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Agenda Report - July 20, 2022 C-11
a CITY OF AGENDA ITEM CA '4 DZt CALIFORNIA COUNCIL COMMUNICATION AGENDA TITLE: Adopt Resolution Authorizing City Manager to Execute Professional Services Agreement with ICF Consulting, LLC of Sacramento for Fleet Electrification Master Planning Services ($88,332) MEETING DATE: July 20, 2022 PREPARED BY: Public Works Director Electric Utility Director RECOMMENDED ACTION Adopt a resolution authorizing the City Manager to execute a Professional Services Agreement with ICF Consulting, LLC of Sacramento for Fleet Electrification Master Planning Services in an amount not -to -exceed $88,332. BACKGROUND INFORMATION: On March 25, 2022, Lodi Electric Utility (LEU) and Public Works (PW) issued a Request for Proposals (RFP) to develop a comprehensive system wide assessment of electric vehicle needs for the City and to recommend a strategy for a multi -tiered vehicle purchase and replacement process, inclusive of the facilities and infrastructure required to support those vehicles. This RFP was prompted by the need to ensure the City's compliance with the California Air Resources Board (GARB) Advanced Clean Fleets (ACF) Regulation' which takes effect in 2024 as well as ensure the City has a plan in place to prepare itself as California transitions to phase out gas powered vehicles under an Executive Order issued by the Governor,I While there are continued discussions surrounding exemptions for emergency use vehicles and the City does not anticipate a requirement to convert 100% of its fleet to zero -emission under the ACF Regulation, this proposed Fleet Electrification Master Plan (Plan) is intended to evaluate vehicle classes for which electric alternatives are available, the cost of said alternatives, upfront and lifecycle costs, as well as operational challenges and safety as it relates to electric alternatives. The proposed Plan will also evaluate electric infrastructure needs and cost as well as financing mechanisms and strategies associated with a fleet conversion. 1 Requires public fleets to purchase 50 percent zero emission vehicles beginning in 2024 and 100 percent by 2027 for vehicles with gross vehicle weight rating greater than 8,500 lbs. 2 Executive Order N-79-20: 100 percent of in-state sales of new passenger cars/trucks will be zero emission by 2035; 100 percent of medium- and heavy-duty vehicles in the State be zero emission by 2045 for all operations where feasible and by 2035 for drayage trucks; transition to 100 percent zero emission off-road vehicles and equipment by 2035 where feasible. APPROVED: Steve schwabauer Stephen Schwabauer, City Manager Adopt Resolution Authorizing City Manager to Execute Professional Services Agreement with ICF Consulting, LLC of Sacramento for Fleet Electrlflcatlon Master Planning Services (389,332) July 20, 2022 Page 2 In response to the RFP, six proposals were received and reviewed by LEU and PW staff. Four of the six firms were invited to participate in a selection interview. The selection panel, comprised of the PW Director, LEU Director as well as multiple LEU and PW staff, recommended selection of ICF Consulting, LLC based on their qualifications and experience, technical competence, approach/understanding of the scope of work, knowledge of CARB's ACF Regulation, as well as cost. It is anticipated that ICF Consulting, LLC will begin work on a Fleet Electrification Master Plan in August with all work scheduled to be completed by April 2023. A draft Plan will be presented and discussed with the City Council at a Shirtsleeve Session with final Plan adoption to occur shortly thereafter, Costs for the proposed Plan are allocated based on percentage of fleet to be evaluated by Department in the City. FISCAL IMPACT: Not -to -exceed cost of $88,332. FUNDING AVAILABLE: As listed below: Charlie Swimley (Jun 30, 2022 16:20 POT) Charles E. Swimley, Jr. Public Works Director Signature: Ojrt.A,tom %(� Email: akeys@lodi.gov 10061000.72450: $ 1,250 27080000.72450: $ 1,250 50862500.72450: $ 14,166 10041000.72450: $ 3,333 10031004.72450: $ 26,250 20072202.72450: $ 9,167 10050500.72450: $ 4,463 10051000.72450: $ 4,463 56052001.72450: $ 7,997 53053001.72450: $ 7,997 30156001.72450: $ 7,996 Andrew Keys Andrew Keys Deputy City Manager/Internal Services Director Jeff i.i« -IFTler (Jun 30, 202216:35 PDT) Jeff Berkheimer Electric Utility Director Signature: Email: sschwabauer@lodi.gov AGREEMENT FOR PROFESSIONAL SERVICES ARTICLE 1 PARTIES AND PURPOSE Section 1.1 Parties THIS AGREEMENT is entered into on 2022, by and between the CITY OF LODI, a municipal corporation (hereinafter "CITY"), and ICF Consulting, LLC, a Delaware Limited Liability Company authorized to do business in California (hereinafter "CONTRACTOR"). Section 1.2 Purpose CITY selected the CONTRACTOR to provide the services required in accordance with attached Scope of Services, Exhibit A, attached and incorporated by this reference. CITY wishes to enter into an agreement with CONTRACTOR for Fleet Electrification Master Plan Services (hereinafter "Project") as set forth in the Scope of Services attached here as Exhibit A. CONTRACTOR acknowledges that it is qualified to provide such services to CITY. ARTICLE 2 SCOPE OF SERVICES Section 2.1 Scope of Services CONTRACTOR, for the benefit and at the direction of CITY, shall perform the Scope of Services as set forth in Exhibit A. Section 2.2 Time For Commencement and Completion of Work CONTRACTOR shall commence work pursuant to this Agreement, upon receipt of a written notice to proceed from CITY or on the date set forth in Section 2.6, whichever occurs first, and shall perform all services diligently and complete work under this Agreement based on a mutually agreed upon timeline or as otherwise designated in the Scope of Services. CONTRACTOR shall submit to CITY such reports, diagrams, drawings and other work products as may be designated in the Scope of Services. CONTRACTOR shall not be responsible for delays caused by the failure of CITY staff to provide required data or review documents within the appropriate time frames. The review time by CITY and any other agencies involved in the project shall not be counted against CONTRACTOR's contract performance period. Also, any delays due to 1 weather, vandalism, acts of God, etc., shall not be counted. CONTRACTOR shall remain in contact with reviewing agencies and make all efforts to review and return all comments. Section 2.3 Meetings CONTRACTOR shall attend meetings as may be set forth in the Scope of Services. Section 2.4 Staffing CONTRACTOR acknowledges that CITY has relied on CONTRACTOR's capabilities and on the qualifications of CONTRACTOR's principals and staff as identified in its proposal to CITY. The Scope of Services shall be performed by CONTRACTOR, unless agreed to otherwise by CITY in writing. CITY shall be notified by CONTRACTOR of any change of Project Manager and CITY is granted the right of approval of all original, additional and replacement personnel at CITY's sole discretion and shall be notified by CONTRACTOR of any changes of CONTRACTOR's project staff prior to any change. CONTRACTOR represents it is prepared to and can perform all services within the Scope of Services (Exhibit A) and is prepared to and can perform all services specified therein. CONTRACTOR represents that it has, or will have at the time this Agreement is executed, all licenses, permits, qualifications, insurance and approvals of whatsoever nature are legally required for CONTRACTOR to practice its profession, and that CONTRACTOR shall, at its own cost and expense, keep in effect during the life of this Agreement all such licenses, permits, qualifications, insurance and approvals, and shall indemnify, defend and hold harmless CITY against any costs associated with such licenses, permits, qualifications, insurance and approvals which may be imposed against CITY under this Agreement. Section 2.5 Subcontracts Unless prior written approval of CITY is obtained, CONTRACTOR shall not enter into any subcontract with any other party for purposes of providing any work or services covered by this Agreement. Section 2.6 Term The term of this Agreement commences on August 1, 2022 and terminates upon the completion of the Scope of Services or on June 30, 2023, whichever occurs first. 2 ARTICLE 3 COMPENSATION Section 3.1 Compensation CONTRACTOR's compensation for all work under this Agreement shall conform to the provisions of the Fee Proposal, attached hereto as Exhibit B and incorporated by this reference. CONTRACTOR shall not undertake any work beyond the scope of this Agreement unless such additional work is approved in advance and in writing by CITY. Section 3.2 Method of Payment CONTRACTOR shall submit invoices for completed work on a monthly basis, or as otherwise agreed, providing, without limitation, details as to amount of hours, individual performing said work, hourly rate, and indicating to what aspect of the Scope of Services said work is attributable. CONTRACTOR's compensation for all work under this Agreement shall not exceed the amount of the Fee Proposal. CITY shall pay CONTRACTORS Net 30 from the date it receives an accurate invoice. Section 3.3 Costs The Fee Proposal shall include all reimbursable costs required for the performance of the Scope of Services. Payment of additional reimbursable costs considered to be over and above those inherent in the original Scope of Services shall be approved in advanced and in writing, by CITY. Section 3.4 Auditing CITY reserves the right to periodically audit all charges made by CONTRACTOR to CITY for services under this Agreement. Upon request, CONTRACTOR agrees to furnish CITY, or a designated representative, with necessary information and assistance needed to conduct such an audit. CONTRACTOR agrees that CITY or its delegate will have the right to review, obtain and copy all records pertaining to performance of this Agreement. CONTRACTOR agrees to provide CITY or its delegate with any relevant information requested and shall permit CITY or its delegate access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purpose of determining compliance with this requirement. CONTRACTOR further agrees to maintain such records for a period of three (3) years after final payment under this Agreement. 3 ARTICLE 4 MISCELLANEOUS PROVISIONS Section 4.1 Nondiscrimination In performing services under this Agreement, CONTRACTOR shall not discriminate in the employment of its employees or in the engagement of any sub CONTRACTOR on the basis of race, color, religion, sex, sexual orientation, marital status, national origin, ancestry, age, or any other criteria prohibited by law. Section 4.2 ADA Compliance In performing services under this Agreement, CONTRACTOR shall comply with the Americans with Disabilities Act (ADA) of 1990, and all amendments thereto, as well as all applicable regulations and guidelines issued pursuant to the ADA. Section 4.3 Indemnification and Responsibility for Damage CONTRACTOR to the fullest extent permitted by law, shall indemnify and hold harmless CITY, its elected and appointed officials, directors, officers, employees and volunteers from and against any claims, damages, losses, and expenses (including reasonable attorney's fees and costs), arising out of performance of the services to be performed under this Agreement, provided that any such claim, damage, loss, or expense is caused by the negligent acts, errors or omissions of CONTRACTOR, any subcontractor employed directly by CONTRACTOR, anyone directly or indirectly employed by any of them, or anyone for whose acts they may be liable, except those injuries or damages arising out of the active negligence, sole negligence, or sole willful misconduct of the City of Lodi, its elected and appointed officials, directors, officers, employees and volunteers. CITY may, at its election, conduct the defense or participate in the defense of any claim related in any way to this indemnification. If CONTRACTOR is actively defending an action under the indemnification obligations hereunder and CITY chooses at its own election to conduct its own defense, participate in its own defense, or obtain independent legal counsel in defense of any claim related to this indemnification, CITY shall be allowed to participate in such defense at its own cost and expense pay all of the costs related thereto, including without limitation reasonable attorney fees and costs. The defense and indemnification obligations required by this Agreement are undertaken in addition to, and shall not in any way be limited by the insurance obligations set forth herein. 4 Section 4.4 No Personal Liability Neither the City Council, nor any other officer or authorized assistant or agent or City employee shall be personally responsible for any liability arising under this Agreement. Section 4.5 ResRonsibility of CITY CITY shall not be held responsible for the care or protection of any material or parts of the work described in the Scope of Services prior to final acceptance by CITY, except as expressly provided herein. Section 4.6 Insurance Requirements for CONTRACTOR CONTRACTOR shall take out and maintain during the life of this Agreement, insurance coverage as set forth in Exhibit C attached hereto and incorporated by this reference. Section 4.7 Successors and Assigns CITY and CONTRACTOR each bind themselves, their partners, successors, assigns, and legal representatives to this Agreement without the written consent of the others. CONTRACTOR shall not assign or transfer any interest in this Agreement without the prior written consent of CITY. Consent to any such transfer shall be at the sole discretion of CITY. Section 4.8 Notices Any notice required to be given by the terms of this Agreement shall be in writing signed by an authorized representative of the sender and shall be deemed to have been given when the same is personally served or upon receipt by express or overnight delivery, postage prepaid, or three (3) days from the time of mailing if sent by first class or certified mail, postage prepaid, addressed to the respective parties as follows: To CITY: City of Lodi 221 West Pine Street P.O. Box 3006 Lodi, CA 95241-1910 Attn: Electric Utility Director To CONTRACTOR: ICF Consulting, LLC 9300 Lee Hwy Fairfax, VA 22031 Attn: Joseph C. Moran, Senior Contracts Manager Section 4.9 Cooperation of CITY CITY shall cooperate fully and in a timely manner in providing relevant information it has at its disposal relevant to the Scope of Services. 