Community Mobility Challenge

The Community Mobility Challenge

TABLE OF CONTENTS

1.EXECUTIVE SUMMARY 2. RESEARCH, FINDINGS & INSIGHTS 3. PROPOSED SOLUTION 4. CONCLUSION

ABOUT US

JEFFREY FRENCH, Vice President North America Jeff focuses on the transformational opportunities and challenges created where the market meets society. Over the past decade, he has worked for a Chinese educational exchange company; a non-profit dedicated to reducing armed violence through impact investing and grant-making, and most recently at the United Nations Global Compact, the world’s largest corporate sustainability initiative. While at the UN Jeff launched and managed Business for Peace, which assists companies with operations in conflict-areas reduce their risk through sustainable business practices and principles. At Oxford University he earned an M.Phil Degree for his research on India’s attempt to emulate China’s economic policies and spur investment in social transformation. Prior to this he was awarded dual honors in history and politics at the University of Colorado-Boulder.He has lived in China, India, and the UK while also traveling to an additional thirty countries and attending the last three World Cups. He looks forward to showing his colleagues that US beer is better than German bier.

MIRIAM SCHNEIDER, Head of Innovate NYC As part of the Program Development Team, Miriam helps us push the boundaries of innovative educational programs thanks to her background in program management, digital marketing and facilitation.Before joining the DO School, Miriam worked for Google where she consulted clients across a wide range of industries in digital marketing. She was selected to work for a quarter in the US as program manager for brand marketing. During her time at Google she was also passionate about facilitating and teaching learning and development programs, ranging from Design Thinking to Team Development.

In between, she worked for an educational NGO in Peru – just one of the places she has lived, in addition to Ireland, China, Germany, and the US.Miriam holds a degree in Commerce and Chinese Studies. Outside of work, you can find her on a volleyball court or catching up with friends over coffee, wine, and tasty food.

SOLVING GLOBAL CHENGES THROUGH EMPOWERMENT, INNOVATION AND PURPOSE Together with the DO School, a leading organization dedicated to the future of New York City presents a Challenge to select students from a broad range NYC universities.

Through Innovate NYC this Challenge offers the students the opportunity to create impact on two levels. First, they are able to create and pilot a new program or service for use by NYC residents that will be implemented and

owned by the leading organization. Second it empowers each student with the skills needed to be successful in the 21st century economy.

This year the Challenge is being given by the Brooklyn Navy Yard Development Corporation. The Challenge will run for three weeks from June 12th, finishing with the ‘Challenge Day’ - the project results presentation - on the evening of June 29th.

THE TEAM INNOVATE NYC 2017 - Community Mobility Challenge

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Having graduated from the University of Texas with a Bachelors degree in Accounting, Vania is now pursuing a Masters degree in INNOVATE NYC 2017 - Community Mobility Challenge Design Management from the Pratt Institute. In addition she is involved in several organisations, such as the Tedx New York Salon and the Hydration Foundation, where she is helping to spread the message of the power of water. She has also worked as a Senior Consultant for Deloitte & Touche. She has also been the Program Manager for Google's 30 Weeks Incubator program. For her capstone project, she is analysing the relationship between indigenous and sustainable tourism development in the Yucatan Fulya started her career with a degree fromcommunities the Fashion Institute of Mexico.

Technology and worked in the fashion worldPeninsula in the US in and Europe.As someone who is very passionate about various issues that and impact the world, which include global warming, She has recently graduated with a masters in Strategic Design sustainability awareness, farm to table and healthy living, indigenous Management from Parsons Design school and is excited about and the power of water, she hopes to continue helping applying her skills the execution process of communities, the business solutions in the fast changing market and economy. people and organisations to solve their most complex problems.

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Fulya Turkmenoglu 27, Parsons Design School

a strategic thinker who has many skills, such as in design Fulya is passionate about the application of Vania humaniscentred design NYC 2017 - Community prototyping, Mobility Challenge research, market validation, and user testing. This will methods and about solving complex problems byINNOVATE empowering the Subheadline help her toand contribute positively to this team. creative ideas with the functional design and strategy Subheadline simplifying the complexity to make the problem understandable by everyone to come up with executable solutions in a larger scale.

Jasmine Wong 19, Macaulay Honors College Her experience in the human centred design field, her interests in

Hua Joe is studying chemical and biomedical engineering at The Cooper Union, where he has been involved in several research projects. These projects include the international Genetically Engineered Machine Competition. Furthermore, he received a research fellowship, where he worked onINNOVATE a tissue engineering NYC 2017 - C project to develop a medical device that facilitated bone tissue growth. He also worked for Chipscreen Bioscences, a biotech company in Shenzhen, China.

Subheadline INNOVATE NYC 2017 - Community Mobility Challenge

www.thedoschool.org

coding events, such as Code Day NY. There with her friends, she decided to build an outfit-making app. She is motivated to use Community Mobility Challenge as a channel to help increase access of transportation and make the Navy Yard a more accessible working area.

Tammy Lin 26, Columbia University

She is passionate in Design Thinking, which combines feasibility, desirability, and viability into creating an idea from a humancentered approach. She believes that the need to increase jobs, transportation, and community all start with understanding what the people want. This is the core of design thinking.

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His dedication to helping others, which is evident from the several volunteer positions he has held, coupled with his passion for INNOVATE environmental NYC 2017 - Community Mobility Challenge engineering and his interest in creating a sustainable society, will help him to be a great part of this team.

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Shravan Wadhwa 18, Fordham Universit

Subheadline Having lived in multiple areas in New York, she is also passionate about fostering communication and diversity. She hopes to have the people around her realise that they can work and interact with anyone of any background and any age.

Lin Wang 23, Fordham University

Isidora Concha Melisa Castro Subheadline 25, The Pratt Institute He believes that this thesis will leave him with lots of

20, Guttman Community College information and will prepare him well to work on this

Aude Sorelle Tc 25 , Borough of

kitch

Lin will be a great addition to this team his are many opportunities for those She because believesofthere econ enthusiasm and hard working nature, as well as his full have the most financial capital to not only continue m dedication to every challenge that he is involved in. calle

fact out-perform the market when they factor in the Isidora majored in Urban Planning and is currently studying stakeholders. In the long-term, she would like toexpr bec Melisa is currently receiving a liberal arts education at at Pratt Institute. She worked with underserved Architecture contributor towards bridging such traditional mindse soci Guttman Community College. After graduating later this communities in Santiago and Valparaiso, Chile. Along with her busi year, she plans on pursuing a degree in political science. she designed masterplans which took into account the low She recently held an internship positionpeers at her local senator's office, Senator Jose Peralta. There, needssheofworked the residents and the zoning tools available to the INNOVATE NYC 2017 - Community MobilityAs Chals many constituents and learned a lot about both INNOVATE NYC 2017 - Communitywith Mobility Challenge municipalities that they worked with. government and non-government programs. In the future, envi INNOVATE NYC 2017 - Community Mobility Challenge she hopes to work in a governmental organisation Isidora isorvery passionate about sustainability and how it is will Subheadline agency, working to improve the way the government helps applied to the development of societies. She would like to people. www.thedoschool.org

challenge.

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Tammy is currently studying International Affairs at When she was in Japan, she inaugurated the first gra educational program in her prefecture, orchestrated maximise team-teaching effectiveness between Japa Jonathan is currently pursuing a Master degree in City and Lin is currently pursuing a Masters educators, degree Marketing and- stressed to immigrant students how INNOVATE NYC in 2017 Community Mobility Challeng Regional Planning at the Pratt Institute. He sees this challenge Intelligence at Fordham University. characteristics In addition, he started were his assets. She is passionate about as an opportunity to address and improve many of New York Shra own small business, where he had to manage an online store strengths of individuals to make stronger, more resi City's transit issues. In addition, he very dedicated to giving and communicate with people from the United States, Hong Gab the betterment of humanity. This passion is what dro Kong, and mainland China all at the same time. As someone INNOVATE NYC 2017 - Community Mobility Challenge back. He has volunteered with several organisations an is in Innovate NYC. She sees this as an opportunityStoc to w studying data analytics and survey design, Lin is very excited to currently volunteering with a legal assistance organisation. In different groups to su apply his skills to this challenge. Furthermore, he wasand the as a channel to contribute Rec addition, Jonathan is working on a thesis analysing small inter representative of the student union in forthe his community. region at his She is keen on expanding the toda business patterns in gentrifying neighbourhoods. undergraduate university. private sector and social impact.

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INNOVATE NYC 2017 - Community Mobility Ch

Hua Joe Fung 23, The Cooper Union

business strategy and her design and management expertise will Jasmine is currently majoring in computer science at Macaulay be a great contribution to the challenge team.

Honors College. She has been actively attending hackathons and

Jonathan Marable 30, The Pratt Institute

www.thedoschool.org

Vania Arevalo 26, The Pratt Institute

Carlos Panjon Subheadline Akshati Merish 20, Fordham University 32, The New School

Aamir Ansari promote locally grown and locally sourced materials as well as 22, The Pratt Institute

Melisa's patient and understanding nature, as well as her helpwill create environmentally friendly constructions in order to passion to making a difference in the world make her give a wider range of opportunities to pioneer for local residents an excellent part of the team.

Aamir has a degree in Urban Planning, and is currently pursuing a

www.thedoschool.org

Carlos is currently studying Political Science and Government at Akshati holds a Bachelor’s degree in Interior Design from Guru of the city.

Masters Degree in Urban Placemaking and Management at the Pratt Fordham University. He has been socially and politically active in Nanak Dev University, India. She is currently pursuing her graduate Institute. His passion for public spaces and equity influenced him t his community. He worked with the organisation, Community studies in MS in Strategic Design and Management from ParsonsCommunity Mobilityfound Challenge will allow her to become closer to a community organisation in India, called "Placemakers India Voices Heard, where he was trained as a community facilitator.

School of Design at The New School. She is a design professional with communities in aworking way that is environmentally He is currently with Project for Public Spaces to find ways With this program, Carlos canvassed,with prepared, coordinated 9 years and of experience in the field of Interior Design. She hasworking so to both start and expand the Placemaking movement in developing meetings. much experience in managing and designing various prestigiousfriendly. In the future she hopes to contribute to the architectural countries, particularly India. He wished to improve the quality of life projects. These include Multi-Specialty Hospital, International With this organisation, he collaborated on an initiative that pushed world by designing done a small scale.

She hopes to short design Airports, Government funded Commercial spaces, and High-end in those on places.

In addition, Aamir enjoys creating movies and for quality education, workers' rights, and affordable housing Residences in India. Her responsibilities included design and for communities in learning a way about that different boostscities. local producers while not across Westchester County. In the future, he plans to become a development of interior concepts based on the client’s His passion lawyer and an activist. He hopes to fight for socialcoordination justice and with helpthe vendors for sourcing material harming the earth we live in.for creating healthier communities and cities, as wel requirements, as his dedication to being a leader of change, will make him a people to have a better life. for interior construction and execution, and coordination and very strong asset to this team. presentations to clients.

As a natural public speaker and productive team collaborator, Carlos will be a great asset to this team.

She aims to develop her skills of finding feasible sustainable solutions to problems which challenge the world today. By taking part in Community Mobility Challenge she wants to co create such solutions. She believes this experience will improve her outlook towards the bigger issues we face in our cities today.

www.thedoschool.org

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THE TEAM INNOVATE NYC 2017 - Community Mobility Challenge

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Aamir Ansari 22, The Pratt Institute AAMIR ANSARI, The Pratt Institute

in those places. In addition, Aamir enjoys creating short movies and learning about different cities.

www.thedoschool.org

Aamir has a degree in Urban Planning, and is currently pursuing a Masters Degree in Urban Placemaking and Management at the Pratt Institute. His passion for public spaces and equity influenced him to found a community organisation in India, called “Placemakers India.” He is currently working with Project for Public Spaces to find ways to both start and expand the Placemaking movement in developing countries, particularly India. He wished to improve the quality of life in those He is currently working with Project for Public Spaces to find ways places. In addition, Aamir enjoys creating short movies and learning about different cities. His passion for creating healthier to both start and expand the Placemaking movement in developing communities cities, as well as histhededication countries, particularlyand India.

