On Tuesday 9 December, ITS UK and Crown Commercial Service (CCS) held a workshop, looking at the opportunities and support needs associated with deploying electric vehicle (EV) infrastructure across the emergency services and wider public-sector fleets. The session brought together representatives from Government, police, fire and ambulance services, highways authorities, suppliers and procurement specialists. The workshop sought to identify real-world experiences, barriers to electrification and consider how coordinated action could accelerate progress.

Introduction from the Office for Zero Emission Vehicles (OZEV)

The workshop opened with a contribution from the Office for Zero Emission Vehicles (OZEV), which set out the national context for EV adoption and infrastructure growth. OZEV emphasised that the UK’s transition to electric transport is now firmly underway, supported by rising EV uptake, strong market investment and regulatory measures such as the Zero Emission Vehicle mandate. They noted that there are just under two million EVs on the road already, with expectations of many millions more by 2030, requiring corresponding growth in both public and private charging provision. A key theme in their presentation was the need for significant private investment flowing into the sector, and that this could be supported by long-term policy certainty.

OZEV also outlined the experience gained through the Local Electric Vehicle Infrastructure (LEVI) programme, which has helped local authorities develop their capability to procure and commission charging infrastructure at scale. They explained that local authorities had challenges which in some cases were similar to those emerging with public sector fleets: fragmented procurement across regions, lack of resource, limited understanding of the EV infrastructure sector, competing organisational priorities and lack of in-house commercial expertise. The LEVI programme addressed these by providing capability funding, a central expert Support Body that provided practical tools, contract templates and ongoing best-practice guidance, alongside fostering collaboration between local authorities and industry. This approach was evidence-led, continuously refined based on market and user feedback and delivered in an agile manner. Their central message was that supporting the people and processes behind infrastructure delivery is often more important than the capital funding itself.

Case Study from National Highways

A second presentation came from National Highways, which shared a practical account of electrifying a complex, geographically dispersed operational fleet. National Highways operates a mixed fleet of response vehicles, pool cars and heavy equipment, all of which must function continuously, day and night, often in remote locations. They outlined difficulties associated with leased depots (permissions from landlord and landowners), varying power availability, and the reluctance of some landlords to support permanent infrastructure. They also described reputational risks when operational staff must rely on public charging, as this can lead to public concern that emergency-response vehicles are occupying charge points needed by private motorists and or not undertaking their primary role. Through workforce engagement and involvement in vehicle design, National Highways has nevertheless succeeded in embedding EVs into frontline operations, although they noted that culture change has been a critical and time-consuming element of the transition.

What are Blue Light Operators currently doing?

The workshop discussions began with the question of what the sector is currently doing, with case studies and examples shared by the group. Across the police, fire and ambulance services, participants reported a mixture of progress and shared challenges. Many organisations are working with Distribution Network Operators (DNOs), public-sector partners and specialist consultants to understand future energy needs, plan charging layouts and prepare business cases. Some ambulance services, for example, now use telematics and duty-cycle data to model precisely when and where vehicles can charge, enabling far more confident infrastructure planning.

Others highlighted that emergency-service estates often comprise ageing or highly constrained buildings where space for substations, meters or cabling is extremely limited. London-based organisations described particularly acute space pressures. Although collaboration is improving, many participants noted persistent structural fragmentation, where estates teams, fleet managers, operational leaders and finance departments work to different priorities and timelines. This misalignment frequently slows decision-making and complicates procurement, even when technical solutions are known.

The main challenges to EVCI deployment

Participants explored the main barriers that continue to impede progress. Energy capacity constraints were a recurring issue, with many sites lacking the supply needed for high-power or large-scale charging installations. In some regions, grid upgrades require substantial civil works or the construction of new substations, which can take years to deliver. Several organisations also expressed uncertainty regarding safety standards, particularly the interpretation of RCN59 guidance, which is often applied inconsistently across estates and insurers.

Financial barriers were equally significant. Large-scale infrastructure upgrades can be prohibitively expensive, and many organisations lack visibility of future funding sources or the ability to commit beyond annual or short-term budgeting cycles. Cultural barriers also remain, especially among staff accustomed to traditional ICE vehicles and rapid refuelling, who must now adapt to operational models requiring planned charging sessions and energy-efficient driving behaviours.

But also opportunities

Despite these challenges, the workshop revealed strong enthusiasm for new opportunities. Many emergency-service organisations expressed a desire to share charging infrastructure across police, fire, ambulance and even “amber light” services such as National Highways or the Environment Agency, particularly where depots are located close to each other.

Some participants proposed aligning infrastructure planning with major NHS or public-estate redevelopments to reduce overall cost and disruption. Others discussed the potential for innovative funding models, including mixed public-private approaches, charging-as-a-service arrangements and nationally negotiated tariffs for public charging cards. Technological opportunities were also highlighted, including smart energy management, vehicle-to-grid services, future megawatt charging for heavy vehicles and improved battery-safety monitoring systems. While not all innovations are immediately applicable, participants agreed that longer-term planning should anticipate rapid technological evolution.

And what can Government and CCS do?

The workshop concluded with a discussion of what central Government bodies such as CCS, OZEV and DfT could do to support the sector more effectively. Participants called for clearer and more authoritative national guidance on safety, technical standards and site design; expanded access to expertise through advisory panels or knowledge repositories; and simplified procurement pathways, particularly for consultancy and early-stage design work.

Many also supported a call for a coordinated national strategy for blue-light EV infrastructure, potentially modelled on the LEVI approach but tailored to the operational realities of emergency services. Funding certainty, even over a multi-year horizon, was seen as essential for planning large-scale upgrades.

Summary of participant comments during the session

1. Collaboration & Support

Delivery is currently supported by:

• Diverse partnerships – cross-sector sharing (public transport, logistics) for high-power infrastructure
• Strategic activities – Blue Light Coordination leveraging shared access platforms
• Engagement – with IDNOs/consultants for grid planning, and collaboration with government/industry bodies on asset views and financing

2. Main Barriers

Systemic hurdles include:

• Grid – Severe capacity constraints, DNO prioritisation for emergency services, and cost-effective blackout resilience solutions
• Financial – High CAPEX for infrastructure/connections, funding uncertainty, and future eVED cost concerns
• Safety & Regulation – lack of fire safety guidance and inconsistent insurance rules for EVI sites
• Technology – Risks of rapid obsolescence, lack of specialised vehicles, and undefined ICT security

3. Opportunities

Innovative approaches identified:

• Shared Models – Developing shared hubs using Blue Light fleets as “anchor customers”
• Smart Energy – Adopting V2G for operational resilience/backup power and battery monitoring
• Unified Management – Implementing a National CPMS for Blue Light access and sharing
• New Financing – Utilising “Charging-as-a-Service” and public-private co-investment

4. Suggestions for DfT & CCS

The sector requests speed, certainty, and resilience:

• Policy – National Fire Safety Guidance, cybersecurity standards, and commitment to the ZEV mandate
• Procurement – Specific sub-lots for resilience (e.g., blackout protection) and simplification for access to niche grid consultancy
• Funding – Seed capital for IDNO-led “shovel-ready” grid upgrades and clarity on the VCIS successor
• Coordination – Government facilitation of strategic shared charging hubs and coordinated procurement for economies of scale

---

With thanks to the Crown Commercial Service for supporting this event: