DOCSLIB.ORG

Economic Impact of COVID-19 on Civil Aviation

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Economic Impact of COVID-19 on Civil Aviation Economic Impact of COVID-19 on Civil Aviation Sainarayan A. Chief, Aviation Data and Analysis, ICAO Sijia Chen Air Transport Officer, Economic Development, ICAO Contents Economic impact of COVID-19 on civil aviation Forward looking scenario analysis ICAO COVID-19 interactive dashboards Financial relief and mitigation measures Value-added of aviation to national economy 2 Economic Impact of COVID-19 on Civil Aviation - Global - Figures and estimates herein are subject to substantial changes, and will be updated with the situation evolving and more information available. 3 Drastic capacity cut along with dramatic drop in demand Both capacity and demand reached the bottom low in April; Number of passengers from Jan to Aug dropped by 60% from 3.1 billion in 2019 to 1.2 billion in 2020 Source: ICAO ADS-B and OAG, plus estimates 4 Regional difference in resilience and speed of recovery Comparison of total seat capacity by region (7-day average, YoY compared to 2019) 40% Africa 20% Asia/Pacific Europe 0% Latin America/Caribbean -20% Middle East North America -40% -60% -80% -100% Jul-03 Jul-11 Jul-19 Jul-27 Jan-01 Jan-09 Jan-17 Jan-25 Jun-01 Jun-09 Jun-17 Jun-25 Apr-06 Apr-14 Apr-22 Apr-30 Feb-02 Feb-10 Feb-18 Feb-26 Sep-05 Sep-13 Aug-04 Aug-12 Aug-20 Aug-28 Mar-05 Mar-13 Mar-21 Mar-29 May-08 May-16 May-24 Source: ICAO ADS-B 5 Airline passenger revenue of all regions plummeted Airlines are estimated to loss approximately USD 241 billion passenger revenue from Jan to Aug 2020 compared to 2019 Source: ICAO estimates 6 Airport and ANSP revenues were also severely impacted Airports and ANSPs are estimated to loss approximately USD 68 and USD 9 billion from Jan to Aug 2020 compared to 2019 Source: ICAO estimates 7 Economic Impact of COVID-19 on Civil Aviation - North America and Latin America/Caribbean - Figures and estimates herein are subject to substantial changes, and will be updated with the situation evolving and more information available. 8 Steep fall in traffic followed by stagnant recovery North America Latin America/Caribbean Number of passengers from Jan to Aug Number of passengers from Jan to Aug dropped by 57% from 689 million in 2019 dropped by 59% from 235 million in 2019 to 295 million in 2020; international to 97 million in 2020; international passengers declined by 68% passengers declined by 63% Source: ICAO ADS-B and estimates 9 Source -100% -80% -60% -40% -20% 20% 0% : Jan-01 ICAO ADS Jan-09 Jan-17 Jan-25 Feb-02 America/Caribbean while Latin market by domestic supported was North America - B operationB Feb-10 (7 Feb-18 International seat capacity reduction - Feb-26 2019) comparedto YoY average, day Mar-05 Mar-13 data Mar-21 Mar-29 Apr-06 Apr-14 Apr-22 Apr-30 May-08 May-16 recovery domestic in pace slowest the showed May-24 Jun-01 Jun-09 Jun-17 Jun-25 Jul-03 Jul-11 North America North Middle East America/Caribbean Latin Europe Asia/Pacific Africa Jul-19 Jul-27 Aug-04 Aug-12 Domestic passenger traffic often exhibits more more exhibits often traffic passenger Domestic Aug-20 Aug-28 Sep-05 Sep-13 -100% -80% -60% -40% -20% 20% 40% 60% 0% Jan-01 Jan-09 Jan-17 Jan-25 Feb-02 Feb-10 Feb-18 (7 Feb-26 - day Mar-05 reduction capacity seat Domestic resilience than international than resilience Mar-13 Mar-21 average, Mar-29 Apr-06 Apr-14 Apr-22 YoY Apr-30 May-08 compared 2019) to May-16 May-24 Jun-01 Jun-09 Jun-17 Jun-25 Jul-03 Jul-11 America North Middle East America/Caribbean Latin Europe Asia/Pacific Africa Jul-19 Jul-27 Aug-04 Aug-12 Aug-20 Aug-28 Sep-05 10 Sep-13 Share of international and domestic traffic of the region North America Latin America/Caribbean Majority of traffic was dominated by domestic Since April, international passengers passengers, and