He wished to improve quality of life to being a leader of change, will make him a very strong asset to this team.

Aamir has a degree in Urban Planning, and is currently pursuing a Masters Degree in Urban Placemaking and Management at the Pratt Institute. His passion for public spaces and equity influenced him to found a community organisation in India, called "Placemakers India."

His passion for creating healthier communities and cities, as well as his dedication to being a leader of change, will make him a very strong asset to this team.

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INNOVATE NYC 2017 - Community Mobility Challenge

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Akshati Merish 32, The New School

AKSHATI MERISH, The New School Akshati holds a Bachelor’s degree in Interior Design from Guru Nanak Dev University, India. She is currently pursuing her graduate studies in MS in Strategic Design and Management from Parsons School of Design at The New School. She is a design professional with 9 years of experience in the field of Interior Design. She has so much experience in managing and designing various prestigious projects. These include Multi-Specialty Hospital, International Airports, Government funded Commercial spaces, and High-end Residences in India. Her responsibilities included design and development of interior concepts based on the client’s requirements, coordination with the vendors for sourcing material for interior construction and execution, and coordination and presentations to clients.

She aims to develop her skills of finding feasible sustainable solutions to problems which challenge the world today. By taking part in Community Mobility Challenge she wants to co create such solutions. She believes this experience will improve her outlook towards the bigger issues we face in our cities today. www.thedoschool.org

e Sorelle Tchie Borough of Manhattan Community C Akshati holds a Bachelor’s degree in Interior Design from Guru Nanak Dev University, India. She is currently pursuing her graduate studies in MS in Strategic Design and Management from Parsons School of Design at The New School. She is a design professional with 9 years of experience in the field of Interior Design. She has so much experience in managing and designing various prestigious projects. These include Multi-Specialty Hospital, International Airports, Government funded Commercial spaces, and High-end Residences in India. Her responsibilities included design and development of interior concepts based on the client’s requirements, coordination with the vendors for sourcing material for interior construction and execution, and coordination and presentations to clients.

She aims to develop her skills of finding feasible sustainable solutions to problems which challenge the world today. By taking part in Community Mobility Challenge she wants to co create such solutions. She believes this experience will improve her outlook towards the bigger issues we face in our cities today.

AUDE SORELLE TCHIE, Borough of Manhattan Community College

Sorelle received a Bachelors of Science degr Barry University. She is studying Computer S of Manhattan Community College.

Sorelle received a Bachelors of Science degree in Biology from Barry University. She is studying Computer Science at the Borough of Manhattan Community College.

She is committed to community service, having volunteered often at Barry University, and is currently a member of Partners Lending Universal Support at the Borough of Manhattan Community College. She hopes to one day work for the United Nations in delivering humanitarian aid.

Sorelle’s relaxed nature and her commitment to helping others will help her to positively contribute to the team.

She is committed to community service, havi Barry University, and is currently a member Subheadline Carlos Panjon Universal CARLOS PANJON, Fordham University Support at the Borough of Manhatt 20, Fordham University Carlos is currently studying Political and Government at Fordham has been SheScience hopes to one day University. workHefor thesocialUnited Na ly and politically active in his community. He worked with the organisation, Community Voices Heard, where he was trained as a community facilitator. With this program, Carlos canvassed, prepared, and coordinated meetings. humanitarian With this organisation, he collaborated on an initiativeaid. that pushed for quality education, workINNOVATE NYC 2017 - Community Mobility Challenge

With this organisation, an initiative pushed to come a lawyerhe collaborated and an on activist.

Hethathopes for quality education, workers' rights, and affordable housing As a natural public speaker and productive across Westchester County. In the future, he plans to become a lawyer and an activist. He hopes to fight for social justice and help people to have a better life.

www.thedoschool.org

Carlos is currently studying Political Science and Government at Fordham University. He has been socially and politically active in his community. He worked with the organisation, Community Voices Heard, where he was trained as a community facilitator.

With this program, Carlos canvassed, prepared, and coordinated meetings. ers’ rights, and affordable housing across

Westchester County. In the future, he plans to befight for social justice and help people to have a better life. team collaborator, Carlos will be a great asset to this team.

Sorelle's relaxed nature and her commitmen help her to positively contribute to the team.

As a natural public speaker and productive team collaborator, Carlos will be a great asset to this team.

THE TEAM

Dhinhawati Sembiring , New York University Nana holds a Master’s in Integrated Marketing from New York University. Coming from an entrepreneurial upbringing, she has played in diverse businesses in Indonesia. Her interests in Education, Social Innovation & Design, and Technology grew deeper after she relocated to New York City. She hopes to use her skills in tech product management that is helpful for the development of tech app as part of the solution of the challenge. Community Mobility Challenge will help her deepen her penchant for tackling social issues in big cities.

She is a mobile photography enthusiast and an aspiring entrepreneur who is devoted to knowledge-sharing.

INNOVATE NYC 2017 - Community Mobility Challenge

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Fulya Turkmenoglu 27, Parsons Design School FULYA TURKMENOGLU , The New School

www.thedoschool.org

Fulya started her career with a degree from the Fashion Institute of Technology and worked in the fashion world in the US and Europe.

Fulya her career withwith a degree from Fashion Institute of Technology and worked in the fashion world in the US Shestarted has recently graduated a masters in the Strategic Design and from Design school and about andManagement Europe. She hasParsons recently graduated withis aexcited masters in Strategic Design and Management from Parsons Design school her skills executionher process theexecution business solutions andapplying is excited abouttheapplying skillsofthe process of the business solutions in the fast changing market and in the fast changing market and economy. economy.

Fulya is passionate about the application of human centred design methods and about solving complex problems Fulya is passionate about ideas the application human centred design by epowering the creative with the of functional design and strategy and simplifying the complexity to make the problem methods and about solving complex problems by executable empowering solutions the understandable by everyone to come up with in a larger scale.Her experience in the human centred creative ideas with the functional design and strategy and design field, her interests in business strategy and her design and management expetise will be a great contribution to the simplifying the complexity to make the problem understandable by INNOVATE NYC 2017 - Community Mobility Challenge challenge team. everyone to come up with executable solutions in a larger scale.

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Hua Joe Fung 23, The Cooper Union

Her experience in the human centred design field, her interests in business strategy and her design and management expertise will be a great contribution to the challenge team.

www.thedoschool.org

HUA JOE FUNG , The Cooper Union

Hua Joe is studying chemical and biomedical engineering at The Cooper Union, where he has been involved in several research projects. These projects include the international Genetically Engineered Machine Competition. Furthermore, he received a research fellowship, where he worked on a tissue engineering project to develop a medical device that facilitated bone tissue growth. He also worked for Chipscreen Bioscences, a biotech company in Shenzhen, China.

Hua Joe is studying chemical and biomedical engineering at The Cooper Union, where he has been involved in several research projects. These projects include the international Genetically Engineered Machine Competition. Furthermore, he received a research fellowship, where he worked on a tissue engineering project to develop a medical device that facilitated bone tissue growth. He also worked for Chipscreen Bioscences, a biotech company in Shenzhen, China.

His dedication to helping others, which is evident from the several Hispositions dedication to helping others, which volunteer he has held, coupled with his passion for is evident from the several volunteer positions he has held, coupled with his passion environmental engineering and his interest in creating INNOVATE 2017in- creating Community Mobility society, Challenge for environmental engineering andahisNYC interest a sustainable will help him to be a great part of this team. sustainable society, will help him to be a great part of this team.

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Isidora Concha 25, The Pratt Institute

ISIDORA CONCHA , The Pratt Institute

Isidora majored in Urban Planning and is currently studying Architecture at Pratt Institute. She worked with underserved

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Isidora majored in Urban Planning and is currently studying Architecture at Pratt Institute. She worked with uncommunities in Santiago and Valparaiso, Chile. Along with her derserved communities in Santiago and Valparaiso, Chile. Along with her peers she designed masterplans which took peers she designed masterplans which took into account the into account the needs of the residents and the zoning tools available to the municipalities that they worked with. the residents and sustainability the zoning tools available Isidora isneeds veryof passionate about and how itto istheapplied to the development of societies. She municipalities they worked would like to promotethatlocally grown with. and locally sourced materials as well as help create environmentally friendly constructions in order to givesustainability a wider range of how opportunities to pioneer for local residents of the city.

Isidora is very passionate about and it is Community Mobility Challenge will allow her to become closer totoworking with communities in a way that is environapplied to the development of societies.

She would like mentally promote friendly. In the future contribute to the architectural locally grown she andhopes locallytosourced materials as well as world by designing done on a small scale.

She hopeshelp to create design environmentally for communities friendly in a wayconstructions that boosts local producers while not harming the earth we live in. in order to give a wider range of opportunities to pioneer for local residents of the city.

Community Mobility Challenge will allow her to become closer to working with communities in a way that is environmentally friendly. In the future she hopes to contribute to the architectural world by designing done on a small scale. She hopes to design for communities in a way that boosts local producers while not harming the earth we live in.

THE TEAM INNOVATE NYC 2017 - Community Mobility Challenge

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Jasmine Wong JASMINE WONG, Macaulay Honors College 19, Macaulay Honors College

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Jasmine is currently majoring in computer science at Macaulay Honors College. She has been actively attending hackathons and coding events, such as Code Day NY. There with her friends, she decided to build an outfit-making app. She is motivated to use Community Mobility Challenge as a channel to help increase access of transportation and make the Navy Yard a more accessible working area.

She is passionate in Design Thinking, which combines feasibility, desirability, and viability into creatShe is passionate in Design Thinking, which combines feasibility, ing andanviability idea from anaideahumandesirability, into creating from a human-centered approach. She believes that the need to increase jobs, transportacentered approach. believes that the need jobs, tion, andShe community allto increase start with understanding what the people want. This is the core of design thinking. transportation, and community all start with understanding what Having lived areas in New York, she is also passionate about fostering communication and diversity. She the people want. This is the in core multiple of design thinking.

INNOVATE NYC 2017 - Community Mobility Challenge Havinghopes lived in multiple areasthe in New York, she is also passionate to have people around her realise that they can work and interact with anyone of any background and any age.

Jasmine is currently majoring in computer science at Macaulay Honors College. She has been actively attending hackathons and coding events, such as Code Day NY. There with her friends, she decided to build an outfit-making app. She is motivated to use Community Mobility Challenge as a channel to help increase access of transportation and make the Navy Yard a more accessible working area.

about fostering communication and diversity. She hopes to have the people around her realise that they can work and interact with anyone of any background and any age.

Jonathan Marable 30, The Pratt Institute JONATHAN MARABLE, The Pratt Institute Jonathan is currently pursuing a Master degree in City and

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Jonathan is currently pursuing a Master degree in City and Regional Planning at the Pratt Institute. He sees this chalRegional Planning at the Pratt Institute. He sees this challenge lengeasasanan opportunity to address and improve many opportunity to address and improve many of New Yorkof New York City’s transit issues. In addition, he very dedicated to giving back. He hasInvolunteered withdedicated several toorganisations an is currently volunteering with a legal assistance organCity's transit issues. addition, he very giving back.InHeaddition, has volunteered with is several organisations an is analysing small business patterns in gentrifying neighbourhoods. isation.

Jonathan working on a thesis currentlythat volunteering withwill a legal assistance organisation.

In He believes this thesis leave him with lots of information and will prepare him well to work on this challenge. addition, Jonathan is working on a thesis analysing small business patterns in gentrifying neighbourhoods.

