C-LIEGE - Clean Last mile transport and logistics management for smart and efficient local Governments in Europe

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1 C-LIEGE - Clean Last mile transport and logistics management for smart and efficient local Governments in Europe DELIVERABLE D8.6 FINAL EXPLOITATION REPORT Dissemination level: PUBLIC Work Package n.8 Version: Final Date of preparation: The sole responsibility for the content of this deliverable lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the EACI nor the European Commission are responsible for any use that may be made of the information contained therein. Grant Agreement n. IEE/10/154/SI C-LIEGE

2 Document Control Sheet Project Grant Agreement n. Document Title Nature Available languages Dissemination level Version C-LIEGE: Clean Last mile transport and logistics management for smart and efficient Local Governments in Europe IEE/10/154/SI Deliverable n.8.6 Final Exploitation Report D: Deliverable English Pu: PUBLIC Final Number of pages 79 Date November 15 th 2013 Archive name Authors Contributors History Keywords D8.6_Final_Exploitation_Report Anett Ruszanov (ERRIN) Luca Lucietti, Mauro Giorgetti (FIT), Andreas Kleinsteuber (IKU), Darsheet Chauhan (LEA-LCC), Deyan Dimitrov and Daniela Genurova (MONTANA), Giuseppe Luppino, Alberto Preti and Chiara Iorfida (ITL), Martin Brandt (KLOK), John Bourn (NCC), Iwan Stanislaw (MUS), Sara Meli and Nadia Theuma (PARAGON) October 26 th 2013 first draft November 15 th 2013 second draft November 28 th 2013 final version Sustainability, exploitation intentions, pilot measures, pilot sites, recommendations, round table discussions, best practices, cooperation of stakeholders, administration, awareness raising, role of authorities, success factors Deliverable D8.6 Page 2 of 79 28/11/2013

3 TABLE OF CONTENT 1. EXECUTIVE SUMMARY SIGNIFICANT RESULTS AND EVIDENCES DERIVING FROM THE C-LIEGE PILOTS Vertical measures and their impact in the pilot sites in Horizontal measures and their impact in the pilot cities TRANSFERABILITY GUIDELINES Importing good practices from another site/city Exporting good practices to another site/city EXPLOITATION Objectives Identifying new funding sources Influencing policy making National level exploitation Local exploitation PILOTS EXPLOITATION INTENTIONS LOCAL PUBLIC ADMINISTRATIONS Emilia Romagna region Newcastle Leicester Stuttgart Hal-Tarxien Szczecin Montana RESULTS FROM THE QUESTIONNAIRE CONDUCTED AMONGST LOCAL PUBLIC ADMINISTRATION REPRESENTATIVES C-LIEGE pilot measures City Logistics Manager (CLM) Stakeholder cooperation and round table debates Recommendations PILOTS EXPLOITATION INTENTIONS PRIVATE STAKEHOLDERS Emilia Romagna region Newcastle Leicester Stuttgart Hal-Tarxien Szczecin...49 Deliverable D8.6 Page 3 of 79 28/11/2013

4 7.7. Montana RESULTS FROM THE QUESTIONNAIRE CONDUCTED AMONGST PRIVATE STAKEHOLDERS C-LIEGE Pilot measures City Logistics Manager (CLM) Stakeholder cooperation and round tables PILOT EXPLOITATION INTENTIONS ALL PARTNERS FIT ERRIN TIS-PT IMPACT NTUA IMPERIAL TUDO LEITAT PARAGON ITL LEA-LCC BERMAG IKU KLOK NCC MONTANA MUS RESULTS FROM THE QUESTIONNAIRE AMONGST ALL PARTNERS CONCLUSIONS...79 Deliverable D8.6 Page 4 of 79 28/11/2013

5 1. EXECUTIVE SUMMARY C-LIEGE is a project facilitating exchange of best practices on soft measures and policies in the field of clean freight transport and last mile delivery. The main goal of the C-LIEGE project is to test urban freight transport soft measures in regard to their ability to reduce city freight traffic, energy consumption and pollutant emissions as well as freight operating costs. As in all European projects, the consortium partners are requested to commit themselves to sustain the outcomes and outputs of their partnership. ERRIN is responsible for assessing and reporting on these activities and feeding back to the European Commission. This feedback will also be useful for all outsider cities that are interested in improving their freight transport to avoid congestions in the city centre and reduce negative energy and environmental impacts. This report is based upon questionnaires that project partners, particularly pilot sites have had them filled in by their stakeholders (both public and private sector). The main focus of this deliverable is the sustainability beyond the project duration, of the C- LIEGE outputs and measures. It is focused on the expected actions PARTNER and RELEVANT STEAKEHOLDERS will do in the forthcoming years. This report is in parallel with the transferability reports (WP7) whose objective is to present how NON C-LIEGE partners (mainly cities) will take benefits from C LIEGE results. The content of D8.6 is based upon questionnaires assessment of the impact of the project pilot measures final impact evaluation of the C-LIEGE pilot measures (including SWOT, Work Package 6) The final step of gathering input is asking public administration participants at the final workshop about their views on the usefulness and inspiring nature of the C-LIEGE pilot measures and the newly introduced position of a City Logistics Manager. The objective is to indicate that the outputs and learning from C-LIEGE will not disappear at the end of 30 months and its outcomes will be replicable and sustained after the project phase. Deliverable D8.6 Page 5 of 79 28/11/2013

6 The evidence below shows that a solid strategy is proposed by partners to keep alive and bring forward the toolkit elements and develop new research or services deriving from the C- LIEGE seeds. The report is structured as follow: - Chapter 2 presents the overall wide impact of C-LIEGE pilot sites, according to the implementation adopted and the consequent measurements of results achieved - Chapter 3 presents a brief summary of the transferability process adopted by the C- LIEGE project to replicate the successful experience of C-LIEGE pilot sites toward other European cities - Chapters 4 to 10 are related to the exploitation process adopted or expected by the project pilot sites and partners. This exploitation process is analysed providing a first in depth focus on sites and then describing the exploitation intentions of all other project partners. Deliverable D8.6 Page 6 of 79 28/11/2013

7 2. SIGNIFICANT RESULTS AND EVIDENCES DERIVING FROM THE C-LIEGE PILOTS This chapter aims to give an overview on the vertical measures that each pilot city has identified the best and most relevant to address the local challenges. The quality of the results achieved by pilots, within their experiment and testing phase, is the most relevant precondition for developing an effective exploitation process of project results. The seven pilot sites were free to choose the most effective mix of soft vertical measures within a structured data base of push & pull measured identified within WP2 State of the art review and good practices elicitation and WP4 Toolbox for an efficient UFTM and planning. The selected measures were implemented in the C-LIEGE pilot sites. An impact assessment was performed in order to monitor the implementation of C-LIEGE measures in seven pilot sites and assess their current and future impacts. The key performance indicators used to evaluate the impacts were the following: freight kilometres, fuel consumption, pollutant emissions generated by freight vehicles and freight operating costs. The figures in the summary table beneath show how successful the C-LIEGE actions were and compared to the targets that the pilot sites committed themselves to at the beginning were all better performed and the sites achieved much higher results than expected. Pilot sites were asked to implement as well horizontal measures, types of measures that all pilot sites had to introduce in order to facilitate or enhance the implementation of the vertical measures.the two sub-chapters beneath will respectively describe the vertical and horizontal measures.the main results from the impact assessment of the pilot measures implemented can be found in D6.4 Integrated Evaluation results. Deliverable D8.6 Page 7 of 79 28/11/2013

8 2.1. Vertical measures and their impact in the pilot sites in 2013 Pilot site Vertical measures Quantitative/qualitative targets achieved in 2013 Leicester Newcastle Stuttgart Freight map for appropriate routes and vehicular restrictions (M25) Sign posting freight routes to industrial estates (M34) Establishment of an environmental zone (M35) Fleet Operators Recognition Scheme - FORS (M40) Freight Map for appropriate routes and vehicular restrictions (M25) Urban Traffic Management Control Centre traffic announcements Electric vehicle goods delivery van sharing (M19) Planning of optimum location of new lorry refuelling station Ad-hoc routes for freight traffic (M13) Thanks to the three pilot measures, the km/year taken by freight vehicles was reduced by 12,696 km. The pollutant emission was 15.3% lower, the fossil fuel consumption was 10.5% less and the freight operating costs were reduced by 6.5%. With the help of the three pilot measures, the number of km made by vehicles was reduced by 67,741 km. The pollutant emission was 9.5% lower, the fossil fuel consumption less by 9.4% and 5.4% of the freight operating costs was saved. Stuttgart managed to reduce the vehicles running distance by 7,741km, the emission by 13.2%, the fuel consumption by 13.1% -and the reduction of 7.4% of the freight operating costs. Szczecin Development of unloading slots (M7) In the pilot area, the three C- LIEGE measures resulted in Relocation of pack stations (M21) 326,107 km saved by freight vehicles, 27,8% less pollutant emission in the air, 27.8% less ITS application for re-routing fuel consumption and 18.2% of the freight operating costs saved. Hal-Tarxien Montana Allocation of additional freight parking spaces (M12) Re-routing of freight traffic (M13) Differentiated fees for loading/unloading (M5) & time windows restrictions (M14) In the Maltese pilot site, the number of kilometres was reduced by 5,949 km, 10.6% reduction of pollutant emissions from urban freight transport, 10,5% reduction of fuel consumption and they saved 9.1% of the freight operating costs In Montana city centre pilot area, the number of kilometres Deliverable D8.6 Page 8 of 79 28/11/2013

9 Emilia-Romagna Region Freight map for appropriate routes (M25) Regional harmonization of urban freight transport regulations: Time window restrictions (M14) and Access restrictions for polluting freight vehicles (M45) driven by freight vehicle is 19,239 km less, the pollutants are 11.9% less, fuel consummation is 11.9% lower and 7.7% of the freight operating costs is saved The pilot measures did not affect the number of kilometres driven but they did the air quality by 44.4%, reduced the fuel consummation by 1.5% and all in all, saved 20.1% of the freight operating costs 2.2. Horizontal measures and their impact in the pilot cities As it has been said earlier, three main and a number of supplementary horizontal measures were put in place to support the implementation of the vertical measures in each pilot site. These horizontal measures are: Freight Quality Partnership (FQP) Local Freight Development Plan (LFDP) City Logistics Manager (CLM) The FQP was not a new phenomenon in some of the cities. They just needed to be reactivated. In others it had to be set up and organised comprising the major private and public sector stakeholders. As a local freight network, its principal added value is the facilitation of information and experience exchange. Their most basic and primary duty is to make a thorough analysis of the local UFT situation and identify the challenges. This analysis will enable the FQP to propose new measures and support their together with the already existing measures implementation. By setting up this platform, UFT issues gain a better visibility towards politician, raise their awareness to challenges and thereby prepare the ground for policy actions. The first step towards a Local Freight Development Plan, is a SWOT analysis of the current situation. This analysis leads to the identification of needs and the measures to address the challenges. To successfully put in place these measures, the support of a wide range of stakeholders is needed. It cannot be left without consideration either that the set of Deliverable D8.6 Page 9 of 79 28/11/2013

10 measures should fit into the local policy framework and necessitates a certain political coordination. If all elements are in place, local, regional, national or European funds are available and should be identified and successfully involved to maximise the impact of the set of measures. The City Logistics Manager s main duty is planning, managing and coordinating freight transport in order to achieve a more efficient, cleaner environment and a more cost-efficient and sustainable UFT. The main role of a CLM is to create a baseline scenario of urban freight transport thereupon the city can develop a UFT strategy. Last but not least, the CLM is responsible for keeping an mobilising the related stakeholders from the private and public sector, therefore he is closely linked to the aforementioned FQP and the Local Freight Development Plan. The table above shows the impact of the CLM in the pilot cities by City Logistic Manager 2020 impacts Performance indicators Vehicle Kilometres Pollutant emissions Fossil Fuel consumption Leicester -3,296 km -2,5% -2,0% -1,1% Newcastle -3,022 km -2,5% -2,0% -1,1% Stuttgart -5,518 km -2,5% -2,0% -1,1% Szczecin -3,735 km -2,5% -2,0% -1,1% Montana -1,731 km -2,5% -2,0% -1,1% Tarxien -1,533 km -2,5% -2,0% -1,1% Piacenza -2,242 km -2,5% -2,0% -1,1% Freight operating costs Source of information: Final Evaluation, C-LIEGE Deliverable 6.3. prepared by TUDO Deliverable D8.6 Page 10 of 79 28/11/2013

11 3. TRANSFERABILITY GUIDELINES Results achieved by pilot cities both on vertical and horizontal measures implementation is the key milestone of the C-LIEGE project. These results will be used to: a) Facilitate the transferability of the C-LIEGE approach toward a wide range of European cities b) Support C-LIEGE pilot cities and partners in keep working on project topics, thought an effective exploitation of project results, beyond the project duration This chapter summarises the transferability process and methodology adopted by C-LIEGE to achieve aforementioned point a). The full transferability process is included within the WP7 deliverables and outputs. As a key tool of the transferability process, C-LIEGE has developed a Transferability plan for local Governments on energy saving and sustainable demand management in urban freight transport sector and an Action Plan to improve energy efficiency of urban freight transport in EU Member States (see Deliverables D7.1 and D7.2 for further details). These transferability guidelines are meant to facilitate C-LIEGE pilot sites to identify the key aspects that they could pass on to other pilot sites or, outside the project to any other European city and the other way round, to identify a problem in their own context and be able to look for solutions elsewhere, recognise and pick up the most suitable one(s) and then adjust it to their needs, then finally implement and evaluate it once put in practice. Beneath, you will read a general problem-solution analysis that can be applied to different patterns. In the real world what can be observed is the implementation of measures usually imported from elsewhere where they were part of a successful case, often without a careful assessment of whether transferability conditions are ensured and sometimes end up as failures. In most EU studies less attention is given to the methodological approach for the successful transfer of these measures. In C-LIEGE it was followed the transferability approach adapted and applied in the FP7 project TURBLOG 1 on how to select and transfer a good practice on urban logistics successfully adopted elsewhere. This way rather than attempting to identify generalised measures that will work everywhere, the process focuses upon the particular features of the location to which the measure is 1 Transferability of urban logistics good practices and concepts from a world wide perspective Deliverable D8.6 Page 11 of 79 28/11/2013

12 being transferred, under the implicit assumption that each context is different. Whilst this feature of the process is a positive aspect for real world transport policy making, it clearly presents a challenge for making generalised conclusions about policy and technical measures for facilitating urban freight transport and management. The transferability approach described in D7.1 is constructed around a 10 step process, as it is presented below. C-LIEGE Transferability methodology Deliverable D8.6 Page 12 of 79 28/11/2013

