Freight TAILS BASELINE Delivering Tailored Approaches for Innovative Logistics Solutions

Report Title

URBACT III ACTION PLANNING NETWORK

Freight TAILS BASELINE delivering Tailored Approaches for Innovative Logistics Solutions

March 2015 Edited: Philip Stein – Lead Expert Freight TAILS

TABLE OF CONTENTS

ACRONYMS p.4

DEFINITIONS p.5

1. INTRODUCTION – Freight TAILS an URBACT III Action Planning Network

1.1. Rationale p.6

1.2. Freight TAILS in URBACT III p.6

1.3. Baseline study as reference framework for network activity p.7

2. STATE OF THE ART: CITIES and FREIGHT TRANSPORT

2.1. Introduction p.8

2.2. Freight Transport and Urban Logistics p.10

2.3. Positive benefits – Negative impacts p.13

2.4. Legislative and Regulatory Framework p.19

2.5. Management measures: the experience of EU cities p.21

2.6. Working with Stakeholders p.26

2.7. The Freight TAILS perspective p.28

3. PARTNER CITY PROFILES – PROGRESS and PERSPECTIVE

3.1. Introduction p.30

3.2. Westminster: Freight TAILS Lead Partner p.31

3.3. Brussels p.38

3.4. Gdynia p.46

3.5. La Rochelle p.53 2

3.6. Maastricht p.60

3.7. Parma p.69

3.8. Split p.72

3.8. Suceava p.83

3.9. Tallinn p.89

3.10. Umeå p.95

4. SYNTHESIS: DEEPENING THE THEMATIC UNDERSTANDING, FIXING THE PROJECT

ROAD MAP

4.1. Introduction p.101

4.2. Cross-Cutting Themes p.102

4.3. Local Actions p.108

4.4. Roadmap : Events, Milestones and Deliverables p.108

4.5. Closing Statement p.113

BIBLIOGRAPHY

ACRONYMS

CCC Construction Consolidation Centre

CNG Compressed Natural Gas

CO2 Carbon Dioxide

DPS Delivery and Servicing Plan

EV (pure) Electric Vehicle

FREVUE Freight Vehicles in Urban Europe

GHG Greenhouse Gases

HEV Hybrid Electric Vehicle

HGV/LGV Heavy Goods Vehicle / Light Goods Vehicle

HoReCa Hotel, Restaurant, Catering

ICE Internal Combustion Engine

LEZ/ULEZ Low Emission Zone/Ultra Low Emission Zone

PHEV Plug in Hybrid Vehicle

TfL Transport for London

UDC/UCC Urban Distribution Centre/Urban Consolidation Centre

Transfer from vehicular to manual transport on the edge of SPLIT historic centre

DEFINITIONS

In developing the Freight TAILS project idea we assume the following definitions:

 Urban Freight Transport is the movement of freight vehicles principally distributing and despatching goods into, out of and within urban areas

 Logistics is the management of the flow of goods between the point of origin and the point of consumption in order to meet set requirements of customers and businesses

 Urban logistics is the movement of goods, equipment and waste into, out, from, within or through an urban area

 Last mile is the last leg of a supply chain, when goods are moved to their final destinations. This last leg of the supply chain is often inefficient and predominant for deliveries in urban areas, comprising up to 28% of the total cost to move goods

1. INTRODUCTION: FREIGHT TAILS AN URBACT III ACTION PLANNING NETWORK

1.1. Rationale

“Today 64% of all travel kilometres made globally are within urban environments and this total amount of urban kilometres is predicted to triple by 2050”1. As the proportion of population living in towns and cities increases and urban territories expand, demand in terms of urban mobility logically follows. We appreciate mobility as a fundamental ingredient of daily life, but the manner in which movement of people, goods and services is organised has been a frequently repeating source of tension particularly in the urban context. Mobility implies provision of infrastructure and organisation, initially to maximise efficiency and reduce travel time, increasingly it requires management to counter its self-defeating by-products, such as congestion, pollution or road safety risks. A significant and essential segment of the urban mobility mix is the transport of freight - the delivery and dispatching of goods and services - which forms a critical life support system for all urban activities and populations, generating economic growth, supplying basic needs.

As cities across Europe look to develop more sustainable and relevant mobility patterns, management of freight distribution is an increasingly important part of the consideration. Goods are moved within urban areas, from hinterland to city, from city to hinterland, from city to city and across national borders. So as cities search to establish appropriate and effective management models and measures, the very nature of freight movement creates a compelling argument for cities, local authorities, transport agencies, logistics operators... to pool resources, to develop and share innovative solutions and techniques.

1.2. Freight TAILS in URBACT III

Financed by the European Regional Development Fund and encouraging a sustainable, integrated and participative approach to urban development, the URBACT programme provides a particularly opportune platform for cities to do just that. Based on exchange and learning, stakeholder involvement and determination of concrete actions, URBACT III invites cities to collaborate in Action Planning Networks aiming to share experience, explore common interests, to introduce/transfer alternative methods, or improve existing practices. Management of freight transport in the urban context especially requires more applied cooperation, essentially involving the key actors operating in the sector.

1 Urban Mobility Index – Arthur D. Little 2013 6

The partner cities committed to the Freight TAILS Action Planning Network are:

 City of Westminster – Cross River Partnership (London, UK)  Brussels – Capital Region (Belgium)  Municipality of Gdynia – ZDiZ Gdynia (Poland)  La Rochelle Urban Community (France)  Maastricht – Maastricht Bereikbaar (Netherlands)  Comune di Parma (Italy)  City of Split (Croatia)  Suceava (Romania)  City of Tallinn (Estonia)  Umeå Kommun (Sweden)

The partners share common aspirations and objectives to transform current urban freight transport patterns in the light of past experiences and to pro-actively address evolving trends. A number have already established exchange and working relationships, through URBACT, but also in forums such as Eurocities, POLIS, CIVITAS and through projects in INTERREG.

1.3. Baseline study as reference framework for Network activity

There is growing concern that existing patterns of mobility and “business as usual” transport and urban logistic options are not sustainable. The development and implementation of innovative freight distribution solutions is not being rolled out quickly enough to adequately support achievement of EU 2020 objectives and particularly the accompanying 20/20/20 climate/energy headline targets. While many cities and stakeholders might be frustrated by the relatively slow progress in sustainably reorganising freight transport systems, others are still not committed to the transformation of behaviour patterns in the sector.

In this context the Baseline Study looks to set out the reference framework within which the project will operate (reviewing state of play), examining partner experiences and needs (what can they bring to the network reflection, what critical understanding is necessary to advance the situation at city level) and constructing a trajectory for exchange and learning, action planning over the Freight TAILS Operational Phase.

Over the last 10 to 15 years there has been an awakening with regard to the subject of city logistics. There have been many studies, programmes and pilots which give broad insight into the way the sector works and report on experience of measures adopted. In this wealth of background material the baseline draws particularly, but not exclusively, on the comprehensive recent analyses presented in:

- the DG MOVE – EU Commission Study on Urban Freight Transport (2012) - the CIVITAS POLICY NOTE – Making urban freight logistics more sustainable (2014) - the Documented conclusions of the INTERREG IVB LaMiLo project in which Cross River Partnership and Brussels both participated (2015)

2. STATE OF THE ART

2.1. Introduction

There is an inescapable connection between mobility and the way our patterns of settlement have evolved. Movement of people, but particularly of goods and services, has strongly determined the location and even the form of urban development, as societies moved from subsistence to mercantile models of existence. Trade routes and networks, in collusion with geographical and cultural features, to a great extent, defined the focal points which have become our towns and cities. While technological progress has transformed place-making processes, transportation continues to occupy a critical economic position underpinning city prosperity and competitiveness, feeding an increasingly broad stratification of urban activities.

“Cities exist for many reasons, and the diversity of urban forms can be traced to the complex functions that cities perform. Cities serve as centres of storage, trade, and manufacture. The agricultural surplus from the surrounding countryside is processed and distributed in cities. Cities also grew up around marketplaces, where goods from distant places could be exchanged for local products. Throughout history, cities have been founded at the intersections of transportation routes, or at points where goods must shift from one mode of transportation to another, as at river and ocean ports.” Cliff Ellis2

In many modern towns and cities the challenge of reconciling mobility needs and expectations (incl. essential transportation of goods and service delivery), with the aims of sustainable urban development is a hot topic. But past relationships between transport and city have often been uneasy, recognised as requiring management and byelaws in saturated narrow medieaval streets and markets, and even imposing restriction and regulation to counter congestion in ancient Rome.

“Having asserted the importance of movement in shaping the perception of space in antiquity – the changes to physical disposition, the management of access, and the representation of fora – it can be concluded that while the centrality of the Forum Romanum was related to its potential for through movement, access was increasingly restricted in the late first century B.C. – Fora changed from shortcuts to obstacles in the city; from spaces of movement through to spaces of movement to.” David John Newsome3

2 History of Cities and City Planning – Manual Sim City, Cliff Ellis 1989 3 The Forum and the City: Rethinking the centrality in Rome and Pompeii (3rd Century B.C.– 2nd Century A.D.), David John Newsome, University of Birmingham 2010 8

Clear demonstration of traffic restriction measures – Forum Pompeii

To date significant consideration is being focussed on promoting sustainable (urban) mobility – walking, cycling, public transport, car sharing, electric vehicles, speed reduction and road safety measures etc. – with varying degrees of success. The question of including freight transportation in such integrated mobility management systems has proved more difficult, in a context where many actors and multiple decision makers are involved and where urban goods and service movements are extremely complex. Despite general agreement on the challenges and in many cases the solutions, insufficient attention has been paid to critical (particularly road) freight and urban logistics issues upon which so much else rests.4 This situation provided a prime motivation for the setting up of the Freight TAILS initiative which concentrates on exploring essential reforms of city logistics in order to establish effective but sustainable urban freight transport solutions.

4 Freight TAILS – Application document URBACT III Action Planning Networks 9

2.2. Freight Transport and Urban Logistics

The issues addressed by the Freight TAILS project are extremely relevant when we consider that the global logistics industry is estimated to account for around 14% of GDP in Europe 5 . The International Road Union (IRTU) reports that road freight transport provides jobs for some 6.5 million people in the EU.

The strategic and economic importance of the sector is clear but distribution today is dominated by road transport and this is especially true in the urban and “last mile” context. Latest figures from Eurostat estimate that inland freight transport accounted for 2 100 billion tonne-kilometres in 2012, with on average 75.1% of this freight total transported over roads (rail 18.2% and inland waterways 6.7%) – more than 90% in Ireland, Greece, Spain, Portugal and Luxembourg. Within this context National (not border crossing) transport activities organised by domestic hauliers account for about two thirds of all movements (close to 78%), with figures here generally much higher in EU 15 member states and in larger countries (only 34% in EU12 countries)6.

Statistics presented by the European Automobile Manufacturers Association (ACEA)7 translate this into upwards of 32 million commercial vehicles in use across Europe - with France, Spain Italy, UK, Poland and Germany accounting for the largest vehicle parks in pure figures. The overwhelming majority of this total is comprised of Light Commercial Vehicles (LCVs less than 3.5ton). Not surprisingly the logistics sector is highly sensitive to economic trends and there was a downturn in the number of commercial vehicle registrations in recent years as a result of the crisis. In terms of tonne-km, the activity level in 2010 was 9% below pre-crisis levels of 2007 - but the first quarter of 2014 recorded an almost 10% increase in European commercial vehicle registration with more than 440,000 new vehicles on the road. The Belgian government for instance has recorded a 40% increase in the number of vans between 2003 and 2013, firmly placing this in the context of the growth in online retailing (characterised by free delivery and return, individual small packages).

With such trends likely to persist we are quickly reminded that there is also a cost to be considered. The very nature of freight transport activity, characterised by conventional vehicle use (still predominantly diesel powered), contributes significantly to conditions of deteriorating air quality not to mention provoking other negative impacts. While the number of freight vehicles in circulation actually comprises less than 20% of the total number of vehicles on European roads there is a disproportionate factor in terms of mileage travelled and impact on the urban environment.

Further research commissioned by the IRTU suggests that 85% of road freight transport in the EU is carried over distances of 150km or less, and 55% of all goods are not transported more than 50km. The link between freight transport activity and urban concentration is therefore obvious and well- documented, but effects linked to increasing urban population and densities in a polycentric urban structure, ageing society, and e-commerce/click and collect practices combine to describe an evolving urban freight dynamic.

5 EU Commission - Freight Transport Logistics in Europe: The key to sustainable mobility 6 Freight Transport Statistics – Eurostat 2012 7 European Motor Vehicle Park 2010 report April 2012 (ANFAC) 10

Trucks in urban space - Maastricht

Characteristic features of freight transport patterns in urban areas involve: supplying goods and delivering services to numerous locations (for sale and consumption); outward shipment of products and waste material; stocking of warehouses and storage sites, and; collection and distribution operations within the city. Therefore road based movement of goods in urban areas in Europe constitutes an important segment of traffic in cities (10-15% of vehicle equivalent kilometres) 8, dictated by considerations of journey distance, volumes transported and connectivity (i.e. business to business). Delivery into EU towns and cities represents 40 to 50% of truck-kilometres in urban areas while outward shipment significantly accounts for some 20 to 25%, with the remainder corresponding to movements with origin and delivery within the city boundary. Waste transport and reverse logistics also constitute important components of urban freight patterns while it is estimated that 3 to 5 percent of urban land is allocated for freight transport and logistics operations.

8 Urban Freight research roadmap, ERTRAC – alice, January 2015 11

The CIVITAS Policy Note – “Making urban freight logistics more sustainable” reproduces some interesting estimates of goods generated in an urban context, derived from studies and analyses made on several urban areas:

- 0.1 delivery/pick-up per person per day;

- 1 delivery/pick-up per economic activity per week;

- Between 300 and 400 freight vehicle trips per 1,000 persons per day

- Between 30 and 50 tonnes per person per year

- By 2025 the online retail sector will account for almost 20% of total retailing

The organisation of freight transportation in our cities is determined by a range of interdependent factors including: the types and locational distribution of business/industrial activities; location and volume of warehouse facilities; supply chain structures of companies, businesses and logistics operators (very much a function of private sector activity); transport infrastructure and existing traffic conditions; regulatory frameworks (weight, access, loading...); customer and consumer behaviour. Urban freight service companies are generally very small (85% of short distance truck companies have fewer than 5 employees).

The DG Move “Study on Urban Freight Transport” identifies five major market sectors which it considers will “largely determine the nature of the future challenges posed by urban freight transport” as:

- Retail (including e-commerce) - Express, courier and post - Hotel, restaurant and catering (HoReCa) - Construction - Waste

9 CIVITAS POLICY NOTE – Smart choices for cities Making Urban Freight Logistics more Sudtainable 12

2.3. Positive benefits – negative impacts

It can be concluded then that road freight transport and by association urban freight transport constitute fundamental economic support systems, channels of opportunity without which our economies, our towns and cities would not function.

Across the EU “The transport industry directly employs

more than 10 million people, accounting for 4.5% of total employment, and represents 4.6% of Gross Domestic Product. Manufacture of transport equipment provides an additional 1.7% GDP and 1.5% employment”

Eurostat

However just as this predominantly market-led activity provides a force for economic growth - servicing and sustaining urban business, commerce, industry and community - in today’s urban context UFT also operates in a climate of imperfection. The well-being of town and city centres, our existing lifestyles... depends on the effective functioning of urban freight transport, but at the same time and conversely, the sector contributes to the generation of a less than virtuous circle of inter-

10 Market sector of urban freight transport, Austria Tech (2014) CIVITAS POLICY NOTE 13

related positive and negative impacts. Some of these negative impacts even affect the operational performance of the sector itself, while others are detrimental to quality of urban living and society in general. This dilemma represents a critical challenge for our cities, how to consolidate and enhance the quality of the urban experience (attractive living, working, health, recreational conditions, places to shop and visit) while simultaneously ensuring that essential servicing can be organised on the basis of good market practice, by maximising operational efficiency and cost effectiveness.

“The growth of cities in Europe is providing greater economic, social and cultural opportunities for its citizens. To support this growing demand for goods, services and movement however cities are increasingly affected by significant air and noise emissions as well as increasing congestion. With the logistics industry being a significant driver of economic growth, as well as a major contributor to these issues, improvements in this sector are required to ensure our cities fulfil their potential.” http://frevue.eu/

It is generally agreed that existing freight transport systems in urban areas contribute significantly to producing a range of negative, often overlapping or interconnected impacts operating across the three (economic, environmental and social) pillars of sustainability.

Economic Impacts

Every year €100 billion, or 1% of the EU’s Gross Domestic Product are lost to the European economy as a result of congestion linked delays and pollution11. In London, Cologne, Amsterdam and Brussels, drivers spend more than 50 hours a year in road traffic jams. In Utrecht, Manchester and Paris, they spend more than 70 hours stuck on roads12. In a certain sense poorly organised or insufficiently considered logistic processes provide the sector with a surprising capacity to shoot itself in the foot. With an apparently ever increasing freight road vehicle fleet – numbers of journeys, high levels of individual delivery, loading and unloading activities combine to increase levels of urban congestion. This in turn leads to reduction in road capacity, to lost driver hours, problems of accessibility and reliability, and ultimately inefficiency of operations. Inadequate road infrastructure and lack of appropriate or sufficient loading/unloading space feed directly back as causal factors for congestion and inefficient performance.

11 EU White Paper – Roadmap to a Single European Transport Area 2011 12 European National Traffic Scorecard 2010 14

Waiting in Toledo

Total cost of freight transport and logistics is significant, some estimates suggest that logistics (transport and storage) amounts to 10-15% of the cost of a finished product13. London estimates cost of traffic congestion (freight and non-freight) in the city at circa £2bn per annum. It is therefore important for the sector to optimise cost reduction in terms of fuel type and consumption and to ensure high levels of operational performance.

“Empty runs of freight vehicles are inefficient and should therefore be avoided. In 2010 almost a quarter of all vehicle-km of heavy goods of HGVs in the EU involved an empty vehicle and this figure is generally higher in national transport than in international transport (average 27.3% and 13.6% respectively). Possible explanations for this notable difference are technical

restrictions on taking return loads (e.g. specialised supply of comestibles – milk, refrigerated goods, disposal of construction waste etc.) particularly in short journey movements more prevalent in national, local transport – also the absolute need to be more efficient in international transport as it usually involves longer distances where empty return trips are more costly. Hauliers from Denmark, Sweden, Germany and the Netherlands appear to be specialists in avoiding this but data is incomplete”

Eurostat

It is also generally recognised that in the urban freight context the load factors for delivery vehicles in cities are often very low, Transport for London indicates for instance an average load factor of vans in the city of approximately 38%. However this question is often complicated by the distinction between vehicle volume and weight restrictions, which can mean that a truck or van transporting heavy products, even certain vegetables, reaches its weight limit before its volume capacity.

13 Public Sector Influence on Last Mile Logistics – LAMILO sustainable city logistics, 2012 15

Environmental Impacts

Road transport alone produces about one fifth of the EU`s total emissions of carbon dioxide (the main greenhouse gas) and around 40% of NOx - and is the most important source of nitrogen dioxide and benzene emissions in our cities. Exhaust pipe discharge of primary particles account for up to 30% of fine particulate matter in urban areas and this is compounded by the presence of coarser particulates generated by road dust, tyres and brake linings. As some 64% of all travel kilometres are made within urban environments and individual vehicle mobility still represents a dominant 55% share of modal split in the EU, then the impacts at the local urban level are still a major cause for concern.

If we focus on freight transport in Europe, recent figures suggest that it is responsible for 25% of urban transport related CO² emissions and 30% to 50% of the other transport related pollutants (PM, NOx etc.), so impacting both on supra-local climate change issues and local air quality and health. Within this context light duty vehicles – cars and vans – account for around 15% of the EUs`CO² emissions, while heavy duty vehicles – trucks and buses (+/- 7 million in circulation) – are responsible for a quarter of CO² emissions from road transport.14. This confirms that if current operational practices can be transformed, the logistics sector has considerable potential to play a significant role in establishing more sustainable transport patterns and countering negative air quality impacts. On the other hand and despite the positive stimulation of EU policy initiatives (i.e. Resource Efficient Europe, Cars and Vans regulations), new registrations in the logistics sector still continue to reflect a dominance of diesel powered, fossil fuel consuming, vehicles servicing this market segment.

Additional pros and cons which can be taken into account in this balance of positive and negative impacts are the requirements of land take and infrastructure (what is enough to achieve efficient operation?) and levels of waste production inherent to the sector (packaging and protective materials). One of the essential tasks carried out within the framework of freight transport, is the transportation of waste and particularly urban waste disposal, while at the same time the sector is a not-insignificant factor in terms of waste production.

Social Impacts

There is a direct link between some of the environmental impacts highlighted above and the social effects experienced as a result of freight transport activity. While poor air quality is a by-product of almost all economic and societal activities the transport sector is a major source of a wide range of gaseous air pollutants and suspended particulate matter which provoke primarily, but not exclusively, respiratory and cardio-vascular illness. In many cities it is the level of PM10 (particulate matter) heavily influenced by use of diesel fuel engines, and NO2 which consistently exceed EU standards of allocated National Emissions Ceilings.

“The effects on health of transport-related air pollution have become one of the leading concerns about transport. In the next few decades, road transport will remain a significant contributor to air pollution in cities across Europe, and estimates indicate that 100,000 deaths a year in these cities could be linked to ambient air pollution, shortening life expectancy by an average of a year. A

14 Road transport: Reducing CO² emissions from vehicles, EU Commission DG Clima 2014 16

significant fraction of these deaths and a range of other adverse effects on health are attributable to transport-related air pollution.” WHO 2005 – Health effects of transport-related air pollution15

The WHO report was one of the first comprehensive statements linking health risks and exposure to transport-related air pollutants. While the findings are now some ten years old they remain broadly relevant today and in 2012 the WHO identified diesel engine exhaust as a carcinogenic agent.

“Keep out of the blind spot “

In London (2012) 91 and 284 people were either killed or seriously injured in collisions involving HGVs and LGVs respectively (TfL 2014)

Health risks and costs are however unfortunately not limited to questions of air quality. Road safety is also a factor where traffic conditions, truck/van movements and vehicle design contribute to urban road accidents and fatalities, particularly involving vulnerable road users – cyclists, (school) children. The majority of fatal or serious road traffic accidents involving vulnerable road users, not surprisingly, occur in urban areas. Yet it has still taken a long time for instance to translate understanding of the vehicle “blind spot” principle into awareness campaigns and application of mirror and design solutions. London has been especially active in researching and taking steps to attempt to improve air quality, but is also importantly concerned by road safety issues, where strong policy to promote cycling as a viable mobility alternative is confronted by rising numbers of accidents often between trucks/vans and the two wheeler users. A contributing factor here is also related to congestion and pressure to meet delivery deadlines and schedules which can also lead to poor driver behaviour.

Noise is another aspect which disturbs the quality of the urban experience, especially in evening, night and early morning periods. Urban freight transport has a dual influence on this issue,

15 World Health Organisation: Evidence informed policy-making – What are the effects on health of transport-related air pollution? 17

responsible for both the component traffic noise as well as producing disturbing decibels through delivery (loading, unloading, manoeuvring) activity. While noise might be considered by many as less damaging, the WHO has estimated that “at least 1 million life years are lost every year from traffic-related noise congestion” and links to stress related illness are medically established. Perhaps completing the circle, visual intrusion, physical occupation or obstruction of public (pedestrian) space (parking, loading/unloading, barrier forming) and even smell add to the list of nuisances produced. While these are clearly less damaging, they are aspects which reduce the attraction factor of city centres and do not fit in any way with city-marketing policies or creation of quality public realm. The obstruction factor is especially important when considering accessibility for citizens with disabilities or reduced mobility (seniors, people in wheelchairs, parents with prams and children).

So to conclude Negative Impacts of UFT include:

ECONOMIC CONGESTION INEFFICIENCY COSTS FINITE USE IMPACTS OF RESOURCES

ENVIRONMENTAL POLLUTANT DIMINISHED CONSUMPTION LAND TAKE WASTE IMPACTS EMISSIONS AIR QUALITY OF FOSSIL AND INFRA- PRODUCTION FUELS STRUCTURE

SOCIAL PUBLIC HEALTH ROAD POOR DRIVER NOISE VISUAL PHYSICAL IMPACTS RISKS & COSTS ACCIDENTS BEHAVIOUR INTRUSION OBSTRUCTION AND AND FUMES FATALITIES

The realisation must be that the fundamental tenet of the internal market – free transfer of people and goods – confirms the importance of urban freight transport as a driver for economic growth but also in terms of provision of goods for schools, hospitals... and delivery of public services, an essential benefit for the daily lives of citizens. In “business as usual” operations however the undeniable credits are offset by a series of debit ratings, which ultimately can be regarded as avoidable or at least unsustainable in the light of trends (traffic conditions and management, changing retail demands...) or broadly agreed environmental targets – i.e. minimum 60% reduction of GHG emission from transport to be achieved by 2050, if EU energy targets are to be met. Logically speaking the challenge is evident – to arrive at a win-win situation where the sector (is not penalised) can maximise efficiency, reliability and profit while at the same time reducing the external costs currently associated with existing activity patterns. It is assumed that the most effective and sustainable urban freight transport models will and can meet economic, environmental and social needs simultaneously but this requires change of mindsets and reorganisation measures which are not necessarily self-evident or easy to achieve. Happily many policy makers, organisations and operators are, together and/or individually, already taking steps in this direction and it is the intention that the Freight TAILS project shall provide an extra impulse to increase knowledge and understanding and push progress towards adopting integrated, responsible and effective urban freight transport systems.