He believes that this thesis will leave him with lots of information and will prepare him well to work on this challenge.

INNOVATE NYC 2017 - Community Mobility Challenge

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Lin Wang LIN WANG, Fordham University 23, Fordham University

www.thedoschool.org

Lin iscurrently currently pursuing a degree Masters degree in Marketing Intelligence at Fordham University. In addition, he started his own Lin is pursuing a Masters in Marketing Intelligence at Fordham University.

In addition, he started his small business, where he had to manage an online store and communicate with people from the United States, Hong Kong, own small business, where he had to manage an online store and mainland China all at the same time. As someone studying data analytics and survey design, Lin is very excited to apply and communicate with people from the United States, Hong Kong, and mainland all at the Furthermore, same time. As someone his skills to this China challenge. he was the representative of the student union for his region at his undergraduate studying data analytics and survey design, Lin is very excited to university.Lin will be a great addition to this team because of his enthusiasm and hard working nature, as well as his full apply his skills to this challenge. Furthermore, he was the dedication challenge that he at is his involved in. representativeto of every the student union for his region undergraduate university.

Lin will be a great addition to this team because of his enthusiasm and hard working nature, NYC as well as his full INNOVATE 2017 - Community Mobility Challenge dedication to every challenge that he is involved in.

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Melisa Castro 20, Guttman Community College MELISA CASTRO, Guttman Community College Melisa is currently receiving a liberal arts education at

www.thedoschool.org

Melisa isGuttman currently receiving a liberal arts education at Guttman Community College. After graduating later this year, she Community College. After graduating later this plans onyear, pursuing a degree in political science. recently held an internship position at her local senator’s office, Senator she plans on pursuing a degree in political She science.

She recently internshipwith position at her local Jose Peralta.

There,held sheanworked many constituents and learned a lot about both government and non-government senator's Senator Jose Peralta.

There, worked programs.

In theoffice, future, she hopes to work inshe a governmental organisation or agency, working to improve the way the govwith many constituents and learned a lot about both ernmentgovernment helps people.Melisa’s patient and understanding nature, as well as her passion to making a difference in the world and non-government programs. In the future, will make an toexcellent of the team. sheher hopes work in a part governmental organisation or agency, working to improve the way the government helps people.

Melisa's patient and understanding nature, as well as her passion to making a difference in the world will make her an excellent part of the team.

THE TEAM INNOVATE NYC 2017 - Community Mobility Challenge

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Shravan Wadhwa 18, Fordham University Shravan is currently studying finance at Fordham University's SHRAVAN WADVA, Fortham University

Gabelli School of Business. In high school, he founded his school's www.thedoschool.org

Stock Market Club,studying as well as a non-profit organisation called Shravan is currently finance at Fordham University’s Gabelli School of Business. In high school, he founded his Recycle for Charity.

Recycle for Charity, which Shravan still runs school’s Stock Market Club, as well as a non-profit organisation called Recycle for Charity. Recycle for Charity, which Shratoday, promotes raises money for local soup van still runs today,recycling promotesand recycling and raises money for local soup kitchens. Furthermore, he and a group of friends kitchens.

Furthermore, branch he and aofgroup of friends created an created an economic-only the online platform, Maverick Youth, called Mavonomics. On this platform, the youth branch the online platform, Maverick Youth,and issues. In a social innovation business class, he and his of economic-only today can express theirofviews on economic policies, changes, called Mavonomics. this thecalled youthFood of today team created a businessOn plan forplatform, a company Will,can which sells food to low income communities at a reduced rate. their views on economic changes,literacy and issues.

In environment, a Asexpress someone who is very passionatepolicies, about financial and the and who has important team building social innovation business he and histeam. team created a skills, Shravan will be a strongclass, addition to the business plan for a company called Food Will, which sells food to low income communities at a reduced rate.

As someone who is very passionate about financial literacy and the environment, and who has important team building skills, Shravan will be a strong addition to the team.

NICOLE PORCO, Fortham University

Nicole is currently studying Chemistry and Environmental Sciences at Fordham University. In addition, she is the secretary of Students for Environmental Awareness and Justice. As the secretary, she helps coordinate and run programs to raise awareness for important environmental issues, such as climate change. She has also been a part of a Habitat for Humanity project that worked to build a new house for an army veteran and improve the community. She also participated in an event called A Day in the Life of the Bronx river, where she participated in educational, hand on programs about the ecology of the Bronx River. Nicole will focusNYC on2017 implementing green solutions INNOVATE - Community Mobility Challenge while working on this challenge. As a very passionate and empathetic person who knows the importance of compromise, Nicole will be able to contribute well to this team.

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Tammy Lin 26, Columbia University TAMMY LIN, Columbia University

www.thedoschool.org

Tammy is currently studying International Affairs at Columbia University.

When she was in Japan, she inaugurated the first grassroots initiated educational program in her prefecture, orchestrated conferences to maximise team-teaching effectiveness between Japanese and visiting Tammy currently studying International Affairs at Columbia University. When she was in Japan, she inaugurated the educators, andis stressed to immigrant students how their 'foreign' characteristics were assets.

She is passionate aboutprogram leveraging in the her prefecture, orchestrated conferences to maximise team-teachfirst grassroots initiated educational strengths of individuals tobetween make stronger, more and resilient collectives for ing effectiveness Japanese visiting educators, and stressed to immigrant students how their ‘foreign’ charthe betterment of humanity. This passion is what drove her to participate acteristics were assets.

She is passionate about leveraging the strengths of individuals to make stronger, more resilin Innovate NYC. She sees this as an opportunity to work together with ient groups collectives the betterment humanity.

This passion is what drove her to participate in Innovate NYC. She different and as for a channel to contribute toofsustainable solutions in the community. keen on expanding the intersection the sees this asShe an isopportunity to work together between with different groups and as a channel to contribute to sustainable soluprivate sector impact. tions in and thesocial community.

She is keen on expanding the intersection between the private sector and social impact.

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She She believes there are manyare opportunities for those who traditionally believes there many opportunities for those who traditionally have the most financial capital to not only conhave the most financial capital to not only continue making profits, but in tinue making profits, but in fact out-perform the market when they factor in the concerns of all their stakeholders. In fact out-perform the market when they factor in the concerns of all their the long-term, she would like to become an influential contributor towards bridging such traditional mindset divide. stakeholders. In the long-term, she would like to become an influential contributor towards bridging such traditional mindset divide.

Vania Arevalo 26, The Pratt Institute

VANIA AREVALO, The Pratt Institute Having graduated from the University of Texas with a Bachelors

www.thedoschool.org

degree ingraduated Accounting, Vaniathe is now pursuingofa Texas Masters degree in Having from University with a Bachelors degree in Accounting, Vania is now pursuing a Masters Design Management from the Pratt Institute.

In addition sheIn is addition she is involved in several organisations, such as the Tedx degree in Design Management from the Pratt Institute. involved in Salon severaland organisations, such Foundation, as the Tedx New York she Salon New York the Hydration where is helping to spread the message of the power of water. She has and the Hydration Foundation, where she is helping to spread the also worked as a Senior Consultant for Deloitte & Touche. She has also been the Program Manager for Google’s 30 Weeks message of the power of water. She has also worked as a Senior Incubator program. For her capstone project, she is analysing the relationship between indigenous communities and susConsultant for Deloitte & Touche. She has also been the Program tainable development in the Yucatan Peninsula in Mexico. As someone who is very passionate about various issues Manager tourism for Google's 30 Weeks Incubator program.

For her capstone that impact the world, which include global warming, sustainability awareness, farm to table and healthy living, indigenous project, she is analysing the relationship between indigenous communities, and the power of water, she hopesinto communities and sustainable tourism development thecontinue Yucatan helping people and organisations to solve their most complex Peninsula in Mexico. someone who is who very passionate problems.Vania is a As strategic thinker has many about skills, such as in design research, market validation, prototyping, and various issuesThis that will impact world, which include global warming, user testing. helptheher to contribute positively to this team. sustainability awareness, farm to table and healthy living, indigenous communities, and the power of water, she hopes to continue helping people and organisations to solve their most complex problems.

Vania is a strategic thinker who has many skills, such as in design research, market validation, prototyping, and user testing. This will help her to contribute positively to this team.

EXECUTIVE SUMMARY 3 INTRODUCTION 4 The Community Mobility Challenge 4 Parameters 5 Expected Results 5 Success Criteria 5 Vision and mission of the solution 5 RESEARCH, ANALYSIS & INSIGHTS 6 Research 6 Interviews 6 BNY Transportation Strategic Plan 8 Data 9 Plans for Future Data Collection 13 Analysis 14 SWOT Analysis 14 Stakeholder Analysis 16 Personas 19 Customer Segmentation 25 PROPOSED SOLUTION 27 Overview 27 Pilot Program 28 Recruitment Process and Outreach Methodology 28 Pilot Plan and Results 30 Pilot Feedback 31 Phase 1: Analog Ridesharing 32 Incentive strategy 32 Phase 2: Ridesharing Application 32 Purpose 33 Key Features 33 Incentive Strategy 33 How The Application Works 34 Visuals of Application 35 Cost Structure 35 Potential Adverse effects 36 Phase 1 & 2 Reward System 37 Phase 1 & Phase 2 Marketing Strategy 39 Proposed Communication Strategy 40 Examples of Communication Efforts 42 Conclusion 47 Acknowledgement 47 Appendix 48 General Communication Recommendations 48

01 EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

The Innovate NYC program offered by the Do School provides a hands-on solution to a real-world challenge set by the City of New York.

Students participate from different New York City Universities to engage in an enriching learning experience. The 2017 cohort formed of 16 students, delved in the Community Mobility Challenge this year provided by the Brooklyn Navy Yard Development Corporation (BNYDC). The challenge in essence was to create a shared economy mobility program that would be used to reduce drivers and cars parked at the Yard in a way that fosters connections between Brooklyn Navy Yard (BNY) employees, reduces environmental impact, and is financially beneficial for users are they travel to and from the Yard.

Using the DO School Method, the students worked intensively for three weeks to present the best possible solution to the Brooklyn Navy Yard. They leveraged human centered design and research methods to come to this final solution. Participants worked together to formulate

and design surveys, flyers, policy proposals, conduct interviews and other research methods to better present a menu of options for the Brooklyn Navy Yard (BNY). After the three weeks of vigorous efforts, the Innovate NYC team was able to form a multifaceted solution for the challenge which included an app-feature based ridesharing, analog use, and an incentive based model. The mobility challenge was met with intuitive and sustainable methods of supporting the future growth aspirations of the BNY. The development of a three-tier solution (Pilot, Phase 1, and Phase 2) was used to simulate actual conditions of a proposed ridesharing experience. The purpose of the pilot was to determine the possible drawbacks and benefits of rideshare. BNY employees’ feedback from the pilot provided valuable insights about the proposed rideshare experience. Finally, Phase 1 focuses on analog behavior of change strategy, while Phase 2 revolves around the App “feature� of ridesharing to facilitate and incentivize matchmaking.

PROJECT TIMELINE WEEK 1

DREAM

problem understanding & ideation

research

WEEK 2

FOCUS

understanding the environment & the user expert input testing & iterating ideas

WEEK 3

PLAN

DO

strategic & project planning

pilot testing

INTRODUCTION

The Community Mobility Challenge In partnership with the DO School, the Brooklyn Navy Yard Development Corporation (BNYDC) presented their challenge for the participants of Innovate NYC Summer 2017 at the beginning of the three week program.

The BNYDC’s mission is to create and retain jobs as sustainably as possible for the residents of New York, specifically the local community. These jobs are expected to contribute to the economy of New York and lie 75% in the manufacturing and light industrial sector and 25% other, such as technology and design. Projected plans for development estimates that the number of tenants and their employees will increase from 7,000 to 20,000 in the next three to five years. This presumed 185% growth comes with operational challenges, including how to allow employees access to food, how to ensure security procedures without congestion, how to have enough parking spaces, and how to get everyone to and from the Yard efficiently.