13 3.1. Importing good practices from another site/city To import a good practice from another site/city one should follow the 10 step approach trying to select the best targeted measures to their problem and city context. This process intends to avoid previous failures when a city transfers a practice that was successfully applied elsewhere without achievement the same good results. More than identifying the conditions of applicability for each measure it is also relevant to be aware of the type of barriers that might appear and how to overcome those barriers, if they appear, as it can be consulted in O7.1 and O7.2. For the first three steps the city that intends to import the good practice can also do a SWOT analysis, which can help in the identification of the W (weaknesses) and the T (threats) but also the S (strengths) and the O (opportunities) which will help identifying the measures to import. Describing the context is very important because the problem might exist elsewhere as well, still, their solution would not work out because the circumstances differ. Both the problem addressed and the context should have high adequacy, otherwise the transfer will fail to bring the expected results. Transfer is quite complicated, easier said than done and there are numerous pitfalls. There is no simple recipe how to proceed safely and successfully and no size fits all. The city might find several potentially good and potentially transferrable solutions. To finally choose the most appropriate one, it might be helpful too answer the following questions: WHAT they expect to achieve with the transferred measure. WHAT exactly they want to address within the problem as a solution cannot be copypasted from one location to another from A to Z. Thus, a kind of priority list amongst the transferable components should be set up. Means: HOW they want to transfer the chosen measure. WHOM they want to involve, HOW MUCH they can devote to this solution and HOW LONG it would take to implement the solution. It is very likely that you do not have the same stakeholders on your map yet. They should be invited, informed and involved. Try and avoid solutions that are unreasonably costly or too time-consuming. Deliverable D8.6 Page 13 of 79 28/11/2013

14 You should also foresee adjustments to adapt the solution precisely and the most appropriately to your local context. Minor differences to the original and the required solution should be recognised and addressed. Like with all measures, decision, solution, whatever name it has, we gain and we risk something. The expected negative impacts should also be taken into account otherwise disappointment will be inevitable. It is recommended to set up a transferability team and organise a study visit to the targeted city from where the measure will be imported to closely investigate how exactly it is working there. Answers to the questions above and the experience of the study visit can be recorded in a feasibility study to have a tangible, written and defendable document to underpin and support the decision you take. Having put in place the measure, its efficiency and impacts should be evaluated against the set of criteria that you recorded in the feasibility study (questions WHAT, WHY, HOW, WHOM, HOW MUCH TIME and MONEY). This will actually prove that you succeeded to identify and implement the right measure in an optimal way Exporting good practices to another site/city The exporting city can facilitate the transfer by hosting the other city s transfer team for a study visit identifying the conditions of applicability of the measure, the type of impacts reached but also the barriers that had appeared and how they had overcome those barriers. This will facilitate the application of the 10 step approach by the importing team. Deliverable D8.6 Page 14 of 79 28/11/2013

15 4. EXPLOITATION 4.1. Objectives This Exploitation report is based upon the successful results achieved by C-LIEGE project. The input was gathered internally from the consortium partners with the involvement of their most relevant stakeholders. The project and especially the pilot sites have produced invaluable results and have tested them in practice, such as various pilot measures, both vertical and horizontal measures. C-LIEGE should make sure that these results and possibly other outputs of this European collaboration should be fully exploited and preferably transferred to other cities and/or more widely to other European cities that are interested in putting measures in practice or setting up a new administration function such as City Logistics Manager or equivalent. Each partner (pilot sites and non-pilot sites as well) could decide what and how they want to integrate the C-LIEGE actions in their future plans and activities. As it will be presented in chapter 10, depending on the profile of the partners (Consultancy firms, Research organisations & Institutes, Associations of regions and logistic centres), the targeted and planned activities differ from publication to advising Identifying new funding sources Smart, green and integrated transport is seen as one of the social challenges that Europe faces. In the Europe 2020 strategy, three of the flagship initiatives, Energy-efficient Europe, Industrial Policy for the Globalisation Era and the Digital Agenda for Europe flagship initiatives include transport policy. Transport policy is increasingly important within Europe to both improve the efficiency of the European economy and also to reduce greenhouse gas emissions in order to mitigate climate change. Notwithstanding the interest in transport within the Europe 2020 Strategy, the Transport White Paper 2011 provides a future roadmap for competitive transport systems for the next ten years with 40 initiatives. One of the initiatives is to shift 50% of medium distance intercity passenger and freight journeys from road to rail and waterborne transport. Chapter 2.4 Clean urban transport and commuting, paragraph 33 includes guidelines relevant to last-mile freight delivery: Deliverable D8.6 Page 15 of 79 28/11/2013

16 The interface between long distance and last-mile freight transport should be organised more efficiently. The aim is to limit individual deliveries, the most inefficient part of the journey, to the shortest possible route. The use of Intelligent Transport Systems contributes to real-time traffic management, reducing delivery times and congestion for last mile distribution. This could be performed with lowemission urban trucks. The use of electric, hydrogen and hybrid technologies would not only reduce air emissions, but also noise, allowing a greater portion of freight transport within the urban areas to take place at night time. This would ease the problem of road congestion during morning and afternoon peak hours. The 2009 Action Plan on Urban Mobility notes that Urban mobility is also a central component of long-distance transport. Most transport, both passengers and freight, starts and ends in urban areas and passes through several urban areas on its way. Urban areas should provide efficient interconnection points for the trans-european transport network and offer efficient last mile transport for both freight and passengers. They are thus vital to the competitiveness and sustainability of our future European transport system. Horizon 2020, the new research and innovation funding framework after 2014 identifies three main funding priorities: Excellent science Industrial leadership Societal challenges including smart, green and integrated transport. The objective is to reduce transport s impact on climate change and the environment. Therefore the use of zero emission vehicles, ITS especially in urban areas is encouraged. The sustainability of transport is a challenge but failing to achieve this objective might cause seriously high social, environmental and economic impact. Smart, green and integrated transport includes the objective of substantial improvements in the mobility of people and freight via ITS and also developing and applying new concepts of freight transport and logistics combining high performance and low environmental impact vehicles with smart on-board and infrastructure based systems. Deliverable D8.6 Page 16 of 79 28/11/2013

17 Funding sources along these policy lines will surely be available to address these challenges within Horizon The CLM will be the key actor at local/regional level to mobilize stakeholders from the city/region and be part of EU/national/regional projects to capitalize the experience accumulated and exchanged in C-LIEGE. Stakeholders with different backgrounds and from different sectors should align to stimulate funding to implement Influencing policy making C-LIEGE will develop recommendations. These recommendations will not include technological investment but will be based on what can be done at policy levels, such as the harmonization of regulations, cooperation and engagement of actors, broadening of time windows depending on pollution category of the vehicles, the allocation of additional freight parking spaces for clean vehicles, etc. Once the recommendations are finalized within the consortium, the CLM could adjust them to the local context, as a one fits all model does not work in Europe, actions should always be adopted to the historical, economic and geographic context. CLM should make sure that the recommendations reach the local/regional/national policy makers and they are taken into consideration in the strategy making procedure and will really be put in practice. This will surely need the support of wide circle of stakeholders who are engaged in the local consultations. A joint effort is more likely to be rewarded with success National level exploitation Each partner is expected to identify associations at the national level who are linked to lastmile clean freight transport, such as business associations, Chamber of Commerce, freight operator associations, carrier associations, media representatives, ministry departments and the public sector. These contacts could be put onto the e-bulletin mailing list, could receive fliers by post or could be invited to local stakeholder meetings to find out more about the project Local exploitation Each partner is expected to identify and approach local stakeholder groups, as stated in the Stakeholder Engagement Manual. These interest groups are: Administration Neighborhood or community associations Deliverable D8.6 Page 17 of 79 28/11/2013

