Sample_Task_Order_-_Scope_of_Work.docx

SAMPLE TASK ORDER

CONSULTING SERVICES FOR COUNTYWIDE LONGTERM SUSTAINABILITY, ZERO EMISSION FLEET TRANSITION, AND INFRASTRUCTURE PLANNING

I. PURPOSE

The County of Sacramento, Department of General Services is seeking proposals from qualified consultants for a thorough Countywide assessment and analysis of sustainability measures, fleet utilization, parking locations, charging infrastructure and energy demand to support a complete fleet transition to electric and zero emission vehicles. This specific work will be assigned via a task order. The consultant and County of Sacramento will negotiate the scope for the task order. Proposal pricing for this task order shall be based on the fees and rates listed in the consultant's Fee Schedule that was submitted in response to RFP-0345. Actual execution of the task order will be at the sole discretion of the County. Based on findings of the aforementioned assessments the consultant(s) shall then develop a comprehensive and detailed phased implementation plan to meet County sustainability and greenhouse gas reduction goals and applicable Federal, State and local regulations. Plans shall include detailed cost estimates for each phase of implementation encompassing vehicle purchases, charging infrastructure (including fast and/or hyper charging stations), access to electrical capacity, and long-term infrastructure maintenance costs to 2035.

II. INTRODUCTION

III. BACKGROUND

The County of Sacramento, Department of General Services and its Fleet Services Division have a long history of successful environmental and sustainability initiatives. These initiatives are well documented back to 1999 and the County has made many notable achievements since that time.

The County Board of Supervisors adopted the Climate Action Plan – Strategy and Framework Document (CAP) on November 9, 2011, which presented a framework for reducing GHG emissions and an overall strategy to address climate change. Additionally, it provided direction for developing the second phase of the CAP.

The Climate Action Plan – Phase 2B (Draft – pending adoption) was released in Augst 2022. Final Climate Action Plan.pdf (saccounty.gov) The County is preparing a Subsequent Environmental Impact Report (SEIR) to analyze the potential impacts of revisions to the 2022 CAP prior to final adoption.

In December 2020 the Sacramento County Board of Supervisors adopted a resolution declaring a climate emergency and identifying the County’s efforts to mobilize and contribute towards a safe climate.

Since 2015 the Fleet Services Division has purchased zero emissions (including hydrogen fuel cell) and electric vehicles, mostly passenger sedans in the light equipment segment of the fleet. Fleet Services Division has fostered growth of charging infrastructure near its headquarters at the Branch Center complex adjacent to Bradshaw Rd. and in County parking facilities in downtown Sacramento for use by County fleet vehicles, employees and the general public.

In May 2021, Department of General Services signed a memorandum of understanding with the Sacramento Municipal Utility District (SMUD) to be an inaugural participant in SMUD’s eFuel program, and innovative “Charging as a Service” (CaaS) business model to eliminate high upfront capital costs of electrification. Complete evaluation of the County light fleet resulted in three proposed projects near fleet headquarters and a downtown garage EV charger expansion with up to 60% cost covered by Sacramento Municipal Air Quality Management District (SMAQMD) incentives. Final board approval is pending with target completion in 2025. Projects will expand current (18) level II plugs to (42) level II plugs and (2) DCFCs near fleet headquarters and (12) additional Level II chargers downtown.

In January 2024, California Air Resources Board (CARB) – Advanced Clean Fleet (ACF) regulations became effective for public fleets, requiring (generally) 50% of all fleet vehicle purchases over 8,500 gross vehicle weight rating (GVWR) to be CARB certified zero emission or electric.

IV. COUNTY OF SACRAMENTO FLEET OVERVIEW

The County of Sacramento covers an area of 994 square miles serving a population of over 1.5 million. The Department of General Services’ Fleet Services Division is comprised of over 2,700 vehicles, 78% of which are light duty vehicles, 16% medium and heavy-duty vehicles, and 6% offroad equipment.

The County’s fleet is spread across 80+ parking locations throughout the County, with vehicles assigned to approximately 25 county departments, divisions, and districts. Fleet Services is a critical component to the service delivery of the County, as many customer departments provide services related to public health and safety, emergency response, law enforcement, fresh water supply, flood control, and sanitation services. As critical as Fleet Services is to County operations, most vehicles are domiciled at locations throughout the County that are not controlled by Fleet Services. Currently the County’s ability to significantly increase the numbers of electric vehicles in the fleet has been hampered by lack of charging infrastructure at the locations where vehicles park daily.

The total annual vehicle miles traveled (VMT) of the County’s fleet is approximately 22.2 million miles. The total annual fuel consumption for the 2023 calendar year was 3.4 million gallons (includes gallon equivalent of gaseous renewable alternative fuels). Approximately 64% of total fuel consumption from County vehicles in 2023 was renewable, alternative, or highly efficient advanced technology vehicles.