In terms of transportation, the Brooklyn Navy Yard currently has a parking system that accommodates up to 1,800 parking spots, three Citibike stations within and outside the the vicinity of the Yard, as well as a minor shuttle system. In the coming months and years, the BNY has several plans for transportation development, including Phase Two of the shuttle system, which

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will eradicate one of the shuttle routes and increase the frequency of the two other routes, increasing parking rates which are currently priced at $50 per month, and working with Citibike to install another station within the Yard.

For the BNYDC to align its mission with its vision of long-term, sustainable growth, the BNYDC seeks innovative solutions on how employees of Yard tenants will commute to and from their places of residence to their respective spaces in the Yard. The BNYDC’s challenge for Innovate NYC participants required them to look beyond traditional transportation options to meet demands of space, community, and innovation.

Hence, the challenge given was to “design a sharing economy mobility program across the city that fosters connection between people, reduces environmental impact, and is financially beneficial for users as they travel to the Yard.” priced at $50 per month, and working with Citibike to install another station within the Yard.

For the BNYDC to align its mission with its vision of long-term, sustainable growth, the BNYDC seeks innovative solutions on how employees of Yard tenants will commute to and from their places of residence to their respective spaces in the Yard. The BNYDC’s challenge for Innovate NYC participants required them to look beyond traditional transportation options to meet demands of space, community, and innovation.

Hence, the challenge given was ;

Designing a sharing economy mobility program across the city that fosters connection between people, reduces environmental impact, and is financially beneficial for users as they travel to the Yard.

The Community Mobility Challenge

Parameters Boundaries that Innovate NYC participants had to take into consideration were physical space restrictions, ongoing efforts and upcoming plans, perception, and community and neighborhood. The mobility solution needed to work efficiently and effectively within the Yard’s space restrictions, as well as not interfere or focus on plans that will be implemented, such as the second phase of the shuttle system. The solution also needs to help minimize the perception that traveling to the Yard takes a long time, in addition to strengthening the internal community of the Yard and building relations with the external communities with the Yard.

Success Criteria The success criteria of the solution include: • Context and concerns of the communities surrounding the Yard, as well as internal tenants • Enhancement of existing efforts of the Yard to build community • Solution would be used by at least 50% of the BNY community to whom it applies • Consideration of BNY’s diverse demographics • 80% of those taking part in the pilot finding it useful

Expected Results

• Self-sustainable and only to take up 10% time of the person responsible for implementation

The solution was expected to include a pilot to allow the Yard to have a first test of the mobility solution for the future. The solution is also expected to be integratable with the Yard’s existing development plans, such as the upcoming phone app, and include a digital component.

• Implementable by a second pilot by the end of 2017 • Pilot integration on Challenge Day • No consideration of increase in parking costs as a solution

..

Vision and mission of the solution

Vision To create a shared economy mobility experience for a sustainable BNY.

Mission To create a self-sustainable ridesharing network that fosters community, is financially viable, and enhances the convenience in getting to and from the BNY.

02 RESEARCH, ANALYSIS & INSIGHTS

RESEARCH

Data collection was a vital step needed to understand existing conditions. Information obtained from the BNYDC provided scopes to view the issues at hand, and helped the Innovate NYC Team develop a strategy around the customer segment to target with its efforts. BNYDC aided the team in securing three forms of information:

QUALITATIVE RESEARCH

1) Interviews with representatives of affected tenant businesses, 2) A digital copy of the Brooklyn Navy Yard Transportation Strategic Plan, 3) Raw data from entrance scans and identification records. Each of these data sources further sharpened the Innovate NYC Team’s understanding of transportation trends.

QUANTITATIVE RESEARCH

INSIGHTS

RESEARCH Interviews In-depth interviews were conducted with 19 people, including seven employees of BNYDC and representatives from ten of the Brooklyn Navy Yard’s tenant businesses. Represented businesses varied in type and size, and despite the relatively small number of employees who were interviewed, collected qualitative information that was diverse in content. This variety in responses speaks to the great diversity of businesses and employees within the Yard, and helped the Innovate NYC Team gain a better idea of the complexity of the challenge.

There are more people employed by the BNY that could have been interviewed, but given the allotted time and resources, a sample of a group of employees who were representative of the larger population was considered.

The primary purpose of these interviews was to gain varying perspectives of the experience of getting to and from the Brooklyn Navy Yard.

A secondary objective was to gain an understanding of the sense of community between businesses of the Navy Yard and with community members living outside the Navy Yard.

Supplementary questions shed more light on the experiences of businesses and their workers at the Navy Yard and allowed to check about the knowledge of the Navy Yard’s future plans.

When asked to describe their commutes and those of their colleagues, most interviewees stated that they take public transportation, though some walk or ride bike as well. This stated tendency roughly aligns with findings stated in the strategic plan created by the PHA in 2015, where 60% of surveyed participants chose one of these modes of transportation. Interviewees stated that co-workers who drive usually do so either because other means of commute would take too long, or they need their car

throughout the day within the Yard. They also stated that most employees have found what they believe is the best commute, given what they know, and stick to that form of commute.

Employees shared grievances and suggestions specific to their own commute experiences.

Many of these grievances will be addressed by future measures set to be implemented by the BNYDC, markedly Phase 2 of the shuttle system. Specifically, many employees suggested more frequent shuttles since it takes less than 15 minutes to walk to the BNY from some outof-Yard shuttle stops, possibly every 5 or 10 minutes. Other suggestions were more stops and routes outside and inside of the Yard, and more food options. In addition, an employee was dismayed at the gates closing at different time and not all being open 24 hours.

A large number acknowledged a prominent bicycle culture among Brooklyn employees, but they expressed many areas of inconvenience that might hinder possible bicycle users, such as not enough bike lanes and not enough Citibike racks or personal bike racks. Bicycle riders as well as other employees have expressed that their behavior of mobility within the Yard is affected by the lack of adequate sidewalks and presence of potholes in some areas. Considering how big and sprawling the BNY is, many employees said they do not feel the inclination to walk around to other buildings and explore areas of the BNY they have not been to previously.

As one can imagine, this hinders the formation of an extensive intercompany community, something many employees are aware of. This, as well as other mobility challenges, we know BNYDC is aware of, also makes it difficult for visitors to navigate the BNY area successfully. Employees believe that aesthetic changes,

INTERVIEWS

increased ease of mobility, and increased sense of community and closeness might alter any less-than-agreeable perceptions of the BNY. The few drivers who were interviewed specifically come from both close vicinity as well as far distances. They all expressed their attachment to driving their personal vehicles. The main reasons commonly provided were speed, personal convenience, privacy, and reliability.

Those commuting long distances often have no other choice but to drive, and often have their work experience affected by their long and often traffic-filled commutes. Depending on people’s individual experiences with driving, each interviewee reacted differently to the idea of ridesharing. Most reacted positively, but conceded that they would only be willing to shift their mode of commute to ridesharing if they are friendly with the people with whom they rideshare, if the commute is convenient, and if the platform is well-coordinated and reliable.

However, even more prominent than criticisms of the BNY’s transportation options was the employees’ strong attachment to the BNY. All the employees interviewed love their job, recognize the Brooklyn Navy Yard to be a special place, and support its mission, which is clearly reflected by the BNY’s extremely high tenant retention rate. When asked, interviewees expressed their eagerness to work with employees from other companies to make business and personal connections and ultimately be part of a BNY community.

The creation of a solution is directly based on these and other patterns which were observed from the investigation of the Yard. However, even before the implementation of a possible

solution pertaining to transportation itself could be discussed, a significant obstacle in the way of successfully improving transportation and building community at the BNY was detected: a lack of consistent communication between the BNYDC and its tenants, and amongst the tenants themselves. The BNY does not have a contact list of every employee who works in the Yard.

It has been understood that this is mainly because the onboarding process where employees volunteer their contact information varies from company to company, namely not all employees are hired through the Employment Office.

During interviews, the Innovate NYC team was informed that the BNYDC usually sends emails to a few employees, who then disseminate the information to everyone else. Most people find out about events through word of mouth, and very rarely through flyers. A glaring example of the effect the lack of communication has on people’s understanding of opportunities in the Yard is the interviewees’ varying degree of knowledge about the shuttles. For example, some did not know about the app and some did not even know where the shuttle stops were. It is advised this issue be attended to right away.

An adequate communication network alone is a vital step in improving transportation and satisfaction. While it might not be interpreted as directly related to the challenge goal, it is nevertheless essential for the solution to have any viable success. In this way, it is part of the solution, so, in addition to the solution that will improve transportation itself, a plan/suggestions for improving communication have also been provided, which will be discussed later in the report.

BNY Transportation Strategic Plan As stated previously, BNYDC has plans to increase the number of workers employed at the Navy Yard from around 7,000 to almost 20,000 over the next few years. Yet, the need remains to ensure that workers are able to travel to and from the Navy Yard as quickly and efficiently as possible. BNYDC commissioned the planning and engineering firm Philip Habib and Associates (PHA) to draft a Transportation Strategic Plan, which was released in November of 2015.

This report was given to the Innovate NYC Team in order to present a view of existing conditions and to provide professional assessments of the impacts of BNYDC’s future plans.

The strategic plan document presents analyses of existing conditions and possible future conditions, outlines future objectives, and proposes a timetable for implementation of the plan. The three stated goals to address current and future strains on the Navy Yard’s transportation network are to 1) improve perceptions of Yard accessibility, 2) make the Yard transit share consistent with competitive markets, and 3) manage future parking demand so that it can be accommodated within 1,800 parking spaces.

In addition to describing patterns of usage for the various transportation modes utilized to reach the Navy Yard, the plan identifies obstacles to addressing current and future strains on the Navy Yard. It discusses issues with the current shuttle system such as lack of adequate connection to convenient subway stations, frequent delays due to traffic, and persistent maintenance issues. These are among the identified issues that factor into a perception of poor accessibility to the Yard. Other identified issues include long distances to subway stations, perceived safety and walkability concerns, and general lack of knowledge about transit options.

It also highlights the preponderance of employees who drive personal vehicles among the employees sampled by PHA (37%). Also, only

The plan offers a phased set of solutions that revolve around shuttle service improvements, improved connections to alternative modes of transportation, and discouragement of parking at the Navy Yard through increased permit prices and parking fees. It also identifies budgetary and managerial needs that would require meeting for successful implementation of each phase, and specifies the need for an informational program that would ensure that workers are “adequately informed” of any upcoming changes. The development of this informational program was one of the aspects that the Innovate NYC Team focused on as an issue to address. Additionally, it was made sure to structure the incentivization model with the eventual increase in parking costs in mind, as it was assessed to be important to reward commuters who engage in ridesharing for their actions.

Data The third type of data consisted of raw datasets provided by the BNYDC that provided 1) a listing of origin zip code and primary mode of transportation obtained from identification records, and 2) a collection of gate entrance scan records for two randomly selected weeks. Though the lack of common information linking the two datasets affected the ability to detect patterns of select individuals, each dataset revealed its own set of truths that support the need for increased communication between people working at the Navy Yard.

Though restricted from access to personally identifiable information (PII) such as names, contact information or identification numbers, the origin zip code and commute mode dataset revealed useful patterns about how work-

BNY Transportation Strategic Plan ers travel to the Navy Yard. The data matches the trend outlined in the strategic plan report that a vast majority of workers come from zip codes surrounding the Navy Yard, but what the data reveals that the report does not is a representative approximation of the percent of workers who use a particular mode of commute from each zip code. When data is mapped by zip code, it looks somewhat like the following map. This map was built according to the zip code and transportation data, to show the means of transportation people used

in different zip areas. Some patterns of transportation based on locations are recognizable: People who use public transportation (bus/ subway), walk or bike to the Yard mostly reside in Brooklyn, Manhattan and Queens. Most employees from the Bronx choose to drive while some of them bike, use the subway or bus, if they are close by. People that drive come from a variety of locations. Specifically, driving is almost the only way for people in Long Island to get to the Yard because of the long distance.