18 Public companies Private companies Business associations Education institutions Media Policy makers These groups should be kept informed continuously of the developments in C-LIEGE and should remain part of a sustainable dialogue after the end of the project. This Exploitation report is meant to assess the actions and steps that pilot sites and the whole consortium have done in order to make the outputs transferable, what they consider as assets and challenges to do so. The other crucial aspect is sustainability. Project outputs should be sustained after the project lifetime and thus partners should come up with plans, propose measures to ensure the continuity of the results. In close coordination with IKU as work package leader and FIT Consulting as coordinator ERRIN designed three types of questionnaires: One to pilot site public administrators One to pilot site stakeholders from the private sector (at least one per pilot sites) One for all consortium partners Chapters 5 to 10 provide a vertical and a horizontal analysis of the pilot sites. Horizontal analysis in the meaning that answers are summarised from ALL pilot sites public administrators and ALL pilot sites private stakeholders, hence across the pilot sites from stakeholder point of view; whereas the vertical analysis means that each pilot s assessment is described as well. Deliverable D8.6 Page 18 of 79 28/11/2013

19 5. PILOTS EXPLOITATION INTENTIONS LOCAL PUBLIC ADMINISTRATIONS Seven pilot sites filled in the questionnaire, as presented below. At each pilot level, it has been identified the relevant Public Authority to which the questionnaire has been submitted. Pilot site Contact Organisation Emilia-Romagna Newcastle Leicester Alberto Preti, Giuseppe Luppino, Chiara Iorfida John Bourn Gary Scott, Andrew Webster, Anthea Anderson Institute for Transport and Logistics Foundation, ITL Tyne and Wear Freight Partnership City of Leicester Stuttgart Martin Kuhnert City of Ludwigsburg Hal-Tarxien Ismahel Dalli City of Tarxien Szczecin Jakub Kujath City of Szczecin Montana Deyan Dimitrov City of Montana The questionnaire included four branches of questions: Pilot measures City Logistics Manager Recommendations Relation with stakeholders, round tables In the paragraph below, it is summarised the exploitation intentions of each Public Administration contacted Emilia Romagna region C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - The innovative element is the regional scale of city logistics harmonization (time windows and access permissions), which could be replicated in other regions in order to identify a joint common denominator in a wide territorial context. Deliverable D8.6 Page 19 of 79 28/11/2013

20 - The leadership of the regional authority (in the pilot case by Emilia Romagna Region) was relevant in order to drive the discussions and the process and for the results achievement. - A strong and concrete public public cooperation among the Region and the Municipalities, which could be replicated in other contexts to coordinate local authorities in urban regulations. This gives freight operators the certainty about common regulations and fosters them to use more energy efficient and less polluting vehicles. What factors may hinder the replicability of the C-LIEGE pilot measures? - Each Municipality is characterized by different problems and city logistics regulations and local interests and needs, therefore it could be difficult to reach and agree a harmonized framework on a regional scale. - The final decision for a concrete introduction of harmonized rules remains to single Municipality. What would you consider as key conditions to successfully exploit these results elsewhere? - The leadership of the Region, in order to coordinate the group, fostering cooperation and interaction. - A careful technical analysis of city logistics rules to match local needs and one to one contacts with single Municipalities. - Frequent meetings and technical work to share the process and the technical achievements with Municipalities. Cumulative investment ( ) made by the Local/Regional Administration in the respective pilot site for the planning and implementation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) within the project duration. - No investment was needed. Please indicate cumulative investment ( ) that the Local/Regional Administration in the respective pilot site is planning to make for the fully implementation and continuation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) by No investment was and is needed. Deliverable D8.6 Page 20 of 79 28/11/2013

21 City Logistics Manager City Logistics Manager contact Paolo Ferrecchi General Director Infrastructural Networks Logistics and Mobility System, Emilia-Romagna Region What is the official status and job title of the CLM? - On the 27/09/2013, the General Director of Emilia-Romagna signed the letter of formalisation of CLM and assumed the role. The CLM is responsible for studying, planning and managing the urban freight transport, in order to improve efficiency and minimize pollution and congestion. Moreover, the CLM coordinates and endures the permanent stakeholder cooperation for project follow up. How do you ensure its sustainability? - Continue working on the harmonization process, in order to reach potential administrative simplification, such as the harmonization of permission types. - The definition of specific elements of Regional city logistics policies will be defined by the Region, the Municipality and the City Logistics Manager. - Finally the function is sustainable as embedded into the regional institutional framework. Recommendations In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to implement in other cities - Harmonization of city logistics regulations on regional scale, in order to reach and agree a joint common denominator of rules. - Strong presence of the regional authority in order to coordinate the local authorities, fostering the definition and the political adoption of the minimum joint set of city logistics regulations. - Technical analysis of city logistics regulations in order to identify and match needs of single Municipalities and one to one contacts with them. - Strong public-public cooperation, with regular and frequent meetings with stakeholder. Deliverable D8.6 Page 21 of 79 28/11/2013

22 In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to include in the final report as a European recommendation (actions and policies in the other of importance) - Harmonization of city logistics regulations on regional scale, in order to reach and agree a joint common denominator of rules. - Strong presence of the regional authority in order to coordinate the local authorities, fostering the definition and the political adoption of the minimum set of city logistics regulations. - Technical analysis of city logistics regulations in order to identify and match needs of single Municipalities and one to one contacts with them. - Strong public-public cooperation, with regular and frequent meeting with stakeholder. Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - The sustainability of the round table discussions after the project implementation is assured by the willing to continue working in the harmonization process, to identify potential administrative simplification at regional level, such as the harmonization of access permission obtaining. - The Region and ITL will also pursue regional policies harmonization in the SMILE project (EU founded ERDF) Newcastle C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - All of the measures delivered in Tyne and Wear could be replicated in other cities What factors may hinder the replicability of the C-LIEGE pilot measures? - Lack of sufficient funding What would you consider as key conditions to successfully exploit these results elsewhere? - Available budgets - Political support - A secretariat to co-ordinate delivery (infrastructure) Deliverable D8.6 Page 22 of 79 28/11/2013

23 Cumulative investment ( ) made by the Local/Regional Administration in the respective pilot site for the planning and implementation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) within the project duration. - Approximately 300,000 for the total budget of the Tyne and Wear Freight Partnership, including delivery of measures, over the project duration Please indicate cumulative investment ( ) that the Local/Regional Administration in the respective pilot site is planning to make for the fully implementation and continuation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) by ,00. The figures for public sector investment assume that the existing Freight Partnership budget is maintained until City Logistics Manager City Logistics Manager contact Ray King Tyne and Wear UTMC Facility Ray.King@newcastle.gov.uk What is the official status and job title of the CLM? - Tyne and Wear UTMC Specialist - He manages the Tyne and Wear UTMC Centre How do you ensure its sustainability? - Funding has been agreed for the continuation of the UTMC Centre and its existing staffing complement, until at least 2017 Recommendations In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to implement in other cities - Ensure you have funding available to deliver tangible measures - Secure political support - Work closely with operators Deliverable D8.6 Page 23 of 79 28/11/2013

24 - Begin with accurate mapping as a first essential measure In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to include in the final report as a European recommendation (actions and policies in the other of importance) - Seek to establish and/or regenerate FQPs where appropriate as a means for communication and knowledge-sharing Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - By continuing quarterly meetings of the FQP 5.3. Leicester C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Consultation exercises with internal and external stakeholders. - Developing Local Transport Plans and developing strategic plans. - Encouraging involvement from private stakeholders - Working with stakeholders to develop solutions. - Exchanging information on generating funding for measures and the FQP. - Running the FQP. What factors may hinder the replicability of the C-LIEGE pilot measures? - Lack of funding - Conflicting political priorities - Different decision making processes - Different levels of control/power/responsibility for roads, freight issues etc - Different modes of freight transport What would you consider as key conditions to successfully exploit these results elsewhere? - Clear strategic direction - Allocation of adequate resources financial, technical, staff - Joint agendas e.g. tackling congestion, pollution alongside freight solutions - SMART approach Deliverable D8.6 Page 24 of 79 28/11/2013

