San Carlos City Council
May 11, 2026

CITY OF SAN CARLOS
City Council/Successor Agency to the
Redevelopment Agency/Housing Authority
Regular Meeting
May 11, 2026 7:00 PM
Council Chambers, City Hall
600 Elm Street, San Carlos, CA 94070
www.cityofsancarlos.org

AGENDA
This meeting will be conducted both in-person at City Hall and virtually via Zoom. Members of the public will have the option to observe the meeting and address the City Council as outlined below.

In-Person Participation:
• Location. City Hall – 600 Elm Street, Council Chambers.

• Provide Public Comment. To address the City Council, fill out a Request to Speak Form located in the back of the Council Chambers and submit it to the City Clerk; or, you may raise your hand when the Mayor calls for public comments.

Remote Participation:
• Observe via:
-    Zoom. https://us02web.zoom.us/j/88256140939; or call 1-669-900-9128 and enter the Meeting ID #: 882 5614 0939
-    Meeting Webportal.  www.cityofsancarlos.org/agenda -    Local TV. Comcast Channel 27 and AT&T Uverse Channel 99

• Provide Public Comment. If you plan to make a public comment, please observe the meeting via Zoom (see above access information), and during the public comment period for the agenda item you wish to address, use the “raise hand” feature. If joining Zoom by phone, press *9 to “raise hand”.

Councilmembers may participate in this meeting remotely pursuant to Government Code 54953.8.

1 MAYOR:

Pranita Venkatesh

COUNCIL:

John Dugan, Neil Layton, Sara McDowell, Adam Rak

1. CALL TO ORDER

2. TELECONFERENCE ANNOUNCEMENTS BY COUNCIL

3. PLEDGE OF ALLEGIANCE

4. CHANGES TO THE ORDER OF THE AGENDA

5. REPORT FROM CLOSED SESSION

6. PRESENTATIONS

a.

Administer Oath of Office to New City Manager – Kathy Kleinbaum. b.

Present

Proclamations

Recognizing

May

2026

as

Mental

Health

Awareness
Month.
c.

Present a Proclamation Recognizing May 17 – 23, 2026 as Public Works Week. d.

Receive

a

Presentation

from

Peninsula

Clean

Energy

on

the

Service

they

Provide
to the Community.
e.

Receive

a

Presentation

from

the

San

Mateo

County

Transportation

Authority
(SMCTA)

on

the

101

Corridor

Connect

Program

and

Upcoming

Mini-Grant
Program.

7. COUNCIL COMMUNICATIONS AND ANNOUNCEMENTS

Council

Communications

and

Announcements

are

brief

items

from

members

of

the

City
Council

regarding

upcoming

events

in

the

community

and

correspondence

that

they

have
received.

They

are

informational

in

nature

and

no

action

will

be

taken

on

these

items

at

this
meeting.

8. PUBLIC COMMENT
Persons

wishing

to

address

the

City

Council

on

matters

NOT

on

the

posted

agenda

may
do so. Each speaker is limited to two minutes.

If

the

item

you

are

speaking

on

is

not

listed

on

the

agenda,

please

be

advised

that

the

City
Council

may

briefly

respond

to

statements

made

or

questions

posed

as

allowed

under

the
Brown

Act

(Government

Code

Section

54954.2).

The

City

Council's

general

policy

is

to

2 refer items to staff for attention, or have a matter placed on a future City Council agenda for a more comprehensive action or report and formal public discussion and input at that time.

9. CONSENT  CALENDAR

a. Motion to Waive Reading of All Ordinances.
b. Approve the City Council March 23, 2026 Regular Meeting Minutes. c. Approve the City Council April 13, 2026 Special Meeting Minutes. d. Adopt  a Resolution Approving an Amendment to Paragraph 2.2 of the Peninsula Clean Energy Joint Powers Agreement to Reflect the Name Change of Peninsula Clean Energy to WestLight Energy.
e. Adopt   a   Resolution   Authorizing   the   Execution   of   a   Professional   Services Agreement  with  Blue  Strike  Environmental  to  Prepare  an  Update  to  the  City’s Climate Mitigation and Adaptation Plan in an Amount Not to Exceed $249,445. f. Adopt  a Resolution Adding an SMCTA Grant-Supported Project to Develop Criteria for a Transportation Management Association (TMA) to the Capital Improvement Program; Appropriating $240,674.50 from the General Capital Fund Unassigned Fund Balance (Fund 25) to the Project; and Authorizing the Execution of a Contract with  Steer  Davies  &  Gleave  Inc.  in  an  Amount  Not  to  Exceed  $240,674.50  to Develop TMA Criteria.
g. Adopt  a  Resolution  Accepting  the  2025  Sewer  System  Root  Foaming  Project (C1752) and Authorizing the Public Works Director to Issue and Record a Notice of Completion.
h. Adopt  a Resolution Authorizing an Amendment to the Agreement with Walschon Fire   Protection   Inc.   for   Fire   Sprinkler   Systems   Inspection   and   Certification Services  Beginning  Fiscal  Year 2026-27  and  Authorizing  the  Execution  of  the Amendment to the Products and/or Services Agreement in the Amount of $70,000 Over the Next Five Years.
i. Adopt  a Resolution Authorizing the Execution of an Amendment to the Professional Services Agreement with Absolute Electrical for On-Call Electrical Services for a Three-Year Term and up to Three One-Year Extensions in the Amount of $100,000, with No More Than 5% Annual Rate Increases; and Authorizing the Expenditure of a  Contingency  in  the  Amount  of  $20,000  with  No  More  Than  5%  Annual  Rate Increases.

3 10. REPOR TS TO COUNCIL
Reports to the Council are updates on key City Projects by City Staff and City Council Subcommittees. They are informational in nature, and no action will be taken on these items at this meeting.

a. Receive the Annual Update on Police Services.

11. NEW BUSINESS

a. Consideration  of Adopting a Resolution Selecting a Preferred Site for a Community and/or Aquatic Center.
b. Consideration   of  Adopting   a   Resolution  Approving   the   Crestview   Drive   Pilot Improvements Project.

12. AGENDA SETTING
Items discussed in this Agenda Setting Section will be considered by the Council for placing on a future agenda. No action will be taken on these items at this meeting.

13. ADJOURNMENT

Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection upon request.

In   compliance   with   the  Americans   with   Disabilities  Act   and   Title   VI,   and   as   outlined   in   the   City’s Reasonable Accommodations Policy, if you need special assistance or translation services to participate in   this   meeting,   please   contact   the   City   Clerk’s   Office   at   (650)   802-4222   or   via   email   at [email protected].   Notification   in   advance   of   the   meeting   will   enable   the   City   to   make reasonable arrangements to ensure accessibility to this meeting.

4 San Carlos City Council/Successor Agency to the
Redevelopment Agency/Housing Authority Regular Meeting
Council Chambers, City Hall
600 Elm Street, San Carlos, CA 94070
March 23, 2026 7:00 PM

MINUTES

ROLL CALL

City Council Present: Pranita Venkatesh, Mayor
Adam Rak, Vice Mayor
John Dugan, Councilmember
Neil Layton, Councilmember
Sara McDowell, Councilmember

Staff Present: Nil Blackburn, Interim City Manager
Rendell Bustos, Senior Planner
Lisa Costa Sanders, Principal Planner Consultant
Andrew Douglass, Senior Management Analyst
Paul Harris, Financial Services Manager
Marco Lao, Senior Accountant
Grace Le, City Engineer
Emma Licko, Recreation Supervisor
Steven Machida, Public Works Director
Andrea Mardesich, Assistant Community Development Director Rebecca Mendenhall, Administrative Services Director
Tyler Muela, Recreation Supervisor
Crystal Mui, City Clerk
Lisa Porras, Planning Manager
Gregory Rubens, City Attorney
Al Savay, Community Development Director
Tracy Scramaglia, Assistant Public Works Director
Deanna Skaggs, Assistant Planner
Chris Valley, Building Official
Kristie Woo, Associate Planner
Quinne Woolley, Management Analyst

1. CALL TO ORDER

Mayor Venkatesh called the meeting to order at 7:03 p.m.

2. TELECONFERENCE ANNOUNCEMENTS BY COUNCIL

None.

3. PLEDGE OF ALLEGIANCE

Mayor Venkatesh led the Pledge of Allegiance.

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May 11, 2026   Packet Pg. 5

4. CHANGES TO THE ORDER OF THE AGENDA

None.

5. REPORT FROM CLOSED SESSION

None.

6. PRESENTATIONS

a. Receive a Presentation from San Mateo County on its Vehicle License Fee Initiative.

San Mateo County Manager Mike Callagy and Assistant County Executive Justin Mates provided a comprehensive overview and update on the Vehicle License Fee. Mr. Callagy and Mr. Mates responded to Council questions. The presentation concluded with information about a press conference planned for April 7 th and requests for ongoing council support and public outreach.

b. Present a Proclamation Recognizing March 23– 27, 2026 as Government Finance Professionals Week.

Mayor Venkatesh presented a proclamation to Administrative Services Director Rebecca Mendenhall, Financial Services Manager Paul Harris and Senior Accountant Marco Lao recognizing Government Finance Professionals Week. Ms. Mendenhall and Mr. Harris thanked the Council for the recognition.

7. COUNCIL COMMUNICATIONS AND ANNOUNCEMENTS

Council Member McDowell and Vice Mayor Rak thanked the City’s Public Works team for the extensive paving work underway throughout San Carlos.

Mayor Venkatesh announced the appointment of Police Captain Mike Tabak and invited him to speak.

Captain Tabak expressed gratitude for the appointment and affirmed his commitment to compassionate, transparent leadership and collaboration.

8. PUBLIC COMMENT

Sonia Elkes, a resident, thanked the City for road improvements benefiting bicyclists and expressed support for infrastructure connecting the hills and flats for bicyclists and micromobility users.

Liz Min, a resident, raised safety concerns regarding El Sereno Drive and offered suggestions for improvement.

Elizabeth Lacasia, a resident, raised safety concerns regarding El Sereno Drive and offered suggestions for improvement.

Monica Viziano, a resident, raised safety concerns regarding El Sereno Drive and offered suggestions for improvement.

An unidentified resident expressed concern about a narrow street, emphasizing potential safety risks if the existing easement is eliminated.

Vice Mayor Rak requested staff to follow up with the residents and provide a briefing to Council.

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May 11, 2026   Packet Pg. 6

9. CONSENT CALENDAR
Vice Mayor Rak recused himself from item 9s – upgrade of existing tennis and basketball court, due to living within 500 feet of Burton Park.

MOTION: Adopt City Council Consent Calendar Items ‘a’ through ‘r’ and ‘t’.

