Lesson

Build a strong public-private partnership to bring electric mobility to more people.

Lessons learned from BlueIndy, an electric car sharing service.


April 2017


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Lesson Learned

The report presents a case study of BlueIndy’s an electric car sharing service implemented through a public-private partnership. It describes the following lessons learned regarding how government and the private sector can work together to expand electric mobility access:
  • Build a strong public-private partnership to bring electric mobility to more people. The program was championed by Mayor Ballard whose team pulled together the key partners for vehicles and charging infrastructure with the backing of the city's chief executive. The local electric utility (IPL) helped lead the way on infrastructure to expand its electricity retail market while Bolloré provided the vehicles to expand the market for its EV technologies and car sharing services. Advocates say the program benefits the public by reducing the environmental impacts of transportation and the cost of mobility for users. With that strong support, the private entity overcame early public funding setbacks and committed a sizeable private investment to get the program off the ground.
  • Start with the urban core and expanding outward. BlueIndy began operating in the urban core to demonstrate to city dwellers and visitors that an EV carshare program was a viable transportation option. The BlueIndy program gained traction in its first year by successfully attracting members and continuing to push forward to deploy additional stations.
  • Articulate the value proposition of EVs, especially the benefits of transportation electrification to ratepayers to attain broad public support. In April 2014, the Indiana Utility Regulatory Commission denied BlueIndy and IPL funding for $12.3 million installation of charging stations and kiosks for BlueIndy, approving only a $3.7 million investment in upgrades to distribution infrastructure. A study on the potential benefits of EV adoption through higher utilization of existing assets could have helped make the case for more public investment.
  • Strive to attain broad support from a broad base of local public officials before launch. BlueIndy was closely identified with Mayor Ballard’s initiatives to reduce the city’s dependence on petroleum. The Indianapolis City Council claimed the Mayor’s office developed the program without its consultation, culminating in a lawsuit against the city over the project’s bid process and budget appropriations. The lawsuit was later dropped. Greater engagement with the city council, and potentially other public officials, could have resulted in a smoother rollout of the program.
  • Engage with stakeholders early and frequently to build a stronger, more broadly supported program. During the regulatory proceeding, consumer groups stated that there was little consultation of the community and a lack of transparency surrounding the city’s negotiations with BlueIndy, resulting in charging station siting becoming a major point of contention, with critics saying that BlueIndy stations occupy valuable parking spots. A new agreement between the city and BlueIndy allows the city to relocate up to seven stations if businesses are suffering financially because of them. Earlier consultation with local stakeholders might have prevented this issue from developing.


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Source

Lessons Learned from BlueIndy: An EV Shared-Use Mobility Case Study

Author: Walsh, Alexander and Nigro, Nick

Published By: Atlas Public Policy

Source Date: April 2017

URL: http://atlaspolicy.com/wp-content/uploads/2017/04/2017-04-06_Lessons_Learned_from_BlueIndy.pdf

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Liz Greer
Noblis
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Elizabeth.Greer
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Lesson ID: 2018-00810