25 - Clear need identified - Partnership working (especially having input from the private sector) - Support from and direct links to strategic priorities. Cumulative investment ( ) made by the Local/Regional Administration in the respective pilot site for the planning and implementation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) within the project duration ,00 ( ,28 2 ) Please indicate cumulative investment ( ) that the Local/Regional Administration in the respective pilot site is planning to make for the fully implementation and continuation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) BY , ,00. The figures are based on the City Council's budget profile for spend on economic and city centre transportation. City Logistics Manager City Logistics Manager contact Garry Scott Major Transport Schemes Project Director Leicester City Council Garry.Scott@leicester.gov.uk What is the official status and job title of the CLM? - Major Transport Schemes Project Director How do you ensure its sustainability? - No new post has been created. The role has been assimilated into an existing senior role. Our authority is in a recruitment freeze and there are huge pressures to cut budgets. By the assimilation of the role into a senior and important post we have ensured an efficient and sustainable future for the role which also has decision making power. 2 XE Currency Converter (1 GBP = 1,19 EUR) Deliverable D8.6 Page 25 of 79 28/11/2013

26 Recommendations In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to implement in other cities - Clear strategic, financial and political commitment e.g. Local Transport Plan - Adequate resources - Clear procedures - Identification of need - Partnership working/consultation In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to include in the final report as a European recommendation (actions and policies in the other of importance) Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Regular meetings - external speakers - involvement in decision making - collaboration on consultations 5.4. Stuttgart C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Local Freight Development Plan - Location Analysis and optimization for gas station for trucks (although carried out in neighboring Kornwestheim town) - Electric delivery van What factors may hinder the replicability of the C-LIEGE pilot measures? - The town needs to have at least authority in transport questions; else the effort would be meaningless. Deliverable D8.6 Page 26 of 79 28/11/2013

27 - The measure depends upon the planning law. Under German law, setting aside a location for something like a gas station is a non-trivial effort. It therefore makes sense to check the optimum locations, which usually is done just for passenger transport. However, there are many industrial estates with lots of goods traffic. So little is known about the flow of goods transport and the routing of trucks, that the most difficult problem may be to find out that the location of a gas station is not the optimum. - The measure needs some investment and quite a complex organization behind. Therefore, it may not work in an environment where it is not also seen as a symbolic measure to promote sustainability and electro mobility. What would you consider as key conditions to successfully exploit these results elsewhere? - A key factor is to get a large number of suggestions to think about, right in the beginning. This avoids the common pitfall that the debate revolves around just the well-known local points of debates which could not be solved yet. - Knowing the amount of vans and trucks running in and out of an industrial area, as well as their tanking behavior. Finding a gap and a more suitable location that is available. However, in a larger industrial area this may be the case quite often. - There should be a local strategy regarding electro mobility, so the measure is done in some context. On its own it may create too much work to set it up. Furthermore, it needs consciousness regarding urban goods transport. Cumulative investment ( ) made by the Local/Regional Administration in the respective pilot site for the planning and implementation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) within the project duration. - No budget Please indicate cumulative investment ( ) that the Local/Regional Administration in the respective pilot site is planning to make for the fully implementation and continuation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) by In the next seven years, the town of Ludwigsburg will be able to spend a total of up to 5 Mio. for measures supporting the local freight development plan. This includes e.g. rebuilding the streets, brochures, measures to direct the traffic, sign posting for industrial and commercial areas, route overview maps and more. Deliverable D8.6 Page 27 of 79 28/11/2013

28 City Logistics Manager City Logistics Manager contact Götz Bopp Officer for goods transport affairs Stuttgart Region Chamber of Commerce What is the official status and job title of the CLM? - The CLM is not yet operative in Stuttgart. In autumn 2013 the idea of the CLM will be presented to the municipal assembly s committee on the economy. Immediately afterwards the formal request for funding will follow, targeting at a confirmation of budget in late The position will then be filled in early How do you ensure its sustainability? - There is a good chance to get institutional funding for a CLM, understood as a professional with enough time budget to deal with urban freight transport issues in the Region. To sustain the position, C-LIEGE partner KLOK will give inputs to the FQP based on its experience to help the CLM achieve better results. Recommendations In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to implement in other cities - Electro mobility should be highlighted especially for the last mile, because that is where electric traction has its biggest potential. - To reduce lorry trips and to protect the citizens against negative influence to the environment, the research for optimum location of gas stations for trucks would for sure be a measure recommendable for many European cities. In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to include in the final report as a European recommendation (actions and policies in the other of importance) Deliverable D8.6 Page 28 of 79 28/11/2013

29 - To implement the measures of the local freight development plan, a city logistics manager would be helpful also in Ludwigsburg. This could be a pivot point between the different actors, and as a neutral person he or she could mediate the further process. - Support projects on goods mobility, especially for operating electric transport vans in logistics through and beyond a test phase, would be helpful. Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - The Stuttgart Round Table has already developed into a Freight Quality Partnership that will continue to meet on a regular base and with a wide variety of stakeholders and that already acts as a consulting body to the municipal assembly. - For Ludwigsburg Round Table: the local freight development plan will be debated in the municipal assembly, which will prioritize the measures. This means that the measures will be implemented over a longer period, and the Round Table will accompany the process. In the case of some measures, deeper studies will be necessary, which also will be debated in the Round Table Hal-Tarxien C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Enforcement of the measures especially with regards to re routing What factors may hinder the replicability of the C-LIEGE pilot measures? No specific factors identified. What would you consider as key conditions to successfully exploit these results elsewhere? - Rerouting of traffic - the use of time windows in traffic management policies Cumulative investment ( ) made by the Local/Regional Administration in the respective pilot site for the planning and implementation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) within the project duration. Deliverable D8.6 Page 29 of 79 28/11/2013

30 - No investment was needed. Please indicate cumulative investment ( ) that the Local/Regional Administration in the respective pilot site is planning to make for the fully implementation and continuation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) by ,00 City Logistics Manager City Logistics Manager contact Quentin Zahra Commercial Manager EuroFreight Services Ltd quentin@eurofreight.com.mt What is the official status and job title of the CLM? - Commercial manager, EuroFreight services ltd How do you ensure its sustainability? - Regular contact and updating Recommendations In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to implement in other cities In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to include in the final report as a European recommendation (actions and policies in the other of importance) Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Regular meetings that constantly discuss the transport policy in Tarxien chaired by the councillor responsible for traffic management Deliverable D8.6 Page 30 of 79 28/11/2013

31 5.6. Szczecin C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Unloading bays implementation - Relocation of packstations - Promotion campaign for Eco-driving - Development of the telematics systems What factors may hinder the replicability of the C-LIEGE pilot measures? - Differences between cities cities specificity - The financial problems obtaining the funds - Lack of willingness to make changes in the city What would you consider as key conditions to successfully exploit these results elsewhere? - Awareness of the existence of problems in the field of urban freight transport - The needs to implement changes - Knowledge regarding the best practices - About Cumulative investment ( ) made by the Local/Regional Administration in the respective pilot site for the planning and implementation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) within the project duration ,00 Please indicate cumulative investment ( ) that the Local/Regional Administration in the respective pilot site is planning to make for the fully implementation and continuation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) by , ,00. The minimum investment includes only the money for the unloading bays development (and maybe some small additional actions, like promotion of eco-driving); the maximum investment includes only the activities regarding the development of unloading bays, development of ITS system and future activities for the knowledge sharing regarding the environ mental friendly UFT. Deliverable D8.6 Page 31 of 79 28/11/2013

