the number of accidents in 2001
• The number of breakdowns are reduced to 25 per cent of the breakdowns in 2001
• More than 65 per cent of the passengers are of the opinion that JUTC provide a good and reliable service at affordable fares.
• More than 65 per cent of the passengers are travelling on pre-paid tickets.
• JUTC has reduced its operational costs by more than 20 per cent, on a revised route network compared with 2001.
• JUTC operate a significant number of routes through one main operation.
• JUTC operate from four fully-functioning depots.
• JUTC has increased workshop efficiency by 20 per cent compared with 2001
• JUTC have well-functioning store systems.
• JUTC is operated with a decentralised organisation based on depots as profit centres.
• JUTC is a customer-oriented public transport company.
• Has approved a master plan for infrastructure development.

JUTC SHORT-TERM TARGETS 2003 FOR PUBLIC TRANSPORT IN KINGSTON

• The cost level shall be reduced by more than $230 million based on the existing operational fleet and fare structure.
• JUTC provide more than 90 million passenger trips per year.
• JUTC has reduced the number of accidents by 25 per cent.
• JUTC has reduced the number of breakdowns by 25 per cent.
• More than 40 per cent of the passengers are satisfied with JUTC's operational quality.
• JUTC introduce cash-less pre-paid ticketing system where more than 10 per cent of the total number of trips are done through the cashless system at the end of the year.
• JUTC increase the operational efficiency by more than 10 per cent per bus compared with 2001/02
• Introduce 1-man operated buses.
• Portmore depots workshop is completed and in operation.
• JUTC increase workshop efficiency by 10 per cent compared with 2001/2002.
• JUTC has a modern, efficient spare part/store system.
• JUTC has implemented a revised, de-centralised, business-oriented organisation in headquarters and the depots.
• JUTC has a marketing and information plan with re-quired resources.
• JUTC has started to develop a public transport infrastructure master plan through resources made available in the new organisation.

SUMMARY

1. Revised scheduling effective from September 2 to June 2003 improve operational efficiency by 4.5 per cent resulting in a net contribution of $50 million $55 million annually, or $29 million to $32 million up to March 31, 2003

2. Proposed revised budget for 2002/03 indicate a possible cost reduction of $230 million.

3. Possible reductions of costs from April 1, 2003 is estimated to $430 million.

The main areas for cost reductions are:

• Improved operational efficiency;
• Reduced staff headquarters;
• Reduced number of drivers;
• Reduced number of conductors;
• Increase number of part-time drivers and conductors;
• Reduced number of depot attendants;
• Reduced number of dispatchers;
• Reduced costs for security;
• Reduced money collecting staff.