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Agenda 01-20-2026; 8-m - Approval of a Professional Services Agreement with ICF for the Electric Vehicle (EV) Fleet Transition and Charging Infrastructure Study
1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: January 20, 2026 Action Agenda Item No. 8-m SUBJECT: Approval of a Professional Services Agreement with ICF for the Electric Vehicle (EV) Fleet Transition and Charging Infrastructure Study DEPARTMENT: Asset Management Services ATTACHMENT(S): INFORMATION CONTACT: 1. ICF Cost Proposal Connor Wilkins, Asset Management 2. Professional Services Agreement Services Assistant Director, 919-245- 3. ICF Response to RFQ 2689 Alan Dorman, Asset Management Services Director, 919-245-2627 PURPOSE: To review a cost proposal submitted by ICF Incorporated, LLC (ICF) for services related to the completion of the Electric Vehicle (EV) Fleet Transition and Charging Infrastructure Study, and approve and authorize the Manager to sign the Agreement after final review by the County Attorney. BACKGROUND: Orange County has adopted a Climate Action Plan that includes transitioning the County's vehicle fleet to electric vehicles to reduce greenhouse gas emissions. The County operates approximately 439 vehicles and equipment items across multiple departments with varying operational and infrastructure needs. While the County has initiated limited EV adoption, a comprehensive, data-driven strategy is needed to evaluate fleet replacement, lifecycle costs, facility readiness, and charging infrastructure requirements. In the FY 2025-35 Capital Investment Plan (CIP), the Board approved $100,000 for the completion of an EV Fleet Transition and Charging Infrastructure Study. The County issued a request for qualifications (RFQ) for the completion of the study, receiving fifteen (15) responses. Prior to the inclusion of this study into the CIP, the Board approved the installation of EV chargers at three different locations across Orange County. These locations will be included in the study's final report. All fifteen (15) proposals were reviewed by the evaluation committee, consisting of Sustainability Manager Amy Eckberg, Capital Projects Manager Angel Barnes, Asset Management Services Assistant Director Connor Wilkins; and Asset Management Services Director Alan Dorman. ICF was selected based on the strength of its response to the RFQ. ICF submitted a final cost proposal of $99,998. FINANCIAL IMPACT: ICF's proposal for the completion of the EV Fleet Transition and Charging Infrastructure Study, at the cost of $99,998, was funded in the FY 2025-35 CIP. 2 ALIGNMENT WITH STRATEGIC PLAN: This item supports: • GOAL 1: ENVIRONMENTAL PROTECTION AND CLIMATE ACTION OBJECTIVE 2. Invest in our infrastructure to reduce the environmental impact of the County fleet/facilities and improve safety. RECOMMENDATION(S): The Manager recommends that the Board approve the Agreement with ICF and authorize the Manager to sign after final review by the County Attorney. T � 3 f December 23, 2025 Price y` Proposal • No. 367-005463 Professional Consulting Services for an EV Transition Plan & Charging Infrastructure Evaluation for • Submitted to: Submitted by: Orange County ICF Incorporated, L.L.0 Finance&Administrative Services Dept. 1902 Reston Metro Plaza Purchasing Division Reston,VA 20190 306 Revere Road 703.934.3000 '1 C F Hillsborough, NC 27278 Jovana Amaro Janine Egler Purchasing Manager Sr Contracts Administrator finance-purchasing@orangecountync.gov 703.934.3269 janine.egler@icf.com This document includes confidential data that shall not be disclosed outside Orange County and shall not be duplicated,used,or disclosed—in whole or in part—for any purpose other than to evaluate this proposal.If,however,a contract is awarded to this offeror as a result of—or in conjunction with—the submission of these data,Orange County shall have the right to duplicate,use,or disclose the data to the extent provided in the resulting contract.This restriction does not limit Orange County's right to use information contained in these data if it is obtained from another source without restriction.The data subject to this restriction are contained in this volume and its appendices and attachments.Information and records submitted to Orange County are governed by the N.C.Public Records Act,as set forth in N.C.General Statutes 132-1,et.seq. 4 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Table of Contents PricingProposal ................................................................................................................. 1 TeamOrganization..........................................................................................................................................1 Scopeof Work.................................................................................................................................................2 Task 1. Fleet Evaluation and Transition Strategy..............................................................................2 Task 2. EV Charging Infrastructure Planning &Electricity Grid Impacts...........................................8 Task 3. Fleet Vehicle Purchasing Policy Recommendation ............................................................13 Task 4. Final Fleet EV Transition Report and Presentations...........................................................14 Schedule........................................................................................................................................................14 1902 Reston Metro Plaza, Reston,VA 20190 USA +1.703.934.3000 +1.703.934.3740 fax icf.com i 5 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Pricing Proposal ICF Incorporated, LLC (ICF) has prepared the proposed budget on a Firm Fixed Price, Not-to-Exceed basis, as shown in Exhibit 1 for Orange County(the County) 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 the County'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 the 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. Exhibit 1. ICFs Proposal Pricing Submittal Form COST OF TASK TO COMPLETION TASK DESCRIPTION ICF Incorporated,L.L.C. Task 1.1. Fleet Inventory $7,829 Task 1.2. EV Transition Strategy $15,657 Task 2. EV Charging Infrastructure Planning&Electricity Grid Impacts $46,185 Task 3. Fleet Vehicle Purchasing Policy Recommendation $12,257 Task 4. Final Fleet EV Transition Report and Presentations $18,069 Total Proposed Firm Fixed Price(Not-to-Exceed) $99,998 Total Proposed Firm Fixed Price in Words: Ninety-nine thousand, nine hundred and ninety-eight dollars General Information Period of Performance The proposed period of performance is six months, starting on January 1s1, 2026, and ending on June 30th, 2026. Contract Type ICF has prepared this submission on a firm fixed price basis. Validity Period ICF's proposal remains valid for a period of 90 days from the official due date of the solicitation. ICF retains the right to review its submission and to extend its offer or to revise its proposal at the end of the 90-day period. Acceptance Criteria One review cycle will be provided for all deliverables. Each review cycle will proceed as follows:The designated Contracting Officer's Representative(COR)will review deliverables for accuracy and completeness and provide consolidated comments to ICF within 5 business days after receipt. ICF shall make all necessary changes within 5 business days and resubmit the final deliverables. If no changes and/or comments are received from the COR within the initial specified 5 business days, the deliverables will be deemed accepted. Invoicing/Payment ICF will invoice upon completion of project tasks. Payment terms are net thirty(30)days from invoice. Remittance ICF requests the following financial institution to be designated for wire receipt of ACH payments. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal ® Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 ®'C F Price Proposal December 23,2025 FundsElectronic • • • ICF Incorporated, L.L.C. • ICF Consulting Group, Inc. Reston,VA PNC Bank 800 17th Street NW Washington, DC 20006 031207607 • 80-2637-4453 Company Information ICF Incorporated, L.L.C. 111111RUP M11 • 07-264-8579 • • QHBLBNKKV4U3 CAGE Code 5M571 EIN 95-2565362 wn Large Business 72 Price Narrative and Assumptions ICF's proposal is predicated on the following additional assumptions and clarifications.These items are intended to help the County understand how ICF's solution, timing, resources, roles, and responsibilities formed the parameters of our estimates.Although these assumptions and clarifications frame our proposal response, it is ICF's practice to partner with our customers and resolve issues promptly, and in a manner that is beneficial to both parties.We welcome the opportunity to work with the County to address any questions or concerns that may arise before,during, or after the delivery of our proposed services. • ICF assumes the proposal shall be incorporated into a contract resultant from this RFP. • ICF assumes only one review cycle for each deliverable, giving up to 5 business days to the County to provide comments. • ICF assumes that the initial data request will be completed by the County in as complete a manner as possible within 10 business days of ICF submitting the data request. Further delay shall lead to a later deadline for all tasks. • ICF assumes that the County shall provide the locations of each vehicle within one month of ICF submitting the initial data request. Further delay shall lead to a later deadline for Tasks 2-4. • The County is responsible for connecting the ICF team with points of contact at the two utilities in Orange County(Duke Energy Progress and Piedmont Electric Cooperative) by the second month of the project in order to enable communication about site-level electrical capacity. If contact cannot be made, ICF to assume that feeder capacity is available at all sites with need for new utility transformers at each site. • All project deliverables will be provided in an electronic format, Microsoft Office Suite or PDF, unless agreed upon by the ICF and the County project manager. • If a delivery date falls on a non-working day, the delivery date will be the following business day. • All days are presumed to be"business days"unless otherwise specified. • The County is responsible for assigning a single point of contact, the Contracting Officer's Technical Representative (COTR),who will consolidate and reconcile all the County comments, revisions, and Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 7 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 feedback on all deliverables, resolve any conflicts on the deliverables, and transmit the feedback in writing to ICF. • Estimated firm fixed price is based on ICF's understanding of the information presented in the statement of work(SOW).Any changes in project requirements may result in changes to price. • A substantive change of more than 10%of the deliverable content may result in a change to the project scope and costs. If the actual percentage of revisions is greater than the 10%we have estimated for this effort, it may result in additional cost to the government and additional time to complete the project. Accordingly, ICF reserves the right to request an adjustment to the price and/or schedule. • Changes to previously accepted deliverables, content, or design elements affect price and schedule. Changes requested later in the development cycle generally have a greater impact on price and schedule than changes requested earlier. Therefore,each change will be documented and agreed to, and the appropriate adjustments to the schedule and price will be made. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 3 8 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Team Organization ICF has assembled a team with the expertise and experience necessary to fulfill the ambitious scope of this project. Our proven track record in fleet electrification for local, regional, and state governments, as well as utilities, demonstrates our capability. From day one, our staff will bring best practices, methods, and tools, along with a detailed understanding of technology readiness, electrification opportunities, EV infrastructure planning, fleet management and standards. Our team's expertise and past performance ensure we can develop a robust EV Transition & Infrastructure Plan, accelerating municipal fleet EV adoption, meeting the County's environmental, climate and fiscal goals, and maximizing benefits for its community members. We have assembled a team of experts backed by a deep bench of analysts and engineers, which will allow us to effectively scale our resources to meet evolving project demands. In formulating the team structure for this proposal, we have aligned our resources with all the requirements of the County's scope of services. We believe that the successful execution of this project requires: • An accomplished leadership team possessing a comprehensive understanding of fleet electrification and infrastructure planning with the capacity to navigate multiple concurrent tasks involving complex analyses • The competence to work autonomously while maintaining a firm grasp on how specific tasks interconnect with the broader project scope and ultimately contribute to the final roadmap A comprehensive organization chart is available in Exhibit 2, and staff biographies are detailed in the team member qualifications section. Resumes for each staff member can be provided upon request. Exhibit 2. Proposed organization chart of the ICF team. ORANGE COUNTY NORTH CAROLINA Project Manager Project Director Stephanie Kong -------- Stacy Noblet Sam Pournazeri �-� •- Duncan Crowley JeffAng-Olson Task 1.Fleet Task 2.Fleet Task 3.EV Charging 1aSk4.l-leMTeiWcre Task 5. Evaluation and Transition Infrastructure Purchasing Policy Final Fleet EV Right-Sizing Report Lead Lead Lead Lead Lead Ramon Molina Garcia Stephanie Kong Duncan Crowley Matt Bradley Stephanie Kong Theodora Konstantinou Ambika Coletti Ernie Robertson Fang Yan Duncan Crowley Support Support Support Support Support Mahnum Khan Ramon Molina Garcia Max Kaffel Mahnum Khan Mahnum Khan Carolina Arriaga Duncan Crowley Farinoush Sharifi Hong Yang Carolina Arriaga Mahnum Khan Theodora Konstantinou Ramon Molina Garcia Carolina Arriaga Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 1 9 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Scope of Work The ICF team will develop a fleet transition plan for the County's vehicles, focusing on zero-emission replacements tailored to each department's needs. While EVs will be prioritized, other low-emission options may also be considered. The assessment will cover fleet requirements, available vehicle options, and necessary charging infrastructure. Below is our detailed work plan based on the Scope of Services. Task 1. Fleet Evaluation and Transition Strategy 1.1 Fleet Evaluation: First, the ICF team works with the County's fleet manager and designated personnel to gather current fleet data through FASTER on the 439 existing vehicles within the fleet. FASTER data will be gathered and processed, and supplementary information will also be collected, including: Vehicle Characteristics • Vehicle type (e.g., box, utility) • Current odometer reading • Vehicle fuel type • Current fuel costs • Make, model, model year • Current maintenance costs • In-service year • Estimated service life • Average and maximum daily mileage • Operating radius • Payload • Specialty use cases • Fleet operation logistics • Vehicle replacement schedule The ICF team has strong expertise with FASTER, particularly from our fleet electrification project with the City of Wilmington. Additionally, to the extent available, the ICF team will work with County staff to collect data on the vehicle dwelling sites: Site or Depot • • • Current parking location and ownership • Information on any existing/planned electrical (leased/owned) upgrades • Layout of the depot (AutoCAD) • Current fueling site (if any existing ZEV infrastructure) • Electrical capacity • Maintenance practice • Last 12 months of utility billing and usage data • Single line diagrams M4 We understand there are vehicles with telematics data that will be available to the project team. Telematics systems collect detailed fleet and vehicle operation information, vital for 1=4 understanding specific duty cycles (e.g., daily mileage, idling hours, use of PTOs, dwelling i3ll time), real-world energy consumption (e.g., miles per gallon or kilowatt-hours [kWh]/mile), driving patterns (e.g., acceleration, deceleration, speed-time trace), and engine operational characteristics (e.g., maximum torque, engine rpm, and power). Once data becomes available, the ICF team typically conducts an analysis of the telematics data to extract essential information required for determining the most cost-effective EV replacement and to inform the EV charging infrastructure planning in the following tasks. Depending on data granularity, we aim to extract information such as daily mileage, real-world fuel economy, EV equivalent energy consumption (i.e., how much energy an equivalent EV would consume for the same type of operation), and vehicle dwelling time and locations. The ICF team leverages the telematics data for vehicles which have it to gain insights and prioritize the specific duty cycles that are most appropriate for transitioning to EVs. Although it may only represent a subset of the Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 10 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2021. County fleet, this data can provide valuable insights into typical operations of various department vehicles within the County fleet. In addition to FASTER data collection and processing, the ICF team will conduct up to three interviews with County departments to further collect information on fleet operations and obtain insights into the typical range of operating conditions for the vehicles, which may not be available or obvious within the data provided, and to better understand future fleet needs. The ICF team uses time in these interviews to develop a comprehensive understanding of the real and perceived barriers to electrifying County fleet vehicles, existing plans or experience with EV fleet transition, distinct challenges departments are facing, and the operation of any specialty vehicles. The data solicited and information collected from interviews with the fleet managers and/or drivers on future fleet needs is used to create an initial, business-as-usual vehicle replacement schedule. The ICF team is set to use the available vehicle replacement schedule and capital budget to construct an actionable vehicle replacement plan which meets the County's goals of full EV adoption by 2035 as technology permits. We understand the cyclical nature of the government fleets vehicle replacements, typically taking place every 7 to 10 years, as orchestrated through their fleet capital plans and contingent on vehicle availability. The ICF team will leverage information collected from the County and combined with our expertise on fleet vehicle turnover algorithms (based on vehicle purchase cost, maintenance cost, and condition) to determine the most appropriate vehicle replacement schedule for existing vehicles. For medium and heavy-duty vehicles, ICF collects a variety of operational and usage-related requirements needed to provide tailored recommendations for ZEV which will satisfy existing fleet needs. This includes details like payload or towing capacity, truck configuration (box, stake-bed, tractor, bucket, etc.), auxiliary loads and specialty applications. These criteria can later be used to filter our proprietary EV Model library to find vehicles which meet the specific requirements of the fleet. Rightsizing: Once the fleet data has been gathered, the ICF team will initiate a fleet rightsizing analysis to identify opportunities where each department could potentially streamline its fleet by maximizing vehicle use while maintaining operational integrity. Our initial step will involve collaborating with the County to establish utilization thresholds for vehicles or vehicle groups, such as the minimum number of miles driven, or hours operated (per day, month, or year)that justifies a vehicle's presence in the fleet. While setting these thresholds, we will factor in a safety margin and a redundancy level to account for potential equipment failure. We will also consider emergency scenarios where, regardless of utilization rates, certain vehicles must be readily available for remedial action. After determining the minimum threshold, the ICF team will calculate the current utilization for each of the vehicles in the fleet, factoring in their usage duration and mileage. Once the existing vehicles' utilization rates are identified, the ICF team will pinpoint over-or underutilized vehicles by comparing their current utilization rate to their utilization threshold. In this process, we will also consider if these vehicles are operating in various locations and during different shifts. For instance, if a vehicle dedicated to Facility A is underutilized, we will examine if another similar vehicle from the same facility could cover its operation and be shared among multiple drivers. In another scenario, for an underutilized vehicle, we will investigate whether there are overlapping shifts and opportunities to adjust the existing work schedule, allowing one vehicle to replace two or more. We will also leverage the insights from this review to also identify whether a motor pool or similar car-sharing options could be feasible and beneficial. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 11 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 1.2 EV Replacement Recommendation: Leveraging outcomes of �� r u I _I fleet rightsizing analysis as well as other information collected on the U \l, fleet vehicles, ICF will employ our in-house fleet assessment model Charged by?ll (also known as PowerGuide Analytics)to analyze the County's fleets, characterize their operations, and develop tailored recommendations for the transition of fleet vehicles to EVs (Exhibit 3). ICF's PowerGuide is a robust tool, developed and refined over time for use with multiple municipal and fleet clients. Originally developed for our partnership with our extensive utility programs, ICF has continued to improve the tool and the supporting data embedded in the model to assist almost 200 clients, including more than 100 municipalities, as they developed plans for transitioning their vehicles, including their specialty vehicles, to EVs. Included in the PowerGuide Analytics is a comprehensive database of over 600 EV models comprising BEV and PHEV options for light-duty and MD/HD vehicles. This extensive database enables the ICF team to deliver highly customized fleet transition recommendations. By using this unique database, the ICF team will conduct an overview of currently available and forthcoming BEVs and PHEVs that could potentially replace the vehicle types currently used by the County. The ICF team also has a separate database for fuel cell EVs which it will use for vehicles where cost-effective EV options might not be available. ICF's EV model library is updated monthly to capture the latest EV models available and changes to equipment attributes and pricing. Exhibit 3. ICFs PowerGuide Analytics Fleet Transition Modeling Process CALCULATIONS OUTPUTS Existing Baseline Fleet Total Cost of Ownership EV Acquisition Recommendations (TCO)Comparison (TCO and GHG Impacts) • Your Fleet Vehicle and • Vehicle Capital Costs • Summary Presentation Usage Data • Annual Fuel Costs • Detailed Report • Our Assumptions to Help • Annual Maintenance Costs • Excel Supplement Fill in Data Gaps • Charging Infrastructure • Hardware Costs • Charging Infrastructure Installation Costs • Potential EV or EVSE Grants Our 500+EV Madel Library Using the PowerGuide Analytics, the ICF team will deliver key recommendations at a vehicle-by-vehicle level and a fleet level. Outputs of the model will include the following: • Recommended zero emission technologies (battery electric, plug-in hybrid, and fuel cell vehicles) • Recommended EV replacement makes and models .. • Total cost of ownership (TCO), including the upfront y and lifecycle vehicle costs • Identification of vehicle types that are least viable for conversion1 • Recommended replacement years • A fleetwide phased vehicle replacement schedule Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 4 12 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 • Estimated GHG emissions reductions from EV replacements • Recommended charger types (e.g., Level 2, DCFC) When determining the recommended vehicle replacement schedule, we typically start with simple cost- effective replacements while also staying mindful of the complexity and difficulty associated with replacing certain use cases due to insufficient alternatives, operational challenges, unreliable technology, safety, excessive costs, or other identified reasons. For vehicles without currently available EV replacements, the ICF team will provide insights on the potential future availability as well as detailed descriptions of why no recommendation is provided in this project. Additionally, for vehicles where an EV replacement is not recommended due to either excessive cost or lack of technology availability, the ICF team will provide recommendations for other alternative vehicles and fuels as a replacement phase. This recommendation will take into account the availability of alternative vehicles and fuels in the Hillsborough area, considering the operational needs and siting of that vehicle. Suitability and Operations: In working with the County to find ZEV options which can replace all of the vehicles in the fleet, ICF employs a collaborative suitability assessment process to identify appropriate vehicle models which can meet the existing County operations. Using the proprietary EV Model Library in PowerGuide Analytics, ICF first filters by vehicle options which meet the existing vehicle specifications collected from the County. This is typically a trivial process for light-duty vehicles but incorporates many criteria for medium and heavy-duty vehicles such as: • Vehicle body type • Daily mileage • Maximum operating range • Auxiliary power loads • Towing/hauling capacity • Use case ICF will evaluate manufacturer warranties and support for long-term service when recommending vehicle options. Additionally, ICF will suggest plans for on-site vehicle repair, maintenance, and replacement, detailing required resources (e.g., tools and equipment) and staffing (e.g., training and certificates) for the Operations Center Fleet Maintenance Facility. We will identify and recommend the necessary modifications of current procedures to meet the needs of EVs. This evaluation will cover a range of considerations, including updates to equipment, adjustments to the layout, enhancements to safety measures, and other relevant factors, ensuring that the facilities are fully prepared to accommodate the unique requirements of EVs. Based on barriers and priorities identified through conversation with County staff, ICF will offer further recommendations to the County, including best practices for risk mitigation during EV adoption. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 5 13 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Total Cost of Ownership (TCO)Analysis: ICF's PowerGuide Analytics also provides us with the capability to estimate the total cost of owning and operating each replacement vehicle, including upfront and lifecycle costs as well as the capital and installation cost of EV charging infrastructure. The cost data embedded in the PowerGuide is informed by available cost data from manufacturers (both vehicles and charging manufacturers), dealerships, and the data collected from the municipality fleets across the country. This TCO analysis, as shown in Exhibit 4, will compare the differences in TCO over the service life of each vehicle between EV replacements and a scenario where the County only replace their vehicles with ICE vehicles. The ICF team will estimate TCO on a vehicle-by-vehicle basis and will consolidate these vehicle-level estimates into fleet-level transition cost estimates. On top of this, we add in estimates of additional costs like downtime, labor costs to shuttle equipment for repair and a comparison of residual value to provide critical data that the County needs to plan its budget into the future. The team will provide high-level estimates and recommendations on the end-of-life salvage and disposal of EVs and their batteries, compared to ICE vehicles. PowerGuide does not restrict evaluating TCO under the traditional ownership model, but it can also assess TCO under various alternative ownership arrangements, including financing and leasing. This model flexibility allows us to determine cost implications under different scenarios, providing a broader perspective on the economic feasibility of the transition. The project team will leverage this data, examining challenges and opportunities associated with each ownership model. By considering each department's unique operational needs, budget constraints, and strategic objectives, we will provide informed recommendations on the types of ownership models the County could use for a seamless, cost-effective transition to EVs. Environmental Impacts: In addition to the TCO, the ICF team will conduct a lifecycle assessment accounting for emissions from electricity as well Exhibit 4. Example of TCO Analysis as liquid fuel production and distribution. ICF's $14,000,000 PowerGuide can evaluate the GHG emissions reduction potential from the County's electric $12,000,000 fleet. Our approach is based on lifecycle GHG ' emission factors from Argonne National $10,000,000 $1,633,11 57 Laboratory's Alternative Fuel Life-Cycle $1,859,015 \ $1,427,580 Environmental and Economic Transportation $8,000,000 $1,166,594 (AFLEET)tool and data from EPA's Emissions 647 452 and Generation Resource Integrated Database $6,000,000 $2,697,017 - (eGRID)to account for electricity carbon intensity variation at the regional level. An $4,000,000 example of GHG analysis for a fleet ICF has $2,000,000 worked with in the past is shown in Exhibit 5 below. $(1,422,760) $(2,000,000) ICE Replacements EV Replacements ■Rebates and Incentives ■Make Ready and Facility/Utility Costs Charging Infrastructure Installation Charging Infrastructure Hardware NPV Maintenance Costs NPV Fuel Costs ■Capital Cost Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 6 14 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Exhibit 5. Sample Fleet GHG Emissions Reduction Impact Analysis Based on our analysis,converting your vehicles toEVsis Over 30 years,those estimated CO2 estimated to producethe following impacts: reductions equate to: ,,.�-� 19,830 � energy f2o230�Ames' �` year, metric tons(MT)of CO2 eliminated over 29 years Cumulative Fleet Greenhouse Gas Emissions switching 753,522 25,000 = incandescent lamps to LEDs,or: 20,000 `o 15,000 '/Z% recycling X74 tons of f 10,000 <�L waste instead of landfilling it,or: 0 x 5,000- planting 3 27,187 pL� a .0 01 Qry°y F$' O,y9 Ooh op 010' 'p pb� oa`' po-1 �Po' trees. ,y 'Y 'l• 'Y '1• `� M1 N 'b 'L ,y ti ti ti ry ICE Emissions Recommended EV Replacement Emissions Task 1 Deliverables • A worksheet detailing the inventory of the existing Orange County fleet. (Task 1.1) • A memo summarizing the results of suitability assessment, EV alternatives recommendations, TCO analysis for EV replacement, and GHG impact analysis.(Task 1.2) • An interactive worksheet including the detailed vehicle replacement recommendations, TCO and timelines (Task 1.2) Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 7 15 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Task 2. EV Charging Infrastructure Planning & Electricity Grid Impacts Charging Infrastructure Assessment: Using our fleet PowerGuide Charge modeling results and recommendations developed with g \lo PowerGuide Analytics, we will identify sites that will Powered by— _ �� require new or upgraded charging infrastructure, CF including the number, types, and power level of EVSE. This assessment will be conducted using our PowerGuide CHARGE tool, which is specifically designed to evaluate the charging energy and power requirements at each site where EV replacements are recommended and where EV operation is concentrated. The algorithms embedded in the tool analyze expected vehicle operations at each site and compare them with critical information on the EVs to accurately estimate daily charging needs. Key factors considered include the vehicles' energy efficiency, daily mileage or operation hours, battery capacity, maximum power acceptance rates, and available charging time. Based on the anticipated operating conditions and constraints at each site, the PowerGuide CHARGE tool will provide tailored recommendations for specific charger types and power levels, ensuring that these are optimized on a vehicle-by-vehicle basis. Several outputs from our fleet assessment are key inputs for developing charging infrastructure, including the following: Which existing vehicles are recommended for replacement with EVs and what types they are How much energy and power each EV will need to charge, as a function of: ✓ Average daily energy consumption (in kWh) – based of daily VMT ✓ Vehicle battery energy capacity (in kWh) ✓ The duration of time each vehicle has to charge between shifts and operations ✓ The maximum power acceptance rate for each vehicle (in kW) Where EV replacements will dwell Seasonal variation in daily VMT–we want to plan for the worst case while balancing the cost of over installing based on a rare occurrence Whether or not smart/networked charging is desired Whether or not the fleet will use a charging management system To determine the location of chargers, the PowerGuide CHARGE tool uses information on vehicle dwell time, driving routes, parking locations, and the operational characteristics. Fleet vehicles do not necessarily need to be charged at the locations where they are being parked. Similarly, depending on co-locations, charging infrastructure may be considered at sites that multiple department fleets could share. Using this information, the ICF team will develop a baseline charging infrastructure implementation scenario with rollout schedule that projects the following information: The projected number of chargers needed at each site to support the EV replacements over the next 15 years The recommended locations of EV charging infrastructure The recommended type (e.g., Level 1, Level 2, DCFC) and power level (in kW) of chargers for each vehicle type The overall power need associated with charging infrastructure at each site Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 16 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Charging Infrastructure Optimization: One of the key features that sets ICF's PowerGuide Charge tool apart from other charging infrastructure models in the market is its embedded optimization algorithms. These algorithms enable the County to optimize the number of chargers b increasing the vehicle-to-plug V2P ratio while w thisscenario,each vehicle is paired g y � g p g ( ) with a dedicated charging plug,ensuring maintaining the resilience of both charging and fleet operations. that every vehicle has its designated Following the development of the baseline charging infrastructure charging port. needs scenario (assuming 1:1 V21P), PowerGuide Charge uses its optimization algorithm to develop an optimized charging infrastructure Optimized V2P Ratio Scenario needs scenario. This involves determining the most appropriate V2P ratio for each facility and groups of vehicles and assessing the feasibility of smart/scheduled charging. This approach implies using fewer charging stations to service a greater number of EVs, leading to significant cost savings. It reduces the upfront investment in charging infrastructure and minimizes ongoing operational and maintenance expenses. Moreover, this efficient use of resources is particularly •optimized V2P ratio beneficial in conserving space, a crucial aspect in urban or densely •Multiple vehicles share a port populated areas. The ICF team will carefully review the This scenario aims to optimize the number recommendations provided by its PowerGuide Charge tool to identify port iciess ale p capable ofsharied b gadjusting charging gi he the highest feasible V2P ratios that can be achieved while ensuring vehicle-to-plug ratio to ensure efficient use reliability and successful daily operations of the fleet. ICF will also of infrastructure while still meeting each investigate the effects of peak and off-peak pricing on the proposed vehicle's duty cycle, charging plan —when in some cases it may make sense to make operational changes to allow for cheaper charging. In other cases, we may recommend scheduled charging at night which fits with existing operations but starts after midnight when peak rates have reduced. In determining the charging infrastructure needed for each location, the ICF team will also plan for future growth and expansion by considering the scalability of the chosen charging station configurations. Our team will anticipate the potential increase in the County's EV fleet and ensure the selected charging stations can accommodate the additional demand. This may involve allocating additional space and electrical capacity for future installations. By proactively considering scalability, the ICF team will ensure the charging infrastructure can easily adapt and scale up to meet the growing needs of the County's EV fleet. Charging Infrastructure Rollout Schedule &Cost: To advise County departments on expectations for charging infrastructure development, the ICF team will develop a rollout timeline and cost estimates for the proposed charging infrastructure for each of the County's 28 sites. Depending on circumstances, the lead time for charging infrastructure development can be significantly longer than the lead time for vehicle procurement. Due to this, a well-laid-out electrification timeline that includes both vehicle procurement and infrastructure development is critical to minimizing time for implementation. In developing these schedules, the ICF team will ensure there will be sufficient electrical capacity available to support expected EV deployment, and the County can spread the cost over time to facilitate funding the infrastructure build out. In developing the schedule, the ICF team will consider the upfront utility upgrade and site preparation investments needed during the initial phase, known as futureproofing, to ensure sufficient electrical capacity will be available within each facility to expand charging equipment in future years without the need for additional construction. For example, if a facility needs a total of 10 chargers by 2030, it is more cost- effective to build such capacity during the initial phase, while the charging equipment can be installed over multiple phases. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 17 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 In this task, ICF will also evaluate a variety of options for EV charging infrastructure implementation and conduct a comprehensive cost estimate of EV charging equipment and installation. Cost components to be factored into the analysis can be split into capital, and operating costs. Key capital costs include the following: • Charging infrastructure hardware (materials cost) and installation • Software • Distribution grid equipment and infrastructure upgrades • Make-ready costs Operating costs are also critical to determining the business case of deploying EV charging infrastructure and include the following: • Cost of electricity based on rate tariffs used • Demand charges • Charger networking costs • Charger data contract costs All capital and operating costs are crucial factors in determining the business case of charging infrastructure. ICF will estimate capital costs across each infrastructure development scenario, as well as the ranges of possible operating costs associated with each scenario. ICF will also develop cost estimates by location for each phase of infrastructure implementation across the entire charging infrastructure development timeline. This timeline shall align with and stays ahead of the purchase of replacement ZEV that will park at each location. A key factor that can influence the incentives and grants available to the County is whether the installed chargers are accessible to the public. ICF will outline the pros and cons of making certain chargers publicly accessible in exchange for substantial incentive funding, which can often cover the full installation cost. Additionally, we will identify incentives available to the County even without public access to chargers, though these opportunities are less common and more competitive. Importantly, we will also provide a cost assessment for the maintenance of EV chargers over the fleet's lifetime. Having worked with over 100 municipalities across the country on their electrification plans, ICF brings a wealth of experience in implementing best practices for sharing the costs of EV infrastructure across departments. We will leverage successful strategies from various municipalities to ensure equitable cost distribution while streamlining the procurement and installation process. Utility-side Electrical Infrastructure Assessment: Once the team has determined the number, types, output power levels, and locations of chargers to be deployed, we will review the capacity of the County'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 identify potential utility distribution electrical infrastructure impacts, our team will first coordinate with Duke Energy & Piedmont Electric Coop to review data that they already have on the capacity of existing distribution grid infrastructure. Our existing relationship with Duke Energy and experience working with coops like Piedmont Electric will help streamline the data collection process to answer the following questions: • How large is the electrical service from the utility for each relevant facility? • How much electrical current is each facility consuming at existing peak power demand levels? • How much electrical capacity is remaining on the utility-side of the meter at existing peak power demand? • How much electrical capacity remains on the County's facility side of the meter? Responses to these questions will help us gather the needed data to conduct the electrical capacity analysis at each facility and to determine any potential impacts to the electric grid. With an understanding of Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 18 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 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 to determine whether each facility has sufficient utility-side capacity to accommodate chargers or if upgrades may be necessary. For priority facilities, ICF will gather data to understand the size and location of transformers, amount of existing capacity on them, as well as any practical challenges related to charger installation like long trenching distances or insufficient parking near existing transformers. This effort with the utility will be used to update the charger installation timeline to include necessary upgrades on the part of the utility and incorporate that effort into the lead time for each site. It will also be used to update the cost estimates for each site with utility-specific information on the costs of the typical upgrades which we already have in our pricing model. These price estimates are based on industry experience and work with various utilities across the country but can be further refined to take advantage of cost data provided by Duke Energy Progress & Piedmont Electric Coop in order to ensure they align with what will be required of the County. Facility-side Electrical Infrastructure Assessment: After completing the distribution grid capacity analysis, the ICF team will assess the existing electrical infrastructure at each of County facilities for its ability to support the proposed EV charging infrastructure. This evaluation will determine if the current infrastructure is adequate or if upgrades, such as panel upgrades or the installation of step-up/down transformers, are necessary. Should an upgrade be deemed necessary, the ICF team will document this requirement and proceed to evaluate the associated costs, ensuring a comprehensive understanding of the investment required. Additionally, the ICF team will explore the costs related to preparing each facility for the deployment of charging infrastructure, covering a broad spectrum of components crucial for the site's overall readiness, including: • Point-of-Service: Identifying which point-of-service chargers will connect to in order to identify the deficiencies in existing infrastructure for both County and utility infrastructure. • Panel and Service Boards: Estimating costs for upgrading or installing new electrical panels and service boards to accommodate additional loads. • Step-up/Step-down Transformers: Evaluating the costs for installing transformers that are essential for converting electrical power from one voltage to another(to serve both Level 2 and DCFC chargers)—these transformers are crucial in scenarios where a switch between 208 volts (V) to 480 V or vice versa is needed to match the power requirements of the EV charging stations with the facility's existing electrical infrastructure. • Meters: Assessing the need and costs for new or upgraded metering systems to monitor electricity usage. • Conduit and Cable: Calculating the expenses for necessary conduit and cable installations to connect the charging stations. • Trenching: Determining the costs for trenching work required to lay down electrical lines underground. • Bollards: Evaluating the expenses for installing bollards to protect charging stations from accidental vehicular damage. • EV Signage and Striping: Assessing the costs for necessary signage and striping in parking areas to designate EV charging spots. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 19 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 • Charge Management: Recommending solutions for charge management software and hardware to maximize the amount of charging done on off-peak rates and reduce peak rate charging costs. • Permits: Estimating a high-level cost for obtaining any required permits for the installation and operation of charging stations. • Labor and Installation: Estimating the labor costs and expenses related to the installation of the entire charging infrastructure. • Load Profile: Providing an estimated load profile for the chargers being proposed for each Point- of-Service based on the projected use in alignment with our proposed vehicle procurement schedule. • Vehicle to Grid: Evaluate options for taking advantage of the large network of electric vehicles as a backup power solution during outages or periods of high-power consumption. Upon completing the evaluations, the ICF team will compile and consolidate all the associated costs for each facility that has been assessed. A simplified illustration of our methodology to electrical infrastructure assessment is shown in Exhibit 6. Exhibit 6. ICFs Process for Site-Level and Utility-Level Infrastructure Needs Assessment Number and Step-DownlUp Infrastructure Fleet V2P Type of EV Transformer Needs Transition d Ratio Charging Q Charging Assessment Plan ©ptimizatian Infrastructure Load 0 Panel (208V vs.480V) Upgrade QDER and VGI Existing ®Switchgear Facility Circuit Loads Available Size Electrical d dCapacity on Panel Size Transformer Infrastructure (Amperagel Existing Panel 0 Upgrade Voltage) ft Service Line Extension New Meter MAvailable Meter and Utility Grid Billing Data Conduit and ■■■■ Distribution © d Headroom Cable Length 0 Capacity f Capacity Trenching Size Capaand Materials Labor and Cost r Site ® JJk Facility Layout Preparation � Charger Layout Plan and _ Site Engineering Design Moreover, our team can also assess and recommend solutions for integrating solar power and battery energy storage based on the peak EV charging load at each facility. Solar power system costs are generally calculated on a per-watt basis, while battery storage costs are estimated based on the required kilowatt-hour capacity. This includes a comparison between grid-connected and micro-grid solutions with microgrids offering much greater security during outages in exchange for a higher cost. Task 2 Deliverables • A memo containing charging infrastructure cost assessment, including the required utility upgrades required to support the fleet, along with an estimate of the eventual transformer capacity needed at each site. (Task 2) Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 12 20 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Task 3. Fleet Vehicle Purchasing Policy Recommendation To ensure that the County fleet remains reliable, efficient, and fit for purpose, it is important to formulate a sustainable fleet purchasing policy that aligns with the operational demands of the County's fleet maintenance and operations while achieving the County's Clean Energy and GHG emission reduction goals. ICF will assist the County in developing policies that not only address the immediate operational needs but also anticipate future requirements, ensuring the fleet remains resilient and adaptable. The ICF team will review the existing Orange County fleet purchasing policy, as well as strategies deployed across other municipalities and public fleets to understand current practices and identify areas of improvement. By analyzing policies enacted by other municipalities, we aim to gather valuable insights, best practices, and lessons learned, ensuring that the County can benefit from proven strategies and avoid common pitfalls. Our team will then engage in benchmarking activities, comparing the County's current practices against industry standards and leading practices in fleet management. This will include an examination of how other municipalities have successfully transitioned to EVs, with a focus on their vehicle replacement policies and rightsizing strategies, vehicle and EV charging maintenance protocols (e.g., in- house vs. third party maintenance), operational adjustments, and EV charging policies. Through this analysis, ICF will identify key success factors and potential challenges, providing the County with a clear roadmap for effective policy development. In parallel, ICF will present findings from existing policy reviews to key County staff and stakeholders to identify issues and shortcomings with existing policy issues and any relevant federal or state mandates that may affect County policies. Drawing from the insights obtained through policy review and stakeholder consultations, ICF will collaborate with the County to draft a comprehensive vehicle purchasing policy. This policy will also include provisions for the establishment of a Sustainable Fleet Committee. The Committee's responsibilities may include: • Developing vehicle utilization standards to optimize and reduce the total size of the fleet. • Downsizing SUVs and larger vehicles as feasible • Implementing managed idle technologies to decrease fuel consumption in legacy vehicles. • Integrating the development of vehicle specifications into the planning process well in advance of the purchase timeline. • Aligning fiscal year funding with the planned vehicle procurement timeline to avoid missing opportunities due to lead times. • Raising awareness within County departments to prioritize the procurement of electric vehicles. • Leveraging collaborative purchasing agreements with other municipalities to access a wider range of vehicles at better prices. Building upon ICF's extensive experience and track record of success in working with diverse municipalities across the country, we are uniquely positioned to bring forward a wealth of best practices and valuable insights to inform the development of optimal policies for Orange County. Our engagement with various municipalities, particularly those of similar size and operational characteristics, has afforded us a deep understanding of the challenges and opportunities inherent in transitioning to EV fleet practices. We will draw upon this rich repository of knowledge to present the County with a curated set of proven strategies and policy recommendations. These will be tailored to the County's specific context, ensuring that they are both relevant and actionable. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 21 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 Task 3 Deliverables • A memo outlining the vehicle purchasing policy recommended for the County to facilitate EV transition (Task 3) Task 4. Final Fleet EV Transition Report and Presentations Following the completion of all tasks, ICF will compile the findings and develop a draft Fleet Electric Vehicle Transition Strategy report for the County. This draft report will encompass all analyses from the previous tasks, including an executive summary, EV replacement schedule, recommendations for charging infrastructure development, total cost of ownership, and emission benefits analysis. Additionally, the plan will cover budgeting needs, vehicle replacemenVprocurement policies, and all other strategies and recommendations for infrastructure development, operation, and maintenance developed throughout the previous tasks. The plan will identify challenges encountered during its development and lessons learned, offering practical recommendations for the County to consider. At the commencement of the report drafting process, the ICF team will collaborate with County staff to establish a list of stakeholders for the three rounds of review. ICF will submit the draft report to the County's representatives and identified stakeholders on this contract and will allow for three rounds of revisions on the report. ICF will create a final version of the report addressing all of County's comments and will provide it to the County within 30 days of receiving final set comments on the draft version. Both the draft and the final Plan will be sent electronically in Microsoft Word (*.doc or*.docx) format. In addition to the final report, ICF will prepare a Microsoft PowerPoint (*.pptx) deck with 20 to 30 minutes of content to describe the project overview, the process, results from the > FLEET NAME analytical work completed, as well as recommendations. ICF Executive SummaryJ. will ensure that the content embedded in the deck is easy to `� understand and have all the sufficient information and details . needed for the stakeholders to understand and comment. ICF _-:—_,a96 will be also available for up to two presentations to County $m "$e� q �m296,205,m , stakeholders, which may include County Council, County ►r departmental key staff, or other groups. 7,795 Task 4 Deliverables • Draft report, compiling results from all tasks. • Final report, incorporating feedback from three review rounds. • Presentation for communicating key outcomes of the project. • Up to two virtual presentations to County-convened stakeholders. Schedule ICF will begin work once ICF and the County execute the contract, and the County issues a Notice to Proceed, assumed to take place by January 2026. ICF proposes a six (6)- month period of performance to finish the required technical scope including Tasks 1-4 as stated in this proposal, from January 2026 to June 2026. Exhibit 7 shows the proposed project schedule along with the timing of major deliverables for each task—based on the number of months from the notice to proceed. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 22 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 At the onset of the project, ICF will create a detailed project schedule including all tasks, subtasks, meetings, public outreach activities, client review points, major milestones, and deliverables. Our team will review the project schedule with the County to ensure on-time delivery of high-quality deliverables as outlined in ICF's proposed approach, ICF will work with the County to make the necessary schedule updates. Exhibit 7. ICFs Proposed Task-specific Schedule. Task 1. Fleet Evaluation and Transition Strategy Task 2. EV Charging Infrastructure Planning & Electricity Grid Impacts Task 3. Fleet Vehicle Purchasing Policy Recommendations Task 4. Final Fleet EV Transition Report and Presentation Milestones deliverable for each task are denoted with an 'Y'. In accordance with this schedule, ICF shall submit each the initial version of each of the deliverables listed above on the following dates: • Task 1.1 Fleet Inventory— Feb 201h, 2026 • Task 1.2 Fleet Transition Memo— Mar 201h, 2026 • Task 1.2 Fleet Transition Worksheet— Mar 20th, 2026 • Task 2 Charging Infrastructure Assessment Memo— May 22nd, 2026 • Task 3 Fleet Vehicle Purchasing Policy Recommendations — May 22nd, 2026 • Task 4 Final Fleet EV Transition Report—June 19th, 2026 Any delay in providing data to ICF or in the review process from the County shall lead to cascading delays on all deliverables that succeed said delay. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal 15 23 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Price Proposal December 23,2025 ` I **#1C F a https://twitter.com/ICF linkedin.com/company/icf-international facebook.com/Thisls1QF icf.com #thisisicf About ICF ICF (NASDAQ:ICFI) is a global consulting services company with approximately 9,000 full-time and part- time employees, but we are not your typical consultants. At ICF, business analysts and policy specialists work together with digital strategists, data scientists and creatives. We combine unmatched industry expertise with cutting-edge engagement capabilities to help organizations solve their most complex challenges. Since 1969, public and private sector clients have worked with ICF to navigate change and shape the future. Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal Attachment 2 24 [Departmental Use Only] TITLE EV Fleet and Infrastructure Study FY 2026 NORTH CAROLINA SERVICES AGREEMENT RFP/RFQ ORANGE COUNTY This Services Agreement (hereinafter "Agreement"), made and entered into this 21 st day of January, 2026, ("Effective Date") by and between Orange County, North Carolina a political subdivision of the State of North Carolina (hereinafter, the "County") and ICF Incorporated, L.L.C., (hereinafter, the "Provider"). WITNESSETH: That the County and Provider,for the consideration herein named,do hereby agree as follows: 1. Services a. Scope of Work. i) This Services Agreement ("Agreement") is for services to be rendered by Provider to County with respect to (insert type ofproject): consulting Services for the completion of an EV Fleet and Infrastructure Study ii) By executing this Agreement, the Provider represents and agrees that Provider is qualified to perform and fully capable of performing and providing the services required or necessary under this Agreement in a fully competent, professional and timely manner. iii) The services to be performed under this Agreement consist of Basic Services, as described and designated in Section 3 hereof. Compensation to the Provider for Basic Services under this Agreement shall be as set forth herein. 2. Responsibilities of the Provider a. Services to be provided. The Provider shall provide the County with all services required in Section 3 to satisfactorily complete the Project within the time limitations set forth herein and in accordance with the highest professional standards. b. Standard of Care. i) The Provider shall exercise reasonable care and diligence in performing services under this Agreement in accordance with the highest generally accepted standards of this type of Provider practice throughout the United States and in accordance with applicable federal, state and local laws and regulations applicable to the performance of these services. Provider is solely responsible for the professional quality, accuracy and timely completion and submission of all work related to the Basic Services. Revised 01/24 1 25 ii) Provider shall be responsible for all errors or omissions of its agents, contractors, employees, or assigns in the performance of the Agreement. Provider shall correct any and all errors, omissions, discrepancies, ambiguities, mistakes or conflicts at no additional cost to the County. iii) The Provider shall not, except as otherwise provided for in this Agreement, subcontract the performance of any work under this Agreement without prior written permission of the County. No permission for subcontracting shall create, between the County and the subcontractor, any contract or any other relationship. iv) Provider is an independent contractor of County. Any and all employees of the Provider engaged by the Provider in the performance of any work or services required of the Provider under this Agreement, shall be considered employees or agents of the Provider only and not of the County, and any and all claims that may or might arise under any workers compensation or other law or contract on behalf of said employees while so engaged shall be the sole obligation and responsibility of the Provider. v) If activities related to the performance of this Agreement require specific licenses, certifications, or related credentials Provider represents that it or its employees, agents and subcontractors engaged in such activities possess such licenses, certifications, or credentials and that such licenses certifications, or credentials are current, active, and not in a state of suspension or revocation. vi) Should this Agreement involve project designs, the construction or creation of which is to be bid out or fulfilled by other contractors, and bidding or negotiation with contractors produce prices which, when added to the other elements of the approved total project cost, produce a cost that is in excess of the approved total project cost,the Provider shall participate with the County in negotiation and design adjustments to the extent such are necessary to obtain prices within the approved total project cost. All activity of the Provider with respect to these matters shall constitute Basic Services and shall be performed by the Provider without additional compensation. If negotiation and design adjustments fail to bring costs within the total project cost the County may reject all bids and Provider will redesign or reduce portions of the project in an effort to reduce the bid prices to within the total project cost and rebid the project. One such redesign is included within Basic Services. If this second letting for bids does not produce bids that are within the approved total project cost initially or after negotiations with the contractor the cost is not reduced to an amount within the total project cost, the Provider is not obligated to engage in further redesign. 3. Basic Services a. Basic Services. i) The Provider shall perform as Basic Services the work and services described herein and as specified in the County's Request for Proposals or Request for Qualifications (the "RFP") "RFP Number 367 for "005463" issued October 6th, Revised 01/24 2 26 2025, and the Provider's proposal, which are fully incorporated and integrated herein by reference together with Attachments (designate all attachments). In the event a term or condition in any referenced document or attachment conflicts with a term or condition of this Agreement the term or condition in this Agreement shall control. Should such conflict arise the priority of documents shall be as follows: This Agreement, the County's RFP together with attachments, Provider's Proposal together with attachments. ii) The Basic Services will be performed by the Provider in accordance with the following schedule: (Insert milestones task list, dates and fees. If milestones are not established mark N/A under Milestone Task 1.) Milestone Task Milestone Date Milestone Fee 1. Fleet Inventory and Transition Strategy 2/28/26 $23,486 2. Charging Infrastructure/Electricity Impacts 3/31/26 $46,185 3. Fleet Purchasing Policy Recommendation 4/30/26 $12,257 4. Final Report and Presentation 5/31/26 $18,069 i. Should County reasonably determine that Provider has not met the Milestone Dates established in Section 3(a)(ii), County shall notify Provider of the failure to meet the Milestone Date. The County, at its discretion may provide the Provider seven (7) days to cure the breach. County may withhold the accompanying payment without penalty until such time as Provider cures the breach. In the alternative, upon Provider's failure to meet any Milestone Date the County may modify the Milestone Date schedule. Should Provider or its representatives fail to cure the breach within seven(7)days, or fail to reasonably agree to such modified schedule, County may immediately terminate this Agreement in writing, without penalty or incurring further obligation to Provider. This section shall not be interpreted to limit the definition of breach to the failure to meet Milestone Dates. 3 . Duration of Services b. Term. The term of this Agreement shall be from January 21st,2026 to July 30th, 2026. c. Scheduling of Services L The Provider shall schedule and perform its activities in a timely manner so as to meet the Milestone Dates listed in Section 3. ii. Should the County determine that the Provider is behind schedule, it may require the Provider to expedite and accelerate its efforts, including providing additional resources and working overtime, as necessary,to perform its services in accordance with the approved project schedule at no additional cost to the County. iii. The Commencement Date for the Provider's Basic Services shall be January 21St, 2026. 4 . Compensation Revised 01/24 3 27 d. Compensation for Basic Services. Compensation for Basic Services shall include all compensation due the Provider from the County for all services satisfactorily(as determined by the County) performed pursuant to this Agreement. The maximum amount payable for Basic Services is Ninety Nine Thousand and Nine Hundred Ninety Eight Dollars ($ 99,998). In the event the amount stated on an invoice is disputed by the County, the County may withhold payment of all or a portion of the amount stated on an invoice until the parties resolve the dispute. Payment for Basic Services shall become due and payable in direct proportion to satisfactory services performed and work accomplished. Payments will be made as Project milestones as set out in Section 3(a)(ii)are achieved up to the corresponding milestone fee. (For example, Provider may invoice for the amount listed as the milestone fee corresponding to the first milestone task upon County's acknowledgement of the satisfactory completion of Task one. Upon the County's acknowledgement that the second Task has been satisfactorily completed Provider may invoice for that corresponding milestone fee) Milestone fees shall be the maximum amount payable for its corresponding milestone task which shall not be altered except by written amendment.- The County shall make payment to the Provider within thirty(30) calendar days of receipt of a properly submitted invoice for work that has been satisfactorily performed in accordance with this Contract. e. Additional Services. County shall not be responsible for costs related to any services in addition to the Basic Services performed by Provider unless County requests such additional services in writing and such additional services are evidenced by a written amendment to this Agreement. 5 . Responsibilities of the County f. Cooperation and Coordination. The County has designated (Alan Dorman) to act as the County's representative with respect to the Project who shall have the authority to render decisions within guidelines established by the County Manager or the County Board of Commissioners and who shall be available during working hours as often as may be reasonably required to render decisions and to furnish information. 6 . Insurance g. General Requirements. Provider shall obtain, at its sole expense, Commercial General Liability Insurance,Automobile Insurance,Workers'Compensation Insurance, and any additional insurance as may be required by County's Risk Manager as such insurance requirements are described in the Orange County Risk Transfer Policy and Orange County Minimum Insurance Coverage Requirements (each document is incorporated herein by reference and may be viewed at http://www.orangecountync.gov/departments/purchasing division/contracts.php.) If County's Risk Manager determines additional insurance coverage is required such additional insurance shall consist of N/A (if no additional insurance required mark N/A as being not applicable). Provider shall not commence work until such insurance is in effect and certification thereof has been received by the County's Risk Manager. Revised 01/24 4 28 7 . Indemnity h. Indemnity. To the extent authorized by North Carolina law the Provider agrees, without limitation, to defend, indemnify and hold harmless the County from all loss, liability, claims or expense, including attorney's fees, arising out of or related to the Project and arising from property damage or bodily injury including death to any person or persons caused in whole or in part by the negligence or misconduct of the Provider except to the extent same are caused by the negligence or willful misconduct of the County. It is the intent of this provision to require the Provider to indemnify the County to the fullest extent permitted under North Carolina law. NEITHER PARTY NOR ANY OF ITS OFFICERS DIRECTORS EMPLOYEES SHAREHOLDERS,OR OTHER REPRESENTATIVES, SHALL IN ANY EVENT BE LIABLE FOR CONSEQUENTIAL DAMAGES SUFFERED BY THE OTHER PARTY OR OTHERS AS A RESULT OF PERFORMANCE OR NONPERFORMANCE UNDER THIS AGREEMENT (INCLUDING WORK ORDERS), WHETHER OR NOT THE POSSIBILITY OF SUCH DAMAGES WAS DISCLOSED OR COULD HAVE BEEN REASONABLY FORESEEN. 8 . 9 . Amendments to the Agreement i. Changes in Basic Services. Changes in the Basic Services and entitlement to additional compensation or a change in duration of this Agreement shall be made by a written Amendment to this Agreement executed by the County and the Provider. The Provider shall proceed to perform the Services required by the Amendment only after receiving a fully executed Amendment from the County. 10 . Termination j. Termination for Convenience of the County. This Agreement may be terminated without cause by the County and for its convenience upon seven (7) days prior written notice to the Provider. k. Other Termination. The Provider may terminate this Agreement based upon the County's material breach of this Agreement; provided,the County has not taken all reasonable actions to remedy the breach. The Provider shall give the County seven (7) days' prior written notice of its intent to terminate this Agreement for cause. Either parry may terminate this Agreement upon notice to the other party that obligations pursuant to this Agreement are made impractical due to declarations of emergency by Orange County or by North Carolina due to events directly impacting Orange County. Both parties shall remain responsible for all payment and performance due up to the receipt of such notice, but shall have no further obligation or responsibility beyond that date provided the terminating parry has taken all reasonable steps to complete the performance of its obligations. 