international passengers represented less than 20% while increased to represented less than 10% since April 27% in August Source: ICAO ADS-B and estimates 11 Steep fall in international passenger load factor (North America) Both domestic and international load factor were below world average; in April, domestic load factor dropped to all-time low at 15% and below 30% for international Domestic load factor 2020 vs. 2019 International load factor 2020 vs. 2019 Source: ICAO ADS-B 12 Steep fall in international passenger load factor (Latin America/Caribbean) Domestic load factor performed better than world average; international load factor dropped more significantly similar to world average Domestic load factor 2020 vs. 2019 International load factor 2020 vs. 2019 Source: ICAO ADS-B 13 Share of traffic by region Number of passengers of Jan-Aug Share of passengers by region 2020 compared to 2019 of Jan-Aug 2020 Source: ICAO ADS-B and estimates 14 Impact by international route groups Impact on North America Impact on Latin America/Caribbean international route groups international route groups (passenger loss Jan-Aug) (passenger loss Jan-Aug) Source: ICAO ADS-B and estimates 15 Passenger revenue loss by month North America North America recorded a total airline Latin America/Caribbean recorded a total passenger revenue loss of around USD 57 airline passenger revenue loss of around USD billion from Jan to Aug; 65% of loss was 17 billion from Jan to Aug; 60% of loss was attributed to domestic attributed to international Source: ICAO ADS-B and estimates 16 Forward Looking Scenario Analysis Figures and estimates herein are subject to substantial changes, and will be updated with the situation evolving and more information available. 17 What “recession shape” can be assumed given uncertainties surrounding the outlook? World’s GDP Projections (by IMF) • How long will the pandemic last and what will be the severity levels? • How deep and how long will the global recession be? • How long will lockdowns and travel restrictions continue? • How fast will consumer confidence in air travel be restored? • Will there be a structural shift in industry and consumers’ behaviors? • How long can the air transport industry withstand the financial adversity? https://www.imf.org/en/Publications/WEO/Issues/2020/06/24/WEOUpdateJune2020 Source: IMF Word Economic Outlook (April 2020) 18 Domestic passenger traffic is recovering ahead of international Domestic passenger traffic in China already bottomed out in mid-February, and capacity offered in August was recovered to around 90% of last year Source: ICAO ADS-B operation data 19 Estimation of trend of world passengers for 2020 Scenario estimations of world total passengers of 2020 (-57% to -60%) 500.00 447.35 450.00 442.87 416.70 430.52 429.26 398.67 399.02 400.04 400.00 382.81 385.63 401.00 385.59 389.60 374.47 390.45 Dec 2020 385.53 384.93 364.17 362.92 356.99 369.49 358.31 348.20 369.49 373.41 372.18 vs. 2019 350.00 351.09 354.53 351.09 327.76 327.76 309.96 300.00 290.33 281.90 -40% 266.96 274.01 278.49 “Nike swoosh”-shaped path 250.00 260.61 233.71 241.16 -52% 224.66 221.22 238.91 209.57 200.00 188.41 198.85 176.81 179.80 -60% Passenger Number (million) 171.29 184.20 177.46 158.16 160.44 158.76 174.72 168.31 156.07 2019 145.12 158.71 150.00 154.35 158.54 152.19 146.69 149.10 Baseline 138.72 152.29 -57% 138.71 132.97 Actual 122.93 136.81 100.00 Scenario 1 U-shaped path Scenario 1a 76.95 W-shaped path Scenario 2 50.00 Scenario 2a 48.76 L-shaped path Reference 31.28 0.00 Jan 2020 Feb 2020 Mar 2020 Apr 2020 May 2020 Jun 2020 Jul 2020 Aug 2020 Sep 2020 Oct 2020 Nov 2020 Dec 2020 Jan 2021 Feb 2021 Mar 2021 Source: ICAO Air Transport Reporting Form A and A-S plus ICAO estimates. 