MOVER: McDowell
SECONDER: Dugan
AYES: Dugan, Layton, McDowell, Rak, Venkatesh
NAYS: None
RESULT: Motion Passed 5 – 0
a. Motion to Waive Reading of All Ordinances.
b. Approve the City Council January 26, 2026 Regular Meeting Minutes. c. Approve the City Council February 9, 2026 Regular Meeting Minutes. d. Approve the City Council February 21, 2026 Special Meeting Minutes. e. Adopt a Resolution Updating the City's Records Retention Schedule. Resolution 2026-020 f. Adopt a Resolution Accepting the 2023 -25 2nd Floor Library Remodel (Suite 202) Phase II Project C2316 and Authorizing the Building Official to Issue and Record a Notice of Completion. Resolution 2026-021
g. Adopt a Resolution Authorizing the Execution of a Two -Year Extension to the Current Agreement for Products and/or Services with Avalon Transportation for Bus Transportation Services for Youth Center and Adult Community Center Programs in the Amount of $112,456, and Authorizing the Expenditure of a 10% Contingency of $11,246, for a Total Not-to- Exceed Contract Amount of $123,702. Resolution 2026-022
h. Adopt a Resolution Authorizing the Execution of a Five -Year Agreement for Products and/or Services with Armed Force Security, Inc. for Special Event Security Services in the Amount of $147,221, and Authorizing a Contingency of $14,722, for a Total Not-to-E xceed Contract Amount of $161,943. Resolution 2026-023
i. Receive the State Mandated 2025 Housing Element Annual Progress Report and Direct Staff to Submit Report to the State Department of Housing and Community Development (HCD) by April 1, 2026.
j. Adopt a Resolution Approving the Plans and Specifications for the Library Kitchen and Bathroom Upgrades Project (C2418) and Authorizing a Call for Bids. Resolution 2026-024 k. Adopt a Resolution Approving the Amended Classification Specification for the Position of Accounting Technician I/II. Resolution 2026-025
l. Adopt a Resolution Accepting the Highlands Park Path Project (C1811) and Authorizing the Public Works Director to Issue and Record a Notice of Completion. Resolution 2026-026 m. Deny Claim of Brian Benjamin Witlin.
n. Deny Claim of Joanie Marie Kay.

9.b
May 11, 2026 Packet Pg. 7
o. Adopt a Resolution Accepting the Sanitary Sewer Easement Over a Portion of the Property at 620 Terrace Road, San Carlos, County of San Mateo, California. Resolution 2026-027 p. Adopt a Resolution Awarding the 2025 Storm Drain Improvements Project (C9531); Authorizing the Execution of an Agreement with Devaney Engineering, Inc. in the Amount of $475,500; and Authorizing a 20% Contingency in the Amount of $95,100 for a Total Not-to- Exceed Project Cost of $570,600. Resolution 2026-028
q. Deny Claim of Kruti Pandya.
r. Adopt a Resolution Appropriating and Amending the Public Project Agreement with Kerex Engineering, Inc. in the Amount of $200,000 from the General Capital Fund (“Fund 25”) Unassigned Fund Balance to the San Carlos Avenue Pedestrian Safety Improvements Project – Phase III (C1806). Resolution 2026-029
s. Adopt a Resolution Awarding the Upgrade of Existing Tennis and Basketball Court Lighting at Burton and Highlands Parks (C2102); Appropriating $5,000 from the General Capital Fund (“Fund 25”) Unassigned Fund Balance to Project C2102; Authorizing the Executi on of an Agreement with Nema Construction in the Amount of $271,100; and Authorizing the Expenditure of an Approximate 10% Contingency in the Amount of $27,521 for a Total Not-to- Exceed Contract Amount of $298,621.

MOTION: Adopt Resolution 2026-030 Awarding the Upgrade of Existing Tennis and Basketball Court Lighting at Burton and Highlands Parks (C2102); Appropriating $5,000 from the General Capital Fund (“Fund 25”) Unassigned Fund Balance to Project C2102; Authorizing the Execution of an Agreement with Nema Construction in the Amount of $271,100; and Authorizing the Expenditure of an Approximate 10% Contingency in the Amount of $27,521 for a Total Not-to-Exceed Contract Amount of $298,621.

MOVER: McDowell
SECONDER: Dugan
AYES: Dugan, Layton, McDowell, Venkatesh
NAYS: None
RECUSE: Rak
RESULT: Motion Passed 4 – 0 – 1
t. Adopt a Resolution Awarding the Library Building Painting Project (C2519); Authorizing the Execution of a Public Projects Agreement with Aiden's Quality Painting Inc. in the Amount of $77,975; and Authorizing the Expenditure of a 15% Contingency in the Amount of $12,000 for a Total Not-to-Exceed Contract Amount of $89,975. Resolution 2026-031

10. PUBLIC HEARING
a. Consideration of Introducing an Ordinance Amending the San Carlos Zoning Map and Title 18 - Zoning Ordinance, of the San Carlos Municipal Code Temporarily Excluding Sites Within the MU-DC-100 Mixed-Use Downtown Core, MU-D-120 Mixed-Use Downtown, MU-SC-120 Mixed- Use San Carlos Avenue, and RM-100 Multiple Family Zoning Districts that are Within 0.25 Miles of the San Carlos Caltrain Station, Pursuant to Senate Bill (SB) 79, the Abundant and Affordable Homes Near Transit Act.

Community Development Director Al Savay and Planning Manager Lisa Porras presented a proposed ordinance to temporarily exclude specified sites from SB 79 development standards, allowing time to prepare an alternative Transit-Oriented Development Plan. Ms. Porras and Legal

9.b
May 11, 2026
Counsel Consultant Eric Phillips res ponded to Council questions.

Packet Pg. 8
The Council emphasized the importance of protecting the downtown character and proactive housing planning and directed staff to:
- Emphasize preservation of first-floor retail activation as a key policy goal in all related planning documents.
- Meet with state representatives to communicate the specific impacts of SB 79 on San Carlos.

Public Comments
None.

MOTION: Close the Public Hearing.

MOVER: Rak
SECONDER: Layton
AYES: Rak, Dugan, Layton, McDowell, Venkatesh
NAYS: None
RESULT: Motion Passed 5 – 0
MOTION: Introduce Ordinance 1634 Amending the San Carlos Zoning Map and Title 18 - Zoning Ordinance, of the San Carlos Municipal Code Temporarily Excluding Sites Within the MU-DC-100 Mixed-Use Downtown Core, MU-D-120 Mixed- Use Downtown, MU-SC-120 Mixed-Use San Carlos Avenue, and RM-100 Multiple Family Zoning Districts that are Within 0.25 Miles of the San Carlos Caltrain Station, Pursuant to Senate Bill (SB) 79, the Abundant and Affordable Homes Near Transit Act.

MOVER: Dugan
SECONDER: Rak
AYES: McDowell, Rak, Dugan, Layton, Venkatesh
NAYS: None
RESULT: Motion Passed 5 – 0
b. Consideration of Introducing an Ordinance Amending Planned Development Ordinance 1265 and Adopting a Planned Development (PD) Plan for the Property Known as the San Carlos Elms Senior Assisted Care Facility (APN 050-152-320) 707 Elm Street (PD-14).

Principal Planner Lisa Costa Sanders presented the proposed project at 707 Elm Street and then turned the presentation over to San Carlos Elms Board President Kristin Anderson, who spoke about the remodel project. Architect Matthew Smith of SmithGroup introduced himself and his team, and San Carlos Elms Executive Director Scott Evans discussed the need for updates at the facility. Ms. Costa Sanders, Mr. Evans, and Assistant Planner Deanna Skaggs responded to Council questions.

The Council expressed support for the project’s contributions to senior housing and community needs, and provided the following direction:
- Ensure appropriate low-maintenance landscaping, such as non-fruiting olive trees. - Plan for and consider future rehabilitation or construction projects to add more senior
housing units.
- Provide additional information on the below-market-rate (BMR) units that the City does not manage, including the waitlist and tenant selection process.

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May 11, 2026 Packet Pg. 9
Public Comments
None.

MOTION: Close the Public Hearing
MOVER: Rak
SECONDER: Layton
AYES: Dugan, McDowell, Layton, Rak, Venkatesh
NAYS: None
RESULT: Motion Passed 5 – 0
MOTION: Introduce Ordinance 1635 Amending Planned Development Ordinance 1265 and Adopting a Planned Development (PD) Plan for the Property Known as the San Carlos Elms Senior Assisted Care Facility (APN 050-152-320) 707 Elm Street (PD-14).

MOVER: Rak
SECONDER: Layton
AYES: Dugan, Layton, McDowell, Rak, Venkatesh
NAYS: None
RESULT: Motion Passed 5 – 0
The Council recessed at 8:58 p.m. and reconvened at 9:06 p.m.

11. STUDY SESSION
a. Receive a Presentation on the Downtown Prosperity Team’s (DPT) Mission, Communications Matrix, and Potential Projects List and Provide Feedback.

Recreation Manager Tyler Muela commenced the item by introducing his team and outlining the mission of the DPT. Management Analyst Quinne Woolley presented the DPT’s communications plan framework. Senior Management Analyst Andrew Douglass reviewed the DPT’s completed, in-progress, and potential projects. Mr. Douglass and Ms. Woolley responded to Council questions.

Following Council questions and discussion, the following directions were provided to staff:
- Expand outreach to community organizations, including the Elms. Council offered assistance in these efforts.
- Update the Harrington Park memorial plaque to include Frank Harrington’s service with the San Carlos Police Department.
- Maintain a responsive, up-to-date website with clear, easily digestible information. - Support the DPT in pursuing professional development opportunities, including attending downtown association conferences.
- Evaluate and consider development of an entertainment zone and potential shuttle service options.
- Maintain effective parking enforcement and consider additional funding, if needed, to ensure adequate turnover of parking spaces.
- Upgrade Wheeler Plaza signage to digital and clarify free parking to improve visibility and utilization.
- Add a business resources section to the website, including information on funding and loans.
- Continue a flexible and responsive approach to supporting businesses during construction.

9.b
May 11, 2026
- Support the temporary reins tallation of the Faith and Spirits parklet during construction.

Packet Pg. 10
- Develop a shared document or system to track communications with businesses and the construction team to improve coordination and responsiveness. - Consider practical alleyway enhancements, such as striping and pothole repair, to mitigate construction impacts.
- Consider relocating booths/stalls to the center of the street for the Art and Wine Faire.

12. AGENDA SETTING
Council Member Layton requested that an item be agendized to review the itemized cost for Downtown Phase 1b. The Council directed staff to include this request as a future agenda setting item for further discussion and consideration.

13. ADJOURNMENT
The meeting adjourned at 9:48 p.m.

Crystal Mui,
City Clerk

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May 11, 2026 Packet Pg. 11

San Carlos City Council/Successor Agency to the
Redevelopment Agency/Housing Authority Special Meeting
Collaboration Room, City Hall
600 Elm Street, San Carlos, CA 94070
April 13, 2026 6:25 PM

MINUTES

ROLL CALL

City Council Present:

City Council Absent:

Pranita Venkatesh, Mayor
Neil Layton, Councilmember
Sara McDowell, Councilmember

Adam Rak, Vice Mayor
John Dugan, Councilmember

Staff Present: Nil Blackburn, Interim City Manager
Evan Cai, Associate City Engineer
Samantha Copsey, Deputy City Clerk
Rebecca Mendenhall, Administrative Services Director
Crystal Mui, City Clerk
Greg Rubens, City Attorney
Tracy Scramaglia, Assistant Public Works Director

1. CALL TO ORDER

The meeting was called to order at 6:25 p.m.