1. Compensation After Termination. Revised 01/24 5 29 i. In the event of termination, the Provider shall be paid that portion of the fees and expenses that it has earned to the date of termination, less any costs or expenses incurred or anticipated to be incurred by the County due to errors or omissions of the Provider. Upon request of the County, the Provider shall submit to County all relevant documentation, including but not limited to,job cost records, to support its claims for final compensation. ii. Should this Agreement be terminated,the Provider shall deliver to the County within seven (7) days, at no additional cost, all deliverables including any electronic data or files relating to the Project. in. Waiver. The payment of any sums by the County under this Agreement or the failure of the County to require compliance by the Provider with any provisions of this Agreement or the waiver by the County of any breach of this Agreement shall not constitute a waiver of any claim for damages by the County for any breach of this Agreement or a waiver of any other required compliance with this Agreement. n. Suspension. County may suspend the Basic Services and this Agreement at any time for County's convenience and without penalty to County upon three (3) days' notice to Provider. Upon any suspension by County,Provider shall discontinue the Basic Services and shall not resume the Basic Services until notified to proceed by County. 11 . Additional Provisions o. Limitation and Assignment. The County and the Provider each bind themselves, their successors, assigns and legal representatives to the terms of this Agreement. Neither the County nor the Provider shall assign or transfer its interest in this Agreement without the written consent of the other. There are no third-party beneficiaries of this Agreement and nothing in this Agreement, express or implied, is intended to confer on any person other than the parties hereto (and their respective successors, heirs and permitted assigns), any rights, remedies, or obligations. p. Governing Law. This Agreement and the duties, responsibilities, obligations and rights of respective parties hereunder shall be governed by the laws of the State of North Carolina. q. Compliance with Laws. Provider shall at all times remain in compliance with all applicable local, state, and federal laws, rules, and regulations including but not limited to all state and federal anti-discrimination laws, policies, rules, and regulations and the Orange County Non-Discrimination Policy and Orange County Living Wage Policy (each Orange County policy is incorporated herein by reference and may be viewed at http://www.oran eg cogMnc. og v/departments/purchasing division/contracts.php.) Any violation of this requirement is a breach of this Agreement and County may immediately terminate this Agreement without further obligation on the part of the County. This paragraph is not intended to limit and does not limit the definition of breach to discrimination. By executing this Agreement Provider affirms that Revised 01/24 6 30 Provider and any subcontractors of Provider are and shall remain in compliance with Article 2 of Chapter 64 of the North Carolina General Statutes. By executing this Agreement Provider certifies that Provider has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.58. By executing this Agreement Provider certifies that Provider has not been identified, and has not utilized the services of any agent or subcontractor identified, on the list created by the State Treasurer pursuant to G.S. 147-86.81. r. Dispute Resolution. Any and all suits or actions to enforce, interpret or seek damages with respect to any provision of, or the performance or non-performance of, this Agreement shall be brought in the General Court of Justice of North Carolina sitting in Orange County, North Carolina. It is agreed by the parties that no other court shall have jurisdiction or venue with respect to such suits or actions. Binding arbitration may not be initiated by either Party, however, the Parties may agree to nonbinding mediation of any dispute prior to the bringing of a suit or action. S. Entire Agreement. This Agreement, together with the RFP and its attachments and the Proposal and its attachments, represents the entire and integrated agreement between the County and the Provider and supersedes all prior negotiations, representations or agreements, either written or oral. This Agreement may be amended only by written instrument signed by both parties. Modifications may be evidenced by facsimile signatures. t. Severability. If any provision of this Agreement is held as a matter of law to be unenforceable,the remainder of this Agreement shall be valid and binding upon the Parties. Each party shall retain ownership of its respective pre-existing Intellectual Pro e u. Ownership of Work Product. Should Provider's performance of this Agreement generate documents,items or things that are specific to this Project such documents, items or things shall become the property of the County and may be used on any other project without additional compensation to the Provider. The use of the documents,items or things by the County or by any person or entity for any purpose other than the Project as set forth in this Agreement shall be at the full risk of the County. V. Non-Appropriation and Government Action. Provider acknowledges that County is a governmental entity, and the validity of this Agreement is based upon the availability of public funding under the authority of its statutory mandate. The County shall make payment to the Provider within thirty_(30) calendar days of receipt of a properly submitted invoice for work that has been satisfactorily performed in accordance with this Contract. Payment to the Provider shall be contingent upon the County's's receipt of funds under the applicable federal award. In the event the County does not receive such funding, the Count.. shall written notification to the Provider prior to the commencement of any services.No services shall be performed, and no payment shall be due, unless and until funding is confirmed and written notice is provided. Revised 01/24 7 31 In the event that public funds are unavailable or not appropriated for the performance of County's obligations under this Agreement, then this Agreement shall automatically expire without penalty to County immediately upon written notice to Provider of the unavailability or non-appropriation of public funds.It is expressly agreed that County shall not activate this non-appropriation provision for its convenience or to circumvent the requirements of this Agreement. In the event of a change in the County's statutory authority, mandate or mandated functions, by state or federal legislative or regulatory action, which adversely affects County's authority to continue its obligations under this Agreement, then this Agreement shall automatically terminate without penalty to County upon written notice to Provider of such limitation or change in County's legal authority. w. matures. This Agreement together with any amendments or modifications may be executed electronically. All electronic signatures affixed hereto evidence the consent of the Parties to utilize electronic signatures and the intent of the Parties to comply with Article 11A and Article 40 of North Carolina General Statute Chapter 66. x. Notices. Any notice required by this Agreement shall be in writing and delivered by certified or registered mail, return receipt requested to the following: Orange County Provider's Name &Address Attention: County Manager Attn: ICF CET Contracts P.O. Box 8181 1902 Reston Metro Plaza Hillsborough,NC 27278 Reston,VA 20190 janine.egler@ic£com copy to: notices@icf.com IN WITNESS WHEREOF, the Parties, by and through their authorized agents, have hereunder set their hands and seal, all as of the day and year first above written. ORANGE COUNTY: PROVIDER: By: By: Travis Myren, County Manager Lisa Bockey, Senior Contracts Manager Revised 01/24 8 32 ORANGE COUNTY-INTERNAL USE ONLY Finance Information Vendor Name: Vendor Contact Person: Phone: Address: City State: Zip: Department: Amount: Purpose: Budget Code(s): Vendor# Vendor Status with NCSOS: Vendor is a BOCC consultant: ❑Yes ❑No Contract Details Contract Type: ❑New ❑Amendment(Original Contract: )(Most Recent Amendment ) Effective Date End Date Notice Date (Notice Purpose ) Award ❑Approved by Board(Agenda Date: Made or Administered by Signature Authority - ❑BOCC Express Delegation(Agenda Date: - Policy 9.4: ❑Under$5,000; ❑ Service Under$90,000; ❑Construction Under$250,000 - ❑Budget Policy Section XV(Capital Improvement Project: ) Bidding ❑Informal Bidding($30k-$90k); ❑Formal RFP($90k+); ❑ Other(<$30k); ❑Exception(#----) Department Affirmation ❑This agreement is approved as to technical form and content and I as Department Director affirmatively state work on this project has not been initiated prior to execution of the agreement. ❑This agreement is approved as to technical form and content. Services related to this agreement have already begun or been completed.Description of the nature of the emergency condition that was addressed: Department Director's Signature Date: Information Technologies This agreement has been reviewed and is approved as to information technology content and specifications: Office of the Chief Information Officer Date: ❑Inapplicable because no hardware/software purchases or related services Risk Management This agreement is approved for sufficiency of insurance standards,specifications,and requirements: Office of the Risk Management Officer Date: Financial Services This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control Act: Office of the Chief Financial Officer Date: Legal Services This agreement is approved as to legal form and sufficiency: Office of the County Attorney Date: Clerk to the Board All Docusign contracts must be copied to the Clerk upon completion: occlerkdocs@orangecountync.gov The following signature block is for hard copies only and is not required for Docusign contracts: Received for record retention: Office of the Clerk to the Board Date: Revised 01/24 9 T � 133 f y` November1 Response • Request forQualifications — EV Infrastructure Study, A No. 367- 005463 Professional Consulting Services for • • • EvaluationInfrastructure • County Submitted to: Submitted by: Orange County ICF Incorporated, L.L.0 Finance&Administrative Services Dept. 1902 Reston Metro Plaza Purchasing Division Reston,VA 20190 306 Revere Road 703.934.3000 '1 C F Hillsborough, NC 27278 Jovana Amaro Janine Egler Purchasing Manager Sr Contracts finance-purchasing@orangecountync.gov Administrator 703.934.3269 janine.egler@icf.com This document includes confidential data that shall not be disclosed outside Orange County and shall not be duplicated,used,or disclosed—in whole or in part—for any purpose other than to evaluate this proposal.If,however,a contract is awarded to this offeror as a result of—or in conjunction with—the submission of these data,Orange County shall have the right to duplicate,use,or disclose the data to the extent provided in the resulting contract.This restriction does not limit Orange County's right to use information contained in these data if it is obtained from another source without restriction.The data subject to this restriction are contained in this volume and its appendices and attachments.Information and records submitted to Orange County are governed by the N.C.Public Records Act,as set forth in N.C.General Statutes 132-1,et.seq. 34 Cover Letter I / Jovana Amaro, Orange County Purchasing Division, Hillsborough, NC 27278 ' C F Subject: ICF Response to Request for Qualifications, titled: "Professional Consulting Services for an Electric Vehicle Transition Plan and Charging Infrastructure Evaluation for County Fleet" 367-005463 (RFQ) ICF Incorporated, L.L.C. (ICF) will be the legal entity for any contract awarded in response to this RFP. ICF is pleased to submit our response to the County of Orange (the County)for request for qualifications 367-005463 (RFQ), titled: "Professional Consulting Services for an Electric Vehicle Transition Plan and Charging Infrastructure Evaluation for County Fleet". The ICF team is committed to fulfilling the entire scope of this category and adhering to the requirements described in the solicitation. We are a leader in fleet electrification assessment. For nearly a decade, we have guided over 260 fleets, more than half municipal, covering 82,000 vehicles through electrification transitions. Our comprehensive approach evaluates fleet composition, identifies optimal electrification opportunities, and develops actionable, cost-effective implementation roadmaps. We specialize in designing tailored charging infrastructure strategies for fleets ranging from 50 to 10,000 vehicles, integrating facility assessments, utility coordination, and EVSE selection to maximize operational efficiency and minimize energy and capital costs. Our team conducts on-site assessments and collaborates closely with local utilities to ensure technical feasibility and grid readiness. ICF's expertise extends across North Carolina. We are currently supporting the City of Wilmington in transitioning its 700-vehicle fleet and developing the associated charging infrastructure plan. We also helped the City of Raleigh electrify its 2,500-vehicle fleet and assisted North Carolina Electric Cooperatives in advancing fleet electrification through education and technical assistance. We look forward to hearing from you regarding the status of our proposal and welcome the opportunity for further discussion. ICF confirms receipt of Addendum No 1 posted October 24, 2025. ICF's proposal remains valid for a period of 120 days from the date specified for the receipt of offers and ICF retains the right to make proposal modifications within that time frame. If selected as the successful bidder, ICF looks forward to negotiating mutually agreeable contract terms and conditions. The awarded project will require site visits, if selected, should any unforeseen or unknown site conditions at the time of ICF's proposal submittal be discovered during the execution of the project, the Contractor shall not be held responsible for any delays, additional costs, or modifications required to address these conditions. Contractual questions may be directed to our Sr. Contracts Administrator, Janine Egler, at 703.934.3269 or,anine.egler(a.icf.com. Technical questions should be directed to our proposed project manager, Stephanie Kong, at sie0oanie.kong(a,icf.coin. Sincerely, anine Egler, Sr Contracts Administrator 1902 Reston Metro Plaza, Reston,VA 20190 USA +1.703.934.3000 +1.703.934.3740 fax icf.com H 35 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Table of Contents ProviderQualifications ...............................................................................................................................1 National Leadership in Fleet Electrification Programs ...................................................................... 1 FirmDescription ...............................................................................................................................3 TeamOrganization...........................................................................................................................3 Team Member Qualifications......................................................................................................................5 Technical Approach Summary.................................................................................................................13 ProjectUnderstanding.................................................................................................................... 13 TechnicalApproach........................................................................................................................ 15 Task 1. Fleet Evaluation and Transition Strategy.............................................................. 15 Task 2. EV Charging Infrastructure Planning & Electricity Grid Impacts............................20 Task 3. Fleet Vehicle Purchasing Policy Recommendation...............................................26 Task 4. Final Fleet EV Transition Report and Presentations.............................................27 Schedule.........................................................................................................................................27 References ................................................................................................................................................29 ProposalInnovation..................................................................................................................................32 Appendix A: Required Information and Forms.......................................................................................34 ;i 36 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Provider Qualifications The Scope of Services in the solicitation is ambitious and will require strong capabilities in a variety of elements of fleet transition, charging and refueling infrastructure, and policy recommendations. ICF is unique in that we provide deep, proven expertise in EV technology, data collection, charging optimization solutions, the analysis of fleet operational characteristics, the assessment of EV infrastructure needs and cost, the development of vehicle procurement policies and eventually the design of the transition plan. National Leadership in Fleet Electrification Programs We pride ourselves on being a national leader in fleet electrification. The Exhibit 1.ICF has conducted chart in Exhibit 1 displays our diverse and extensive portfolio in this fleet electrification studies for domain. To date, we have conducted fleet electrification studies for over fleets across many sectors. 260 fleets ranging in size from 50 to 10,000 vehicles totalling over 5 95,000 vehicles nationwide.Among these include some of the major 6 � ��a local and regional agencies in the United States, such as the cities of Raleigh (2,200 vehicles); Wilmington in North Carolina (700 vehicles); Baltimore in Maryland (1,500 vehicles); City of Alexandria in Virginia (700 vehicles); Laguna Beach (200 vehicles); Lodi(200 vehicles); Pittsburg (200 vehicles); Honolulu in Hawaii (5,000 vehicles); Iowa City 130 (400 vehicles) and numerous other public agencies. The comprehensive scope of ICF's work in transportation and fleet electrification is succinctly depicted in Exhibit 2,which highlights our extensive experience, nationwide coverage, and capabilities. Our role spans the entire project lifecycle, which includes conducting initial fleet assessments, establishing infrastructure deployment plans, developing Municipality • StateAgencyncy Utility EVSE installation and site requirements, working with utilities, • Business U overseeing project permitting, conducting site inspections, bringing 6 School niv Federal Agency i Public University Tribal Entity chargers online and documenting commissioning activities. Transit Authority Exhibit 2. ICF has an extensive transportation and fleet electrification portfolio. Transportation Electrification oow °-r„ ea N¢wroax NYSERDA 0 Fleet Advisory CenSral Hudwn 0 Rebates Seattle City Light =NJTPA 1"rlf L7Lrn Es City of rs rf.k-,'Ei,- -•menxnram $MUDETC 4�Consumers Philadelphia ^ nationalgrid ® advrpc � EVERS_URCE FlTTsetlRG L Collins !, electriccity , L /1■ /ti C�4 electric, 0 -oE f .� 0 , L'- bge Maryland pmmm CVAC}_, Colorado Springs lltilities �a.rr.v Energy .� A.dmininration f rl 0 ('DUKE NC y; viN QQQ L Electric Metro L ENERGY cooperatives .,. Raleigh C i� O-`�` ' ---Pif GY The.Ciryn] SAN Cenlerftit. -v'- m�r� , DIEGO Entergy rlFederalFEighway Energy 4WAdministration 1 37 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Exhibit 3 lists examples of the work performed by ICF in the past three years that best characterize the work quality and expertise that the County can expect ICF to apply to the tasks in the scope. More details on each of these projects are available upon request. Exhibit 3. ICF Project Examples Fleet EV rcnasin Project Transition Infrastructure Policies Planning Assessment Recommendationsis City of Wilmington, NC, Fleet EV ✓ ✓ ✓ ✓ Transition Strategy Plan City of Raleigh, NC, Fleet ✓ ✓ ✓ ✓ Electrification Implementation Rollout Strategy City of Baltimore, Fleet ✓ ✓ ✓ ✓ Electrification Plan City of Philadelphia, Municipal ✓ ✓ ✓ ✓ Clean Fleet Plan Support for EVs and Charging Infrastructure City of San Diego, CA, Fleet ✓ ✓ ✓ Electrification Master Plan City of San Diego, CA, Zero ✓ ✓ Emission Vehicle Strategy San Diego Association of ✓ ✓ Governments, Medium-and Heavy- Duty Zero Emission Vehicle Blueprint City of Laguna Beach, EV Fleet and ✓ ✓ ✓ ✓ Charging Station Assessment Los Angeles County, Zero Emission ✓ ✓ ✓ ✓ Vehicle Mobility Plan LAUSD, Energy White Fleet ✓ ✓ ✓ ✓ Electrification Assessment City of Pittsburg, Infrastructure ✓ ✓ ✓ ✓ Needs Assessment Related to Future Municipal Fleet Electrification City of Lodi, Fleet Electrification Plan ✓ ✓ ✓ ✓ City of Honolulu, Capital Fleet ✓ ✓ ✓ ✓ Transition Plan City of Santa Ana, Fleet ✓ ✓ ✓ ✓ Electrification & Electric Vehicle Master Plan Santa Clara County, Driving to Net ✓ ✓ ✓ Zero Midpeninsula Regional Open ✓ ✓ ✓ ✓ Space District, Consultation to Improve Fleet Management z 38 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Firm Description ICF brings the scale, stability, and specialized expertise needed to deliver Orange I County's Fleet Electrification and Infrastructure Transition Plan. With over 50 / years of experience advancing clean transportation, energy, and climate solutions, we have guided hundreds of public agencies nationwide in developing data-driven, cost-effective, and implementable electrification strategies. ' Our leadership in this space is demonstrated by our experience with fleet transition plans for over 100 municipal and county fleets. We have developed phased transition roadmaps for cities such as Raleigh, Wilmington, NC, Baltimore, and Philadelphia, integrating lifecycle cost analysis and operational feasibility to ensure practical implementation. ICF's capabilities extend beyond fleet modeling. We have conducted facility and electrical capacity assessments for charging infrastructure planning across hundreds of public sites and coordinated with utilities—including Duke Energy, PG&E, LADWP, and Southern California Edison—to plan grid upgrades and manage EVSE interconnections. Our proprietary tools, PowerGuide Analytics and PowerGuide CHARGE, enable us to optimize fleet transition schedules and charging infrastructure deployment, reducing costs and improving operational efficiency. We also bring expertise in telematics integration, leveraging platforms such as FASTER, Geotab, and Samsara to support right-sizing and fleet optimization. Our team has authored sustainable fleet and procurement policies aligned with clean energy and GHG reduction goals and supported agencies in securing funding programs to offset vehicle and infrastructure costs. ICF's proven financial and operational capacity ensures reliable delivery of complex, multi-phase projects. As a publicly traded firm (NASDAQ: ICFI)with $1.96 billion in annual revenue and a $1.3 billion credit facility, we provide the stability and depth of resources needed for long-term partnerships. Our local presence in Durham, NC, combined with deep familiarity with North Carolina's EV market and municipal climate goals, positions us to deliver a plan that meets Orange County's objectives and sets a benchmark for sustainability. Team Organization ICF has assembled a team with the expertise and experience necessary to fulfill the ambitious scope of this project. Our proven track record in fleet electrification for local, regional, and state governments, as well as utilities, demonstrates our capability. From day one, our staff will bring best practices, methods, and tools, along with a detailed understanding of technology readiness, electrification opportunities, EV infrastructure planning, fleet management and standards. Our team's expertise and past performance ensure we can develop a robust EV Transition & Infrastructure Plan, accelerating municipal fleet EV adoption, meeting the County's environmental, climate and fiscal goals, and maximizing benefits for its community members. We have assembled a team of experts backed by a deep bench of analysts and engineers, which will allow us to effectively scale our resources to meet evolving project demands. In formulating the team structure for this proposal, we have aligned our resources with all the requirements of the County's scope of services. We believe that the successful execution of this project requires: s 39 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 • An accomplished leadership team possessing a comprehensive understanding of fleet electrification and infrastructure planning with the capacity to navigate multiple concurrent tasks involving complex analyses • The competence to work autonomously while maintaining a firm grasp on how specific tasks interconnect with the broader project scope and ultimately contribute to the final roadmap A comprehensive organization chart is available in Exhibit 4, and staff biographies are detailed in the team member qualifications section. Resumes for each staff member can be provided upon request. Exhibit 4. Proposed organization chart of the ICF team. ORANGE COUNTY NORTH CAROLINA Project Manager Project Director Stephanie Kong Sam Pournazeri ---- Deputy Project Manager Stacy Noblet Jeff Ang-Olson Duncan Crowley Task 1.