5 Section 4.10 CONTRACTOR is Not an Employee of CITY CONTRACTOR agrees that in undertaking the duties to be performed under this Agreement, it shall act as an independent contractor for and on behalf of CITY and not an employee of CITY. CITY shall not direct the work and means for accomplishment of the services and work to be performed hereunder. CITY, however, retains the right to require that work performed by CONTRACTOR meet specific standards without regard to the manner and means of accomplishment thereof. Section 4.11 Termination CITY may terminate this Agreement, with or without cause, by giving CONTRACTOR at least ten (10) days written notice. Where phases are anticipated within the Scope of Services, at which an intermediate decision is required concerning whether to proceed further, CITY may terminate at the conclusion of any such phase. Upon termination, CONTRACTOR shall be entitled to payment as set forth in the attached Exhibit B to the extent that the work has been performed. Upon termination, CONTRACTOR shall immediately suspend all work on the Project and deliver any documents or work in progress to CITY. However, CITY shall assume no liability for costs, expenses or lost profits resulting from services not completed or for contracts entered into by CONTRACTOR with third parties in reliance upon this Agreement. Section 4.12 Confidentiality CONTRACTOR agrees to maintain confidentiality of all work and work products produced under this Agreement, except to the extent otherwise required by law or permitted in writing by CITY. CITY agrees to maintain confidentiality of any documents owned by CONTRACTOR and clearly marked by CONTRACTOR as "Confidential" or "Proprietary", except to the extent otherwise required by law or permitted in writing by CONTRACTOR. CONTRACTOR acknowledges that CITY is subject to the California Public Records Act. Section 4.13 Applicable Law, Jurisdiction, Severability, and Attorney's Fees This Agreement shall be governed by the laws of the State of California. Jurisdiction of litigation arising from this Agreement shall be venued with the San Joaquin County Superior Court. If any part of this Agreement is found to conflict with applicable laws, such part shall be inoperative, null, and void insofar as it is in conflict with said laws, but the remainder of this Agreement shall be in force and effect. In the event any dispute between the parties arises under or regarding this Agreement, the prevailing party in any litigation of the dispute shall be entitled to reasonable attorney's ., fees from the party who does not prevail as determined by the San Joaquin County Superior Court. Section 4.14 City Business License Requirement CONTRACTOR acknowledges that Lodi Municipal Code Section 3.01.020 requires CONTRACTOR to have a city business license and CONTRACTOR agrees to secure such license and pay the appropriate fees prior to performing any work hereunder. Section 4.15 Captions The captions of the sections and subsections of this Agreement are for convenience only and shall not be deemed to be relevant in resolving any question or interpretation or intent hereunder. Section 4.16 Inte ration and Modification This Agreement represents the entire understanding of CITY and CONTRACTOR as to those matters contained herein. No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This Agreement may not be modified or altered except in writing, signed by both parties. Section 4.17 Contract Terms Prevail All exhibits and this Agreement are intended to be construed as a single document. Should any inconsistency occur between the specific terms of this Agreement and the attached exhibits, the terms of this Agreement shall prevail. Section 4.18 Severability The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement. Section 4.19 Ownership of Documents All documents, photographs, reports, analyses, audits, computer media, or other material documents or data, and working papers, whether or not in final form, which have been obtained or prepared under this Agreement, shall be deemed the property of CITY. Upon CITY's request, CONTRACTOR shall allow CITY to inspect all such documents during CONTRACTOR's regular business hours. Upon termination or completion of services under this Agreement, all information collected, work product and documents shall be delivered by CONTRACTOR to CITY within ten (10) calendar days. CITY agrees to indemnify, defend and hold CONTRACTOR harmless from any 7 liability resulting from CITY's use of such documents for any purpose other than the purpose for which they were intended. Section 4.20 Authority The undersigned hereby represent and warrant that they are authorized by the parties to execute this Agreement. Section 4.21 Federal Transit Funding Conditions ❑ If the box at left is checked, the Federal Transit Funding conditions attached as Exhibit D apply to this Agreement. In the event of a conflict between the terms of this Agreement or any of its other exhibits, and the Federal Transit Funding Conditions, the Federal Transit Funding Conditions will control. Section 4.22 Counterparts and Electronic Signatures This Agreement and other documents to be delivered pursuant to this Agreement may be executed in one or more counterparts, each of which will be deemed to be an original copy and all of which, when taken together, will be deemed to constitute one and the same agreement or document, and will be effective when counterparts have been signed by each of the parties and delivered to the other parties. Each party agrees that the electronic signatures, whether digital or encrypted, of the parties included in this Agreement are intended to authenticate this writing and to have the same force and effect as manual signatures. Delivery of a copy of this Agreement or any other document contemplated hereby, bearing an original manual or electronic signature by facsimile transmission (including a facsimile delivered via the Internet), by electronic mail in "portable document format" (".pdt") or similar format intended to preserve the original graphic and pictorial appearance of a document, or through the use of electronic signature software will have the same effect as physical delivery of the paper document bearing an original signature. FIR 8 IN WITNESS WHEREOF, CITY and CONTRACTOR have executed this Agreement as of the date first above written. ATTEST OLIVIA NASHED City Clerk APPROVED AS TO FORM: JANICE D. MAGDICH, City Attorney By: CITY OF LODI, a municipal corporation STEPHEN SCHWABAUER City Manager ICF CONSULTING, LLC, a Limited Liability Company By: _ Name Title: JOSEPH C. MORAN Senior Contracts Manager Attachments: Exhibit A — Scope of Services Exhibit B — Fee Proposal Exhibit C — Insurance Requirements Exhibit D — Federal Transit Funding Conditions (if applicable) Funding Source: TBD (Business Unit & Account No.) Doc ID: CA:Rev.06.2022.LT 9 rloot SCopo' of \A/ori aild er icinp, June 14, 2022 100% ELECTRIC w-rMm-10 Fleet Electrification Scope \1/ of Work and Pricing ICF Submitted to: Submitted by: Melissa Price ICF Incorporated, L.L.C. Rates & Resources Manager 980 9th St Suite 1200 City of Lodi Sacramento, CA 95814 1331 S. Ham Lane Lodi, CA 95242 Contact: Sam Pournazeri Director of Transportation & Energy Phone: 415-677-7176 Sam.Pournazeri(&icf.com June 14, 2022 Fleet Electrification Scope of Work and Pricing Table of Contents June 14, 2022 Tableof Contents......................................................................................................................................................................................... 2 SectionI: Executive Summary ..............................................................................................................................................................3 Section II: Qualifications and Experience of the Firm.............................................................................................................5 OfferorBackground..........................................................................................................................................................................................5 ExperienceSummary......................................................................................................................................................................................5 Section III: Project Approach, Work Plan, and Schedule......................................................................................................14 ProjectApproach..............................................................................................................................................................................................14 WorkPlan................................................................................................................................................................................................................14 ProjectSchedule............................................................................................................................................................................................... 26 SectionIV: Organization and Staffing.............................................................................................................................................27 TeamOrganization and Staffing Plan.................................................................................................................................................27 Summaryof Key Staff Qualifications................................................................................................................................................28 SectionV: Fee Proposal.........................................................................................................................................................................30 PriceAssumptions.........................................................................................................................................................................................30 High -Level Budget per Task......................................................................................................................................................................31 Hoursper Labor Category........................................................................................................................................................................32 Fleet Electrification Scope of Work and Pricing Section I: Executive Summary June 14, 2022 Transportation is a significant contributor to greenhouse gas (GHG) emissions as well as air pollution in the City of Lodi (the City). According to City of Lodi's Climate Action Plan', transportation was responsible for more than 30% of the City's GHG emissions and almost 25% of municipal emissions in 2008. The City of Lodi has approximately 254 vehicles across 6 Departments including a combination of sedans, pick-up trucks, heavy duty vehicles, transit buses, and emergency response vehicles. Transitioning this fleet to electric vehicles (EVs) can significantly reduce the City's carbon footprint, improve public health, clearly demonstrate the City's leadership and commitment to clean transportation, sustainability, and support its climate goal of reducing 2008 GHG emissions 37% by 2030. Aside from emissions benefits, such a transition could provide the City with significant cost savings due to the lower operation cost of EVs as compared to internal combustion engines. This transition is also very timely as utilities across California are planning to increase the share of renewable electricity and are on path to offer zero carbon electricity by 2045 (per SB 100). EVs powered by carbon -free electricity will result in a fully zero emission fleet for the City. But reaching this goal will require detailed plans to transition the existing fleet to EVs and to deploy the needed EV charging infrastructure. This project will develop a Master Plan for the City to: 1) evaluate the City's fleet and provide recommendations to transition from fossil fuel vehicles to electric options; 2) deploy EV charging stations for public fleet vehicles; 3) assess City facilities' capacity to support additional electrical load from charging operations; 4) estimate costs of the transition including vehicle replacement, infrastructure deployment, and operations; 5) highlight barriers to fleet conversion (e.g., technology availability, operational challenges, etc.) and strategies to overcome them, and 6) identify potential innovative funding and financing sources to facilitate the transition to electric vehicles and deploy charging infrastructure. ICF Incorporated, L.L.C. (ICF) has proposed a team with the requisite knowledge and experience to complete the full scope of this ambitious project. ICF offers a track record of successfully completing fleet electrification projects for local governments, air districts, metropolitan planning organizations (MPOs), and states. Throughout these projects, ICF provides end-to-end technical assistance and works hand-in-hand with public agencies to achieve their transportation decarbonization goals. We have a deep understanding of fleet electrification challenges, local teams ready to engage with fleets, and proprietary tools that enable us to efficiently design a tailored EV transition plan. In California, we have been closely involved in fleet electrification and infrastructure planning projects for nearly a decade. For example, ICF helped Los Angeles Metro develop a strategy to guide the deployment of more than 3,500 Level 2 charging stations by 2028 to support Metro employees that drive to work, its non -revenue fleet, and Metro transit riders. ICF also supported the County of Santa Clara in developing a plan to increase EV market penetration throughout the county. The plan included a focus on siting charging infrastructure, training materials for local government officials, a clean fleet tool for municipal fleets in the county, and a targeted outreach campaign. In San Diego, ICF led the design of a $1 million - per -year incentive program to help defray the costs of deploying publicly accessible EV charging around San Diego County. ICF has completed similar projects for many other local governments across the country such as the City of Philadelphia, City of Honolulu, and Tahoe Regional Planning Agency. We believe that to successfully complete the project scope, our team will need to "hit the ground running" with staff who bring best practice approaches, methods, and tools, together with a detailed understanding of fleet operations, technology readiness, electrification strategy, EV infrastructure ' Climate Action Plan, City of Lodi, Adopted November 20, 2014 Fleet Electrification Scope of Work and Pricin, June 14, 2022 planning, EV make-ready, and funding opportunities. The expertise and past performance of our team provide assurance that ICF can develop a Fleet Electrification Master Plan that fully supports the City's goal of transitioning to an electric fleet that meets California's upcoming regulatory requirements (e.g., Advanced Clean Fleet regulation) for heavy-duty vehicles, and can decarbonize City's vehicle fleet over the next 10 to 15 years. Fleet Electrification Scope of Work and Pricing June 14, 2022 Section II: Qualifications and Experience of the Firm This section provides an overview of ICF, describes our past project experience that is most relevant to this project, and presents multiple references for projects similar to this one conducted over the past five years. Offeror Background ICF is a global consulting firm internationally recognized for tackling some of the biggest challenges facing our society, with strong expertise in the fields of transportation and climate change. Since 1969, ICF has been serving government at all levels, major corporations, and multilateral institutions. With more than 75 offices and approximately 8,000 employees worldwide, ICF brings deep domain