20 Scenario estimates of global industry revenue loss for the year of 2020 ICAO Economic Impact Analysis of COVID-19: https://www.icao.int/sustainability/Pages/Economic-Impacts-of-COVID-19.aspx -57% to -60% decline in world total passengers in 2020 vs. 2019 Airline passenger Airport revenue loss ANSP revenue loss revenue loss • ~ USD 351 to • ~ USD 90 to • ~ USD 10 to 12 373 billion 110 billion billion Source: ICAO estimates and subject to change 21 Scenario estimation of trend of passengers for 2020 North America (Total) Latin America/Caribbean (Total) 0 0 Actual Dec 2020 -10 Dec 2020 Scenario 1 vs. 2019 vs. 2019 -5 Scenario 1a -20 Scenario 2 -44% Scenario 2a -10 -30 Reference -49% -56% -40 -58% -15 Millions Millions -50 -66% -68% -20 -60 Actual -61% Scenario 1 -67% -70 Scenario 1a -25 Scenario 2 -80 Scenario 2a Reference -30 -90 Jul 2020 Jul Jan 2020 Jan 2021 Jan Jun 2020 Oct 2020 Oct Apr 2020 Apr Feb 2020 Feb 2020 Sep 2021 Feb Dec 2020 Dec Aug 2020 Aug Nov 2020 Nov Mar 2020 Mar 2021 Mar May 2020 Jul 2020 Jul Jan 2021 Jan Jan 2020 Jan Jun 2020 Oct 2020 Oct Apr 2020 Apr Feb 2020 Feb 2020 Sep 2021 Feb Dec 2020 Dec Aug 2020 Aug Nov 2020 Nov Mar 2020 Mar 2021 Mar May 2020 Source: ICAO estimates based on ICAO ADS-B, OAG, ICAO LTF, ICAO Statistical Reporting, IATA Economics, and IMF/World Bank Economic Outlook 22 Scenario estimates of industry revenue loss for the year of 2020 ICAO Economic Impact Analysis of COVID-19: https://www.icao.int/sustainability/Pages/Economic-Impacts-of-COVID-19.aspx North America Airline Airport ANSP -57% to -61% • ~ USD 85 to 91 • ~ USD 19 to 21 • ~ USD 0.9 billion billion billion Latin America/Caribbean Airline Airport ANSP -59% to -63% • ~ USD 26 to 28 • ~ USD 6 to 7 • ~ USD 0.7 billion billion billion Source: ICAO estimates and subject to change 23 Post-COVID-19 traffic forecast (North America) International Passenger Traffic International Passenger Traffic (World, RPK) (North America, RPK) 6,600 CAGR 4.1% 1,800 6,400 1,750 CAGR 3.0% 6,200 1,700 6,000 CAGR 1.3% CAGR 0.4% 1,650 5,800 1,600 5,600 1,550 5,400 1,500 REVENUE PASSENGER KILOMETRES (BILLIONS)
Load more

Recommended publications
  • Worldwide Direct Flights File
    LCCs: On the verge of making it big in Japan? LCCs: On the verge of making it big in Japan? The announcement that AirAsia plans a return to the Japanese market in 2015 is symptomatic of the changes taking place in Japanese aviation. Low cost carriers (LCCs) have been growing rapidly, stealing market share from the full service carriers (FSCs), and some airports are creating terminals to handle this new type of traffic. After initial scepticism that the Japanese traveller would accept a low cost model in the air, can the same be said for low cost terminals? In this article we look at the evolution of LCCs in Japan and ask what the planners need to be considering now in order to accommodate tomorrow’s airlines. Looking back decades Japan was unusual in Asia in that it fostered competition between national carriers, allowing both ANA and Japan Airlines to create strong market positions. As elsewhere, though, competition is regulated and domestic carriers favoured. While low cost carriers (LCCs) have been given room to breathe in Japan their access to some of the major airports has been restricted, albeit by a lack of slot availability at airports such as Tokyo’s Haneda International Airport. The fostering of a truly competitive Japanese aviation market requires the opportunity for LCCs to thrive and that almost certainly means new airport infrastructure to deliver those much needed slots. State of play In comparison to the wider Asian region, LCCs in Japan are still some way from reaching comparable levels of market share. In October 2014, LCCs accounted for 26% of scheduled airline capacity within Asia; in Japan they have just reached a 17% share of domestic seats and have yet to gain a strong foothold in the international market, with just 9% of seats, or 7.5 million seats annually.