Although this map does not indicate the number of people who use the same means of transportation within the zip areas, it still provides the implication that people can carshare or rideshare if there are driving employees around those who use public transpor-

tation. Even if there are only driving people within an area, they can still consider ridesharing with other employees to eliminate the number of cars approaching the Yard, or picking up employees on their way to work.

BNY Transportation Strategic Plan Also, suppose that “Carpool”, “Employer” and “Personal Car” are people who use a car to access the Yard and each of them needs a parking space within the Yard. Based on the dataset above, 1,510 out of 3,910 people use a car as their means of transportation, which is approximately 38.6% of the overall number. It is expected that 20,000 employees will work in the Yard by 2020. Thus, approximately 7,720 parking slots will be needed in the Yard to accommodate all the driving people by 2020 if the ratio was to stay the same. However, according to the strategic transportation plan created by Philip Hadid and Associates for BNYDC, approximately 2,200 parking spaces will be available in 2020. This means that 5,520 driving people will not be able to find a parking space within the Yard. If all three of these driving employees would rideshare to work, only 2,573 parking slots would be required in this case,

not to mention there are two empty spaces in each car to accommodate one or two more passengers. Therefore, the benefits of ridesharing are evident. It is expected that 20,000 employees will work in the Yard by 2020. Thus, approximately 7,720 parking slots will be needed in the Yard to accommodate all the driving people by 2020 if the ratio was to stay the same.

However, according to the strategic transportation plan created by Philip Hadid and Associates for BNYDC, approximately 2,200 parking spaces will be available in 2020. This means that 5,520 driving people will not be able to find a parking space within the Yard. If all three of these driving employees would rideshare to work, only 2,573 parking slots would be required in this case, not to mention there are two empty spaces in each car to accommodate one or two more passengers. Therefore, the benefits of ridesharing are evident.

BNY Transportation Strategic Plan

One not only notes the large number of workers who come from zip codes that border the Brooklyn Navy Yard, but also the prevalence of personal car usage in comparison to those who walk, bike or use public transportation. Such data could be useful in setting benchmarks for the success of ridesharing, with the decrease in personal, single occupancy car usage as a possible objective.

Additionally, the data revealed where people who already participate in carpools live.

Though the number of carpools listed in the data is quite small (six out of over 4,000 entries), it is the location of these carpool participants that are of particular interest.

In addition to a carpool existing in the same zip code of the Navy Yard itself, there are also carpools in zip codes served by the B, D, Q, N, R, 2, 3, 4 and 5 trains, all trains that according to the strategic plan report, are almost as if not more convenient for employees than the F train. Though Phase 2 of the shuttle program includes Atlantic Terminal, which receives all of these trains, growth of carpools in these and similarly situated zip codes could supplement efforts put forth by BNYDC to improve worker commutes. Knowledge of existing carpools could be helpful for future matchmaking efforts as well as the targeting of communica-

tion efforts is meant to encourage ridesharing.

In terms of assessing the effectiveness of carpooling as a mode of transportation, an ideal showing over time could possibly be an increase in the number of carpools in conjunction with a decrease in those taking personal cars to work. This shift towards carpooling and ridesharing could be helpful in decreasing the number of cars in the parking lot and helping the Navy Yard reach its growth goals by increasing the number of employees arriving at the Navy Yard per vehicle when personal vehicles are used. This is critically important especially since the strategic plan notes that the Navy Yard’s parking lots already operate at full capacity during any given weekday.

The gate entrance scanning data was helpful in identifying moments of increased activity for cars and trucks as well as pedestrians and cyclists. Presented side by side, the data shows very similar activity trends with seasonal trends possibly dampening activity.

This prevailing trend is useful to know about in order to target efforts involving outreach and coordination of any verification efforts in which security guards might be involved.

Plans for Future Data Collection The data collected from BNYDC revealed a need for better communication and revealed trends that could help target future outreach efforts. Prototypes of two tools were generated by the Innovate NYC Team in order to collect information needed to support these efforts. One tool is a draft email that would be sent to individuals on the existing email database maintained

The email is intentionally formatted in such a way that it can be printed out and posted on bulletin boards, at shuttle stops, and on other surfaces such as the backs of seats or on interior walls of the BNY shuttles. Provided QR codes, hyperlinked text on the email and the typed out URL would all point to the Brooklyn Navy Yard Email Signup Form,

by the BNYDC, nicknamed the “Elliot’s List” with the hope that they would pass the email on to their coworkers. The other tool is a draft survey form that would be utilized to obtain and store contact information that would help facilitate future communication. The draft products look somewhat like the following images.

which would be utilized to securely store information such as their name, company, contact, preferred mode of contact, and zip code.

This web-based method of data collection was also the primary method utilized for Innovate NYC’s pilot run of the ridesharing program.

For Phases 1 and 2, or the analog and app-

Plans for Future Data Collection

based versions of the ridesharing program, gathered information would be stored on a database maintained by the BNYDC. Information gathered could optionally be synced internally on all of the pending Brooklyn Navy Yard app’s features in order to help develop consistent and comprehensive profiles for each person working inside the Navy Yard and to eliminate duplicative accounts on multiple BNY app features.

SWOT Analysis For the better understanding of the present reality and the potential of the BNY, a SWOT analysis has been developed, building off of the preexisting one developed by PHA. The strengths of the Yard include the diversity of the tenants present within it. Although focusing on manufacturing businesses that hold a future for the city of New York, the Yard is not limited to them, hence fostering an interdisciplinary community. This hosts a diverse population that operates at multiple and varying hours as well as the potential for innovation and experimentation within different fields. Building on this, the BNYDC has manifested its interest in the partnering between tenants, which is seen to be another strength of the Yard. In terms of transportation, the strengths of the Yard lie in its relative proximity to a wide range of subway stops and bus stops. Although not within a five minute walking distance to any of them, the size of the Yard makes it accessible to different parts of the city and different lines, consolidating its potential to be within reach of much of the city. As the shuttle system continues to devel-

op, it is also considered to strengthen the BNY in relationship to its position within the city.

There is a strong percentage of employees that regularly commute via public transportation, such as the subway, meaning that there is a subway culture amongst the BNY employees. To follow this, there are also a substantial amount of people that recur to alternative modes of transportation. These include biking, walking, skateboarding, etc. Not only are these not adding cars to the Yard, they’re also eco-friendly means of transportation, therefore strengthening the BNY’s position as a green industrial park.

In terms of the present weaknesses of the Brooklyn Navy Yard, perception is at the forefront.

Perception can be understood under multiple spectrums. The Yard is perceived to be poorly served by public transportation and to therefore be difficult to access. The shuttle system is perceived to be unreliable and insufficient, and some people are simply not aware of it. Added to this is the fact that the shuttle, as it operates at present, does not reach all the subway stops that serve the BNY. Perception also operates in relationship to the Yard’s surroundings, as the presence of social housing is seen as a potential source of danger when commuting to the Yard from certain subway stops. The defensive realm of the Yard’s perimeter serves to make the transit along its outside unwelcoming and adds to the negative perception. The areas of the wall that have not been renovated still have a negative impression. Inadequate communication between the BNYDC and the employees in the Yard is seen as a crucial weakness because it becomes the source of issues concerning perception. To close off, the low monthly cost for parking is an incentive to drive and dissuades people to change their habits around the usage of single occupancy used vehicles.

SWOT Analysis

op, it is also considered to strengthen the BNY in relationship to its position within the city.

There is a strong percentage of employees that regularly commute via public transportation, such as the subway, meaning that there is a subway culture amongst the BNY employees. To follow this, there are also a substantial amount of people that recur to alternative modes of transportation. These include biking, walking, skateboarding, etc. Not only are these not adding cars to the Yard, they’re also eco-friendly means of transportation, therefore strengthening the BNY’s position as a green industrial park.

In terms of the present weaknesses of the Brooklyn Navy Yard, perception is at the forefront.

Perception can be understood under multiple spectrums. The Yard is perceived to be poorly served by public transportation and to therefore be difficult to access. The shuttle system is perceived to be unreliable and insufficient, and some people are simply not aware of it. Added to this is the fact that the shuttle, as it operates at present, does not reach all the subway stops that serve the BNY. Perception also operates in relationship to the Yard’s surroundings, as the presence of social housing is seen as a potential source of danger when commuting to the Yard from certain subway stops. The defensive realm of the Yard’s perimeter serves to make

the transit along its outside unwelcoming and adds to the negative perception. The areas of the wall that have not been renovated still have a negative impression. Inadequate communication between the BNYDC and the employees in the Yard is seen as a crucial weakness because it becomes the source of issues concerning perception. To close off, the low monthly cost for parking is an incentive to drive and dissuades people to change their habits around the usage of single occupancy used vehicles.

The Yard also faces certain threats that could affect it in the future. Given that it’s on the waterfront, climate change and rising sea levels could severely affect the Yard in the future. It’s also a danger that the Yard could lose its diverse range of tenants. If the diversity diminished, it would also run the risk of becoming a tech hub instead of a host of diverse activities, in which manufacturing prevails. An additional concern is that the expected increase in employees of the Yard could blow up the demand for parking. If nothing were done to mitigate the car usage, it would also be a threat that the Yard could even indirectly incentivize the use of private automobiles. The BNYDC must also take into account that the increase in population will threaten the reliability and effectiveness of its shuttle system.

SWOT ANALYSIS

STRENGTS • Diversity of tenants • Desire for tenants to partner with one another • Innovation hub • Strong base for alternate modes of transportation • Variety of subway stops within walking distance many employees use public transit

OPPORTUNITIES • Increase in number of tenants • More collaboration between tenants • Incentivized use of resources • Permeable design along perimeter wall • Improved infrastructure within the yard • Ferry access in the future • Car-sharing options along chokepoints at transit hubs • Potential revenue from increasing parking

WEAKNESSES • Communication gap between employees and BNYDC social housing nearby • Perception of unsale streets • External perimeter is uninviting • Low monthly parking fee • Insufficient shuttle lines to access different subways • Existing shuttle perceived as not reliable

THREATS • Increase in number of cars • Indirect incentive to drive • Loss of tenant diversity • Climate change and potential water rise

Stakeholder Analysis For the Community Mobility Challenge, it is vital to identify and assess the stakeholders that have interest in the ridesharing community program that is being developed. The people and organizations that have something to gain or lose as a result of the outcome of our proposed solution should be determined in the research process in order to address the needs of the involved stakeholders. Hence, perspectives need to be aligned, potential conflicts of interests and problems are recognized and resolved, and possible assets are identified amongst other benefits.

A stakeholder analysis was performed during the ideation stages of addressing the challenge.

Other than specifying the stakeholders, their interest in and influence over the overcome were gauged relative to each other and ranked subjectively on a scale of zero to five and displayed on a five-by-five matrix as shown below:

At its core, the BNYDC as the challenge giver and participants of the Innovate NYC Program are the main stakeholders. Both parties possess a keen interest in solving the community mobility problem of the Brooklyn Navy Yard, though their power in terms of bringing a solution into fruition differs. The Innovate NYC participants not only have access to private data and information kept by the Yard and are allowed to research and conduct a ridesharing pilot program within the Yard, but also hold the attention of key leaders within the BNYDC willing to entertain their recommendations and suggestions. However, the BNYDC ultimately has the final say on which ideas generated by the fellows proceed and the resources to enact a viable solution.

Beside the challenger and challenge, government entities can be also considered stakeholders. At the local level, the city government holds a vast amount of power as it owns majority of the land in the Yard, has indirect control of the BNYDC, and is a major tenant of the Yard: the New York City Police Department, Fire Department, Department of Sanitation, and Department of Transportation all reside within the Yard.