expertise, problem- solving capabilities, and a results -driven approach to deliver strategic value across the lifecycle of ' ' F client programs. ICF is recognized for creative solutions to the transportation policy, planning, programming challenges faced by public agency decision -makers. The proposed team for this project includes Exhibit 1. ICFs Fleet Electrification Client Portfolio (Number of fleets for which ICF has conducted fleet electrification studies technology, markets, and policy experts in alternative fuels and advanced vehicle .0' commerciaL9 University,4 technologies, including EV and associated charging stam3 infrastructure, and have strong expertise in building fleet electrification solutions that are tailored Mility.2 around the client specific needs. As mentioned r1'unic;p�lorCiry,37 ��r�Transit 2 earlier, ICF supported Los Angeles Metro, Santa Clara County, Tahoe Regional Planning Agency, and FederaLI many other local agencies in California with their EV readiness plans and transportation electrification efforts. There are also a dozen more similar experiences outside of California that ICF has successfully accomplished over the past decade. Some of these project experiences are described in further detail in this section. The chart in Exhibit 1 illustrates our diverse and extensive portfolio related to fleet electrification efforts across the nation. ICF shares the City of Lodi's commitment to sustainability. For more than 10 years, we have been conducting our own carbon inventory to understand and reduce the impact of our operations. Since 2006, we have maintained a net -zero carbon footprint by investing in robust carbon offsets that remove or avoid emissions at a rate equivalent to that generated by our operations. More importantly, we are working to minimize our carbon footprint without impairing client services by instituting policies, procedures, and goals. More information on our sustainability efforts is available at www.icf.com comp anvlabouticorporate-citizenship. Experience Summary ICF has helped many organizations (public and private) develop and implement plans to facilitate transition of their fleet to all -electric vehicles. Our work spans across various levels of governments, utilities and private sector, and our fleet electrification portfolio includes projects in various states and regions of the country as illustrated in Exhibit 2. Fleet Electrification Scope of Work and Pricing June 14, 202.2 Exhibit 2. ICFs Transportation and Fleet Electrification Portfolio 0 Transportation Electrificationry"• r fes NYSEROA Fleet Advisory {antra= a • Rebates a W¢ Gly Kilt.. A .fwr,v.,mes �JTPA $ M V C �� J�n'..' . Cenarfmrrrrlr7wpY Philadelphia --. --- L V A PeQ �r�r� — � - national rid D odv or 115 `;atlantfa olEy i--� �'"� � alocUla. ru�°0 "c` 7 co0uodo _ C �LBG NFaryland ;t aryr�wrr,�rr— NCO. -Z.,. l Metra ar . MN REa Cenlerpaint.FnE ET2�� • Fuels Institute itAmerican Lung Association. The Scope of Work in the City of Lodi's RFP is ambitious and will require strong capabilities in a variety of different elements of fleet electrification, infrastructure planning, and funding strategies. ICF is unique in that we provide deep and proven expertise in understanding zero emission technology readiness, collection and analysis of fleet operational characteristics and duty cycles, assessment of EV charging infrastructure needs, and evaluation of the impacts of EV adoption on electric systems. ICF's capabilities in fleet electrification results from our work for numerous clients including cities, counties, and MPOs (e.g., Santa Clara County, Solano County, Los Angeles Metro, Los Angeles County, Sonoma County, Tahoe Regional Planning Agency) for more than a decade. ICF also has extensive experience working with electric utilities to support community -wide transportation electrification. ICF is currently implementing three fleet assessment programs to evaluate the real opportunities to accelerate fleet adoption of electric light-, medium-, and heavy-duty on -road vehicles and non -road equipment. For example, through National Grid's Fleet Advisory Services Program, ICF is engaging 100 public fleets in Massachusetts. The objectives of these fleet assessment programs are to collect vehicle inventory data and provide fleet reports with specific recommendations for vehicle replacements, as well as associated environmental and financial impacts. The programs also seek to educate these fleets on the financial and environmental benefits of fleet electrification, focusing on the unique challenges and opportunities that face fleet managers and decision makers. ICF delivers these programs on a turn -key basis, providing fleet recruitment, on-line web portal development, customer tools, data collection, integrations, analysis, report generation and customer technical support. For fleets, our data collection and assessment processes are designed to work with every customer and fleet type and every level of sophistication, from advanced vehicle asset management software to less robust fleet data. ICF maintains a database, the ICF EV Library, of over 500 vehicles and non - road equipment (updated regularly) including battery electric (BEV) and plug-in hybrid electric (PHEV) options for light, medium, and heavy-duty vehicles with attribute values by vehicle type and fuel type. Floef f lectri'rication Scope of Work and Pricing June 14, 2022 ICF's EV Library is updated monthly to capture the latest EV models available and changes to equipment attributes. Through this extensive experience, we have learned that each fleet assessment is unique, and an automated process will not be able to thoroughly address the challenges for full transition of the City's fleet. At the same time, our experience has also taught us which best practices exist and how they can be transferable. The City of Lodi will need a dynamic team that understands the local fleet landscape and is ready to meet with fleet managers to fully understand their operations, facility layouts, and unique challenges with fleet transition and EV infrastructure deployment. ICF's team is well prepared to support the City with these efforts, and we will leverage our experience to develop a comprehensive Fleet Electrification Master Plan, sharing best practices where applicable, while also taking the unique needs and nuances of the City's fleet and operations into consideration. ICF Project Examples The following are examples of work performed by ICF in the last five years that best characterizes the work quality and expertise the City can expect ICF to apply to the tasks in the RFP. Electric Vehicle Charging Infrastructure Implementation Plan, Los Angeles County Metropolitan Transportation Authority (Metro) Start: 03/2018 End: 03/2019 Name of Client: Los Angeles Metro Client's PM: Andrew Quinn Work Performed: Los Angeles Metro turned to Email: quinna(a)metro.net Telephone Number: 213.418.320 0U" MOM r_Y110mgNUM development of its Electric Vehicle Charging Infrastructure Implementation Plan. ICF helped Metro develop a clear and robust strategy to guide the deployment of more than 3,500 Level 2 charging stations by 2028 to support Metro employees that drive to work, its non -revenue fleet, and Metro transit riders. ICF developed Metro's vision statement and guiding principles for the initiative— emphasizing a positive consumer experience, aligning with Metro's sustainability objectives, allocating resources efficiently, and integrating with other stakeholder initiatives. The Plan addresses program design, timelines, potential costs and cost offsets, staffing and competency requirements, program impacts and implementation strategies. To ensure effective and efficient execution of the plan, ICF identified and aligned roles and responsibilities across Metro departments including Environmental ' Plug in and Go Metro. O ©s,,., . _,..v. . Metro Compliance and Sustainability, Procurement, Non -Revenue Fleet, Facility Maintenance, Parking Management, Grants, Marketing, and Countywide Planning. ICF developed a plan to engage strategic partners like utilities, third party service providers, and other public agencies. ICF also developed a detailed outreach plan for transit riders and Metro employees, to communicate the benefits of EVs and EV charging. Finally, ICF developed a novel tool for EV charging infrastructure siting analysis to help deploy EV charging as cost-effectively as possible by considering areas of likely high demand for charging.' 2 Available online at: https://ecosystems.azurewebsites.net/LA—Metro/ev—charging/default.aspx Fleet Electrification Scope of Work and Pricing Driving to Net Zero, Santa Clara County Start: 07/2020 End: 08/2021 Name of Client: County of Santa Clara Email: kevin.armstrpng@_ceo.sCcgov.ore Client's PM: Kevin Armstrong Telephone Number: 408.993.4761 Work Performed• ICF su rt d th C t f S t CI C I'f ppo e e oun y o an a ara, a 1 ornla 1n developing a plan to increase Zero Emission Vehicle (ZEV) market penetration throughout the county. The plan includes a focus on siting charging infrastructure, training materials for local government officials, a clean fleets tool for municipal fleets in the county, and a targeted outreach campaign. ICF conducted a charging infrastructure siting analysis to assess the areas in Santa Clara County that are most likely to experience increased demand for EV charging (see figure below). Our team analyzed key EV ownership indicators and regional travel patterns to identify areas where the deployment of chargers will likely be the most cost effective. To provide guidance to local government staff, we developed a compendium of best practices for EV readiness that outlines key recommendations for building and zoning codes, permitting, regional June 14, 2022 Municipal Clean Fleet Planning Guidance planning, and fleet deployments. ICF also conducted a consumer survey of County residents that will help to inform our outreach and education strategy. We created tailored training materials for local governments on fleet implementation and permitting. Throughout the project, our team led the stakeholder coordination process to engage regional cities in the plan development and better understand and address the local barriers and opportunities to ZEV adoption. C.ry FREMONT LWIII�7 TURLOCK 15- 1 •���/�! i�+i+�L��rw�a CP.U'OHR [ CMISPR � CaaTO Fleet Electrification Scope of Work and Pricing June 14, 2022 Tahoe -Truckee Plug-in EV Readiness Plan Start: 11/2015 End: 6/2017 Name of Client: Tahoe Regional Planning Agency Email: jcannon[cr)trpa.org Client's PM: Jennifer Cannon, Senior Planner Telephone Number: 775.589.5297 Work Performed: ICF developed a comprehensive, strategic, and actionable EV Readiness Plan for the Tahoe -Truckee region that serves as the roadmap to increasing local EV adoption and effectively deploying charging infrastructure. The plan outlines short-, medium-, and long-term readiness recommendations focusing on actions related to local policies, building and zoning codes, parking regulations, permitting and inspection, stakeholder outreach and training, regional coordination, and utility planning. Our team initiated the project by Electric Vehicle Re�icliness Plan assessing the baseline conditions of regional EV deployment -vehicle purchasing trends, inventory of existing charging infrastructure, barriers to adoption, stakeholder needs, relevant policies and programs, and available funding. To better understand where charging infrastructure is needed, ICF conducted a siting analysis and produced geographical heat maps showing the demand for residential, workplace, and opportunity charging for each Census tract within the project area. In addition to the plan itself, ICF also created sector -specific EV toolkits for local governments, fleet managers, charging destinations, and utilities. For outreach and education, we developed a strategy for public education to help increase awareness and understanding of EVs. ICF designed and developed an informational website for regional residents and visitors that includes information on charging locations, tools to assess the best EV for varying lifestyles and transportation needs, total cost of EV ownership, available incentives, and environmental benefits. In 2017, the Nevada Chapter of the American Planning Association recognized the plan with for most outstanding plan and public outreach. Municipal Clean Fleet Plan Support for Electric Vehicles and Charging Infrastructure, City of Philadelphia Start: 01/2020 End: 05/2020 Name of Client: City of Philadelphia Email: daminic.mc raw hifa. ov Client's PM: Dominic McGraw Telephone Number: 215.683.5715 Work Performed: The City of Philadelphia is working to expand the use of EVs across their municipal fleet and invest in required charging infrastructure. ICF supported this effort by providing technical assistance to the City on the costs, management strategies, and considerations for charging infrastructure required to support fleet EVs. ICF first worked with the City to develop an understanding of how current EVs are being used and identify potential barriers to more widespread fleet EV adoption. Our team created a Charging Infrastructure Analysis Tool that estimates the quantity and cost for various types of charging station configurations based on City vehicle fleet turn over and EV procurement targets. The tool provides a range of costs for a ten-year outlook and can be easily modified for long term planning needs. Finally, ICF developed a recommendations re ort that focused on infrastructure cost projections, technology innovations, and management solutions such as telematic service providers, queueing technologies, and EV charging -as -a-service (CaaS). Fl(ie( F-lectrific;ation Scope of W&( and Pricing June 14, 2022 City of Honolulu Capital Fleet Transition Plan Start: 07/2020 End: 08/2021 Name of Client: City and County of Honolulu Email: nicola_hedge[a7honokA. gv Client's PM: Nicola Hedge, Deputy Director Telephone Number: 808.768.2273 Work Performed: ICF supported the City and County of Honolulu in developing a fleet transition plan to meet their goal of achieving 100% renewable fuel use in round transportation for all Cit fleets b 2035. To `rY°"`°�°`u`° g P Y Y iIrrIET do this, ICF collected data on and assessed all of Honolulu's existing fleet rRAMSITIOM Pt AN vehicles, identified which vehicles are suitable for replacement with EVs, identified appropriate and cost-effective EV equivalent makes and models, conducted driver interviews to understand the nuance of vehicle operations, estimated the costs of Citywide fleet transition by department, developed a recommended phased vehicle replacement timeline, and estimated the emissions benefits under replacement scenarios. ICF assessed the site -level and distribution grid -level impacts of installing the charging infrastructure needed to support the client's EV rollout. ICF obtained data on existing power capacity at EV dwell sites. ICF also estimated the number, type, and power level of charging infrastructure needed under different scenarios to support EV implementation and estimated the cost implications of this infrastructure development. National Grid Massachusetts Fleet Advisory Services Program Start: 09/2020 End: 09/2024 Name of Client: National Grid Massachusetts Client's PM: Sejal Shah, Senior Manager Work Performed: ICF is supporting National Grid to engage 100 Massachusetts fleets to evaluate the real opportunities for vehicle electrification; educate these fleets on the financial and environmental benefits of fleet electrification, focusing on the unique challenges and opportunities that face municipal and bus fleet managers and decision makers; and maintain relationships with the fleet customers to provide information, refine their fleet electrification analysis, and assist in overcoming technical and logistical barriers to EV deployment. Email: seial.shahignationalgrid.com Telephone Number: 781.250.9084 See the Difference Get Started With Your EVs Can Make Custom Analysis o Benefits of Using EVs Throughout the life of the program,°°.