2.4. Legislative and Regulatory Framework

Increasing the efficiency of transport systems is one of the most important objectives of EU transport policy, reflected in support for the consolidation and extension of core Trans-European Transport Networks (TEN-T). This is endorsed further in the “Roadmap to a Single European Transport Area” – towards a competitive and resource efficient transport system, the EU White Paper on transport, which became part of legislation in 2011. The White Paper sets out a strategy which seeks to increase and improve the mobility offer, so underlining the ambition to maximise the socio-economic benefits of transportation - “New transport patterns must emerge according to which larger volumes of freight and greater numbers of travellers are carried jointly to their destination by the most efficient combination of modes” - but which at the same time prescribes the necessity to achieve this as part of a sustainable perspective. In terms of urban freight transport this weigh-off equates to “achieving essentially CO² free city logistics in major urban centres by 2030” with the recommendation that this can best be realised by: using resource efficient vehicles and cleaner fuels; introducing intelligent transport systems (particularly for last mile distribution); increasing multimodal solutions, and; adopting measures to enhance market mechanisms. “2030 is only 15 years away. So today we don’t expect mobility, and by implication urban logistics to be efficient, just in time, congestion free but also to be sustainable and environmentally safe.”

The actions identified to deliver “near zero emission urban logistics” provide a number of reference points which reinforce the Freight TAILS thematic focus:

 Produce best practice guidelines to monitor and manage urban freight flows (e.g. consolidation centres, size of vehicles in old centres, regulatory limitations, delivery windows, unused potential of waterway transport.  Define a strategy for moving towards zero emission urban logistics bringing together aspects of planning, rail and river access, business practices and information, charging and vehicle technology standards.  Promote joint public procurement for low emission vehicles in commercial fleets(delivery vans, taxis, buses...)

Influential milestones of EU legislation driving sustainable mobility solutions

EU Climate and Energy Package 2009 (20/20/20 targets) - Reduction in EU greenhouse gas emissions of at least 20% below 1990 levels - 20% of EU energy consumption to come from renewable resources - 20% reduction in primary energy use by improving energy efficiency

EU regulation setting carbon dioxide (CO2) emission performance standards for new passenger cars and light vans (Regulations (EC) No.443/2009 and No.510/2011) – towards Euro 6 - By 2015 car fleet average CO2 emission to be achieved =130 g/km – By 2020 95g CO2/km - By 2017 van fleet average CO2 emission to be achieved = 175 g/km – By 2020 147g CO2/km

EU White Paper – Roadmap to a Single European Transport Area 2011 - “Halve the use of “conventionally-fuelled” cars in urban transport by 2030; phase them out in cities by 2050; achieve essentially CO2-free city logistics in major urban areas by 2030”

Roadmap for Moving to a Low Carbon Economy in 2050 (Resource Efficient Europe) - Reduction in GHG emissions of 40% by 2030 and 80% by 2050 – EU wide binding target for renewable energy of at least 27% by 2030

The White Paper has also prepared the ground for concerted initiative at the city level previewing a “European support framework for a progressive implementation of Urban Mobility Plans in EU cities”. Responding to additional, more detailed, guidelines set out in the 2013 Urban Mobility Package this resulted in incentivising the elaboration of Sustainable Urban Mobility Plans16. The Mobility Package invites cities to establish SUMPs as strategic plans designed to satisfy the mobility needs of people and businesses in cities and their surroundings for a better quality of life, where urban logistics and intelligent transport systems are included in the mix of integrated topics to be addressed. The Urban Mobility Package also focuses specifically to target more action on urban logistics and is complemented by EU Commission Staff Working Document “A call to action on urban logistics” which encourages cooperation on management of the urban logistic demand, multimodal shift, improving efficiency and improving vehicles and fuels.

This legislative background provides Freight TAILS with a valuable reference framework at the EU level and in this there are two aspects in particular which will shape project activity. Firstly a recurring message - which network partners will also encounter at project level - is reflected in the notion of balance, between the ambition to boost economic gains and operational performance and the need to adopt a sustainable approach in developing urban freight transport models. Secondly, and related to this, is the issue of applying the most appropriate measures and practices to ensure that desired results (existing, improved, alternative, innovative) can be achieved.

As the project will reveal a range of options are already on the table – in operation, in processes of trial and testing, or design and development. Most expectations preview a package, or systems, of interacting measures where there is a trade-off to be explored between encouragement/stimulation and regulation/restriction. Here too we find a parallel at the European level where much of EU policy relies on motivating, common vision setting, arriving at soft law agreements... Conversely EU legislation on air quality provides us with the stick component, setting directives and limit values for pollutant emissions to be respected by Member States17. Notwithstanding a certain uncertainty which might have arisen as a result of the Volkswagen incident, the Clean Vehicles Directive18 has been instrumental in applying binding emission targets for new car and van fleets. For vans the mandatory targets were set at 175g CO²/km by 2017 and 147g in 2020 and in terms of diesel fuel consumption for example this equates to 6.6l/100km and 5.5l/100km in 2017 and 2020 respectively. This has had a real impact on behaviour of manufacturers where the intention was to ensure that CO² emissions from light-duty vehicles would progressively be reduced while affording the automotive industry the certainty it needs to carry out long term investments and develop innovative technologies. It operates also as a significant benchmark and instrument facilitating the introduction of low emission zones in cities.

In addition to policy formulation there is also financial incentive providing support for urban mobility projects through EU Structural and Investment Funds, Horizon 2020 (Civitas 2020) etc19. In the first URBACT III call for Action Planning Networks there is also a project (approved for the development phase) which will address the topic of Sustainable Urban Mobility Plans. In the spirit of the exchange and learning opportunity provided by the programme it will be valuable to explore the interface and potential synergy between these two projects.

16 Guidelines: Developing and Implementing a Sustainable Urban Mobility Plan – EU Platform on Sustainable Urban Mobility Plans 2014 17 Directive 2008/50/EC as starting point 18 Directive 2009/33/EC 19 Nearly 10% of total ERDF and CF funding for transport was allocated to urban transport and the promotion of clean urban transport in the last programming period 20

2.5. Management Measures – the experience of EU cities

Through history we can find many examples of organised intervention by towns and cities to govern freight traffic movements primarily for economic motives. The location of the Freight TAILS partner city Maastricht for instance, was not only established at a convenient bridging point of the Maas River, but also at a nodal point where the city could function as a trading centre for goods transported by water, and at the same time control movement of goods along the river and the principal (east-west) Roman road between Cologne and Bavay in France. Similarly surrounding walls not only protected cities from enemies but also, by exploiting the limited entrance points, easily allowed supervision or restriction of flows of goods into the city, and collection of taxes to pass the city gates. Today as we have seen, in the light of current challenges, the ambition to effectively manage urban freight transport is no longer solely prompted by economic reasoning.

The historic city however has certain characteristics which in modern times have necessitated or facilitated intervention in urban delivery and distribution systems – limited entry points, narrow streets, many small retail outlets, high proportion of restaurants cafes, intrinsic congestion etc. The example of a logistics model piloted by the city of Siena (Siena was a frontrunner in historic city approach) in the mid-90’s reveals some instructive innovations in terms of flows and proposed vehicle types, but 3 words stand out in this model: restricted; regulated, and; control.

So while there was undoubtedly consultation with shopkeepers and operators in this exercise, the first instinct of a public authority seeking to change modalities in the sector and (theoretically) the easiest to implement in this context, resulted in physical modifications (changes in use of public space or infrastructure – distribution centre), access regulation and use of alternative vehicles. Perhaps the primary operative component here is in fact the decision to restrict access. While this model can transform distribution systems, it is not necessarily immediately transferable to all urban situations for political, functional, economic or geographical reasons. From such early and inventive attempts to manage urban freight transport in a global and integrated way, understanding has also developed around the notions of closely involving and working with the sector, and attempting to find effective business cases which can support and speed up transformation processes.

Current intelligence on this aspect is reflected in the “Study on Urban Freight Transport” published by DG MOVE (EU Commission) 20 which describes six categories of measures which “are not implemented at a local level in isolation but as part of a mix of measures”.

 Regulatory measures: time windows for freight delivery; vehicle weight and size restrictions; low emission or environmental zones  Market-based measures: congestion charging; mobility credits; indirect subsidy  Land-use planning measures: location policy; warehouse and distribution sites; loading/unloading zones; off-street facilities; safeguarding of rail and water based opportunities  Infrastructure measures: logistics zones (also water and rail); consolidation centres; dedicated unloading points with facilities i.e. access to electricity for refrigerated vehicles.  New technologies: alternative (clean) fuelled vehicles; intelligent transport systems  Management and other measures: consolidation of demand and supply; collaboration; partnership; (joint) procurement; sustainable urban logistics plans; delivery service plans, facilitating night time deliveries.

This underpins the idea of developing an approach based on addressing the structure and organisation of the whole supply chain. It necessarily entails cooperation with the freight industry and even ancillary stakeholders (area based and operator based, top down-bottom-up) where some measures will inevitably be initiated by relevant public authorities (regulation and incentive) but others are firmly the responsibility of (private, semi-public) actors operating in the sector. Referring back to the recognition that many initiatives have been introduced, tried and tested, piloted, adopted or rejected (even before Siena) and that this is particularly well-documented, there is a raft of experience for Freight TAILS to tap into. Simply to give an example from the lead partner context:

In 2020 the Mayor of London will introduce the world’s first Ultra Low Emissions Zone, restricting access in the city centre to vehicles that meet strict Euro XI engine performance and emissions standards and banning or penalising those that do not. The Transport Emissions Roadmap published by Transport for London in the summer of 2014 sets out a “Top 10” set of actions – from smarter road traffic management and regulation to transforming public and commercial fleets – to reduce traffic congestion and emissions. This will be complemented by the ULE Vehicle roadmap focused on providing a pathway and blueprint for more sustainable transport solutions in the city. Funding is being sought from the national government’s Office for LEVs to support this by expanding the existing network of residential, fleet, rapid and car club (sharing) charging points.

20 DG MOVE European Commission Study on Urban Freight Transport Final Report (2012) 22

Similarly Brussels is in the process of limiting access, which will only allow vehicles of less than 3.5 tonnes into the central area within the framework of federal freight charging policy, while Maastricht is piloting one spot “stop and drop” zones within an already developed freight delivery management system. Brussels – Capital Region has produced a “Strategic Plan for Goods Traffic” (2015), backed up by a “Knowledge Centre” report “Goods transport and logistics in Brussels”21 and set up a Regional Mobility Commission on Freight matters. This confirms that network partners are at the forefront of the debate and implementation in respect of city logistics but are still looking to achieve a holistic construction which can effectively meet the 2030 zero carbon ambition.

As a final illustration of types of policy measures topically under discussion and development, it is worth looking at the LAMILO (last mile sustainable city logistics) Project which brought the Brussels and London partners together with sector and research organisations in INTERREG IVB, as well as the CIVITAS Policy Note “Smart choices for cities – Making urban freight logistics more sustainable”. LAMILO conclusions provide another valuable categorisation of 11 currently operating or developing policy measures, which include:

1. Access, Noise and Time Window Restrictions – regulating freight deliveries to certain times of the day or geographical areas and imposing noise limits especially in proximity to dwellings.

2. Accreditation and Safety Measures – introducing Freight Quality Partnerships (administrations, operators, retailers etc.), Fleet operator recognition and Driver training schemes to raise operational and road safety awareness and standards

3. Consolidation Solutions – establishing collection and distribution hubs to reduce user conflict in city streets and facilitate operation of alternative vehicle types.

4. Delivery Service Plans – integrating new businesses or operational changes to achieve operational efficiencies and respect sustainability objectives.

5. Environmental Zones – restricting polluting vehicles and practices in central areas to reduce damaging emissions, congestion, noise and fumes (improvement of public health and quality of life).

6. Harmonisation of Regulations at Regional Level – consistency of policy making, establishing guidelines (planning, delivery movement, access) to create clarity and a level playing field.

7. Use of Intelligent Traffic Management – initiating fleet management and tracking systems, smart access control and traffic management.

8. Local Freight Development Plans - building local authority freight strategies within the framework of mobility and transport planning.

21 Goederentransport en logistiek in Brussel/ stand van zaken en vooruitzichten (2015) – Matthieu Strale, Philippe Lebeau, Benjamin Wayens, Michel Hubert, Cathy Macharis 23

9. Kerbside Access and Loading Restrictions – determining access criteria and incentives for responsible delivery behaviour.

10. Sustainable Procurement – processing calls for service to achieve both value for money but at the same time ensuring service provision is based on sustainable practices

11. Cleaner Vehicles – encouraging electric, hybrid, hydrogen, natural gas powered vehicles, cargo bikes etc. (low/no emissions) and changing modal split.

The CIVITAS Policy Note puts strong emphasis on the stakeholder engagement aspect promoting collaboration through Freight Quality Partnerships, Freight Advisory Boards and Forums and appointment of City Logistics Managers.

Obviously in looking more closely at these solutions in operation, as concrete options and innovative tools, there is considerable overlap, reflecting a degree of common acceptance of policy direction, practices and methods. The range of ingredients and utensils is impressive, the direction of travel is good. However the fact that such instruments are on the urban freight transport dashboard does not necessarily mean that these are universally accepted or applied in our towns and cities. Nor does it confirm that such measures are actually working effectively. There are certainly successes in this respect but equally there are less positive experiences. Some measures appear to respond well to certain needs and locations but do not produce the same results in other city contexts. Also the question of putting together an appropriate package of measures, working in tandem to achieve socio-economic and environmental goals is still very much on the table.

It is this background which gives the Freight TAILS initiative its legitimacy – a pertinent opportunity to review what is working and why to improve city logistic activity patterns, to identify obstacles and re-evaluate solutions, to explore real transferability, to focus on developing appropriate packages of complementary and jointly reinforcing measures.

Example of a dedicated and mobile Construction Consolidation Centre – Stockholm. This privately run facility with indirect city support, provides a hub for construction materials targeting electric “last mile” transport for building contractors. Operating for large-scale project development the facility can be dismantled and moved to the next major development site. 25

2.6. Working with Stakeholders

The freight transport industry in general (road transport certainly) operates in an extremely competitive market context. This means that the core motivation for logistics decisions is predominantly driven by commercial and operational factors. Conventionally, and until recently, wider considerations of societal impact or sustainability occupied (and in many cases continue to occupy) a very subordinate position in terms of agenda setting within the sector.

Production of, and demand for goods combine to ensure that organisation of activity in the sector is dependent on a wide range of stakeholders occupying different positions across the supply chain. This spectrum includes production companies and shippers, transport and logistics operators (including depot or consolidation managers), semi-public agencies (i.e. Postal companies), on the supply side and end-users, businesses (i.e. retail outlets, HoReCa, construction sites, consumers...), service providers, hospitals, residents - even tourists on the demand/receiving side which is in turn closely associated with urban areas. All of these have a direct, or less direct, stake in the organisation of urban freight transport. The simple logic of producer, transport operator, end user is disturbed however by the position of public (city) authorities who do have a role to address the wider policy issues - but coincidentally are both generators of freight movement – maintenance, construction, service, waste disposal... activities – and important receivers of goods. The fact that municipalities operate own fleets of HGVs and LGVs offers an interesting potential for such local authorities to test and lead by example in the quest to develop integrated and sustainable logistic solutions.

The interaction between these different private, semi-public, public and citizen stakeholders characterises the complexity in respect of achieving sustainable urban distribution patterns. It is therefore necessary to have a detailed understanding and recognition of the motivations/positions and operational practices of these various actors. For example freight transport operators are highly cost conscious and respond to market signals. In this context many of the negative impacts attributed to the sector arise from the inability, unwillingness of urban freight transport users and operators to internalise the externalities associated with freight movement especially in urban environments.

If we conclude therefore that societal costs, and certainly environmental costs, are not adequately covered in price calculations for freight transport services then there is a justification for authority arbitration to readjust the social cost benefit equation of the sector. This requires a delicate balancing act to protect the economic benefits of the sector while simultaneously stimulating responsible and sustainable activity patterns - equally taking into account the risk that any additional costs or restrictions imposed by the public sector through increased regulation or other measures, may ultimately be passed on to customers and consumers.

Sustainable mobility planning using regulatory and incentive measures has resulted in new dialogue guiding operators to examine alternative options in terms of automotive and delivery models. However while the goal of achieving sustainable supply chains can contribute a real value to our society and quality of the urban environment, the logistics sector needs to ensure (perhaps to be assured) that these can operate within a realistic, profitable financial structure. In this many opinions favour encouragement and incentive as the most effective means of facilitating a widespread change in operational behaviour. Regulation however is also an important tool but the public sector 26

cannot and should not manage the complexity of the sector by control and enforcement alone. There is a clear interest to work with market operators because ill-conceived measures can have an impact on efficiency and cost, which in turn can induce negative consequences for local economies and environments. Earlier reference has been made to sometimes surprising inefficiencies in urban freight distribution. However certain often (but not exclusively) larger organisations are incredibly efficient – supermarket chains, specialised logistics operators, courier companies... – and this valuable intelligence can also represent an important input to processes of developing good operational practice across the sector.

So there is real need for joint reflection, cooperation, partnership, to tap into performing solutions in this thematic where there the obligation to engage with key actors in the sector is non-negotiable. In this the URBACT model encouraging participation of a local stakeholder group to guide local initiative fits well in the fundamental and exciting challenge of working with the essential players capable of driving change in the sector.

Last mile electric van delivery in La Rochelle

2.7. The Freight TAILS perspective

The Freight TAILS project sets out to address the challenges presented by rapid increase in the number of freight movements, particularly within the context of urban logistics. Many of the project partners have already taken steps in this direction, instituted measures to facilitate new or improved distribution patterns and/or to mitigate the impact of negative externalities. Yet the feeling is that none of the participating cities have been able to establish a comprehensive and composite formula to organise this activity satisfactorily (working with key players), optimising operational/economic opportunities for the sector while at the same time addressing and resolving the wider societal issues – eradicating the negative by-products of this essential component of urban life. A number of cities have experienced difficulties in rolling out effective pilot projects or partnership models, experience with introduction of consolidation centres for example is mixed and apparently a subject still open for debate. So despite detailed understanding, much research and documentation, introduction of new methods and practices across EU towns and cities - especially since the 90’s - there is still much to be put in place in order to achieve coherent urban freight transport systems.

In building the Freight TAILS Action Planning Network, the project has been inspired by the invitation from the European Commission to further generate critical mass and develop concrete, articulated, high performance and sustainable solutions. EU member states clearly recognise the need to identify more cost effective and sustainable means of delivering the goods and services upon which citizens, consumers, businesses, cities and nations are dependent, and so encouragement to travel further on this path is a valuable stimulus.

“Urban logistics ensure that shops and businesses are stocked equipment is repaired, home deliveries are made, buildings are supplied and waste is removed. Every place of activity requires deliveries and servicing – if these logistic demands are not properly planned for, urban logistics can be inefficient ... and polluting. Urban logistics makes up a relatively small share of urban traffic but makes a major contribution to the success of cities. Improving efficiency of the “first and last mile” of deliveries is of particular importance for economic growth.”

Commission Staff Working Document “A call to action on urban logistics” (2013)

There is a common and growing realisation that the Freight Industry is going through a process of change, responding to societal trends and specific pressures affecting it, including for instance:

- A growing and ageing population choosing to shop more on-line, receiving direct deliveries at home or other relay (click and collect) locations. HGVs or trucks above 16 tonnes made up 6%of the European commercial vehicle fleet, this may fall in the future with an increase in LGVs.

- Technology is changing the type of fuel we use in our vehicles – and the type of information we use to plan and deliver transport solutions – although this is a fluid situation in the current climate of falling oil prices.

- Space on our roads faces increasing demands from different users – these demands must be satisfied safely. 28

Freight TAILS is therefore designed with the objective of helping cities to deliver Tailored Approaches for Innovative Logistics Solutions, taking into account that the characteristics of urban areas - economic base, demographic composition, land-use patterns etc and interests/capacities of local stakeholders - will inevitably shape the formulation of ”ideal” response patterns at the local level. The intention is, through the network, to provide pro-active support for the functioning of city development (growing or shrinking cities) within a context of urban diversity whilst reducing and removing the negative impacts generated by conventional “business as usual” transportation and delivery systems. The key challenge is to maintain even strengthen the economic impact of the logistics sector by stimulating clean (low/no carbon) and smart urban freight futures in line with 2030 goals. Effective action to optimise urban logistics can deliver cost savings at city level, whilst making a significant contribution to longer term EU transport, environmental, health, and economic goals and objectives.

As well as exploring cross cutting issues such as city level partnerships and public/private integrated approaches Freight TAILS will utilise transnational exchange, learning and capacity building to address the following common challenges at city level:

- Structural challenges – how to overcome technical, financial, commercial and political obstacles inhibiting or constraining integrated freight management - Demand stimulation – how to communicate and incentivise the public sector, businesses and consumers or end users to support more efficient freight services, including the production of business cases for last mile logistics solutions showing clear financial and other costs and benefits - Procurement – how to use joint procurement, supply chains and public sector targets to create economies of scale for purchasing and market stimulation; and promoting sustainable procurement practices as a way to improve air quality within a local area - Zero Emission Vehicles – how to achieve the EUs 2030 goal of fossil fuel free urban logistic (alternative fuelled vehicles – hydrogen, electric etc.) - Smart management solutions

As highlighted in the previous chapter this is a collective challenge requiring shared solutions - but cities are best placed to find effective responses to local challenges taking into account their specific circumstances, mix of stakeholders (LAs, logistics operators, businesses, customers, city residents). Business cases for different approaches, responses in respect of GHG and other pollutant emissions, traffic improvements and recommendations for implementation, voluntary behaviour change... will be key elements of the proposed partner city Integrated Action Plans.

In summary the Freight TAILS project aims to provide solutions to the pan-European challenge of realising optimal urban logistics by focusing on what cities can do at a local level. Centrally it will establish how different approaches to freight management activity in EU cities are impacted by different city contexts including geographic, economic, political and demographic variations. It will do so seeking to provide a pathway for achieving real reductions in traffic and congestion and cost savings, plus savings in greenhouse gas emissions and improvements in air quality and road safety. A first important and simple conclusion is that there is indeed much documentation and knowledge circulating, the real challenge is to apply the understanding to produce real and effective change.

PARTNER CITY PROFILES

3.1. Introduction

The application of transnational exchange and learning to inform and drive implementation of concrete action at local partner level is a fundamental pillar of the URBACT III programme. The programme actively mobilises cities to form Local (stakeholder) Groups and use such a cooperative framework to develop/co-produce essential Integrated Action Plans in relation to the specific project/network themes. The intention is to transfer experience and methods, improve practice and support effective implementation of essential local projects. A variable geometry of governance contexts, levels of resources and experience is logically translated into a diversity of local time scales and interpretations - some cities needing to use the URBACT offer to prepare new approaches, some looking to review existing practices or roll out successes. In order to facilitate this process it is essential to understand the position and motivation of each network partner and the following represents an important set of references in this respect.

Geographical spread: 4 initial Phase 1 and 6 additional partners complete the network

3.2. City of Westminster – Cross River Partnership

Freight TAILS (Lead Partner)

3.2.1. City Biography

Westminster City Council has taken the Lead Partner initiative in Freight TAILS but it is important to note that in this project, this most central borough of London is representing the Cross River Partnership (CRP). The Cross River Partnership is a public-private partnership set up in 1994 (before the installation of the Greater London Authority) with the City of Westminster operating as accountable body. From the outset it was charged to deliver major regeneration projects (cross- borough, cross river) and is a particularly appropriate agency form in terms of the city logistics project theme – providing extra-territorial and management dimension and a highly relevant member composition. The current structure brings together different levels of governance, a formal cooperation between the eight London Boroughs - Westminster, Camden, Islington, City of London, Kensington and Chelsea on the north side of the river Thames, and Lewisham, Lambeth and Southwark on the south bank - combined with the Greater London Authority, Transport for London and strong business interests represented by 15 designated Business Improvement Districts.

The metropolitan and functional areas of London extend far beyond the administrative boundary which is defined as Greater London, ensuring that by any measurement it can be placed in the top ten global cities, and together with Paris far outstrips other European cities in terms of simple population figures. The “city proper” has a two-tier administration comprising: the Greater London Authority which is controlled by the Mayor of London and supervised by the Greater London Assembly with responsibility inter alia for overall city planning, public transport, congestion charging, air quality and; 33 Local Authorities who control 95 % of the road network, local planning and on- street parking. Within Greater London which covers some 1,570km² and has a population of around 8.5 million people, the area covered by the Cross River Partnership is at the very heart of the conurbation.

Together the 8 CRP boroughs accommodate almost 1.5 million citizens, include the cities of London (the “square mile” which retains its prime importance as financial centre) and Westminster (Houses of Parliament) - and are home to many of the city visitor attractions, historic landmarks and most of its 43 Universities (i.e. University College London 35,000 students, University of Westminster 20,000 students). Parliament, Ministries in Whitehall and office headquarters, the major shopping areas of Regent Street, Bond Street, Oxford Street, street markets and Covent Garden, the West End theatres and night-life, Soho, the London Eye, museums such as the Victoria and Albert, Tate Modern and the South Bank - just some of the elements that most people immediately associate with the city are all part of this inner city location. Focussed on the original Roman settlement site, with the navigable River Thames, its old and new bridges as structuring feature, this zone continues to operate as prime business, commercial and administrative centre exerting an exceptional force of attraction for commuters and visitors alike. At the same time the eight Boroughs accommodate high densities of population all with more than 10,000 inhabitants per km², and Islington approaching 15,000/km².

3.2.2. Location

3.2.2. Key Facts and Figures

Population: Area: Population Density:

CRP 8 Boroughs: 1,758,969 (2014) 165.03 km² 10,658 inhabitants / km² Greater London: 8,546,761 1,572.00 km² 5,437 inhabitants / km²

GDP per capita: € Unemployment: %

Key Economic Sectors: In 2012 , 5% of the London workforce was directly employed in organizations whose main activity involves freight transport and logistics (TfL 2014)

Light goods vehicles (LGVs) and heavy goods vehicles accounted for 13% and 4% respectively of all vehicle kilometers travelled on London’s roads in 2012 (TfL 2014)

3.2.4. Transport and Mobility Context

Even before the setting up of the Greater London Authority, transport policy in the city has traditionally been driven by the problems of congestion, characterised by the aim of maximising the use of public transport, the London underground (oldest in Europe), bus and commuter rail network. In 2003 a Congestion Charging Zone was introduced in an attempt to reduce high traffic flows in the city and generate funding for investment in London’s transport system. The central area covered, basically within the inner London Ring Road, includes a major part of the territory of the CRP Boroughs (i.e. Westminster, City of London Camden, Southwark and Lambeth) making it one of the largest such zones in operation. Today a charge of £11.50 is applied between the hours of 07.00 and 18.00 and enforcement is based on a number plate registration system. Since its installation estimates in 2013 reported a 10% reduction in traffic but journey times paradoxically have continued to increase. Exemption for “clean vehicles” was terminated in 2012, but still this exercise provided important experience for the elaboration of a Low Emission Zone.

In recent years traffic and transport policy in London has also been heavily influenced by concern for climate change and especially air quality and associated public health issues. Revenue from the congestion charging scheme has been directed to support public transport, road and bridge improvements, walking and cycling schemes with a total of £960 million invested in the London bus network alone. New cycle routes have been a key and successful element in encouraging change in modal split (9,000 cyclists for instance cross Waterloo Bridge every day) and in 2008 the London Low Emission Zone was established more or less corresponding to the area of Greater London. Despite this however London is not yet capable of meeting its obligations under the EU Air Quality Directive. Transport emissions add to global levels of greenhouse gases and climate change. Deliveries and services transport movements are increasing and exacerbating this problem which is particularly acute in the Central London sub-region. In response the Mayor of London has confirmed an intensification of effort in this respect, approving the implementation of an Ultra-Low Emissions Zone in 2020. Businesses in particular will need help to become ready to meet this new regulation.

Much is also expected of the current implementation of major new rail infrastructure to serve the city. Crossrail 1 intersects with the Thameslink rail upgrade at Farringdon, while Crossrail 2 will meet Crossrail 1 at Tottenham Court Road and Thameslink at St. Pancras mainline station (also Eurostar Paris Brussels) delivering a major addition to commuter services, producing 2 more interchange hotspots to be linked with development location policy.

A logical extension of the congestion/air quality search for solutions is to address the issue of conventional freight distribution in the city, predominantly still using diesel fuelled vehicles. Sub-regional groups of local authorities can work together to plan transport, for example Central London Sub-Regional Transport Partnership’s Transport Plan (2014). Local authorities can also contribute to sub/regional groups with a focus on freight, for example the Central London Freight Quality Partnership. It is within this type of governance model that the Cross River Partnership can play a potentially significant role as evidenced by piloting participation in the EU 7th Framework project FREVUE (Freight Electric Vehicles in Urban Europe) and in the INTERREG LaMiLo project targeting efficient/sustainable “last mile logistics”.

3.2.5. Urban Freight Transport – City experience

Freight vehicles deliver vital goods to city businesses and residents, with an intensity driven by scale of diverse activity patterns in the London Central area for example - but simultaneously they are responsible for increased GHG gases, nitrous oxides and particulate emissions, noise pollution and road safety incidents. Demand for freight deliveries in London is expected to rise 15 % by 2025 and predictions show that without policy intervention the number of HGVs entering London is unlikely to reduce in the period to 2050. Currently these vehicles are forced to operate daytime deliveries due to existing noise regulations, which in turn contributes to increased congestion and therefore emissions. In the UK, LGV traffic is forecast to grow by at least 42%, and as much as 115% between 2010 and 2040. In this situation it is essential that National transport, planning and environmental policies also impact on the organisation of freight transport and last mile logistics. In the UK this is covered by the Transport White Paper – Delivering a Sustainable Transport System, and through the National Planning Framework.

London’s transport authority, Transport for London (TfL) has a strategy, via the London Freight Plan (2013), to work with freight and logistics operators to improve freight movements in the city. This has been particularly focused on safety improvements where the positive increase in cycle use has led to a significant number of accidents between goods vehicles and cyclists. Vehicles delivering and removing materials from building sites, serving the construction industry are also attracting special focus as TfL works to update and develop a more effective and comprehensive freight strategy in line with the incoming Ultra low emission zone. Various initiatives from both public and private sectors have been valuable in developing good practice and testing alternative delivery solutions:

 The Mayor of London’s office introduced a Transport Strategy which developed innovative ways of managing and adapting freight deliveries during the London 2012 Olympic games and there is an interest to roll out changes of this type. Freight is being considered more systematically under the environmental impact assessments or environmental screening of new developments – in applications for planning permissions.

 TfL is also beginning to work with the logistics industry on the timing of deliveries, exploring the viability of a “matchmaking” service to support businesses and Boroughs to adapt delivery patterns by nominating sites or locations that could benefit from different delivery times, and to improve road safety issues associated with freight movements in the city.

 A Borough Freight Officer’s Liaison Group is in operation to bring together representatives from across the London Region to discuss best practice in freight and share options and ideas to improve efficiency and sustainability in the sector.

 Cross River Partnership’s CABB (Clean Air Better Business) and Delivery Servicing Plans on Oxford Street West with Westminster City Council projects , both funded by the Mayor’s Air Quality Fund Round 1, is currently undertaking DSPs with a range of businesses to reduce freight in Central London.

 Freight Electric Vehicles in Urban Europe (FREVUE), a €14 million EU 7th Framework Programme trialling electric trucks inc. 2 at the Regent Street Consolidation Centre

 Certain private sector companies and operators are working to respond e.g. Nestlé UK has integrated the Freight Transport Association’s (FTA) target to reduce CO² from freight distribution by 8% in their sustainability goals. The FTA has also set up a voluntary Logistics Carbon Reduction Scheme which has been signed by 110 companies so far. UPS as logistics operator has piloted the use of electric vehicles to deliver in London, and recently extended their fleet.

 Apps such as Voyage Control are used by large individual buildings to assist with management of deliveries and collections.

 The central London Borough of Camden has built an urban consolidation centre for their deliveries within the LaMiLo project. Putney (London Borough of Wandsworth) will be implementing a night time only deliveries restriction on Putney High Street from January 2016. Clean Air Better Business initiatives and the Urban Markets Action Plan developed in URBACT II also bring valuable experiences into the city-wide and local policy making processes.

3.2.6. Challenges and expectations – Integrated Action Plan

It is evident that there is a growing dynamic to change urban freight transport behaviour in London, but the aspect of scale (territorial, demand levels, number of receivers and operators, informal delivery patterns...) combines to complicate the adoption of coherent and effective measures. While interesting developments are in operation or emerging the overall picture is still one of a fragmented approach. Many organisations face problems in terms of implementing changes to the logistics of their supply chain. For example a large department store in central London has been unable to change the timing of their deliveries due to historical planning policy rules covering the location and servicing of their premises. Policy and planning decisions i.e. bans on night time deliveries across London and restrictions on kerbside loading impact on organisations ability to implement small changes in their supply chain. Equally current inefficiencies in distribution continue to raise questions on how to respond in situations of empty or partially full journeys, multiple distributors delivering to the same address, “just in time” ordering etc.

In terms of the Freight TAILS project a number of aspects can be addressed where reaction is required from policy makers, logistics operators, end-users both jointly and individually...:

- Review of city access restrictions, regulation and enforcement processes, to identify opportunities to effect change i.e. through procurement processes. - Provision of clear and accessible guidance to end users and operators to support compliance but also to encourage alternative freight distribution patterns especially last mile logistics solutions. Collecting and sharing data amongst public and private stakeholders - Consideration of extension/formalisation of consolidation and Delivery Service Plan solutions. - Cross River Partnership have worked on projects to increase uptake in electric vehicles (EVUE/FREVUE) and increasing clean vehicle solutions will become more advantageous in the short to medium term. - “Leading the way” how to engage and empower public and private sector champions (Camden initiative – UPS vehicle use and consolidation) of efficient, sustainable practices and particularly last-mile delivery processes. 35

- Implementation of appropriate, complementary, reinforcing package of measures rather than isolated solutions

The Integrated Action Plan will be designed to deliver efficiencies and improvements in freight management through influencing organisation in the public and private sector to receive and deliver services, liaising between policy makers, operators and businesses to enable necessary change focussing on the eight Boroughs that make up the Central London sub- region base of the Cross River Partnership.

Referring to methodology of Delivery and Servicing Plans and using good practice experience from effective initiatives in London, but also from Freight TAILS network input the IAP will take the form of a Delivery Service Toolkit, a guideline document cutting across the actors in the sector. The manual format of the IAP will provide a pathway for all organisations (including SMEs) to make changes appropriate to their size, sector and activities i.e. to use innovative solutions for personal delivery, to encourage use of consolidation models where viable, to institute employee assistance programmes to influence deliveries to work premises, through adapted procurement processes etc. The procurement function in businesses (large and SME’s) and in public sector organisations for instance has the influence and power to demand change from actors in the supply chain in the way goods and services are delivered in Central London. Localised projects (e.g. Bond Street DSP and Camden Consolidation Centre) have shown impressive results which need to be rolled out to other organisations to enable city- wide reductions in CO² improved air quality and improved road safety. The London IAP will specify a plan to affect this change process, with two way learning between key stakeholders, stimulation of buy in and breaking down of barriers etc. Incentives and measures will be suggested according to recommendations made in the ULG – ultimately designing a toolkit for organisations and policy makers who are encouraged to influence freight movement change. The opportunity for a bottom-up approach to highlight problems in implementation at organisational level and feeding these into policy decisions will benefit and complement existing top down measures to achieve economic social and environmental benefits.

3.2.7. Composition of Freight TAILS Local Group

Charlotte Knell of Cross River Partnership will coordinate the ULG, to initiate the consultation process, organise and animate group activity. The public/private partnership will organise the URBACT Local Group and facilitate the co-production of IAP.

Key stakeholders identified as participants are:

- Central London–based businesses - Business Improvement Districts - Transport for London - Central London Boroughs (Westminster, City of London, Camden, Islington, Kensington & Chelsea, Lambeth, Lewisham, and Southwark) - West End Partnership - Logistics Operators

There are existing groups which gather some of these key stakeholders already. CRP propose a Freight Steering Group to guide the ULG through existing work undertaken in London drawing input from the following agencies:

- Central London Freight Quality Partnership (Boroughs, Business, Logistics Operators, West End Partnership, Small Business Association, TfL, Noise Abatement Society, National Health Service, CRP) - Central London Sub-Region Transport Partnership - Cross River Partnership Board - Inner London BIDS group

The ULG will start by defining what success looks like and recognising differences and similarities in the opinions of different stakeholders/ULG members – common language, vision and process.

3.2.8. Managing Authority and Operational Programme

In England the Managing Authorities for EU ERDF/ESF funding programmes are:

Department for Communities and Local Government (DCLG) – ERDF

Department for Work and Pensions (DWP) – ESF

The relevant Operational Programme articles interesting for Freight TAILS include:

Priority axis – Investment Priority – Specific Objective 1-1-2

1 Promoting Integrated Sustainable Urban Development

1.1. Disseminating good practice and expertise and capitalising on the results of the exchange of experience in relation to sustainable urban development, including urban- rural linkages 1.1.2. To improve the design of sustainable urban strategies and action plans in cities

3.2.9. City coordination Team and Contact Person(s)

Charlotte Knell, Cross River Partnership [email protected]

3.3. Brussels – Capital Region

3.3.1. City Biography

The Brussels – Capital Region was established in 1990, incorporating 19 municipalities in a new governance model, and covering some 161km²- with the City of Brussels at its very heart. Today the Region’s economy is predominantly service oriented, with a diversified business, financial and educational service base. Around 50% of jobs in Brussels are taken by people living in Flanders and Wallonia and commuters contribute added value to raise GDP per capita to around twice the Belgian level. This artificial calculation is offset by a number of unfavourable social indicators including a particularly high unemployment rate which in turn is more than double the Belgian average.

Territorially the Brussels - Capital Region occupies a very central position in the country, but also in the wider regional context. This is one of the reasons why Brussels ultimately emerged as the dominant city in the area which would eventually become Belgium, benefiting from the economic advantages linked to its geographical situation and so eclipsing the historical trading supremacy of Bruges and Antwerp, resisting the industrial era ascendancy of Ghent, Liège, Charleroi etc. This centrality and accessibility - between Paris (Lille), Antwerp, the Randstad, London and Luxembourg, the Ruhr area, was reinforced by post-war investment in communication infrastructure especially the Belgian highway network. It has steadily exerted a force of attraction for the location of industrial and business activities, the establishment of multi-national and agency headquarters, NATO for instance, and of course the institutions of the European Union. At the same time however the combination of centrality and accessibility have led in recent years to saturation of both road networks and peak hour passenger rail services. The densely populated functional area is characterised by a high concentration of economic activity and extends beyond the administrative boundaries of the City Region, particularly in the direction of the airport to the east. A high proportion of (freight) traffic passing through Belgium, north-south and east-west, must negotiate the Brussels motorway ring which means that this infrastructure is operating close to limit capacity over the whole day, and this situation is particularly acute on the north-eastern/eastern segment .

3.3.2. Location

3.3.3. Key Facts and Figures

Population: Area: Population Density:

1,175,173 (2014) 161.38 km² 7,282 inhabitants / km²

GDP per capita: € 61,050 Unemployment: 18.5%

Key Economic Sectors: Tertiary offices (29.6 of establishments, 48.6% of jobs, 6.8% of freight journeys); Small retail (28% of establishments, 17.9% of jobs, 31.6% of freight Journeys); Craft-services

(24.7% of establishments, 12.7% of jobs, 17.2% of freight journeys).

8% of vehicles entering the city every day are vans and 6% are HGVs

The number of businesses and small retail units in the Freight TAILS focus area are 103,921 and 30,436 respectively (2011)

3.3.4. Transport and Mobility Context

In 2014 a ranking from Inrix a traffic data organisation again placed Brussels and Antwerp as the two most congested cities in Europe and North America. Estimates suggest that drivers in Brussels waste around 85 hours per year through traffic delays and this inevitably has operational consequences for conventional freight transportation systems.

This situation is recognized in the efforts of the Regional authority to develop a more sustainable transport policy but while diagnosis of increasing traffic problems is clear, not all symptoms are generated or can be tackled only at the Regional level. Within the framework of the Regional Development Plan, a first Regional Mobility Plan (IRIS1) was set out in 1998. In 2010 the Brussels Regional Government approved the second (updated) version of this transport policy document, the IRIS2 Strategic Mobility Plan for the Capital Region. This instrument can be considered as a SUMP equivalent based on the aims of sustainably managing mobility in the city, ensuring accessibility while guaranteeing improved quality of life (including a low carbon, low emission future).

Faced with a trend towards growth of both population – it is expected that this will pass the 1,200,000 mark by 2018 - and number of jobs in the Region (40,000 new jobs between 2004 and 2008), levels of congestion in the city, on the main access routes and on the motorway ring are expected to continue to increase dramatically. During the IRIS 1 period the number of road kilometres travelled on the secondary road network increased by 30%, and the rush hour periods have become extended (+/- 2 hours) as commuters look to avoid the former “presumed peak periods” of between 7 and 9 in the morning and 4 to 6 in the evening. Estimates previewed a growth of 6% in rush hour traffic between 2001 and 2015 (where 3 out of 5 journeys are made by private vehicle) which in turn brings more negative consequences in terms of delay, damaging emissions, noise and road safety problems. Taking account of positive evolutions including, a 1 to 4% shift in journeys made by bicycle, a strong increase in use of public transport and growing number of streets and neighbourhoods with 30km per hour regimes the IRIS 2 plan targets the following 9 specific actions - with an ambition to reduce road traffic by 20% with reference to 2001 levels:

- Stimulation of active travel (walking and bicycle) - Improvement of the attraction of public transport - Establishment of a rationalised, specialised and secure road network - Encouragement of rational use of private vehicles - Enforcement of a coordinated and regulated parking system - Consolidation of coherence between urban planning and mobility planning - Better communication and information concerning mobility - Improvement of city logistics and transport of goods - Improvement of governance to confirm IRIS objectives and delivery

The last point reminds us of the expectation that the Regional Mobility Plan provides the statutory framework for Municipal Mobility Plans in a context where there is overlapping competencies. The strategic level has also been translated by Brussels Mobility into a series of detailed thematic action plans which at this point in time include:

 Pedestrian Plan  Cycle Plan  Road Safety Plan  Parking Management Plan  Taxi Plan  Goods Traffic Plan  Accessibility Plan (for people with mobility difficulties)

Brussels Mobility is the administrative unit of the Brussels – Capital Region with responsibility for mobility issues (definition of mobility strategies, projects to develop, renew and maintain roads and public space, public transport infrastructure and taxi licensing).

3.3.5. Urban Freight Transport – City experience

In what has become a very congested city there is general agreement on the importance of reducing traffic levels. The indications of an important growth in population on the other hand will feed the growth in demand for goods transport, which is likely to be intensified also as a result of e-commerce and just-in-time systems. This transport/traffic component is not optimised and this is mainly explained by “occasionality” or individualism of supply chains (businesses have a diverse range of core activities or transporters have a limited number of goods to deliver per round for example). Regional policy makers, Brussels Mobility, have found it difficult to identify and engage with operators and stakeholders in the sector. Equally until 2010 goods traffic in Brussels “which (only) represents 14% of total traffic has not been subject to many studies, nor adequately integrated into transport policies even though it is crucial for the Region’s supplies – businesses, industries, supermarkets, offices, institutions, hospitals, shops, restaurants, universities, and construction sites all depend on the quality of goods traffic to function on a daily basis”.22

In 2013 the Region adopted a Strategic Plan for Goods Traffic in the Brussels-Capital Region. Preparatory study and design of this document was carried out in 2011, it was discussed with stakeholders in 2012 and a Regional Mobility Commission on Freight was set up to accompany the implementation process and now holds several meetings a year. The actions identified in the plan are programmed to 2020 but it is designed to be evaluated on a two yearly basis and adapted if necessary.

Three main themes can be highlighted:

 Optimisation of the flows (through consolidation for instance)  Support for a (freight) modal shift  Making the delivery man’s life easier

22 Strategic Plan for GOODS TRAFFIC in the Brussels – Capital Region 41

The objective is to improve mobility, respecting the freight transport specifications of the IRIS 2 Plan, by ensuring the city is well supplied but that delivery operations are organised to have a minimum impact on traffic congestion, to reduce air and noise pollution and increase road safety.

In order to increase understanding and inform decision making in this policy area the Region commissioned a detailed study (published in 2015) in its series of “folders” targeting mobility topics “Transport of goods and logistics in Brussels: state of play and perspectives. This document provides a valuable evidence base analysis of challenges and possible solutions in the short to medium and long term.

3.3.6. Challenges and expectations – Integrated Action Plan

Thanks to the adoption of the Strategic Plan for Goods Transport awareness around this issue has been raised and much experience gained, but a lot of work has still to be done. In terms of last mile logistics for instance Brussels Mobility has supported (financial, communication and network support) the launch of a privately funded Urban Consolidation Centre on the eastern outskirts of the city in a logistics zone between canal and rail track (LaMiLo project). Night deliveries have been tested with two supermarket brands (Straightsol project), indicating that the (too restrictive) legal framework should now be adapted to facilitate this possibility. An analysis of freight flows has been carried out through use of a software application (FRETURB) to map movements - and an inventory of the logistics real estate has also been carried out. Also new pilot projects of Delivery and Servicing Plans should soon be implemented within SMEs to address other types of stakeholders/companies, in addition to two projects initiated in 2014 (bank and university) to improve the methodology and offer a comprehensive solution for the tertiary sector.

A road charging scheme for lorries is programmed to start in April 2016 which will potentially mean that freight travel (not vans however) on all roads in Brussels will be subject to a fee depending on the size and the pollution level of the truck. This is a national initiative (to be operated in the Flemish and Walloon Regions also), but with a specific translation in the Brussels Capital City context.

In the light of these developments, better communication with the private sector involved in logistics and in the geographical area - retailers as well as transporters and other enterprises - is still regarded as a major challenge. A Regional Committee on Freight Mobility has been set up (already meeting regularly) to establish a consultation/cooperation platform to bring key stakeholders into the policy making process and this incentive to participation is considered a key factor in determining and initiating effective projects and actions which can benefit both economic and socio/environmental interests.

In terms of the Freight TAILS project a number of issues are high on the Brussels – Capital Region agenda:

- The 2015 study on Transport of Goods maps the variable logistic zoning which determines distribution patterns in the city. This highlights the need to identify and engage with stakeholders in parallel with any introduction of steering measures or regulation.

- The opportunities presented by procurement measures have not yet been fully explored in the Brussels context and the understanding of private sector business models is seen as critical in terms of influencing behaviour change. - Spatial and land-use planning is perhaps the most traditional instrument available to manage the freight distribution dynamic. In Brussels development pressure (housing, offices...) represents a risk in terms of potential to reduce land available for logistics purposes and here also the city is conscious that it is important to monitor and where necessary protect facilities/zones in order to ensure that distribution can be optimised. This also impacts on employment in the sector. - Harmonisation of measures within the complexity of the Federal and Regional governance construction. - Area-based opportunities present tangible options to transform distribution systems and engage concretely with local stakeholders and operators

It is likely that the Integrated Action Plan for Brussels will focus on the newly approved (decision of the City of Brussels) expansion of the pedestrian area in the very centre of the city. This extension has been accompanied by a new (Municipal) circulation plan, which has been subject of intense debate and together this will result in important refurbishment works in the area of the central boulevards (from 2016 to 2018). While it is too late to influence the infrastructure (the planning permit has been granted recently), there is a need to discuss the rules governing the area as well as the way shops are delivered at the moment, especially in the context of an important spatial transformation and the accompanying construction works this will entail (number, location and timeframe of the loading areas, access for deliveries, access depending on the kind of vehicles, use of a UCC etc.). Refurbishment works will be a significant constraint for local companies but it also presents a unique opportunity to encourage/force them to rethink their logistics organisation. The Integrated Action Plan can then result in an adaptation of local rules as well as of delivery habits. The extension of the pedestrian area also emphasises the need for a renewal of local retail in this area, which is now at a turning point in terms of its commercial identity. The integrated Action Plan could thus also be a way to help shopkeepers to tackle this last mile issue, while revitalising their activity with a new public image.

The intention is that Brussels Mobility will launch an “espace de livraison de proximité”, a kind of micro consolidation centre close to the refurbishment area dedicated only to deliveries for the traffic free area. Normally this hub will be managed by a private company and partly financed by the Region depending on the intensity of activity achieved.

Based on an evaluation of the situation to better understand the needs of local companies regarding logistics Brussels Mobility can engage the URBACT Local Group to meet, discuss and validate the diagnostic and design potential changes/new practices using a similar methodology applied for the production of the Strategic Plan for Goods Transport in Brussels. The Integrated Action Plan will be elaborated with the perspective of tackling both the temporary situation - during the (spatial – street) refurbishment work as well as the definitive organisation of access and distribution.

3.3.7. Composition of Freight Tails Local Group

The coordinator of the ULG will be the unit in charge of freight transport within Brussels Mobility. This unit is responsible for the implementation of the Strategic Plan for Goods Transport in Brussels and also manages the activities of the Regional Committee on Freight Mobility. Through experience in former projects and many years of activity, this unit has good connections with a broad range of stakeholders.

The Regional Mobility Committee on Freight will be at the basis of the ULG which can be established as a spin-off or sub-group of this consultative body (meetings usually involve +/- 50 participants) which meets several times a year to debate new policies, current situation, future or existing projects etc. in order to gather opinion from a broad range of stakeholders. These stakeholders represent the public sector (several administrations in charge of mobility, environment, urban planning, public transport, waterways …), the academic sector and the private sector (shippers, transporters and receivers, directly or through federations, retailers...) and political representation.

In this respect the composition of the Freight TAILS ULG in Brussels will be composed of:

- City of Brussels – Department Mobility - City Of Brussels – Department Commerce - Retailers and other local enterprises - Transport Operators - Local NGOs i.e. BRAL (citizens action Brussels) - Atrium, the Regional agency in charge of commerce

The City of Brussels will be fully involved (administration and Municipal Council), thanks to the support of the Mayor and Alderwoman responsible for Commerce. The ULG will also rely on the city’s Consultative Council which gathers representatives of associations of shopkeepers, administration in charge of commerce and planning, plus a broad range of experts and federations such as COMEOS (federation of commerce and services), BECI, UCM, UNIZO (chambers of commerce and industry, organisations supporting enterprises and SMEs).

3.3.8. Managing Authority and Operational Programme

The Brussels – Capital Region ERDF Unit is the Managing Authority and is also the INTERREG contact point and worked as First Level Controller for BM activity in the LaMiLo project.

The Operational Programme (OP) of the 2014-2020 ERDF Programme in the Brussels Capital-Region aims to strengthen the Region’s economic, social and territorial cohesion. This programme is part of EU cohesion policy, “Europe 2020” which is an important reference point underpinning the scope of regional strategic plans such as the Regional Sustainable Development Plan (RSDP), the New Deal, the Employment-Environment Alliance and the Regional Plan for Innovation.

The programme has 4 Priority Areas:

Priority 1: Increase research and improve the transfer and promotion of innovation

Priority 2: Strengthen entrepreneurship and improve the development of SMEs in promising industries

Priority 3: Support the development of a circular economy through the rational use of resources in promising industries

Priority 4: Improve the quality of life for deprived neighbourhoods and populations

However within the ERDF Operational programme the whole budget has already been allocated.

Brussels Mobility was part of the SUGAR project, an Interreg IVC project, aimed at generating exchange, discussions and transfer of best practices between a successful city and a less advanced one. This project helped to design the Strategic Goods Transport Plan by giving examples of potential solutions but also by highlighting key factors. The Region has also actively participated in the STRAIGHTSOL and LaMiLo projects.

3.3.9. City coordination Team and Contact Person(s)

Marianne Thys, Head of Unit “Goods Transport” - Brussels Mobility [email protected] +32 2 204 20 07

Christophe De Voghel, Project Manager “Goods Transport” - Brussels Mobility [email protected] +32 2 204 21 09

Charlotte De Broux, “Goods Transport” Unit - Brussels Mobility [email protected] +32 2 204 10 08

3.4. Gdynia

3.4.1. City Biography

Gdynia is a unique place in many respects but certainly in the context of the Freight TAILS network. Situated on the Baltic coast in the eastern part of the Pomeranian Vovoideship, the origins of this young city were inextricably linked to issues of freight transportation. In an effort to gain more control over sea transport during the Polish-Soviet war (2019-2020) - to bypass the obstacle of free port status accorded to the city of Gdansk - the Polish government initiated the construction of a new port close to the fishing village previously known as Gdingen. This settlement was located at that time in territory of West Prussia and was incorporated in the “new” Republic of Poland in 1920. Work to build the seaport commenced in 1921 and in 1925 a committee was established to oversee the planning and development of the adjoining “new town” of Gdynia. City rights were granted in 1926 and the Freight TAILS Lead partner/Lead Expert visit coincided with the celebration of 90 years of existence on the 10th of February 2016. By 1939 the city had already reached a population level of 120,000 and after a chequered recent history it is now home to approaching 250,000 inhabitants and covers an area of 135 km². Because of its period of origin the central area is characterised by many buildings with a valuable architectural heritage designed in the functionalist and modernist styles.

