Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
24 Partnerships can help stakeholders adapt to MOD and vehicle automation and support their adoption. This chapter includes information on what different organizations can contribute to partnerships. Tools for Partnerships Tools included in this chapter: ⢠Contributions different stakeholders may be able to offer to partnerships. ⢠Considerations for developing MOD and AV partnerships and demonstrations. Public agencies may partner with mobility service providers and other stake holders to enhance the public sectorâs role in transportation planning, public transportation, and rightsÂofÂway management. PublicÂprivate partnerships can play a key role in addressing several possible policy and deployment challenges of MOD and AVs. Stakeholders from different sectors can contribute a variety of knowledge and resources to support partnerships. These stakeholders and their contributions include the following. All Partners ⢠Expert Knowledge: Partners can offer best practices on select topic areas. ⢠Funding: Financial resources can be pooled among partners and a greater variety of grants and funding sources can be accessed. ⢠Marketing: Various consumers and clients of different partners can allow partnerships and programs to reach new customers. ⢠Risk Sharing: Partners can share potential risks and possibly mitigate negative outcomes of failed projects. Public Agencies ⢠Existing Systems: Agencies can provide access to existing systems (e.g., fare payment) for new transportation services. ⢠Local Insight: Agency officials can offer information on local opportunities and challenges. ⢠Program Structure: Previous experience can allow agency staff to better develop and provide program goals and structure. Private Organizations ⢠Capital Investments: Private partners can provide the funding for, or directly provide, capital investments (e.g., privately owned AVs for an SAV fleet). C H A P T E R 2 Partnerships
Partnerships 25  ⢠Program Management: Partners from the private sector can manage a partnership and pro gram to ensure projects stay on task and are managed effectively. ⢠Supportive Infrastructure: These partners may be able to offer alternative means of support, including necessary infrastructure and technologyÂbased programs. Non-Profit Organizations and Academic and Research Institutions ⢠Local Insight: Local organizations can offer information on local opportunities and challenges. ⢠Evaluation: Outside organizations can provide a lessÂbiased, thirdÂparty evaluation. ⢠Research Information: ThirdÂparty partners can conduct and provide the findings of third party research. Green Raiteros Electric Vehicle TNC Partnership Program Huron is a rural, agriculture-based town in central California. In 2018, through a partnership with other organizations, the Latino Environmental Advancement & Policy (LEAP) Institute launched a non-profit EV TNC program, âGreen Raiteros.â The program is made possible by the LEAP Institute, an environmental justice center; EVgo, a fast charging network; and the Shared-Use Mobility Center, a non- profit organization working to create multimodal transportation networks. Green Raiteros offers a transportation option for agricultural families in rural areas of the Central Valley to reach larger communities, such as Fresno, California. Rides are provided by volunteer drivers and can be requested via phone or through an app. Green Raiteros emerged as an evolution of a previous informal, self- organized TNC program that offered an alternative transportation mode to the 6-hour bus ride between the communities of Huron and Fresno. Source: EVgo 2018. Appendix AÂ1: âSample Blank Policy Agreementâ provides an example of a policy agreement stakeholders can use for entering partnerships. Partners may be identified through requests for proposals (RFPs), the development of programs, and interpersonal relations. Appendix B: âSample Policiesâ contains an example of a policy for engaging and defining the responsibilities of stakeholders entering into a partnership. Key Takeaways ⢠Agencies and organizations can engage in partnerships to help them address potential policy and implementation challenges by expanding knowledge, funding, and managerial capabilities. ⢠Partners may be able to offer unique resources, such as expert and nuanced knowledge and a wider consumer and client base. ⢠When engaging in partnerships stakeholders may need to consider the resources that can be provided, the range of potential partnerships, flexibility in relationships, solicitation strate gies, and best practices.