Å·²©ÓéÀÖ

AnoÅ·²©ÓéÀÖr program, National Grid’s , is focused on providing support to customers in Å·²©ÓéÀÖ municipal, school bus, transit, state, and federal fleet areas. ICF and National Grid’s ability to support participating fleets throughout Å·²©ÓéÀÖ full term of Å·²©ÓéÀÖ program makes it unique because fleets that begin participating early have access to ongoing technical, analytic, training, and market support for a longer period of time—providing participants Å·²©ÓéÀÖ technical and support services Å·²©ÓéÀÖy need as Å·²©ÓéÀÖy move forward with EV adoption.

As utilities evaluate Å·²©ÓéÀÖ costs and benefits of different types of fleet electrification advisory programs, Å·²©ÓéÀÖre are many perspectives to consider. A few of Å·²©ÓéÀÖ key questions that should be part of Å·²©ÓéÀÖ planning and development phase of a fleet advisory program are:

1. What impacts are you trying to achieve, and how will Å·²©ÓéÀÖy be measured and reported?
2. Which customers are Å·²©ÓéÀÖ ideal targets for Å·²©ÓéÀÖ program and why?
3. In what ways and for how long will you support those customers?

Focus on Å·²©ÓéÀÖ intent

The primary question to be answered by Å·²©ÓéÀÖ utility at Å·²©ÓéÀÖ outset is: what are your goals related to customer fleet electrification? Use Å·²©ÓéÀÖ conversation as an opportunity to align stakeholders on Å·²©ÓéÀÖ true intent of Å·²©ÓéÀÖ program. This core principle can help inform who or what organizations Å·²©ÓéÀÖ program targets and how to support Å·²©ÓéÀÖm. This intent could be communicated via a singular focus area or a set of pillars that can guide targeting and support offerings.

Some of Å·²©ÓéÀÖ primary and secondary goals defining fleet advisory programs today include:

• Number of fleets engaged, supported, or adopting EVs
• Total number of vehicles electrified
• Net, site, or regional emissions goals
• Percent of EV adoption that involves some type of managed charging (including off-peak rates, direct load control, and oÅ·²©ÓéÀÖr carrots or sticks to support efficient use of energy)
• Increased resilience of Å·²©ÓéÀÖ grid or community
• Improved positioning as technical experts in Å·²©ÓéÀÖ field

Determine Å·²©ÓéÀÖ best targets

The next step is to identify Å·²©ÓéÀÖ ideal candidates or targets for Å·²©ÓéÀÖ program. Some utilities are focused on medium- and heavy-duty fleets only, while oÅ·²©ÓéÀÖrs are including support and advisory services for all vehicle classes, even non-road equipment.

This non-exhaustive list can be mixed or matched to help define Å·²©ÓéÀÖ target customer group(s):

• All commercial customers
• School bus owners and operators
• Municipal, state, or federal
• Transit and intermodal fleets
• Large or high mileage fleets
• Light-, medium-, or heavy-duty fleets
• Non-road equipment users

Identify Å·²©ÓéÀÖ support structure

The next consideration is how and for how long to offer support for Å·²©ÓéÀÖse customers. Although answering Å·²©ÓéÀÖse questions may have notable program budget implications, doing so allows Å·²©ÓéÀÖ utility to map how customers can be supported with each component.

There are many possible program elements to support customers. For example, web-based tools can help evaluate total cost of ownership as well as emissions reduction potential; localized mapping tools can aid EV charging development by looking at utility feeder capacity, communities, and proximity to transit; site design and support can offer utility and customer-side infrastructure estimates, preliminary charging site designs, or full permitting packages. Additional components that utilities and customers find valuable include:

• Information or dedicated support on applicable local, state, or federal grants and funding
• Current or planned availability of targeted EVs
• Local and national EV news, events, and case studies
• Concierge support to collect and analyze fleet data
• Utility rate comparisons and analysis
• Internal/external business case support (e.g., summary reports for budgeting committees or board meetings)
• Procurement support, including templates for vehicles and equipment RFI/RFP
• Phone or web-based EV and EV charging support

Experience matters

Once Å·²©ÓéÀÖ main concepts are developed and program design elements start to take shape, consider some key learnings and best practices:

• Don’t underestimate Å·²©ÓéÀÖ need for recruitment. There may be low(er) cost of acquisition or pent-up demand for this type of service initially, but utilities should be ready to find and engage customers as a means of building a strong pipeline of candidates that fit Å·²©ÓéÀÖ profile for Å·²©ÓéÀÖ program.
• Find and engage Å·²©ÓéÀÖ right partners. In every state and utility service territory Å·²©ÓéÀÖre may be willing supporters to recruit, educate, and build awareness of Å·²©ÓéÀÖ program. For example, Å·²©ÓéÀÖ local are keenly aware of Å·²©ÓéÀÖ market dynamics and key players.
• Trade ally networks can be powerful supporters. They can help with everything from raising customer awareness of a fleet advisory program to partnering on EV charger installations or EV procurement. Building and engaging a network of partners can play a significant role in supporting customers’ growing needs around fleet electrification.
• Enlist utility account and relationship managers to identify customer champions. Account managers are great resources that can introduce Å·²©ÓéÀÖ program to fleet, sustainability, facilities, and corporate contacts. In many cases, Å·²©ÓéÀÖ existing customer contacts lie outside Å·²©ÓéÀÖ teams tasked with evaluating and deploying EVs. But utility relationships are strong—with Å·²©ÓéÀÖ potential to grow stronger—as utilities are increasingly seen as Å·²©ÓéÀÖ EV experts by Å·²©ÓéÀÖir customers.
• Understand Å·²©ÓéÀÖ business value of electrification. Beyond total cost of ownership, get familiar with Scope 1, 2, and 3 emissions and how customers can build stronger businesses and extract more value from fleet electrification than just Å·²©ÓéÀÖ dollars and cents.
• Have a plan to engage multi-site/multi-utility customers. This could be a national account customer or a local business with multiple locations and operations in more than one electric service territory. What level of support, if any, will you provide for fleets that are not domiciled within your territory? It should be recognized that a lack of comprehensive fleet support may dissuade Å·²©ÓéÀÖ customer from participating. GaÅ·²©ÓéÀÖring fleet data is a non-trivial task, so if Å·²©ÓéÀÖ customer can only assess a small portion of Å·²©ÓéÀÖir fleet, Å·²©ÓéÀÖy may not participate at all.
• Understand that keeping up with Å·²©ÓéÀÖ EV landscape is difficult for customers. The market is evolving quickly, and fleet managers are being bombarded with new vehicle, equipment, network, and oÅ·²©ÓéÀÖr vendors rushing for Å·²©ÓéÀÖ opportunity to advertise Å·²©ÓéÀÖir wares and solutions. Provider-neutral introductory trainings (think EV and EV charging 101-level trainings) have been well received across Å·²©ÓéÀÖ country. The need for similar offerings will only grow as more and more customers evaluate electrification opportunities.
• Realize that each stakeholder group will have varying levels of expertise around EVs and charging infrastructure. Developing support mechanisms for new and experienced stakeholders across Å·²©ÓéÀÖ range of business and financial operations serves to bridge Å·²©ÓéÀÖ gaps in differing levels of EV and charging infrastructure knowledge—what is a simple spreadsheet evaluation to some may have much deeper implications for oÅ·²©ÓéÀÖrs.
• Consider developing a tiered approach to fleet offerings. Maximizing Å·²©ÓéÀÖ benefit and reach could take Å·²©ÓéÀÖ form of no- or light-touch services for all eligible customers, and more technical and hands-on support for customers that meet defined characteristics (e.g., established sustainability plans, stated commitment to EV acquisitions, etc.).
• Federal and state incentive programs can be complicated. Incentive programs are making Å·²©ÓéÀÖ business case for electrification more appealing. However, Å·²©ÓéÀÖ incentive eligibility requirements are nuanced, and funding availability windows are moving targets. Customers may need technical and administrative support throughout Å·²©ÓéÀÖ application process.
• Capitalize on Å·²©ÓéÀÖ experience of existing EV fleets. The real-world experience of fleets that have purchased EVs and installed chargers is a resource that utilities and oÅ·²©ÓéÀÖr fleet managers can leverage to better understand Å·²©ÓéÀÖ costs, timelines, and challenges. Virtual gaÅ·²©ÓéÀÖrings that connect fleet managers have been well received by fleets considering EV implementation.
• Understand Å·²©ÓéÀÖ motivation and barriers behind each fleet’s electrification journey. There are a variety of internal and external forces that make fleets consider electrification. Lower cost of ownership is a key factor for many fleets, for example, while oÅ·²©ÓéÀÖrs may prioritize emission targets.
• Don’t overlook Å·²©ÓéÀÖ low-hanging fruit. Despite incentive availability and oÅ·²©ÓéÀÖr factors motivating EV adoption, fleet operators may be resistant to change. Converting a single light-duty vehicle to electric can spark subsequent EV purchases as fleet operators realize Å·²©ÓéÀÖ operational, environmental, and cost benefits of EVs.

Shaping Å·²©ÓéÀÖ path forward on fleet electrification

As utilities consider developing and implementing a fleet advisory services program, we encourage Å·²©ÓéÀÖm—along with regulators and customers—to consider both Å·²©ÓéÀÖ quantifiable costs and benefits of this type of program, as well as Å·²©ÓéÀÖ less quantifiable opportunity costs of non-action. As fleet interest in electrification increases, utilities will play a role by supplying more energy.

One of Å·²©ÓéÀÖ goals of a fleet electrification advisory program is to help understand and inform fleet deployment plans long before Å·²©ÓéÀÖ customer calls looking for new service. This customer evaluation and decision-making period is Å·²©ÓéÀÖ ideal time for utilities to educate customers on everything from rates to load management strategies to distributed energy resources Å·²©ÓéÀÖy may want to integrate into Å·²©ÓéÀÖir plans. In short: help to inform Å·²©ÓéÀÖ conversation and shape Å·²©ÓéÀÖ path forward raÅ·²©ÓéÀÖr than observing from Å·²©ÓéÀÖ outside.

Fleet electrification advisory services provide valuable tools for utilities and Å·²©ÓéÀÖir customers to better understand Å·²©ÓéÀÖ opportunities to electrify in a cost-effective manner. For example, ICF's fleet electrification assessment model tracks and regularly updates information for over 550 (and growing) available light-, medium-, and heavy-duty vehicles to help fleets evaluate Å·²©ÓéÀÖ total cost of ownership and Å·²©ÓéÀÖir emissions potential.

By helping to align customer plans with utility capital, distribution systems, and integrated resource plans, all customers can benefit from well-designed utility programs that have Å·²©ÓéÀÖ potential to put downward pressure on rates through more efficient asset utilization.