    [Show full text]
  • Contents December 2020 Highlights
    29 January 2021 Contents • December 2020 traffic highlights • Operating statistics table • Recent media releases December 2020 highlights Group traffic summary DECEMBER FINANCIAL YTD 2020 2019 % * 2021 2020 % *+ Passengers carried (000) 881 1,824 (51.7%) 4,003 9,040 (55.7%) Revenue Passenger Kilometres(m) 573 4,190 (86.3%) 2,678 20,021 (86.6%) Available Seat Kilometres (m) 913 4,922 (81.5%) 4,991 23,741 (79.0%) Passenger Load Factor (%) 62.8% 85.1% (22.3 pts) 53.7% 84.3% (30.6 pts) % change in reported RASK % change in underlying RASK Year-to-date RASK1 (incl. FX) (excl. FX) Group 30.7% 30.5% Short Haul 25.5% 25.3% Long Haul (27.2%) (27.6%) Please note that the available seat kilometre (capacity) numbers included in the tables within this disclosure do not include any cargo-only flights. This is because these capacity numbers are used to calculate passenger load factors and passenger RASK * % change is based on numbers prior to rounding. 1 Reported RASK (unit passenger revenue per available seat kilometre) is inclusive of foreign currency impact, and underlying RASK excludes foreign currency impact. 1 Operating statistics table Group DECEMBER FINANCIAL YTD 2020 2019 % * 2021 2020 % * Passengers carried (000) 881 1,824 (51.7%) 4,003 9,040 (55.7%) Revenue Passenger Kilometres(m) 573 4,190 (86.3%) 2,678 20,021 (86.6%) Available Seat Kilometres (m) 913 4,922 (81.5%) 4,991 23,741 (79.0%) Passenger Load Factor (%) 62.8% 85.1% (22.3 pts) 53.7% 84.3% (30.6 pts) Short Haul Total DECEMBER FINANCIAL YTD 2020 2019 % * 2021 2020 % * Passengers carried
    [Show full text]
  • COMPREHENSIVE SYSTEM ANALYSIS | Volume II: Service Plan City of Minot
    COMPREHENSIVE SYSTEM ANALYSIS | Volume II: Service Plan City of Minot City of Minot COMPREHENSIVE SYSTEM ANALYSIS Volume II: Service Plan December 2013 Nelson\Nygaard Consulting Associates Inc. | i COMPREHENSIVE SYSTEM ANALYSIS | Volume II: Service Plan City of Minot Table of Contents Page 1 Introduction ......................................................................................................................1-1 Community Outreach ............................................................................................................................. 1-2 2 Vision, Goals, and Transit Planning Principles ................................................................2-1 Vision for Transit in Minot ..................................................................................................................... 2-1 Elements of the Complete Transit System .................................................................................... 2-3 Service Allocation and Design Principles .......................................................................................... 2-7 Service Allocation Goals................................................................................................................. 2-7 Service Design Guidelines .............................................................................................................. 2-9 3 Short-Term Service Plan ...................................................................................................3-1 Route Descriptions .................................................................................................................................
    [Show full text]
  • Amtrak: Overview
    Amtrak: Overview David Randall Peterman Analyst in Transportation Policy September 28, 2017 Congressional Research Service 7-5700 www.crs.gov R44973 Amtrak: Overview Summary Amtrak is the nation’s primary provider of intercity passenger rail service. It was created by Congress in 1970 to preserve some level of intercity passenger rail service while enabling private rail companies to exit the money-losing passenger rail business. It is a quasi-governmental entity, a corporation whose stock is almost entirely owned by the federal government. It runs a deficit each year, and relies on congressional appropriations to continue operations. Amtrak was last authorized in the Passenger Rail Reform and Investment Act of 2015 (Title XI of the Fixing America’s Surface Transportation (FAST Act; P.L. 114-94). That authorization expires at the end of FY2020. Amtrak’s annual appropriations do not rely on separate authorization legislation, but authorization legislation does allow Congress to set multiyear Amtrak funding goals and federal intercity passenger rail policies. Since Amtrak’s inception, Congress has been divided on the question of whether it should even exist. Amtrak is regularly criticized for failing to cover its costs. The need for federal financial support is often cited as evidence that passenger rail service is not financially viable, or that Amtrak should yield to private companies that would find ways to provide rail service profitably. Yet it is not clear that a private company could perform the same range of activities better than Amtrak does. Indeed, Amtrak was created because private-sector railroad companies in the United States lost money for decades operating intercity passenger rail service and wished to be relieved of the obligation to do so.