°I . ,.° .11.111F. " � `--N-49" participating fleets receive annual report refreshes, which will include new EV models and new additional funding sources as they become available. The program also serves as a channel to distribute National Grid incentives through its EV Charging Station Program. More information available at: littps://f lee tad visorylna.nationalgrid.com/. Fleet Electrification Scope of Work and Pricing June 14, 2022 Colorado Springs Electric Vehicle Readiness Plan Start: 06/2020 End: 12/2021 Name of Client: City of Colorado Springs Email: samantha.bailey@coloradosprings.gov and Colorado Springs Utilities Telephone Number: 719.362.7360 Client's PM: Samantha Bailey, Sustainability Coordinator Work Performed: ICF developed a comprehensive EV Readiness Plan for the City of Colorado Springs, CO. The 1 project included projecting electric LiI 1 i E vehicle adoption, public charging CITY OF COLORADO SPRINGS infrastructure needs, and electricity demand from 2022 to 2050. The project also included an analysis of the vehicle fleets for the City's government and utilities. The resulting plan included recommendations and financial estimates for fleet electrification, public charging installations and infrastructure upgrades, policy improvements and public outreach. Evaluation of Policies for Electric Vehicle Charging Infrastructure Deployment Start: 08/2021 End: 03/2022 Name of Client: Fuels Institute Email: jeichberVr@fuelsinstitute.arg Client's PM: John Eichberger Telephone Number: 703.518.7971 Work Performed: ICF recently supported the Fuels Institute with a study to evaluate state -level laws, regulations, Fuels Institut policies, programs, and incentives with a focus on identifying effective and efficient policy approaches to enable and accelerate EV charging station deployment across the U.S. Given the Federal government's plan to invest billions of dollars into EV charging infrastructure, ICF analyzed a broad set of nationwide policies using both statistical analysis and interviews with 24 experts across 20 entities (utilities, state government agencies, EV service provider representatives, etc.). ICF developed a final report, executive summary, and infographic sharing the findings of this study on the most effective policy approaches to EV charging infrastructure deployment. ICF was featured on The Fuels Institute's Carpool Chats podcast episode, "Electric Vehicle Charging Infrastructure with ICF," to discuss the project and its findings, and ICF hosted a webinar about the same. Technical Response Service and Alternative Fuel Data Center Management Start: 2000 End: 09/2023 Name of Client: National Renewable Energy Laboratory Email: wend_y_dafoe(2nrel.gov Client's PM: Wendy Dafoe, Senior Project Lead Telephone Number: 303.275.4470 Work Performed: ICF supports a variety of programs and efforts for the U.S. Department of Energy (DOE) through our contract with the National Renewable energy Laboratory (NREL). N R L ICF manages the daily operations of the NATIONAL RENEWABLE ENERGY LABORATORY Technical Response Service hotline, which includes responding to inquiries related to EV technologies. The service operators perform in-depth research to provide information about a wide range of alternative fuel issues, including use of fuel- efficient technologies and alternative fuel use in fleet vehicles. ICF responds to inquiries from fleet managers; Clean Cities coordinators and their stakeholders; fuel providers; original equipment manufacturers; government officials; industry organizations; and consumers and include time - sensitive requests for data analysis. Through the service, we respond to state agencies with specific and technical questions about life cycle vehicle costs and emissions, available technologies and Fleet Electrification Scope of Work and Pricing June 14, 2022 vehicles, infrastructure investments, facility upgrades, and much more. Daily, we perform quick cost and emissions analyses using tools and resources created and vetted by U.S. DOE. In addition, ICF writes and updates Clean Cities publications, including vehicle guides, case studies, and technical white papers. For example, ICF updated the Clean Cities Guide to Alternative Fuel and Advanced Medium- and Heavy -Duty Vehicles. As part of this effort, we spoke directly to OEMs to collect up-to- date information on their available EV models. ICF also routinely researches and writes case studies on fleets that have adopted alternative fuels for the Alternative Fuels Data Center (AFDC). ICF also supports U.S. DOE's Energy Policy Act (EPAct) State and Alternative Fuel Provider program, which requires covered state agencies to acquire a certain percentage of alternative fuel vehicles (AFVs) each year. As part of this work, ICF reviews annual fleet acquisitions and communicates with fleets about available AFV models. Lastly, ICF updates and maintains two databases housed on the AFDC—the Alternative Fueling Station Locator, which includes more than 30,000 EVSE data points, and the Laws & Incentives search, which includes nearly 1,000 records of laws, incentives, and programs related to EVs and EVSE. For both databases, ICF manages the annual update and expansion of these comprehensive databases. This project requires communication and collaboration with Clean Cities coordinators, station hosts, network providers, state policymakers and legislators, and other alternative fuel industry representatives and associations. Utility EV Program Design and Implementation Start: Varies End: Varies Name of Client: Multiple utilities and utility commissions Work Performed: ICF partners with utilities across the United States to plan, design, stand up, and implement programs that support the adoption of EVs and installation of EV charging infrastructure. ICF's implementation support includes customer outreach, trade ally engagement, technical support, IT management, rebate processing, marketing and creative services, site assessments, and reporting and evaluation. Baltimore Gas and Electric (BGE) EVsmart Program Implementation: ICF launched BGE's EVsmart program in 2019 and provides subject matter expertise, direct outreach to customers, coordination with qualified network service providers, field implementation, advertising, marketing, application BGE intake and processing, database tracking and management, rebate processing support, and QA/QC. Salt River Project Commercial EV Charging Program Delivery: Building on � years of non -road beneficial electrification program support, ICF engages with Salt River Project commercial customers to provide technical support and financial incentives for qualified EV charging stations. Joint Utilities of New York EV Working Group: ICF leads working group calls among subject matter experts at the Joint Utilities, © JOINT UTILITIES providing expert support during the review of key issues for EV and OF NEW YORK EV charging infrastructure deployment, stakeholder facilitation, and engagement on behalf of the Joint Utilities. Duquesne Light Company EV Charger Rebate Program Design & Implementation: ICF supported Duquesne Light Company in the design and B�+ operationalizing of an incentive program for publicly accessible Level 2 charging _DUQUESIVELIGHT CO. stations. Fleet Electrification Scope of Work and Pricing Southern Maryland Electric Cooperative (SMECO) EV Charging Program Design & Regulatory Support: ICF supported SMECO with the design of, and Public Service Commission filing for, a utility owned and operated public EV charging station program. ICF is also partnering with SMECO to support their proposed residential and multifamily EV charging program filing. June 14, 2022 Southern Maryland Electric Cooperative w Fleet Electrification Scope of Work and Pricing June 14, 2022 Section III: Project Approach, Work Plan, and Schedule Project Approach Transportation is a significant contributor to GHG emissions and air pollution in the City of Lodi. Transitioning the fleet to EVs can significantly reduce the City's carbon footprint, improve air quality, and bring potentially substantial cost savings due to the lower operating costs of EVs compared to internal combustion engine (ICE) vehicles. However, transitioning the fleet is not trivial. While more than 635,000 EVs are currently operating in California (including both BEVs and PHEVs), these vehicles are still considered a new technology with several challenges. Deploying fleet vehicles requires the buildout of new charging infrastructure, EVs generally have higher purchase prices than ICE vehicles, and the maintenance requirements for EVs are different than ICE vehicles which can necessitate workforce training for fleets used to operating gasoline and diesel -powered vehicles. Comprehensive planning is required to develop and implement plans for deploying EVs and charging infrastructure in a cost-effective, efficient manner. Therefore, this project is intended to develop a Master Plan for the City to: 1) evaluate the City's fleet and provide recommendations to transition from ICE vehicles to electric vehicles; 2) develop recommended charging infrastructure implementation strategies, 3) estimate the costs to transition from ICE vehicles to EVs and to develop and deploy charging infrastructure, 4) discuss the barriers to fleet transition and describe strategies to overcome them, and 5) develop a plan to leverage incentive funding and evaluate options for financing and innovative business models. The following sections describe ICF's proposed approach to completing this work for the City of Lodi. Work Plan This section presents our proposed work plan, covering the key elements described in the RFP Scope of Work. The estimated cost for each task is featured in Section V: Fee Proposal. Task 1: Project Management Task 1 covers the project management activities that will span the entire contract. While the RFP does not specifically call for a project management task, ICF believes having robust project management and oversight will be key to successful accomplishment of this project. We will begin the project e ll by holding a kickoff meeting, to be attended by key members of the ICF team and City staff. Working with City staff, ICF will prepare the meeting LrJ agenda, facilitate the meeting, and distribute notes after the meeting. While the agenda will include other items as well, ICF proposes that we use the �— kickoff meeting to discuss the City's goals and priorities with respect to fleet electrification. Through this discussion, it will be our aim to identify the City's key drivers for fleet electrification so that our team can apply those priorities appropriately to our analysis throughout the project. As the RFP calls for the consultant to develop up to two alternative phasing and implementation strategies for City staff to review, we plan to use this discussion to identify key priorities that will help us shape these scenarios. For example, if the City stated that its top priority is 100% electrification of the fleet, our team would structure the baseline implementation strategy to achieve that goal while an alternative strategy would be modified in some other way for comparison, such as by focusing on replacing EVs that meet a certain threshold for cost-effectiveness. We will capture notes from this discussion and the rest of the kickoff meeting, and following the kickoff meeting, we will share notes and coordinate with City staff to schedule monthly check-in meetings. ICF's Project Manager will lead regular check-in meetings with City staff, which will include the Fleet Electrification Scope of Work and Pricing June 14, 2022 presentation of progress on project tasks and key findings. ICF will also submit monthly invoices. Throughout the contract, Sam Pournazeri, ICF's Project Manager, will be available to conduct on-site visits as needed, and to ensure that ICF's final deliverables meet the City's needs. Sam is a resident of Walnut Creek, CA. Task 1 Deliverables • Project kickoff meeting agenda and notes • Monthly progress meetings and invoices Task 2: Data Collection to Develop a Baseline Inventory of Existing Vehicles and Infrastructure As a first step in accomplishing this task, ICF will work with the City of Lodi to collect data on its vehicles, facilities, and charging infrastructure, which will be necessary to conduct our evaluation. Task 2.1: Vehicle Baseline In Task 2, ICF will work with fleet manager(s) from each of the City's departments to collect data on the vehicles that currently exist within the fleet. As a first step to developing a fleet transition and charging infrastructure plan, ICF will establish a baseline of the existing fleet. As noted in the RFP, ICF will receive a detailed summary from the City of Lodi on its fleet and will promptly review it and identify any other vehicle data needs. If any additional data is required, we will provide a data request form outlining the specific information to be collected on the City fleet at a vehicle -by -vehicle level, including but not limited to the following: • Vehicle type (e.g., sedan, pickup truck, medium -duty vocational truck, van, heavy-duty truck, transit bus, emergency response vehicle, etc.) ■ Vehicle fuel type • Make and model • Model year • In-service year, if different than model year • Current odometer reading • Average daily mileage • Average annual mileage • Estimated service life • Current vehicle dwell site • Current vehicle fueling site • Brief overview of daily operations • Description of any special requirements (e.g., police patrol vehicles must be pursuit -rated) ■ Current fuel costs (monthly, annually, or per -mile) • Current maintenance costs (monthly, annually, or per -mile) Task 2.2: Charging Infrastructure and Facilities Baseline In addition to establishing a baseline of vehicle data, ICF will also collect data to establish a baseline on the City's current charging infrastructure conditions. From the RFP, we understand that the Lodi Electric Utility (LEU) owns and operates multiple Level 2 EV charging stations for public use, as well as some charging stations dedicated for use by their existing EV fleet. To better understand how existing charging infrastructure can be integrated into the Fleet Electrification Plan, we will provide a data request to the City's representatives to obtain information on all charging infrastructure currently owned and operated by City departments. Such information will include but is not limited to the following: Fleet Electrification Scope of Work and Pricing June 14, 2022 • Charging station street address (ICF defines a charging station as a location that houses one or more chargers) • Charger type (Level 2 or Direct Current Fast Charger, DCFC) • Number of ports per charger • Number of chargers per station • Availability of station (e.g., Available, Temporarily Unavailable, or Planned Station) • Accessibility of station (e.g., Publicly Available, Private Station, Shared Use) • Price structure (e.g., Free Charging, Pay for Charging) ICF will also rely on public data from the U.S. Department of Energy's (US DOE) Alternative Fueling Station Locator, a tool within the Alternative Fuels Data Center (AFDC), which ICF manages under a contract with the National Renewable Energy Laboratory (NREL). The Alternative Fueling Station Locator is a regularly updated map and database including key information on the location, type, and characteristics of alternative fueling infrastructure across the nation. It will provide useful information on charging infrastructure deployed in the City of Lodi that is and is not owned by the City. An example of data extracted from the AFDC's Station Locator is shown in Exhibit 3, which shows 6 currently available public and private Level 2 and DCFC stations within a 5 -mile radius of Lodi which are owned by local or municipal government. Exhibit 3. Public and private charging stations located within 5 miles of the City of Lodi which are "Local/Municipal Government Owned" as defined by the AFDC. Data extracted from the AFDC's Station Locator y Hall ICF will compile a comprehensive list of all known locations and specifications for EV charging infrastructure at City of Lodi facilities. We will use this information to develop recommended charging infrastructure implementation scenarios and strategies as part of Task 4. Fleet Electrification Scope of Work and Pricing June 14, 2022 Finally, ICF will also need to obtain data on the electrical capacity of City facilities and the utility - owned distribution grid which services them. ICF will need this information to estimate the capacity of facilities and the grid to support additional electrical load from charging operations as part of Task 4. While this evaluation will take place in Task 4, we recognize that coordinating with the City and LEU to obtain needed data may take some time. As such, we expect that this data can start being collected as early as the end of Task 3 once all fleet vehicles have been analyzed and an initial list of City facilities where charging infrastructure may potentially be installed are identified. We describe the process we will follow to conduct this analysis further in the section on Task 4, which discusses all charging infrastructure analysis. The Task 3 narrative outlines our approach to analyzing the City fleet, characterizing its operations, and developing recommendations for vehicle replacement. Task 2 Deliverables • Data request forms provided to City and LEU staff to solicit relevant data Task 3: Analyze the City Fleet, Characterize Operations, and Develop Electric Vehicle Replacement Recommendations In Task 3, ICF will analyze the City's fleet and develop two alternative phasing and implementation strategies for transitioning the City's fleet to EVs. As described in Task 1, ICF will use time in the project kickoff meeting to understand the City's top priorities with respect to fleet transition (e.g., ACF compliance, 40 cost savings, emissions reductions, operational continuity, a goal for X% EV replacements, etc.). For example, a baseline scenario could assume a goal of 100 percent fleetwide electrification while an alternative scenario could be designed to identify those vehicles which are most cost-effective for EV replacement. Other alternatives could be developed as well, such as modifying replacement timelines. ICF will rely on these priorities and criteria to develop the two fleet transition scenarios, and will submit them for City staff review and consideration. Upon determining the structure of both scenarios, ICF will use data collected in Task 2, and will leverage its proprietary Fleet Assessment Model to analyze the City's fleet vehicles, characterize their operations, and develop tailored recommendations for the transition to EVs (e.g., BEV, PHEV). ICF's Fleet Assessment Model is a robust tool that has been developed and refined over time through use with multiple government, utility, and fleet clients. It leverages a comprehensive and regularly updated database of information on EV model availability, specifications, operating capabilities, and costs to deliver highly tailored fleet transition recommendations. Originally developed for our partnership with National Grid's Fleet Advisory Program in Massachusetts, ICF has continued to improve the fleet model and its supporting data to support over 50 other clients, such as the City and County of Honolulu as they sought to develop a plan for transitioning their Police, Fire, and Automotive Equipment Services departments to EVs. Please see Section II: Qualifications and Experience of the Firm for more information on ICF's experience with fleet transition planning and EV and EV charging infrastructure planning. Along with ensuring that recommended replacement EVs can meet vehicle type, size, and duty cycle requirements, ICF will also identify the lowest -cost replacement options that fit these criteria. ICF will use its model to deliver key recommendations on a vehicle -by -vehicle level and at a fleet level. Outputs of the model will include the following: Recommended EV replacement makes and models ■ Upfront and operational cost differentials from the existing ICE vehicles Fleet Electrification Scope of Work and Pricing June 14, 2022 Total cost of ownership across the lives of vehicles (upfront and operational costs) • Estimated emissions reductions from EV replacements (i.e., benefits) • Estimated total cost of fleet transition • A recommended phased vehicle replacement schedule In developing the two fleet transition scenarios, ICF will consider the City's fleet electrification and GHG reductions goals and will ensure the plan will achieve the City's goal in the most cost-effective way. ICF will also factor in applicable state and local electrification requirements and regulations. For example, the California Air Resources Board's (CARB) Advanced Clean Fleet (ACF) regulatory proposal requires public fleets to have at least 50% of their model year 2024-2026 and 100% of 2027 and newer model year class 2b-8 vehicle purchases to be ZEVs. ICF will ensure that the replacement schedule for class 2b-8 will comply with these requirements while at the same time provide a seamless and cost-effective transition that enables the fleet to accomplish its required day-to-day duties. Additionally, when determining the recommended vehicle replacement schedule, we will start with "low hanging fruit," or cost-effective replacements, while also staying mindful of the complexity and difficulty associated with replacing certain use cases. For example, in terms of EV technology readiness, light-duty vehicles are significantly ahead of the heavy-duty sector. So, while some of the heavy-duty applications may demonstrate better cost effectiveness, they may not end up being the focus of EV replacements early in the program due to limitations in technology availability and charging infrastructure. Instead, ICF may recommend other replacement strategies for those vehicles, such as replacing them with low carbon fuel technologies while ensuring that the fleet follows California's regulatory requirements. ICF will take note of these considerations and coordinate closely with the fleet manager(s) as it develops the vehicle replacement schedule and recommendations which strike the best balance for the fleet given its goals and needs. Exhibit 4 below provides a flow chart laying out the process for developing EV replacement recommendations and a fleet transition plan. Exhibit 4. ICFs Process for Fleet Electrification Assessment (with charging infrastructure recommendations provided in Task 4) Y �0 Fleet Electrification Scope of Work and Pricing Task 3 Deliverables June 14, 2022 Key findings from Task 3 will be included in the draft and final Electric Vehicle Fleet and Charging Infrastructure Master Plan per Task 7. Prior to delivering the draft and final Master Plan, ICF will discuss findings from Task 3 in regular check-in meetings with the City (per Task 1). Task 4: Develop Recommended Charging Infrastructure Implementation Scenarios and Strategies Establish the Baseline Infrastructure Scenario Using the EV replacement recommendations generated in Task 3 as a basis, ICF will identify the energy and power needs of EVs to be adopted by the City fleet over time. In line with the two scenarios developed for Task 3, we will develop one proposed primary charging infrastructure implementation scenario and an alternative scenario for consideration by the City. To conduct this analysis, we will start by reviewing data on the existing charging infrastructure in the City of Lodi. As described in Task 2, we will collect information on existing charging infrastructure from LEU as well as the AFDC Alternative Fueling Station Locator. Once we have compiled all relevant data about existing charging infrastructure, we will then use the results and recommendations from our fleet transition modeling work conducted in Task 3. Several outputs from Task 3 will be key inputs for developing charging infrastructure implementation strategies as part of this task, including the following: • Which existing vehicles are recommended for replacement with EVs • How much energy and power each EV will need to charge, as a function of: o Average daily energy consumption (in kilowatt-hours, kWh) o Vehicle battery energy capacity (kWh) o The duration of time that each vehicle has to charge between shifts and operations o The maximum power acceptance rate for each vehicle • Where EV replacements will dwell • What times of day each EV will be available to charge Using this information, ICF will develop a baseline charging infrastructure implementation scenario that projects the following information: The projected number of chargers needed to support the EV replacements The recommended locations of EV charging infrastructure The recommended type (e.g., Level 1, Level 2, DCFC) and power level (in kilowatts, kW) of chargers for each vehicle type Develop and Evaluate an Alternative Infrastructure Scenario Once the baseline infrastructure scenario is established, ICF will then develop an alternative scenario that is in line with the City's priorities discussed in the kickoff meeting and developed as part of Task 3. While ICF will discuss and confirm scenario development with City staff, we recommend that the alternative scenario seek to identify the maximum achievable vehicle -to -charger ratios. Maximizing the number of vehicles using a single charger reduces the number of chargers that are installed, therefore reducing upfront capital cost. To do this, ICF will analyze the fleet, its operational characteristics, and its vehicles' energy and power needs to estimate the highest achievable vehicle - to -charger ratio per vehicle type and site. A 1:1 ratio is not always required by fleets. It is highly likely that at least some of the City's vehicles operate in a way that can allow for higher ratios. We will use Fleet Electrification Scope of Work and Pricing June 14, 2022 the same data from Tasks 2 and 3, as well as the baseline infrastructure scenario, to estimate the highest achievable vehicle -to -charger ratio per vehicle type at each charging site. While not explicitly identified in the RFP, our team will also explore how managed (or 'smart') charging may impact power demand. ICF will analyze how the introduction of smart charging may reduce overall power demand by optimizing the amount of time that each vehicle can charge, thereby reducing charger power output needs. Review the Capacity of City Facilities to Support Additional Electrical Load, Identify Potential Grid Impacts, and Identify Potential Site -Level Upgrade Needs Once the baseline and alternative scenarios are established and we have made recommendations for the number, types, output power levels, and locations of chargers to be deployed, our team will turn our focus to the facilities expected to host charging infrastructure. As a next step to developing a charging infrastructure implementation plan, we will review the capacity of the City's facilities to support the projected additional electrical load from charging EVs and identify potential site -level and distribution grid impacts of that additional load. To focus this analysis on the facilities with the highest projected levels of EV charging, ICF will limit its evaluation of electrical capacity to the top ten facilities in terms of projected additional load from EV charging. If the City wishes for ICF to evaluate more facilities, ICF is prepared to discuss the appropriate additional budget required to do so. To identify potential grid impacts, our team will first coordinate with LEU to review data that they already have on the capacity of existing distribution grid infrastructure. Often, utilities maintain capacity maps which show the existing capacity of distribution lines, feeders, and other equipment. We will engage with LEU and request capacity data for equipment servicing each facility which is projected to host charging infrastructure. We will provide LEU with the projected additional load from EV charging to be added at each facility and ask them if each location has capacity to accommodate the additional load. For locations without sufficient capacity, we will request LEU to inform us how much overload is estimated given the projected additional charging load. From there, we will aggregate results from each facility to estimate facility -level and total distribution grid impacts. If LEU does not have this system -level data readily available, our team will coordinate with their staff to determine an alternative approach to approximating potential grid impacts using data that is available, such as by comparing transformer capacity data to the projected additional load. To estimate the capacity for supporting additional electrical load from charging operations at a site - level, our team will again need to coordinate with LEU to obtain data necessary for our calculations. We will also need to coordinate with City staff which may have facilities data. To estimate this at the facility -level, we will need to answer the following questions: 1. How large is the electrical service from the utility (measured in amperes, or amps) for each relevant facility? 2. How much electrical current (amps) is each facility consuming at existing peak power demand levels (measured in watts)? 3. Roughly, how much electrical capacity is remaining on the utility -side of the meter at existing peak power demand levels? This can be estimated by subtracting number 2 from number 1. 4. Roughly, how much electrical capacity remains on the City's (the electric account holder) side of the meter? 