1. Stacey D. Hodge Office of Freight Mobility, New York City Department of Transportation 1 Off Hour Deliveries New York City Joseph Dack HDR Jeffrey Wojtowicz Rensselaer Polytechnic Institute

2. New York City

3. Population – NYC – 8.4M – London – 8.3M Area – NYC – 302 sq miles – London - 607 sq miles State of New Jersey State of New York

4. 4 25,000 trucks into Manhattan per day 6,800 restaurants and drinking places generate more truck traffic than the Port Authority of New York and New Jersey Delivery Activity

5. 5 Day Time Hours Four Points by Sheraton 326 W. 40th St. Between 8 th and 9 th Avenues Manhattan

6. 6 Off Hours Four Points by Sheraton 326 W. 40th St. Between 8 th and 9 th Avenues Manhattan

7. 7 Truck Trips

8. Loading on Street

9. 9 Building Operating Hours

10. Truck Daily Profile Crossing to Manhattan

11. 11 Truck Daily Profile Crossing from Manhattan

12. 2007 – 2010 Three separate one-month stages: – Foot Locker (ten stores)/NDL – Whole Foods (four stores) – Sysco (twenty one stores) About 35 receivers, 20 trucks/vendors – ½ were staffed OHD – ½ were unassisted OHD 1st Phase: Pilot Test

13. Carriers/Vendors: 1.55 Drivers: Parking = 1.11 Feeling of safety = 1.86 Stress levels = 1.11 Receivers: Impression of off-hour deliveries = 1.50 How likely are you to off-hour deliveries = 1.42 If all liability issues were addressed, would you be interested in receiving unassisted OHD? = 2.17 13 Scale:1= Very favorable, 5= Very unfavorable Results from Surveys

14. 14 More than three times as fast Results Average Service Times

15. All of the receivers doing staffed OHD reverted back to the regular hours Almost all the receivers doing unassisted OHD remained in the off-hours The reason: reliability of OHD “Our locations will continue to receive ‘night drops’ even though this program has ended as our managers now favor the dependability of night drops vs. late day time deliveries. Thanks again for the program.” Nick Kenner, Managing Partner, Just Salad LLC Key lesson: Unassisted OHD work for large numbers of receivers, and do not require on-going incentives 15 After the end of Pilot

16. Launch and implementation Research was conducted to find out how to: Foster: Unassisted OHD at businesses establishments (retail and the food sector are the top priority) OHD at Large Traffic Generators Use technology to: Reduce noise during OHD Facilitate Unassisted OHD 16 Second Phase: Design and Launch

17. Key determinants in OHD participation: One-Time-Incentive (financial) Discounts from vendors (financial) Business support is worth  US$1,000 - $3,000 Public recognition is worth  US$600 - $1,100 Trusted vendor is worth  US$24,000 - $36,000 Additional suggestions: Public sector  Incentives and public recognition Carriers/vendors  Shipping discounts Trucking groups  Create a “Trusted vendor” program 17 Unassisted OHD Behavioral Research

18. Key participants (400+ companies): Sysco: 31 OHD routes/week (18% of their routes, 171) delivering to 140 unassisted off-hour delivery customers Wakefern: 5 OHD routes/day (25% of their total) Duane Reade: Approximately 120 of their 160 Manhattan stores receive OHD on a regular basis Dunkin Donuts: 72 stores out of 121 in Manhattan Beverage Works (Red Bull) has approximately 130 routes in the NY Metro, 22% are OHD Waldorf Astoria 18 Current Status

19. Travel time savings All highway users = 3-5 minutes per trip For carriers that switch to the off-hours = 48 minutes per delivery tour Service times savings (per tour) could be up to 1-3 hours $100 and $200 million/year in travel time savings and pollution reductions Savings for participating carriers: $2,250,000/year 19 Economic Impacts

20. 20 Environmental Impacts Pollution Reductions

21. Developing incentive structure at the onset ‘Icon’ businesses serve as great role models Focusing outreach resources on the receivers is most beneficial Define an effective marketing strategy Finding ‘champions’ within a business Garner high level support Do not mandate OHD, keep it voluntary Allow flexibility into the schedule 21 Key Lessons Learned

22. 20112014 OHD Expansion Rate 5,000 500 Trend Line Today Potential Trend line Less daytime deliveries 2018

23. PAGE 23 Partnerships On-going industry partnerships

24. Next Steps Increase business participation Trial a quiet concept vehicle to prove noise can be managed and challenge lease agreements Gain support from multiple agencies – Funding for incentives

25. Thanks! Questions?