Fleet Services utilizes a robust Fleet Management Information System (FMIS) for asset and maintenance management. Telematics / GPS are installed on approximately 1,200 fleet vehicles. Fleet Services also collects fleet data from additional sources. Fleet data to aid in the assessments requested within this RFP will be available to contracted consultants.

V. CURRENT STATE OF FLEET ELECTRIFICATION

Current electric vehicles in the fleet are:

· 19 Passenger Sedans

· 4 Cargo Vans

· 1 Medium Duty Box Van

· 29 Industrial Trucks, Man Lifts, Off Road or Miscellaneous

The Department of General Services and its Fleet Services Division have an established scheduled fleet vehicle replacement process and draft transportation policy which advocates for all vehicles purchased or leased to be the most environmentally sustainable that are available to suit the intended application. Currently, lack of charging infrastructure where vehicles regularly park throughout the County is the most frequent factor that prevents the purchase of additional electric vehicles.

While the County owns and maintains a good number of chargers, those are generally concentrated at either downtown Sacramento or at Branch Center near Fleet headquarters. Most County vehicles do not return to those general locations to park daily. Not all County facilities will require charging infrastructure for fleet vehicles, as fleet vehicles are not housed at all County locations. However, charging infrastructure for staff or the public at these locations will need to be considered.

The current electric vehicle charging stations in operation at County facilities are listed in the table shown below and continuing onto the next page.

Current Chargers in Operation

DC Fast Charges

Lvl 2 Chargers

TOTAL Existing Chargers

VI. SCOPE OF WORK

A. County Fleet Analysis – Conduct a thorough analysis of the current County fleet on which to base recommendations for zero emissions and electric vehicle replacements. Analysis should include but not be limited to:

1. Utilization

2. Age

3. Fuel Type

4. Fuel Consumption

5. Vehicle Miles Traveled

6. Parking Location

7. Vehicle Class / Type

8. Duty Cycle

9. Operating Radius

10. Analyze medium and heavy classes to understand the necessary specifications, configurations, weight / payload requirements, type of work performed, and auxiliary loads in order to recommend and estimate cost for suitable zero emissions replacement vehicles.

11. Develop recommendations for fleet right sizing or fleet vehicle reductions.

B. Fleet Zero Emission Transition Assessment – Identify the portions of the fleet that have the greatest net GHG reduction benefit and identify other relevant factors to propose a scheduled prioritized vehicle replacement proposal through 2035. Analysis should include but not be limited to:

1. Same items as in A. 1. – 10. Additionally:

2. Total Cost of Ownership (TCO) analysis of existing vehicle classes versus new zero emissions replacements to assist the County in long term budget analysis. TCO should take all factors into account including downtime, labor costs to shuttle equipment for repair, forecast for vehicle residual value, and other factors determined by the consultant to be relevant to a thorough analysis.

3. Suitability assessment of available vehicle models, with emphasis on the medium and heavy fleet considering:

a. Vehicle Specifications and adaptability of current vehicles to ZEV or EV.

b. Body Type

c. Use Type

d. Emergency or Disaster Response capability for prolonged periods.

e. Operating Range accounting for battery degradation over time.

f. Auxiliary Loads

g. Weight Study applicable to California bridge weight regulations and applicable ZEV weight exemptions.

h. Effect on required driver’s license classifications.

i. Chassis Manufacturer assessment for warranty support and long-term service and parts support in the Sacramento region over the lifecycle of the vehicle.

j. Assess and develop recommendations for bundling extended service and battery warranty, battery leasing programs, charging infrastructure, staff training.

k. Other recommendations or fleet best practices for mitigating risk when transitioning to ZEV and EV fleet vehicles.

4. Provide a detailed estimated cost for replacement and transition of all fleet vehicles to ZEV or EV, accounting for the light and heavy portions of the fleet, inflation, market interruptions and other industry trends for each phase and a total cost for the complete transition of the entire County fleet.

C. Regulatory Compliance Assessment– Including but not limited to California Air Resources Board – Advanced Clean Fleet Regulation compliance. Based on consultants’ thorough knowledge and analysis of regulations applicable to the County fleet, make recommendations for compliance based on the following factors:

1. Same items as in B. 1. – 3. Additionally:

2. Analize vehicle ownership – Fleet Rental Pool vs. Individual Department Owned

3. Assess the scheduled vs. milestone methods of CARB -ACF compliance and the cost vs. benefit of each method applied to particular departments that own vehicles within the fleet.

4. Make recommendations and propose a detailed scheduled replacement plan for medium and heavy vehicles subject to CARB-ACF regulations.