32 City Logistics Manager City Logistics Manager contact Kinga Kijewska Maritime University of Szczecin What is the official status and job title of the CLM? - Not officially established yet How do you ensure its sustainability? - Under the GRASS project it is planned to emphasize the importance of CLM for the proper management of UFT. In the future it is planned to appoint appropriate organizational unit within the structure of the municipality. Recommendations In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to implement in other cities - The need of the dialogue between stakeholders. - Taking into account the wider scope of the functioning of the freight transport problems in the local plans and politics. - Development of telematics in road transport management. In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to include in the final report as a European recommendation (actions and policies in the other of importance) Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Taking into account the wider scope of the functioning of the freight transport problems in the regional and national plans and policies. - Development of national ITS architectures Deliverable D8.6 Page 32 of 79 28/11/2013

33 5.7. Montana C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Restricting the access of large vehicles in the centers of large cities What factors may hinder the replicability of the C-LIEGE pilot measures? - Disinterest on the part of administrations and some operators. There are difficulties in convincing them of the benefits of the application of C-LIEGE measures. What would you consider as key conditions to successfully exploit these results elsewhere? - Campaigning towards key politicians (mayors and council members), the media and NGOs as well as the consensus building with the private sector. Cumulative investment ( ) made by the Local/Regional Administration in the respective pilot site for the planning and implementation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) within the project duration ,00 Please indicate cumulative investment ( ) that the Local/Regional Administration in the respective pilot site is planning to make for the fully implementation and continuation of the C-LIEGE push-and-pull pilot measures (including both horizontal and vertical measures) by , ,00. Investments in UFT in Montana are based on the soft measures set in LFDP and in the Municipal Development Plan The envisaged figures will be part of the municipal budgets for the relevant years which are adopted by Decisions of the Montana Municipal Council. City Logistics Manager City Logistics Manager contact Daniela Genurova, Head of Unit Transport Municipality of Montana dgenurova@abv.bg Deliverable D8.6 Page 33 of 79 28/11/2013

34 What is the official status and job title of the CLM? - Head of Department Transportation, Municipality Montana How do you ensure its sustainability? - The operation of CLM has been stipulated in the official job description of the head of department transportation. Accordingly, the monitoring system of the superiors the director of department Economic Development and European integration, the responsible vice-mayor and the mayor - is applicable and in force. Recommendations In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to implement in other cities - Considering the evaluation results from the measure roll-out in Montana, deterrent schemes such as access fees, access restrictions or environmental zones have proved to be very effective in terms of both environmental and energy saving aspects but also in terms of socio-economic and urban planning issues. The significant decrease of pollutant delivery vehicles accessing the city centre of Montana didn t lead to a collapse of the trade operations in the city centre but to a more socially and economically sustainable practice such as shared delivery operations or night deliveries. In last-mile freight delivery, what would be the useful advice, the recommendation that your city could put forward for to include in the final report as a European recommendation (actions and policies in the other of importance) - Considering the evaluation results from the measure roll-out in Montana, deterrent schemes such as access fees, access restrictions or environmental zones have proved to be very effective in terms of both environmental and energy saving aspects but also in terms of socio-economic and urban planning issues. - The significant decrease of pollutant delivery vehicles accessing the city centre of Montana didn t lead to a collapse of the trade operations in the city centre but to a more socially and economically sustainable practice such as shared delivery operations or night deliveries. - But for this to happen, a legal ground needs to be pursued. Reforms in local legislation are needed. This can be a politically fragile issue as it might be perceived Deliverable D8.6 Page 34 of 79 28/11/2013

35 as interference in the well-being of the private sector. This is why the crucial aspect is the dialogue and consensus with the private sector. Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - The continuation of the dialogue and consensus building with the private sector has been explicitly recommended by the municipal Council when adopting the ordinances governing the charging schemes and access restrictions. - The Freight Quality Partnership has been introduced within C-LIEGE, and will continue to vigorously debate on sustainable urban freight transport beyond the lifetime of the project. - The co-ordination of the Freight Quality Partnership has been stipulated in the job description of the head of department transportation as well as in the Freight Development Plan Deliverable D8.6 Page 35 of 79 28/11/2013

36 6. RESULTS FROM THE QUESTIONNAIRE CONDUCTED AMONGST LOCAL PUBLIC ADMINISTRATION REPRESENTATIVES This chapter provides a summary analysis of the full questionnaires answers conducted to the Public Administrations identified within the seven pilot sites, according to the four main topics of the questionnaires: Pilot measures City Logistics Manager Recommendations Relation with stakeholders, round tables 6.1. C-LIEGE pilot measures Pilot sites all consider that the measures have an important or very important impact on their city s life. Impact of pilot measures Important Very important In terms of transferability, one pilot site replied that all of the measures they put in practice could be replicable elsewhere, two gave a general reply, rather at principle level and four sites picked up a range of non-technological measures that could be put in place in another city as well, such as electric vans, freight development plan, limited of access of large vehicles, re-routing, promoting eco-driving, telematics system. Emilia-Romagna s good practice to transfer is slightly different from the other sites as their good experience is moving actions upwards on the public administration scales and harmonising at REGIONAL, not at MUNICIPAL level. This would create a broader frame to put local actions into. This suggestion also counts as a generalistic, principle-type of transfer. Deliverable D8.6 Page 36 of 85 15/11/2013

37 One site did not enumerate any obstacle for transferring good practices. The rest of respondents agree on lack of funding, lack of political support or even a possible lack of interest. Then the coordination with stakeholders can also represent a difficulty, and finally the issue of one size does not fit all, in other words, the differences between cities, the variety of cultures, systems in place that could hinder the efficient and successful implementation of a good practice elsewhere. Emilia-Romagna also highlights the challenge of diversity between the municipalities and their needs but even within a region. As key conditions for transferability, partners identify political strategy, the clear definition of needs, a complete technical analysis of the state of play, disposition of resources (both financial and human), and the wide support of stakeholders and citizens facilitated by media. It is important to see that both as key conditions and obstacles, three major groups of factors are mentioned: Political support Resources (funding) Cooperation with stakeholders Analysis and definition of needs, knowing the weak points It seems that for a city, these are the four major ingredients of putting a new nontechnological measure in place. While in terms of the ingredients necessary for transferability pilot sites tend to agree, when it goes to concrete figures of cumulative investment in pilot measures during the project and by 2020, a quite wide gap can be noticed. It ranges from zero to +/- 590,000 during the project and from zero to 5,000,000 by On the one hand, it can be explained by the different standards of living and price levels between the sites, on the other hand, it is encouraging for cities to see that traffic, noise and pollution problems related to last-mile delivery can be solved even without any budgetary investment! 6.2. City Logistics Manager (CLM) All seven pilot sites have formally agreed on setting up a new function (CLM) but three of them are still in the process of implementing this decision. From the answers, it seems that identifying funding sources is not one of the key priorities of the new CLM because from the five sites that responded to the question, four said NO to the identification of funding and one said YES, local funds and one said YES, European funds. Deliverable D8.6 Page 37 of 79 28/11/2013

38 C-LIEGE has provided a valuable support for these newly appointed officials because three sites consider the project tools as important and three as very important in the process. Despite the recent history of CLMs (except for Leicester where this function had existed before already) and the Freight Quality Partnership, they managed to identify at least the most important short term challenges, but mostly, even long term challenges as well, which is an important step towards addressing them and thus find solutions to last mile delivery issues. In more than half of the cases, CLMs are invited to the local policy-making consultation. Four out of seven and in one case, the CLM himself is chairing the Freight Quality Partnership. Their impact is assessed high in general, although almost half of the sites omitted this question but from the responses collected, their impact is important or very important. What is really promising is that five sites are convinced that the new role can be sustained. The rest did not say NO but avoided the question probably due to the fact that in their city the function does not exist yet. As measures to ensure sustainability, cities prefer functional stabilisation to funding. Actions like stipulating this duty in the job description the person in charge or changing the role into a senior position bring more stability for the future than providing funding sources to keep up this role in the long run Stakeholder cooperation and round table debates In terms of stakeholder cooperation, it is interesting to see that municipalities would not involve citizens and civil society organisations at the first level but as optional partners, citizens are a priority. Freight carriers are considered more important than shippers. Liaison with shippers, infrastructure operators and Chambers of Commerce are put at the same priority range as regional authorities. National authorities are less cited, which means that municipalities prefer coordinating with the closest administration level. It seems logical that municipalities have ticked cooperation with the national authority in those countries where the regional level does not exist, such as Malta and England. Interestingly enough, the German partner would not liaise with either the regional or national authority. Cooperation with stakeholders for dialogue/negotiation for a local authority Deliverable D8.6 Page 38 of 79 28/11/2013

