Broad stakeholder groups (e.g., legislators, executive committee, business groups, non-governmental organizations) play an important role in getting a DOT involved in AFVs, as well as maintaining resiliency through leadership change in the governor’s office or the DOT. This action should be continued as the DOT progresses to other actions.

• See if broad stakeholder groups currently exist and request to participate in the groups.
• Communicate through informal channels with legislators, local governments, private manufacturers, and others if the state does not already contain a broad stakeholder group. After it has gained knowledge on AFVs and cultivated an initial network, the DOT could take the lead in convening the relevant stakeholders in the state.
• Alternatively, issue a formal request for information to create a stakeholder group around a specific action, such as fueling infrastructure siting.
• Use the broad stakeholder group as a source of institutional knowledge and base of support for AFV work.

This action leads to more support and knowledge of the public value of AFVs. Participation in these dialogues should help DOTs understand why DOTs should do work on AFVs and lead to an action plan.

The Learner can enhance its internal capabilities through three actions. The Learner has internal leadership that is supportive and can educate relevant internal stakeholders about AFV technologies and the market. The Learner can also assign a staff member to be accountable for AFV work.

Interest from leadership (e.g., division head, deputy secretary, secretary) can catalyze work on AFVs. Leaders in relatively flexible offices (e.g., public-private partnerships, innovative delivery, sustainability, or economic development) are best positioned to catalyze work on AFVs. Staff can build institutional knowledge, but stronger AFV efforts (i.e. Actor and Leader actions) require the support of top leadership within the agency.

• Arrange briefing with top-level officials or high-level staff on AFV and fueling technology. Leadership is most likely to conduct AFV work when the work can be tied with larger goals. For example, even if AFVs are not an executive priority, the governor may have a broader emissions reductions goal for transportation. Top leadership can then find that AFVs are an effective way of reducing transportation emissions.
• Make the public value proposition for AFVs from different angles to attract interest from high-level leadership, such as public health and air quality, greenhouse gas (GHG) emissions, energy security, jobs, and more.

DOT leadership and staff now have institutional knowledge that enables work on AFVs. The DOT staff could explore some of the other Learner actions and should eventually proceed to articulating a public value proposition, objectives, and a plan of action.

Major AFV projects such as building a fueling station network require expertise and significant amounts of staff time. Designating a staff member as the lead on AFVs creates accountability for AFV knowledge and work. Some DOTs that have dedicated staff experts have been successful in attracting investments to their states.

Identify a staff member as the AFV lead, and involve several others in the department as stakeholders. The staff lead does not have to spend all of his or her time on AFVs, but could work with others who each dedicate part of their time to AFVs.

With a staff member designated as the lead for AFVs, the department can move on to articulating a public value proposition, objectives, and a plan of action.

The DOT should know what it intends to accomplish by working on AFVs and why the work benefits the public.

• Develop presentation slides and a memo that articulates the public value proposition and plan of action for working on AFVs.
• Identify the overall objective or forward-looking goal related to AFVs.
• Create a report that explains opportunities for AFVs tailored to the state (e.g., jobs, environment, and energy security). Some states have commissioned a full study or report with recommendations.
• Use different facets of the AFV public value proposition to find the best reason why AFV deployment benefits the state. For example, some states may see less public value in reducing GHG emissions than job creation.
• Consider building consensus and awareness around these actions from as many key stakeholders across departments as possible. This may be more difficult to accomplish, but may provide large payoffs in the long run.
• Develop clear objectives and a plan of action once leadership gives support to AFV work. Working with other AFV stakeholders can help define the limits of AFV work. Objectives and the action plan may change and can be revisited over time.

DOT staff and leadership have a clear vision of what they want to do related to AFVs. This action may be continually revisited as conditions in the state change and new focuses and priorities regarding AFVs come up.