2. PUBLIC COMMENT

None.

3. CLOSED SESSION

a. Public Employee Appointment - Closed Session Pursuant to Government Code 54957 (City Manager).

b. Conference with Legal Counsel – Anticipated Litigation (Closed Session Pursuant to Govt. Code Section 54956.9(D)(2)-(5) - 1 Case

c. Conference with Legal Counsel – Existing Litigation (Closed Session Held Pursuant to Government Code Section 54956.9(A)); Gabb vs. City of San Carlos, San Mateo Superior Court Case No. 23-CIV-05608.

4. REPORT FROM CLOSED SESSION

None.

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May 11, 2026   Packet Pg. 12

5. ADJOURNMENT

The meeting adjourned at 6:59 p.m.

Crystal Mui
City Clerk

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May 11, 2026   Packet Pg. 13

CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Adopt a Resolution Approving an Amendment to Paragraph 2.2 of the Peninsula Clean Energy Joint Powers Agreement to Reflect the Name Change of Peninsula Clean Energy to WestLight Energy.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution approving an amendment to Paragraph

2.2 of the Peninsula Clean Energy Authority Joint Powers Agreement to reflect the name change of Peninsula Clean Energy to WestLight Energy, as previously approved by the Peninsula Clean Energy Authority Board of Directors on October 23, 2025.

FISCAL IMPLICATIONS:

There are no fiscal implications, and no additional funding is needed. Costs associated with the rebranding effort are borne by the Peninsula Clean Energy Authority and were included in its adopted budget.

BACKGROUND:

On December 9, 2014, the County of San Mateo (“County”) Board of Supervisors directed staff to explore the feasibility of a Community Choice Energy program (referred to in enabling legislation as Community Choice Aggregation (CCA)). Outreach efforts demonstrated strong interest among cities in forming a locally governed energy program.

In 2015, the County funded technical feasibility studies, stakeholder engagement, and program development activities. These efforts evaluated the economic and environmental viability of a CCA program in San Mateo County and established a framework for governance through a Joint Powers Authority.

On November 9, 2015, a City Council study session was held to review the CCA program and its potential benefits. On January 25, 2016, the City Council adopted a resolution to join the Joint Exercise of Powers Agreement (“JPA”), establishing the Peninsula Clean Energy Authority (“PCE”), as a charter member.

The JPA created a separate public agency governed by a Board of Directors composed of representatives from member jurisdictions. PCE was established to provide electric power at competitive rates, increase the use of renewable energy, reduce greenhouse gas emissions, and reinvest program revenues into local energy programs and services.

Since its launch, PCE has expanded its programs and service offerings to support electrification, energy efficiency, and broader climate action goals across its member jurisdictions. As the agency

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May 11, 2026   Packet Pg. 14
observes its 10-year anniversary, it continues to evolve to reflect its growing role and expanding service territory.

ANALYSIS:

On October 23, 2025, the PCE Board of Directors voted to adopt a new market-facing agency name of WestLight Energy following extensive research and a lengthy stakeholder engagement process.

The name was selected, in part, to address several challenges that limit the effectiveness of the name Peninsula Clean Energy with deeper decarbonization goals across PCE’s service territory, including:
 Confusion with PG&E: the acronym PCE is often mistaken for PG&E, causing persistent brand confusion
 Geographic limitation: the word “Peninsula” no longer reflects PCE‘s full service territory or potential for future growth
 Misinterpretation of “clean energy”: while signaling environmental leadership, the phrase can create perceptions of higher cost, even when PCE‘s rates have been consistently more affordable than PG&E's generation rates
The PCE Board of Directors’ October 23 action included direction to amend the JPA to formally reflect the new name.

The action before the City Council is not a reconsideration of the name itself; the PCE Board of Directors has already approved the name change. Member agencies are now required to approve an administrative amendment to Paragraph 2.2 of the JPA (see Attachment 2) to formally update the agency’s legal name in that paragraph and throughout the JPA document.

Approval of the Resolution ensures the City of San Carlos remains aligned with the governing documents of the Joint Powers Authority and allows PCE the opportunity to implement the name transition in coordination with its 10-year anniversary and broader brand rollout.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution approving an amendment to paragraph 2.2 of the Peninsula Clean Energy Joint Powers Agreement to reflect the name change of Peninsula Clean Energy to WestLight Energy; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Nil Blackburn, Assistant City Manager

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May 11, 2026   Packet Pg. 15
Approved for submission by:
____________________________
Nil Blackburn, Interim City Manager
ATTACHMENT(S):

1. Resolution

2. Redlined Paragraph 2.2 of the Joint Powers Agreement

3. Third Amended Joint Powers Agreement

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May 11, 2026   Packet Pg. 16
RESOLUTION NO. 2026 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS APPROVING AN AMENDMENT TO PARAGRAPH 2.2 OF THE PENINSULA CLEAN

ENERGY JOINT POWERS AGREEMENT REFLECTING THE NAME CHANGE OF PENINSULA CLEAN ENERGY TO WESTLIGHT ENERGY.

WHEREAS, the Peninsula Clean Energy Authority (“Peninsula Clean Energy” or “Authority”) was formed as a community choice aggregation agency (“CCA”) on February 29, 2016, under the Joint Exercise of Powers Act, California Government Code sections 6500 et seq., among the County of San Mateo and its cities and towns, and later expanded to include the City of Los Banos in Merced County; and
WHEREAS, the Authority has grown to serve a diverse customer base across San Mateo County and the City of Los Banos; and
WHEREAS, on October 23, 2025, the Board of Directors of the Peninsula Clean Energy Authority (PCEA) adopted Resolution No. 2025-36 approving the selection of the new market-facing name of WestLight Energy and authorizing the amendment of its Joint Powers Agreement to reflect the same; and
WHEREAS, Paragraph 2.2 of the Peninsula Clean Energy Joint Powers Agreement sets forth the name of the Authority; and
WHEREAS, amendment of Paragraph 2.2 of said Agreement requires approval of each Joint Powers Authority member including the City of San Carlos; and WHEREAS, the City Council of the City of San Carlos finds that approving the amendment to Paragraph 2.2 of the Joint Powers Agreement reflecting Peninsula Clean Energy Authority’s new market-facing name of WestLight Energy is in the best interest of the City and its residents.

BASED UPON THE EVIDENCE PRESENTED, the City Council of the City of San Carlos hereby finds and determines that the amendment to Paragraph 2.2 of the Peninsula Clean Energy Joint Powers Agreement reflecting its new market-facing name of WestLight Energy is appropriate and consistent with the City’s participation in the Authority.

NOW, THEREFORE BE IT RESOLVED that the San Carlos City Council hereby approves the amendment to Paragraph 2.2 of the Peninsula Clean Energy Joint Powers Agreement to reflect the PCE Board of Directors adopted Resolution No. 2025-36 approving the selection of the new market-facing name of WestLight Energy; and
NOW, THEREFORE LET IT BE FURTHER RESOLVED THAT the City Manager execute any documents and take any actions necessary to effectuate the amendment of paragraph 2.2 of the Peninsula Clean Energy Joint Powers Agreement consistent with this Resolution. * * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 11th day of May 2026, by the following vote:

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________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos
AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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2.2 Fo1mation. There is formed as of the Effective Date a public agency named the Peninsula Clean Energy Authority WestLight Energy. Pursuant to Sections 6506 and 6507 of the Act, the Authority is a public agency separate from the Parties. Pursuant to Sections 6508.1 of the Act, the debts,
liablities or obligations of the Authority shall not be debts, liabilities or obligations of the individual Parties unless the governing board of a Party agrees in writing to assume any of the debts, liabilities or obligations of the Authority. A Pa11y who has not agreed to assume an Authority debt, liability or obligation shall not be responsible in any way for such debt, liability or
obligation even if a majority of the Parties agree to assume the debt, liability or obligation
of the Authority. Notwithstanding Section 7.4 of this Agreement, this Section 2.2 may not be amended unless such amendment is approved by the governing board of each Party.

2.3 Purpose.

The purpose of this Agreement is to establish an independent public agency in order to exercise powers common to each Party to study, promote, develop, conduct, operate, and manage energy, energy efficiency and conservation, and other energy-related programs, and to exercise
all other powers necessary and incidental to accomplishing this purpose. Without limiting the generality of the foregoing, the Paities intend for this Agreement to be used as a contractual mechanism by which the Pa11ies are authorized to pa11icipate in the CCA Program, as fmther described in Section 4.1. The Parties intend that other agreements shall define the te1ms and conditions associated with the implementation of the CCA Program and any other energy programs approved
by the Authority.

2.4 Powers. The Authority shall have all powers common to the Parties and such additional powers accorded to it by law. The Authority is authorized, in its own name, to exercise all powers and do
all acts necessary and proper to can-y out the provisions of this Agreement and fulfill its purposes, including, but not limited to, each of the following powers, subject to the voting requirements
set f011h in Section 3.7 through 3.7.5:

2.4.1 to make and enter into contracts;

2.4.2 to employ agents and employees, including but not limited to a Chief Executive Officer;

2.4.3 to acquire, contract, manage, maintain, and operate any buildings, infrastructure, works, or improvements;

2.4.4 to acquire prope11y by eminent domain, or othe1wise, except as limited under Section 6508 of the Act, and to hold or dispose of any prope11y; however, the Authority shall not exercise the power of eminent domain within the jurisdiction of a Paity over its objection without first meeting and confen-ing in good faith.

2.4.5 to lease any property;

2.4.6 to sue and be sued in its own name;

2.4. 7 to incur debts, liabilities, and obligations, including but not limited to loans from private lending sources pursuant to its temporary bonowing powers such as Government Code Sections 53850 et seq. and authority under the Act;

Attachment 2

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THIRD AMENDED JOINT EXERCISE OF POWERS AGREEMENT RELATING TO

AND CREATING THE

PENINSULA CLEAN ENERGY AUTHORITY
This Joint Exercise of Powers Agreement, effective on the date determined by Section 2.1, is made and entered into pursuant to the provisions of Title 1, Division 7, Chapter 5, Article 1 (Sections 6500 et seq.) of the California Government Code relating to the joint exercise of powers among the Parties set forth in Exhibit B, and establishes the Peninsula Clean Energy Authority (“Authority”), is by and between the County of San Mateo (“County”) and those counties, cities and towns within the State of California who become signatories to this Agreement, and relates to the joint exercise of powers among the signatories hereto.

RECITALS
A. The Parties share various powers under California law, inc luding but not limited to the power to purchase, supply, and aggregate electr icity for themselves and customers within their jurisdictions.

B. In 2006, the State Legislature adopted AB 32, the Global Warming Solutions Act, which mandates a reduction in greenhouse gas emissions in 2020 to 1990 levels. The California Air Resources Board is promulgating regulations to i mplement AB 32 which will require local governments to develop programs to reduce greenhouse gas emissions.

C. The purposes for entering into this Agreement include:
a. Reducing greenhouse gas emissions related to the use of power in San Mateo County and the State of California;
b. Providing electric power and other for ms of energy to custo mers at a co mpetitive cost;
c. Carrying out programs to reduce energy consumption;
d. Stimulating and sustaining the local economy by developing local jobs in renewable energy; and
e. Promoting long-term electric rate stability and e nergy sec urity and reliability for residents through local control of electric generation resources.

D. It is the intent of this Agreement to promote the development and use of a wide range of renewable energy sources and energy efficiency programs, including but not limited to solar, wind, and biomass energy production. The purchase of renewable power and greenhouse gas-free energy sources will be the desired approach to decrease regional greenhouse gas emissions and accelerate the State’s transition to clean power resources to the extent feasible. The Agency will also add increasing levels of locally generated renewable Attachment 3

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resources as these projects are developed and customer energy needs expand.

E. The Parties desire to establish a separate public agency, known as the Peninsula Clean Energy Authority, under the provisions of the J oint Exercise of Powers Act of the State of California (Government Code Section 6500 et seq.) (“Act”) in order to collectively study, promote, develop, conduct, operate, and manage energy programs.

F. The Parties anticipate adopting an ordinance electing to implement through the Authority a common Community Choice Aggregation (CCA) program, an electric service enterprise available to cities and counties pursuant to California Public Utilities Code Sections 331.1(c) and 366.2. The f irst priority of the Authority will be the consideration of those actions necessary to implement the CCA Program.

AGREEMENT

NOW, THEREFORE, in consideration of the mutual promises, covenants, and conditions hereinafter set forth, it is agreed by and among the Parties as follows:

ARTICLE 1: DEFINITIONS AND EXHIBITS

1.1 Definitions. Capitalized terms used in the Agreement shall have the meanings specified in Exhibit A, unless the context requires otherwise.

1.2 Documents Included. This Agreement consists of this document and the following exhibits, all of which are hereby incorporated into this Agreement.

Exhibit A: Definitions
Exhibit B: List of the Parties
Exhibit C: Annual Energy Use
Exhibit D: Voting Shares
Exhibit E: Signatures

ARTICLE 2: FORMATION OF PENINSULA CLEAN ENERGY AUTHORITY

2.1 Effective Date and Ter m. This Agree ment shall beco me effective and Peninsula Clean Energy Authority shall exist as a separate public agency on February 29, 2016 or when the County of San Mateo and at least t wo municipalities execute this A greement, whichever occurs later . The Authority shall provide notice to the Parties of the Effective Date. The Authority shall continue to exist, and this Agreement shall be effective, until this Agreement is terminated in accordance with Section 6.4, subject to the rights of the Parties to withdraw from the Authority.

2.2 Formation. There is for med as of the Effective Date a public agency na med the Peninsula Clean Energy Authority. Pursuant to Sections 6506 and 6507 of the Act, the Authority is a public agency separate from the Parties. Pursuant to Sections 6508.1 of the Act, the debts, liabilities or

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obligations of the Authority shall not be debts, liabilities or oblig ations of the individual Parties unless the gover ning board of a Party agrees in writing to assume any of the debts, liabilities or obligations of the Authority. A Party who has not agreed to assume an Authority debt, liability or obligation shall not be responsible in any way for such debt, liability or obligation even if a majority of the Parties agree to assume the d ebt, liability or obligation of the Authority. Notwithstanding Section 7.4 of this Agree ment, t his Section 2.2 may not be a mended unless such a mendment is approved by the governing board of each Party.

2.3 Purpose. The purpose of this Agree ment is to establish an independent public agency in order to exercise powers common to each Party to study, pr omote, develop, conduct, operate, and manage energy, energy efficiency and conse rvation, and other energy-related programs, and to exercise all other powers necessary and incidental to accomplishing this purpose. Without limiting the generality of the foregoing, the Parties intend for this Agree ment to be u sed as a contractual mechanism by which t he Parties are a uthorized to pa rticipate in the CCA Program, as further described in Section 4.1. The Parties intend that other agreements shall define the terms and conditions associated with the implementation of the CCA Program and any other energy programs approved by the Authority.

2.4 Powers. The Authority shall have all powers common to the Parties and such additional powers accorded to it by law. The Authority is authorized, in its own name, to exercise all powers and do all acts necessary and proper to carry out the provisions of this Agreement and fulfill its purposes, incl uding, but not li mited to, each of the following powers, subject to the voting requirements set forth in Section 3.7 through 3.7.5:

2.4.1 to make and enter into contracts;

2.4.2 to employ agents and employees, inc luding but not limited to a Chief Executive Officer;

2.4.3 to acquire, contract, manage, maintain, and operate any buildings, infrastructure, works, or improvements;

2.4.4 to acquire property by eminent domain, or otherwise, except as limited under Section 6508 of the Act, and to hold or dispose of any property; however, the Authority shall not exercise the power of eminent domain within the jurisdiction of a Party over its objection without first meeting and conferring in good faith.

2.4.5 to lease any property;

2.4.6 to sue and be sued in its own name;

2.4.7 to incur debts, liabilities, and obligations, including but not li mited to loans from private lending sources pursuant to its temporary borrowing powers such as Government Code Sections 53850 et seq. and authority under the Act;

2.4.8 to form subsidiary or independent corporations or entities if necessary, to carry out energy supply and energy conservation programs at the lowest possible cost or to take advantage of legislative or regulatory changes;

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2.4.9 to issue revenue bonds and other forms of indebtedness;

2.4.10 to apply for, accept, and receive all licenses, permits, grants, loans or other aids from any federal, state, or local public agency;

2.4.11 to sub mit documentation and notices, regis ter, and comply with orders, tariffs and agreements for the establishment and implementation of the CCA Program and other energy programs;

2.4.12 to adopt Operating Rules and Regulations; and

2.4.13 to make and enter into service agree ments relating to the provision of services necessary to plan, i mplement, operate and administer the C CA Program and other energy programs, including the acquisition of electric power supply and the provision of retail and regulatory support services.

2.4.14 to permit additional Parties to enter into this Agreement after the Effective Date and to permit another entity authorized to be a community choice aggregator to designate the Authority to act as the community choice aggregator on its behalf.

2.5 Limitation on Powers. As required by Government Code Section 6509, the power of the Authority is subject to the restrictions upon the manner of exercising power possessed by San Mateo County.

2.6 Compliance with Local Zoning and Building Laws and CEQA. Unless state or federal law provides otherwise, any facilities, buildings or structures located, co nstructed, or caused to be constructed by the Authority within the territory of the Authority shall comply with the General Plan, zoning and building laws of the local jurisdiction within which the facilities, buildings or structures are constructed and comply with the California Environmental Quality Act (“CEQA”).

ARTICLE 3: GOVERNANCE AND INTERNAL ORGANIZATION

3.1 Board of Directors . The governing body of the Authority shall be a Board of Directors (“Board”). The Board shall consist of 2 (two) directors appointed by the San Mateo County Board of Supervisors and 1 (one) director appointed by each County, City or Town that becomes a signatory to the Agreement (“Directors”). Each Director shall serve at the pleasure of the governing board of the Party who appointed such Director and may be removed as Director by such governing board at any time. If at any ti me a vacancy occurs on the Board, a re placement shall be appointed to fill the position of the previous Director within 90 days of the date that such position becomes vacant.

Directors must be members of the Board of Supervisors or me mbers of the governing board of the municipality that is the signatory to this Agreement. Each Party may appoint an alternate(s) to serve in the absence of its Director(s). Alternates may be either (1) members of the Board of Supervisors or members of the governing board of the municipality that is the signatory to this Agreement, or (2) staff members of the County or any such municipality.

3.2 Quorum. A majority of the appointed Directors shall constitute a quorum, except that less

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than a quorum may adjourn from time to time in accordance with law.

3.3 Powers and Functions of the Boar d. The Board shall exercise general governance and oversight over the business and ac tivities of the Authority, co nsistent with this Agree ment and applicable law. The Board shall provide general policy guidance to the CCA Progr am. Board approval shall be required for any of the following actions:

3.3.1 The issuance of bonds or any other financing even if program revenues are expected to pay for such financing.

3.3.2 The hiring or termination of the Chief Executive Officer and General Counsel.

3.3.3 The appointment or removal of officers described in Section 3.9, subject to Section

3.9.3. 3.3.4 The adoption of the Annual Budget.

3.3.5 The adoption of an ordinance.

3.3.6 The approval of agreements, except as provided by Section 3.4.

3.3.7 The initiation or resolution of claims and litigation where the A uthority will be the defendant, plaintiff, petitioner, respondent, cross complainant, or cross petitioner, or intervenor; provided, however, that the Chief Executive Officer or General Counsel or by delegation thereof, on behalf of the Authority, may intervene in, beco me a party to, or file comments with respect to any proceeding pending at the California Public Utilities Com mission, the Federal Energy Regu latory Commission, or any other administrative agency, without approval of the Board as long as such action is consistent with any adopted Board policies.

3.3.8 The setting of rates for power sold by the Authority and the setting of charges for any other category of service provided by the Authority.

3.3.9 Termination of the CCA Program.

3.4 Chief Executive Officer. The Board of Directors shall appoint a Chief Executive Officer for the Authority, who shall be responsible for the day -to-day operation and management of the Authority and the CCA Program. The Chief Executive Officer may exercise all po wers of the Authority, including the power to hire, discipline , and terminate employees as well as the power to approve any agreement if the total amount payable under the agreement is equal to or less than the amount specified in the Operating Rules and Regulations (Policy 14 , “Delegation of Non -Energy Contract Authority”) except for the powers specifically set forth in Section 3.3 or those powers which by law must be exercised by the Board of Directors.

3.5 Commissions, Boards, and Com mittees. The Board may establish any advisory commissions, boards, and committees as the Board deems appropriate to assist the Board in carrying out its functions and implementing the CCA Program, other energy programs and the provisions of

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this Agreement which shall comply with the requirements of the Ralph M. Brown Act. The Board may establish rules, regulations, policies, bylaws or procedures to govern any such com missions, boards, or committees if the Board deems appropriate to appoint such commissions, boards or committees, a nd shall determine whether members shall be compensated or entitled to reimbursement for expenses.

3.6 Director Compensation. Directors shall serve without compensation from the Authority.

However, Directors may be co mpensated by the ir respective appointing authorities. The Board, however, may adopt by resolution a policy relating to the reimbursement by the Authority of expenses incurred by Directors.