�Ieet Task 2.Fleet Task 3. EV Charging Task 4. Fleet Vehicle Task 5. Evaluation and Transition Infrastructure Purchasing Policy Final Fleet EV • Report Lead Lead Lead Lead Lead Ramon Molina Garcia Stephanie Kong Duncan Crowley Matt Bradley Stephanie Kong Theodora Konstantinou Ambika Coletti Ernie Robertson Fang Yan Duncan Crowley Support Support Support Support Support Mahnum Khan Ramon Molina Garcia Max Kaffel Mahnum Khan Mahnum Khan Carolina Arriaga Duncan Crowley Farinoush Sharifi Hong Yang Carolina Arriaga Mahnum Khan Theodora Konstantnou Ramon Molina Garcia Carolina Arriaga 4 40 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Team Member Qualifications At the heart of ICF's success is a leadership team that combines strategic vision with deep technical expertise in fleet electrification and infrastructure planning. Stephanie Kong, PhD, serves as Project Manager and brings nearly a decade of experience in clean transportation policy, emissions modeling, and zero-emission vehicle strategies. She has led major municipal fleet transition projects, including the City of Wilmington's electrification plan, and previously guided large-scale programs for Los Angeles County. Stephanie's ability to integrate technical rigor with practical implementation ensures Orange County's roadmap will be both ambitious and achievable. Supporting her is Duncan Crowley, EIT, the Deputy Project Manager, whose background in engineering and hands-on experience with EV charger siting and utility coordination make him indispensable for infrastructure planning. Duncan has led electrification efforts for municipal fleets across the United States, leveraging his expertise in construction feasibility and grid readiness to deliver cost-effective solutions. Providing strategic oversight is Sam Pournazeri, PhD, PE, a nationally recognized expert in zero-emission transportation. With over 15 years of experience, Sam has directed fleet transition initiatives for cities such as Philadelphia, Baltimore, and Raleigh. His leadership ensures that Orange County's plan aligns with best practices, emerging technologies, and fiscal responsibility. The team also includes specialized task leads who bring targeted expertise to critical components of the project. Ramon Molina Garcia excels in fleet suitability modeling and telematics integration, having led similar work for Raleigh, Wilmington and major transit agencies. His insights will ensure Orange County's fleet evaluation is grounded in operational realities and optimized for cost-effectiveness. Ernie Robertson, formerly with Southern California Edison, offers deep knowledge of electrical infrastructure and grid impact analysis. His experience in utility-side planning will streamline coordination with Duke Energy and Piedmont Electric Co-op, mitigating risks and accelerating charger deployment. Finally, Matt Bradley brings direct municipal fleet management experience from his tenure with the City of Boston, where he implemented EV adoption and charging infrastructure strategies. His practical understanding of procurement and operational policies will help Orange County craft a sustainable fleet purchasing framework. Together, this team represents a rare combination of technical depth, policy expertise, and hands-on implementation experience. Their collective track record in delivering complex electrification projects for municipalities ensures Orange County will receive a comprehensive, actionable plan that meets its clean energy goals and sets a benchmark for sustainability. In this section, we have included both a summary of our staff bios to emphasize the backgrounds and experience of this team across numerous similar projects. Additionally, Exhibit 5 highlights the staff expertise by functional area, demonstrating that as a team ICF has already completed similar scope items for other clients and is well staffed to complete this work in a timely manner. 41 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Exhibit 5. Overview of Key Team Member Qualifications by Functional Expertise DevelopmentFleet Telematics Procurement Facility& Charging Staff Member Electrification Data Policy Electrical Recommendations Integration Stephanie ✓ ✓ ✓ ✓ ✓ Kong Duncan ✓ ✓ ✓ ✓ Crowley Sam ✓ ✓ ✓ ✓ Pournazeri Theodora ✓ ✓ ✓ Konstantinou Ramon Molina ✓ ✓ ✓ ✓ ✓ Garcia Ambika Colletti ✓ Ernie ✓ ✓ Robertson Fang Yan ✓ ✓ ✓ ✓ Matt Bradley ✓ ✓ ✓ Mahnum Khan ✓ ✓ ✓ Carolina ✓ ✓ Arriaga Max Kaffel ✓ ✓ ✓ Farinoush ✓ ✓ Sharifi Hong Yang ✓ ✓ s 42 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Stephanie Kong, PhD I Project Manager, Task 1 &4 Lead Our project manager, Stephanie Kong, PhD, is a Director of Transportation and Energy at ICF and has 10 years of experience in air pollution measurement, vehicle activity and emissions modeling, greenhouse gas (GHG) and criteria pollutant emissions analysis, and clean transportation policies. Stephanie received her PhD from California Institute of Technology, where she focused on air quality modeling using complex statistical and data analytical tools. During her time at the California Air Resources Board (CARB), she led the development of California's transportation emission modeling tools and was the technical lead behind CARB's medium-and heavy-duty zero-emission fleet regulations. Upon joining ICF, Stephanie has been leading multiple projects to help state and local governments to develop zero- emission vehicle (ZEV) strategies and ZEV infrastructure deployment planning. She currently leads a large fleet electrification program on behalf of City of Wilmington, NC to transition their fleet of 700 vehicles to zero emissions and also led the fleet electrification program for Los Angeles County. She is currently overseeing another project that aims to improve current transportation funding prioritization process for the North Carolina Department of Transportation and is highly knowledgeable about statewide transportation funding and programs. Her proficiency in fleet electrification, infrastructure modeling, and funding programs enables accurate assessment of EV infrastructure needs across the County. Her office is located in Irvine, CA. Duncan Crowley, EIT I Deputy Project Manager, Task 2 &4 Lead Our deputy project manager, Duncan Crowley, is a Lead Transportation Consultant at ICF with 21/2 years of experience in transportation electrification and decarbonization based in Oakland. He has worked with clients including NCDOT, MnDOT, VDOT, Frederick County, MD, LAUSD, SMAQMD, MTC, City of Lodi, CEC, TRPA, City of Moreno Valley, Lake County and has led fleet electrification efforts for the Internal Services Division of LA County. He holds a Bachelor of Science in Engineering with an emphasis on Environmental Studies from Harvey Mudd College, and a Master of Science degree in Transportation Technology and Policy from the University of California, Davis. Duncan is the lead developer of EV charger siting programs for ICF and brings a wealth of experience on public project implementation from working in construction for an electrical contractor. Prior to working at ICF, Duncan developed his skills as an engineering professional as a consultant and project engineer working for public clients at Birdi Systems. This experience with infrastructure projects and project estimation makes him well-suited to understand complex infrastructure challenges in transportation decarbonization. CONFIDENTIAL 43 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Sam Pournazeri, PhD, PE I Project Director Dr. Sam Pournazeri is a Senior Director at ICF with over 15 years of experience advancing zero-emission transportation strategies for public agencies nationwide. He specializes in fleet electrification, emissions modeling, and infrastructure planning, helping state and local governments transition their medium-and heavy-duty (MDHD)fleets to zero-emission technologies. Sam has led numerous large-scale fleet electrification initiatives across the country, including projects for the City of Philadelphia, City of Baltimore, City of Raleigh, City of Iowa City, City of Alexandria (VA), and the City and County of Honolulu, among others. His work focuses on developing actionable fleet transition roadmaps, assessing infrastructure and facility readiness, and coordinating with utilities to enable cost-effective deployment of charging and fueling infrastructure. A nationally recognized expert in advanced transportation technologies, Sam brings deep technical expertise and hands-on experience guiding municipalities through all stages of the fleet electrification process from planning to implementation. He is based in our San Franciso, CA office. Theodora Konstantinou, PhD I Task 1 Lead Dr. Theodora Konstantinou is a lead transportation and energy consultant at ICF with 7 years of experience in transportation electrification and decarbonization. Her work at ICF focuses on developing EV roadmaps, charging infrastructure plans, and incentive programs at the state and local levels. Prior to joining ICF, she gained experience at the EV Research Center of the Institute of Transportation Studies at the University of California, Davis, where she led and oversaw research projects related to the used vehicle market and its implications for EVs, equity concerns regarding the impact of incentives on EV adoption, and EV adoption in rural areas. Theodora holds a PhD in transportation and infrastructure systems engineering from Purdue University, specializing in MD/HD vehicle electrification by examining the barriers to adoption and the proper implementation of EV technology in the trucking industry. She is based in our Los Angeles, CA office. Ramon Molina Garcia I Task 1 Lead Ramon Molina Garcia is a senior transportation specialist with expertise in zero- emission transportation, energy consumption, and infrastructure planning. He has worked with clients including LA Metro, International Council of Clean Transportation, SANDAG, and currently serves as deputy project manager for the LAUSD White Fleet electrification work and led the fleet transition suitability modeling for the City of -� Raleigh. He is focused on transitioning ICE technologies to ZEV and the resulting energy and air quality impacts with respect to state environmental goals. He is based in our Los Angeles, CA office. CONFIDENTIAL 3 44 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Ambika Coletti I Task 1 Lead Ambika Coletti is a senior manager in the transportation electrification team at ICF. s' Ambika has nearly 10 years of experience as an energy efficiency and transportation - electrification consultant. She leads the team which develops ICFs fleet electrification program PowerGuide alongside the comprehensive EV Model library. She specializes in the design and implementation of transportation 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, and program management. Ambika will be our lead for fleet transition planning and financial analysis. She is based out of our Seattle, WA office. Ernie Robertson I Task 2 Lead Having recently moved from Southern California Edison to ICF, Ernie Robertson is an electrical engineering design expert with an extensive background in distribution design and over 5 years of practical experience. During his tenure at SCE, Ernie worked in New Development Planning, where he analyzed electrical distribution systems for EV (Charge Ready and commercial EV), telecom, and commercial projects. His day-to-day responsibilities involved field visits to verify existing electrical infrastructure and conducting assessments to understand the upgrades needed to meet customers' demands. Verifying electrical infrastructure entailed opening customer and SCE electrical structures and taking field measurements of both electrical structures and any identified obstructions. Having a strong breadth of experience evaluating grid impacts from vehicle electrification on the utility-side, Ernie is an excellent resource for fleet owners to help navigate the complex and time- consuming coordination with utilities needed to install fleet charging. Ernie will lead the electrical infrastructure assessment and evaluation of utility impacts for this project. He is based out of ICF's headquarters in Reston, VA. Fang Yan, PhD, PE I Task 3 Lead Dr. Fang Yan brings in over 15 years of experience in emission modeling, public polices, and clean fuel and vehicle technologies to support clients in navigating the technical, economic, and regulatory challenges in decarbonization. She led the California Air Resources Board (CARB)'s Innovative Clean Transit Regulation development and brought rich experiences in battery electric and fuel cell electric vehicle technologies, charging and hydrogen infrastructure, as well as total cost ownership of zero-emission vehicles. She was part of the team that developed California's 2020 Mobile Source Strategy as well as 2022 Statewide SIP Strategy. During the development of these plans, she worked closely and collaborated with California Energy Commission (CEC) and California Public Utilities Commission (CPUC) to forecast zero emission infrastructure needed to power the anticipated zero CONFIDENTIAL 45 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 emission MD/HD vehicles resulting from CARB's policies. She works out of our Sacramento, CA office as a Director of Clean Transportation. Matt Bradley I Task 3 Lead Matt Bradley joined ICF in March 2024 as a Clean Transportation Consultant in the Transportation line of business under the Climate, Energy, and Transportation division. Matt previously led fleet electrification and alternative fuel adoption initiatives at the City of Boston's Central Fleet Management division. During his time there, he was instrumental in adding 50 electric vehicles and 35 alternative fuel vehicles to the fleet along with the fueling infrastructure required to service those vehicles — including 35 electric vehicle charging stations. He is based out of Cambridge, MA. Mahnum Khan I Transportation Electrification Analysis Support Mahnum Khan focuses on the development of electrification roadmaps and decarbonization. She has worked with clients such as Southern California Association of Government, San Diego Association of Governments, and Hawaii Department of Transportation on electrification projects. Mahnum is developing expertise in GIS analyses for charging infrastructure siting and equity analyses. Mahnum will be one our support staff for fleet EV modeling and the master plan. She works out of our San Francisco, CA office as a Clean Transportation Specialist. Carolina Arriaga, MIDS, PPMJ Transportation Electrification Analysis Support Carolina Arriaga is a transportation electrification consultant at ICF, a leader in data science and energy modeling with published work in total cost of ownership for Canadian fleet managers transitioning to zero-emission vehicles (ZEVs). She has 2 years of experience in transportation electrification, with expertise in siting analysis, infrastructure load estimation, and application development. Her previous work greatly impacted Environment and Climate Change Canada and Electric Autonomy Canada (EAC), helping fleet managers adopt electric vehicle (EV)fleets by providing education and incentives initiatives. She has a background in engineering physics, is certified by UBC Sauder School of Business in professional project management (PPM), and currently leads the automation of emissions calculations for the Metropolitan Transportation Commission (MTC) in California. She works out of our San Francisco, CA office as a Senior Clean Transportation Specialist. CONFIDENTIAL 10 46 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Max Kaffel I Infrastructure Assessment Support Max Kaffel brings over 5 years of expertise in transportation electrification, greenhouse gas (GHG) inventory, renewable energy solutions, and transportation strategy. As a senior transportation specialist, Max has demonstrated his core r strengths in evaluating transportation electrification potential, aiding in the development of vehicle deployment schedules, and conducting cost analysis for infrastructure implementation. He has successfully led the electrification assessments for various clients, including comprehensive fleet analyses for the City of Laguna Beach and the Midpeninsula Regional Open Space District. His role as a technical and field lead in a project for the National Park Service (NPS) highlights his ability to conduct detailed site assessments and provide actionable recommendations for sustainable vehicle technologies. Max's ability to lead complex projects, coupled with his technical proficiency and strategic planning skills, makes him a pivotal asset in advancing sustainable transportation initiatives. He works out of Los Angeles, CA. Farinoush Sharifi, PhD I Infrastructure Assessment Support Farinoush Sharifi, PhD, brings more than 9 years of experience in transportation decarbonization, infrastructure planning, and advanced data analytics. Prior to joining ICF, she was a senior data scientist at Overair, where she led data-driven solutions for successful commercialization of electric vertical take-off and landing (eVTOL) aircraft as a rideshare and delivery service. Before that, she was a researcher at the Texas A&M Transportation Institute, focusing on the environmental and economic implications of emerging transportation technologies and infrastructure improvements. She collaborated on developing a cutting-edge modeling pipeline for rapid congestion and emissions assessment at the regional level. She also contributed to the electrification of port drayage fleets by creating a reusable feasibility assessment framework and devising a cost-effective transition model. She is based out of our Irvine, CA office. Hong Yang, PhD I Fleet Policy Support Hong Yang, PhD, brings more than 7 years of experience in transportation decarbonization, road transportation electrification, charging infrastructure, renewable energy policy, and alternative fuel and vehicle technologies. Before her current role, she was the project manager at the Renewable Energy Policy Network for the 21 st Century (REN21) from 2021 to 2024, leading the production of the Global Futures Report: Renewables for Sustainable Transport—Bridging Perspectives. She oversaw the day-to-day activities of the whole team, from administrative work to research analysis and outreach activities. Before that, she worked at the World Bank Group on several transportation and clean energy projects, including her contribution to an energy open data platform (energydata.info) and several flagship reports, such as the Global Roadmap of Action Toward Sustainability and Regulatory Indicators for CONFIDENTIAL 47 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Sustainable Energy—Sustaining the Momentum. She is based out of Sacramento and works as a Senior Clean Transportation Specialist. Jeff Ang-Olson I Senior Advisor Jeff Ang-Olson is the Vice President of the Transportation line of business at ICF. He has over 24 years of experience in transportation demand management, transportation performance measures, transport economics, multimodal planning, freight transportation, alternative fuels, climate change, air quality, and land use. He frequently leads multidisciplinary teams to support government agencies with long- range planning by considering transportation more holistically in conjunction with other societal goals. 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 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 City of Honolulu Fleet Transition Plan. Jeff leads the team in our Sacramento, CA office. Stacy Noblet I Senior Advisor Stacy Noblet is a Vice President of transportation electrification at ICF and a senior .� fellow with ICF's Climate Center. As an expert in EVs and charging infrastructure, Stacy brings nearly 20 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, and she has supported EV efforts in partnership with electric utilities and government agencies. She is based out of ICF's headquarters in Reston, VA. CONFIDENTIAL 12 48 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Technical Approach Summary This section outlines the general approach the ICF team will use to execute the various scopes of work that may be defined under this contract. This approach details the capabilities and tools which ICF has used to complete this type of work in the past and demonstrates our unique qualifications for this work. ICF specializes in providing services tailored to support the Orange County's efforts in transitioning its fleet to zero-emission vehicles and developing the necessary infrastructure to ensure seamless and efficient implementation. We are committed to delivering solutions that align with the County's Clean Energy and greenhouse gas (GHG) emission reduction goals. Project Understanding Financial Capacity and Lawsuits ICF has the financial capacity, working capital, and other resources to perform the contract without assistance from any outside source. ICF International, and its corporate affiliates (both domestic and international), serve government, major corporations, and multilateral institutions from a global network of 55 regional offices throughout the United States and 15 offices outside the United States, resulting in revenues of$2.02 billion in 2024. The collective affiliates' shared financial strength is demonstrated by both its net income of$110.2 million and its favorable cash flow by the generation of$172 million in cash from operations, which shows ICF International has been on a consistent growth trajectory, doubling in size every 5 years for the last 2 decades. Supporting ICF International's growth is its access to additional capital through both a $600 million credit facility provided by a consortium of major banks and to the financial markets as a publicly traded company. ICF International's consolidated revenues and profitability, combined with the size of its staff inclusive of corporate affiliates (over 8,500) and its many offices worldwide, ensure that whatever resources are needed to field a well-qualified staff and procure the latest technologies to support its customers are available to the bidding entity. ICF does not have any lawsuits within the last 5 years related to this type of RFQ scope. Project Understanding Exhibit 6. 