PEV Action Profile and Categories

The DOT usually begins PEV work at Starting Points, which are external and internal prompts for the DOT to begin acting on PEVs (e.g., an executive order to study what the DOT can do on PEV deployment, or a request by internal leadership to explore potential PEV projects). This profile was created because of the difficulty in starting work on new initiatives; agencies must often find implicit or explicit support for its efforts from authorities such as the governor or political appointees within the DOT. The following bullets characterize a DOT at a Starting Point:

External Support and Legitimacy

• Is looking for support from high-level external authorities (e.g., governor) to begin work on PEVs (Actions 0.2 [9] and 0.3 [10]).
• Has relationships and communication channels with other agencies and private entities working on PEVs but has not worked with them on PEVs specifically (see Action 0.1 [11]).

Internal Capabilities

• Has almost no institutional experience with electric vehicle deployment.
• Needs support from high-level internal authorities to begin working on PEVs (see Action 1.4 [12]).

Public Value Creation

• Understands broad reasons why PEVs are of interest to the DOT, but has not articulated a plan of action for getting involved with PEVs.

After successfully completing one Starting Point action, an agency becomes a Learner. Learners have obtained the necessary support from leadership to scope out what the agency can do on PEVs. Learners conduct research on PEVs, network with other stakeholders, and determine a plan of action on PEVs. In order to transition to an Actor, a Learner agency must articulate the public value proposition for PEVs – why it is working on PEVs – and an action plan for PEV work. Similar to the Starting Points, many Learner actions should be revisited later on; work on PEV deployment relies upon the base of expertise and support gained from learning about PEVs. The following bullets characterize a DOT as a Learner:

External Legitimacy and Support

• Is reaching out and establishing relationships with existing PEV stakeholders for PEV work (see Action 1.1 [13]).
• Is developing talking points and public messaging on why the DOT is getting involved with PEV deployment (e.g., through Action 1.1 [13]).

Internal Capabilities

• Has internal leadership that is supportive (see Action 1.2 [14]) and is educating relevant internal stakeholders about PEV technologies and the market.
• Is assigning a staff member to be accountable for PEV work (see Action 1.3 [15]).

Public Value Creation

• Is determining the objectives for PEV deployment as well as articulating the public value proposition for PEVs (see Action 1.4 [12]).

In order to transition into becoming an Actor, Learners should have a staff member assigned to PEVs (Action 1.3 [15]) and articulated objectives and reasons for PEV involvement (Action 1.4 [12]). Actors are agencies that have set concrete deployment goals and gathered the necessary internal and external support to sustain PEV efforts. Early Actors continue to build internal and external support, but more advanced Actors have begun working on concrete, well-defined actions to deploy PEVs and charging infrastructure. The following bullets characterize a DOT as an Actor:

External Legitimacy and Support

• Is linking up and coordinating action with PEV stakeholder groups (e.g., Actions 2.1 [16] and 2.4 [17]).
• Is refining public messaging around DOT work on PEVs (e.g., Action 2.3 [18]).

Internal Capabilities

• Is obtaining buy-in from DOT staff and division leaders on PEV deployment initiatives (see Action 2.5 [19]).

Public Value Creation

• Is following a plan towards achieving the DOT’s goals for PEV deployment.
• Is beginning to implement concrete actions such as charging infrastructure deployment that create public value.

Finally, Leaders are at the forefront of PEV deployment. Many of the Leader actions can be considered goals for PEV deployment by Learners or Actors. Moreover, transitioning to a Leader can take many different paths and involve many different actions; it is possible to be a Leader in one action Category (e.g., infrastructure deployment) but still be an Actor or Learner in other action Categories (e.g., public fleets). Despite variation in what constitutes a Leader for a DOT, the following bullets are general guidelines:

External Legitimacy and Support

• Is a central and trusted resource for PEV deployment in the state to consumers and other PEV stakeholders (see Actions 3.4 [20] and 3.6 [21]).
• Public is supportive of DOT’s deployment efforts (e.g., for Action 3.3 [22]).

Internal Capabilities

• Has worked on making all DOT divisions incorporate PEVs and transportation electrification more broadly into operations (see Action 3.7 [23]).
• Has created consistent, long-term policy for incorporating PEVs into the transportation system, including system finance (e.g., see Action 3.5 [24]).

Public Value Creation

• Has implemented actions that aim to maximize the long-term net public benefits of electric vehicles.

Internal Capabilities: See Public Value Triangle explanation above. Internal capabilities consist of Actions 1.2 [14], 1.3 [15], 1.4 [12], 2.5 [19], 2.6 [25], 2.7 [27].

External Legitimacy and Support: See Public Value Triangle explanation above. External legitimacy and support consists of Actions1.1 [13], 2.1 [16], 2.4 [17], 2.5 [19], 2.3 [18], and 2.7 [27].

Charging Infrastructure Deployment: Charging infrastructure deployment consists of Actions 2.15 [28], 2.16 [29], 2.17 [30], 2.18 [31], and 3.3 [22]. Several state DOTs are playing an active role in installing charging stations along highway corridors, and research is needed on driver and charging behavior. Although most PEV drivers charge at home, public infrastructure may be needed to assuage driver fears of getting stranded. Because DOTs control highway operations as well as state roads and crossings, DOTs can build and finance charging infrastructure, help others deploy charging infrastructure, and study and research driver and charging behavior.

Public Fleet Deployment: Public fleet deployment consists of Actions 2.13 [32], 2.14 [33], 3.1 [34], and 3.2 [35]. Many DOT fleets have mandates on alternative fuel vehicle fleet procurement; for example, 46 states [36] have mandates for the use of alternative fuel vehicles in state fleets. However, few have experience with purchasing PEVs. Public fleets are an effective way of educating DOT staff and the public about PEVs. Fleets can also be leveraged to publicize and demonstrate potential fuel savings and emissions reductions.

Research and Policy: The largest of the specialized group of actions, research and policy actions consist of Actions 2.8 [37], 2.9 [38], 2.10 [39], 2.11 [40], 2.12 [41], 2.15 [28], 2.16 [29], 3.4 [20], 3.5 [24], 3.6 [21], and 3.7 [23]. These actions involve sharing best practices, issuing guidance, reconciling PEVs with transportation finance, creating incentives for DOTs like HOV lane exemption, and researching new technologies. Research and policy do not involve purchasing actual assets such as vehicles or charging stations; as such, many actions here may be less expensive to implement.