The issue  cited here is anchored more around collaboration than communication. It's not the message. It's the massage. It's the way a bruised ego is soothed and salved with empathy for the driver's plight. Here's what I would do:

    1. Ask my recruiter what objections and concerns truck driving candidates raised in the initial interviews. Assuming the NYC objection then:
    2. Research how competitors try to solve the problem (bonus pay, local truck driver assistant who partners in a two-man team in the city, etc.
    3. Discount outbound pickups. Phone canvass 10 nearby businesses to solicit outbound business that generates the bonus revenue for the driver.
    4. Designate NYC specialist drivers (geographically, say lower Manhattan). They are your go-to drivers for that area and over time they become more expert driving in that locale)
   5.  Limit NYC deliveries to X per month per driver. Anything over that you increase the bonus (even if it cuts into your profits on that trip,) The volume of trips should generate enough cash flow to support the increased bonus.

     So this problem is about gaining a partner in the business not hiring a truck driver. The more the driver sees that you as management are treated him or her as a partner, the more cooperation and collaboration you will get.