2019 Orange County GHG Emissions by Sector. For several decades, Orange County has PROCESS& BUILDING&FAC L1TIE5 been at the forefront in efforts to reduce FUG°71'`E EMISSIONS 4:.;._ GHG emissions. In 2005, the County VEHICLE FLEET completed its first GHG emission inventory 11% and set a baseline for future goals. In June WATER&WASTE'NATER USAGEGEAGE TR, NSVT FLEET 2017, the Board of County Commissioners adopted a resolution to uphold the Paris 33 "'EECOMMUTE . Climate Agreement, committing to a 28% 4"r reduction in GHG emissions (from 2005) by 2025. Then in September of that year, the Board further committed to a 100% renewable energy- oriented economy by 2050. Achieving this goal requires deep decarbonization across all municipal operations, especially in its transportation sector. As shown in the County's latest GHG inventory (Exhibit 6), vehicle fleet and equipment accounted for roughly 12% of the total GHG emissions. In November 2023, the Board of County Commissioners adopted the Climate Action Plan. This plan includes targets across several sectors for both the County and community, including a goal to "implement an EV-first vehicle purchasing policy to ensure that EVs are considered as the primary replacement option for every vehicle". It also targets a complete transition to electric for the County fleet by 2035. Transitioning the fleet to EVs can significantly reduce the County's carbon footprint, further improve air quality, and bring substantial cost savings due to the much lower operation cost of EVs as compared to internal combustion CONFIDENTIAL 13 49 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 engines (ICE). Additionally, the lower price volatility of electricity versus gasoline provides greater predictability of future costs which facilitate more robust budgeting and planning. We understand that the full transition to EVs or other alternative fuel technologies is far from trivial. Specifically, this transition is going to be challenging for medium and heavy duty (MD/HD) vehicles in terms of the technology availability, the cost, and particularly the requisite EV charging infrastructure. It is also important to note that many counties use specialized vehicles and equipment like sewer trucks, pursuit- rated police vehicles, refuse trucks, street sweepers and fire trucks. These vehicles require not only traditional original equipment manufacturers for vehicle manufacturing but also upfitters skilled in configuring these vehicles to meet specific municipal needs. Furthermore, there are often opportunities for right-sizing and leveraging motor pool systems as strategies to improve cost efficiency, resource optimization, and environmental sustainability of the fleet. Additionally, the County's fleet spans over 20 sites, which poses a unique challenge for installing EV infrastructure in an affordable manner. ICF's expertise and tools for massive fleets (>10,000 vehicles) spanning hundreds of sites makes us well suited to provide tailored recommendations for each of the County's parking sites, even if some only have a small handful of vehicles. This project is intended to develop a implementation strategy for the transition of the municipal fleet for Orange County to: a)evaluate the County's fleet and provide recommendations to transition from fossil fuel vehicles to clean transportation options; b) develop a sustainable EV charging infrastructure plan for County fleet vehicles; and 3) estimate GHG emission reductions associated with vehicle replacements. This plan will serve as a blueprint for how the County can transition its fleet to electric and alternative fueled technologies and deploy the charging infrastructure needed to power them. Our Approach At-a-Glance For this project, ICF will leverage our extensive experience and expertise along with our proven analytical tools, including our PowerGuide Analytics and CHARGE models, to craft a customized fleet transition strategy and robust EV infrastructure plan tailored for County fleets. Our approach for this project is outlined in Exhibit 7. With over a decade of experience collaborating with municipalities nationwide, including the cities of Raleigh and Wilmington, we have developed these tools to reflect our comprehensive understanding of the unique challenges and requirements associated with transitioning municipal fleets to EVs. Additionally, these tools incorporate the latest data and information on the market availability of EVs and EV supply equipment(EVSE).As part of this project, the County will receive a detailed fleet electrification transition plan, which will include a robust EV replacement schedule. We will first start by analyzing the fleet inventory data as well as any telematics data provided by the County to identify opportunities for fleet rightsizing. Next, for each vehicle in the current fleet, the plan will recommend an equivalent EV, provided such an option is available and can meet the operational and financial constraints provided by the County. For vehicles where a zero-emission vehicle (ZEV) equivalent is currently unavailable, ICF will provide recommendations of alternative technology where feasible. This plan will also encompass an in-depth analysis to determine the optimal number, type, and location of charging stations, including detailed cost assessments and deployment schedules. Our approach will focus on identifying the most economical and feasible methods for system upgrades while also formulating strategic plans for vehicle procurement and EV infrastructure deployment. Doing this will require careful coordination with local utilities to understand the grid impacts imposed by the chargers. Importantly, the fleet transition plan will be accompanied by a specific timeline and cost of ownership estimates, providing the County with a clear, structured pathway to achieve their fleet electrification goals efficiently and effectively. CONFIDENTIAL 14 50 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Exhibit 7. ICFs Proposed Step-by-Step Approach STEP 1 Fleet Evaluation&Transition Strategy STEP 2 EV Charging Infrastructure Planning & Electricity Grid Impacts STEP 3 Fleet Vehicle Purchasing Policy Recommendation STEP 4 Final Fleet EV Transition Report & Presentations Technical Approach The ICF team will develop a fleet transition plan for the County's vehicles, focusing on zero-emission replacements tailored to each department's needs. While EVs will be prioritized, other low-emission options may also be considered. The assessment will cover fleet requirements, available vehicle options, and necessary charging infrastructure. Below is our detailed work plan based on the Scope of Services. Task 1. Fleet Evaluation and Transition Strategy Fleet Evaluation: First, the ICF team works with the County's fleet manager and designated personnel to gather current fleet data through FASTER on the 439 existing vehicles within the fleet. FASTER data will be gathered and processed, and supplementary information will also be collected, including: Vehicle Characteristics • Vehicle type (e.g., box, utility) • Current odometer reading • Vehicle fuel type • Current fuel costs • Make, model, model year • Current maintenance costs • In-service year • Estimated service life • Average and maximum daily mileage • Operating radius • Payload • Specialty use cases • Fleet operation logistics • Vehicle replacement schedule The ICF team has strong expertise with FASTER, particularly from our fleet electrification project with the City of Wilmington. Additionally, to the extent available, the ICF team will work with County staff to collect data on the vehicle dwelling sites: CONFIDENTIAL 15 51 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Site or Depot Information • Current parking location and ownership • Information on any existing/planned electrical (leased/owned) upgrades • Layout of the depot (AutoCAD) • Current fueling site (if any existing ZEV infrastructure) • Electrical capacity • Maintenance practice • Last 12 months of utility billing and usage data • Single line diagrams R14 We understand there are vehicles with telematics data that will be available to the project team. Telematics systems collect detailed fleet and vehicle operation information, vital for understanding specific duty cycles (e.g., daily mileage, idling hours, use of PTOs, dwelling ° time), real-world energy consumption (e.g., miles per gallon or kilowatt-hours [kWh]/mile), driving patterns (e.g., acceleration, deceleration, speed-time trace), and engine operational characteristics (e.g., maximum torque, engine rpm, and power). Once data becomes available, the ICF team typically conducts an analysis of the telematics data to extract essential information required for determining the most cost-effective EV replacement and to inform the EV charging infrastructure planning in the following tasks. Depending on data granularity, we aim to extract information such as daily mileage, real-world fuel economy, EV equivalent energy consumption (i.e., how much energy an equivalent EV would consume for the same type of operation), and vehicle dwelling time and locations. The ICF team leverages the telematics data for vehicles which have it to gain insights and prioritize the specific duty cycles that are most appropriate for transitioning to EVs. Although it may only represent a subset of the County fleet, this data can provide valuable insights into typical operations of various department vehicles within the County fleet. In addition to FASTER data collection and processing, the ICF team will conduct up to three interviews with County departments to further collect information on fleet operations and obtain insights into the typical range of operating conditions for the vehicles, which may not be available or obvious within the data provided, and to better understand future fleet needs. The ICF team uses time in these interviews to develop a comprehensive understanding of the real and perceived barriers to electrifying County fleet vehicles, existing plans or experience with EV fleet transition, distinct challenges departments are facing, and the operation of any specialty vehicles. The data solicited and information collected from interviews with the fleet managers and/or drivers on future fleet needs is used to create an initial, business-as-usual vehicle replacement schedule. The ICF team is set to use the available vehicle replacement schedule and capital budget to construct an actionable vehicle replacement plan which meets the County's goals of full EV adoption by 2035 as technology permits. We understand the cyclical nature of the government fleets vehicle replacements, typically taking place every 7 to 10 years, as orchestrated through their fleet capital plans and contingent on vehicle availability. The ICF team will leverage information collected from the County and combined with our expertise on fleet vehicle turnover algorithms (based on vehicle purchase cost, maintenance cost, and condition) to determine the most appropriate vehicle replacement schedule for existing vehicles. For medium and heavy-duty vehicles, ICF collects a variety of operational and usage-related requirements needed to provide tailored recommendations for ZEV which will satisfy existing fleet needs. This includes details like payload or towing capacity, truck configuration (box, stake-bed, tractor, bucket, etc.), auxiliary loads and specialty applications. These criteria can later be used to filter our proprietary EV Model library to find vehicles which meet the specific requirements of the fleet. CONFIDENTIAL 16 52 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Rightsizing: Once the fleet data has been gathered, the ICF team will initiate a fleet rightsizing analysis to identify opportunities where each department could potentially streamline its fleet by maximizing vehicle use while maintaining operational integrity. Our initial step will involve collaborating with the County to establish utilization thresholds for vehicles or vehicle groups, such as the minimum number of miles driven, or hours operated (per day, month, or year) that justifies a vehicle's presence in the fleet. While setting these thresholds, we will factor in a safety margin and a redundancy level to account for potential equipment failure. We will also consider emergency scenarios where, regardless of utilization rates, certain vehicles must be readily available for remedial action. After determining the minimum threshold, the ICF team will calculate the current utilization for each of the vehicles in the fleet, factoring in their usage duration and mileage. Once the existing vehicles' utilization rates are identified, the ICF team will pinpoint over-or underutilized vehicles by comparing their current utilization rate to their utilization threshold. In this process, we will also consider if these vehicles are operating in various locations and during different shifts. For instance, if a vehicle dedicated to Facility A is underutilized, we will examine if another similar vehicle from the same facility could cover its operation and be shared among multiple drivers. In another scenario, for an underutilized vehicle, we will investigate whether there are overlapping shifts and opportunities to adjust the existing work schedule, allowing one vehicle to replace two or more. We will also leverage the insights from this review to also identify whether a motor pool or similar car-sharing options could be feasible and beneficial. EV Replacement Recommendation: Leveraging outcomes of fleet PowerGuide rightsizing analysis as well as other information collected on the fleet \I, vehicles, ICF will employ our in-house fleet assessment model (also Charged by /iCF known as PowerGuide Analytics) to analyze the County's fleets, characterize their operations, and develop tailored recommendations for the transition of fleet vehicles to EVs (Exhibit 8). ICF's PowerGuide is a robust tool, developed and refined over time for use with multiple municipal and fleet clients. Originally developed for our partnership with our extensive utility programs, ICF has continued to improve the tool and the supporting data embedded in the model to assist almost 200 clients, including more than 100 municipalities, as they developed plans for transitioning their vehicles, including their specialty vehicles, to EVs. Included in the PowerGuide Analytics is a comprehensive database of over 600 EV models comprising BEV and PHEV options for light-duty and MD/HD vehicles. This extensive database enables the ICF team to deliver highly customized fleet transition recommendations. By using this unique database, the ICF team will conduct an overview of currently available and forthcoming BEVs and PHEVs that could potentially replace the vehicle types currently used by the County. The ICF team also has a separate database for fuel cell EVs which it will use for vehicles where cost-effective EV options might not be available. ICF's EV model library is updated monthly to capture the latest EV models available and changes to equipment attributes and pricing. CONFIDENTIAL 53 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Exhibit 8. ICFs PowerGuide Analytics Fleet Transition Modeling Process WM' CALCULATIONS OUTPUTS Existing Baseline Fleet Total Cost of Ownership EV Acquisition Recommendations (TCO)Comparison (TCO and GHG Impacts) • Your Fleet Vehicle and • Vehicle Capital Costs • Summary Presentation Usage Data • Annual Fuel Costs • Detailed Report • Our Assumptions to Help • Annual Maintenance Costs • Excel Supplement Fill in Data Gaps • Charging Infrastructure • Hardware Costs • Charging Infrastructure Installation Costs • Poter l EV or EVSE Grants Our 500+EV Madel Library Using the PowerGuide Analytics, the ICF team will deliver key recommendations at a vehicle-by-vehicle level and a fleet level. Outputs of the model will include the following: • Recommended zero emission technologies (battery MOM electric, plug-in hybrid, and fuel cell vehicles) • Recommended EV replacement makes and models . • Total cost of ownership (TCO), including the upfront and lifecycle vehicle costs • Identification of vehicle types that are least viable for conversionVIP _ —� • Recommended replacement years • A fleetwide phased vehicle replacement schedule • Estimated GHG emissions reductions from EV replacements • Recommended charger types (e.g., Level 2, DCFC) When determining the recommended vehicle replacement schedule, we typically start with simple cost- effective replacements while also staying mindful of the complexity and difficulty associated with replacing certain use cases due to insufficient alternatives, operational challenges, unreliable technology, safety, excessive costs, or other identified reasons. For vehicles without currently available EV replacements, the ICF team will provide insights on the potential future availability as well as detailed descriptions of why no recommendation is provided in this project. Additionally, for vehicles where an EV replacement is not recommended due to either excessive cost or lack of technology availability, the ICF team will provide recommendations for other alternative vehicles and fuels as a replacement phase. This recommendation will take into account the availability of alternative vehicles and fuels in the Hillsborough area, considering the operational needs and siting of that vehicle. Suitability and Operations: In working with the County to find ZEV options which can replace all of the vehicles in the fleet, ICF employs a collaborative suitability assessment process to identify appropriate vehicle models which can meet the existing County operations. Using the proprietary EV Model Library in PowerGuide Analytics, ICF first filters by vehicle options which meet the existing vehicle specifications CONFIDENTIAL 18 54 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 collected from the County. This is typically a trivial process for light-duty vehicles but incorporates many criteria for medium and heavy-duty vehicles such as: • Vehicle body type • Daily mileage • Maximum operating range • Auxiliary power loads • Towing/hauling capacity • Use case ICF will evaluate manufacturer warranties and support for long-term service when recommending vehicle options. Additionally, ICF will suggest plans for on-site vehicle repair, maintenance, and replacement, detailing required resources (e.g., tools and equipment) and staffing (e.g., training and certificates)for the Operations Center Fleet Maintenance Facility. We will identify and recommend the necessary modifications of current procedures to meet the needs of EVs. This evaluation will cover a range of considerations, including updates to equipment, adjustments to the layout, enhancements to safety measures, and other relevant factors, ensuring that the facilities are fully prepared to accommodate the unique requirements of EVs. Based on barriers and priorities identified through conversation with County staff, ICF will offer further recommendations to the County, including best practices for risk mitigation during EV adoption. Total Cost of Ownership (TCO)Analysis: ICF's PowerGuide Analytics also provides us with the capability to estimate the total cost of owning and operating each replacement vehicle, including upfront and lifecycle costs as well as the capital and installation cost of EV charging infrastructure. The cost data embedded in the PowerGuide is informed by Exhibit 9. Example of TCO Analysis available cost data from manufacturers (both vehicles and charging manufacturers), $14,000,000 dealerships, and the data collected from the $12,000,000 municipality fleets across the country. This TCO My.'' analysis, as shown in Exhibit 9, will compare $10,000,000 $1,633,157 the differences in TCO over the service life of $1,859,015 \ $1,427,580 each vehicle between EV replacements and a $8,000,000 scenario where the County only replace their $1,166,594 vehicles with ICE vehicles. The ICF team will $6,000,000 $2,697,017 647,452. estimate TCO on a vehicle-by-vehicle basis and will consolidate these vehicle-level estimates $4,000,000 into fleet-level transition cost estimates. On top9" 59 of this, we add in estimates of additional costs $2,000,000 like downtime, labor costs to shuttle equipment for repair and a comparison of residual value to $- provide critical data that the County needs to $(2,000,000) plan its budget into the future. The team will ICE Replacements EV Replacements provide high-level estimates and ■Rebates and Incentives recommendations on the end-of-life salvage and ■Make Ready and Facility/Utility Costs disposal of EVs and their batteries, compared to Charging Infrastructure Installation ICE vehicles. Charging Infrastructure Hardware PowerGuide does not restrict evaluating TCO NPV Maintenance Costs under the traditional ownership model, but it can NPV Fuel Costs ■Capital Cost CONFIDENTIAL 19 55 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 also assess TCO under various alternative ownership arrangements, including financing and leasing. This model flexibility allows us to determine cost implications under different scenarios, providing a broader perspective on the economic feasibility of the transition. The project team will leverage this data, examining challenges and opportunities associated with each ownership model. By considering each department's unique operational needs, budget constraints, and strategic objectives, we will provide informed recommendations on the types of ownership models the County could use for a seamless, cost-effective transition to EVs. Environmental Impacts: In addition to the TCO, the ICF team will conduct a lifecycle assessment accounting for emissions from electricity as well as liquid fuel production and distribution. ICF's PowerGuide can evaluate the GHG emissions reduction potential from the County's electric fleet. Our approach is based on lifecycle GHG emission factors from Argonne National Laboratory's Alternative Fuel Life-Cycle Environmental and Economic Transportation (AFLEET)tool and data from EPA's Emissions and Generation Resource Integrated Database (eGRID) to account for electricity carbon intensity variation at the regional level. An example of GHG analysis for a fleet ICF has worked with in the past is shown in Exhibit 10 below. Exhibit 10. Sample Fleet GHG Emissions Reduction Impact Analysis Based on ouranalysis,converting your vehicles to EVsis Over30years,thoseestimated CO2 estimated to produce the following impacts: reductions equate to: E(. 119 8 30 � lrna u e for o� O homes" , energy year, LLII metric tons(MT)of CO2 eliminated over 29 years Cumulative Fleet Greenhouse Gas EmissIons [�)) switching 753,522 2s,oaa = incandescent lamps to LEDs,or: , 20,000 (� ^ ~ 15,000 '/?7 recycling 6l7T2tonsof E 10,000 waste instead of landfilling it,or: c� 5,000- planting 3 27,18Q 7 `1'01ti .P'L P o�'L 'y' P 0`l,ti ti ti QI" 00 0'hl 0'9 p4ti 0o- po-`' 0b'1 Q?