The East River Ferry of the DOT will also soon provide water access to the Yard. Of course, the city government’s jurisdiction lies beyond the Yard’s boundaries and covers both the Yard and the area surrounding it too and therefore, the New York City government possess a large influence over the operations in and out of the Yard.

Another stakeholder is the Metropolitan Transportation Authority (MTA) which is indirectly controlled by the New York State government.

One of the main reasons the inaccessibility of the Yard exists is due to the relatively large distances to MTA subway stations. The MTA has the power to add subway or bus stations and reroute existing modes of public transportation such as it did with the B67 bus that now operates

Stakeholder Analysis within the Yard. Its influence on public transportation to the Yard is large but is confined to its one specialty unlike the city government.

The federal government still owns several plots of land within the Brooklyn Navy Yard, such as the Naval Hospital Annex, and provides a majority of the funding of BNYDC’s capital projects through grants. However, similar to all the government entities listed, while their power is considerable, their focus is too broad and therefore interest in the solution to the challenge is minor. The Yard’s mere 300acre size and trivial 7000 employees is insignificant compared to even the scope and size of the city let alone the state and country.

The next set of stakeholders considered were the businesses of the Yard; the group was split into large, medium, and small whose sizes were defined as those with greater than 200 employees,those with 20 to 200 employess and those with less than 20 employees.

The employees of the tenants were subsequently addressed and separated into their preferred methods of commuting to the Yard: by taking public transportation, by driving, by biking, or by walking. Individually, employees have little to no power compared to larger organizations such as the tenant businesses and the various layers of government, but still would have keen concerns to the shared economy mobility program as it would directly affect them. Those that would have the greatest interest would usually be the ones with the most inconvenient commutes.

Separately, temporary employees, contractors, and visitors were also considered and their interest should be an average of the other employee stakeholders. However, due to the interim nature of their stay at the Yard, their interest is most likely less that of permanent employees.

Several local communities in close proximity of the Brooklyn Navy Yard were also

weighted in the stakeholder analysis. There exists a large Hasidic Jewish population right outside the gates and they represent a sizable amount of the business owners and employees of the Yard. Also close by are those in the public housing projects; and due to the current gentrification of Brooklyn, an influx of more affluent workers. In terms of power to affect decisions concerning the Brooklyn Navy Yard, the Hasidic Jewish communities are generally tight-knit and united in their efforts and would have a more influential role. The booming and generally more well-off workers in the Brooklyn community would be next on the list, and those in the public housing community may have relatively lesser influence on the program. Concerning interest in a ridesharing program, affluent workers that reside in Brooklyn would be the most interested as they live throughout the borough. The Hasidic Jewish population are also widespread in several Brooklyn neighborhoods but less so comparatively; ridesharing is also a commonly accepted practice within the community. The adjacency of the public housing projects suggests less of an interest from those that reside there due to the distance of their commute.

The stakeholders analysis performed for the community mobility challenge does not encompass every and all possible stakeholders.

The stakeholders identified in the analysis can also be subdivided into different groups. External businesses neighboring the Yard, potential partners such as BMW’s ReachNow, and other industrial parks around the world may also hold some sort of interest on how the community mobility problem is settled. While the stakeholder analysis can be broader and more in depth, this initial examination can provide valuable insight to what decisions need to be made for a successful shared economy mobility program.

Archetypes & Personas

Personas were created after a comprehensive study of the Brooklyn Navy Yard, and analysis of already existing data, mentioned above. A validation was done through a series of interviews with employees developing an understanding of their likes and dislikes.

The insights gathered were used in creating the archetypes and the different personas.

Personas are used to summarize and communicate research about the people that have been interviewed and observed during a study. A persona is not a real individual, but rather a generalized character that encompasses the various needs, goals, and observed behavior patterns among real and potential

customers. In this case, the personas created represent a significant portion of the people that work at the Brooklyn Navy Yard. These personas were used to support the design of the proposed solution, and has allowed us to segment the market for potential users of the solution.

Archetypes focus on the behavior of the people and how they interact with a specific service. Determining archetypes is grounded on deep understanding of the challenge and consumers. For the Brooklyn Navy Yard, archetypes were defined to explain the overarching behaviors from a significant portion of employees that commute to the Yard.

Archetypes & Personas

Archetypes & Personas

Archetypes & Personas

Archetypes & Personas

Archetypes & Personas

CUSTOMER SEGMENTATION

Customer Segmentation

The personas developed in representation of the Yard’s community have served to identify a target audience for the proposed solutions developed. Given the diversity of the Yard, the first phase has been aimed to address the likely users of the future app. In order to secure a critical mass of usage down the road, it is pertinent to reach those who would be quick to adopt such an initiative, and in doing so avoid the advertisement of an underserved system to a hesitant segment. Introducing the analog version of ridesharing to this segment of the employees serves to ignite interest and inform on new potential solutions. Also important to note is that the variety of personalities available require for specific advertising strategies in order to cater more personally to all It has been resolved, then, that the previously described Personas that best represent the pool of potential users for a rideshare app program are those with a high level of technology usage already. They are the people that will quickly understand a new product and will try out applications when they come out.

This refers to the “brooklyn hipster,” the “boss,” the “I love to drive” and the “I only drive because I have to-high tech” personas. These personas are expected to still include a diverse population in terms of transportation means, which will likely benefit from the rideshare program. . While the “I love to drive” and the “I only drive because I have to” archetypes are clearly

motorized vehicle oriented, the “boss” and the “brooklyn hipster” offer a wider range of transportation modes. The “brooklyn hipster” in particular showcases a segment that is inclined to utilizing alternative modes of transportation. While this last group of people is Brooklyn based, the other three groups of personas selected come from varying neighborhoods and Boroughs. As a preliminary assumption, the population more reticent to abandon their car commutes are spread throughout the city, many of them traveling from longer distances. These people would then not be required to go too far out of their route to reach the Brooklyn based population that is willing to try different means of transportation.

Another bonus to the selection of these personas in particular is that they work in diverse fields that could be benefited by interdisciplinary interaction. At the roots of the rideshare program lies not only a need to maximize car usage and decrease single occupancy cars in pro of sustainable practices, but also the will to foster community and generate ties between companies within the Yard. Business relations across companies could be generated thanks to the networking opportunities that ridesharing offers. Thus, the benefits of choosing this particular segment of the Yard’s occupants will enhance the possibilities of generating such bonds.

Customer Segmentation

As the final stage of this proposal encompasses a feature for the Brooklyn Navy Yard’s developing application, the orientation of the post-pilot phases lean heavily on preparing the terrain for the success of the app. However, it is first necessary to test the feasibility of a ridesharing program throughout the Yard. The pilots executed on Tuesday, Wednesday and Thursday, June 26-29, 2017, have thus been catered to catch as much of the population as possible.

The initial approach has been to test amongst a select number of companies that in totality include all of the personas aside from the Hasidic community. As a result of the “catchall� methodology we can find out who is most receptive to said initiative and what the user experience is. All of these insights will inform the development and perfection of the analog and digital phases of the rideshare program.

03 PROPOSED SOLUTION

Overview The Brooklyn Navy Yard challenge calls for a shared economy mobility program that fosters connections between people, reduces environmental impact, and is financially beneficial.

Ridesharing helps in achieving all of these goals by grouping more riders in fewer cars in order to reduce the amount of cars on the road and in parking lots within the Yard. After analysing the data obtained on the current reality of the Brooklyn Navy Yard community’s mobility, a threefold solution has been proposed. Highlighting the communication gap between the BNYDC and the employees of the Yard, and addressing the wide variety of personas that populate the Yard have been signalled as the outstanding items to be addressed in the ridesharing program. These characteristics of the Yard have to merge with the ultimate objectives of the solution, which consist of consolidating an interdisciplinary BNY community and expediting the mobility of the community in a sustainable and efficient manner. Focusing on ridesharing has been agreed upon as the ideal solution, because it is a way to do both mobilize sustainably and efficiently as

well as networking and building community.

The first instance of intervention is the pilot that has taken place between June 27-29, 2017. This is an explorative approach which serves to try ideas and evaluate the successes and failures in a contained manner, so as to be able to develop the weaknesses and address areas that have not been considered up until the trial period. This step will inform the development of the analog and digital phase, permitting the latter two to reach a higher level of resolution. The analog phase will take place between the launch of the YardEase app feature that would be incorporated into the existing BNY application. It is in the analog period that behaviors and perceptions have to be altered in such a way that ridesharing will become a sustainable possibility for the future. The second and last phase of the rideshare solution would be the launch of the app feature. A systematized organization of matchmaking members of the Yard, this would make it simple and easy to access a newfound mobility option. See the graph below for a visual representation of the proposed solution.

Pilot Program Recruitment Process and Outreach Methodology Before the implementation of a long-term solution, the idea of a communal ridesharing platform was tested on a small scale with Yard employees. The main purpose of this pilot was to perform a trial run of the ridesharing experience to inform future phases. Rather than matchmaking using an app, the pilot participants were communicated with directly.

Overall, the two-day pilot involved an analog process in which Innovate NYC team members served as moderators and matchmakers. The process involved will be replicated for Phase 1 of the rideshare program, and will migrate to an automated version in the app feature during Phase 2. The pilot was completed in a series of steps described below that were designed to act like the Phase 1 analog strategy.

Step 1: Collecting participants The process of collecting participants involved a communication blitz combining digital communication and in-person engagement. A form was developed on Survey Monkey in order to collect information necessary to facilitate the matchmaking process. Information collected included names, contact information, and the times participants need to arrive at and leave the Navy Yard. The survey also collected information needed to pair potential drivers with potential passengers such as origin zip codes and who would be willing to serve as a driver. The Innovate NYC team drafted an email to be sent to the companies who had previously been interviewed that briefly explained the pilot and provided a link to the survey. During additional in-person interactions, the Innovate

NYC team encouraged people to sign up for the pilot. These in-person interactions were found to be a more effective form of engagement with employees working in the Navy Yard. Finally, the Innovate NYC team placed flyers they created for further advertisement of the pilot onto car windshields. Even though the flyers originally contained QR codes and email addresses to contact, having the URL of the survey ready on a phone or computer was the best way to gain sign-ups. The survey responses were compiled in a single spreadsheet that facilitated organization. This data collection was crucial in ensuring the pilot’s success. Follow-up emails were sent to all participants. As of Wednesday, June 28th there were no responses to those. The lack of response from email outreach serves as evidence that any email campaign for future phases will need to be especially eye-catching and well-coordinated.

Step 2: Grouping participants Review of the list of participants to coordinate the locations of drivers and passengers was performed. Then, a mapping of zip codes in order to gain an understanding of the commutes of pilot participants followed. Once possible journeys were established, drivers and passengers were organized into matches.

Step 3: Contacting participants Next, communication with pilot participants using their preferred method of contact was

Pilot Program established. A thank you communication was sent for signing up and requested their address or, if they preferred, an intersection or meeting place by their residence. Those passengers for whom reasonable matches were not found were informed of this fact and those who refused to participate were sent a followup email inquiring their reason for denial.

Step 4: Calculating routes Google Maps was used to create an approximate route from the driver’s origin address to the desired pickup locations of the passengers and finally to the Brooklyn Navy Yard. Then planning of pickup locations close to their desired one, that were more optimal interns of routing and a shorter commute time, was done.

Step 5: Confirming details In order to confirm matches and provide participants with specific commute details. Confirming participants was crucial but often time-consuming. Wait time for communications drastically varied, from within minutes to many hours later, which made establishing matches challenging. Either way, it was a step that was heavily dependent on participants and established whether or not participants were truly engaged in the process. We do not see this setback as a flaw to our long term plan, however, since the participants would be actively using the app and the routes and times would be given almost instantaneously. This confirmation helped the Innovate NYC team align communication strategies in order to determine the best mode of communication for potential groupings. It helped confirm preferred

modes of contact and was a great opportunity to answer questions and clarify next steps for participants.