Gdynia is a unitary authority (with 22 districts) but today it also forms part of the Tri City cooperation structure which unites Gdynia, the city of Gdansk, the resort town of Sopot, (and a number of suburban municipalities) in a metropolitan area with a population of more than a 1.2 million people. The city is home to 8 universities and higher education institutes and many students from the city also study in Gdansk. Key economic sectors are represented by the wholesale/retail sector, industrial processing and science/research activities with an ongoing maritime industry and this generates considerable home work journeys within the special Tri- City employment structure.

The port function remains highly important with cargo handled through the port amounting to 18.2 million tonnes in 2015 (coal/coke – rail transport, grain, bulk and general cargo), including the passage of almost 695,000 containers. This type of transport is facilitated by the presence of 2 modern container terminals, and today cruise ships are an important feature of the summer landscape, while regular ferry services operate linking the city to Karlskrona in Sweden and Helsinki in Finland.

3.4.2. Location

3.4.3. Key Facts and Figures

Population: Area: Population Density:

247,820 (2014) 131.15 km² 1,834 inhabitants / km²

GDP per capita: TRI CITY area €14,920.80 (2012) Unemployment: 5.0%

Key Economic Sectors: Port; Transport and logistics, Business and services, Commerce

2985 vans and 4101 trucks enter the city centre of Gdynia every day

The total number of retail units in Gdynia is 8,109, in the Freight TAILS focus area 1,279

3.4.4. Transport and Mobility Context

The city is well served by rail particularly the Fast Urban Railway operating in the Tri City area, with a major upgrading in progress on the Warsaw-Gdansk-Gdynia route. It is also well linked to the E28 bypass express route which runs north-south inland of the Tri-City conurbation distributing traffic to the 3 urban areas and making connection with Warsaw to the south east (450km) and Poznan (330km) - Berlin (480km) to the south west. The Gdansk Lech Walesa Airport also to the south west is equally accessible by this route and only 25 kilometres away and is equally served by a modern rail connection. Public transport within Gdynia is primarily organised by bus, and ongoing policy to retain a legacy of trolley bus systems as a “clean” transport solution.

In the existing context the main problems related to transportation are apparent as traffic (of which freight is a significant component) seeks to enter and stay in the central area or transit the fringe of this zone, particularly but not exclusively in relation to port access. A major programme of central area mixed-redevelopment (densification) in the former industrial sites between station and port to create a new city district, will put extra demands on the question of establishing a coherent and sustainable mobility pattern for the inner city. In order to manage this situation the city has developed a Sustainable Urban Mobility Action Plan for the term of 2015 – 2018 within which goal No.4 gives a clear indication of intentions with respect to freight distribution – “Effective Freight Transport in the City”. The SUMP is not yet formally approved by the City Council, but this goal is already acting as a framework for action involving city logistics (heavy goods and deliveries) with key objectives to:

- Increase accessibility for port transport: development of road infrastructure to service the port area while reducing pressure on the urban road system; development of rail infrastructure to service the port; development of parking infrastructure integrated with the TRISTAR ITS traffic management system

- Establish an effective and sustainable system of distribution for the city centre: develop partnerships for sustainable urban freight (city logistics); organisation of delivery system in the city centre; regulation of access in selected areas

- Apply innovative technologies and solutions: use of ITS and ICT to manage and monitor freight distribution, and optimise delivery; implementation of low emission vehicle policy for urban freight transportation

The city of Gdynia has developed a highly sophisticated traffic management and monitoring system based on the TRISTAR ITS system, which allows real-time (camera) supervision of all transport intersections in the city, linked to direct intervention and modelling scenarios. Controlled by a nerve centre in the city Transport Department this is a valuable tool which is still to reach full potential (i.e. in relation to freight movements), but is already proving its worth in understanding and adjusting traffic circulation patterns.

Once the SUMP is formally approved by the City Council (expected in the first quarter of 2016) the Action Plan will have a legally binding status and urban freight will formally have a higher political priority.

3.4.5. Urban Freight Transport – City experience

Urban freight is considered in Gdynia as a multi-faceted issue which requires a cross-sectoral approach. The capacity to understand movement of goods as a part of everyday business activity is essential, leading to increased awareness of involved staff and stakeholders. Good examples of public and private sector cooperation will be crucial to ensure that responses to the project's policy challenges build on a step-by step approach, starting from basic actions.

Until now policy on freight transport in the city has mainly been directed at issues concerning the routing of Heavy Goods Vehicles related to Gdynia's sea port activities. Urban freight logistics is becoming better understood and recognised (also politically) as a theme which requires attention in a much wider perspective. It can be said that although the City does have other priorities, this topic is “climbing the ladder” - and it is rather the case of not previously having the means and tools (in terms of time, human capacity and funds) to address this issue, as opposed to a lack of will to intervene in this aspect. Freight TAILS provides therefore a focussed opportunity to study and explore options and solutions.

Obvious continuation/intensification of port and other key economic activities linked to a city growth scenario and major redevelopment programme, provide more than enough justification to address the freight distribution issue as a point of urgency with a view to improving quality of life for people living in, working and visiting Gdynia. In order to move this forward however it is considered essential to generate awareness and engage with the key stakeholders involved – also to build capacity and critical mass (incl. data base). The public-private dialogue is recognised as crucial in achieving structural behaviour change and so the focus of the city in the first instance is to pilot and introduce highly visible actions around which debate and real progress can be organised. The traffic management TRISTAR system will also be rolled out to include monitoring and evaluation of freight movements within the traffic system and adaptation of the public space network. At the moment there is only one sensor point in the system which can give information on freight vehicles (primarily weight and vehicle length data) but even this relatively minimal information already provides an interesting basis for reflection and future scenario building.

3.4.6. Challenges and expectations – Integrated Action Plan

As already stated Gdynia has been, and continues to be, confronted by the problems associated with freight transport, particularly heavy goods vehicles transiting parts of the urban concentration to access the port area on the northern coast of the city. This creates the usual and expected grave consequences in congestion and environmental terms, along the affected routes and surrounding neighbourhoods. Part of this problem can be solved by conventional traffic management measures but in order to arrive at a structural long term and sustainable solution it is clear there are a number of challenges to be overcome, in terms of understanding flows, needs and motivation of stakeholders, data collection etc. In a sense 49

these also exemplify the difficulties encountered when attempting to introduce an effective – operationally efficient but environmentally responsible – urban freight management strategy In Gdynia .

 Insufficient and no systematic co-operation between urban freight stakeholders and city authorities regarding problems and potential solutions of urban freight. A consultation platform to engage the public and private sector is missing resulting in insufficient communication on this subject – need to establish the ground for a working partnership between public and private sector, and business interests.  Freight stakeholders, both private and public are unlikely, reluctant simply to follow good examples from other cities, partly this may be the result of lack of transferable guidelines and easy to follow action plans in the current context of Gdynia experience.  Unexplored potential to introduce low-investment measures due to lack of information on freight stakeholders’ needs.  Inadequate information and data on freight movements and demands to support policy development and decision making – to help determine and analyse technical, financial and commercial obstacles related to integrated freight management at local level.  No dedicated unloading zones in the city centre or consolidation solutions. Competition for road space and parking between private vehicles (commuters, consumers...) contribute to congestion (delays and added journey length), intrusion into the public space and raise emission levels throughout the day.  Need for capacity building on the topic of urban logistics, and exchange of experiences.  Insufficient experience necessary to plan effective regulatory (and enforcement) actions.  Major impact of imminent large scale brownfield redevelopment project on the edge of the city centre (between railway station and port) which will add significant construction and waste freight movements to the transport mix in an already pressurised and mobility sensitive area.

As this is a relatively new policy area for the city the option as regards the Integrated Action Plan is to use this to pilot activity to organise distribution and servicing of the area-based central retail and HoReCa sector. The plan will build on proposals for intervention (in particular 2 specific strategic action points) identified in the CIVITAS DYN@MO Plan perspective 2016- 2018, focussing on a target area surrounding Gdynia’s Market Hall, and main retail streets- Starowiejska St. and Świętojańska St.:

4.2.1. Establish regular co-operation between stakeholders involved in functioning of cities delivery system. Appointing a formal/informal consulting body. Its goal would be identifying needs of involved stakeholders, knowledge exchange, elaboration and verification of possible solutions.

4.2.2. Identification of goods delivery characteristics (for chosen area of City Centre): daily number of deliveries, duration, points of delivery, type of vehicle, existing barriers and challenges (i.e. unloading from areas with prohibited parking, impediment to pedestrian traffic etc. ). The goal is to gain information necessary to plan certain types of actions, i.e. regulatory actions, stimulation of introduction of low investment solutions, efficient road space allocation, retiming deliveries. Development of a general pattern of

demand for deliveries in relation to type of service provided, that could be used in future work extension to address freight access planning.

This reorganisation of urban freight transport activity in the central commercial area will be integrated in a comprehensive redesign of public space and traffic circulation (including facilitation of busy public transport flows), particularly In the main shopping street linking the station to the centre where pedestrianisation proposals are already meeting resistance from shopkeepers. On the other hand this street has become more or less dysfunctional as a retail artery because of traffic congestion and extreme occupation of space by parked vehicles. So access management, regulation (and enforcement), encouragement and incentivisation, pedestrian solutions, data gathering participation and communication will all need to be addressed in a sustainable and integrated approach.

3.4.7. Composition of Freight Tails Local Group

Members of the URBACT Local Group will be appointed by the Directors of each organization (department) and in case of Municipal units formally approved by the City Mayor. It is planned for them to hold a meeting once a month and practical work and research on site (in the City Centre). The aim is to use the network impulse to build a strong base for cooperation between local stakeholders, actively involving key actors by tackling very concrete issues, combining knowledge and know how gained through the transnational network activities with local research and action.

Daniel Kaszubowski will coordinate the ULG in Gdynia. He is assistant professor working in Gdansk University of Technology and running a course dedicated to city logistics as well as responsibility for project evaluation in the 7th Framework Programme project CIVITAS DYN@MO. He holds the position of Local Evaluation Manager for Polish project partners. His current research activities concern mainly urban freight management and its role within city transport policy-making and planning. Recent conference speeches and submitted papers include recommendations for urban freight policy development for Gdynia presented at the 9th International Conference on City Logistics in June 2015 and possibilities for implementation of ITS/ICT in urban freight planning, presented at the Logistics and Freight Transport Workshop of the NECTAR Cluster in April 2015. A forthcoming paper for the Green Cities conference of the EU funded GRASS Project will confirm the potential of a Weight and Motion system to manage freight traffic based on a pilot implementation as part of the Dynamo Project.

Stakeholder resistance to change? Gdynia

With a focus on inner city distribution patterns the composition of the Gdynia ULG will include:

 Expert from Gdańsk University of Technology in field of urban freight and logistics, Ph. D. Daniel Kaszubowski, who would also be the ULSG coordinator.  Stowarzyszenie Kupców Gdyńskiej Hali Targowej (Association of Merchants of Gdynia Market Hall),  Nowe Śródmieście (Association of Merchants of Świętojańska street  Gdynia 2026 (Partner Programme of Merchants of Gdynia City Centre),  Starowiejska Association (Association of Merchants and Residents of Starowiejska street),  Road and Green areas Management,  City Authority Department of Architecture,  City Authority Landscape and Green Space,  City Authority Spatial Planning Office,  City Council representative,  Council of City Centre District (Rada Dzielnicy Gdynia Śródmieście)

As the topic as such has not been addressed in Gdynia yet, especially through stakeholder cooperation, the above mentioned ULG will be set up as a new group (initiated for Freight TAILS, but with plans to continue after the duration of the project).

The Freight TAILS initiative is strongly supported by the Deputy Mayor of Gdynia, Mr. Marek Stepa, responsible for City Development Issues.

3.4.8. Managing Authority and Operational Programme

The Pomeranian Marshalls Office is the relevant authority determining and administering the Operational Programmes with impact for Gdynia and the Freight TAILS topic.

Priorities included in these with relevance for the proposed URBACT activity include:

 TA - Technical Assistance  TO6 – Environment and resource efficiency  TO7 – Transport and energy networks  TO10 – Education and training  TO11 – Better public administration

With broadly the same management team Gdynia participate in the URBACT II Enter-Hub project developing integrated multi-functional solutions for the sustainable development of high-speed railway station areas. In this project a representative of the Pomeranian Marshall’s Office was assigned to assist in Gdynia’s Local Support Group and this positive cooperative participation will also be repeated in Freight TAILS.

3.4.9. City coordination Team and Contact Person(s)

Alicja Pawlowska, City of Gdynia – Road and Green Areas Management [email protected] +48 58 764 40 02 Piotr Majewski, City of Gdynia – Road and Green Areas Management [email protected] +48 58 764 40 03

3.5. La Rochelle

3.5.1. City Biography

La Rochelle has long been one of the principal maritime cities on the French Atlantic coast, situated between Nantes and Bordeaux its port entrance was protected historically and is sheltered today by the presence of the islands of Ré, Aix and Oléron. From its 10th century origins as a small settlement on a rocky outcrop surrounded by marshland, free port status and salt production granted the city a prominent position in maritime trade. Its west coast location meant considerable saving in sailing time and culminated in the 17th and early 18th centuries in a prosperous period of triangular commerce (slaves, sugar, furs…) between Africa, the Americas (Caribbean, Canada) and Europe. This dominant trading position could not be maintained through the French revolution, Napoleonic wars and industrial revolution but still La Rochelle and its surrounding municipalities form the primary economic and employment pole of the French department of Charente-Maritime. The modern commercial port to the north of the city is the sixth most important in France today (in 2015 9.8 million tonnes of goods passed through the port).

The city of La Rochelle has a population of around 75,000, which is now the principal urban concentration at the core of a political and administrative entity created in 2000 and extended in 2014 to include an additional 10 municipalities – the La Rochelle Urban Community (Communauté d’Agglomération de La Rochelle). Today this grouping of 28 municipalities covers a territorial area of 327km² with an Atlantic coastline of some 70km.

During the 15 years prior to extension, the population of the agglomeration had grown by 21,000, and with the new territorial boundaries this has now reached a figure of 164,332 inhabitants. It is evident that the city of La Rochelle is a driving force in this cooperative Urban Community structure, its historic streets, arcades, and yachting harbour helping to attract four million visitors per year to the area. So the hotel, restaurant and café business is significant, also in terms of generating urban freight movements. However the contemporary economic base is much broader than that represented by the tourist sector, and is fed by the interaction between the core city and its more rural hinterland. The commercial port generates employment for some 5,500 people and the agri-food processing sector is a prominent feature of both production and export. The traditionally strong nautical and tourism industries pretty well withstood the recent crisis years and moreover there is diversification into new sectors such as eco-activities, IT and research linked to the presence of the University of La Rochelle (engineering and environmental sciences for example). The city accommodates around 12,000 students. One of the major rail technology companies in Europe, Allstom has an important production and experimentation base on the outskirts of the city. Some 10,200 businesses contribute to providing 75,500 jobs in the Urban Community, although unemployment remains relatively high at 10.6% (2015).

3.5.2. Location

3.5.3. Key Facts and Figures

Population: Area: Population Density:

Urban Community: 164,332 (2013) 327.00 km² 489.90 inhabitants / km² City of La Rochelle: 74,344 28.43 KM³ 2,614.98 inhabitants / km² GDP per capita: nda Unemployment: 10.6% Key Economic Sectors: Nautical industry; Agri-food processing; Tourism; IT; Eco-activities

La Rochelle created a pedestrian central area in 1973 and has already 15 years experience in operating a consolidation centre based on “last mile” logistics with electric vehicles

There are 13,206 businesses located in the city of La Rochelle

3.5.4. Transport and Mobility Context

Since the seventies La Rochelle has been a city which has pioneered a sustainable approach to urban and rural development particularly targeting intervention in transportation patterns. It was one of the first places in France to introduce pedestrian precincts, free bicycle use (1976 - yellow bikes) and segregation of household waste disposal for treatment and recycling. In the 90s spurred by doubling of car traffic and increasing congestion on major roads (including the ring road known locally as the Rocade) this translated into an innovative and integrated transportation management structure.

The agglomeration adopted its first “projet d’agglomeration” (Project for the Agglomeration), a strategic vision for the territory in 2003 - which brought a coherence to the various initiatives already driving the sustainable approach – and which included the following objectives, the last particularly confirming its commitment to achieving integrated and sustainable mobility management:

- To continue the economic development dynamic - To ensure access to education and training - To initiate public action in respect of the property market and intensification of social housing construction - To foster and integrate social and territorial cohesion - To manage urban development and the environment and promote sustainable mobility

Yélo was already established as a brand for continuing investment in sustainable mobility policy, driving the introduction of a range of concrete initiatives: encouraging soft modes, electric delivery and fleet vehicles; electric - car sharing; improved public transport, park and ride, dedicated bus lanes, smart ticketing, electric shuttles (electro solar boats); 2nd generation bike sharing 2008; etc. Today this ongoing search for new and effective transport solutions is reflected in the testing of automated transport systems under the umbrella of the EU CityMobil2 project and the decision in the summer of 2015 to completely exclude car traffic from the Old Port area at the heart of the city. A coherent strategic approach and pilot actions have provided inspiration and models for many other cities across Europe. Participation in European sustainable mobility programmes and projects (e.g. Civitas, INTERREG, FP7) has helped to establish experimentation and innovation as key inputs to policy-making and transport planning processes.

The territorial configuration and policy of the Urban Community, where the urban area (30%) is strongly determined by the city of La Rochelle and 4 adjoining municipalities (71% of total population), generally favours the use of sustainable transport modes. The heart of the city has a scale which is eminently adapted for walking, while coastal topography and urban rural structure favours journeys by bicycle, and together with public transport, this is reflected in a positive 40% share of modal split. Nevertheless use of the private car is still good for 6 out of 10 - or 300,000 daily journeys made and so remains the dominant transport mode.

In its Sustainable Urban Mobility Plan 2012-2021, the Agglomeration broadly seeks to advance its sustainable transportation perspective, highlighting objectives to improve air quality and reduce impacts of climate change. The result of a participative formulation process the plan identifies 59 key actions to be addressed under 8 priority targets, where it can be noted there is no single target dedicated to the question of urban freight transport:

 To improve the articulation between urban development and mobility  To optimise public transport by facilitating multi- and inter modality  To construct a traffic calm urban area  To encourage use of alternative transport modes  To change behaviour  To manage mobility linked to tourism and major events  To ensure that the Urban Community continues to operate as a leading laboratory of innovation in the field of transportation and mobility  To ensure continuous monitoring of SUMP activity

3.5.5. Urban Freight Transport – City experience

City Logistics had already been a focus in the previous Urban Mobility Plan period (pdu 2000- 2011 and yet the Urban Community was developing considerable expertise and opportunity for intervention in this area, through policy development to favour clean vehicles, in setting access patterns for the commercial port, and through introduction of pedestrian areas with accompanying regulation. Specifically La Rochelle has been at the forefront of urban goods deliveries using electric vehicles.

Tested in its participation in the ELCIDIS (ELectric CIty DIstribution System1998- 2002) EU project, the Agglomeration has been implementing a last mile urban freight delivery service using electric vans and trucks for more than 15 years, based on receiving conventional HGVs and transferring to electric vehicles to make the last mile delivery. Initially operation was organised through technical services of the local authority, occupying an inner-periphery goods transfer facility close to the historic harbour and central area. Since 2006 the distribution service and consolidation centre has been operated by Proxiway a subsidiary of the private public transport company Veolia (in the framework of a delegated management of public services – PPP – for the period 2006 – 2018). The action has been accompanied from inception by the adoption of a local decree restricting the access of trucks over 3.5 tonnes to between 6.00 and 7.30 am in the central urban area of La Rochelle.

The current SUMP re-visits the utility of the ELCIDIS/Proxiway operation as popular with transporters and shopkeepers/end-customers. The initiative is reported as bringing benefits in terms of quality of life and potential impact on reducing emission levels in the city which merits being rolled out – but there are questions regarding the business model which still need to be resolved. There is also consideration of improved rail connection to the commercial port.

Under the axis of Constructing a traffic calm urban area 4 actions are identified to address the operational and environmental improvement of the Urban Freight Transport system:

- Awareness raising among logistics stakeholders regarding the necessity to respect regulation governing delivery of goods in the La Rochelle central area - Stimulation of urban freight services using clean vehicles - Study and elaboration of a Sustainable Urban Logistics Plan (SULP) – targeting city logistics and heavy goods movements - Continuation of experimentation and piloting of innovative solutions designed to support clean, efficient urban logistics operation

The inclusion of these actions in the 2012-2021 programme is significant, confirming the need for the Agglomeration to address this component of urban mobility. These actions do not in themselves represent a comprehensive strategy for the sector and this is recognised in the directive of action 3 inciting the production of a Sustainable Urban Logistics Plan, a policy document which does not yet exist in city or Urban Community instrumentation.

3.5.6. Challenges and expectations – Integrated Action Plan

While La Rochelle has been extremely (pro-)active in implementing its general mobility policy until now there has not been a document which sets out a global and coherent policy covering the subject of logistics or for that matter urban logistics. This is considered especially necessary when looking at the focus area of the City of La Rochelle, comprising different neighbourhoods even commercial areas with different characteristics and therefore demands in terms of supply and distribution. In line with policy evolution, the ambition is to achieve clean urban freight transport.

In terms of the Freight TAILS project a number of topics strongly concern the Urban Community:

- Regulation and enforcement, the relationship between encouragement/stimulation and level of regulation/restriction, as well as harmonisation of regulation are highly topical aspects particularly in the urban core area where often delivery, loading and unloading prescriptions are not respected. Procurement is seen here as a potential part of the toolkit available to address this challenge. - Consolidation – the pros and cons of this option are extremely relevant for La Rochelle where ambition is to develop and extend this operational solution. This requires consideration of important constraining factors identified through experience in the ELCIDIS/Proxiway initiative, namely: the fragility of the private sector business model as public sector support is incrementally reduced; lack of suitable E-vehicle offer; acute problems in terms of vehicle maintenance. - Clean vehicles – despite initiatives and leading by example with local authority fleets this remains a key focus for La Rochelle. - Pedestrian areas and access management – this is closely linked to the experience and reactions to the closure to traffic of the Old Port area of the city (2015), a concrete statement introduced to highlight the policy orientation of the current political coalition, significantly increasing the existing pedestrian priority zone. 57

- Organisation of freight transport associated with Port activity (construction materials, bulk cereals and agricultural products, wood, containers...) to counter congestion and negative impacts of HGVs, including passage of “exceptional transport”.

Attention to one or more of these topics could provide the focus for an Integrated Action Plan for the Urban Community of La Rochelle. It is however concluded that there is a need for coherence between local actors – a shared sustainable urban logistics plan does not exist. Currently there is no framework for exchange between the local authority and local stakeholders in the logistics chain and this is complicated by competences shared between the municipal authority the city of La Rochelle and the La Rochelle Urban Community. The Freight TAILS opportunity and establishment of Local Stakeholder Group strongly supports focus on establishing an urban freight transport plan to fill the gap in instrumentation available to manage the sector – a Sustainable Urban Logistics Plan as vehicle for coherence of strategy and operational practice, activating new relationships with stakeholders in order to define economic, social and environmental benefits while ultimately eliminating negative impacts of delivery and distribution activities.

3.5.7. Composition of Freight Tails Local Group

The URBACT Local Group in La Rochelle will draw on an established cooperation structure between officials and departments of the relevant Local Authorities, the Engineering School and Proxiway (operators of the ELCIDIS Urban Consolidation Centre). Obviously it is essential to have representation from La Rochelle Urban Community and the City of La Rochelle, where there is sometimes an overlapping of competencies and certainly an essential complementarity in terms of managing transport, mobility, access and parking, public space etc. However as there is no dedicated platform in place for exchange and discussion on the specific issues of urban freight transport, the Freight TAILS group will in effect constitute a new forum, building on the participative tradition of the Urban Community (Agenda 21 initiatives) to involve key stakeholders in the sector (retail, HoReCa, carrier, logistics operator representatives...) and civic society.

Stéphanie Nair, project manager with the Urban Community Mobility and Transport Department will act as coordinator of the ULG, to initiate the consultation process, organise and animate group activity.

The Freight TAILS initiative in La Rochelle is strongly supported by the Urban Community Vice President with responsibility for Mobility and Transport, Mrs. Brigitte Desveaux.

ULG Composition

- La Rochelle Urban Community: Transport Department - La Rochelle Urban Community: Department of European Affairs - La Rochelle City Authority: Parking Division - La Rochelle City Authority: Municipal Police - La Rochelle City Authority: Roads Department - La Rochelle Engineering School (EIGSI) Department of Smart Mobility - Proxiway ELCIDIS UCC operator - Commerce/Retail Representatives 58

- Carriers Representatives/association - Civic Society: District Associations

3.5.8. Managing Authority and Operational Programme

The Region Poitou Charente represents the relevant Managing Authority for La Rochelle in respect of EU ERDF/ESF support. The Operational Programme established by the Region for 2014-2020 previews, under AXIS 4 - Effective energy and sustainable mobility policy, a budget of 80.6 million euro via ERDF to “Support transition towards a low carbon emission economy across all sectors and based on innovation”. The Priority 4.e offers a budget line of 18.6 million euro dedicated to “Sustainable Urban Mobility” actions where Freight TAILS focus can therefore present a possible link to funding.