3.7 Voting In general, as described below in Section 3.7.3, action by the Authority Board will be taken solely by a majority vote of the Directors present. However, as described below in Section

3.7.4, upon request of a Director, a weighted vote by shares will also be conducted. W hen such a request is made, an a ction must be approved by both a majority vote of Directors present and a majority of the weighted vote by shares present. No action may be approved solely by a vote by shares. The voting shares of Directors and approval requirements for actions of the Board shall be as follows:

3.7.1. Voting Shares.

Each Director shall have a voting share as determined by the following formula: (Annual Energy Use/Total Annual Energy) multiplied by 100, where:

(a) “Annual Energy Use” means, (i) with respect to the first year following the Effective Date, the annual electricity usage, expressed in kilowatt hours (“kWh”), within the Party’s respective jurisdiction and (ii) with respect to the period after the anniversary of the Effective Date, the annual electricity usage, expressed in kWh, of accounts within a Party’s respec tive jurisdiction that are served by the Authority; and

(b) “Total Annual Energy” means the sum of all Parties’ Annual Energy Use. The initial values for Annual Energy Use will be designated in Exhibit C, and shall be adjusted annually as soon as reasonably practicable after January 1, but no later than March 1 of each year. These adjustments shall be approved by the Board.

(c) The combined voting share of all Directors representing the County of San Mateo shall be based upon the annual electricity usage within the unincorporated area of San Mateo County.

For the purposes of Weighted Voting, if a Party has more than one director, then the voting shares allocated to the entity shall be equally divided amongst its Directors.

3.7.2. Exhibit Showing Voting Shares. The initial voting shares will be set forth in Exhibit D. Exhibit D shall be revised no less than annually as necessary to account for changes in the nu mber of Parties and ch anges in the Parties’ Annual Energy Use. Exhibit D and adjustments shall be approved by the Board.

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3.7.3. Approval Requirements Relating to CCA Program. Except as provided in Sections

3.7.4 and 3.7.5 below, action of the Board shall require the affirmative vote of a majority of Directors present at the meeting.

3.7.4. Option for Approval by Voting Shares. Notwithstanding Section 3.7.3, any Director present at a meeting may demand that approval of any matter related to the CCA Program be determined on the basis of both voting shares and by the affirmative vote of a majority of Directors present at the meeting. If a Director makes such a de mand with respect to approval of any such matter, then approval of such matter shall require the affirmative vote of a majority of Directors present at the meeting and the affirmative vote of Directors having a majority of voting shares present, as deter mined by Section 3.7.1 except as provided in Section 3.7.5.

3.7.5. Special Voting Requirements for Certain Matters.

(a) Two-Thirds and Weighted Voting Approval Requirements Relating to Sections

6.2 and 7.4. Action of the Board on the matters set forth in Section 6.2 (involuntary termination of a Party), or Section 7.4 (amendment of this Agreement) shall require the affirmative vote of at least two-thirds of Directors present; provided, however, that (i) notwithstanding the foregoing, any Director prese nt at the meeting may demand that the vote be determined on the basis of both voting shares and by the affirmative vote of Directors, and if a Director makes such a demand, then approval shall require the affirmative vote of both at least two-thirds of Directors present and the affir mative vote of Directors having at least two-thirds of the voting shares present, as determined by Section 3.7.1; (ii) but, at least two Parties must vote against a matter for the vote to fail; and (iii) for votes to involuntarily terminate a Party under Section 6.2, the Director(s) for the Party subject to involuntary termination may not vote, and the number of Directors constituting two-thirds of all Directors, and the weighted vote of each Party shall be recalculated as if the Party subject to possible termination were not a Party.

(b) Seventy Five Percent Special Voting Requirements for E minent Domain and Contributions or Pledge of Assets.

(i) A decision to exercise the power of eminent domain on behalf of the Authority to acquire any property interest other than an easement, right-of-way, or temporary construction easement shall require a vote of at least 75% of all Directors.

(ii) The imposition on any Party of any obligation to make contributions or pledge assets as a condition of continued participation in the CCA Program shall require a vote of at least 75% of all Directors and the approval of the governing boards of the Parties who are being asked to make such contribution or pledge.

(iii) Notwithstanding the foregoing, any Director present at the meeting may demand that a vote under subsections (i) or (ii) be determined on the basis of voting shares and by the affirmative v ote of Directors, and if a Director makes such a demand, then approval shall require both the affirmative vote of at least 75% of

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Directors present and the affirmative vote of Directors having at least 75% of the voting shares present, as determined by Section 3.7.1, but at least two Parties must vote against a matter for the vote to fail. For purposes of this section, “imposition on any Party of any obligation to make contributions or pledge assets as a condition of continued participation in the CCA Program” does not include any obligations of a withdrawing or terminated party imposed under Section 6.3.

3.8 Meetings and Special Meetings of the Boar d. The Board shall hold at least six regular meetings per year, but the Board may provide for the holding of regular meetings at more frequent intervals. The date, hour and place of each regular meeting shall be fixed by resolution or ordinance of the Board. Regular meetings may be adjourned to another meeting time. Special and Emergency Meetings of the Board may be called in acc ordance with the provisions of California Government Code Sections 54956 and 54956.5. Directors may participate in meetings telephonically, with full voting rights, o nly to the extent per mitted by law. All meetings shall be conducted in acc ordance with the provisions of the Ralph M. Brown Act (Cali fornia Government Code Sections 54950 et seq.).

3.9 Selection of Board Officers.

3.9.1 Chair and Vice Chair. The Directors shall select, from among themselves, a Chair, who shall be the presiding officer of all Board meetings, and a Vice Chair, who shall serve in the absence of the Chair. The term of office for and term limits of the Chair and Vice Chair shall be set forth in the policies and procedures established by the Board. The office of either the Chair or Vice Chair shall be declared vacant and a new selection shall be made if:

(a) the person serving dies, resigns, or the Party that the person represents removes the person as its representative on the Board or
(b) the Party that he or she represents withdraws from the Authority pursuant to the provisions of this Agreement.

3.9.2 Secretary. The Board shall appoint a Secretary, who need not be a member of the Board, who shall be responsible for keeping the minutes of all meetings of the Board and all other official records of the Authority.

3.9.3 Treasurer and Auditor. The Chief Financial Officer shall, among other duties, act as the Treasurer for the Authority. Unless other wise exe mpted f rom such require ment, the Authority shall cause an independent audit to be made by a certified public accountant, or public accountant, in compliance with Section 6505 of the Act. The Treasurer shall act as the depository of the Authority and have custody of all the money of the Authority, from whatever source, and as such, shall have all of the duties and responsi bilities specified in Section 6505.5 of the Act. The Treasurer shall report directly to the Board and shall comply with the requirements of treasurers of incorporated municipalities. The Board may transfer the responsibilities of Treasurer to any person or entity as the law may provide at the time.

The duties and obligations of the Treasurer are further specified in Article 5.

3.10 Administrative Services Provider. The Board may appoint one or more ad ministrative

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services providers to serve as the Authority’s agent for planning, implementing, operating and administering the CCA Program, and any other program approved by the Board, in accordance with the provisions of an Administrative Ser vices Agree ment. The appointed administrative services provider may be one of the Parties. An Administrative Services Agreement shall set forth the terms and conditions by which the appointed administrative services provider shall perform or cause to be performed all tasks necessary for planning, implementing, operating and administering the CCA Program and other approved programs. The Ad ministrative Services Agreement shall set forth the term of the Agreement and the circumstances under which the Administrative Services Agreement may be terminated by the Authority. This section shall not in any way be construed to limit the discretion of the Authority to hire its own employees to administer the CCA Program or any other program.

ARTICLE 4: IMPLEMENTATION ACTION AND AUTHORITY DOCUMENTS

4.1 Preliminary Implementation of the CCA Program.

4.1.1 Enabling Ordinance. To be eligible to participate in the CCA Program, e ach Party must adopt an ordinance in accordance with Public Utilities Code Section 366.2(c)(12) for the purpose of specifying that the Party intends to i mplement a CCA Program by and through its participation in the Authority.

4.1.2 Implementation Plan. The Authority shall cause to be prepared an I mplementation Plan meeting the require ments of Public U tilities Code Section 366.2 and any applicable Public Utilities Com mission regulations as soon after the Effective Date as reasonably practicable. The Implementation Plan shall not be filed with the Public Utilities Commission until it is approved by the Board in the manner provided by Section 3.7.3.

4.1.3 Termination of CCA Program. Nothing contained in this Article or this Agreement shall be construed to limit the discretion of the Authority to terminate the implementation or operation of the CCA Program at any time in accordance with any applicable requirements of state law.

4.2 Authority Documents. The Parties acknowledge and a gree that the affairs of the Authority will be implemented through various documents duly adopted by the Board through Board resolution.

The Parties agree to abide by and comply with the terms and conditions of all such documents that may be adopted by the Board, subject to the Parties’ right to withdraw from the Authority as described in Article 6.

4.3 Addition of Parties. Other incorporated municipalities and counties may become Parties subject to all applicable terms of this Agreement, including but not limited to those in Article 6, upon (a) the adoption of a resolution by the governing body of such incorporated municipality or such county requesting that the incorporated municipality or county, as the case may be, become a member of the Authority, (b) the adoption, by an affirmative vote of the Board satisfying the requirements described in Section 3.7, of a resolution authorizing membership of the additional incorporated municipality or county, specifying the membership payment, if any, to be made by the additional incorporated municipality or county to reflect its pro rata share of organizational, planning and other

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pre-existing expenditures, and describing additional conditions, if any, associated with membership, (c) the adoption of an ordinance required by Public Utilities Code Section 366.2(c)(12) and execution of this Agreement and other necessary program agreements by the incorporated municipality or county as required by the Board, (d) payment of the membership payment, if any, and (e) satisfaction of any conditions established by the Board.

4.3.1 Continuing Participation. The Parties acknowledge that membership in the Authority may change by the addition and/or withdrawal or termination of Parties. The Parties agree to participate with such other Parties as may later be added, as described in Section 4.3. The Parties also agree that the withdrawal or termination of a Party shall not affect this Agreement or the remaining Parties’ continuing obligations under this Agreement.

4.3.2 Termination by Additional Parties. In addition to any financial obligations under Article 6, and in the events that the Board does not require a membership payment to reflect the additional party’s pro rata share of organizational planning and other pre-existing expenditures as allowed by Section 4.3(b) and the additional party withdraws its membership in the Authority within the first five years of becoming a party, the party shall be obligated to reimburse the Authority for all the costs related to the cost of launch, including but not limited to the costs of updating the Implementation Plan and mailings to party’s accounts.

ARTICLE 5: FINANCIAL PROVISIONS

5.1 Fiscal Year. The Authority’s fiscal year shall be 12 months commencing July 1 or the date selected by the Agency and ending June 30. The fiscal year may be changed by Board resolution.

5.2 Depository.

5.2.1 All funds of the Authori ty shall be held in se parate accounts in the na me of the Authority and not commingled with funds of any Party or any other person or entity.