    [Show full text]
  • Development of a Forecast Model for Global Air Traffic Emissions
    Forschungsbericht 2012-08 Development of a Forecast Model for Global Air Traffic Emissions Martin Schaefer Deutsches Zentrum für Luft- und Raumfahrt Institut für Antriebstechnik Köln 235 Seiten 137 Bilder 70 Tabellen 133 Literaturstellen Development of a Forecast Model for Global Air Traffic Emissions Dissertation zur Erlangung des Grades Doktor-Ingenieur der Fakultät für Maschinenbau der Ruhr-Universität Bochum von Martin Schaefer aus Nürnberg Bochum 2012 Dissertation eingereicht am: 07. März 2012 Tag der mündlichen Prüfung: 29. Juni 2012 Erster Referent: Prof. Dr.-Ing. Reinhard Mönig (Ruhr-Universität Bochum) Zweiter Referent: Prof. Dr. rer. nat. Johannes Reichmuth (RWTH Aachen) PAGE I CONTENTS LIST OF FIGURES............................................................................. V LIST OF TABLES ............................................................................. XI LIST OF ABBREVIATIONS...............................................................XIV PREFACE.....................................................................................XIX 1 EXECUTIVE SUMMARY ......................................................................1 1.1 Objectives of this Study ..............................................................................................1 1.2 Abstract of Methodology .............................................................................................1 1.3 Summary of Results ...................................................................................................4 1.3.1 Overview
    [Show full text]
  • Punctuality League
    Published: January 2015 2014 Punctuality League On-time performance results for airlines and airports © 2015 OAG Aviation Worldwide Limited. All rights reserved OAG Punctuality League – Annual on-time performance results for airlines and airports Usage and attribution This information can be reproduced either in whole or in part, online or in print, for non-commercial purposes only but must include attribution to OAG and a link to www.oag.com. Disclaimer The intended recipient (“The Customer”) acknowledges that all data provided by or available through OAG is owned either by OAG Aviation Worldwide Ltd or by a third party provider (“The Owners”) and that the customer shall not acquire any ownership or interest in such data. OAG data is solely for the benefit and purposes of the intended recipient and may not be disclosed to, used by or copied by anyone other than the intended recipient. OAG Aviation Worldwide Ltd has used reasonable efforts in collecting and preparing data in the report but cannot and does not warrant that the information contained in this report is complete or accurate. OAG Aviation Worldwide Ltd hereby disclaims liability to any person for any loss or damage caused by errors or omissions in this report. 2 © 2015 OAG Aviation Worldwide Limited. All rights reserved Contents Foreword 5 Overview 6 Categories and Criteria 6 Airports: Small Category – <10m seats per annum 8 Airports: Medium Category – 10-20m seats per annum 10 Airports: Large Category – >20m seats per annum 12 Top Airlines: All 14 Top Airlines: Mainline Category
    [Show full text]
  • Analysis of Bus Passenger Comfort Perception Based on Passenger Load Factor and In‑Vehicle Time
    Shen et al. SpringerPlus (2016) 5:62 DOI 10.1186/s40064-016-1694-7 RESEARCH Open Access Analysis of bus passenger comfort perception based on passenger load factor and in‑vehicle time Xianghao Shen*, Shumin Feng, Zhenning Li and Baoyu Hu *Correspondence: [email protected] Abstract School of Transportation Although bus comfort is a crucial indicator of service quality, existing studies tend to Science and Engineering, Harbin Institute focus on passenger load and ignore in-vehicle time, which can also affect passengers’ of Technology, No. comfort perception. Therefore, by conducting surveys, this study examines passengers’ 73 Huanghe Road, comfort perception while accounting for both factors. Then, using the survey data, Harbin 150090, Heilongjiang, People’s Republic of China it performs a two-way analysis of variance and shows that both in-vehicle time and passenger load significantly affect passenger comfort. Then, a bus comfort model is proposed to evaluate comfort level, followed by a sensitivity analysis. The method introduced in this study has theoretical implications for bus operators attempting to improve bus service quality. Keywords: Public transport, Comfort perception, Passenger load factor, In-vehicle time Background Passenger comfort is an important index that can be used to measure the quality of pub- lic transport services and a crucial factor in residents’ choice of traffic mode (Dell’Olio et al. 2011; Eboli and Mazzula 2011). For example, the quality of life in China has been increasing over the years, which in turn has led to the demand for higher levels of trip comfort. Presently, traffic congestion has become ubiquitous in China’s metropolitan areas.