3.5.9. City coordination Team and Contact Person(s)

Matthieu Graindorge – EU Project Manager, La Rochelle Urban Community [email protected] Stéphanie Nair – Project Manager, La Rochelle Urban Community Nathalie Debord – EU Project Officer, La Rochelle Urban Community

3.6. Maastricht

3.6.1. City Biography

Maastricht is situated in the very southern extension of the Netherlands where the Jeker river flows into the River Meuse (Maas), in close proximity to both the Belgian and German borders. While the city can trace its origins to pre-Roman times, it was a position as crossing point of the Meuse on the important Roman road between Cologne and Bavay in France, which really established Maastricht as a garrison town, trading and ultimately manufacturing centre. The Romans built a first bridge across the Meuse in the first century AD and today the city occupies both sides of the river with the historic centre located on the west bank.

In the industrial age production of ceramics, paper and glass dominated the economy of the city and still do to a certain extent. It continues to occupy a position at the heart of an important steel production/processing cluster but during the last decade has become a predominantly science and service centre. Today the most important economic activities are represented by the financial and business services industry, the education/health care sector, tourism and associated trade/hotel and catering industry (conference tourism). Some large companies have important facilities in or near Maastricht, such as Vodafone, DHL, Daimler, DSM (global science-based company active in health and nutrition) and SABIC (manufacture of chemicals, fertilisers and plastics). The rich and well-preserved historical urban heritage exerts a powerful force of attraction with a total of 1,677 listed monuments and sites, second only to Amsterdam in the Netherlands. This in combination with organisation of cultural events, and popularity as a shopping and recreation pole means that Maastricht welcomes upwards of 1.5 million visitors annually, but in fact estimates show that many visitors come more than once (average 1.9 visits) which brings the real figure to 2.8 million. This has important implications for city traffic and city logistics – types, timing of distribution etc. In addition the city has developed strongly because of the presence and growth of the research based Maastricht University and the University of Applied Sciences (Hogeschool Zuyd) with a large and expanding international student population.

The City of Maastricht is a unitary authority, the administrative capital of the Netherlands Province of Limburg, and is home to a population of around 122,000. Its five city districts cover an area of just over 60.00 km².

3.6.2. Location

3.6.3. Key Facts and Figures

Population: Area: Population Density:

122,000 (2015) 60.03 km² 2,146 inhabitants / km²

GDP per capita: €29,200 Unemployment: 11.0%

Key Economic Sectors: Health services (21%); Commerce (15%); Trade and repair (14%); Education (10%); Industry (9%)

A total of 8,773 van movements and 3,455 truck movements are recorded daily in and out of the City of Maastricht

With more than 800 retail units a time window is in place in the city centre restricting delivery access between 11.00 and 18.00 hours In 2015 there were no violations of EU air quality norms

3.6.4. Transport and Mobility Context

Maastricht is particularly well-served by transport infrastructure - road, rail, navigable river and access to canal system, with Maastricht Aachen regional airport 9.3km to the north east of the city. The central location with inter-modal connection to the ports of Rotterdam, and Antwerp, close to Liège, Brussels, Cologne (all 3 reachable in 1 hour by road) and the Ruhr area of Germany establish the Maastricht Region as a strong logistics hub, clearly important for the Netherlands but also in an international perspective.

The A2 and A79 motorways provide the city with immediate access to and service from the EU TEN network. The A2 motorway in fact runs through the functional urban area and has been heavily congested - a source of considerable air and noise pollution. Construction of a two-level tunnel designed to alleviate this problem started in 2011 and is nearly completed (programmed end of works 2016), separating through traffic from the local surface distribution network. In fact in the period 2015-2017 three major public works are in the process of implementation or programmed: the construction of the A2 tunnel, reconstruction of the Noorderbrug (North Bridge) and the eventual construction of a light rail connection to Hasselt in Belgium.

Experience in applying conventional traffic calming and distribution policy measures, creating environmental zones, pedestrian areas, access restrictions for vehicles and freight vehicles, prioritising public transport and bicycle use, walking etc. (pedestrian bridges across the river work conditionally in this respect). Limitations for trucks and vans to enter the shopping area in the City Centre were already introduced in the 1990s. Several large underground car parks were created to alleviate congestion and chaotic occupation of public space, effectively transforming the historic centre on the west side of the river into a traffic free zone. Parking fees are high (progressively higher closer to the centre to create a better distribution of traffic and avoid congestion) in order to encourage visitors to use public transport and park and ride facilities but on busy weekend or summer days, on street pressure in the surrounding streets and neighbourhoods continues to present problems. This is particularly true in the evolving district of Wyck which lies between the busy Railway Station area and the central bridges across the Meuse linking Wyck to the historic centre.

Current mobility policy seeks to extend and improve the approaches which have given the city recognition as a leading exponent of combining sustainable traffic management and economic central area city management. This is characterised by the introduction of the Traffic Congestion Reduction Plan – Beter Benutten Maastricht and the setting up of the steering structure Maastricht Bereikbaar (Accessible Maastricht) which brings together different levels of mobility agencies and service providers, local authorities, business interests and operational representatives to develop and deliver mobility policy. On this basis the programme Beter Benutten (“use Maastricht in better ways” 2012-2014) has been developed and executed and extended to 2017 – involving a broad range of strategies and actions defined to improve access to the city while addressing needs in terms of sustainability, economic viability, attraction and quality of life. A problem analysis was carried out in 2014: "Beter Benutten Maastricht Bereikbaar” which frames actions to radically reduce congestion, particularly peak hour delays, change user behaviour to fundamentally transform modal split in the city.

In addition, the City of Maastricht aims to be climate neutral in 2030. It has benefited from opportunities from the National level through the “Lean and Green Award” by defining an action plan to reduce CO² emissions linked to city distribution practices by 20% during the 62

period from 2012 to 2017. An analysis of deliveries in the City Centre was conducted already in 2008, bringing this topic firmly into the wider traffic and transport reflection and in 2009 this was accompanied by the closure of two streets in the City which were found to experience high levels of air pollution. Similarly the City of Maastricht has joined the (Netherlands initiated) Green Deal - Zero Emissions City Logistics where the objective is to achieve zero emissions in city logistics in 2025.

3.6.5. Urban Freight Transport – City experience

The nodal (TEN) position of Maastricht means that heavy goods traffic is generated, impacting on the city and its surroundings, as part of the wider economic power base which comprises primarily 4 logistics clusters: medical technology/health care; chemical and processing industries; the automotive industry; and steel. Rail transport is favoured by the steel industry with use of specific unit load trains operated on a regular but not necessarily daily basis. In 2016 the Maas Terminal Maastricht will have a direct connection to the railway network allowing steel products to be loaded and unloaded within the terminal building. Transport by inland waterways for steel and bulk products (sand, coil, cement, waste etc.) is also important and several companies in the Beatrix Port Industrial Zone have their own quays and loading facilities. The offer of economies of scale, and the unique multi-modal opportunity opening up the area, in combination with good logistics training and practice, means that trans-shippers are being attracted to base their activities in the region.

It is calculated that Freight transport (including vans) accounts for 16% of total traffic in and around Maastricht (5,000) trucks per day). 90% of all truck and van movements has an origin or destination in the city. Approximately 10% of all freight movements is ongoing traffic from the Netherlands to Belgium and vice versa. The impact of traffic congestion is expressed in the number of highly delayed trips (all vehicles). Approximately 30-35% of all trips to, from and within Maastricht is highly delayed. The total number of highly delayed trips per day is 15,000 (a total of 70,000 trips during peak hours). The objective of the City is to improve the travel times through reduction of delayed trips by 10%. The study on city logistics carried out in 2008 showed that there are 6,400 shipments on a weekly basis. In the study researchers argue that, on average, transport companies deliver 4 to 5 shipments to the central area (historic centre and Wyck district) per trip – this corresponds approximately to 1,400 vehicles/week or 275 vehicles per day. The study also shows that vans (28%), light trucks (34%) and trucks (31%) are the dominant vehicle types in city logistics for shipments from suppliers.

The problem analysis for freight management is described in a dedicated policy document targeting the sector: Plan van Aanpak Slim Vervoeren 2.0 – “Action Plan Smart Freight Distribution”. Linked to this two key strategies are being worked out: Smart Transport - supporting large shippers and logistics service providers based in Maastricht to move towards more efficient solutions, use of waterborne of rail transport or changing the moment of arrivals or departures, optimising City Logistics Centre - aiming to combine shipments of several shippers and transport companies entering the City.

3.6.6. Challenges and expectations – Integrated Action Plan

It is expected that economic growth will generate more traffic and increase pressure on the road network in the coming years to and within Maastricht. The main challenge facing the City of Maastricht is to guarantee good access to the city and reliability of travel times. The issue of freight management and logistics is one of the areas that needs to be considered and elaborated (following policies climate neutral 2030, sustainable mobility motivation).

Maastricht central area today encompasses the City Centre on the west side of the river and the district of Wyck on the opposite side. The city centre is characterised by narrow medieaval streets and squares (among which the market square) with shops operated by Netherlands large retail chains, specialised retail and a high number of hotel/restaurant/cafes. Since the nineties the City has progressively taken measures to restrict vehicle access to this area which today is now effectively an extensive pedestrian defined “environmental” zone – freight vehicles are not allowed to enter between 11.00 and 18.00 hours. Coupled to this are advantages for operators in terms of the establishment of a “level playing field”, clarity of signage and regulation, identification of delivery parking locations and new developments to create stop and drop points provided with electricity supply (for refrigerated trucks) by the municipality.

On the other hand Wyck on the east side of the river exhibits a growing retail and cafe/restaurant segment with a large variety of shops both up-market and niche, trendy units. While Wyck also has a relatively narrow street typology, as a traditionally more residential area it has not received the attention afforded to the historic core, and logistics become an ever increasing part of the mobility mix in an already conflicting high flow area of public transport, private vehicles and softer modes. There is also a particular need to address the situation within the Wyck area of the City Centre. Here the traffic circulation is also unsafe and not well organised. In narrow streets, loading/unloading takes place, residents and visitors park their cars, many people pass through by bicycle and people walk from the railway station to the Town centre. Furthermore, construction works will take place to build a new underground parking facility for bicycles just in front of the railway station. However there is a resistance among both residents and commercial interests to accept change. So while the City of Maastricht aims to be a residents, business and visitor friendly city in which it is pleasant to stay for a long or short period of time an approach to focus on engaging stakeholders is essential in this context – raising awareness that well-being and good living conditions are required. The city needs to keep air quality levels within the legally determined levels and wants to contribute to solve global warming and free up public space, but it also wants to understand the concerns and possibilities of local actors which can be used to optimise the design of any management strategy.

The main problem in solving and improving logistics operations in this context is that (1) the costs and benefits of solutions are not distributed evenly among the actors involved and (2) that cities cannot prescribe solutions in complete isolation because many logistics operators require to deal with a solution that is efficient for their operations in all cities they have to visit on a daily or regular basis.

Maastricht is interested in improving City Logistics in relation to a number of concerns which repeatedly arise in the consideration of achieving a more holistic and sustainable (but efficient) mobility pattern in and around the urban area:

- Traffic congestion in line with the policy and actions set out by the Maastricht Benutten Plan and this involves both: impacts of through freight traffic (HGV and LGV) traversing bridges in the city to cross the river Meuse and transiting the major road arteries which impact on the urban fringe, and; the effects caused by distribution vehicles servicing the central area of the city. - Stakeholder engagement. There could be serious benefits for all actors if they would be able to exchange real costs and benefits between them. Local government can facilitate this process by organising a forum where all stakeholders can participate and contribute to developing solutions. Equally local government can stimulate early or new operating parties by providing them with benefits which can reduce their costs in exchange for a positive change in operational behaviour - Area based solutions to tackle the specific problems facing emerging/transforming city districts like Wyck in an integrated way. - Maintain the drive to improve air pollution and reduce global warming (even although Maastricht has not exceeded emission thresholds in recent years in the monitored urban areas). The use of electric or clean vehicles in city distribution could clearly make an impression on this. However as long as alternative vehicles are not perceived as cost competitive, logistics operators will not deploy them unless, shippers or customers are willing to pay the additional costs. Unfortunately neither seem likely to pay for clean air collectively. - Use of city logistics consolidation/distribution centres. The main barrier identified in Maastricht to rolling out of this solution is again the contradiction between the operational efficiency that this option can represent which is in confrontation with the apparent persistent difficulty to apply effective business models which make this interesting for the different actors in the logistics chains.

The Integrated Action Plan will focus on the Wyck district of the city to establish a management structure for freight distribution – corresponding to patterns already established on the west bank but based on the specificities of this different area and on a process of negotiation and exploration of responsible incentives to reduce need for “unpopular” regulation and enforcement. Wyck has a different functional pattern (not solely retail), and also more arterial routes access the district. So physical solutions to impose time windows are less useful and approach to private car accessibility must also respond to resident and certain economic functions – requiring a more tailored solution package. The transformation of freight operations in the district will then contribute to the global mobility, environmental, development, public space objectives to be achieved.

The strategy of the action plan of Maastricht is to develop an incentive scheme (encouraging and stimulating measures that can provide operational benefits) which facilitates the development and introduction of new logistics solutions involving all the stakeholders in the logistics chain (shippers, logistics operators, shop keepers), the residents and local government. Which tailored logistics solutions are most effective, sustainable and acceptable to be decided and adopted by the actors in the logistics chain themselves. Paradoxically the application of a time window here for instance pushing all deliveries in the timeframe of 07.00 – 11.00 hours is something which increases the traffic congestion on the roads towards

Maastricht and especially the rush hour situation in Wyck (station location, intense public transport and high flows of vulnerable road users).

The city is most interested in a policy and action plan that provides incentive for behaviour change of:

- Shippers, transport companies and receivers who have to find a solution to cover the costs of lat mile deliveries and extra handling at city logistics centres. - All partners involved to develop a neutral information platform that can be used to exchange the transport orders and proof of delivery, information of shipments. - Use of zero emissions vehicles on the last mile in combination with regular trucks on the long haul. - Retailers and catering trade - and consumers

Incentives could be:

- Access to pedestrian zones for 100% e-vehicles - Use of Wilhelmina bridge by 100% e-vehicles or companies reducing number of vehicles in town - Dedicated and reserved loading and unloading areas for specific types of goods and companies - Electric power connection for cooling equipment at unloading areas - Centralised pick-up points for e-commerce deliveries...

3.6.7. Composition of Freight Tails Local Group

Maastricht Bereikbaar (Accessible Maastricht), represented by ... will coordinate the URBACT Local Group in Maastricht. This joint programme agency set up in 2011 is a product of the City of Maastricht (financially and legally accountable) but decisions are taken by a steering committee in which a number of major stakeholders participate including: City of Maastricht (Chair), Province of Limburg, Dutch Ministry of Transport, Vodafone (large local employer), Veolia (local public transport operator) Dutch Railways, Q-Park (parking management company) ...

The ULG activity will be based on existing working relations and programmes related to the Wyck District and city logistics that are running today. The City of Maastricht collaborates with the working group Wyck, in which all major local interests participate (residents, entrepreneurs/businesses and Centrum Management Maastricht). Topics in this working group at the current time are: entrance to the cycling basement of the railway station, redesign of the Stationstraat (Station Street) and re-distribution of parking space and reduction of traffic in Wyck.

Maastricht Bereikbaar has identified the possibility to work with 3 levels of Group activity and will also invite the logistics industry and local stakeholders to define pilots. The intention is to use these pilots as very concrete examples/test cases to develop policy on benefits for (actors

in) the logistics sector and development of concepts in which local companies participate financially.

ULG Composition

Steering Group

- City of Maastricht: Policy Department Mobility - City of Maastricht: Permits and Enforcement - City of Maastricht: City Development and Built Environment - Maastricht Bereikbaar - Centre Management Maastricht – arms length economic development - EVO – national shippers organisation - TLN – national association of logistics service providers - Connekt – network organisation managing Green Deal Zero Emission Network

Consultation Group

- ELC Limburg – network organisation of logistics companies and agencies in Limburg - Ondernemend Wyck – network of businesses base in the Wyck district - Bewonersplatform Wyck – residents of the Wyck district - City of Heerlen – Policy Department Environment - City of Parkstad - Province of Limburg - Mobility Department

Pilots

- Waste collection (3 companies) - Food supply to HoReCa sector (6 companies) - Parcel distribution (1 company, to be extended) - Incentivising change in the Wyck neighbourhood

3.6.8. Managing Authority and Operational Programme

The Region of Southern Netherlands (covering the provinces Zeeland, Noord Brabant and Limburg) is the designated Managing Authority for ERDF funding in the programming period 2014-2020. Through its operational programme OP-ZUID (total allocated ERDF 113, 627,056€) the region aims to strengthen its potential for Research and Innovation while at the same time supporting the shift to a resource-efficient, low carbon economy. Logistics is one of the selected priorities of the OP-ZUID programme and City Logistics is one of the Research and Development themes in Supply Chains and Logistics incorporated in the Netherlands Innovation Programme.

The priorities of OP-ZUID with relevance for Maastricht in Freight TAILS are: 67

 1B: Stimulating R&D and development of cross-overs and synergy between Dutch top technological sectors  4F: Research, innovation and implementation of low carbon technologies

Maastricht is part of the Meuse-Rhine Euroregion, which includes the neighbouring cities of Aachen in Germany, and Hasselt and Liège in Belgium. Under impulse of the coalition agreement (2014 – 2018) of the current city council Maastricht has established an internationalisation strategy (Oct 2013) coupled to a set of strategic development visions. Over the years the city has participated in a number of EU funded projects mainly as partner but also as lead partner and especially within the framework of INTERREG A and B programmes. Examples are RoCK (INTERREG IVB), HST Connect (INTERREG NWE IIIB); Biosmile (INTERREG NWE IIIB); Septentrion (INTERREG NWE IIIB); MCH 2018 (INTERREG EMR IVA)

3.6.9. City coordination Team and Contact Person(s)

Rob Lamers, City of Maastricht - Senior Policy Officer Team Mobility

[email protected] +31 43 350 43 99

3.7. PARMA

3.7.1. City Biography

Parma is located in the Emilia-Romagna region, halfway between Milan and Bologna, in the heart of the Po Valley. The city covers an area of 260,80 km2 and has a population of 188.792 inhabitants. It is a busy vital town rich in history, art and culture, and even in Roman times it had a certain importance as a road hub on the main communication route between other settlements in the region such as Piacenza, Reggio and Modena. The almost east-west orientation of this important Roman road the Via Emilia (the decumanus maximus) and the crossing of the cardine (the north-south axis) is still evident today structuring the plan of the historic centre in the alignment of the Strada della Republica and the Strada Farini/Cavour. Later the city would assume the position as capital of the “dukedom of Parma and Piacenza”(1545 – 1859). Parma is the seat of one of the oldest universities in Italy and its research activity is renowned in various fields - including food, agriculture, biotechnologies, innovative and experimental medicine, law, economics and arts. Among its most important discoveries have been those of “mirror neurons” by the Department of Neuroscience, and research in information engineering targeting Intelligent Transportation Systems, which is advancing the development of intelligent vehicles.

Parma is the capital of the so-called “Food Valley”: the city specializes in the food sector and the local food industry consists of traditional craft production, small enterprises as well as larger industries (the pasta maker Barilla was founded and has its most important production facility in Parma). Since 2004 Parma has been home to the European Food Safety Authority (EFSA) - the EU’s leading authority for risk assessment regarding food and food safety – and since 1956 it has been the headquarters for “Magistrate for the river Po” now the “Interregional Agency for the Po river”(AIPO).

According to analysis and findings of the latest report of the European Environment Agency (http://www.eea.europa.eu/publications/air-quality-in-europe-2015) “The largest health impact attributable to NO2 exposure is seen in the well-known NO2 hot-spot regions (i.e. the Benelux, Italy (Po valley) and the United Kingdom (London), as well as the Ruhr area in Germany).” In accordance with this research, Parma’s location in the middle of the Po Valley and subject to the resulting local climatic conditions, means that the city experiences significant problems in terms of air quality. According to the estimations of the regional agency for environmental protection (ARPA Emilia Romagna) as far as Particulate Matter is concerned, 40% of emissions are caused by transport, while 55% is due to heating systems (64% of the residential sector, 36% of activities), with 5% from other sources. In response the city signed the Covenant of Mayors and approved its Sustainable Energy Action Plan in 2014, and is currently in the process of developing its Sustainable Urban Mobility Plan.

Not surprisingly through its famous production of high quality prosciutto and cheese products, Parma is profiled as the capital of the European agricultural and food industry, and this combined with history, tradition and investment contributes to a significant cultural vocation. Tourism is very important for the local economy, so the ability to attract tourists thanks to important exhibitions and events is essential. Parma hosts the “Cibus” which is the most important alimentary fair in Italy, and food production and processing represents a very important component of freight distribution patterns in the city.

3.7.2. Location

3.7.3. Key Facts and Figures

Population: Area: Population Density:

188,792 (2015) 260.80 km² 724,6 inhabitants / km²

GDP per capita: €28,336 (2010) Unemployment: 7.5%

Key Economic Sectors: Agri- and Food processing; Engineering; Pharmaceutical Industry; Services Sector; Tourism

In 2010 the number of freight vehicles entering the city centre daily was 5,586 (1665, light vehicles, 3274 Light goods vehicles, and 647 Heavy goods vehicles)

Parma is the capital of the so-called “Food Valley” and this sector is a major generator of Freight movement which requires specialized handling.

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3.7.4. Transport and Mobility Context

As it has always been the city of Parma benefits from a high degree of accessibility it is close to the A1 (TEN route) motorway which links Milan ultimately via Bologna with Firenze and Roma - while providing access to the Adriatic port of Ravenna and the resort of Rimini. It is also connected to the west coast port of La Spezia by the A15 highway and is an important junction of the Italian rail network. The interface between major rail and road infrastructure at the intersection between A1 and A15 motorways has resulted in the establishment of a state level inter-modal logistics platform, the Interporto di Parma. This facility (covering 2,500,000m²) a result of National Policy23, one of the most important of its type in Europe, is virtually on the city doorstep and in direct connection with the completed ring road around the urban area. It is not difficult to conclude that the mobility (and air quality) question is at the heart of sustainable development strategies in Parma.

The total number of daily journeys into/out/across the city is 142,000 trips. 57,5% of trips are by cars/private vehicles and 13,3% are by public transport (train, bus and trolley bus). However pedestrian mobility and cycling play a very significant role, representing 29% of the total trips; in particular, the bicycle is used systematically for 17% of urban journeys taking advantage of the flat characteristics of the Po plain landscape. A 30% speed limit is in operation covering 20% of city territory and there are 123 km of cycle paths.

During the last 10 years the Parma local administration has made a conscious effort to improve the mobility interaction of bicycles, public transport and ecological vehicles, and for the transport of goods, with the aim of creating a sustainable ecological mobility system. The city’s administration has always invested in projects concerning these subjects, by supporting projects on car sharing and bike sharing, which have proved popular with many citizens.

The City of Parma has an Urban Mobility Plan (PUM – approved 2007), and this is currently in a process of review, not only because of urban transformations in the interim but also to follow EU guidance in respect of adopting Sustainable Urban Mobility Plans. The SUMP expands the transportation perspective to prioritise "SUSTAINABILITY" incorporating an integrated vision of the city’s way of life, with a multidisciplinary approach that includes concepts such as energy, waste, liveability but also citizen participation in the planning process. The SUMP will be a strategic document with a ten year horizon following Law no. 340 24/11/2000 art. 22, It will determine the vision of the city in terms of mobility and outline projects as a series of actions and measures aimed to ensure the appropriate development of mobility in line with population needs and at the same time focussing on reducing pollution levels and increasing security in the pattern of circulation. It will also strategically address the issue of freight logistics through consideration of 4 macro-themes:

 Sustainable Mobility  Equity, Security, Social Inclusion  Environmental Quality  Innovation and Economic Efficiency

23 Established in concordance with Law N° 210/1990 “State measures to develop Freight Villages, to be used to foster intermodality” 71

3.7.5. Urban Freight Transport – City experience

In relation to logistics planning, Parma has already taken a number of measures to introduce traffic calming in the historic centre of the city. This inevitably included reorganisation of the freight distribution system in this area, with introduction of time windows for delivery and spatial reorganisation restricting parking (and therefore unloading activity). A pedestrian area covers 8% of the city centre. Since 2008 Parma has implemented the ECOLOGISTICS project, applying its regulation to the historical town centre. Some 21,000 people live in the project target area which covers 24.8 km², with a population density of 8,000 people per km².

The project focuses particularly on trucks transporting fresh food, dried food, clothes, Ho.Re.Ca. goods and packaged goods. The objectives of the ECOLOGISTICS Project were to rationalize the current distributive system, reduce the number of the vehicles in the inner city and avoid the access to the inner city of the heavy vehicles. The main aim of ECOLOGISTICS was to reduce traffic congestion and environmental pollution. A peculiarity of the project is the presence of the "traditional fresh" distributive chain because usually this is excluded from existing city logistic projects but critical in the case of Parma because these goods are very perishable and need to be transported in special (cool chain) conditions.

The ECOLOGISTICS project originated from the idea to avoid a unique and rigid solution for delivery of goods in the historical centre. Operators have the opportunity to choose between gaining a special permission (a license) for their trucks to enter the inner city or to confer the goods to a platform that transports the goods in their place for “the last mile”. In this the city has supported and is familiar with the concept and concrete operation of distribution or consolidation centres a number of which are established on the edge of the urban area.

In order to gain permission vehicle operators have to prove that they respect certain criteria in particular the vehicles have to: - Transport traditional fresh products, dried goods, clothes, HoReCa supplies, or packaged goods from the food processing sector destined for the historic central area - Be “ecologically compatible” (GPL, methane or electric powered) and/or at least conform the Euro 3 regulation - Weigh no more than 3.5 tonnes when full - Guarantee a 70% load at point of departure - Have a location system to allow traceability of the vehicle.

The other option for the operator is to avail himself of an accredited logistics platform that manages and distributes the goods that have to be delivered to the historical town centre, optimising routes and prioritising delivery with clean vehicles, respecting the conditions itemised above. It is previewed that logistic platform owners and operators can licence their distribution centres and transport activity (vehicles), to gain authorisation to operate in the city by respecting the conditions set.

In accompaniment of this initiative Parma also used funding gained via the ECOSTARS EUROPE project to explore and establish a Fleet Recognition system using simple (star) rating criteria to determine levels of energy saving and environmental performance as a

management tool for freight delivery management. Operators then receive tailor-made support to ensure the fleet is running as efficiently and economically as possible, to help them progress to higher ratings within the scheme.