39 MUST stakeholders OPTIONAL stakeholders All pilot sites set up four round table discussions during the project. They all agree that these local events had an impact on the freight partnership but the intensity of this impact varies from critical to slightly important in the answers. The majority still considers them very important. What can be recorded as an absolute success of C-LIEGE is the sustainability of the project results from the public authority partners. They all consider all outcomes as sustainable, without exception. As for the round tables, municipalities suggest filling in the meetings with content, giving it a mission, duties, actions, consultations, implementation of related EU projects. Otherwise, the chair of the round table can take the responsibility to sustain the meetings by its function if it is part of his or her description of work Recommendations In line with the identified obstacles and key conditions to the transferability of soft measures, pilot sites enumerated exactly the same recommendations to other cities, namely that for efficiently implemented and functioning urban last-mile delivery strategies the most important elements are political support, funding and personal resources coordination and cooperation with stakeholders Deliverable D8.6 Page 39 of 79 28/11/2013

40 mapping/analysing of the state of play leading to a clear definition of needs Political support Cooperation with stakeholders Financial and human resources Mapping, definition of needs As European recommendations, pilot site civil servants suggest that the importance of freight transport issues should be considered higher on the political agendas. European projects addressing freight transport challenges are welcome and they are useful but they should be supported beyond the test phase as well. Local public authorities stress the importance of the private sector s involvement and that freight Quality Partnerships should be encouraged as platform of cooperation and active twoway dialogue. Deliverable D8.6 Page 40 of 79 28/11/2013

41 7. PILOTS EXPLOITATION INTENTIONS PRIVATE STAKEHOLDERS The pilot sites were requested to interview at least one private sector actor who was involved in the project implementation and in the local actions on the same aspects as the municipality civil servants, i.e. pilot measures, City Logistics Manager, stakeholder involvement/round table debates. In this case questions on the recommendations were not included, only the impact of the project activities was targeted for assessment. Pilot site Contact Organisation Emilia-Romagna Alberto Preti, Giuseppe Luppino, Chiara Iorfida Institute for Transport and Logistics Foundation - ITL Newcastle Michael Page AECOM Leicester Rob Leeson, Carbon Action Network Stuttgart Isabelle Holder Verband Spedition und Logistik Baden- Wurttemberg Tarxien Quentin Zahra Eurofreight Szczecin Malwina Zywot Buiro Recykler Montana Vladimir Iliev In the paragraphs below, it is summarised the exploitation intentions of each Private Stakeholder contacted. Deliverable D8.6 Page 41 of 85 15/11/2013

42 7.1. Emilia Romagna region C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - The work done is a good practice in terms of ability to define a common denominator of city logistics rules (time windows and access permissions) for many cities in a wide territorial context. Moreover it brought an administrative simplification for those operators working in more cities. What factors may hinder the replicability of the C-LIEGE pilot measures? - The complexity and heterogeneity of the city logistics regulations at local level. What would you consider as key conditions to successfully exploit these results elsewhere? - The harmonization needs a sound technical work to be replicated and it is not a copy and paste work. Political commitment is moreover needed to adopt the harmonization. Please indicate cumulative investment ( ) that your organisation is planning to make for using clean-fuels vehicles for last mile delivery in the pilot city according with C-LIEGE pilot measures by , ,00. The harmonisation plan developed in C-LIEGE will direct operators towards less polluting and more energy saving fleets, therefore it will bring to a reduction of the number of traditional vehicles (EURO 0, 1, 2) and an equivalent increase of environmentally-friendly vehicles (EURO 3, 4, 5). On the basis of this, following the methodology of evaluation of the Piacenza/Emilia-Romagna pilot, the investments have been calculated considering the cumulative costs to purchase new environmentally-friendly vehicles in replacement to traditional vehicles. City Logistics Manager How does the City Logistics Manager liaise with you? - Directly Means of communication: - regular meetings, ad hoc meetings, regular s to update, other: regular and ad hoc meetings Deliverable D8.6 Page 42 of 85 15/11/2013

43 Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Follow up on harmonization is desirable as emerged in the round tables Newcastle C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Fleet operator recognition scheme (FORS) - Tyne and Wear Freight Partnership What factors may hinder the replicability of the C-LIEGE pilot measures? - Funding mechanisms for innovation What would you consider as key conditions to successfully exploit these results elsewhere? - Sharing of best practice successes and failures Please indicate cumulative investment ( ) that your organisation is planning to make for using clean-fuels vehicles for last mile delivery in the pilot city according with C-LIEGE pilot measures by ,00. In respect of public sector investment, it has been assumed that 25% of the anticipated financial savings from C-LIEGE measures are re-invested in the freight sector and then split the resultant figure in proportion to NCC s population compared to the entire Tyne & Wear population. City Logistics Manager How does the City Logistics Manager liaise with you? - indirectly Means of communication: - regular meetings - ad hoc meetings - regular s to update - through the LTP team Deliverable D8.6 Page 43 of 79 28/11/2013

44 Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - The Tyne and Wear Freight Partnership hold quarterly meetings to discuss sustainable freight movement - also send out electronic communications and have developed a website to share information Leicester C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Downloadable map - Consultation - Low emission zone work What factors may hinder the replicability of the C-LIEGE pilot measures? - Different needs - Different processes - Lack of finances - Lack of involvement from stakeholders/local authorities What would you consider as key conditions to successfully exploit these results elsewhere? - Funding - Strong political commitment - Private sector support - Clear illustration of economic, financial and environmental benefits of the action. Please indicate cumulative investment ( ) that your organisation is planning to make for using clean-fuels vehicles for last mile delivery in the pilot city according with C-LIEGE pilot measures by Cannot be assessed Deliverable D8.6 Page 44 of 79 28/11/2013

45 City Logistics Manager How does the City Logistics Manager liaise with you? - Directly Means of communication: - regular meetings, - ad hoc meetings, - regular s to update, - FQP meetings, - webpages. Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Attend meetings, contribute to consultations 7.4. Stuttgart C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Local Freight Development Plan - Location Analysis and optimization for gas station for trucks - Electric delivery van - Round Table, transformed into Freight Quality Partnership What factors may hinder the replicability of the C-LIEGE pilot measures? Local Freight Development Plan: - There may be a lack of interest in goods mobility questions. - The different layers of administration may disagree about the responsibility for the plan and may block each other. Location Analysis and optimization for gas station for trucks - The biggest obstacle probably is the availability of land and the willingness of the municipality to set it aside just for a gas station. Deliverable D8.6 Page 45 of 79 28/11/2013