°' trees. "y ^r ry ti 'ti ry ti ti ICE Emissions Recommended EV Replacement Emissions Task 1 Deliverables • A memo summarizing the results of suitability assessment, EV alternatives recommendations, TCO analysis for EV replacement, and GHG impact analysis. • An interactive worksheet including the detailed vehicle replacement recommendations, TCO and timelines CONFIDENTIAL 20 56 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Task 2. EV Charging Infrastructure Planning &Electricity Grid Impacts Charging Infrastructure Assessment: Using our fleet PowerGuide e Char modeling results and recommendations developed with g `I/ PowerGuide Analytics, we will identify sites that will Powered by — require new or upgraded charging infrastructure, Jl CF including the number, types, and power level of EVSE. This assessment will be conducted using our PowerGuide CHARGE tool, which is specifically designed to evaluate the charging energy and power requirements at each site where EV replacements are recommended and where EV operation is concentrated. The algorithms embedded in the tool analyze expected vehicle operations at each site and compare them with critical information on the EVs to accurately estimate daily charging needs. Key factors considered include the vehicles' energy efficiency, daily mileage or operation hours, battery capacity, maximum power acceptance rates, and available charging time. Based on the anticipated operating conditions and constraints at each site, the PowerGuide CHARGE tool will provide tailored recommendations for specific charger types and power levels, ensuring that these are optimized on a vehicle-by-vehicle basis. Several outputs from our fleet assessment are key inputs for developing charging infrastructure, including the following: • Which existing vehicles are recommended for replacement with EVs and what types they are • How much energy and power each EV will need to charge, as a function of: ✓ Average daily energy consumption (in kWh) —based of daily VMT ✓ Vehicle battery energy capacity (in kWh) ✓ The duration of time each vehicle has to charge between shifts and operations ✓ The maximum power acceptance rate for each vehicle (in kW) • Where EV replacements will dwell • Seasonal variation in daily VMT—we want to plan for the worst case while balancing the cost of over installing based on a rare occurrence • Whether or not smarVnetworked charging is desired • Whether or not the fleet will use a charging management system To determine the location of chargers, the PowerGuide CHARGE tool uses information on vehicle dwell time, driving routes, parking locations, and the operational characteristics. Fleet vehicles do not necessarily need to be charged at the locations where they are being parked. Similarly, depending on co-locations, charging infrastructure may be considered at sites that multiple department fleets could share. Using this information, the ICF team will develop a baseline charging infrastructure implementation scenario with rollout schedule that projects the following information: • The projected number of chargers needed at each site to support the EV replacements over the next 15 years • The recommended locations of EV charging infrastructure • The recommended type (e.g., Level 1, Level 2, DCFC) and power level (in kW) of chargers for each vehicle type • The overall power need associated with charging infrastructure at each site CONFIDENTIAL 2 i 57 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Charging Infrastructure Optimization: One of the key features that sets ICF's PowerGuide Charge tool apart from other charging infrastructure models in the market is its embedded optimization algorithms. These algorithms enable the County to optimize the number of chargers b increasing the vehicle-to-plug V2P ratio while w thisscenario,each vehicle is paired g y � g p g ( ) with a dedicated charging plug,ensuring maintaining the resilience of both charging and fleet operations. that every vehicle has its designated Following the development of the baseline charging infrastructure charging port. needs scenario (assuming 1:1 V2P), PowerGuide Charge uses its optimization algorithm to develop an optimized charging infrastructure Optimized V2P Ratio Scenario needs scenario. This involves determining the most appropriate V2P ratio for each facility and groups of vehicles and assessing the feasibility of smart/scheduled charging. This approach implies using fewer charging stations to service a greater number of EVs, leading to significant cost savings. It reduces the upfront investment in charging infrastructure and minimizes ongoing operational and maintenance expenses. Moreover, this efficient use of resources is particularly •optimized V2P ratio beneficial in conserving space, a crucial aspect in urban or densely •Multiple vehicles share a port populated areas. The ICF team will carefully review the This scenario aims to optimize the number recommendations provided by its PowerGuide Charge tool to identify port iclehisss ap capable ofsharied b gadjusting charging gi he the highest feasible V2P ratios that can be achieved while ensuring vehicle-to-plug ratio to ensure efficient use reliability and successful daily operations of the fleet. ICF will also of infrastructure while still meeting each investigate the effects of peak and off-peak pricing on the proposed vehicle's duty cycle, charging plan —when in some cases it may make sense to make operational changes to allow for cheaper charging. In other cases, we may recommend scheduled charging at night which fits with existing operations but starts after midnight when peak rates have reduced. In determining the charging infrastructure needed for each location, the ICF team will also plan for future growth and expansion by considering the scalability of the chosen charging station configurations. Our team will anticipate the potential increase in the County's EV fleet and ensure the selected charging stations can accommodate the additional demand. This may involve allocating additional space and electrical capacity for future installations. By proactively considering scalability, the ICF team will ensure the charging infrastructure can easily adapt and scale up to meet the growing needs of the County's EV fleet. Charging Infrastructure Rollout Schedule &Cost: To advise County departments on expectations for charging infrastructure development, the ICF team will develop a rollout timeline and cost estimates for the proposed charging infrastructure for each of the County's 28 sites. Depending on circumstances, the lead time for charging infrastructure development can be significantly longer than the lead time for vehicle procurement. Due to this, a well-laid-out electrification timeline that includes both vehicle procurement and infrastructure development is critical to minimizing time for implementation. In developing these schedules, the ICF team will ensure there will be sufficient electrical capacity available to support expected EV deployment, and the County can spread the cost over time to facilitate funding the infrastructure build out. In developing the schedule, the ICF team will consider the upfront utility upgrade and site preparation investments needed during the initial phase, known as futureproofing, to ensure sufficient electrical capacity will be available within each facility to expand charging equipment in future years without the need for additional construction. For example, if a facility needs a total of 10 chargers by 2030, it is more cost- effective to build such capacity during the initial phase, while the charging equipment can be installed over multiple phases. CONFIDENTIAL 22 58 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 In this task, ICF will also evaluate a variety of options for EV charging infrastructure implementation and conduct a comprehensive cost estimate of EV charging equipment and installation. Cost components to be factored into the analysis can be split into capital, and operating costs. Key capital costs include the following: • Charging infrastructure hardware (materials cost) and installation • Software • Distribution grid equipment and infrastructure upgrades • Make-ready costs Operating costs are also critical to determining the business case of deploying EV charging infrastructure and include the following: • Cost of electricity based on rate tariffs used • Demand charges • Charger networking costs • Charger data contract costs All capital and operating costs are crucial factors in determining the business case of charging infrastructure. ICF will estimate capital costs across each infrastructure development scenario, as well as the ranges of possible operating costs associated with each scenario. ICF will also develop cost estimates by location for each phase of infrastructure implementation across the entire charging infrastructure development timeline. This timeline shall align with and stays ahead of the purchase of replacement ZEV that will park at each location. A key factor that can influence the incentives and grants available to the County is whether the installed chargers are accessible to the public. ICF will outline the pros and cons of making certain chargers publicly accessible in exchange for substantial incentive funding, which can often cover the full installation cost. Additionally, we will identify incentives available to the County even without public access to chargers, though these opportunities are less common and more competitive. Importantly, we will also provide a cost assessment for the maintenance of EV chargers over the fleet's lifetime. Having worked with over 100 municipalities across the country on their electrification plans, ICF brings a wealth of experience in implementing best practices for sharing the costs of EV infrastructure across departments. We will leverage successful strategies from various municipalities to ensure equitable cost distribution while streamlining the procurement and installation process. Utility-side Electrical Infrastructure Assessment: Once the team has determined the number, types, output power levels, and locations of chargers to be deployed, we will review the capacity of the County'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 identify potential utility distribution electrical infrastructure impacts, our team will first coordinate with Duke Energy & Piedmont Electric Coop to review data that they already have on the capacity of existing distribution grid infrastructure. Our existing relationship with Duke Energy and experience working with coops like Piedmont Electric will help streamline the data collection process to answer the following questions: • How large is the electrical service from the utility for each relevant facility? • How much electrical current is each facility consuming at existing peak power demand levels? • How much electrical capacity is remaining on the utility-side of the meter at existing peak power demand? • How much electrical capacity remains on the County's facility side of the meter? Responses to these questions will help us gather the needed data to conduct the electrical capacity analysis at each facility and to determine any potential impacts to the electric grid. With an understanding of CONFIDENTIAL 23 59 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 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 to determine whether each facility has sufficient utility-side capacity to accommodate chargers or if upgrades may be necessary. For priority facilities, ICF will gather data to understand the size and location of transformers, amount of existing capacity on them, as well as any practical challenges related to charger installation like long trenching distances or insufficient parking near existing transformers. This effort with the utility will be used to update the charger installation timeline to include necessary upgrades on the part of the utility and incorporate that effort into the lead time for each site. It will also be used to update the cost estimates for each site with utility-specific information on the costs of the typical upgrades which we already have in our pricing model. These price estimates are based on industry experience and work with various utilities across the country but can be further refined to take advantage of cost data provided by Duke Energy Progress & Piedmont Electric Coop in order to ensure they align with what will be required of the County. Facility-side Electrical Infrastructure Assessment: After completing the distribution grid capacity analysis, the ICF team will assess the existing electrical infrastructure at each of County facilities for its ability to support the proposed EV charging infrastructure. This evaluation will determine if the current infrastructure is adequate or if upgrades, such as panel upgrades or the installation of step-up/down transformers, are necessary. Should an upgrade be deemed necessary, the ICF team will document this requirement and proceed to evaluate the associated costs, ensuring a comprehensive understanding of the investment required. Additionally, the ICF team will explore the costs related to preparing each facility for the deployment of charging infrastructure, covering a broad spectrum of components crucial for the site's overall readiness, including: • Point-of-Service: Identifying which point-of-service chargers will connect to in order to identify the deficiencies in existing infrastructure for both County and utility infrastructure. • Panel and Service Boards: Estimating costs for upgrading or installing new electrical panels and service boards to accommodate additional loads. • Step-up/Step-down Transformers: Evaluating the costs for installing transformers that are essential for converting electrical power from one voltage to another(to serve both Level 2 and DCFC chargers)—these transformers are crucial in scenarios where a switch between 208 volts (V) to 480 V or vice versa is needed to match the power requirements of the EV charging stations with the facility's existing electrical infrastructure. • Meters: Assessing the need and costs for new or upgraded metering systems to monitor electricity usage. • Conduit and Cable: Calculating the expenses for necessary conduit and cable installations to connect the charging stations. • Trenching: Determining the costs for trenching work required to lay down electrical lines underground. • Bollards: Evaluating the expenses for installing bollards to protect charging stations from accidental vehicular damage. • EV Signage and Striping: Assessing the costs for necessary signage and striping in parking areas to designate EV charging spots. CONFIDENTIAL 24 60 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 • Charge Management: Recommending solutions for charge management software and hardware to maximize the amount of charging done on off-peak rates and reduce peak rate charging costs. • Permits: Estimating a high-level cost for obtaining any required permits for the installation and operation of charging stations. • Labor and Installation: Estimating the labor costs and expenses related to the installation of the entire charging infrastructure. • Load Profile: Providing an estimated load profile for the chargers being proposed for each Point- of-Service based on the projected use in alignment with our proposed vehicle procurement schedule. • Vehicle to Grid: Evaluate options for taking advantage of the large network of electric vehicles as a backup power solution during outages or periods of high-power consumption. Upon completing the evaluations, the ICF team will compile and consolidate all the associated costs for each facility that has been assessed. A simplified illustration of our methodology to electrical infrastructure assessment is shown in Exhibit 11. Exhibit 11. ICFs Process for Site-Level and Utility-Level Infrastructure Needs Assessment Number and Step-DownlUp Infrastructure Fleet V2P Type of EV Transformer Needs Transition d Ratio Charging Q Charging Assessment Plan ©ptimizatian Infrastructure Load 0 Panel (208V vs.480V) Upgrade QDER and VGI Existing ®Switchgear Facility Circuit Loads Available Size Electrical d dCapacity on Panel Size Transformer Infrastructure (Amperagel Existing Panel 0 Upgrade Voltage) ft Service Line Extension New Meter MAvailable Meter and Utility Grid Billing Data Conduit and ■■■■ Distribution © d Headroom Cable Length 0 Capacity f Capacity Trenching Size Capaand Materials Labor and Cost r Site ® JJk Facility Layout Preparation � Charger Layout Plan and _ Site Engineering Design Moreover, our team can also assess and recommend solutions for integrating solar power and battery energy storage based on the peak EV charging load at each facility. Solar power system costs are generally calculated on a per-watt basis, while battery storage costs are estimated based on the required kilowatt-hour capacity. This includes a comparison between grid-connected and micro-grid solutions with microgrids offering much greater security during outages in exchange for a higher cost. Task 2 Deliverables • A memo containing charging infrastructure cost assessment, including the required utility upgrades required to support the fleet, along with an estimate of the eventual transformer capacity needed at each site. CONFIDENTIAL 25 61 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Task 3. Fleet Vehicle Purchasing Policy Recommendation To ensure that the County fleet remains reliable, efficient, and fit for purpose, it is important to formulate a sustainable fleet purchasing policy that aligns with the operational demands of the County's fleet maintenance and operations while achieving the County's Clean Energy and GHG emission reduction goals. ICF will assist the County in developing policies that not only address the immediate operational needs but also anticipate future requirements, ensuring the fleet remains resilient and adaptable. The ICF team will review the existing Orange County fleet purchasing policy, as well as strategies deployed across other municipalities and public fleets to understand current practices and identify areas of improvement. By analyzing policies enacted by other municipalities, we aim to gather valuable insights, best practices, and lessons learned, ensuring that the County can benefit from proven strategies and avoid common pitfalls. Our team will then engage in benchmarking activities, comparing the County's current practices against industry standards and leading practices in fleet management. This will include an examination of how other municipalities have successfully transitioned to EVs, with a focus on their vehicle replacement policies and rightsizing strategies, vehicle and EV charging maintenance protocols (e.g., in- house vs. third party maintenance), operational adjustments, and EV charging policies. Through this analysis, ICF will identify key success factors and potential challenges, providing the County with a clear roadmap for effective policy development. In parallel, ICF will present findings from existing policy reviews to key County staff and stakeholders to identify issues and shortcomings with existing policy issues and any relevant federal or state mandates that may affect County policies. Drawing from the insights obtained through policy review and stakeholder consultations, ICF will collaborate with the County to draft a comprehensive vehicle purchasing policy. This policy will also include provisions for the establishment of a Sustainable Fleet Committee. The Committee's responsibilities may include: • Developing vehicle utilization standards to optimize and reduce the total size of the fleet. • Downsizing SUVs and larger vehicles as feasible • Implementing managed idle technologies to decrease fuel consumption in legacy vehicles. • Integrating the development of vehicle specifications into the planning process well in advance of the purchase timeline. • Aligning fiscal year funding with the planned vehicle procurement timeline to avoid missing opportunities due to lead times. • Raising awareness within County departments to prioritize the procurement of electric vehicles. • Leveraging collaborative purchasing agreements with other municipalities to access a wider range of vehicles at better prices. Building upon ICF's extensive experience and track record of success in working with diverse municipalities across the country, we are uniquely positioned to bring forward a wealth of best practices and valuable insights to inform the development of optimal policies for Orange County. Our engagement with various municipalities, particularly those of similar size and operational characteristics, has afforded us a deep understanding of the challenges and opportunities inherent in transitioning to EV fleet practices. We will draw upon this rich repository of knowledge to present the County with a curated set of proven strategies and policy recommendations. These will be tailored to the County's specific context, ensuring that they are both relevant and actionable. CONFIDENTIAL 26 62 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Task 3 Deliverables • A memo outlining the vehicle purchasing policy recommended for the County to facilitate EV transition Task 4. Final Fleet EV Transition Report and Presentations Following the completion of all tasks, ICF will compile the findings and develop a draft Fleet Electric Vehicle Transition Strategy report for the County. This draft report will encompass all analyses from the previous tasks, including an executive summary, EV replacement schedule, recommendations for charging infrastructure development, total cost of ownership, and emission benefits analysis. Additionally, the plan will cover budgeting needs, vehicle replacementlprocurement policies, and all other strategies and recommendations for infrastructure development, operation, and maintenance developed throughout the previous tasks. The plan will identify challenges encountered during its development and lessons learned, offering practical recommendations for the County to consider. At the commencement of the report drafting process, the ICF team will collaborate with County staff to establish a list of stakeholders for the three rounds of review. ICF will submit the draft report to the County's representatives and identified stakeholders on this contract and will allow for three rounds of revisions on the report. ICF will create a final version of the report addressing all of County's comments and will provide it to the County within 30 days of receiving final set comments on the draft version. Both the draft and the final Plan will be sent electronically in Microsoft Word (*.doc or*.docx) format. In addition to the final report, ICF will prepare a Microsoft PowerPoint (*.pptx) deck with 20 to 30 minutes of content to describe the project overview, the process, results from the > FLEET NAME analytical work completed, as well as recommendations. ICF Executive SummaryJ. will ensure that the content embedded in the deck is easy to `� understand and have all the sufficient information and details . needed for the stakeholders to understand and comment. ICF -:—,a96 will be also available for up to two presentations to County �l $m "$e� _�6 A �.. LON$tl 304,n66 9�, ®�m�96,a05,me®,, stakeholders, which may include County Council, County ►r $618787 departmental key staff, or other groups. 