The City of Parma has real and concrete experience of introducing a package of relevant measures to influence good practice in distribution and delivery activity for the city. It can even be described as having been at the forefront of applying and testing a series of measures which are now familiar options for many other EU cities (especially medium-sized historic urban areas).

3.7.6. Challenges and expectations – Integrated Action Plan

The main focus of the project in Parma is to continue to contribute to the reduction of traffic congestion and air pollution in the city centre. It is critical to define which measures should be taken moving forward and to consider if intervention should target the historical centre (such as in previous projects) or cover a wider territorial area (the urban centre). An issue already discussed in the first meeting of the ULG is the request to coordinate and integrate the logistic measures planned by the city of Parma to incorporate the nearby smaller towns in the surroundings of the city.

Like many historic towns, and particularly in Italy, a range of solutions have been introduced in Parma. But as congestion and linked environmental pressures increase, and the impact of the economic crisis has left its mark, the city is conscious of the need to evaluate and reassess the effectiveness of existing measures and explore current and innovative solutions to:

 Maintain a reduction in the number of vehicles entering the historic (or urban) centre to carry freight, and prevent access of heavy goods vehicles;  Improve efficiency of the transport system, rationalising the current freight distribution system;  Improve the environmental condition of the city centre;  Ensure economically reasonable conditions for retailers and operators involved, so encouraging and supporting (rather than hampering) trade, retailers and operators  Reduce air pollution  Experiment alternative (and integrated) strategies  Gain the commitment of stakeholders to ensure the sustainable improvement of logistic activity

The main challenges to be faced to keep Parma on track as a sustainable and attractive city with regard to the Freight TAILS theme include:

- The continued relevance of existing measures (i.e. time windows, Euro 3 standard...) and the apparent discrepancy between regulation ad enforcement. - Many supply chains and activities were ultimately exempted from Ecologistics conditions due to perishable nature of certain goods or special transport conditions (drugs, newspapers, bakery, florists, catering etc). The reduction of the number of permissions to enter the city centre was low and the impact on congestion is evaluated as limited. - It has proved difficult to control the access to the city and the Ecologistics pre- requisites for each vehicle, and therefore it is also difficult to apply sanctions 73

- The access permissions cover an area of the city which does not correspond to the restricted traffic zone - Which city area do we want to focus on? Which time restrictions are really appropriate to the city traffic and distribution patterns? - Essential review and monitoring of the permission system, particularly targeting the type of vehicles (clean), and the permission rates - Integrate logistics as a structural part of the SUMP, in combination with regional regulations/plans for mobility and air quality - Keep the political support/commitment until the end of the project and after (for the IAP implementation: in 2017 there will be local elections).

In this respect the Integrated Action Plan must be developed within the framework of the SUMP and correspond to the objectives of the SUMP which have already been approved by the City Council in anticipation of final formulation.

Freight TAILS and the Parma Sustainable Urban Mobility Plan

GENERAL AIMS: SPECIFIC AIMS:

Sustainable mobility Optimize and rationalize the mobility of Satisfying the different mobility needs of residents, goods in terms of access time and load businesses and users of the city, creating urban public optimization spaces to be shared among all users Equity, security and social inclusion Reduce access barriers mobility services Ensure adequate health, safety, accessibility and and the use of public space. information for all. Environmental quality Policies to encourage electric mobility Promote and improve the environmental sustainability and freight logistics of the mobility system Innovation and economic efficiency Promoting efficiency in commercial Enhance opportunities for innovation, sustainability traffic (urban distribution of goods). and pursue the spending priorities with a view to Support people transport entrepreneurship balance the framework of limited financial resources and goods delivering with assisted pedal cycle (electric bike / cyclo logistics)

(NB. The above table shows the SUMP objectives that are relevant to Freight TAILS, not all SUMP objectives)

In terms of the Freight TAILS project an Action Plan should focus on reviewing and updating/improving current practice which is basically considered to be theoretically sound but in reality is not delivering expected coherent and integrated results, stakeholder behaviour change etc. A number of elements require to be considered, re-considered to arrive at a comprehensive and mutually acceptable strategy for freight distribution in the city:

- The “Last mile issue” - Review of old town delivery regime – relevance / efficiency of existing time windows. - Enforcement of established time windows, police do not have enough resources, so what options are available? - Road safety. - Smarter solutions for operation of freight transport – smart mobility, smart urban spaces, smart freight delivery systems 74

- Promotion of Cargo bikes (electrically assisted) - Crowd sourced deliveries – centralised pick-up (supermarket)

Attention to one or more of these topics will provide the focus for the Parma Integrated Action Plan.

3.7.7. Composition of Freight Tails Local Group

The URBACT Local Group will be managed and coordinated by the Municipality of Parma itself (Department of Environment and Mobility - UE Funding Office). The local co-ordinator will be Arch. Angela Chiari, mobility manager of the City of Parma and in charge of the preparation of the SUMP.

The transnational exchange between the LG and the transnational group will be made by Arch Dina Ravaglia (Mobility) and Patrizia Marani (EU funding office) and in Phase II of the Freight TAILS network an expert in participatory processes, logistics, and facilitation will be subcontracted to lead Local Group activity.

This Local URBACT Group is set up as a new group, but takes into account the previous local stakeholders group created to follow the ECOLOGISTICS project.

The key local stakeholders to be involved in the FREIGHT TAILS project for the Municipality of Parma will include:

- Unione Parmense Industriali (UPI) – association of enterprises - Confederazione Nazionale dell’Artigianato e della Piccola e Media Impresa (CNA) – association of SMEs - Confartigianato Associazione Provinciale Liberi Artigiani (APLA) – association of small SMEs - Associazione Commercianti Confcommercio (ASCOM) – association of traders - Confesercenti – association of traders - Gruppo Imprese Artigiane (GIA) – association of SMEs - Interporto di Parma (CePIM) - Logistics Service Provider - Piattaforma logistica COLSER (Ex CAL) – logistics platform - Piattaforma logistica TNT – logistics platform - Lega Provinciale Cooperative – association of co-operatives - Camera di Commercio di Parma – Chamber of commerce - Municipal Police - Municipal companies

Several representatives of the Municipality of Parma - involved in various ways in the development of the project – will also be assigned to participate in URBACT local group:

- Department of urban planning - Departments of Production activities, Tourism and Trade, Urban Safety - Department: NGOs, Participation, Relationships with city districts

At the beginning of Phase II the Local Group will be enlarged to include all relevant stakeholders.

3.7.8. Managing Authority and Operational Programme

The Managing Authority for ERDF and ESF funding is administered by the Regional Authority of Emilia Romagna whose priority focus is to promote action within 4 INTERREG programmes. Objectives on mobility are included the Operational Programmes for all 4:

Interreg CENTRAL EUROPE: Priority 4 - Cooperating on transport to better connect CENTRAL EUROPE

Interreg ADRION (Adriatic Ionian): Priority Axis 3: Connected Region - (Thematic Objective 7: Promoting sustainable transport and removing bottlenecks in key network infrastructures)

Interred Europe

Interreg MED (Mediterranean) - PRIORITY AXIS 2: LOW CARBON; Specific Objective 2.3: To increase capacity to use existing low carbon transport systems and multimodal connections among them.

As well as the already mentioned ECOLOGISTICS and ECOSTARS initiatives Parma was a partner of CITY PORTS Project, INTERREG IIIB CADSES Programme. The last project especially relevant in its study of an ITS technology system capable of reserving parking places for loading/unloading by logistic operators.

3.7.9. City coordination Team and Contact Person(s)

Project Manager: Arch Angela Chiari – Mobility Manager - Environment and Mobility Department – Municipality of Parma

Project Co-ordinator: Arch. Dina Ravaglia – Environment and Mobility Department – Municipality of Parma

Finance manager: Dott.ssa Patrizia Marani – EU funding office – Municipality of Parma

3.8. Split

3.8.1. City Biography

With at its centre the impressive remains of the Roman Palace of Diocletian, the City of Split is undoubtedly one of the jewels in the Adriatic crown. It is a growing tourist destination and in population terms the second largest city in Croatia, and the largest on the Croatian Adriatic coast, with almost 180,000 inhabitants. Already in 1979 the historic centre (larger than the area of the Palace) was added to the list of UNESCO World Heritage Sites, but the contemporary city is extended, its suburbs occupying a peninsula on the narrowing (southwards) strip of territory between Bosnia and Herzegovina and the Dalmatian coastline and covering an area of some 80km². It is 410km driving distance from Zagreb and with the connection of the A1 motorway (completed in 2005) this represents a journey time of around 4 hours. Split is the administrative centre for Split-Dalmatia County.

The city economy is based strongly, but not exclusively, on its position as a major but still emerging tourist centre. In 2014 the total contribution of travel and tourism to Croatia’s GDP was estimated at 28.3% and was projected to rise by 2.2% in 2015 and by a further 4.2% to reach 36.2% in 2025. Shipbuilding (the shipyard employs more than 2.000 people), port logistics, food, commerce, trade and conference tourism, and development of new technologies are also important economic components with the highest number of employees occupied in the wholesale, retail and public sectors. The University with 26,000 students, was established in 1974 and at the moment a new campus is in the process of construction. Because of the summer force of attraction, the city has to deal with a fluctuating seasonal activity pattern. This is particularly evident in the visitor pressure on the narrow streets and historic urban landscape of the centre, there are more than 250 cruise ship visits annually for example. This seasonal intensity is also apparent in the constant arrival and departure of ferries from the central harbour area. While this poses a number of logistic problems, the city has consciously decided that this element provides a vital animation for the experience of the Riva (the urban promenade) adding to the attraction value as real-life counterpoint to the historical landscape.

The UNESCO designated area has been virtually traffic free for many years and is characterised in Freight TAILS terms by the forward-looking solution for delivery of goods on one-man electrically operated platforms and the collection of waste by small pick up vehicles adapted to the street typology.

3.8.2. Location

3.8.3. Key Facts and Figures

Population: Area: Population Density:

178,102 (2013) 79.38 km² 2,243 inhabitants / km²

GDP per capita: Split-Dalmatia County €8,072.00 (2011) Unemployment: nda

Key Economic Sectors: Tourism; Shipbuilding; Commerce; Trade Fairs; New technologies

In 2014 the number of businesses located in the City of Split grew by 20%

An organization of NGOs has launched several initiatives to enable former drug addicts in the process of rehabilitation, to reintegrate by providing employment opportunities and experience within the delivery and freight service sector (supplying citizens and local businesses)

3.8.4. Transport and Mobility Context

Split is an important transport node for the Dalmatian area of the country, all road traffic along the Adriatic coast from Rijeka to Dubrovnik (the Adriatic Highway) passes through the city fringe. This artery is in the process of being progressively replaced by a motorway link in addition to the completed A1 connection with Zagreb. The city is a key departure and arrival point for ferries servicing the central Dalmatian islands (Brač, Hvar, Šolta...), but also other Adriatic coastal towns (Rijeka, Dubrovnik, Pescara, Ancona) especially in the summer season. Upwards of 4 million passengers pass through the ferry port each year and there is also considerable summer arrival of cruise liners. Split Central Station is the most southern terminus of the Croatian Railway network, and while there are planned projects to develop some modern suburban linkages (also to the airport) and wishes for better rail connection among the local population, up until the present time (non-electrified, single track line) inter- city connection is generally considered as a relatively unattractive mobility option.

Complementing city status the airport, 20km to the west, is the second most important in Croatia with intense traffic levels during the summer months. Public transport, city and regional, is predominantly organised by bus and coach networks with a main bus terminal located on the edge of the inner city in close proximity with the ferry harbour.

The virtual closure of the historic city to vehicular traffic means that there is considerable competition between motorised transport modes on the road network surrounding this area as well as on access routes to the central area and transit routes. Port access is an important feature of these pressures, with both traffic generated by the commercial freight port on the northern coast of the peninsula and the central ferry harbour contributing to congestion and conflict with public transport movements. Parking provision and behaviour is also problematic, aggravated by tourist intensity and legitimate need to access and service retail and market locations.

Benefiting from the framework provided by the “Intermodal Project”, financed through the ADRIATIC IPA 2007-2013, a study on local mobility flows was carried out in 2014, analysing the current mobility situation at the county level, including data on the city of Split. The results of this reflection confirm the desire to improve transport communications between Split- Dalmatia County and the rest of the Republic of Croatia, but also with Europe. Better connection between Zagora (Dalmatian hinterland area) and coastal areas - with the aim of fulfilling basic needs of local/regional populations - is equally set out as objective derived from this study and to provide intermodal solutions which can also cope with seasonal intensities.

In 2011 the city of Split conducted a study of road, rail, maritime and air transport for the wider area. The city is also working on a study examining the integrated solutions for railway transport and the port on its Eastern coast. There is also a study under way for Kopilica Port, which is the main freight port in the city for which the city is preparing sustainable integrated transport solutions and development of transport master plans that also address the issues raised by inadequate freight management systems.

Within this context the City of Split is currently in an intensive process of drafting two documents which will strongly determine mobility management in the coming years, namely a city-wide master plan for sustainable urban mobility (SUMP) and a historic centre management plan which will in turn address and provide a reference framework for organisation of urban freight transport.

3.8.5. Urban Freight Transport – City experience

The main barriers within the city in the context of achieving effective freight management and advanced delivery systems can be currently equated with an underdeveloped policy framework targeting these specific issues. This can also be combined with a lack of public awareness on the justification for, potential possibilities and real needs to improve a less than optimal existing situation.

As a city with unique heritage value, Split took an early pioneering position - adopting physical planning measures and organisational methods – to radically change the distribution and servicing of the central area. While this was fuelled by conservation and “environmental”, quality of place motives this did not in itself lead to a wider reflection on the question of strategic, integrated policy formulation to guide urban freight transport practice. Initially the scale of congestion or level of environmental understanding (emissions, air quality, public health) did not put this aspect on the list of priorities. Development pressure, with tourism as major but not the only player, has re-highlighted this issue where there is recognition that existing regimes may no longer be relevant or the most effective in terms of current (or future) servicing needs – but also that even a central area intervention requires responsible flanking treatment and full supply chain consideration.

The ambition in Split is therefore to use the Freight TAILS opportunity to re-launch a dynamic in this field (implementing SUMP strategic proposals) while maximising learning i.e. on financing methods and schemes from best case examples mapped out through the projects network activities.

3.8.6. Challenges and expectations – Integrated Action Plan

Two main problems can be associated with: underdeveloped local policies regarding freight management in the wider sense, and advanced urban delivery systems; and lack of public awareness on needs and possibilities to improve the current situation. Also financing methods and business models are not sufficiently understood and explored.

City Logistics represents a priority for the city of Split and in the past this has been demonstrated by the decision to close the historic centre to vehicular traffic. While the reorganisation of deliveries, distribution of goods and waste collection which this provoked has been broadly successful for the targeted central area, it has not diminished the challenges in this respect for the city as a whole:

- While freight management is organised systematically in the historic centre to a certain extent this has simply transferred many of the problems and impacts to the surrounding streets and neighbourhoods. Trucks and vans arrive to service shops, daily fish and vegetable markets, and the HoReCa sector, transferring goods and merchandise at the edge of the traffic free zone to (informal system) of electric pick-up vehicles or manual distribution. So while there is restriction in the zone the situation outside is scarcely regulated. - There is a lack of platforms, consolidation options for SME/logistics operators, coordination and intensive work with stakeholders is required to improve this aspect. - Delivery and unregulated loading/unloading competes for public space causing conflict with other vehicle access needs and public transport routes. - Apart from the centre most freight kilometres travelled in the city are made by conventional vehicles so that any positive impact on reduction of polluting emissions is minimal – visual intrusion and barrier forming continues at the perimeter. - Port access - both to the commercial port and industrial area, and to the central ferry quays - presents the city and its (freight) transport planning process with major difficulties. In the first instance HGV traffic entering or leaving the commercial port passes through the urban fringe (north and east) with all the consequences of congestion, noise, emissions, road safety etc. In terms of the central ferry terminal, growth of economic activities (tourism, construction...) is increasingly aggravating the existing problem where all servicing of the islands is organised through this channel with a high number of truck movements daily.

The planned focus for the Integrated Action Plan will be to create measures for an integrated organisation system to improve freight logistics within the historic centre area and other identified bottlenecks in the city, i.e. the East Port and its freight barrier effects. This implies a review of the existing system in the inner-city (relevance and performance of existing measures) but also treatment of the immediate surroundings as first step in expanding the scope of intervention.

The IAP will re-examine the current state of freight management issues, the impact this has on the wider city centre and main communication channels of freight transport with the objective of developing realistic solution proposals, plus the exploration of possible implementation and financing methods.

3.8.7. Composition of Freight Tails Local Group

During the development of the Split “Urban Agglomeration Strategy” one of the focus groups mobilised stakeholders concerned with traffic and transport issues in the city. These stakeholders can form a starting point for the assembly of the Freight TAILS Local Group which will be a new formation designed to focus on urban freight transport.

The Split Local Group will be coordinated by Ela Žižić, Head of the Department of Economy, Tourism, International and EU Funds. Ms. Žižić has drawn valuable experience in participative management from the technical assistance project for Implementation of Integrated Territorial Investments (ITI).

The Split ULG will include the following representations:

- City of Split: Department of Economy, Tourism, International and EU funds - City of Split: Department of Physical Planning - Local Business representatives (Split Chamber of Commerce, Chamber of Trades and Crafts) - Industry representatives (tourism, IT, manufacturing, shipbuilding) - Transport services representatives - Port Authority - Public Transport companies - Split-Dalmatia County Intermodal IPA project members - Civic Society representatives - Development agency representatives - Citizens

Alongside organisation of conventional meetings and workshops it is also previewed to engage in social-media communication, to raise awareness and reach a wider community involvement.

3.8.8. Managing Authority and Operational Programme

The relevant Managing Authority for ERDF funding and the URBACT III programme is the Ministry of Regional Development and EU funds. The following axes of the Operational Programme provide a possible support background for the Freight TAILS focus in Split.

- TO 4. Supporting the shift towards a low-carbon economy in all sectors - TO 6. Preserving and protecting the environment and promoting resource efficiency - TO 7. Promoting sustainable transport and removing bottlenecks in key network infrastructures

3.8.9. City coordination Team and Contact Person(s)

Ela Žižić, City of Split, Head of the Department of Economy, Tourism, International and EU Funds [email protected]

3.9. Suceava

3.9.1. City Biography

Suceava is located in the very north eastern part of Romania, approximately 50km from the border with Ukraine and some 450km by road from the capital Bucharest. Historically it was a thriving market place on the Lviv (Ukraine) – Istanbul trading route and between 1388 and 1565 was capital of the Principality of Moldavia. It is the largest city and administrative capital of Suceava County (since 1338) and is served by three railway stations facilitating local transportation but most importantly providing a link to the capital. The city has a population of approaching 100,000 exhibiting a relatively young demographic profile with 34% of citizens in the age group between 20 and 39 years. It is an important University centre with more than 10,000 students and considerable standing in the fields of engineering and electro-engineering.

Local economic activity is based principally on glass and wood manufacturing industries textiles and construction materials. The city remains an important market-place and commercial centre for the surrounding region and the retail activity has increased in recent years raising questions with regard to the balance between commercial activity and attraction of the city centre, vis à vis installation of out of town shopping centres on the urban fringe.

As the area becomes better connected to regional and international transport networks tourism is gradually becoming more important with the city well-placed as starting point to visit the famous painted monasteries in its northern hinterland, which feature on the UNESCO World Heritage list, and the impressive surrounding rural landscape. The restored medieaval Suceava Citadel, Ethnographic and Bukovina Village museums as well as city churches also contribute to this growing force of attraction. The recent upgrading and re-opening of Suceava’s Ştefan cel Mare Airport represents a significant step in this evolution, as for instance rail and road journey times to Bucharest remain prohibitive for the average traveller. The government is making efforts to improve the region’s transport as part of a broader regeneration programme benefiting from EU Cohesion Policy funding.

3.9.2. Location

3.9.3. Key Facts and Figures

Population: Area: Population Density:

92,210 (2014) 52.40 km² 1,759 inhabitants / km²

GDP per capita: €219.00 Unemployment: 12.0%

Key Economic Sectors: Manufacturing; Textiles and crafts; Commerce; Construction materials

Approximately 729 trucks and vans enter the centre of Suceava daily

There are 218 retail units in the city centre.

3.9.4. Transport and Mobility Context

Suceava remains a relatively compact settlement and is an important road junction within the National network. Two important European routes cross here, the north-south E85 Bucharest- Suceava-Siret (direction Ukraine) highway and the E58 Halmeu-Suceava-Iasi road - but because the ring-road structure is incomplete much of the traffic using these arteries has to cross the city. The total length of road network in Suceava is around 140km much of which is unadapted to heavy traffic. Journeys by private vehicle dominate the circulation pattern (72% of all trips). A general improvement in financial status over the last decade also makes car ownership and use a matter of standard of living and well-being for local inhabitants. The city as a result faces the combined challenges of increasing motorised traffic, and stringent European environmental and energy targets which logically in this context translate into a directive to reduce traffic generated emissions. The municipality, which owns the local public transport company, has already taken part in initiatives to encourage sustainable urban mobility, including the CIVITAS II (2005-2009) Smile Project which identified concrete measures to reduce motorised traffic in the city (increase share of public transport, first incitement to consider clean vehicles) and MIDAS (2006-2009), part of the Intelligent Energy for Europe's STEER Programme.

In the past 5 years a number of studies and strategies were approved at local level with influence on mobility policy: Urban Integrated Development Plan – 2010, Urban Sustainable Mobility Plan – 2014 , Sustainable Energy Action Plan – 2012 , Local Action Plan ( electro mobility ) – 2012. The Local Sustainable Mobility Plan was designed in December 2014 to cover the period 2015-2021 and this will align with the Sustainable Integrated Development Strategy which the Municipality is in the process of finalising and will be published this year - to guide growth and development in the city over the period of 2016–2021. Both of these documents cover the theme of integrated sustainable development, equally providing a framework for sustainable mobility and measures to be implemented to improve urban freight distribution systems for Suceava.

These framework documents describe important actions for the municipality to be identified in detail and designed into a final “portfolio” combining unique and integrated projects to be implemented on a short and long term schedule. These include specific technical solutions but also focus on a coherent approach to economic, social and environmental issues with the aim of facilitating sustainable local development and improving quality of life in the city. Freight TAILS fits well in this elaboration of policy instrumentation where the city has a strong vision on aspects such as (clean) public transport but where developing experience in terms of managing urban freight distribution is a relatively new challenge.

3.9.5. Urban Freight Transport – City experience

During the last 15 years a number of important changes have been made at the local level in terms of the aspect and spatial development of the inner city commercial area. The redefinition of the central market square (underground parking) with pedestrian priority in the Marasti and part of the Enescu streets has had the most impact on city life and traffic calming.

In parallel however the fact that services, the construction sector and general goods delivery activities have significantly increased over the last decade means that the number of vehicles entering and transiting the city also continues to increase (especially vehicles involved in goods delivery). Traffic congestion and level of air pollution is a major concern for local authorities.

In this situation the Municipality continues its aim of supporting local growth and (economic) local development but to achieve this through a sustainable approach to servicing and distribution. Freight TAILS is regarded as an opportunity to initiate and deliver appropriate local actions, measures and regulation for freight delivery (timing, routes, access, speed, weight, restrictions).

3.9.6. Challenges and expectations – Integrated Action Plan

In the various policy documents already produced by the city and shaping city management, planning and concrete intervention some fundamental key objectives can be identified as a reference base for action, namely:

- To reduce the overall demand of road delivery trips but also make the freight movement sustainable, efficient, safer and cleaner - To reduce the traffic congestion and accompanying air pollution - To implement a delivery consolidation system at local level - To implement a local regulation for goods delivery

In order to achieve this it is recognised that a number of challenges will be encountered and that understanding and capacity will require to be developed across the whole (public/private) governance spectrum. This includes focussed consideration of the following aspects in the case of Suceava:

 Increasing local stakeholder confidence in sustainable freight system implementation in the city  Increasing local stakeholder awareness and knowledge about the impact of conventional freight and other traffic in terms of the environmental consequences and effect on people’s daily life, public health etc.  Introduction of a delivery consolidation system for Suceava city  Planning innovative measures to reduce the overall demand of road trips, to make freight movements sustainable and efficient, optimising support for local business development, but at the same time making delivery processes cleaner, safer and much more friendly for city life  Creation of a local stakeholders’ network and a commitment platform, regarding all future measures meant to initiate freight delivery implementation  Awareness raising of applicable green energy sources, energy efficiency and alternative and sustainable modes of transportation ( including freight )  Introduction of local regulation for freight delivery (time schedule, routes, weight, access, speed)  Implementation of specific actions for local sustainable mobility

The work already carried out in the EVUE project to plan for introduction (public transport) and encouragement of e-mobility has inspired the Municipality to extend this stimulation to the 86

urban freight transport sector. However the development phase of the Freight TAILS project already provided some important insight into the problematic of establishing an integrated and sustainable regime for city logistics. In terms of generating support, raising awareness and engaging with operators and clients as well as designing a package of mutually reinforcing measures the conclusion is that the most useful type of Integrated Action Plan for Suceava at this stage would be development of a strategic policy document to look at the challenge in a holistic way. In this optic the option is to use the operational phase to elaborate a Sustainability Urban Logistics Plan engaging with private actors to reach joint agreement on project objectives outputs and results. Pursuit of electric or alternative fuelled last mile logistics can still form an important part of this policy orientation and can even be subject of pilot activity.

3.9.7. Composition of Freight Tails Local Group

The Freight TAILS Local Group in Suceava will be coordinated by Mr. Olariu Cezar an engineer and member of the Municipality European Projects and Strategies Department. He has worked with many of the ULG participants on previous projects and was also coordinator for previous URBACT II involvement through the EVUE and URBAN Markets Projects.