5.2.2 All funds of the Authori ty shall be strictly and separately accounted for, and regular reports shall be rendered of all receipts and disbursements, at least quarterly during the fiscal year. The books and records of the Authority shall be open to inspection by the Parties at all reasonable times. The Board shall contract with a certified public accountant or public accountant to make an annual audit of the accounts and records of the Authority, which shall be conducted in accordance with the requirements of Section 6505 of the Act.

5.2.3 All expenditures shall be made in accordance with the approved budget and upon the approval of any officer so authorized by the Board in accordance with its Operating Rules and Regulations. The Treasurer shall draw checks or warrants or make payments by other means for clai ms or disburse ments not within an appli cable budget only upon the prior approval of the Board.

5.3 Budget and Recovery of Costs.

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10/22/20 and 09/26/2024

5.3.1 Budget. The annual budget shall be approved by the Board. Staff shall report to the Board quarterly budget results and any significant budget variances. The Board may revise the budget as needed to address any significant changes and/or unexpected expenses incurred.

5.3.2 Funding of Initial Costs . The County of San Mateo has funded certain acti vities necessary to implement the CCA Program. If the CCA Program becomes operational, these Initial Costs paid by the County of San Mateo shall be included in the customer charges for electric services as provided by Section 5.3.3 to the extent permitted by law, and the County of San Mateo shall be rei mbursed from the pay ment of such charges by custo mers of the Authority. Prior to such reimbursement, the County of San Mateo shall provide such documentation of costs paid as the Board may request. The Authority may establish a reasonable time period over which such costs are recovered. In the event that the CCA Program does not become operational, the County of San Mateo shall not be entitled to any reimbursement of the Initial Costs it has paid from the Authority or any Party.

5.3.3 CCA Program Costs. The Parties desire that all costs incurred by the Authority that are directly or indirectly attributable to the provision of electric, conservation, efficiency, incentives, financing, or other services provided under the CCA Program, including but not limited to the establishment and maintenance of various reserves and performance funds and administrative, accoun ting, legal, consulting, and other similar costs, shall be recovered through charges to CCA customers receiving such electric services, or from revenues from grants or other third-party sources.

ARTICLE 6: WITHDRAWAL AND TERMINATION

6.1 Withdrawal.

6.1.1 Right to Withdraw. A Party may withdraw its participation in the CCA Program, effective as of the beginning of the Authority’s fiscal year, by giving no less than 12 months advance written notice of its election to do so, which notice shall be given to the Authority and each Party. Withdrawal of a Party shall require an affirmative vote of the Party’s governing board.

6.1.2 Right to Withdraw After Amendment. Notwithstanding Section 6.1.1, a Party may withdraw its membership in the Authority following an amendment to this Agreement adopted by the Board which the Party’s Director(s) voted against provided such notice is given in writing within thirty (30) days following the date of the vote. Withdrawal of a Party shall require an affirmative vote of the Party’s governing board and shall not be subject to the twelve month advance notice provided in Section 6.1.1. In the event of such withdrawal, the Party shall be subject to the provisions of Section 6.3.

6.1.3 The Right to Withdraw Prior to Program Launch . After receiving bids from power suppliers, the Authority must provide to the Parties the report from the electrical utility consultant retained by the Authority that compares the total estimated electrical rates that

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the Authority will be charging to customers as well as the estimated greenhouse gas emissions rate and the amount of estimated renewable energy used with that of the incumbent utility. If the report provides that the Authority is unable to provide total electrical rates, as part of its baseline offering, to the customers that are equal to or lower than the incumbent utility or to provide power in a manner that has a lower greenhouse gas emissions rate or uses more renewable energy than the incumbent utilit y, a Party may immediately withdraw its membership in the Authority without any financial obligation, as long as the Party provides written notice of its intent to withdraw to the Authority Board no more than fifteen days after receiving the report.

6.1.4 Continuing Financial Obligation; Further Assurances. Except as provided by Section

6.1.3, a Party that withdraws its participation in the CCA Program may be subject to certain continuing financial obligations, as described in Section 6.3. Each withdrawing Party and the Authority shall execute and deliver all further instruments and documents, and take any further action that may be reasonably necessary, as determined by the Board, to effectuate the orderly withdrawal of such Party from participation in the CCA Program.

6.2 Involuntary Termination of a Party. Participation of a Party in the CCA program may be terminated for material non-compliance with provisions of this Agree ment or any other agreement relating to the Party’s participation in the CCA Program upon a vote of Board members as provided in Section 3.7.5. Prior to any vote to terminate participation with respect to a Party, written notice of the proposed termination and the reason(s) for such termination shall be delivered to the Party whose termination is proposed at least 30 days prior to the regular Board meeting at which such matter shall first be discussed as an agenda item. The written notice of proposed ter mination shall s pecify the particular provisions of this Agreement or other agreement that the Party has allegedly violated. The Party subject to possible termination shall have the opportunity at the next regular Board meeting to respond to any reasons and allegations that may be cited as a basis for termination prior to a vote regarding termination. A Party that has had its participation in the CCA Program terminated may be subject to certain continuing liabilities, as described in Section 6.3.

6.3 Continuing Financial Obligations ; Refund. Except as provided by Section 6.1.3, u pon a withdrawal or involuntary termination of a Party, the Party shall remain responsible for any claims, demands, damages, or other financial obligations arising from the Party membership or participation in the CCA Program through the date of its withdrawal or involuntary termination, it being agreed that the Party shall not be responsible for any financial obligations arising after the date of the Party’s withdrawal or involuntary termination. Claims, demands, damages, or other financial obligations for which a withdrawing or terminated Party may remain liable include, but are not li mited to, losses from the resale of power cont racted for by the Authority to serve the Party’s load. With respect to such financial obligations, upon notice by a Party that it wishes to withdraw from the CCA Program, the Authority shall notify the Party of the minimum waiting period under which the Party would have no costs for withdrawal if the Party agrees to stay in the CCA Program for such period. The waiting period will be set to the minimum duration such that there are no costs transferred to remaining ratepayers. If the Party elects to withdraw before the end of the minimum waiting period, the charge for exiting shall be set at a dollar amount that would offset actual costs to the remaining ratepayers, and may not include punitive charges that exceed actual costs. In addition, such Party shall also be responsible for any costs or obligations associated with the Party’s participation in any pr ogram in accordance with the pro visions of any agree ments relating to such program provided such costs or

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10/22/20 and 09/26/2024
obligations were incurred prior to the withdrawal of the Party. The Authority may withhold funds otherwise owing to the Party or may require the Party to deposit sufficient funds with the Authority, as reasonably determined by the Authority and approved by a vote of the Board of Directors, to cover the Party’s financial obligations for the costs described above. Any amount of the Party’s funds held on deposit with the Authority above that which is required to pay any financial obligations shall be returned to the Party. The liability of any Party under this section 6.3 is subject and subordinate to the provisions of Section 2.2, and nothing in this section 6.3 shall reduce, impair, or eliminate any immunity from liability provided by Section 2.2.

6.4 Mutual Termination. This Agree ment may be ter minated by mutual agree ment of all the Parties; provided, however, the foregoing shall not be construed as li miting the rights of a Party to withdraw its participation in the CCA Program, as described in Section 6.1.

6.5 Disposition of Property upon Termination of Authority. Upon termination of this Agreement, any surplus money or assets in possession of the Authority for use under this Agree ment, a fter payment of all liabilities, costs, expenses, and charges incurred under this Agreement and under any program documents, shall be returned to the then-existing Parties in proportion to the contributions made by each.

ARTICLE 7: MISCELLANEOUS PROVISIONS

7.1 Dispute Resolutio n. The Parties and the Authority shall make reasonable efforts to informally settle all disputes arising out of or in connection with this Agree ment. Shou ld such informal efforts to settle a dispute, after reasonable efforts, fail, the dispute shall be mediated in accordance with policies and procedures established by the Board.

7.2 Liability of Directors, Officers, and Employees. The Directors, officers, and employees of the Authority shall use ordinary care and reasonable diligence in the exercise of their powers and in the performance of their duties pursuant to this Agreement. No current or for mer Director, officer, or employee will be responsible for any act or omission by another Director, officer, or employee.

The Authority shall defend, indemnify and hold harmless the individual current and former Directors, officers, and employees for any acts or omissions in the scope of their employment or duties in the manner provided by Government Code Sections 995 et seq. Nothing in this section shall be construed to limit the defenses available under the law, to the Parties, the Authority, or its Directors, officers, or employees.

7.3 Indemnification of Parties. The Authority shall acquire such insurance coverage as is necessary to protect the interests of the Authority, the Parties, and the public. The Authority shall defend, indemnify, and hold harmless the Parties and each of their res pective Boa rd or Council members, officers, agents and employees, from any and all claims, losses, damages, costs, injuries, and liabilities of every kind arising directly or indirectly from the conduct, activities, operations, acts, and omissions of the Authority under this Agreement.

7.4 Amendment of this Agreement. This Agreement may not be a mended except by a written amendment approved by a vote of Board members as provided in Section 3.7.5. The Authority shall provide written notice to all Parties of amendments to this Ag reement, including the effective date

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Effective 2/29/16 as Amended 03/28/19,
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of such a mendments, at least 30 days prior to the date upon which the Board votes on such amendments.

7.5 Assignment. Except as otherwise expressly provided in this Agreement, the rights and duties of the Parties may not be assigned or delegated without the advance written consent of all of the other Parties, and any atte mpt to assign or delegate such rights or duties in contravention of this Section

7.5 shall be null and void. This Agreement shall inure to the benefit of, and be binding upon, the successors and assigns of the Parties. This Section 7.5 does not prohibit a Party from entering into an independent agreement with another agency, person, or entity regarding the financing of that Party’s contributions to the Authority, or the disposition of proceeds which that Party receives und er this Agreement, so long as such independent agreement does not affect, or purport to affect, the rights and duties of the Authority or the Parties under this Agreement.

7.6 Severability. If one or more clauses, sentences, paragraphs or provisions of this Agreement shall be held to be unlaw ful, invalid or unenforceable, it is hereby agreed by the Parties, that the remainder of the Agree ment shall not be affected t hereby. Such clau ses, sentences, paragraphs or provision shall be deemed reformed so as to be lawful, valid and enforced to the maximum extent possible.

7.7 Further Assurances. Each Party agrees to execute and deliver all further instruments and documents, and take any further action that may be reasonably necessary, to effectuate the purposes and intent of this Agreement.

7.8 Execution by Counterpart s. This Agree ment may be executed in any nu mber of counterparts, and upon execution by all Parties, each executed counterpart shall have the same force and effect as an original instrument and as if all Parties had signed the same instrument. Any signature page of this Agreement may be detached from any counterpart of this Agreement without impairing the legal effect of any signatures thereon, and may be attached to another counterpart of this Agreement identical in form hereto but having attached to it one or more signature pages.