46 Electric delivery van - There is a certain time window for the measure: The components must be available, but an electric van must not yet be a very common sight. This may not always be given. - The measure may be rather expensive regarding the benefits. - The operating distance may be too short for the daily tours of distribution Freight Quality Partnership - It is not easy to work out relevant decisions if you have no legal powers, so the round may result in being a debate forum if not well handled. - As the partnership takes place beside the normal job of each member, time resources are in short supply What would you consider as key conditions to successfully exploit these results elsewhere? Local Freight Development Plan - First of all, the VSL promotes the idea that the goods traffic is explicitly considered in urban planning. All too often, the urban traffic planning measures interfere with the needs of goods traffic more or less at random. - For success, the measures must be checked for practicability by people who actually are experienced in goods transport on a local level. This means a consulting process including a Round Table. - The debate must break through the usual lines of conflict, bringing up new aspects and new potential measures. Location Analysis and optimization for gas station for trucks - The first thing is to know about the traffic flow in logistic and industrial areas. - There must be a commercial incentive to set up a gas station in a location that under traffic conditions is the optimum location. - It can be a good idea to add more functions to the gas station, such as parking, washing, repair, eating. These will all profit from each other and from the location. Electric delivery van - It is seen as a way to promote sustainable urban goods traffic. Deliverable D8.6 Page 46 of 79 28/11/2013

47 - The project is not burdened with unrealistic expectations but can work on a relatively small scale. - There is an organization behind it (e.g. a municipality) for starting it up. - The work is done together with people who actually know about the organization of urban goods transport. Freight Quality Partnership - The partnership includes the relevant stakeholders and all members are equal - The members know the advantage of deliberate joint decisions even without legal power. Please indicate cumulative investment ( ) that your organisation is planning to make for using clean-fuels vehicles for last mile delivery in the pilot city according with C-LIEGE pilot measures by , ,00. The gas station for trucks in Kornwestheim is a big investment (1 m minimum), inserted for 2015/2016. We also assume some smaller investments in relation to measures. For the maximum case, we assume two additional gas stations built or relocated in the region and, at the average, of a larger type, plus some smaller investments, perhaps above the minimum case. City Logistics Manager How does the City Logistics Manager liaise with you? - Directly Means of communication: - regular meetings, - ad hoc meetings, - regular s Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - The Stuttgart table has ensured sustainability by its many and diverse partners and by the agenda, as well as by the chamber of commerce as a driving force and recognition by the municipal assembly as well as by the Stuttgart administration. Deliverable D8.6 Page 47 of 79 28/11/2013

48 - The Ludwigsburg Round Table may continue if the Ludwigsburg idea of a City Logistics Manager comes into effect, else it may still meet again together with the local Freight Development Plan and its measures Hal-Tarxien C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Traffic calming measures What factors may hinder the replicability of the C-LIEGE pilot measures? - Lack of consensus What would you consider as key conditions to successfully exploit these results elsewhere? - Full consensus between ALL stakeholders Please indicate cumulative investment ( ) that your organisation is planning to make for using clean-fuels vehicles for last mile delivery in the pilot city according with C-LIEGE pilot measures by Unknown City Logistics Manager How does the City Logistics Manager liaise with you? - Directly Means of communication: - Regular meetings, regular s to update Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Attendance - a determined, can do, will do attitude Deliverable D8.6 Page 48 of 79 28/11/2013

49 7.6. Szczecin C-LIEGE Pilot measures Which good practices and experience could be replicated in other cities? - Unloading bays - Pack stations What factors may hinder the replicability of the C-LIEGE pilot measures? - Lack of funds - Problems with unloading bays implementation due to the city structure - Lack of law requirements What would you consider as key conditions to successfully exploit these results elsewhere? - The need for the changes implementation - The knowledge regarding the best practices Please indicate cumulative investment ( ) that your organisation is planning to make for using clean-fuels vehicles for last mile delivery in the pilot city according with C-LIEGE pilot measures by About 3000 City Logistics Manager How does the City Logistics Manager liaise with you? - Indirectly Means of communication: - Regular s to update Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Attendance in the round table meetings organized under the GRASS project - contact with other stakeholders Montana C-LIEGE Pilot measures Deliverable D8.6 Page 49 of 79 28/11/2013

50 Which good practices and experience could be replicated in other cities? - Freight map for appropriate routes What factors may hinder the replicability of the C-LIEGE pilot measures? - Lack of interest of the authorities - lack of funding What would you consider as key conditions to successfully exploit these results elsewhere? - Interest of the authorities Please indicate cumulative investment ( ) that your organisation is planning to make for using clean-fuels vehicles for last mile delivery in the pilot city according with C-LIEGE pilot measures BY , ,00. The private sector investments are based on the data from major local stakeholders and pack stations operator InPost Company. The estimations for Szczecin regarding the InPost investment was based on the assumptions that they planned to invest about 300 mln. Euro in whole Europe. City Logistics Manager How does the City Logistics Manager liaise with you? - Directly Means of communication: - Regular meetings - Joint daily work Stakeholder groups & Local round tables How are you planning to sustain the round table discussions after the project? - Working together with the municipality will ensure that the discussions will continue Deliverable D8.6 Page 50 of 79 28/11/2013

51 8. RESULTS FROM THE QUESTIONNAIRE CONDUCTED AMONGST PRIVATE STAKEHOLDERS This chapter provides a summary analysis of the full questionnaires answers conducted to the Private Stakeholders identified within the seven Pilot Sites, according to the three main topics of the questionnaires: Pilot measures City Logistics Manager Stakeholders cooperation and round table 8.1. C-LIEGE Pilot measures Businesses, just like civil servants consider in the impact of the pilot measures important or very important but not in the same proportion. Public administrators are more pleased with the outcomes than private actors. Impact of the pilot measures Important Very important As transferable good practices, the private sector names two map applications and a few other concrete measures, otherwise rather principles like partnership, consultation, putting in place a Freight Development Plan, by better organisation and simplification. Regarding the obstacles and key conditions of transferability, private actors enumerate more or less the same kind of factors, such as lack of ownership and support from political level Deliverable D8.6 Page 51 of 79 28/11/2013

52 and also from the stakeholders side, the lack of funding opportunities for innovative actions and the difference between cultures, cities and policies. What appears as a new and very realistic feature is the changing political landscape, e.g. elections that can halt processes. As a key condition for successful implementation, businesses added the availability of knowledge about these best practices too, which is a logical and basic requirement and convincing the public and the policy-makers too of the benefits and of the added value of these measures. The accumulative investment in pilot measures by 2020 is not a well-known figure amongst private sector people either because four replied that it cannot be assessed, which is over half of the respondents. The concrete figures that company representatives estimated ranged between 3,000 and 60,000. It still shows that over 7 years, in the budget of a municipality, this investment is negligible compared to the benefits that they can gain with it (see the impact of pilot measures assessed by both policy maker and private stakeholders) City Logistics Manager (CLM) It seems that CLMs are in direct contact with the private sector as four of the selected interviewees work directly with the newly appointed person via s, meetings. In two cases company representatives are in indirect contact with CLM. There is no doubt amongst the private actors that either the function of the CLM or the cooperation with him would be in danger in the future. They all believe in the sustainability of both Stakeholder cooperation and round tables Private stakeholders put authorities at first place together with carriers. Interestingly enough, both for authorities and for companies, carriers are slightly more important than shippers. Municipalities alike, for private stakeholders, the national authority is less relevant than the municipality or the regional authority. Another similarity is that the involvement of citizens and civil organisations is not considered a must at all but as an optional partner citizens are seen as very important. Cooperation with stakeholders for dialogue/negotiation for a private stakeholder Deliverable D8.6 Page 52 of 79 28/11/2013

53 MUST stakeholders OPTIONAL stakeholders All the interviewees were invited to the round table debates during the project phase, which shows that respondents feed in valid data as they must know the project processes internally. They all believe, just like the municipality officials that the cooperation between the stakeholders will sustain. The private sector sees a key power in the municipality s hand in keeping these round tables alive and function. Secondly, the CLM could keep the stakeholders together and of course, designed activities and actions, duties that these round tables actually get and fulfil to make their meetings meaningful and targeted. Deliverable D8.6 Page 53 of 79 28/11/2013