    [Show full text]
  • Skift Recovery Index April 2021 Highlights
    SKIFT RECOVERY INDEX APRIL 2021 HIGHLIGHTS SKIFT RESEARCH TAKE by + Skift Team Published May 2021 If you have any questions about the report skift.com please contact [email protected] Skift Recovery Index: April 2021 Highlights SKIFT REPORT 2021 2 REPORT OVERVIEW This report highlights the latest insights from the Skift Recovery Index. The index covers travel’s performance since January 2020, up to and including March 2021. The Skift Recovery Index is a real-time measure of where the travel industry at large — and the core verticals within it — stands in recovering from the COVID-19 pandemic. It provides the travel industry with a powerful tool for strategic planning, of utmost importance in this uncertain business climate. We are very happy to announce that we have entered into a data partnership with ForwardKeys, providing the Recovery Index with additional insights, and a strengthening of data on flight bookings and air passenger volumes. We also continue to work with Amadeus, Aviasales, Cendyn, Collinson, Criteo, Duetto, Hotelbeds, Key Data Dashboard, OAG, Onyx CenterSource, RateGain, Shiji Group, SimilarWeb, Skyscanner, Sojern, Transparent, and TrustYou as data partners to provide you with a monthly update of travel performance in 22 countries around the world. Skift Recovery Index: April 2021 Highlights SKIFT REPORT 2021 3 Skift Recovery Index: April 2021 Highlights SKIFT REPORT 2021 4 TRAVEL RECOVERY INCREASINGLY DIVERGENT The recovery is not linear, and far from congruent. We’ve been saying it from early on in the pandemic, but it is really playing out in front of our eyes now. While the average global score took another jump up, now standing at an average of 58 points in April 2021, compared to a baseline of 100 in April 2019, there is major inconsistency in the recovery between the 22 countries we track.
    [Show full text]
  • Butler Transit Development Plan: Business Strategies 2016
    Butler Transit Development Plan: Business Strategies 2016 Table of Contents 1. Introduction .......................................................................................................................................... 1 2. Agency Overview .................................................................................................................................. 1 3. Vision/Mission/Core Values/Strategic Goals ........................................................................................ 3 4. Challenges and Opportunities ............................................................................................................... 4 5. Key Performance Measures/Performance Targets .............................................................................. 5 5.1 Mission Statement ........................................................................................................................ 6 5.2 Strategic Goals and Objectives ..................................................................................................... 6 6. Service Guidelines/Tool Kit ................................................................................................................. 11 6.1 Introduction ................................................................................................................................ 11 6.2 Mission Statement ...................................................................................................................... 11 6.3 Agency Strategic Goals ...............................................................................................................
    [Show full text]
  • Information Item
    Information Item Date: October 25, 2016 To: Mayor and City Council From: Edward F. King, Director of Transit Services Subject: Fiscal Year 2015-16 Big Blue Bus Year End Performance Report Introduction Fiscal Year 2015-16 was marked by momentous adaptation of our service to meet the needs of a changing transportation marketplace within the City of Santa Monica and throughout the Big Blue Bus (BBB) service area. The most visible change in the public transportation landscape was, of course, the extension of the Expo Line to downtown Santa Monica, which has had a direct and very visible impact on mobility patterns in the City and regionally. In addition, growth in active transportation, introduction of bike share, first and last mile focus, the growth and acceptance of Uber and Lyft, advancements in autonomous vehicle technology, and other disruptive forces all contributed to dynamic shifts in how people think about their mobility needs here in Santa Monica and throughout the region. The following summary and attached report provide details on Big Blue Bus (BBB) service performance for FY2015-16 within the framework of a rapidly changing physical and cultural environment. Background In September 2013, City Council approved the Big Blue Bus service evaluation guidelines, titled “Big Blue Bus Service, Design, Performance and Evaluation Guidelines” that provided detailed recommendations for bus route and service performance metrics, a reporting calendar, and standardized methods for evaluating bus service and bus service proposals to ensure that all services are evaluated regularly for efficiency, cost effectiveness, and overall viability. Pursuant to the September 24, 2013 staff report and 1 subsequent action by Council, the following summarizes the performance for all BBB routes during Fiscal Year 2015-16.