Step 6: Creating Dialogue When all participants had responded and the best routes were confirmed, the pairings of drivers and passengers were notified of their match. Participants were informed of the place and time they were to meet, and they were put in touch with each other. Group chats were created in order to facilitate conversation between participants in rideshare pairings so that they could confirm the details of their commute in real time. Though these group chats were initiated primarily as group text messages, participants were given the option to communicate with each other via email, phone, or other established platforms for group communication, if they so prefered.

Step 7: Gathering feedback Lastly, once the groups actually shared their rides, the Innovate NYC team checked in with the groups to determine how the rides went. In addition to offering participants with a complimentary beverage as a thank you for participating, drivers and passengers were asked for their feedback. Their responses were crucial in order to assess what alterations might need to be made for Phase 1, the analog version of the long term ridesharing program.

Pilot Plan and Results As supported by the following data, the pilot was successful and exceeded statistical goals.

Potential participants were contacted by emailing five companies (BNYDC, HITN, 1776, Stitch NYC Inc, and Ares Printing & Packaging) with varying numbers of employees, recruiting people through in-person contact, and placing flyers on parked cars. Due to the nature of the communication methods, a concrete number of people informed of the pilot was difficult to acquire. In total there were 34 responses to the survey, 22 of which, or 65%, stated they would like to participate in the pilot. The success criteria given by the BNYDC at the beginning was 500 people contacted. However, as mentioned above the concrete number was difficult to assess. When the pilot was being planned, this number was difficult to check as time, resources, and communication were limited and a lack of contact information for employees was identified. Therefore, a goal of 30 survey submissions was set by the Innovate NYC participants and was successfully met.

NYC participants conveniently matched 7 people, 4 on the Tuesday pilot and 3 on the Wednesday one which is 32% of those who were willing to participate. Considering the relatively small number of people who agreed to participate, a critical mass was not reached; therefore the varying times of arrival and departure to and from the BNY, locations of pickup, and day availabilities limited the amount that could be realistically matched for an average commute.

However, 7 participants in the rideshare pilot means a 21% engagement which exceeds the 6% rate expected in the success criteria, i.e. 30 participants out of the 500 people contacted. A certain number of participants must be attained in order for a communal ridesharing platform to perform well and sustainably; the greater the number of people that participate, the greater the probability for viable ridesharing match-

es to be found and made. After the successful two day pilot, feedback of the program was requested from the 7 participants. Out of the feedback received from 6 participants successfully, 83% were satisfied with the pilot and had a positive experience. This achieved the rate of participants who found the proposed solution useful set by the success criteria, i.e. 80%. The sessions to gather feedback consisted of a brief interview and a short questionnaire. Despite the small sample size, functioning and positive ridesharing experiences were organized in a short amount of time; the success of the pilot is encouraging for the future development of our solution, phases 1 and 2. We hope the pilot demonstrates practical communal ridesharing not only can be possible logistically within the BNY community, but also can be a meaningful and fun experience for those involved.

Pilot Feedback The ridesharing pilot that occurred on Tuesday consisted of one vehicle and driver and two passengers on the commute to the BNY in the morning. The driver, Ashley Jean from HITN, had a positive experience with the ridesharing pilot and thought it was “really cool”. She plans to rideshare again in the future with the same passengers as well as in general, mainly due to the fact she has carpooled previously and is familiar to the practice. What worked about the pilot for her was the preplanned pickup locations that were not out of the way and a route that was not far off from her regular commute; it was also quite a convenience that both passengers and her worked within the same building in the BNY so she needn’t make dropoff stops. However, what didn’t work in the pilot for her was the traffic which she acknowledges can be taken into account in the

Pilot Plan and Results travel time LaShawnda Graham from the BNYDC, a passenger in the Tuesday pilot thought the rideshare was good and really cool as well.

She would definitely carpool again since nearly everything worked: the meetup, the pickup location, and riding with people she was familiar with. However, once again traffic was a negative but was expected from her as it was morning rush hours. She stated that while she has met the other participants in the pilot in previous instances, it would be nice to meet with complete strangers before ridesharing with them.

As a passenger, the free transportation was incentive enough to carpool though it did take approximately 15 minutes longer than her usual commute by public transportation; however, the ride was much more comfortable comparatively. Nora Daniel, also from BNYDC, was the second passenger in the Tuesday pilot in the morning. Her brief but succinct feedback stated that she had a great experience with the pilot.

Ashley and LaShawnda engaged in the ridesharing pilot again on the commute back home on Tuesday evening; Nora, however, did not leave work at a similar time as the others and did not participate again. Instead Alyssa, an intern from BNYDC did partake in the pilot but unfortunately was unable to be reached for feedback. On the Wednesday ridesharing pilot, drivers external to the BNYDC were utilized for the commute to and from the BNY due to the fact that no convenient and willing participants were available to drive. Hua Joe Fung from Village Community Boathouse met up with the driver in the morning as a passenger for the pilot; it is important to note that he also is an Innovate NYC Program fellows that helped plan and organize the pilots. He has an awesome experience with the pilot and would definitely participate in a ridesharing program in the future as the comfort of being driven and

the convenience of doing work such as answering emails on the commute to work were incentives enough. Although nearly everything worked about the pilot for him, the time spent finding and waiting for passengers at the pickup locations was an annoyance for him.

Frederic Charlier, head of Clear Roads, one of the incubated startup companies at 1776, was a passenger that participated in the pilot both in the commute to and the commute from the BNY. He has rideshared in the past and have enjoyed it; he saw the pilot as similarly nice, though the communication through texting was different. He found typing the long text messages tedious but adequate for the pilot.

Since he cycles normally for his normal commute, he wouldn’t switch his main method of transportation to ridesharing but would carpool again on some occasions as a backup plan.

The pilot worked in every regards according to Frederic but understood that it was limited due to the small amount of participants. The commute route had a minor detour to pick up the next passenger which saw his commute time of the pilot 5 to 10 minutes longer than usual if he had taken public transportation. He knew that a critical number of people had to be willing to participate to create perfect matches for the ridesharing program. The final passenger of the Wednesday pilot was Joachim Jemegbe, who is part of Aero Analytics, a startup at 1776.

The pilot was decent for him but his experience was not positive but neutral. He wouldn’t rideshare again at the moment since he likes to be independent and not rely so much on others to get him into his office early. The ride itself was great and the timing worked out nicely as he reached the BNY on time despite encountering some morning rush hour traffic. The time gap that was estimated for his pickup time was accurate but too imprecise as he could have easily commute to the BNY through his usual meth-

Pilot Plan and Results od of taking public transportation. All in all, out of the seven participants of the pilot and the six who provided feedback, five had a positive experience with ridesharing and would see it as a useful method of transportation for their daily commute to and from the BNY. One big takeaway from the pilot was the problem of traffic that plagues the commute driving to the Yard. The time taken to travel to the Yard is slightly longer but more comfortable and convenient. A critical mass of participants should also be achieved to plan for conductive pickup locations and suitable travel routes for efficient matchmaking. While changing established commuting habits take more than just two days the pilot ran, it is a great first step in gathering insights to finetune ridesharing and provide it as a viable and useful method of transportation for a large number of BNY employees.

Phase 1: Analogue Ridesharing The goal of the ridesharing program is to change the behaviour of people using single occupancy cars in order to successfully incentivize them to shift to carpooling and invite more people to share their ride. The following Phase 1 strategy has been designed to support the initiation of the ridesharing mobility program for the Brooklyn Navy Yard. It is a non digital manifestation of the basic carpooling principles that will enable the Yard’s members to come together successfully. The focus of this section is to strategize on how to organically increase the number of ridesharing employees and build a strong ridesharing community.

The findings of the pilot phase permitted insight on the potential setbacks that could be encountered at the moment of recruiting participants. The difficulty to find drivers willing

to use their cars as means of transport demonstrates that focus should be geared towards them. Other concerns raised dealt with the reluctance to share with strangers and concern for timeliness. In general, the fear and objections can be categorized as preconceptions that could be combatted by strong communication strategies that spin all of these “negative” aspects into positive ones. By highlighting that this rideshare incentive is actually only available to the BNY’s closed community, it ensures safety and familiarity with fellow passengers, without having to discuss uncertainty, for instance.

Incentive strategy The following incentive strategies have been created to support the analogue ridesharing program within the Brooklyn Navy Yard, strengthening the sense of community among employees. These strategies have been used in creating a marketing campaign to support the communication of the ridesharing program within the Yard. They can be summarized into three types: informative, social gatherings, marketing .

Pilot Plan and Results Phase 2: Ridesharing Application Part of the challenge given by BNYDC involved creating a mobility solution that utilized a shared economy model. More often than not, the shared economy model manifests itself in the form of an app. BNYDC’s hope was to integrate the rideshare component into the upcoming Brooklyn Navy Yard app. Phase 2 benefits from the community-building elements utilized in Phase 1, but also improves upon the matchmaking functions attempted during the ridesharing pilot.

The feature that will be integrated with the developing BNY app. It is called Yard-Ease, a rideshare matchmaking tool for Brooklyn Navy Yard employees to connect with others during one’s daily commute in hopes of 1) fostering community, 2) driving a perception that travel to and from the yard is convenient, and potentially 3) incubating partnerships between tenants.

Despite the varied demographics and diversity of businesses within the Yard, one commonality they all share is that they each need to come to the Yard and leave the Yard. Taking advantage of the commuting time everyone shares, ridesharing provides an opportunity for Brooklyn Navy Yard employees to connect in the same physical space without taking extra time out of their busy schedules.

Purpose The purpose of this app is to facilitate ridesharing between employees who work for businesses located in the Brooklyn Navy Yard. Additional side objectives include fostering community,

reducing environmental impact, and serving as financially beneficial way of helping people travel to and from the Brooklyn Navy Yard

Key Features The key components that differentiate Yard-Ease from competing apps such as Uber Pool or Lyft Line are listed below.

BNY Focus: The product is targeted specifically to employees of businesses operating in the Brooklyn Navy Yard. As a given feature built into the Brooklyn Navy Yard app, it will be something that only these employees will be able to access.

Community-building features: The product’s operation relies on communication between potential drivers and potential passengers.

Interactions through the app between people who work in the Navy Yard has the potential to lead to future business collaborations and strengthened interpersonal relationships.

Landmark-based Routing Suggestion: The algorithm technology used in the app analyzes routes, common meeting locations, and group chat input in order to assist in arranging trips that are convenient, cost-effective, and efficient at transporting people to and from the Brooklyn Navy Yard.

Incentives: The app integrates a reward system that allows rideshare participants to recognize each other for their efforts. There is additional room for other incentives to be included based on repeated participation in rideshares using the app that will help shift behaviors away from single-occupant car usage to multi-occupant car usage.

Pilot Plan and Results All of these components work towards making BNY rideShare a more advantageous choice for meeting the mobility needs of workers within the Brooklyn Navy Yard.

Incentive Strategy These strategies have been customized to support the development of the ridesharing application, which aims to facilitate ride-sharing in a digital way and to enhance the usability and connectivity between BNY employees.

How The Application Works The app’s operation can be broken down into four basic steps: 1) Matching potential drivers with potential passengers, 2) Determining the best possible routes and meeting locations, 3) Providing a feedback loop that ensures accoutability of all parties involved, and 4) Rewarding participation in rideshares.

Matchmaking One of the key differentiating features of the ride-sharing app that helps match drivers and passengers is the saving of routes and frequent meeting locations as a part of a user’s profile.

Calculations Another key differentiating feature is the group chat feature, which allows users to make and adjust arrangements for pickups and dropoffs.