Members of the Freight TAILS Local Group will represent the following stakeholder groups/organisations building on the “Local Stakeholder Group” established to follow the EVUE and EVUE II URBACT projects, which is still active in supporting formulation of mobility policy and action in Suceava:

- Public transport (operators and associations of operators) - Public institutions (Department of Environmental Protection, County Administration, local traffic police ) - Local media (newspaper, local radio) - Private Sector incl. car dealers and companies that have activities related to freight distribution, logistics operators - Non-governmental Organizations (researchers, environment protection activists, human resources development) - Education centres (high-schools, university of electric engineering and public administration , organization of students) - Local decision makers (Suceava Local Council, leading staff of Suceava Town Hall) - Retailers and shopping centre management

The Integrated Action Plan will be designed in co-operation with the Local Group. There will be at least 3 annual meetings with all members and also separate meetings to address specific topics and stakeholders concerned starting with a SWOT exercise to map the parameters of the thematic focus.

As in previous engagements a new partnership agreement will be signed by all members specifically for the Freight TAILS project and incorporating the new participants with specific urban freight transport and logistics interests. The Freight TAILS initiative is strongly supported by the Mayor and Deputy Mayor of Suceava, respectively Mr. Ion Lungu and Mr. Lucian Harşovschi.

3.9.8. Managing Authority and Operational Programme

The Regional Development Agency is the authority responsible for the North East Region Operational Programmes in respect of ERDF and ESF funding.

The most relevant programme with potential association to the Freight TAILS initiative and focus in Suceava is the Operational Programme directed at “Increase of Economic Competitiveness” incorporating:

Priority 4 – “Increase of energy efficiency and sustainable development of the energy system”

Priority Axis 4.1 : Promotion of Local Sustainable Mobility Plans and Strategies for Reduction of CO² Emissions

Priority Axis 4.2 : Capitalisation of Renewable Energy Resources

3.9.9. City coordination Team and Contact Person(s)

Dan Dura, Head of the European Integration and Strategies for Development Office, City Of Suceava [email protected]

3.10. Tallinn

3.10.1. City Biography

Tallinn is the capital of Estonia, also the largest city, accommodating around a 1/3rd of the country’s population with some 440,000 inhabitants (metropolitan area 543,000). Covering an area of 160km², the city is situated on the northern coast and in fact the closest neighbouring major city is Helsinki only 80km away across the Gulf of Finland. The function as harbour town can be traced back to the 10th century, through the hanseatic period, and today the Tallinn Port Authority manages one of the principal ports in the Baltic sea region. While most of the commercial and cargo port activities have moved out of the immediate city location to the Muuga and Paldiski facilities (17km to the east and 45km to the south west), the ferry and cruise ship terminals continue to operate, and are developing, in the traditional harbour area close to the city centre.

Contrary to the experience of many medieaval cities, the “old town” area with its surrounding fortifications has remained physically relatively intact throughout its history. Only bombing during the second world war seriously disturbed this architectural continuity, and the Old Town of Tallinn was included as a UNESCO World Heritage Site in 1997. This historical centre between the coast and the Űlemiste lake to the south is a magnet for the tourist industry and the city welcomes more than 1.5 million visitors annually. It is a prime stopover for growing Baltic cruise ship activity (Helsinki, Saint Petersburg, Stockholm...) which simultaneously has advantages and presents a challenge in terms of managing the quality of the visitor experience. Together with Turku in Finland Tallinn was European Capital of Culture in 2011.

The position as principal urban concentration in Estonia (second city is Tartu with less than 100,000 inhabitants) combined with the rich heritage attraction has a major impact driving a strong retail and HoReCa sector, and Tallinn is ranked 3rd European city in terms of square metres of shopping space per inhabitant. While tourism, commerce, financial services and logistics as key economic factors, ensure that the city is good for more than half of the country’s GDP, there is also another important claim to fame. Tallinn has built a strong reputation in developing and applying information technology, and can rightly be described as a front-running IT city, one of the most advanced “smart cities” in a global context. The city is more than the historic centre with residential and business extension spreading out in a “butterfly” form to east and west. The dominant role as financial, business and population capital, mean that there is a close parallel between national government interests and city governance priorities.

3.10.2. Location

3.10.3. Key Facts and Figures

Population: Area: Population Density:

440,043 (2014) 159.31 km² 2,736 inhabitants / km²

GDP per capita: €14,217.00 Unemployment: 6.9%

Key Economic Sectors: Transport and Logistics; Financial and business services; Industry; Tourism

Tallinn is an important freight transit corridor, the volume of transit cargo passing through the ports of Tallinn in 2008 was already 28 million tones.

The historic city has a high ratio of HoReCa establishments which leads to irregular delivery patterns despite the application of time window regulation.

3.10.4. Transport and Mobility Context

Three main arterial highways converge on Tallinn: the E263 which passes the airport and links the city to Tartu; the E67 which to the south west makes the long distance connection Tallinn – Riga – Kaunus – Warsaw (in fact the TEN motorway linking Helsinki to Prague), and the E20 which to the east ultimately leads via Narva across the Russian border to Saint Petersburg. Distribution of traffic with destination in the city is reasonably well-organised with an outer ring network accessing key logistics, manufacturing or port areas in the urban fringe or around the city. The line of fortification around the “old town” also determines the existence of an inner ring road in common with many historic centres. However a main focus of traffic movement in the city is the connection to the ferry terminals, which in the current situation means vehicles and freight traffic passing through the inner city, adding to rush hour congestion and creating a rhythm of periodic congestion on the routes to and from the terminals corresponding with arrival and departure times of the ferries.

The principal ferry operators are Tallink and Viking Line - with services primarily but not exclusively to Helsinki and Stockholm – with a total passage through the port of 10,000,000 passengers per year. Tallink alone averages 7 sailings per day in both directions and the Helsinki route is so popular that a project to construct a tunnel between the two capitals is under serious consideration. In the summer season the generation of traffic as a result of Ro- Ro activity is compounded by the arrival of cruise ships and here there is also interaction between the airport and cruise terminal and provision of vessels. Tallinn airport is almost within walking distance of the city centre (4km).

Approximately 2/3rds of total traffic passing through the city centre is inner transit between city districts. Urban extension, sprawl, has caused serious increase of commuting journeys and since the 1990’s the number of car owners has grown rapidly with the consequences of pressure on parking space, with increased traffic jams causing average speed in rush hour periods to reduce by 2km per hour annually in recent years.

This situation also impacts on the public transport system especially, on the routes on the west side of the city centre, which in Tallinn is organised by bus, trolley bus and tram services. Tallinn has a strong policy to promote public transport in response to congestion and environmental impacts as a competitive alternative to the private car and since 2013 public transport is free of charge for citizens registered as living in the city.

While the situation is not yet critical the city is conscious of the need to increase its efforts in terms of transport and (smart) mobility planning and is now in the process of preparing a Sustainable Urban Mobility Plan conform EU guidance where freight distribution will be a key element in the Tallinn context.

3.10.5. Urban Freight Transport – City experience

The economic and historic potential of the old town inspired the city to reduce traffic in the central area, intra muros from the 90’s onwards. In what has effectively become a traffic free pedestrian area this was quickly followed by the introduction of delivery and servicing 91

management measures, to support traffic calming objectives and increase quality of public space and attraction levels. Following the experience of many similar cities this was broadly achieved by introducing time windows and loading - unloading restrictions. Initially environmental justification was less important than resolving the conflicts arising through competition for public space where pedestrian visitor numbers particularly in the summer period reach extreme, almost saturation levels.

Today air quality and public health issues are better understood and simply pushing traffic out of the central area clearly doesn’t improve the situation of negative freight delivery impacts on the surrounding route network and city districts – particularly in combination with the port freight traffic component. In 2009-2012 through participation in the CIVITAS MIMOSA project Tallinn made some first preparations to address this aspect, primarily exploring road mapping options and GPS guidance systems (combined with communication campaign) to assign freight traffic to the most appropriate route trajectories through the city – smooth freight in city logistics.

The city has experience in studying the characteristics and management options, even intervention, in relation to urban freight transport benefiting from close cooperation with research units in the Tallinn University of Technology. The question today is how best to apply this knowledge in implementing an adapted distribution and goods movement pattern to ease traffic and environmental pressure on the whole urban area.

3.10.6. Challenges and expectations – Integrated Action Plan

Two primary aspects dictate the level of challenge confronting Tallinn, where today traffic calming, noise and air quality considerations are central to decision-making processes in relation to city logistics. The first critical element is the constantly growing importance of the retail sector and high level of hotel, restaurant and catering activity – predominantly in and around the central area. The second is the question of efficient access to the central port terminals which is in everyone’s interest Port Authority (public agency), ferry companies, logistics operators, passengers, public transport companies and local residents. The ferries operate on a tight schedule based on a one hour turn around system. In this the performance level is impressive but can be increasingly disturbed by delays and growing problems in terms of moving and queuing more traffic in and out of the terminal areas.

In terms of the Freight TAILS project the city of Tallinn is considering a series of issues, which in the short term must be resolved in combination, if an integrated approach to urban freight distribution is to be achieved:

- Despite the smart city label and good intelligence on general traffic and public transport flows, there is an information gap in terms of freight transport data both in the city-wide sense but also in terms of specific area-based or types of distribution activity. - It is recognised that the existing delivery regime for the old town area is not optimal and requires review and probable adaptation. Existing time window regulations add delivery traffic to the morning rush hour mix while on the other hand the regulation is often not respected. The last mile issue should also be re-assessed in terms of clean vehicle use. - The area around the ferry terminals will be subject to major redevelopment in the coming months (reconnecting the harbour to the city as amenity asset). So while the 92

problem of freight vehicle access and egress is already a hot topic now, this situation will only be aggravated with the addition of construction and waste material movement in the same area. A strategy needs to be put in place as a matter of urgency to resolve routing, waiting and timing of freight journeys to and from the boats. - Ambition to develop smarter solutions for operation of freight transport – smart mobility, smart urban spaces, smart organisation of ferry loading and unloading.

All these elements can work beneficially together but also allow the city to test lab a fully integrated approach through concrete focus in the short term. In this respect the Integrated Action Plan for Tallinn should combine smart freight transport survey to address the priorities of port access and historic city servicing regimes targeting use of clean vehicles.

3.10.7. Composition of Freight TAILS Local Group

Jaagup Ainsalu of the City Transport Department will coordinate URBACT Local Group activity in Tallinn, with the assistance of his colleague, Kristjan Kalamets. The ULG will be set up as a new forum dedicated to the logistics thematic of the Freight TAILS project.

ULG Composition

- Jaagup Ainsalu - ULG coordinator, Transport Department, Tallinn City government - Kristjan Kalamets - Tallinn University, Project assistant - Dago Antov -Tallinn University of Technology, Transport planning expert - Mari Jüssi – Stockholm University Institute, Transport Expert - Kaur Sarv – Ministry of Economic Affairs and Communications - Hele-Mai Metsal – Port of Tallinn - Tallinn City Environment Department - Aloha Transport – Private Company - Estonian Road Administration - DSV – Private Company - Liivar Luts – City Transport Department - Anu Kalda – City Transport Department

The formation of this group is expected to establish grounds for a real working partnership between the public and private sectors (including operators and businesses) and jointly identify – and in time overcome – technical, financial and commercial obstacles related to integrated freight management at the local level.

3.10.8. Managing Authority and Operational Programme

The Ministry of Finance located in Tallinn is the Managing Authority for ERDF and ESF funding programmes in Estonia.

Under ERDF there are Operational Programmes covering INTERREG focus and URBACT for example URBACT and the most relevant orientations in respect of a framework for Freight TAILS are under:

Thematic Objective – Enhancing Institutional Capacity and efficient public administration

Priority : Disseminating good practice and expertise and capitalising on results of the exchange of experience on sustainable urban development, including urban-rural linkages.

3.10.9. City coordination Team and Contact Person(s)

Jaagup Ainsalu, Tallinn Transport Department, Development Division

[email protected]

3.11. Umea

3.11.1. City Biography

Umeå is one of the most northern cities in Sweden, straddling the river Ume, only a few kilometers from its meeting with the gulf of Bothnia. This position 400 km south of the arctic circle means that it enjoys a sub-arctic climate and inhabitants experience very short days (+/- 4 hours daylight) in midwinter and more or less 24 hours of daylight in high summer. The city of Umeå forms the core of the Umeå Municipality (Umeå Kommun) comprised of another 19 mainly rural settlements, including the port of Holmsund (second largest urban area: 5,500 inhabitants). It has an important role as principal regional centre for northern Sweden and is capital of Vasterbotten County. The University Hospital for instance is the major care facility for the whole of northern Sweden.

From early origins as a trading centre for the Sami population and a later and continuing economic focus on forestry, Umeå has become in recent years, one of the fastest growing cities in Sweden. In 1960 the city had a population of around 50,000. Following the establishment of the University in 1965 the urban population increased dramatically and suddenly. The present figure of 116,000 for the municipality is the result of a steadier annual population growth continuing through the last decade. This has been supported by more than doubling the number of homes in the city over the last 30 years with a planned growth pattern to reach 200,000 citizens by 2050.

Umeå’s economic base has also diversified and expanded to include companies working in biotechnology, in the medical sector, in engineering industries and IT, and in fields of environment and energy. It is an important retail centre for the surrounding communities and in April 2016 a new out of town shopping centre with flagship Ikea store will open. Employment in private trade and industry has grown by more than 30% in the last twelve years with creation of some 5000 new jobs in the private sector over the last 10 years.24 The number of broadband connections per capita is among the highest in the world. In terms of physical connection the presence of Umeå City Airport (only 4km from the centre) means that there is direct linkage to many Scandinavian cities with upwards of twelve flights daily to Stockholm (one hour flying time). There is also an important ferry connection to Vaasa in Finland only 110 kilometers away, via Holmsund and the Bothnia railway line, opened in 2010, connects the city from the south.

Umeå has a vibrant cultural scene. It is a cosmopolitan city of young people, 38 being the average age of the inhabitants. In 2014, together with Riga, it was European Capital of Culture, and is actively working to be similarly selected as Green Capital for 2018.

24 Umeå – an expanding IT city http://www.umea.se/mer/otherlanguages/inenglish/umeaanexpandingitcity.4.1255481e123d7d67aaa80 0012992.html 95

3.11.2. Location

3.11.3. Key Facts and Figures

Population: Area: Population Density:

120,777 (2015) 2,317.00 km² 52.10 inhabitants / km²

GDP per capita: €42,771 Unemployment: 3.0%

Key Economic Sectors: Education; Business services; Trade; Manufacturing; Construction

In 2014 the number of days when EU target values for PM10 were exceeded amounted to 3.

On an average weekday approximately 100 trucks/vans enter the city (environmental zone) to deliver goods, on the old EU E4 highway passing through the town centre 23,000 vehicles are recorded

3.11.4. Transport and Mobility Context

One of the seven strategic long-term objectives adopted by the City Council states that Umeå should grow through sustained, ecological and economic development towards 200,000 citizens in 2050. This also implies that the city will seek to maintain its good communications with the rest of Sweden but also with Europe. The importance of air travel for such a peripheral location (also for transport of certain goods – short delivery time), with airport very close to the city, has been stronger in this respect than perhaps in more central locations.

Traditionally virtually all road traffic (long distance) moving from north to south, south to north in this region passes through the territory of Umeå, a major proportion comprising heavy goods traffic associated with extraction and timber industries – the link to Kirun (mining, formerly primarily iron ore) and Luleå. The European highways E4 (Luleå) and E12 (Norway) meet and cross in Umeå and prior to the construction of the Kolbäck bridge to the east all traffic traversed the centre of the city. A new bridge is planned to relieve pressure even further, completing the ring road structure, and which will significantly improve the situation in the city centre. The main problem associated with road transportation is the effect on air quality coupled to northern climatic conditions which frequently produce inversion layers trapping pollutants in the lower atmosphere. The city introduced an environmental zone or “low emission zone” covering the city centre in 2014 to address this issue.

With the opening of the Bothnia rail line in 2010 an additional travel option is available linking to Stockholm 700 km to the south with a journey time of 6 and a half hours. This also provides a new element in terms of bulk modal split. A freight yard was opened in 2012 to serve the city covering an area of 6 hectares and linked to the Nordic Logistic Centre. Local public transport is organised by a bus network. An innovative and successful electric bus line links the centre to the airport and the plan is to replace all conventional (diesel powered) buses operating in the city with locally produced electric vehicles by 2019.

Umeå’s Sustainable Urban Mobility Plan is included in the Comprehensive Development Plan. In 2011 the city adopted this new comprehensive plan, which includes focus on infrastructure, confirming the sustainable vision for future growth. This document was presented with the Swedish Plan award for 2012 for its inclusion of sustainability in six development strategies, and attention to monitoring of progress. The six strategies are:

Five kilometre city

More city! Complementing existing city districts as a vitalizing force

High density in new city districts

Growth in public transport corridors and conversion of transport through-ways

Investments in public spaces and parks

Everybody shall take part (Co-creation of the city)

3.11.5. Urban Freight Transport – City experience

The continuing use of the main route through the city is cited as one of the main contributing factors to the situation of poor air quality in the Umeå central area. Much of the share of this through traffic is made up by heavy goods vehicles moving to and from transhipment terminals on the west side of the city. The projected new ring road should resolve this issue allowing the city to concentrate on the delivery and servicing of the central area within the perimeter of the environmental zone. A review of the delivery situation to the commercial centre draws attention to 5 aspects:

- Air quality - Noise and vibration - Road safety - Streetscape - space attraction (physical quality) - Competition for public space (congestion)

The overall picture suggests that solutions for freight distribution in central Umeå are producing positive results but there are still pressure points in terms of road safety and access to main retail centres which can only be made over pedestrian squares or traffic calm areas, for instance in Renmarkstorget and Main Street. Even the underground facility purpose built, to accommodate deliveries in the recently built UTOPIA shopping centre experiences problems where high vehicles cannot enter and therefore take up position to unload in the public open space. There is a general lack of respect for regulations in place either in respect of physical restrictions, time windows etc. One explanation may be that because of the many central construction projects in recent years there has been too much flexibility in terms of enforcement ultimately leading to bad practice. Since the previewed transformation of the central area is phased over 3 years (before the final layout will be complete) this complicates the design of a consistent distribution framework. It is therefore important to determine and fix the freight options at an early stage for the whole projected commercial, traffic free area.

Umeå has the ambition to be a fully sustainable and attractive city for both citizens and businesses, so the “downtown” experience is an important ingredient requiring support of a coherent approach to distribution of goods and services. The issues remain relatively complex with presence of many stakeholder groups which often have different viewpoints. Establishing an appropriate forum and formulation of a master plan for freight traffic in the inner city is a concrete objective. There is also interest to develop solutions involving use of clean vehicles, in public transport, but also to consolidate different fractions of freight transport which can simultaneously improve logistics operations and achieve desired environmental, air pollution, noise and traffic reduction goals.

3.11.6. Challenges and expectations – Integrated Action Plan

Umeå is committed to maintaining a balanced growth pattern for the city, where service delivery and economic opportunity continues to match the needs and expectations of a (planned) growing population. Re-imagining the structure of the central city area, together with mobility and freight distribution patterns - as completion of the ring road diminishes the impact of (heavy) through traffic on the principal north-south route axis passing through the heart of the city – is regarded as a clear opportunity in this sense. An integrated urban strategy is included in the City of Umeå Master Plan for the city centre (which was adopted in 2011), and has a 10-year period (respecting the 2050 vision for the city). The Freight TAILS commitment is connected to this development strategy “Everybody shall take part (Co-creation of the city)”, emphasising that a sustainable city can only be built together with those living in the city. A number of conditions require to be addressed if this policy is to be applied successfully in terms of adapting city logistics:

- There is insufficient and lack of systematic co-operation between urban freight stakeholders and city authorities in respect of problems and potential solutions for effective and sustainable urban freight transport. A consultation platform is missing. Insufficient communication on this subject can be resolved by establishing grounds for a working partnership between the public and private (business) sector.

- Inadequate information and data on freight movements - to help determine and analyse technical, financial and commercial obstacles related to integrated freight management at the local level as well as the needs to support policy development and decision making. - Development of methods to analyse goods delivery processes: daily number of deliveries, duration, delivery points, vehicle types, barriers and obstacles (i.e. unloading in areas with prohibited parking, impediments to pedestrian passage etc.). Detailed analysis is required to allow targeted win-win solutions to be implemented.

- Organisation of partnerships for sustainable organisation of delivery systems in the city centre with regulation and enforcement linked to stimulation and encouragement.

- Application of innovative technologies and solutions: use of ITS and ITC, crucial aids to managing and monitoring freight distribution, optimising delivery patterns – as well as providing a basis for implementation of low emission vehicle policy for urban freight transport.

Taking into account the policy instrumentation in place at city level, the Freight TAILS activity should ideally fill a gap in policy formulation, namely in terms of providing a framework for effective and sustainable freight distribution in the city. The preferred option in terms of the Integrated Action Plan is to establish a Sustainable Urban Logistics Plan detailing the directives of the SUMP, to address this important mobility theme and linking to the prescriptions of the environmental zone designation. There is also interest to explore a clean vehicle solution for reverse logistics, more specifically waste collection, and it is envisaged that this could be a first pilot to be developed - to deliver real operational change within the policy focus area.

3.11.7. Composition of Freight Tails Local Group

There is a tradition of working together with stakeholders in Umeå - private and institutional actors i.e. the University or Hospital campus. A good climate for collaboration between the stakeholders in the goods flow process is therefore a pre-requisite for action. In this perspective the URBACT Local Group will gather members from local authority, property owners (especially commercial businesses), transport organisations and logistics operators, producers and suppliers of goods etc. – combining knowledge and experience of both operational activity and a more overall approach.

ULG Composition

- Umeå city departments - Umeå central area real estate owners - FUSEF, the umbrella organisation for business real estate owners - “Visit Umeå” (the organisation for business – mostly retailers – operating in the city - Transport companies operating in the city - Waste handling companies - Consultant for sector intervention i.e. waste project consultant

Stig Lundgren and Lina Samuelsson, working in the city Economic and Planning Departments respectively will coordinate the work of the group, linking to an internal task force charged with delivering effective solutions on the ground.

3.11.8. Managing Authority and Operational Programme

The managing authority Tillväxtverket (Swedish Agency for Economic and Regional growth) and the city of Umeå has good working relations, and the Mayor of Umeå is currently on the board of the ERDF management committee for northern Sweden.

Two priorities of the ERDF Operational programme for Övre Norrland would be relevant for the policy challenge adressed by FreightTAILS:

 Promoting sustainable transports and remove bottlenecks in important infrastructure  Supporting the transition to a less carbon dioxide intensive economy in all sectors

Not on the specific topic addressed in Freight TAILS, but the city of Umeå is very involved in international networks on sustainable transport solutions, for example CIVITAS, where the Deputy Mayor Margareta Rönngren is currently on the Political Advisory Committee.

3.11.9. City coordination Team and Contact Person(s)

Stig Lundgren, City of Umeå [email protected] +46 90 16 53 89 Lina Samuellson, City of Umeå [email protected] +46 90 16 53 88

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SYNTHESIS: DEEPENING THE THEMATIC UNDERSTANDING, FIXING THE PROJECT ROAD MAP

4.1. Introduction

Ten city partners have signed up to work together in the Freight TAILS network, to examine and develop approaches aimed at improving Urban Freight Transport systems. In simple terms this equates down to describe a joint ambition to deliver societal, economic and environmental benefits based on enhancing performance and increasing efficiency while reducing/eliminating negative impacts associated with distribution activity and transport of goods in our towns and cities.

The partner group reflects an exciting geographical distribution, from the very north of Sweden, to the Dalmatian coastline of Croatia, with Suceava close to the EU–Ukraine border and La Rochelle located where western France meets the Atlantic Ocean. There is diversity of scale, population density and typology among the partner cities - the Cross River Partnership is unique in representing a population approaching some 1.8 million at the heart of the London Metropolitan Area (in excess of 14 million inhabitants) while 5 cities occupy the bracket of between 100,000 and 200,000 citizens. The partner entities reflect a range of governance models: a public–private delivery partnership in the case of London, a Belgian (city-) Regional authority, a French Urban Community (agglomeration), part of a Tri City cooperation structure in Poland and unitary urban or urban-rural authorities. This can generally be regarded as an advantage for the network and can help particularly in terms of addressing the issues of multi- governance responsibilities and different levels of stakeholder engagement. Some characteristics of the network composition:

 3 Capital cities (London, Brussels, Tallinn) – an interesting aspect in terms of scale, intensity and diversity of freight activity, but also there is a possibility that such cities are closer to the national level in terms of harmonising policy or attracting support.  4 Sea-port cities (Gdynia, La Rochelle, Split, Tallinn) – ports are major generators of goods transport (particularly HGVs, container transport) which usually has some level of impact on the urban area. Port Authorities are generally important players in management and technology of freight transportation and this is also the case in cities with navigable waterways (London, Brussels, Maastricht).  All cities are “historical” but the network has 4 heritage cities, “pur sang” (La Rochelle, Maastricht, Parma, Split) which match scale and urban heritage pull factors – important to remember that many freight delivery management measures were first initiated in cities of this type, narrow street patterns and visitor pressures necessitating/facilitating intervention.  All partners are University cities and many local authorities have a strong link to their learning and research institutions.  5 River cities (London, Brussels – canal, Maastricht, Parma, Umea) - where infrastructure, (limitation of) crossing points/bridges have traditionally created bottle- neck difficulties or constraints on road network efficiency.

Within the reference framework of the URBACT programme the partners welcome the opportunity to cooperate in network activity on two levels: 101

- to gather new intelligence and share knowledge on the global issues governing urban freight transport patterns, to review experiences (including own experiences) and seek to improve approaches, methods and practices, build capacities based on sustainability perspectives. Equally to provide a window to allow other stakeholders, agencies and cities to follow network activity, understand thematic focus and hopefully benefit from findings and conclusions: Transnational Exchange and Learning

- to develop a local initiative, a plan (with a real utility for the city and the sector) which can fill a gap in existing instrumentation or practice, resolve general or specific problems or introduce innovative/alternative solutions or techniques – respecting the agreed principles of adopting an integrated and participative approach: Integrated Local Action

While a theme based Local (stakeholder) Group is formed to support and co-design an Integrated Action Plan in each partner city, both of these levels should be mutually reinforcing - experiences at the local level informing the trans-national exchange process with cross- cutting network learning feeding in to optimise local plan formulation wherever possible. Within budget, timing and local resource constraints this requires to be carefully articulated.