5. Provide a detailed estimated cost for replacement vehicles regulated under CARB -ACF, accounting for inflation, market interruptions and other industry trends for each phase and total cost for the complete fleet transition of the medium and heavy fleet.

D. Vehicle / Equipment Procurement Strategy – The County of Sacramento Fleet Services Division has detailed vehicle replacement criteria for each vehicle class in the fleet. Currently, the average fleet age is nearly optimal according to scheduled lifecycles. Fleet Services Division has thorough and detailed vehicle purchase processes. Purchase methods include various strategies depending on the vehicle class, type and specification complexity. Those methods are:

1. Fleet Services, in-house developed and drafted detailed bid specifications, public bidding, evaluation and contract award process.

2. Multi-Year Pricing structure in awarded contracts.

3. State of California DGS contract piggyback purchases.

4. Piggyback purchase on other public agency contracts.

5. Cooperative Contract Purchases.

6. Informal RFQ process for lower cost threshold purchases.

7. Nearly all purchases include thorough project management including: pre-production meetings, in-process inspections, pre-delivery inspections and final in-service inspections.

CARB-ACF compels purchase of available ZEV replacements on the market, however the County has few methods to attract all available vehicle manufacturers to participate in the County’s competitive bid process. This likely will result in the County having much fewer options for purchases and may obligate the County to purchase medium and heavy trucks that do not necessarily represent the best overall value, or potentially to purchase vehicles with less capabilities than otherwise may be available on the open market.

This RFP seeks additional purchase strategies that meet County competitive bid requirements while allowing the County to make the purchases of ZEV and EV that represent the best overall value to the County while meeting climate action goals and applicable regulations.

E. Countywide Charging Infrastructure and Energy Plan – Assess the parking locations utilized by the County fleet, including Fleet headquarters and maintenance facilities, and develop recommendations for the numbers and types of EV charging necessary at each location. Make projections for energy consumption at each location where charging infrastructure is proposed, allowing for future growth, to make recommendations for the electrical capacity that will be needed at each location. Assessment and recommendations should be based on:

1. Vehicle count and types that regularly park at each location.

2. Total Vehicle Miles Traveled (VMT) at each location.

3. Total Fuel Consumption, by fuel type, at each location

4. Conversion of current, and estimated future fuel consumption to anticipate future electrical demand.

5. Account for increased seasonal demand.

6. Account for peak vs. off-peak rate structures and develop strategies for the most efficient and cost-effective EV charging.

7. Provide a detailed estimated cost for each phase of a phased implementation that aligns with, and stays ahead of the purchase of replacement ZEV or EVs that will domicile at each location.

8. Develop or recommend energy use strategies, systems, software or other solutions or to minimize energy costs and manage electrical demands.

9. Provide a long-term maintenance cost assessment and estimate for ongoing subscription costs and to maintain and repair electric vehicle charging infrastructure by location.

10. Make recommendations for project planning and estimating including use of grants and incentives.

11. Make recommendations for dispersing or sharing the cost of charging infrastructure projects among various County divisions and departments.

12. Make recommendations for charging infrastructure projects on leased properties to include structuring of lease agreements, negotiation of leasehold improvements, return on investment (ROI) in relation to remaining duration of lease agreements.

13. Wrap up all facility, maintenance and parking locations in one combined detailed phased implementation plan and total cost estimate accounting for inflation and other industry factors.

14. Assessment of pros and cons of County installing charging for general public use in population centers or underserved DAC.

F. Power Utility Upgrade and Usage Assessment –

1. Conduct site visits at locations determined to need EV charging and to determine feasibility for charging infrastructure.

2. Develop recommendations for the numbers and types of EV chargers, including DC fast charging and / or hyper charging, at respective parking locations based on vehicle use data for vehicles that regularly park at particular sites or that may provide charging for County vehicle charging during business hours.

3. Coordinate with electrical power utility to assess each location for the available electrical capacity that can be dedicated for EV charger installations.

4. Identify the Point-of Service(s) for each charger or array of chargers and identify expected facility infrastructure deficiencies if/where they exist and include potential costs to the County to remedy those deficiencies.

5. Deliver a detailed and comprehensive load profile at the Point-of-Service for each location based on recommended chargers, their anticipated use and expected future use.

6. Assess and make recommendations for vehicle to grid power solutions as a contingency plan for power outages or during periods of high electrical consumption.

7. Assess and make recommendations for the use of grid connected or micro grid solar technology to supplement electrical capacity.

8. Work with electrical power utility to estimate the costs and timeline to deliver the necessary electrical capacity to power proposed EV chargers.

9. Make recommendations for County owned and operated EV charging infrastructure vs. charging as a service (CaaS) or other service models from independent providers with a complete cost analysis of both methods.

10. Based on recommendations, develop project estimates and timelines for installations of EV charging hardware.

11. Identify applicable grants or incentives that may be used to fund the proposed projects, or providers that may fund up front costs in a CaaS business model.