The app scans the text within group chat communications in order to recommend routes utilizing street names as well as route and meeting location information stored on user profiles.

This is facilitated using data processing programs that parse text for usage in Google Maps searches.

Reservations Another key differentiating feature is the ability to reserve spots in rideshares. Participants will have a limited amount of time (60 minutes) to reserve their spot in a rideshare, and the drivers have the option of rejecting passenger requests if they are already full. Passengers are also notified if there are no available drivers nearby and notifies them of other trips happening along alternative routes.

Recognition A final key differentiating feature is the system utilized to recognize participation in rideshares. By default, the app utilizes a system of voluntarily “kudos” for users to thank one another for their participation. There is room in future releases for the app to integrate other rewards such as gift certificates, discounts on goods, and reduced permit and parking fees.

Visuals of Application The Cover Page of the Feature The following screen is the mock up of the first screen when they open Yard-Ease. The users are required to either create a new profile or sign in. They need to be a part of BNY community in order to use this feature. By creating a profile, they have to fill out certain information required to use Yard-Ease.

An all-in-one Integrated News, Resources, Events, and Yard-Ease Another exciting feature for all BNY affiliated is the integrated news, resources, events, and the ridesharing platform all in one app. This feature would allow the users to get the information regarding what is happening in the BNY community first hand with a click away.

Landmark-based Routing Suggestions Algorithm The algorithm technology used in this app analyzes routes, common meeting locations, and group chat input in order to assist in arranging trips that are convenient, cost-effective, and efficient at transporting people to and from the Brooklyn Navy Yard. This feature enables users to easily choose same-directions routes between them.

Visuals of Application Post-Usage Engagement Kudos! is used in the post-usage engagement feature to keep the users interacted with each other in the long run.

Cost Structure In order to develop the app, most of the capital will be invested in developing the software.

The success on the app depends on the advertising, hiring of a creative team, and defining the target market. Finally, conceptual work begins by sketching out the key functional flows, followed by detailed wireframes and then the visual design. These steps can involve a lot of work—as much as two to three months depending on complexity. Additionally, external feedback would be needed to attain usability testing. After further testing through focus groups while making the necessary adjustments in the code for the app and prototype.

The costs of this phase is mostly time although some funds would be needed in terms of the advertising and hiring of the design team.

Prototype testing concludes the design phase, meaning it’s time to actually write the software.

Just as with the design phase, the success of coding relies on quality people. While mockups are important, it takes pros to turn the prototype into a real, functional app. Moreover, experienced software architects and engineers can keep needless delays and bugs to a minimum, while simultaneously making sure the app is optimized and scales in the long run.

They may charge a bit more—but their talent makes them a bargain in the long run.

Before BNY can actually release their app they need a cloud services provider who will not only host it, but also power and maintain the back end systems. There’s a lot of competition in the cloud services space from Amazon, Microsoft Azure, Rackspace and hundreds of smaller providers. Make sure that the provider can scale quickly as needed. Maintenance is another key consideration, both for the service provider and the development staff. Apps stores are competitive places and bad news travels fast—so make sure the team is available

for bug fixes, updates, downstream version testing and so on.It should be clear by now that building and maintaining an app is not an insignificant task. Despite what many think, it is a major investment of time, money and vision.

BKNY should expect to involve a team of six to ten people for about six months or more.

Moreover, a high-quality, enterprise-class mobile app will involve not tens, but hundreds of thousands of dollars.Overall, given that the app is simply an extension of the app that BKNY is currently working on, the costs, time, and labor maybe less. The graphs and illustrations below provide a sense of the monetary costs that would be needed to develop the app. The Innovate NYC team estimates that around $50,000 - $75,000 will be needed to create the app with the basic functionality and integrations mentioned earlier.

Source: Clutch survey, 2015 Source: OneFire, 2016

Potential Adverse Effects

Although the initiative is to bring together people across from all companies and companies and communities from the BNY, it is important to consider the factors that could prove to be detrimental for the BNY. Community rejection due to bad experienceThe reputation of service can be affected by a bad experience. This could be if one doesn’t get the right kind of company to travel with. As the app entails matching people from neighbouring areas, there is risk of an incompatible match. This could lead to spread of bad word about the service.

Unintentional causality - Even though all drivers are legally approved, one cannot control casualties or accidents that might happen due to factors out of one’s control. Such an occurrence can cause fear in people’s minds and result in bringing biases in people’s minds.

Ride disputes - Rush hours and morning ne

can get really unlucky to be a part of a controversy while ride sharing. Such things become a sore point and prevent people from mingling Delayed arrival - Reaching workplace on time is of utmost importance. Getting delayed due to late pick up, traffic or other reasons can become a strong enough reason for people to not opt for the option of ride sharing.

Technology glitches - In order to rideshare, we are heavily dependant on technology. Glitches in connecting to the other people can result in delays and unnecessary frustrations. In an unfortunate situations can lead to loss of faith in services dependant on technology.

Security issues - Safety and security is an important concern in everyone’s mind. One bad incident can jeopardize the future of such services. Therefore, it is important that people have a secure experience.

Phase 1 & 2 Reward System

Rewards should be carefully chosen to ensure long-term behavioral change, even after the reward is removed. A directed incentive approach will serve to slowly shift the commuting behavior of the targeted segment in such a way that it will begin to generate momentum. This momentum refers to the development of strong relations between workers of the Brooklyn Navy Yard, given that a tight-knit community is foreseen to be inclined to recur to ridesharing programs. The envisioned rewards have been categorized into ongoing and one-time rewards that can be further segmented into tangible and intangible perks. In order to strategically implement these benefits in an effective way, one-time tangible rewards are heavily emphasized during Phase 1 of the proposed solution. Given that this phase consists of promoting behavioral change, introducing ridesharing has to be linked with positive feedback.

The first step is to raise awareness and to get people excited about the possibility of switching to a communal commute. These rewards can be monetary, such as gift cards and free products, however they can also come in the shape of benefits like free parking for a limited time. Given the desire to generate partnerships between companies in the Yard, many of the one-time physical rewards cater to an audience that would be interested in receiving guidance and connections to facilitate the growth of new

businesses. That is why space to host launch parties and logo designs are being offered as raffled prizes in the latter stages of the analog phase. As for the ongoing rewards, they are the ones that retain the newfound behavior. They are things that aren’t evident at first, but become the substance that lingers once the tangible rewards are gone. Mostly values, these can be strengthened communities, friendships, networking opportunities and business relationships. To make these perks visible to the public, they have to be tied to marketing strategies that can highlight soft values. The graph below shows the reward strategy recommend for the launch of Phase 1 and Phase 2 of the ridesharing program. It has been strategized in terms of tiers that represent specific duration of times that certain rewards should be considered. This follows by the beneficiary of the rewards, in this case being either the driver, passenger, or both. Then rewards were divided into a one time reward strategy and an on-going reward strategy. The one-time reward refers to tangible benefits that sharers receive for their change in behavior for selecting to share rides. The ongoing reward refers to a combination of tangible and intangible benefits for sharers. Lastly, a methodology for implementing the rewards strategy is shared to suggest on the execution of the rewards system program.

Phase 1 & 2 Reward System

Phase 1 & 2Marketing Strategy

A marketing strategy has been created to communicate the ridesharing program with employees for the launch of Phase 1 and Phase 2. This marking strategy focuses on building a campaign for attracting more sharers, strengthening community, and facilitating mobility within the BNY. Below is a description of the marketing strategy, with a timeline that begins two months prior to the kick-off of Phase 1 and continues until the launch of Phase 2, the app.

To ensure that all of these components have a cohesive thread, the objective of the marketing strategy is as follows: To enhance the perception of the BNY’s image as a well connected and tight-knit community by promoting ridesharing as a means to achieving this end.

The target audience for the next two phases are as defined by Customer Segmentation, hence focusing on those likely to be early adopters of the rideshare app feature. The communication strategy refers to the different efforts recommended for the promotion of the ridesharing program for BNY employees. The strategy focuses on the following key aspects:

• Promote a ‘one week trial’ ride-sharing with rewards, with no obligation to continue.

• Reassure to all employees that members of the ride-sharing program are from a closed group of BNY employees, and hence have already been considered appropriate for employment at the site.

• Use marketing materials and codes of practice to ensure potential sharers are aware that personal preferences will be taken into account, both in Phase 1 & 2.

• Use examples of successful cases in marketing material to demonstrate friendships and business opportunities that have been established through ride-sharing.

• Promote a culture that supports ride-sharing (example: staff will leave on time to meet sharers) • Focus on the benefits of ride-sharing, advertising the rewards and incentives for ride-sharers.

Communication Strategy

In preparation of the launch of Phase 1, a communication campaign will center on raising awareness of the benefits of sharing a car ride with other employees from the Yard. It will center on flyers and leaflets that inform on ridesharing etiquette and encouraging signups to try out the first phase. The flyers in particular will focus on promoting the program, showcasing social media and websites with more detailed information. The trifold leaflets will contain a summarized explanation of what Yard-Ease means and information on carpooling “best practices.� Social media will also be heavily pushed with the same end, and will go a step further by promoting advertising events, such as the Pre-Launch party that will be hosted within the 2 month campaign period. This event is intended to be a social meet and greet, allowing for interpersonal relationships to be forged. It will also have an early adopter stand for those who are excited to join in a carpool group in the future. Success would be ensured if after this event a growth in the database is perceived. A widened pool of e-mails would make it feasible to recur to noninvasive e-mail blasts as a means to inform members of the rideshare community about important events, such as the kickoff week.

Upon reaching the kickoff week, a launch event will take place to serve as another meet and greet opportunity for riders to get to know one another. This would take place during work hours and would therefore be a morning ac-

tivity in which coffee and croissants would be available for attendees. A closing happy hour and raffle ceremony will take place at the end of the week to celebrate those who’ve tried this new program out. The raffle system will continue forward for drivers up until the proposed Yard-ease feature of the BNY app is launched, a feat which is expected to take a year. This is justified because drivers have proven to be the ones that require a higher incentive to participate than non driving commuters, which is why the rewards after one month, six months and a year are bigger. As the analogue phase of the challenge continues, social media, flyers and the informative leaflets will continue, and the meet and greet events will be held every three months.

While the Yard-Ease feature is being prepared for implementation, a pre-launch party will also be hosted to incentivize the transition of the ridesharing community to the application, although always under the understanding that the analogue version of ridesharing will continue to be an option for those who do not want or have access to smart phones. Once the application feature is launched, the physical rewards will be discontinued as it is foreseen that the intangible rewards will be strong enough to suffice. However social media will remain a tool used to promote the app feature and e-mails will still be an option for those who choose to remain apart from the app.

Tri-fold Pamphlet

Stamp Card The stamp card will be used in Phase 1 to track and monitor the rewards for people that rideshare to/from the Yard. Cards will be stamped as sharers come into the gate by security guards.

Once the card is complete, the card will be entered to win prizes in a raffle. This stamp card serves as both a communication and rewards strategy.

Stamp Card Sample

04 CONCLUSION

Conclusion The purpose of the Innovate NYC participants was to create a scalable and sustainable shared mobility model to strengthen community, offer commute solutions, and paves the way to environmental impact reduction through a ridesharing platform.

The platform is being rolled out in phases with feedback with the intent of eventually launching a developed and sophisticated BKNY app complete with all previously mentioned features all at the BNY employee’s fingertips. . The app is exclusively designed for the employees and tenants of the Brooklyn Navy Yard for safety and privacy reasons. In addition, the matchmaking design creates the possibility of future business partnerships and interpersonal relationships within the Yard. Furthermore, the proprietary algorithm based technology allows ridesharing trips to be convenient, efficient, and convenient for the app users. Lastly, the incentives component of the app ties in all other features of the app in that it rewards and acknowledges the users for their participation in the ridesharing program aimed at aiding the shift in behaviors from private auto to shared autos.