7,7995 gas eis r I Task 4 Deliverables • Draft report, compiling results from all tasks. • Final report, incorporating feedback from three review rounds. • Presentation for communicating key outcomes of the project. • Up to two virtual presentations to County-convened stakeholders. Schedule ICF will begin work once ICF and the County execute the contract, and the County issues a Notice to Proceed, assumed to take place by January 2026. ICF proposes a six (6)- month period of performance to finish the required technical scope including Tasks 1-4 as stated in this proposal, from January 2026 to June 2026. Exhibit 12 shows the proposed project schedule along with the timing of major deliverables for each task—based on the number of months from the notice to proceed. CONFIDENTIAL 63 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 At the onset of the project, ICF will create a detailed project schedule including all tasks, subtasks, meetings, public outreach activities, client review points, major milestones, and deliverables. Our team will review the project schedule with the County to ensure on-time delivery of high-quality deliverables as outlined in ICF's proposed approach, ICF will work with the County to make the necessary schedule updates. Exhibit 12. ICFs Proposed Task-specific Schedule. - , , 1 Task 1. Fleet Evaluation and Transition Strategy Task 2. EV Charging Infrastructure Planning & Electricity Grid Impacts Task 3. Fleet Vehicle Purchasing Policy Recommendations Task 4. Final Fleet EV Transition Report and Presentation Milestones deliverable for each task are denoted with an 'Y'. CONFIDENTIAL 28 64 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 References This section provides a list of five references for the past projects that ICF has provided similar services. Customer Name: City of Raleigh Contact Individual: Rick D. Longobart Address: 222 W. Hargett St. Raleigh, NC 27601 Phone Number: (919) 996-5616 Contract Amount: $200,000 EMAIL: rick.longobart(cDraleighnc.gov Year: 2022—2023 Project Description: The City of Raleigh has ambitious GHG emission reduction targets. 4 X00 In May 2019, the Raleigh City Council established a goal to reduce community GHG \� . ���/n emissions in Raleigh by 80% by the year 2050. In order to support the City of Raleigh with meeting these reduction targets, ICF conducted an analysis of approximately 2,500 Raleigh vehicles and associated sites (utilizing telematics data) to provide the City with an implementation strategy to transition its fleet to EVs. In coordination with partners including Triangle Clean Cities Coalition and The Mobility House, ICF is supporting the City of Raleigh by developing Fleet Electrification Implementation Rollout Strategy. Components of this fleet transition plan include: 1) evaluate the City's fleet and provide recommendations to transition from fossil fuel vehicles to clean transportation options; 2) identify potential funding sources and procurement strategies; 3) develop a sustainable EV charging infrastructure plan for City fleet vehicles; 4) provide a training plan and educational guidelines for City staff who will operate EVs; 5) review the City's EV charging software system solution and recommend best practices for aligning software; and 6) provide recommendation to improve accessibility and address equity issues through electrification and charging infrastructure deployment. Reference 2 Customer Name: City of Wilmington, Public Works Dept. Contact Individual: David Ingram Address: 209 Coleman Dr. PO#1810, Wilmington, NC Phone Number: 910-341-1602 Contract Amount: $100,000 EMAIL: David.ingram(@wilmingtonnc.gov Year: 2025- Present Project Description: ICF is partnering with the City of Wilmington to �NkGTON develop a comprehensive Fleet Electrification Transition Strategy Of f I CAR01,1NA aligned with the City's ambitious climate goals. Wilmington aims to electrify 50% of its municipal fleet by 2035 and achieve full electrification by 2050. Our team has conducted a detailed assessment of the City's fleet -over 700 vehicles - including emergency response vehicles that belong to the City's Fire and Police department, as well as off-road equipment. The team is also assisting the City to evaluate optimal electrification opportunities and charging infrastructure requirements. We address technical challenges for medium- and heavy-duty vehicles, evaluate cost implications, and design phased implementation strategies, including recommendations for alternative fuels where EV technology is not yet viable. In addition, the CONFIDENTIAL 29 65 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 team is also assisting the City in updating fleet policies and operational standards to better support the City's future EV operations. Reference 3 Customer Name: City of Laguna Beach Contact Individual: Frank Lopez Address: 505 Forest Ave., Laguna Beach, CA 92651 Phone Number: 949-497-0303 Contract Amount: $78,000 + $130,000 EMAIL: flopez(�lagunabeachcity.net Year: 2022-2025 �,p,GUN9 Project Description: Starting in 2022, ICF has been supporting the City of 04U.., Laguna Beach in Southern California in developing an EV transition and fleet EV infrastructure plan. As part of this project, ICF evaluated the City's fleet, provided .� recommendations on potential EV replacements, and most importantly, conducted U �{ a detailed analysis to design a robust EV charging infrastructure across the City's cal �ao �,�P facilities. This project has garnered significant attention from the press, including the LA Times, and has piqued the interest of both the City Council and the community. As a result, ICF has been rehired by the City of Laguna Beach to assist with the implementation of the electrification plan. As part of the new contract, ICF will serve as the City's owner's representative, collaborating with utilities and charging vendors to design the charging infrastructure. This involves bringing the necessary electrical infrastructure online and selecting vendors to deploy the charging stations. Reference 4 Customer Name: City of Baltimore Contact Individual: Jason Mathias Address: 100 N. Holliday St, Baltimore, MD 21202 Phone Number: 667-209-6929 Contract Amount: $206,000 EMAIL: Jason.mathias(a�baltimorecity.gov Year: 2024-2028 Project Description: This project aims to help Baltimore achieve carbon neutrality by 2045 by transitioning the city's municipal fleet to electric and zero- ' _ emission vehicles (ZEVs). The plan includes a phased approach, starting with fleet prioritization and replacement scheduling based on usage, operational needs, and charging infrastructure. It involves data collection, collaboration with agencies, and financial modeling to create cost-effective electrification pathways. A key component is developing an EVSE infrastructure plan, including deployment strategies, cost assessments, and charging station site selection.Additionally, a pilot ZEV replacement initiative will be implemented, supported by educational programs for drivers and maintenance staff. Reference 5 Customer Name: City of Alexandria Contact Individual: Amy Posner CONFIDENTIAL 3U 66 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Address: 333 South Beaudry Avenue, Los Angeles, CA Phone Number: 703-746-3916 90017 Contract Amount: $1,510,000 EMAIL: amy.posner alexandriava.gov Year: 2024—2025 Project Description: The City of Alexandria Fleet Electrification Project aims to transition the city's fleet to zero-emission vehicles (ZEVs) and develop the necessary charging infrastructure. ICF will collect data on the existing fleet, develop a transition ' -� plan, and create charging infrastructure scenarios. The project includes assessing load capacity, completing preliminary engineering designs, and developing a rollout timeline and cost estimates.Additionally, ICF will identify funding and financing solutions and compile a 10-year phased master plan for the fleet transition. Optional on-call support for fleet charging procurement is also available. Reference 6 Customer Name: City of Iowa City Contact Individual: Sarah Gardener Address: 410 E Washington St Iowa City, IA 52240 Phone Number: 319-877-6162 Contract Amount: $95,000 EMAIL: Isgardner Iowa-city.orp Year: 2023-2024 Project Description: ICF assisted Iowa City in developing a municipal fleet a transition plan aimed at reducing GHG emissions by transitioning the municipal fleet to EVs and other ZEVs. This initiative supported Iowa City's w�w�r broader goals of increasing renewable energy use, improving energy -� efficiency, and promoting sustainable transportation. The plan assessed the CITY OF IClWA CITY current fleet and infrastructure, provided recommendations for vehicle and UNESCO CO I Y OF U 1 LRAI UKL charging infrastructure replacements, and outlined strategies for implementation, including cost estimates, training needs, and potential barriers. This work aligned with Iowa City's commitment to achieving net-zero emissions by 2050, leveraging the city's progress in renewable electricity generation and its efforts to encourage EV adoption among residents and employees. CONFIDENTIAL 3 i 67 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Proposal Innovation ICF's approach to the Orange County EV Infrastructure Study is distinguished by its use of a fully integrated optimization platform (PowerGuide) that unifies fleet transition planning, charging infrastructure design, and facility/grid readiness analysis into a single, cohesive workflow. This methodology represents a significant innovation in the field, where these components are often treated as separate and disconnected efforts. At the core of our approach are the PowerGuide Analytics and PowerGuide Charge tools, proprietary platforms that leverage fleet data, telematics insights, and operational patterns to right-size fleet electrification and optimize charger sharing across sites. A screenshot from the optimized charging results tab is included below in Exhibit 13. This tool enables Orange County to move beyond static planning and embrace a dynamic, data-driven strategy that adapts to real-world conditions and operational needs. Exhibit 13. Example results from the optimized charging scenario from PowerGuide Charge Maximum Vehicle to Charging Port Ratio Results Thlsw kshaat tlhplap[ha rnults for thr maalmam whl4M to chmging part ratb acrnarla ind di gth number of charging saran,the type al char�n8 statbn,4z well as tFa hardware and instaHativn casts The¢¢sults- p-anted 6t'dwellln2lacation. The'ummary of Hesuhs'table presented 6ehnv oHemerunrise ouerelew elthe number otchaeging sa[bnsralegodzed by reMde � 4 type$please ruler to rhe hutFons brlw to navlgatr to 9hr detailed results tables. r� Summa q of EVSE Resulu I�pl Cherglna Cehgory u�r Duty t�i4 Duty-polce Cury Heat'tsrnq mal Taal Nambee alb log a b 1 �. Total Number of Vahklez 532 2 34g n 1 299 Number.1 Uual-Purl EVSE EVSE&Make-Ready Cwb summary d[ew JN EVSEImWlnbMJ $4,EEp�9 xardrrwe cnrtz x Makefraady Cneu[NPV) $1ggE,ggg ►r^^v��7' TaW EVSE&Mp Cara $S,;gS34S V Maw V2P Resuhs Navigation 'MVV/� mu raNrdnowd rna aw.raarafmaarwrtrnagm2 ttar 4m BydWegin2 bnrNnn end whkf•typ+. aL2 •pCFC •MA•-Ready Coats •EVSE Costa tMs taNedhpws lhr mvxhnum p4wnhwl(bWJ Make-Ready Costs EVSE Hardware..d C. Costs mea mbkshawrrh•.nm,'mum polwrledal lkWf adrd ra the neww t dlandmd pn war feve! 5H4�a' $lOa,EEA TM1ls meleslmm'raa wnrr+amerwrgmgpmr mem $11g.Tar: $421.031 lar rhe Maa'mum VY s4mwla. $2,081 � � ThId.MNepmdmm Mehurdwe.esmrs bydwnrllidg $42,264 $if1,4EA fan[ian ondvehfrle type. fill tabb preimrs theburdfo[fpn sesu by S^+Bgr+21 � dwNgng beatbn anb,rebMk Eype- $SW.gaF ® mrsruble Preserves ure mute-revdY ruses by trweglry lomrion res[m[¢gory., •Hardware •Inrtaltlation Elecrk Pan•I Sop Transhmmer r fmddt&[able •TrenNlnB •Mme •SMpTrenilwmarlmaAatlan •Tmnsform•r bataMMbn Key innovations include: • Integrated Planning Workflow: Unlike traditional approaches that silo fleet analysis from infrastructure design, our platform synchronizes these elements, allowing for seamless scenario modeling and implementation planning. This integration ensures that infrastructure investments are aligned with fleet transition timelines and operational requirements. • Optimization Algorithms for Cost and Efficiency: Our tool uses advanced algorithms to identify the most cost-effective and operationally efficient charger configurations. It accounts for vehicle 32 68 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 dwell times, duty cycles, and site-specific constraints to recommend charger types, quantities, and placements that maximize utilization and minimize capital and operational costs. • Automated Facility and Grid Readiness Assessment: The platform automatically evaluates facility electrical capacity and identifies necessary grid upgrades, streamlining coordination with utilities and reducing project delays. These outputs are formatted for direct use by utility partners, fleet managers, and infrastructure developers. • Scalable, Phased Implementation Planning: Our methodology supports phased deployment strategies that align with budget cycles, fleet procurement schedules, and evolving technology standards. This flexibility allows Orange County to scale its EV infrastructure investments over time while maintaining alignment with long-term sustainability goals. • Stakeholder-Ready Outputs: The platform generates actionable insights and visualizations that can be shared across departments and with external partners, facilitating consensus-building and accelerating decision-making. • EV Market Intelligence: Our PowerGuide tool includes a proprietary EV library with over 500 commercially available models, including detailed specifications and pricing data obtained directly from OEMs. This allows us to recommend vehicles that are not only technically viable but operationally suited to the County's needs—going beyond battery size to focus on real-world performance and availability. • Implementation Experience: ICF's innovation extends beyond planning. We have supported cities like Laguna Beach and San Diego through the implementation of their EV transition plans, including infrastructure deployment, vendor selection, and utility coordination. This experience ensures that our recommendations are not only visionary but also actionable and grounded in practical execution. This integrated, optimization-driven approach sets ICF apart from competitors offering isolated fleet or charging analyses. It also enables ICF to quickly draft charger recommendations, leaving more time for review and feedback from County stakeholders and enabling faster revisions. Ultimately, our methodology empowers Orange County to make informed, strategic decisions that balance cost, operational efficiency, and sustainability, delivering a future-ready EV infrastructure roadmap tailored to the County's unique needs. 33 Appendix An. Required Information and Forms 70 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 Appendix A: Required Information and Forms SUBMIT WITH PROPOSAL ADDENDUM ACKNOWLEDGEMENT FORM Consultants must acknowledge receipt of addendurns posted by Orange County before the RFPfRFQ deadline. Please initial for Addendums received. Addendum No 1 Dated' '101241205, ICF confirms receipt Addendum No 2 Addendum No 3 35 71 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 SUBMIT WITH PROPOSAL Section I: General Government and Administration Policy 10-0: Living Rage Coutractor Policy Reviewed by: County Attorney County Manager Approved by: County Manager Original Effective Date: April 21,2016 Revisions: August 1,2016 Policy-Statement It is the policy of Orange County to ensure its employees,and all individuals who provide services for Grange County,are paid a living wage. Purpose To encourage all vendors and coatractcrs to pay a living wage to all employees who perform work pursuant to a contract with Change County_ A_nnlirabilit): AppLies to all Orange County contracts and purchases. Polio. 10.1 Living Wage 10.1.1 Orange County is committed to providing its employees with a living wage and encourages all contractors and vendors doing business with Change Country to pursue the same Baal_Change County's living wage is as reflected in the adopted Orange County Budget and as that budget document is amended from time to time.To the extent possible,Change County recommends that contractors and 4,-endon seeking to do business with.Change County provide a living wage to their employees_ 10.1.2 Prior to final execution of a contract with Change County all contractors and vendors seekingto do business with Orange County shall submit to the County's representative a statement indicating whether those employees who will perform work on the Orange County contract are paid at least the living wage amount set out above.If such employees do not make at least the living wage amount set out above the contractor or vendor shall indicate in the statement,the actual.amount paid to such employees.For bid projects this statement should be submitted as part of the bid packet. This polio-mai-be re kietiri ed annually and updated as needed by the Manager's Office Acknowledged Receipt by: Janine Egler,Sr Contracts Administrator Company Name: ICF Incorporated,LLC Date: 1012712025 36 72 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 SUBMIT WITH PROPOSAL SPATE CF NCH O*J 0L N.A AFFIDAVIT QRkNGE C:)I.wJTY I, Janine Egler (the individual attesting below),beingdulyauthoriaedbyandonbehalf of ICF Incorporated,LLC �Me entlty bidding on project hereinafter"l=mployer" after first being duty worn hereby smears or affirar.as follows 1. Emp4oyerunderstands that EVeri isthefederal E-Ver€fyprorgraimoperated bythe Ulnitedsates Department of Homeland& writy,and other federal saes,or any mxxe=r or equivalent program used to verify the work a.rt horizat ion of newly hired employ ees pursuant to federal lay+.+in amordance with NO3S§E4-25(5). 2_ Enp4oyer understands t hat Employers M ust Use E-Verify. Each employer,after hiring an emp oyeeto work in the United nates,gall verify the work authorization of the employee through EVerify in aocardanoewit h NOG�W26(a). 3- Enow i s a person,busi ness entity,oratherorganizationthat transactsbusinee i n t hi s St at a and that employs 25 or more employees in this Sate. (mark Yes or Na) a. YEsS , or b. "D 4. EmrAoWessuboontraotorsoDmplywith H-Verify,and if Employer is the winning bidder an this project Employer will ensure compliance with E-Verify by any subwntractorssubsequently hired by lEmployer, This J-1 day of G 202._5 dLEJANDIt 8UM Notary Public,SFzte�i%Ic+lr, lC�t Affiant rr #`' + 4Wm.iswm V Lti U1022 Printr T file: MY Comm, xplre� n 5,2J35 Elate of Wrth arolins Gounty , ofCog Sgxd and swam to(or affirmed)before me,thisthe x W aftw"ante a kwabiicf be ter mf by meam day of 20— to Pr.s.swur.-C1. - t7t�tltt*I+fogvfzalton, Zdavof Jc4r 2 _ 111r++} . My Commission Expires: �{ � Of Notary Public 77M � } d .of wd.nr def f° Persmally uno m, OR uc+rd*WWWOM ` 7ypp of Identl[kaWn RodUted T d 37 73 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 SUBM17 WITH PROPOSAL ORANGE COUNTY NONDISCRIMINATION CERTIFICATION The undersigned bidder or proposer hereby certifies and agrees that the following information is correct: 7. In preparing its enclosed bid or proposal,the undersigned bidder or proposer has considered all bids and proposals submitted from qualified,potential subcontractors.and suppliers, and has not engaged in discrimination as defined in Section 12-52 of the Change County Non-discrimination Ordinance. 2. Without limiting any other remedies that Orange County may have for a false certification, it is understood and agreed that, if this certification is false, such false certification will constitute grounds for Orange County to reject the laid or proposal submitted with this certification, and terminate any contract awarded based on such laid or proposal. It shall also subject the bidder or proposer to disqualification from participating in county contracts or bid processes for up to two years. 3. As a condition of contracting with Orange County,the undersigned bidder or proposer agrees to promptly provide to[orange County all information and documentation that may be requested by Orange County from time to time regarding the solicitation and selection of suppliers and subcontractors in connection with this solicitation process_ Failure to maintain or failure to provide such information constitutes grounds for Orange County to reject the bid or proposal and to terminate, without penalty to Orange County, any contract awarded on such bid or proposal. All such information and documentation shall be maintained for a period of three years after the expiration of the contract_ 4. As part of its bid or proposal,the undersigned bidder or proposer shall provide to Orange County a list of all instances within the past ten years where a complaint was filed or pending against bidder or proposer in a legal or administrative proceeding alleging that bidder or proposer discriminated against its subcontractors, vendors, suppliers: or commercial customers, and a description of the status or resolution of that complaint, including any remedial action taken. 5. As a condition of submitting a laid or proposal to OrangeCounty the undersigned bidder or proposer agrees to ccmply with the Orange County Non-discrimination Ordinance_ Falsification of this certification shall constitute a violation of the Orange 38 74 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 County Non-DiscrimInation Ordinance and shall be grounds for rejection of the bid or proposal or termination of an existing contract, without fault or further obligation to Orange County. 6. As a condition of submitting a bid or proposal to Orange County the undersigned bidder or proposer agrees that Orange County may consider the information submitted as part of this certification in its determination of the responsibility of the undersigned bidder or proposer_ The undersigned bidder or proposer, as the case may be, waives the right to challenge the rejection of a bid or proposal when such rejection is based, in its entirety, on information submitted as part of this certification_ The bidder or proposer certifies the undersigned has full authority to sign on its behalf- By: s Janine Egler, Sr Contracts Administrator Printed Name and Title On behalf of ICF Incorporated, LLC Company or Corporate name 39 75 Electric Vehicle Transition Plan&Charging Infrastructure Evaluation for County Fleet RFQ 367-005463 Response to Request for Qualifications November 5,2025 SUBMIT NTH PROPOSAL Supplemental Vendor Information: HISTORICALLY UNDERUTILIZED BUSINESSES Vendor Name: ICE Incorporated,LLC Date; 10/2712025 Per G-S. 143-1281_x,Historicaliy Undenurtilized Businesses(HUBS)consist of minority,women and disabled business firms that are at least fifty-one peroent(51%) owned and operated by an individuals) who are members of the following groups_ Black, Hispanic, Asian American,American Indian, Female, Disabled, Disadvantaged- The Vendor shall respond to question No 1 and No 2 below. 1) Is Vendora Historically Underutilized Business? ❑ Yes ® No If yes, please select from the following: Ethnicity: Gender Disabled ❑ Black ❑ Male ❑ Yes ❑ Hispanic ❑ Female ❑ No ❑ Asian American ❑ American Indian 2) Is Vendor Certified with North Carolina as a Historically Unclerutilize+d Business's ❑ Yes ® No If so,state HUB class cation: Any questions concerning ND HUB certification, contact Ghe North Carolina Office of Historically Underutilized Businesses at(919)807-2334. 76 ` I ICF Q https://twitter.com/ICF ® linkedin.com/company/icf international facebook.com/ThislslCF ict com Phisisicf About ICF ICF (NASDAQ:ICFI) is a global consulting services company with approximately 9,000 full-time and part- time employees, but we are not your typical consultants. At ICF, business analysts and policy specialists work together with digital strategists, data scientists and creatives. We combine unmatched industry expertise with cutting-edge engagement capabilities to help organizations solve their most complex challenges. Since 1969, public and private sector clients have worked with ICF to navigate change and shape the future.