12. Develop a charging strategy, and make recommendations for charge management software, hardware or other management solutions to optimize peak vs off peak or time of use (TOU) rates for EV charging based on vehicle use data and proposed locations to Consultation with SMUD - determine cost and estimated time – develop recommendations to bring necessary electrical capacity to respective maintenance and parking locations.

13. Assess County use of Low Carbon Fuel Standard (LCFS) credits with analysis and cost benefit of the County managing and processing credits vs. allocating credits to CaaS or electrical service providers.

G. Maintenance Facility Improvements and Retrofit – Make recommendations for, or conduct assessments of:

1. Facility retrofits, upgrades, to accommodate maintenance and repair of light, medium and heavy battery electric and zero emissions vehicles. This should include the possibility of use of compressed hydrogen gas / hydrogen fuel cell vehicles.

2. Contingencies for quarantine, storage and repairing damaged light, medium and heavy electric vehicles.

3. Facility improvements related to OSHA safety regulations, based on current and anticipated future safety regulations driven by industry best practices.

4. Make recommendations for maintenance facility site development, including electrical capacity upgrades for EV charging infrastructure to support a complete transition of the medium and heavy fleet to zero emission and electric vehicles.

5. Conduct operational and traffic flow assessments at County maintenance and parking locations for medium and heavy trucks to provide access to EV charging for large vehicles and vehicles with trailers.

6. Future decommissioning of existing fueling stations and underground storage tanks (USTs) and possible conversion of those sites to EV charging facilities. Decomissioning plan should include cost estimates for removal of USTs and environmental cleanup, soil testing and monitoring. Cost estimates should account for inflation and construction costs relevant to the proposed timeline that USTs will be decommissioned.

H. Operational Recommendations – Provide recommendations for the following:

1. Analysis of maintenance and operating costs and other relevant factors for ZEVs vs. conventional petroleum fueled vehicles including the savings, or increased costs, that can be expected after vehicles are transitioned to ZEV or EV.

2. Analysis of required training for technicians, shop supervisors and fleet managers related to conversion of the fleet and the changes in maintenance facilities.

3. Contingency strategies for power outages, extreme weather events, disaster and emergency response.

4. Identify and assess potential funding sources such as grants, incentives or business relationships that may amortize or eliminate up-front costs of charging infrastructure.

I. “As Needed” Analysis and Recommendations - The County of Sacramento has made every effort to provide examples of task orders necessary to provide for a complete analysis of the County fleet and all factors to plan for a complete transition of the fleet to zero emission and electric vehicles. The County wishes to retain an “As Needed” element within the scope of this RFP and any resulting contract(s) to account for changing or emerging technology, analysis of other sustainability efforts alluded to in the Statement of Work, or other unforeseen factors that may be relevant and that may not be specifically identified herein.

J. Final Report and Draft of Consultant Recommendations –

The consultant(s) will prepare a draft report for review and comment by County of Sacramento, Department of General Services (DGS). The draft shall be provided in electronic PDF format to DGS at the time of task assignment. The due date shall be identified in the final contract. Upon DGS review of the draft report, DGS will provide comments and make requests for changes, edits or clarification. Comments received from DGS shall be incorporated into the final report. Upon final review and consent by DGS, the consultant will develop a final report that is suitable in content and format for presentation to the County Board of Supervisors which communicates fleet zero emission transition strategies, a detailed phased implementation plan, cost estimates for each phase and a final summary of total cost. The recommendations and proposed implementation strategy shall directly relate to the County CAP and Climate Emergency Declaration goals and shall ensure compliance with all applicable present and known future regulations. The final report shall be suitable both for an electronic in person or remote presentation and also in hard copy format. This may take the form of separate electronic and print formats.

Specifically, the consultant should develop a final report that:

1. Is organized and communicates a clear message both graphically and with accompanying text.

2. Is easy to read and understand.

3. Explains key implications as they relate to infrastructure, services, policies, programs, partnerships, funding, and recommendations.

4. Details a Phased Implementation Plan and Cost Estimates

5. Provide a greenhouse gas reduction analysis for each implementation phase and total reduction upon full implementation.

The consultant shall provide DGS with appropriate presentation materials for final review and approval of the County Board of Supervisors.

K. Executive Summary/Fact Sheet – Upon completion of the final report, the consultant shall develop a brief executive summary or fact sheet in PDF format which relays all pertinent information in an easy-to-follow format. The summary should be concise and highly graphic, highlighting major assumptions, strategies, and recommendations. Upon final completion, the consultant will be responsible for providing a high-resolution document in PDF format. The consultant shall provide DGS with all data and study products. All meeting summaries and technical analyses should be included as an appendix of the study.