These dialogues allow AFV work to follow best practices and avoid potential redundancy with the work of other groups.

• Conduct research on the presence of national, regional, and local AFV deployment groups.
• Conduct research on national and regional dialogues. Participation in national and regional dialogues can include those just beginning work on AFVs as well as leaders in electric vehicle deployment.
• Alert leadership to the presence of dialogue groups and identify options for joining one or more groups.
• Consider taking a proactive role in setting the agenda for these dialogues in order to set tangible goals for deployment. For example, one tangible goal for Learners is to issue a collective statement of support for AFVs that can spur other potential stakeholders to action.

The DOT can now find support from other AFV stakeholders, share information, and collaborate on initiatives.

Publishing content on the DOT website is a cost-effective way to support the deployment of AFVs.

• Find an existing webpage to include AFV information or build a new AFV portal.  Coordinate with the DOT department that manages the website on content location and timing of the content’s public launch. Website language on AFVs should focus on educational information and avoid advocacy.
• Publish useful tools and resources on the site, such as links to websites like DOE’s total cost of ownership calculator. Consider putting AFV links on all division websites to increase AFV web presence. Keep the website up to date, potentially creating a blog to give the latest news on AFVs. Updates on the progress of DOT AFV work through a blog give consumers a way to learn about the DOT that is friendly and interactive.

Consumers seeking to learn more about AFVs can go to the DOT website. Having a DOT landing page for AFV-related information opens the door for more innovative web work on AFVs.

After learning about AFVs from other AFV stakeholders, the DOT can begin to coordinate concrete actions with other stakeholders. This action involves not just meeting with other stakeholders, but also creating and capturing synergies in areas where the DOT may not have previous experience (e.g., working with trade associations that promote clean technology). Coordinating with other stakeholders can strengthen a DOT’s individual AFV efforts and help improve the overall success of AFV deployment.

• Build relationships and familiarity with other AFV stakeholders and their actions. AFV stakeholders must be able to trust one another when working together. Relationships can start off with aiding one another with research requests and gradually build up to implementing large initiatives such as fueling infrastructure build-out. Past examples of collaborative work include working on education campaigns with other agencies and private entities to determine the most effective messaging. Encouraging coordination leads to greater success in other Actor and Leader actions.
• Encourage stakeholders to advance one another’s work. People working in different sectors have different networks. Leveraging relationships for access to a wider stakeholder network can advance AFV work to a large degree. A DOT may not know of different contractors and rates for building fueling stations, but building a relationship with regional/local agencies and automakers might allow access and communication with major fueling network providers. Stakeholders know what other group members are doing, and can take opportunities to advance both individual work and the work of all stakeholders.

Aligning actions saves time and money by having partners do work that one agency would have to do otherwise.

State DOTs often place AFV work in a more flexible office within the DOT (e.g., jobs and commerce, public-private partnerships, innovative delivery), but flexible offices may also be isolated within the DOT. AFV deployment may require work across multiple offices. Examples include: Obtaining the cooperation of the DMV is crucial for publishing sales data on AFVs, which is important to share with other AFV stakeholders in the state and the region. Obtaining categorical exclusions for installing fueling stations under the National Environmental Policy Act (NEPA) requires cooperation with highway operations and maintenance. Determine early on who has jurisdiction over categorical exclusions. A clear channel of communication with transportation finance staff could prevent any opposition to AFVs based on tax revenue streams.

• Circulate internal memo that articulates the public value of AFVs.
• Hold department-wide stakeholder meeting to garner support for AFV-related initiatives.
• Target DOT staff with many years of experience. Staff that have worked at the DOT for many years may have established informal networks across the department.

Getting buy-in from other departments allows for Actor and Leader actions to progress.

A large barrier to alternative fuel vehicle growth is consumer unfamiliarity with AFVs.

• Inform communications and outreach efforts by letting other stakeholders know about DOT policies and state and local incentives.
• Ensure that messaging is consistent with how the DOT is talking about AFVs. For example, if the publicity campaign is primarily using emotional appeals to the driver, the DOT should be cautious about participating.
• Recognize the line between advocacy or marketing, and communications and
• outreach. Other organizations already exist to market AFVs, such as automakers, fueling infrastructure providers, local AFV advocacy groups, and industry associations. DOTs should focus on realizing the public benefits of AFVs and learning about the implications of AFVs on DOT operations.

The DOT better understands its role in future education and public awareness campaigns. The DOT is also a closer partner with state AFV stakeholders, opening the door to more collaborative work in the future.

Leadership may want an in-depth description of the benefits of getting involved with AFVs and what the DOT can do. Alternatively, the DOT may be mandated to create a full study by an executive order or legislation. This action can be conducted in conjunction with an AFV action plan for the state.

• Find and coordinate with the appropriate partners. A full study might be part of a statewide effort to deploy AFVs and thus may involve stakeholders beyond those in the DOT.
• Conduct a review of existing literature to determine what studies have already been done. The literature review can summarize past studies and attempt to answer outstanding or state-specific questions.

The study can enable more DOT work on AFVs and provide a firm, public justification for why this work is being conducted.

Grants can enable financing for public fleets, fueling infrastructure deployment, readiness studies, collaborative research with automakers, and more. Funding sources include federal agencies, state legislative authorization, public-private partnerships, private foundations, and non-profits.

• Take steps to increase staff proficiency with applying for AFV grants.
• Find the right institutional funding sources. Funds from the federal Highway Trust Fund have rigid guidelines and are not easily spent on non-highway activities. However, federal Congestion Mitigation and Air Quality Funds (CMAQ) and Surface Transportation Block Grant Program (STBGP) allow for spending on fueling infrastructure and public fleet AFVs. States may also have special funds for AFV deployment.
• Include the appropriate stakeholders necessary for securing funding.
• Monitor DOE and DOT websites and other communication mediums for funding opportunities. Fueling infrastructure and alternative fuel vehicle deployment funding has been driven by the American Recovery and Reinvestment Act (Recovery Act). By now, much of the original appropriations from the 2009 Recovery Act have been spent, but some programs have continued to obtain funding. States may partner with or support local Clean Cities Coalitions to apply for U.S. DOE funds.
• Understand the provisions of different funding sources. Depending on the source of funding, there may be drastically different requirements.
• Contact other state DOTs, such as Oregon DOT, that have applied for grants, to obtain copies of successful past grants.
• Explore innovative fueling station finance options such as joint public-private financing. Public-private partnerships for financing fueling infrastructure are becoming increasingly important.

The DOT has identified funding sources for fueling station installation, public fleet AFVs, research, and policy/planning studies. The DOT gains experience with grant applications.