7.9 Parties to be Served Notice. Any notice authorized or requ ired to be given pursuant to this Agreement shall be validly given if served in writing either personally, by deposit in the United States mail, first class postage prepaid with return receipt requested, or by a recognized courier service.

Notices given (a) personally or by courier service shall be conclusively deemed received at the time of delivery and receipt and (b) by mail shall be conclusively deemed given 48 hours after the deposit thereof (excluding Sat urdays, Sundays and holidays) if the sender receives the return receipt. All notices shall be addressed to the office of the clerk or secretary of the Authority or Party, as the case may be, or such other person designated in writing by the Authority or Party. Notices given to one Party shall be copied to all other Parties. Notices given to the Authority shall be copied to all Parties.

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Effective 2/29/16 as Amended
03/28/19 and 10/22/20

Exhibit A
Definitions

“Act” means the Joi nt Exercise of Powers Act of the State of California (Government Code Section 6500 et seq.)

“Administrative Services Agreement” means an agreement or agreements entered into after the Effective Date by the Authority with an entity that will per form tasks necessary for planning, implementing, operating and administering the CCA Progr am or any other energy progra ms adopted by the Authority.

“Agreement” means this Joint Powers Agreement.

“Annual Energy Use” has the meaning given in Section 3.7.1.

“Authority” means the Peninsula Clean Energy Authority.

“Authority Document(s)” means document(s) duly adopted by the Board by resolution or motion implementing the powers, functions, and activities of the Authority, including but not limited to the Operating Rules and Regulations, the annual budget, and plans and policies.

“Board” means the Board of Directors of the Authority.

“CCA” or “Community Choice Aggregation” means an electric service option available to cities and counties pursuant to Public Utilities Code Section 366.2.

“CCA Program” means the Authority’s program relating to CCA that is principally described in Sections 2.3, 2.4, and 4.1.

“Director” means a member of the Board of Directors representing a Party.

“Effective Date” means February 29, 2016 or when the County of San Mateo and at least t wo municipalities execute this A greement, whichever occurs later , as further described in Section

2.1. “Implementation Plan” means the plan generally described in Section 4.1.2 of this Agreement that is required under Public Utilities Code Section 366.2 to be filed with the California Public Utilities Commission for the purpose of describing a proposed CCA Program.

“Initial Costs” means all costs incurred by the County and/or Authority relating to the establishment and initial operation of the Authority, such as the hiring of a Chief Executive Officer and any administrative staff, and any required accounting, ad ministrative, technical, or legal services in support of the Authority’s initial activities or in support of the negotiation, preparation, and approval of one or more Administrative Services Agreements.

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Exhibit A (cont.)
Definitions

“Operating Rules and Regulations” means the rules, regulations, policies, bylaws and procedures governing the operation of the Authority.

“Parties” means, collectively, any municipality or county that executes this Agreement.

“Party” means a signatory to this Agreement.

“Total Annual Energy” has the meaning given in Section 3.7.1.

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Effective 2/29/16 as Amended
03/28/19 and 10/22/20

Exhibit B
List of Parties

Parties:

Atherton
Belmont
Brisbane
Burlingame
Colma
County of San Mateo
Daly City
East Palo Alto
Foster City
Half Moon Bay
Hillsborough
Los Banos
Menlo Park
Millbrae
Pacifica
Portola Valley
Redwood City
San Bruno
San Carlos
San Mateo
South San Francisco
Woodside

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Effective 2/29/16 as Amended
03/28/19 and 10/22/20

Exhibits C and D
Annual Energy Use and Voting Shares

ANNUAL ENERGY USE WITHIN PCE

JURISDICTIONS AND VOTING SHARES
Twelve Months Ended November [date]

Party Total kWh Voting
Share

SAN MATEO
COUNTY

Total 100

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CITY COUNCIL

STAFF REPORT
MEETING DATE: May 11, 2026
ITEM TITLE: Adopt a Resolution Authorizing the Execution of a Professional Services Agreement with Blue Strike Environmental to Prepare an Update to the City’s Climate Mitigation and Adaptation Plan in an Amount Not to Exceed $249,445.

RECOMMENDATION:

Staff recommend that the City Council adopt a Resolution authorizing the execution of a professional services agreement with Blue Strike Environmental to assist the Community Development Department in preparing an update to the Climate Mitigation and Adaptation Plan (CMAP) in an amount not to exceed $249,445.

FISCAL IMPLICATIONS:

There are no fiscal implications, and no additional funding is needed.

Funding for this project was appropriated in the adopted Fiscal Year 2025-26 Capital Improvement Budget in the amount of $250,000 (C2516). At the conclusion of the project, any unused funds would return to the City’s General Capital Fund.

BACKGROUND:

In May 2025, the City of San Carlos adopted amendments to its 2030 General Plan as part of the 2045 General Plan Reset project. The purpose of the 2045 General Plan Reset project was to update the Citywide residential, industrial, and commercial development projections through 2045 and amend related policies and actions in the General Plan.

As per the requirements of the California Environmental Quality Act (CEQA), an Environmental Impact Report (EIR) was prepared for the 2045 General Plan Reset project. The EIR identified a significant impact related to the greenhouse gas (GHG) emissions associated with the anticipated growth in the City over the next 20 years. The mitigation measure adopted by the City Council as part of the CEQA-mandated Mitigation Monitoring and Reporting Program requires an update to the City’s 2021 Climate Mitigation and Adaptation Plan (CMAP) within three years of adoption of the 2045 General Plan Reset project. The 2045 General Plan Reset was adopted on May 27, 2025.

In response to this, the City of San Carlos is seeking professional services of a consultant to develop an update to the City’s CMAP. The CMAP update will consider the anticipated growth within the City through 2045 and provide a strategic roadmap for meeting GHG reduction targets through climate mitigation and adaptation measures. The consultant will also conduct an environmental review of the proposed CMAP based on the requirements of CEQA. Because of

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the mitigation measure that requires adoption of an updated plan within three years, the updated CMAP will be adopted by or before May 26, 2028.

Consultant Selection
The City released the request for proposals (RFP) (Attachment 1) on January 28, 2026, with a submittal due date of March 4, 2026. City received a total of 14 proposals from qualified consulting firms.

A review team consisting of senior City staff from the Community Development and the Public Works Departments reviewed the written proposals and participated in the interview process.

Following review of the proposals, four consultants were invited for virtual oral interviews held between April 16 and April 22, 2026. These consultants were selected for interviews because their proposals were responsive to the City’s RFP in terms of comprehensiveness, project understanding, cost, proposed timeline, past work, and depth of experience in preparing climate action plans.

Following the oral interviews, the City’s review team recommends that the City select the consultant Blue Strike Environmental and their team of subconsultants (Impact Sciences and DKS) to undertake the project at their proposed cost of $249,445. This team is recommended due to their technical skills and experience in preparing climate action plans, and in-depth knowledge of the CEQA, ability to meet established deadlines, and the quality of their written and oral proposal.

Blue Strike - Scope of Work
The CMAP Update will include a wide range of tasks as indicated below (for the full scope of work, see Attachment 2).

1. Project Management, Work Plan, and Kickoff Meeting
a. Biweekly Meetings
b. Work Plan
c. Kickoff Meeting
d. Monthly Progress Reports

2. Community Outreach and Engagement Plan
a. Community Outreach and Engagement Plan
b. Branding and Outreach Materials
c. Community Survey
d. Community Meetings
e. Focus Groups
f. Presentations to City Council and Planning and Transportation Commission g. Outreach Preparation and Documentation

3. Background Review and Existing Conditions Assessment a. Existing Conditions Assessment
b. Stakeholder Mapping
c. Existing Conditions Assessment Memo

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4. Climate Mitigation Targets and Vulnerability Assessment a. Municipal GHG Inventory
b. Updated GHG Reduction Targets
c. Updated GHG Forecasts and Pathways
d. Vulnerability Assessment
e. Climate Mitigation Targets and Vulnerability Assessment Memo

5. Climate Mitigation and Adaptation Strategies
a. Draft Strategies and Summary Memo
b. Prioritization Matrix
c. Presentation on Strategies
d. Final Strategies and Summary Memo

6. Implementation and Monitoring Plan
a. Implementation and Monitoring Plan
b. Implementation Memo

7. Draft Updated Climate Mitigation and Adaptation Plan a. Draft Climate Mitigation and Adaptation Plan
b. Meetings with Stakeholders
c. Study Sessions

8. Final Climate Mitigation and Adaptation Plan and Environmental Review a. CEQA Review
b. Presentations to Planning and Transportation Commission and City Council c. Final Climate Mitigation and Adaptation Plan
Optional task: Climate Mitigation and Adaptation Dashboard NEXT STEPS:

Should the Council authorize the City Manager to move forward with a professional services agreement with Blue Strike, this work will commence in May 2026 and will be completed by or before May 26, 2028.

ALTERNATIVES:

The alternatives available to the City Council include:

1. Adopt a Resolution authorizing the execution of a professional services agreement with Blue Strike Environmental for consulting services for the San Carlos CMAP update in an amount not to exceed $249,445; or

2. Do not adopt the Resolution; or

3. Provide staff with alternative direction.

Respectfully submitted by:

Al Savay, Community Development Director

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Approved for submission by:
____________________________
Nil Blackburn, Interim City Manager
ATTACHMENT(S):

1. Resolution

2. Request for Proposals

3. Blue Strike Environmental Proposal

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RESOLUTION NO. 2026 – ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN CARLOS

AUTHORIZING THE EXECUTION OF A PROFESSIONAL SERVICES AGREEMENT WITH BLUE STRIKE ENVIRONMENTAL TO PREPARE AN UPDATE TO THE CITY’S CLIMATE MITIGATION AND ADAPATION PLAN IN AN AMOUNT NOT TO EXCEED $249,445.