During the project Development Phase each partner has worked to identify the scope or options for the formulation of a local Integrated Action Plan and each has held core or full member URBACT Local Group meetings in this regard. All cities hosted a visit by the project Lead Partner and Lead Expert which was used as an opportunity to explore specific topics, identify emerging questions and incrementally determine common issues - ultimately creating a coherent and partner/thematic relevant platform for interaction.

4.2. Cross-cutting Themes

A first impression might suggest, that while the diversity (geographical, politico administrative, socio-economic, scale...) of contexts presented by the partners can bring a range of valuable material to the table, it could equally hinder the determination of useful commonalities. In fact the in-depth discussions with individual partners during the visits and the joint exercises of the final full partner meeting (held in Brussels in February 2016) confirmed a high level of shared experience and application of measures, as well as a strong correlation of common concerns, problems, and needs. Many solutions have been tested and introduced in targeted areas or linked to specific distribution activities and operators/operations. The principles of a Sustainable Urban Logistics Plan, for instance, are broadly the same irrespective of the scale or administrative structure of the city. Similarly Delivery and Servicing Plans can be area- based and/or specifically focussed on the activities of type of logistics operator, or groups of receivers.

All partners have a certain experience in relation to the Freight TAILS theme, even Suceava - wanting to take a first step in developing a concerted approach to address urban freight transport – has already explored possibilities in connection with: traffic calming in the city- centre; traffic routing measures in respect of HGVs in the absence of a complete ring-road; and determination of spatial delivery regimes in out of town shopping centres in dialogue with

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developers and via planning permissions. Many cities (also outside the network) have supported or implemented measures described in the “state of the art” section with varying degrees of success or satisfaction. The option to encourage establishment of consolidation/distribution centre, logistics platform solutions is a case in point. In some situations this construction is considered viable and being rolled out, while in others this experiment has proved unsuccessful, has been stopped or the business model is regarded as precarious. Partner experience here can help to make real case-based analysis of what has worked, why it has worked in certain conditions and why it has failed in other contexts – which can have important input and interest for formulation of actions.

In particular, three aspects have been a constantly recurring feature in the Freight TAILS partner dialogue, with different intensities of questions arising in all cities:

 How to identify, and engage with, disparate stakeholders who can effectively influence change in transport and distribution patterns? Public authorities recognise that they cannot manage urban freight transport on their own, but the logical conclusion of then seeking to develop cooperation models or partnership structures is more difficult to realise. For most local authorities this means working outside their conventional contractual or even informal relationships in a sector that is generally not fully understood – who are the players, what are their needs, what is their motivation, how can they be involved, how and what can/will they change ...?

 With a view to raising levels of understanding (and awareness) as a basis for adoption of alternative approaches many partners report that they have insufficient data, or they have little study material, on which to base policy formulation or introduction of management measures. What form of data collection is appropriate? Too little information is a problem but gathering reams of statistics is also time consuming, costly and probably unnecessary. What information is needed to develop smart solutions, what are the economic calculations that make activities viable, what projections should be made concerning the impact of trends and evolutions such as e- commerce?

 In terms of partner commonality the most important and compelling issue that emerged during the Development Phase exchange, highlighted the relationship between regulation (and enforcement) and stimulation/encouraging voluntary behaviour change by incentive. Often authority first reaction is to govern by regulation and most partners have introduced some forms of access restriction, delivery time window, loading/unloading rules etc. Regulation can be effective, essential in certain cases, but is generally unpopular with those who are regulated - and is at least a challenging topic for decision-makers and even regulators themselves. There is a lot of natural resistance to change across the sector. Partner experience surprisingly also suggests that enforcement is not always as applied as might be imagined – non-respect of regulation perhaps not perceived as sufficiently damaging to warrant high priority, limited time and resources, control fatigue or changed circumstances when the same measures have been in place for a long period... Support or encouragement to co- design alternatives or change demand-supply behaviour presents another option, but can this simply replace control based management? Is there a balance to be found to combine regulatory and incentive/dialogue approaches, how do these measures fit city learning curve positions and process of intervention and change over time?

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What would you prefer, a carrot or a stick?

Even if you do not like vegetables, the answer is clear.

The term ‘carrot and stick’ used together comes from a story about a stubborn donkey. In order to make his donkey run, the master tied a carrot to a stick.

Does the donkey move because it wants to reach the carrot or because it wants to avoid a beating with the stick?

Do people do their tasks because they want a reward or because they are afraid of punishment?

Either way, the next time someone offers you a stick, ask him where the carrot is.

Courtesy of the Mazgoon restaurant, Split

In a sense the third point of interrogation underpins many of the key topic areas which partners identified as potential subjects for network consideration. The URBACT method then presents a special relevance for Freight TAILS in offering a means to seek structural improvement of operational city logistics models, coupled with appropriate engagement of - and with - the essential players in the field. The individual discussions with local partners and actors (including formative Local Group members) resulted in a first mapping exercise, determining a wider range of issues, city challenges and pressure points, perceived knowledge or capacity gaps - and fixed attention on Integrated Action Plan focus.

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URBAN PARTNER CITY TOPICS/CHALLENGES IAP Cross River  Access management (Congestion Charging Zone, ULEZ)  Delivery and Servicing Partnership London  Regulation and enforcement Toolkit  Voluntary behaviour change  Last Mile Solutions – Consolidation and DSPs  Clean vehicles  “Leading by Example” – Camden, UPS...  Solution cocktail and harmonisation of policy/ measures  Area-based UFT Management Brussels Capital -  Stakeholders – identification and engagement  Delivery and Servicing Region  Voluntary behaviour change Plan – UFT  Information and data management Inner  Procurement City Pedestrian area  Logistics in Land Use Planning  Solution cocktail and harmonisation of policy/ measures  Area-based UFT Management City of Gdynia  Stakeholders – identification and engagement  Delivery and Servicing  Voluntary behaviour change Plan – UFT  Information and data management of  Last Mile Solutions – Consolidation and DSPs central retail streets,  Regulation and Enforcement city market hall,  Port access and Transit pedestrian area  Smart Freight Distribution Management  Area-based UFT Management Urban Community of  Regulation and Enforcement  Sustainable Urban La Rochelle  Last Mile Solutions – Consolidation and DSPs Logistics Plan (SULP)  Clean Vehicles  Area based UFT Management – pedestrian areas  Port access and Transit City of Maastricht  Stakeholder engagement  Delivery and Servicing  Voluntary behaviour change Plan – UFT  Area-based UFT Management management of Wyck  Last Mile Solutions – Consolidation and DSPs district, Station,  Clean Vehicles central commercial  Transit Freight streets - pedestrianisation City of Parma  Regulation and Enforcement  Review Delivery and  Access management Servicing Plan - historic  Last Mile Solutions – Consolidation and DSPs centre  E-commerce solutions  Clean Vehicles  SULP City of Split  Regulation and Enforcement  Review Delivery and  Last Mile Solutions – Consolidation and DSPs Servicing Plan –  Port Access and Transit historic centre, markets City of Suceava  Stakeholders – identification and engagement  Sustainable Urban  Regulation and Enforcement Logistics Plan (SULP) –  Voluntary behaviour change clean vehicles  Last Mile Solutions – Consolidation and DSPs  Area-based UFT Management – pedestrianisation  Transit Freight City of Tallinn  Information and Data  Port access plan  Review access historic city  Review Delivery and  Regulation and Enforcement Servicing Plan –  Smart solutions historic centre  Clean vehicles  Port Access and Transit City of Umeå  Regulation and Enforcement  Sustainable Urban  Access Management – Environment Zone Logistics Plan (SULP) –  Voluntary behaviour change waste  Clean Vehicles  Reverse Logistics  Transit Freight

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Almost unexpectedly, irrespective of city scale, location or level of experience there is a high degree of complimentarity in the listing of “big” topic concerns. Regulation, Voluntary behaviour change, Last-mile solutions, are prominent points of mutual interest which give a strong orientation for transnational network activity. Additional aspects, such as continued interest in exploiting potential of clean vehicles, or developing smart management possibilities provide equal justification for joint consideration and specific situations i.e. in respect of port generated freight movements concern certain partners. In an informal sense and in general mobility terms, it is expected that partners can tap into experiences and reflection on “side issues” in relation to the project theme – Sustainable Urban Mobility Plans (some cities have others are developing), clean public transport solutions, design of traffic calm/free public space...

Despite the majority of partners clearly having introduced measures to manage and facilitate sustainable delivery options, this apparent (and real) level of experience does not exclude the re-surfacing of basic topics within their list of issues. This confirms a phenomenon which seemed to be emerging in the “state of the art” review in this document. Following considerable inactivity, or inadequate attention afforded in the past to freight transport in urban planning or mobility planning, today there is a wealth of research material, guideline documentation, case study analysis circulating primarily at the macro-level. General understanding and awareness has grown exponentially in recent years and many cities have been active to introduce schemes, measures, (roll-out) pilot projects and even establish delineated cooperation structures. At the city level however this profile of intervention or change is often piecemeal or fragmented, successes with place-based solutions, with individual operators, or with some retail groups, in the end having only limited positive impact on the real pain points for city and sector – congestion, operational efficiency, air quality, safety and general quality of life... Problems “solved” invariably transfer to aggravate difficulties in other areas, key business operators efficiently organise their own distribution within their own business model parameters, but this capacity or system does not necessarily trickle down to benefit the city as a whole. A major conclusion of the partners during the Freight TAILS Development Phase is that the knowledge and experience gained in recent years needs to be applied to developing a coherent and comprehensive package of mutually reinforcing measures, tailored to the city context (existing and developing). In this it is absolutely essential that the sector stakeholders and end-users are fully implicated in a global, integrated (and sustainable) approach whether subject to regulation or by engagement in “win- win” solutions.

Deepening this discussion in the Second partner meeting in Brussels (Feb. 2016) the Freight TAIL partners ultimately agreed to use the network to explore Six Cross-cutting Themes, the common questions posed alongside the theme give a good indication of the reasoning behind this conclusion:

Stakeholders: Who are the stakeholders for the different urban freight management activities? How do you best engage with the different stakeholders? What are their motivations? What is the best methodology for agreeing a set of local actions?

Data: What data on urban freight management do we have? Where does it come from? What data would we like? Where would it come from? How do we get the data? How do we use data? What data, beyond urban freight management / transport data, would be helpful? (link to Integration theme) 106

Integration: How do we define the problems associated with urban freight management in a different way, so they are not perceived as solely a city logistics problem and solution, but all part of a wider economic, environmental and social problem and solution? How do we integrate urban freight management within broader economic, environmental and social policy and practices? How do we reach a wider audience? (Link to Stakeholders theme)

Regulation & Enforcement: What regulation works & why? What regulation does not work & why not? Why was the regulation adopted? At what scale does the regulation operate? What enforcement activity exists? How much does it cost? What technology is used? To what extent does regulation support successful urban freight management interventions? What elements of regulation and enforcement are transferable between countries?

Voluntary Behaviour Change: What are the motivational factors for stakeholders to undertake voluntary behaviour change? What cost and benefit information is required to motivate change? What are the success criteria for achieving voluntary behaviour change? What are the barriers to effective voluntary behaviour change? How can you encourage voluntary behaviour change, e.g. incentives?

Procurement: What actions can organisations take to influence urban freight movements? Is there a specific role to be played by the public and/or private sector in relation to procurement decisions, within the context of urban freight management? How can these roles be adopted? To what extent can procurement decisions influence suppliers and logistics operators? What is the critical mass of changes required by one or more procurer to lead to a change in urban freight activity from suppliers and logistics operators?

In addition to the themes, Freight TAILS partners will each belong to one or more topic based Cluster Groups. These cluster groups will bring together cities with similar interests, both within the specifics of their Freight TAILS Integrated Action Plans and beyond. These cluster groups will be set up to operate formally and informally – with opportunity for peer support between cluster group discussions at formal transnational meetings, and telephone / webinar / online meetings between face to face meeting. This cluster group framework will enable transnational exchange to occur not just on the big 6 themes, but also on specific topics that the project partners have experience, knowledge or interest in. The cluster group topics for and group members were discussed at the final transnational meeting of Phase 1. The current list of cluster groups includes:

 Loading/unloading restrictions,  End user measures,  Environmental zones,  Access restrictions (time and weight),  Clean / low emission vehicles, consolidation,  SUMP/SULP,  Inter-modal transfer (access to Ports),  Recognition schemes.  Smart Solutions It is anticipated that these cluster groups are refined in the first 3 months of phase 2 to ensure they are of maximum utility. The intention is that these opportunities to examine operational measures, will not only help to bundle a coordinated package of solutions but actually form a strong link between the trans-national exchange process and activity to produce Integrated Action Plans at the city level. Each project partner will produce at least two case studies or good practice outputs linked to either one of their cluster group topics, or one of the six themes.

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4.3. Local Actions

All partners have formulated proposals on the subject to be covered in their Integrated Action Plan. Each will contribute to and draw from the transnational exchange to advance the plan development process and because there are two main choices for plan focus a considerable cross-fertilisation is anticipated.

 3 cities - La Rochelle, Suceava and Umeå – target the elaboration of a Sustainable Urban Logistics Plan (SULP) as detailing of SUMP delivery objectives. The motivation is based on filling a gap in instrumentation and need for a policy framework to manage the sector. The SULP as vehicle for coherence of strategy and operational practice, can operate to activate new relationships with stakeholders in order to define economic, social and environmental benefits while ultimately eliminating negative impacts of delivery and distribution activities.

 5 cities – Brussels, Gdynia, Maastricht, Parma and Split – will produce Delivery and Servicing Plans for specific urban areas. While the focus in each city is slightly different there are also strong parallels i.e. in significance of retail functions, station-centre connections, pedestrian – traffic calm neighbourhoods. The area-based aspect is offset by commitment to engage essential stakeholder groups and representatives in a co-production process.

 1 city – Westminster: Cross River Partnership – wants to establish a Delivery Servicing Toolkit. This aspect of guiding and inciting desired behaviour patterns, through support for organisational improvement to receive and deliver services, through public, private and even joint procurement processes, employee assistant programmes etc. is particularly appropriate with reference to the specific London partnership context but is also high on the list of learning of other partners and can make a strong interaction with transnational themes.

 1 city – Tallinn – is concerned to resolve a local problem related to Port generated freight traffic. This is both topical, in terms of existing congestion and HGV intensity, but also urgent in the pro-active sense with major redevelopment of the city centre terminal area and surroundings projected in the short term. This is also a topic which interests other network partners, particularly Gdynia, Split and La Rochelle all with double port facilities generating specific types of freight movements.

4.4. Road Map: Events; Milestones, and; Deliverables

During the whole exchange process of the Development Phase but especially during the course of the two partner meetings, progress was directed to develop a framework for network activity (Operational Phase) – incorporating the specific inputs, experience and learning needs identified by each city. This is based on the following principles targeting:

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- What the cities can do together to advance knowledge and build capacity for network partners on the urban freight transport theme, but also for wider dissemination to inform agencies, authorities and businesses looking to experiment and adapt delivery processes in a sustainable way. - What each city can do at the local level to improve its approach to city logistics, accountable to the needs and expectations of stakeholders and end-users (informed and reinforced by the transnational exchange experience.

A work plan for project activity

The network is looking to operate at different levels to maximise capitalisation and dissemination of the exchange and learning process.

 The project will actively seek to establish links with initiatives, programmes and agencies working in the same thematic area. This can involve cities, networks (Eurocities, Smart cities, POLIS...) and/or research institutions and projects in other EU programmes such as INTERREG (FREVUE). Freight TAILS will also look to participate in events (conferences, workshops) organised around the city logistics topic which can both inform the network but also present the work and findings to a wider community.

 Within URBACT III, Freight TAILS will of course participate in activities organised by the programme (Summer University etc.) but has already identified projects participating in the Action Planning Network call where an interface could be mutually beneficial (SUMP, RETAIL LINK) and where discussions over potential cooperation have started. A further scoping of this possibility will be one of the first tasks in the operational phase – to review project documents (baseline studies) and evaluate opportunities i.e. for partial joint organisation of themed transnational meetings.

In relation to activity previewed within the project the partner city exchange has been streamlined into the identification of structural themes which then need to be translated into an activity plan which serves both the transnational exchange and learning as well as the local action process. In Freight TAILS the analysis of partner interests has resulted in a “road map” based on three components:

 The Transnational Exchange and work on common issues (share practice and experiences, build knowledge and techniques, develop capacity). This is the core business of the project where activities will be designed to improve understanding and help partners to develop good practice with a concrete utility for their local situation. Six areas of focus have been identified which partners feel deserve more in-depth, joint analysis: Stakeholders; Data; Integration; Regulation and enforcement; Voluntary behaviour change (incentive), and; Procurement.

 Cluster group focus: during partner exchanges in the Development phase it was realised that various partners had certain similar specific goals or interests who could collaborate to form a thematic cluster group. These topics may also feature in consideration of the transnational themes, but there is a value to exploit work group possibility to enter more into (operational) detail reporting back to both the full partner exchange process and providing concrete input to elaboration of the Integrated Action Plans.

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 It is the ambition of the project to optimise the exchange process in terms of reaching and supporting the local Integrated Action Plan production and Local Group activity in each partner city. The Action Plans are key output elements and are regarded as main drivers of the project to test and extend the translation of knowledge and exchange of experience, into concrete application and improvement of practice at the city level.

Over the course of the 24 month programme in this context Freight TAILS will organise 6 transnational exchange workshops to address the six points of Thematic Focus, plus a transnational meeting to coincide with the mid-term review activity (Mid-term Reflection), and a Final event open to all project target groups and allies at which final results and outputs will be presented. This gathering will be aligned with other relevant URBACT Action Planning Network or relevant sectoral events, to maximise the communication of Freight TAILS findings to as many relevant participants as possible and to achieve maximum value of financial resources.

Stakeholder Data Integration Regulation Mid-term Regulation Procurement Final s Enforcement Reflection VBH Event

C C C C C C C G G G G G G G

NETWORK PREPARATION, REVIEW AND PRODUCTION

ULG ULG ULG ULG ULG ULG ULG ULG

ULG ULG ULG ULG ULG

CITY/ULG PRODUCTION IAP CITY/ULG PRODUCTION IAP CITY/ULG PRODUCTION IAP phase phase

The working between Transnational Exchange moments, Cluster Group Activities (which can also be organised outside the main event stream – bilateral, web meetings ...) and above all ULG working should be highly iterative and productive. Both in terms of outputs and Integrated Action Plan there will be points of intermediate production and presentation to feed the learning and capitalisation process.

In between these seminars, transnational exchange will occur on an on-going basis throughout the project. These exchanges will be facilitated at a practical level by tools including:

- Video-conferencing / skyping / face-time

- Tele-conferencing

- Bi-lateral telephone conversations 110

- Freight TAILS network webpage on URBACT programme website

- URBACT Freight TAILS page on Linked In

- Flickr for photo sharing

- Video sharing site (e.g. Youtube)

- Project e-group (between all Freight TAILS project partners)

- Freight TAILS e-newsletter (one every two months)

- Social media (including twitter, linked in)

The mid-term review will act as a collective stock-taking exercise involving all Freight TAILS partners alongside the Lead Expert and Programme Expert. It will provide opportunities to check the functioning of Freight TAILS URBACT Local Groups, the progress in the production of the partners’ Freight TAILS Integrated Action Plans and other expected outputs within each work package. The review will check and adjust the work plan and methods if necessary, and be agreed by all partners.

Products and Outputs

Capitalisation

The results of Freight TAILS exchange and learning will be relevant to other European cities... Many expressed an interest to join the network and the intention is to run an open project, with rapid updates and easily comprehensible information for other cities accessible on the website and through active participation in media channels, events and conferences.

Beyond Freight TAILS, engagement with the other URBACT networks will enable a wide exchange of experiences, challenges, problems and possible solutions, which will enhance the quality of the Action Plans produced. Attending transnational meetings and events will provide an opportunity for partners to benefit from the knowledge and experience of European urban experts, academics and researchers in the freight management field, decision makers concerning sustainable transport and land use planning at different levels.

Outputs

The specific outputs of Freight TAILS will be relevant to this capitalisation process but will have key importance to be shared within the city network, to drive positive change in local contexts:

• Transnational meeting reports (providing a summary of the main topic/issues addressed, highlighting main contributions, learning points, actions required and conclusion). Presentation of meeting reports will be undertaken creatively, through for example photo montage / video blog etc.

• 10 URBACT Local Group Roadmaps

• Peer review reports / video blogs (capturing conclusions from partner peer review sessions and concrete / specific solutions to be taken into account when designing the Integrated 111

Action Plans), and site visit reports /video blogs. These peer review reports and site visit reports will be focussed on either one of the Freight TAILS six themes, or one of the Freight TAILS cluster topics. These reports are likely to take the form of a video blog which can be generated in both the host city partner language, as well as in English.

Externally focussed thematic outputs will include:

• A collection of case studies identified through the Freight TAILS project. These will be presented creatively. These case studies will be circulated beyond Freight TAILS to existing networks such as BESTFACT and ELTIS.

• Interim Thematic reports – based on the themes identified within the methodology for the Action Planning Network transnational meetings.

• Final Thematic Reports (6 Reports) – building on the interim thematic reports, gathering all lessons learnt throughout the project life cycle, both from the transnational exchange and learning activities on the policy issues addressed, and from the local level in relation to the co- production of the Integrated Action Plan.

New shopping centre in Umeå with underground delivery bays

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4.5. Closing Statement

The Freight TAILS Development Phase, the input from partners and exchange of knowledge has logically confirmed that freight transport and logistics make up a significant proportion of traffic movements in Europe's cities, often during peak travel times. According to the Commission Staff Working Document 'A call to action on urban logistics' (2013):

'Urban logistics ensure that shops and businesses are stocked, equipment is repaired, home deliveries are made, buildings are supplied and waste is removed. Every place of activity requires deliveries and servicing - if these logistic demands are not properly planned for, urban logistics can be inefficient...and polluting. Urban logistics makes up a relatively small share of urban traffic but makes a major contribution to the success of cities. Improving the efficiency of the 'first and last mile' of deliveries is of particular important for economic growth'.

The project motivation expressed in the initial application to participate in URBACT is even more justified. The Freight Industry is changing, responding to the pressures affecting it, including:

* a growing and ageing urban population chooses to shop more and more on-line, for deliveries from home or other ('click and collect') locations. Heavy Goods Vehicles (HGVs) or trucks above 16 tonnes made up 6% of the European commercial vehicle fleet. We may see this fall in the future, with an increase in Light Goods Vehicles.

* technology is changing the type of fuel we use in our vehicles, and the type of information we can use to plan and deliver transport solutions,

* and the space on our roads faces increasing demands from different users. These demands must be satisfied safely.

To date, a significant amount of work in the sustainable mobility field has focused on promoting sustainable transport - walking, cycling, public transport, electric vehicles. Despite general agreement on the challenges, and in many cases the solutions, insufficient attention has been paid to critical road freight and urban logistics issues, upon which so much else rests. The valuable EU directive to stimulate Sustainable Urban Mobility Plan formulation provides a springboard opportunity, not to make the mistakes of the past, but to include the challenge of urban freight transport in the full integrated approach to urban management, in a comprehensive and inclusive (stakeholders, partners...) way.

Urban logistics - the movement of goods, equipment and waste into, out, from, within or through an urban area - remains a field where significant progress can be made towards the goal of reducing transport greenhouse gas emissions by 60% by 2050 and eliminating the health risk produced by particulate matter and nitrous oxides – a key Commission target. Effective action to optimize urban logistics can deliver cost savings at a city level, whilst making a significant contribution to longer term European transport, environmental, health and economic goals and objectives.

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Many European cities are experiencing appreciable population growth, the consequential increases in passenger journeys and demand for goods and services leading to increases in traffic, congestion and air pollution – the burgeoning growth in on-line sales and home deliveries is but one example. The question of how to meet citizen, consumer and business demand, enhance mobility and maintain liveable and functioning cities whilst reducing costs, pollution, congestion, and accidents is an ongoing and common challenge shared by member states and local authorities.

The Freight TAILS – delivering Tailored Approaches for Innovative Logistics Solutions - project aims to help provide solutions to the pan-European challenge of realizing optimal urban logistics. It will do so by focusing on what cities can do at a local level to improve urban freight and logistics, whilst contributing to the sustainable mobility and sustainable growth agendas. Centrally, it will establish how different approaches to freight management activity in EU cities are impacted by different city contexts including geographic, economic, political, and demographic. It will do so seeking to provide a pathway for achieving real reductions in traffic and congestion and cost savings, plus savings in greenhouse gas emissions and improvements in air quality.

Last mile electric delivery buggies - Split

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BIBLIOGRAPHY

The Environmental Impacts of Transportation – Dr. Jean-Paul Rodrigue, New York 2013

Study to Support an Impact Assessment of the Urban Mobility Package – European Commission, DG Move, October 2013

2030 Climate and energy goals for a competitive and low-carbon EU economy – European commission, DG Clima, January 2014

Analysis Report on Sustainable Transport – INTERREG IVC, October 2013

Ensuring quality of life in Europe`s cities and towns – European Environment Agency, EEA Report No5/2009

CIVITAS POLICY NOTE – Smart choices for cities: Making urban freight logistics more sustainable 2015

European Commission: Study on Urban Freight Transport (Final Report) DG MOVE – MDS Transmodal Limited in association with Centro di ricerca per il Trasporto e la Logistica (CTL), April 2012

LAMILO sustainable city logistics – Policy Measures, Cross River Partnership 2015

Strategic Plan for GOODS TRAFFIC in the Brussels - Capital Region, Brussels Mobility 2015

Goederentransport en logistiek in Brussel: stand van zaken en vooruitzichten – Mathieu Strale, Philipe Lebeau, Benjamin Wayens, Michel Hubert, Cathy Macaris for Brussels Mobility

Urban Freight research roadmap – ALICE / ERTRAC Urban Mobility WG, November 2014

City Logistics Roadmap – Freight Transport in urban areas, Maria Lindholm – Forum for innovation inom transortsektorn, Gothenburg March 2014

International Road and Rail Freight Transport, Environmental Impacts of Increased Activity Levels - Huib van Essen OECD 2010

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