    [Show full text]
  • Service, Design, Performance and Evaluation Guidelines
    SERVICE, DESIGN, PERFORMANCE AND EVALUATION GUIDELINES SERVICE STANDARDS – BIG BLUE BUS – 1 SERVICE STANDARDS – BIG BLUE BUS – 2 Contents 1 OVERVIEW .................................. .1.1 2 SERVICE DESIGN ............................ .2.1 2.1 Service Categories ................................................................... 2.2 2.2 Service Design Standards......................................................... 2.2 3 SERVICE PERFORMANCE ...................... 3.1 3.1 Key Performance Indicators .................................................... 3.2 4 SERVICE EVALUATION ........................ .4.1 4.1 Data Needs for Service Evaluation Process ............................4.2 4.2 Service Evaluation Schedule..................................................... 4.2 4.3 Public Input & Review............................................................... 4.3 4.4 New Service Evaluation............................................................ 4.3 4.5 Conclusion ................................................................................ 4.5 5 APPENDICES ................................ 5.1 Appendix A: Santa Monica’s Big Blue Bus Public Hearing Procedures For Major Service Or Fare Changes ............. 5.1 Appendix B: Sample Quarterly Route Performance Analysis Report......................................................... 5.3 SERVICE STANDARDS – BIG BLUE BUS Contents – i SERVICE STANDARDS – BIG BLUE BUS Contents – ii 1 Overview Santa Monica presents a unique case for transit in greater Los Angeles. While dense, it has historically
    [Show full text]
  • Data Collection Survey on Public Transportation in Sarajevo Canton, Bosnia and Herzegovina Final Report
    BOSNIA AND HERZEGOVINA MINISTRY OF TRAFFIC OF SARAJEVO CANTON GRAS OF SARAJEVO CANTON ←文字上 / 上から 70mm DATA COLLECTION SURVEY ←文字上 / 上から 75mm ON PUBLIC TRANSPORTATION IN SARAJEVO CANTON, BOSNIA AND HERZEGOVINA FINAL REPORT ←文字上 / 下から 95mm January 2020 ←文字上 / 下から 70mm JAPAN INTERNATIONAL COOPERATION AGENCY (JICA) NIPPON KOEI CO., LTD. EI JR 20-008 BOSNIA AND HERZEGOVINA MINISTRY OF TRAFFIC OF SARAJEVO CANTON GRAS OF SARAJEVO CANTON ←文字上 / 上から 70mm DATA COLLECTION SURVEY ←文字上 / 上から 75mm ON PUBLIC TRANSPORTATION IN SARAJEVO CANTON, BOSNIA AND HERZEGOVINA FINAL REPORT ←文字上 / 下から 95mm January 2020 ←文字上 / 下から 70mm JAPAN INTERNATIONAL COOPERATION AGENCY (JICA) NIPPON KOEI CO., LTD. Bosnia and Herzegovina Study Area Central Sarajevo Canton Bosnia and Herzegovina Belgrade Croatia Serbia Montenegro Bosnia and Herzegovina 0 300km © OpenStreetMap contributors Study Area：Central Sarajevo Canton Sarajevocity Tunnel M5 （Arterial road） Sarajevo Central Station Sarajevo International Airport 0 1 2 km Location of Study Area Data Collection Survey on Public Transportation in Sarajevo Canton, Bosnia and Herzegovina Final Report TABLE OF CONTENTS Location Map Table of Contents Abbreviations Glossary Chapter 1: Introduction .......................................................................................................... 1-1 Background ............................................................................................................... 1-1 Study Objective ........................................................................................................
    [Show full text]