Today, as the EV market grows and matures this is becoming a pressing question for various communities. This requires a project designed to provide a plan that addresses a community’s current electric vehicle supply equipment (EVSE) state and forecast a progressive future state for EVSE owned, implemented, controlled, and encompassed by a community. Such a plan should provide guidance that will enable a community to achieve the following key objectives:
- Intra-Organizational and Inter-Organizational Synergy – This is the development of defined responsibilities for intra-organizational departments, while providing a cooperative environment for the community’s (government, public and private partnerships) comprehensive EVSE path forward. It is imperative that all community stakeholders understand their roles in order to ensure that policies, processes and procedures are successful.
- EVSE Strategic Analysis – Each community must focus on the assessment and implementation of electric vehicle infrastructure in order to position the community to achieve the best possible outcome. The assessment aspect includes documenting infrastructure totals, descriptions and status. The implementation aspect requires efforts that address such areas as traffic patterns, housing markets, public utilities plans, etc. in order to identify current need and future growth potential.
- Resource Identification – It is essential that each community identifies information and funding pipelines to facilitate robust health and growth of an EVSE network. Information sources could include trade publications and government entities such as the U.S. Department of Energy’s – Office of Energy Efficiency and Renewable Energy. Funding pipelines could include sources ranging from government (federal/state/local) tax incentives to those derived from government settlements that promote zero emission plans ($2 Billion – 2016 VW Settlement).
- Organizational Training and Readiness – Communities must create an educational environment that seeks to cultivate a culture that is driven by subject matter experts (SME’s) who help to ensure the success of policies and processes. This should include, but not be limited to, a community marketing plan (signage, print campaign, etc.) and outreach efforts conducted by community stakeholders.
How can HEVI Enterprises, LLC help your community meet its EVSE goals? The aforementioned objectives will be accomplished through the use of HEVI’s Project P.R.E.P. Model©. Through phases of Planning, Research, Evaluation, and Procession, linked together by robust and open communication, this model prepares stakeholders to be intently focused on continued, long-term progress (Figure 1).
Figure 1: HEVI Project P.R.E.P. Model©
This is accomplished through the use of the industry standard approach to project management. The Project Charter will be established and the Project Stakeholders will be identified. Phases of the model are detailed in the Project Work Breakdown Structure (WBS) of the Project Management Control Workbook. This will address all aspects of the Scope of Work (SOW). The WBS will be used to establish the Project Schedule. All project milestones and deliverables will be identified in the WBS and Project Schedule. All project status updates will be communicated through a series of technical information meetings (TIM’s) and electronic correspondence (email), using a project status form and the Earned Value Technique (EVT) as the prevailing metric.
If you would like more information or to schedule a complimentary consultation, please message Jacques Smith, Principal Consultant, via our website or on LinkedIn.