5. How much additional load from EV charging is projected at each facility, and how does that compare to the remaining capacity at each facility? Fleet Electrification Scope of Work and Pricing June 14, 2022 For number 1, we will first contact LEU and identify what data they can provide on the current electrical service of each facility. From there, we will request meter/billing data for each facility and review it to identify the peak power demand at each site (number 2). With an understanding of peak power demand and the voltage of service drops at each facility, our team will estimate the maximum current used at each facility at peak power demand. This will then be subtracted from the size of existing electrical service to provide an estimate of how much electrical capacity is remaining on the utility - side of the meter. Our team will then compare that to the projected additional load from EV charging at each facility in order to determine whether or not each facility has sufficient utility -side capacity to accommodate chargers or if upgrades may be necessary. To estimate electrical capacity on the City's side of the meter, our team will coordinate with City staff to identify what data it can provide on the existing capacity ratings of main electric panels at each facility. If the City is able to provide this information on electric panels, we will follow the same steps as above to compare projected additional EV charging load to the panel capacities. This will yield a rough determination of whether or not each panel is sized large enough (in capacity, amps) to accommodate the projected EV charging, or if upgrades may be necessary. Importantly, however, the next step in this analysis is to take into account the existing load at each facility from appliances and equipment which are in regular use. Conducting this work will likely require a licensed electrical contractor who can examine the existing load from all appliances and equipment at the facilities. ICF's analysis will stop at comparing the projected additional load from EV charging to the existing electrical service capacity from the utility, and to the overall capacity ratings of electric panels (if the City is able to supply this data). Our team will not conduct a more detailed load study. Instead, our analysis will provide a baseline estimate of capacity which an electrical contractor and/or LEU can build upon with more granular load studies as the City moves toward implementation.' Finally, in determining infrastructure implementation strategies, the City will have the option to consider deploying distributed energy resources (DERs) such as solar power, energy storage, and backup generators. Deploying DERs would increase the upfront cost of infrastructure development compared to a scenario without them, but they offer several potential cost and resilience benefits that may be attractive to the City. DERs offer the potential of lower total capital costs for infrastructure development because they may allow the City to avoid costly utility grid upgrade costs. DERs also provide an additional supply of power in a way that could lower operating costs compared to purchasing that electricity from the utility during peak demand, potentially avoiding demand charges and high energy costs. Also, DERs can increase the resilience of facilities to enable reliable backup power during emergency response or power outages. ICF's has several distributed energy resources experts within our Energy Advisory team, and they often collaborate with our Transportation team to provide strategies and solutions to clients regarding the use of DERs for EV charging. Using the results of prior analysis on 1) the projected additional load from EV charging, 2) estimates of grid capacity, and 3) estimates of facility capacity, our Transportation and Energy experts will work together to identify which City's facilities are projected to require electrical upgrades, and therefore may have an opportunity to consider deploying DERs. We will rely on ICF's experience, the extensive available literature, and industry examples to provide a high-level, qualitative discussion on what DER strategies 3 If the City is unable to ICF with data on the capacity ratings of electric panels at relevant facilities, site visits by a licensed electrical contractor may be required to obtain this data; however, our proposed approach and pricing estimate assumes that the City can provide this data and that no site visits will take place. Fleet Electrification Scope of Work and Pricing June 14, 2022 could be implemented and the potential benefits they would bring. We will coordinate with LEU and City staff as needed during this task. Estimate Infrastructure Costs for Each Scenario ICF will estimate the cost of infrastructure development for each scenario we evaluate. We have gathered a current and thorough collection of data on the costs of charging infrastructure through our extensive work with fleets, utilities, and government agencies on EV and charging infrastructure planning. Using the data we collected through those projects, as well as the current state of industry knowledge, our team will estimate the following for each charging infrastructure scenario. • Electric Vehicle Supply Equipment (EVSE, otherwise known as the charger) costs • EVSE installation costs • Costs to upgrade utility grid -level infrastructure (e.g., transformers, conductors) Our estimates of EVSE equipment, EVSE installation, and grid -level upgrade costs will be tailored to fit each scenario based on the projected number, type, location, and power level of chargers to be deployed. Our team will also provide a higher-level discussion of the typical cost components and ranges for the following items. • Costs to upgrade site -level infrastructure (otherwise known as make-ready infrastructure, such as trenching, laying cable and conduit, electrical panel upgrades) • DER equipment costs, such as solar, storage, and backup generators • DER installation costs The cost of site -level infrastructure upgrades (make-ready infrastructure) is highly variable and changes on a case-by-case basis. Determining thorough and precise estimates for make-ready infrastructure upgrades requires site assessments and electrical engineering work which are out of scope for this proposed approach. However, our team is well -versed on costs associated with make- ready infrastructure, and we will provide a discussion of the typical cost components associated with these upgrades, along with the typical range of costs (min, max, average) for each component. Also, because we propose a high-level discussion of DER deployment strategies, our team will provide a similar discussion of the typical cost components and ranges for deploying such equipment. This information on make-ready infrastructure and DERs will be designed to provide the City with a starting point and a rough order of magnitude for costs which can be refined through site visits and proper engineering assessment as the City moves toward implementation. For EVSE equipment and installation costs, we will rely on data collected through previous ICF projects, cost data from retail EVSE websites, and data from industry literature such as studies by the Rocky Mountain Institute, the DOE Vehicle Technologies Office (VTO), and the International Council on Clean Transportation (ICCT). To estimate costs to upgrade utility grid -level infrastructure, we will request a unit cost guide from LEU, which would outline the component costs for upgrading different parts of the distribution grid. If LEU is unable to provide a unit cost guide, we will rely on representative data from NREL's Unit Cost Database and Pacific Gas & Electric's unit cost guide, understanding that LEU is the primary electric utility servicing the City fleet. Similarly, we will rely on data collected through previous ICF projects and data from industry literature to estimate costs for upgrading site -level infrastructure, such as data from the Electric Power Research Institute, Southern California Edison's Charge Ready Pilot Program, Energy Marketers of America, and Avista Corporation. To calculate DER equipment and installation costs, we will rely on data from NREL's Annual Technology Baseline and from the U.S. Energy Information Administration. Fleet Electrification Scope of Work and Pricing June 14, 2022 All results will be compiled into two separate scenarios, and from there our team will move on to Task 5. Task 4 Deliverables Key findings from Task 4 will be included in the draft and final Electric Vehicle Fleet and Charging Infrastructure Master Plan per Task 7. Prior to delivering the draft and final Master Plan, ICF will discuss findings from Task 4 in regular check-in meetings with the City (per Task 1). Task 5: Projected Costs and Other Barriers to Fleet Conversion In Task 5, ICF will focus on: 1) compiling all cost analysis from Task 3 and Task 4, 2) we will factor in CARB's Advanced Clean Fleets Rule as we discuss transition planning and associated costs, and 3) we will describe the barriers (in addition to cost) to transitioning an EV fleet along with strategies to overcome those barriers. ICF will start this task by compiling the cost estimates produced during our fleet transition analysis in Task 3 and our charging infrastructure analysis in Task 4. By the time our team reaches Task 5, we will have fully assessed the costs associated with replacing each existing vehicle with EVs (and fleetwide) (Task 3), as well as all the costs associated with infrastructure development (Task 4). This will include comparative total cost of ownership (TCO) estimates which include capital and operating costs over the lives of each vehicle (both ICE and EV replacement options). Cost analysis will be comparative to assess the difference in TCO between EV replacements and business -as -usual, ICE vehicle replacements. As mentioned, we will also include the costs to deploy and maintain charging infrastructure. In compiling these cost analyses, ICF will create two separate cost estimates. ICF will first project cost of compliance with CARB's upcoming ACF regulation which requires public fleets to have at least 50% of their model year 2024-2026 and 100% of 2027 and newer model year class 2b-8 vehicle (above 8,500 lbs. GVWR) purchases to be ZEVs. ICF will also develop a separate ownership cost estimate for all other vehicles that are not subject to ACF regulation by 2025, 2030, and 2035. As discussed above, ICF's cost estimate will include both vehicle capital, vehicle operation, infrastructure deployment, and other associated costs. As part of this task, ICF will also discuss the set of barriers that exist for transitioning to an all -EV fleet. As discussed earlier, while there are many EVs currently operating in California, these vehicles are still considered a new technology that requires new fueling infrastructure and has a relatively higher purchase price than their ICE counterparts. The commercial availability of EV technologies, especially in energy intensive applications (e.g., high mileage vehicles), that can support both the business -as - usual operations as well as operations during emergency events is also another barrier. The charging infrastructure alone brings in new challenges regarding the grid and site electrical capacity. In certain cases, there may not be enough grid capacity and extensive utility upgrades may be needed to facilitate deployment of charging infrastructure. Additionally, the traditional maintenance and repair schedules for ICEs are not applicable to EVs, which will require a new set of guidelines and workforce training for fleets that have historically operated gasoline and diesel -powered vehicles. ICF will explore these and all other potential barriers and will summarize them in the Master Plan (Task 7) along with a discussion of strategies to overcome them. Task 5 Deliverables Key findings from Task 5 will be included in the draft and final Electric Vehicle Fleet and Charging Infrastructure Master Plan per Task 7. Prior to delivering the draft and final Master Fleet Electrification Scope of Work and Pricing June 14, 2022 Plan, ICF will discuss findings from Task 5 in regular check-in meetings with the City (per Task 1). Task 6: Develop a Funding and Financing Plan Following the development of cost projections for both fleet transiton and infrastructure development, ICF will develop a detailed funding.• and financing plan that recommends specific grants, rebates, and incentives for the vehicles and/or charging infrastructure to minimize cost for the City to transition to an all -electric fleet. This Fleet Specific funding plan will include specifics on local, state, Funding Package and federal grants and rebates for electric vehicle procurement and charging infrastructure Stacking development. The plan will also include details on Opi7ortunities eligibility criteria, opportunities to stack funding, - - - - and public-private partnerships that can help - minimize the cost of the City's transition to an all - electric fleet. In doing so, ICF will rely on the comprehensive Laws & Incentives database we maintain as part of the AFDC, which includes nearly 1,000 records of laws, incentives, and programs related to EVs and EVSE, including those in California. Additionally, ICF will also closely coordinate with relevant federal (e.g., EPA, DOE), state (CARB, CEC), and local agencies (e.g., San Joaquin Valley APCD) to formulate detailed funding strategies that can be utilized by the City to maximize the utility of these grant and rebate programs. Examples of these grants and rebates include upcoming federal tax rebates, federal EV infrastructure grants provided through the Infrastructure Investment and Jobs Act, the Low Carbon Transportation Investments and Air Quality Improvement Program administered by CARB, the Clean Transportation Program managed by the CEC, as well as local programs such as San Joaquin Valley Incentive Project (SJVIP) and SJVAPCD Clean Vehicle Fueling Infrastructure Incentive Program. Of course, incentive funding is only one form of financial coverage to aid EV fleet transition and infrastructure investments. ICF will also discuss opportunities to leverage innovative business models and financing options that may be available to the City, such as infrastructure -as -a -service. Task 6 Deliverables • Key findings from Task 6 will be included in the draft and final Electric Vehicle Fleet and Charging Infrastructure Master Plan per Task 7. Prior to delivering the draft and final Master Plan, ICF will discuss findings from Task 6 in regular check-in meetings with the City (per Task 1). Task 7: Develop a Phased Master Plan Following the completion of Tasks 2 through 6, ICF will compile its findings and recommendations into a draft Electric Vehicle Fleet and Charging Infrastructure Master Plan. In the Master Plan, we will lay out our methodologies used, results, and recommendations under two alternative phasing and implementation strategies. As stated throughout our proposed approach for Tasks 1 through 6, we will rely on the goals and priorities that the City shares with ICF in the project kickoff meeting (Task 1) to design the two implementation strategies. We will include the following in the Draft Master Plan: ■ A fleet transition plan, including o Recommended vehicle replacements o A recommended phased vehicle replacement schedule Fleet Electrification Scope of Work and Pricing June 14, 2022 o The lifetime total costs (capital and operating) associated with fleet transition, including cost effectiveness of EV replacements on a vehicle -by -vehicle basis o Estimated greenhouse gas emission reductions from EV replacement on a vehicle -by - vehicle basis and rolled up by site and fleetwide A charging infrastructure development plan with two scenarios which include o The recommended number of chargers to deploy by site o The recommended type and power level of chargers to deploy by vehicle type o An initial assessment of City facilities' capacity to accommodate additional load from the introduction of EV charging o An initial assessment of the utility grid's capacity to accommodate additional load from the introduction of EV charging o The costs associated with deploying charging infrastructure o A discussion of DERs, opportunities to deploy them, and their potential benefits for reducing the impact of additional load on the grid, reducing costs, and increasing resiliency A section dedicated to compliance with CARB's ACF rule and the impacts of compliance on fleet transition strategy and cost A section discussing other non -cost barriers to fleet conversion, along with a discussion on strategies to overcome those barriers A funding and financing plan that lays out incentive opportunities for vehicles and charging infrastructure, as well as business model and financing options available to the City of Lodi (e.g., infrastructure -as -a -service) and their relative advantages and disadvantages Upon completing the Draft Master Plan, we will submit the draft to City staff for review and feedback, and then subsequently revise and submit a Final Master Plan for approval. Both the Draft and Final Master Plans will be sent electronically in Microsoft Word (*.doc or *.docx) format. ICF will also develop PowerPoint slides and present the Master Plan to City Council at one Shirtsleeve Meeting for information and discussion, and one City Council Meeting for final adoption. Our team will gather any feedback received from those presentations and revise the Master Plan as required before final submittal. Task 7 Deliverables A Draft Electric Vehicle Fleet and Charging Infrastructure Master Plan A Final Electric Vehicle Fleet and Charging Infrastructure Master Plan Presentation of the Master Plan at two meetings: 0 1 Shirtsleeve Meeting o 1 City Council Meeting Fleet Electrification Scope of Work and Pricing Project Schedule June 14, 2022 ICF will begin work once the City and ICF have negotiated and executed a contract. Based on discussions with the City of Lodi, we assume that project work will begin on August 111, 2022. ICF proposes an 8 -month period of performance, from August 2022 through April 2023, as shown in the table below. We suggest regular check-in calls between the City and the ICF team. If the City wishes ICF to complete the project on a different timeline, we are prepared to discuss and determine an updated project schedule. Exhibit 5: Proposed project schedule Task 1: Project Management Task 2: Data Collection Task 3: Analyze the City Fleet, Characterize Operations, and Develop Electric Vehicle Replacement Recommendations Task 4: Develop Recommended Charging Infrastructure Implementation Scenarios and Strategies Task 5: Projected Costs and Other Barriers to Fleet Conversion Task 6: Develop a Funding and Financing Plan Task 7: Develop a Phased Master Plan iM Fleet Electrification Scope of Work and Pricing June 14, 2022 Section IV: Organization and Staffing Team Organization and Staffing Plan ICF will have ultimate responsibility for all project deliverables, schedule adherence, cost control, and quality assurance. ICF's track record of successfully completing transportation and fleet electrification projects for various municipalities, provides assurance of our ability to lead this challenging project. We have carefully structured the staffing for our proposed team with the requirements of the City's Scope of Work in mind. We believe that successful execution of this project will require: 1. A seasoned leadership team that that brings broad knowledge of fleet electrification and infrastructure planning, the ability to manage and direct concurrent tasks involving complex analyses, and skills and extensive experience in utility coordination. 2. Teams of subject matter experts and analysts that span the spectrum of electric vehicle technology and infrastructure assessment topics and have the ability work independently, while also understanding how each project task relates to the full scope of work and final Plan. The exhibit below illustrates our proposed team organization and areas of subject matter expertise for key staff and other senior staff. Exhibit 6. Staffing Plan Stacy Noblet Chris Watson CITY OF tiff zl/ 1V CALIFORNIA I Sam Pournazeri Jeff Ang-Olson Jon"Norris Fleet Transition Charging Infrastructure Funding and Financing Plannin . Plannin. Arn Max Kaffel • • - • - Meggie Devlin Total Cost of Ownership, ACF Master Plan Compliance, Barriers & Solutions Development Jonathan Norris .0 •. Sam Pournazerimor-14 MIN 0 Haley Erickson 27 Fleet ElecUification Scope of Work and Pricing June 14, 2022 The table below summarizes the roles and responsibilities of our proposed key and supporting staff. - Roles .. Jeff Ang-Olson Project Director, Executive Oversight Sam Pournazeri Project Manager, Lead on Master Plan Development Summary of Key Staff Qualifications This section presents brief summaries of the qualifications of our proposed key staff. Resumes for key staff were included in ICF's initial proposal to the City of Lodi and can be referenced there. Our proposed project manager is Dr. Sam Pournazeri, a resident of Northern California working from ICF's San Francisco office. Sam is the Director of Clean Transportation and Energy at ICF and is a nationally recognized expert with over 10 years of experience in advanced transportation technologies, data analytics, emissions and energy modeling, and development of sustainable strategies. As the previous head of the California Air Resource Board's (CARB) Mobile Source r Analysis Branch, Sam has an extensive knowledge and experience in zero emission technology and infrastructure assessment. During his tenure at CARB, Sam led the development of California's 2020 Mobile Source Strategy (2020 MSS), which lays out a blueprint for transitioning California's transportation system to zero emission technologies. For the development of the 2020 MSS, Sam used his knowledge of the zero -emissions technology (including infrastructure) as well as its operational characteristics and combined that with his experience in developing strategies and policies to provide an integrated planning perspective and common vision for transforming the California transportation sector. Specific to this proposal, Sam has extensive experience working with California state, regional and local agencies on transportation and fleet electrification planning. Our deputy project manager is Jonathan Norris, a resident of Southern California working from ICF's Los Angeles office. Jonathan is a Lead Transportation and Energy Consultant at ICF with eight years of professional experience. Jonathan's expertise is in fleet transition planning, infrastructure development planning, ZEV 1 and infrastructure policy, ZEV and infrastructure demonstrations and pilots, and partner coordination. He is well versed in best practices for ZEV planning, deployment, and operations across all sizes and types of ground transportation, and supports clients in the planning necessary to transition vehicles and deploy charging infrastructure. This includes support for fleets, utilities, and government agencies, including recommended best practices for transition and implementation, as well as analysis on the multiple Deputy Project Manager, Lead on Charging Jonathan Norris Infrastructure Planning, Total Cost of Ownership, and Barriers and Solutions Tasks Ambika Coletti Lead on Fleet Transition Planning and Funding and Financing Tasks Stacy Noblet Senior Advisor, Transportation Electrification Chris Watson Senior Advisor, Fleet Electrification Meggie Devlin Support for Fleet Transition Planning and Funding and Financing Tasks Max Kaffel Support for Charging Infrastructure Planning Task Haley Erickson Support for Total Cost of Ownership Task Summary of Key Staff Qualifications This section presents brief summaries of the qualifications of our proposed key staff. Resumes for key staff were included in ICF's initial proposal to the City of Lodi and can be referenced there. Our proposed project manager is Dr. Sam Pournazeri, a resident of Northern California working from ICF's San Francisco office. Sam is the Director of Clean Transportation and Energy at ICF and is a nationally recognized expert with over 10 years of experience in advanced transportation technologies, data analytics, emissions and energy modeling, and development of sustainable strategies. As the previous head of the California Air Resource Board's (CARB) Mobile Source r Analysis Branch, Sam has an extensive knowledge and experience in zero emission technology and infrastructure assessment. During his tenure at CARB, Sam led the development of California's 2020 Mobile Source Strategy (2020 MSS), which lays out a blueprint for transitioning California's transportation system to zero emission technologies. For the development of the 2020 MSS, Sam used his knowledge of the zero -emissions technology (including infrastructure) as well as its operational characteristics and combined that with his experience in developing strategies and policies to provide an integrated planning perspective and common vision for transforming the California transportation sector. Specific to this proposal, Sam has extensive experience working with California state, regional and local agencies on transportation and fleet electrification planning. Our deputy project manager is Jonathan Norris, a resident of Southern California working from ICF's Los Angeles office. Jonathan is a Lead Transportation and Energy Consultant at ICF with eight years of professional experience. Jonathan's expertise is in fleet transition planning, infrastructure development planning, ZEV 1 and infrastructure policy, ZEV and infrastructure demonstrations and pilots, and partner coordination. He is well versed in best practices for ZEV planning, deployment, and operations across all sizes and types of ground transportation, and supports clients in the planning necessary to transition vehicles and deploy charging infrastructure. This includes support for fleets, utilities, and government agencies, including recommended best practices for transition and implementation, as well as analysis on the multiple Fleet Electrification Scope of Work and Pricing June 14, 2022 impacts and trade-offs associated with transition (financial, business, economic, environmental, and emissions). In a previous role, Jonathan managed and led analysis on multiple medium- and heavy- duty (MHD) ZEV vehicle demonstrations. He has developed studies on regional ZEV infrastructure development, led efforts to analyze the efficacy of policies in increasing EV charger deployments nationwide, developed a best practices guide on managed charging and vehicle -grid integration, and has planned and facilitated working group sessions on MHD ZEV infrastructure for California state agencies and other key stakeholders. Jeff Ang-Olson, our Project Director, is a transportation planner and engineer with 22 years of experience focused on GHG mitigation, transportation system performance measures, transportation economics, demand forecasting, land use, and air quality. Jeff has led numerous studies of transportation sector electrification, including detailed analyses of the benefits, costs, and cost- effectiveness of GHG mitigation strategies for federal, state, and local transportation agencies. Based in Sacramento, Jeff recently led the Paths to Clean Vehicle Technologies and Alternative Fuels in San Bernardino County project and assisted with Los Angeles Metro's Zero Emission Bus Master Plan. He developed an Alternative Fuels and Infrastructure Plan for Solano County and assisted with the recent City of Honolulu Fleet Transition Plan. Ambika Coletti is the Senior Manager of beneficial electrification programs at ICF. Ambika has over eight years of experience as an energy efficiency and beneficial electrification consultant. She specializes in the design and implementation of beneficial electrification programs for electric utilities. Her work includes conducting market assessments, running cost benefit analyses, and developing and executing implementation plans for electric non -road equipment and on -road vehicles. She also has expertise in project management, data analysis, technical research, program reporting. Stacy Noblet is the Vice President of Transportation Electrification and a Senior Fellow with ICF's Climate Center. As an expert in EVs and charging infrastructure, Stacy brings more than 15 years of experience in helping federal agencies, state and local governments, and utilities to plan, design, and implement clean transportation strategies and programs. Her work includes the range of fuels and technologies that make up the clean transportation industry. Stacy supports EV program design and implementation efforts in partnership with electric utilities that include Baltimore Gas & Electric, Atlantic City Electric, Salt River Project, Evergy, and Duquesne Light Company. Chris Watson is the Senior Director of Beneficial Electrification, serving as Senior Portfolio Manager and lead for ICF's Beneficial Electrification program offerings. Chris oversees market potential assessments, cost -benefit analysis, �and implementation of utility electrification programs across the U.S. and 0= Canada. Chris has been with ICF since 2016 and has over 20 years' experience " in the energy, renewables, and energy efficiency sectors. Chris and his teams provide analysis, customer engagement, and implementation for fleet electrification advisory services as well as equipment electrification services for utilities and commercial customers. Chris works with a wide range of established and emerging technologies, OEMs, and Trade Allies to deliver results for utilities and industry in the commercial, industrial, and residential markets. Fleet Electrification Scope of Work and Pricing Section V: Fee Proposal June 14, 2022 ICF has prepared this submission on a Time & Materials basis. ICF's estimate is based on experience in performing similar work for other clients and reflects the results of the detailed analysis of the different activities to be performed under each task and the total estimated number of deliverables (including drafts and final versions) that will be required. This price is what we believe is appropriate to achieve City of Lodi's objectives for this study and deliver all the necessary work products. If ICF's proposed price exceeds the available budget for this project, we are open to discussing how our approach could be modified and price reduced to match the available budget. Additionally, ICF's distribution of hours by labor categories reflects the staffing mix that ICF believes will be most cost effective in completing this work. ICF reserves the right to reallocate hours between labor categories as we see fit to complete the work in the most efficient manner within the overall ceiling. Our proposed period of performance for the resulting award is approximately 8 months, ending March 31, 2023. The final project schedule will be developed jointly between ICF and the City of Lodi after the project is awarded. It is ICF's disclosed accounting practice to recover contract specific Other Direct Costs (ODCs) and travel costs as a direct charge to any specific contract. ICF has proposed a not -to -exceed ODC and travel budget of $2,000. Price Assumptions • ICF assumes that the City of Lodi will provide ICF with fleet inventory data, data on existing charging infrastructure, and data on facilities that will potentially host charging infrastructure. ICF also assumes that LEU will provide ICF with data on electricity billing, meter data, and data on distribution grid capacity. • To estimate the capacity of facilities to accommodate additional load from EV charging, we assume that the City will provide ICF with data on the overall capacity rating of electric panels. If data on the capacity of electric panels is not available, site visits by a licensed electrical contractor may be required to obtain it, however our current approach and pricing assumes that the City does have this data and that site visits will not be necessary. • ICF assumes that its review of electrical capacity to accommodate additional load from EV charging operations will be limited to the top 10 facilities in terms of projected EV charging load. If the City wishes for ICF to evaluate more facilities, ICF is prepared to discuss the appropriate additional budget required to do so. • ICF assumes that all payments will be due within (30) days after receipt of an acceptable invoice. Fleet Electrification Scope of Work and Pricing June 14, 2022 High -Level Budget per Task Task 1: Project Management 45 $10,275 Task 2: Data Collection 50 $6,433 Task 3: Analyze the City Fleet, Characterize Operations, and Develop Electric 125 $11,635 Vehicle Replacement Recommendations Task 4: Develop Recommended Charging Infrastructure Implementation Scenarios 160 $25,680 and Strategies Task 5: Projected Costs and Other Barriers to Fleet Conversion 75 $13,120 Task 6: Develop a Funding and Financing Plan 60 $7,181 Task 7: Develop a Phased Master Plan 70 $12,009 Subtotal 585 $86,332 Other Direct Costs and Travel $2,000 Total Not -to -Exceed $88,332 Fleet Electrification Scope of Work and Pricing Hours per Labor Category June 14, 2022 Project Director $310.02 Project Manager $222.57 Deputy Project Manager $204.79 Analyst II $118.28 Analyst 1 $60.46 Senior Advisor $178.71 10 Subtotal of Labor Cost 20 Not -To -Exceed ODC/Travel 15 Grand Total Not -To -Exceed 5 0 0 0 0 0 2 7 $2,170 30 5 10 15 20 5 15 100 $22,257 10 10 5 60 25 15 15 140 $28,671 0 20 30 85 30 10 30 205 $24,247 0 15 80 0 0 30 0 125 $7,558 0 0 0 0 0 0 8 8 $1,430 45 50 125 160 75 60 70 585 $86,332 $2,000 $88,332 EXHIBIT C NOTE: The City of Lodi is now using the online insurance program PINS Advantage. Once you have been awarded a contract you will receive an email from the City's online insurance program requesting you to forward the email to your insurance provider(s) to submit the required insurance documentation electronically Insurance Requirements for Professional Services Contractor shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Contractor, his agents, representatives, employees or subcontractors MINIMUM SCOPE AND LIMIT OF INSURANCE Coverage shall be at least as broad as: 1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an "occurrence" basis, including products and completed operations, property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit. 2. Automobile Liability: ISO Form Number CA 00 01 or equivalent covering any auto or if Contractor has no owned autos, then hired, and non -owned autos with limit no less than $1,000,000 per accident for bodily injury and property damage. 3. Workers' Compensation: as required by the State of California, with Statutory Limits, and Employer's Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. 4 Professional Liability (Errors and Omissions): Insurance appropriates to the Contractor's profession, with limit no less than $1,000,000 per occurrence or claim Other Insurance Provisions: (a) Additional Named Insured Status The City of Lodi, its elected and appointed boards, commissions, officers, agents, employees, and volunteers are to be included as additional insureds on the CGL and business auto policy with respect to liability arising out of work or operations performed by or on behalf of the Contractor including materials, parts, or equipment furnished in connection with such work or operations General liability coverage can be provided in the form of an endorsement to the Contractor's insurance (at least as broad as ISO Form CG 20 10 11 85 or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 if a later edition is used or equivalent forms. (b) Primary and Non -Contributory Insurance Endorsement The limits of insurance coverage required may be satisfied by a combination of primary and umbrella or excess insurance. For any claims related to this contract, the Contractor's insurance coverage shall be primary coverage at least as broad as ISO CG 20 01 04 13 or equivalent as respects the Entity, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Entity, its officers, officials, employees, or volunteers shall be excess of the Contractor's insurance and shall not contribute with it. (c) Waiver of Subrogation Contractor hereby grants to City of Lodi a waiver of any right to subrogation which any insurer of said Contractor may acquire against the City of Lodi by virtue of the payment of any loss under such insurance. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Lodi has received a waiver of subrogation endorsement from the insurer NOTE: (1) The street address of the CITY OF LODI must be shown along with (a) and (b) and (c) above: 221 West Pine Street, Lodi, California, 95240; (2) The industry standard ACORD form must state, on its face or as an endorsement, a description of the rp oiect that it is insuring (d) Severabihy of Interest Clause The term "insured" is used severally and not collectively, but the inclusion herein of more than one insured shall not operate to increase the limit of the company's liability under the Contractors commercial general liability and business automobile liability policies. (e) Notice of Cancellation or Chane in Coverage Endorsement This policy may not be canceled nor the coverage reduced by the company without 15 days' prior written notice of such cancellation or reduction in coverage to the Risk Manager, City of Lodi, 221 West Pine St., Lodi, CA 95240 Page 1 I of 2 pages t Risk: rev. 3/1/2018 (t) Continuity of Coverage All policies shall be in effect on or before the first day of the Term of this Agreement. Contractor shall furnish a certificate(s) showing that a new or extended policy has been obtained which meets the minimum requirements of this Agreement. Contractor shall provide proof of continuing insurance on at least an annual basis during the Term. If Contractor's insurance lapses or is discontinued for any reason, Contractor shall within 5 days notify the City and immediately obtain replacement insurance Contractor agrees and stipulates that any insurance coverage provided to the City of Lodi shall provide for a claims period following termination of coverage which is at least consistent with the claims period or statutes of limitations found in the California Tort Claims Act (California Government Code Section 810 et seq.). (g) Failure to Comolv If Contractor fails or refuses to obtain and maintain the required insurance, or fails to provide proof of coverage, the City may obtain the insurance Contractor shall reimburse the City for premiums paid, with interest on the premium paid by the City at the maximum allowable legal rate then in effect in California The City shall notify Contractor of such payment of premiums within thirty (30) days of payment stating the amount paid, the name(s) of the insurer(s), and rate of interest. Contractor shall pay such reimbursement and interest on the first (1 st) day of the month following the City's notice Notwithstanding any other provision of this Agreement, if Contractor fails or refuses to obtain or maintain insurance as required by this agreement, or fails to provide proof of insurance, the City may terminate this Agreement upon such breach Upon such termination, Contractor shall immediately cease use of the Site or facilities and commence and diligently pursue the removal of any and all of its personal property from the site or facilities (h) Verification of Coverage Consultant shall furnish the City with a copy of the policy declaration and endorsement page(s), insurance industry ACORD form and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the City before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant's obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. Failure to exercise this right shall not constitute a waiver of the City's right to exercise after the effective date. If required or requested, copies of insurance policies and/or endorsements will be provided, marked "Privileged and Confidential" and also under the condition that the said policies that are provided and marked "Privileged and Confidential" will not become a part of any public record. (i) Self -Insured Retentions Self-insured retentions must be declared to and approved by the City The City may require the Consultant to provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City. (j) Insurance Limits The limits of insurance described herein shall not limit the liability of the Contractor and Contractor's officers, employees, agents, representatives or subcontractors. Contractor's obligation to defend, indemnify and hold the City and its officers, officials, employees, agents and volunteers harmless under the provisions of this paragraph is not limited to or restricted by any requirement in the Agreement for Contractor to procure and maintain a policy of insurance. (k) Claims Made Policies If any of the required policies provide claims -made coverage: 1. The Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work. 2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. 3 If coverage is canceled or non -renewed, and not replaced with another claims -made policy form with a Retroactive Date prior to the contract effective date, the Contractor must purchase "extended reporting" coverage for a minimum of five (5) years after completion of work (1) Subcontractors Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Consultant shall ensure that City is an additional insured on insurance required from subcontractors (m) Qualified Insurer(s) All insurance required by the terms of this Agreement must be provided by insurers licensed to do business in the State of California which are rated at least "A-, VI" by the AM Best Ratings Guide, and which are acceptable to the City. Non -admitted surplus lines carriers may be accepted provided they are included on the most recent list of California eligible surplus lines insurers (LESLI list) and otherwise meet City requirements. Page 2 1 of 2 pages Risk: rev. 3/1/2018 RESOLUTION NO. 2022-173 A RESOLUTION OF THE LODI CITY COUNCIL AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT WITH ICF CONSULTING, LLC, OF SACRAMENTO, FOR FLEET ELECTRIFICATION MASTER PLANNING SERVICES WHEREAS, on March 25, 2022, Lodi Electric Utility (LEU) and Public Works (PW) issued a Request for Proposals (RFP) to develop a comprehensive system -wide assessment of electric vehicle needs for the City and to recommend a strategy for a multi -tiered vehicle purchase and replacement process, inclusive of the facilities and infrastructure required to support those vehicles; and WHEREAS, the RFP was prompted by the need to ensure the City's compliance with the California Air Resources Board (CARB) Advanced Clean Fleets (ACF) Regulation' which takes effect in 2024 as well as ensure the City has a plan in place to prepare itself as California transitions to phase out gas powered vehicles under an Executive Order issued by the Governor2; and WHEREAS, while there are continued discussions surrounding exemptions for emergency -use vehicles and the City does not anticipate a requirement to convert 100% of its fleet to zero -emission under the ACF Regulation, this proposed Fleet Electrification Master Plan (Plan) is intended to evaluate vehicle classes for which electric alternatives are available, the cost of said alternatives, upfront and lifecycle costs, as well as operational challenges and safety as it relates to electric alternatives; and WHEREAS, in response to the RFP, six proposals were received and reviewed by LEU and PW staff and four of the six firms were invited to participate in a selection interview; and WHEREAS, the selection panel, comprised of the PW Director and LEU Director, as well as multiple LEU and PW staff, recommended selection of ICF Consulting, LLC, based on its qualifications and experience, technical competence, approach/understanding of the scope of work, knowledge of CARB's ACF Regulation, as well as cost; and WHEREAS, it is anticipated that ICF Consulting, LLC, will begin work on a Fleet Electrification Master Plan in August, with all work scheduled to be completed by April 2023; and WHEREAS, a draft Plan will be presented and discussed with the City Council at a Shirtsleeve Session, with final Plan adoption to occur shortly thereafter; and WHEREAS, costs for the proposed Plan are allocated based on percentage of fleet to be evaluated by Department in the City. I Requires public: fleets to purchase 50 percent zero emission vehicles beginning in 2024 and 100 percent by 2027 for vehicles with gross, vehicle weight rating greater than 8,500 lbs. a Executive Order N-79-20: 100 percent of in-state sales of new passenger cam/trucks will be zero emission by 2035; 100 percent of medium- and heavy-duty vehicles in the State be zero emission by 2015 for all operations where feasible and by 2035 for drayage trucks; transition to 100 percent zero emission off-road vehicles and equipment by 2035 where feasible. NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby authorize the City Manager to execute a Professional Services Agreement with ICF Consulting, LLC, of Sacramento, California, in an amount not to exceed $88,332; and BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (adopted 11/6/19, Resolution No. 2019-223), the City Attorney is hereby authorized to make minor revisions to the above -referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary. Dated: July 20, 2022 I hereby certify that Resolution No. 2022-173 was passed and adopted by the City Council of the City of Lodi in a regular meeting held July 20, 2022 by the following votes: AYES: COUNCIL MEMBERS — Khan, Kuehne, Nakanishi, and Mayor Chandler NOES: COUNCIL MEMBERS — None ABSENT: COUNCIL MEMBERS — Hothi ABSTAIN: COUNCIL MEMBERS — None OLIVIA NASHED City Clerk 2022-173