WHEREAS, the City of San Carlos has traditionally used the expertise of consulting firms to respond to the workload generated by State mandates and City Council direction; and WHEREAS, the City Council of the City of San Carlos has adopted planning for climate change mitigation, adaptation, and resilience as a strategic goal as set forth within the City’s adopted 2026 Strategic Plan; and
WHEREAS, the City adopted its current Climate Mitigation and Adaptation Plan (CMAP) on September 27, 2021; and
WHEREAS, an update is required to the 2021 CMAP under the mitigation measure adopted as part of the California Environmental Quality Act-mandated Environmental Impact Report prepared for the 2045 General Plan Reset project; and WHEREAS, a formal request for proposals process was used to select the best qualified consulting firm to prepare an update to CMAP; and
WHEREAS, City staff from multiple departments reviewed the responses to the request for proposals from fourteen consulting firms and, following interviews with the top four firms, found consulting firm Blue Strike Environmental to be the best qualified to perform the services; and WHEREAS, this project has been funded by the General Capital Fund (Project C2516) - Climate Mitigation and Adaptation Plan Update with an adopted budget of $250,000.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of San Carlos authorizes the execution of an agreement for professional services with the consultant Blue Strike Environmental to prepare an update to the San Carlos CMAP in a total amount not-to-exceed $249,445.
* * * * *
I, City Clerk Crystal Mui, hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of San Carlos at a scheduled meeting thereof held on the 11th day of May 2026, by the following vote:

AYES, COUNCILMEMBERS:

NOES, COUNCILMEMBERS:

ABSENT, COUNCILMEMBERS:

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________________________________
CITY CLERK of the City of San Carlos
APPROVED:
___________________________
MAYOR of the City of San Carlos

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CITY OF SAN CARLOS

Request for Proposals
Climate Mitigation and Adaptation Plan Update

Due: Wednesday, March 4, 202 6,
by 5:00 p.m. (PT)

Electronic Submittals shall be submitted to: achopra @cityofsancarlos.org

Attn: Akanksha Chopra, Senior Management Analys t (Sustainability) Community Development Department , 600 Elm Street , San Carlos, CA 940 70

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San Carlos Climate Mitigation and Adaptation Plan Update | Request for Proposals | City of San Carlos

Contents

Executive Summary..............................................................................................................................................3 Introduction ...........................................................................................................................................................3 Background .........................................................................................................................................................4 Schedule ................................................................................................................................................................5 Budget ...................................................................................................................................................................6 Scope of Work .......................................................................................................................................................6 Task 1. Project Management, Work Plan, and Kickoff Meeting .........................................................................6 Task 2. Community Outreach and Engagement Plan ........................................................................................6 Task 3. Background Review and Existing Conditions Assessment ...................................................................8 Task 4. Climate Mitigation Targets and Vulnerability Assessment ....................................................................8 Task 5. Climate Mitigation and Adaptation Strategies ........................................................................................9 Task 6. Implementation and Monitoring Plan .....................................................................................................9 Task 7. Draft Updated Climate Mitigation & Adaptation Plan .......................................................................... 10 Task 8. Final Climate Mitigation & Adaptation Plan and Environmental Review ............................................ 10 City Resources Available .................................................................................................................................. 10 Submittal Requirements ................................................................................................................................... 11 Questions & Clarifications ................................................................................................................................ 11 Evaluation & Selection Process ....................................................................................................................... 12

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Executive Summary
The City of San Carlos is seeking a qualified consultant team to prepare an update to the City’s Climate Mitigation and Adaptation Plan (CMAP) to meet CEQA mitigation requirements associated with the City of San Carlos 2045 General Plan Reset project and to guide long-term climate action and resilience efforts.

Key Project Information
• Budget: $250,000
• Anticipated Project Duration: May 2026 – January 2028 • Key Deliverables:
o Updated greenhouse gas emissions (GHG) inventory, forecasts, and reduction targets o Climate vulnerability assessment
o Mitigation and adaptation strategies
o Implementation and monitoring framework
o CEQA environmental review
• Decision-Making Bodies: Planning and Transportation Commission; City Council • CEQA Requirement: Plan must qualify as a CEQA “qualified” Climate Action Plan that also meet s the requirements established under the mitigation measure for GHG reduction for the 2045 General Plan Reset project.
• Proposals Due: 5 p.m., March 4th
Introduction

In May 2025, the City of San Carlos adopted amendments to its 2030 General Plan as part of the 2045 General Plan Reset project. The purpose of the 2045 General Plan Reset project was to update the Citywide residential, industrial, and commercial development projections to the year 2045 and amend related policies and actions in the General Plan.

As per the requirements of the California Environmental Quality Act (CEQA), an Environmental Impact Report (EIR) was prepared for the 2045 General Plan Reset project. The EIR identified a significant impact related to the greenhouse gas emissions associated with the anticipated growth in the City over the next 20 years. The mitigation measure adopted by the City Council as part of the CEQA-mandated Mitigation Monitoring and Reporting Program requires an update to the City’s 2021 Climate Mitigation and Adaptation Plan (CMAP) within 3 years of adoption of the 2045 General Plan Reset project. The 2045 General Plan Reset was adopted on May 27, 2025.

In response to this, the City of San Carlos is seeking proposals from qualified consultants to develop an update to the City’s CMAP. The CMAP update will consider the anticipated growth within the City to the year 2045 (refer to Table 1 for projected housing units, population, and jobs) and provide a strategic roadmap for meeting GHG reduction targets through climate mitigation and adaptation measures. The consultant will also conduct an environmental review of the proposed CMAP based on the requirements of CEQA.

Table 1. Projections for housing, population and jobs to the year 2045 Baseline
(2024)
Increase
By 2045
Total
By 2045
Percentage
Increase
Housing
Units
12,700 8,060 20,770 63.5%
Population 29,350 15,620 44,510 51.5%
Jobs 28,930 18,010 46,950 62.3%
SOURCE: SAN CARLOS 2030 GENERAL PLAN

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Background

The City of San Carlos is located within the San Francisco Peninsula (Figure 1) in San Mateo County. It shares its borders with Belmont to the north, Redwood City to the south, Redwood Shores and the San Francisco Bay to the east, and unincorporated open space lands to the west. The City has an area of 5.4 square miles with a population of approximately 29,350 residents0F

1. Figure 1 Location of San Carlos in the San Franscisco Peninsula The City adopted its last comprehensive Climate Mitigation and Adaptation Plan in September 2021, which was an update to the City’s 2009 Climate Action Plan. The 2021 CMAP currently serves as San Carlos’ plan to reduce GHG emissions and to adapt to changing climate conditions. The CMAP also assists the City’s decision-makers, staff, and the community in understanding the sources and magnitude of local GHG emissions and the impacts of climate change on the community. Specifically, the plan provides strategi es to reduce GHG emissions, prioritizes steps to achieve GHG emission- reduction targets, and outlines methods to increase resilience. The CMAP also presents a work plan and monitoring program for the City to implement programs and track progress over time.

Over the last several decades, the City has made significant progress in decreasing its GHG emissions. Consistent with Senate Bill 32, the CMAP established the target of reducing 40% GHG emissions by 2030 and 80% by 2050 relative to 1990 levels. The CMAP identifies 33 GHG reduction strategies and 12 adaptation strategies to achieve these GHG reduction goals. Figure 2 shows a comparison of GHG emissions across different sectors (in MT CO2e) between 2005 and 2023 for San Carlos. Citywide GHG emissions decreased significantly between 2005 and 2019 due to a switch to sourcing renewable energy from Peninsula Clean Energy in 2017. Between 2021 and 2023, total emissions decreased by about 3% . Based on the current emissions model that considers emissions from seven key sources, emissions associated with on-road transportation (related to passenger and commercial vehicles) and use of natural gas in buildings continue to be the two biggest sources of emissions for the City.

As San Carlos approaches the 2030 milestone in 4 years, the CMAP update will need to assess how San Carlos is positioned to meet GHG reduction targets and associated climate goals under different State regulations, including SB 1279, and what strategies will be critical to help the City accomplish those. The updated CMAP will also include new GHG reduction targets, emissions forecasts , and reflect new goals aligned with community priorities, recent State laws, emerging trends, and best practices in the field. The consultant team will be tasked to prepare an update to the CMAP involving an inclusive community and stakeholder engagement process to receive and incorporate

1 Source: San Carlos 2030 General Plan

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public input. The updated CMAP will also provide a framework to monitor and track progress on the adopted goals and strategies.

SOURCE: SAN MATEO COUNTY REGIONALLY INTEGRATED CLIMATE ACTION PLANNING SUPPORT (RICAPS) PROGRAM Figure 2 San Carlos GHG Emissions by Sector

Schedule

The following table outlines the City’s proposed schedule related to this Request for Proposals (RFP) and project commencement and completion. The City reserves the right to amend the schedule as necessary.

Table 2. RFP and Proposed Project Schedule
Activity Date
City releases RFP January 28, 2026
Last date for submission of written questions from proponents February 9, 2026, by 5:00 p.m. PT City issues addendum (if needed) February 17, 2026
Proposal submission deadline March 4, 2026, by 5:00 p.m. PT Potential interviews with proponents Weeks of March 23 and March 30, 2026 Consultant selection April 15, 2026
Contract award date (Council authorization) May 11, 2026 Project commencement Week of May 18, 2026
Anticipated Project Completion January 2028

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San Carlos Climate Mitigation and Adaptation Plan Update | Request for Proposals | City of San Carlos

Budget

The San Carlos City Council has allocated a total budget of $250,000 to prepare an update to the CMAP. The proposals are expected to stay within the allocated budget.

Scope of Work

This RFP is requesting the services of a consultant team to prepare a citywide Climate Mitigation and Adaptation Plan, which will serve as an update to the 2021 CMAP. The following sections outline the anticipated tasks and deliverables of the project. When responding to this RFP, the City requests that the consultant team thoroughly explain their approach to each of the tasks below, with any refinements that help City achieve the project objectives.

Task 1. Project Management, Work Plan, and Kickoff Meeting

The City’s Community Development Department will oversee the project, and the selected consultant will manage the day-to-day details of the project. The consultant will assign a project manager, and the project manager will report to the City’s designated project manager. The consultant and City shall schedule regular progress meetings to ensure the project stays on track and is completed on time. The consultant is expected to prepare a detailed work schedule ( Gantt chart), maintain the schedule, and deliver monthly invoices with line items related to tasks and subtasks, and an associated work progress report with details of tasks undertaken. The consultant will hold regularly scheduled bi-weekly progress meetings, prepare meeting agendas , meeting notes, and provide updates on project deliverables. Bi-weekly project meetings with the consultant’s project manager and the City are required; additional staff from the City and/or the consultant team may attend as required by task or subject matter .

The consultant will prepare a Work Plan which will be a refinement of the Tasks and Subtasks of the Proposal submitted in response to this RFP. The City will review the Work Plan and provide feedback. The Work Plan should also clearly define the roles and responsibilities between the city and the selected consultant. The work plan should specifically identify the consultant project management team. Any change to the team members is subject to approval by the City.

The Consultant will plan and facilitate a project kickoff meeting with City staff to review the Draft Work Plan, project schedule (Gantt chart), and roles and responsibilities.

Task 1 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. 1.5 hr. Project Kick-Off Meeting, Agenda, other meeting materials to be submitted by consultant team one week in advance

2. Gantt Chart

3. Draft Work Plan

4. Final Work Plan

5. Regular, Bi-Weekly Progress Meetings, 30 min. to 1 hour each. Meeting agendas to be sent out one week in advance by the consultant team and meeting minutes with action items to be sent following the meeting

6. Monthly invoices billed by Tasks and Subtasks outlined in the Final Work Plan

Task 2. Community Outreach and Engagement Plan

The consultant team will prepare a community outreach and engagement strategy, including the number and type of community and stakeholder meetings (number and type of meeting should be reflected in the Final Work Plan under Task 1). The proposed outreach strategy will include consideration for equitable and inclusive engagement involving diverse community and stakeholder groups . Focus group meetings might be needed to solicit feedback from specific stakeholder groups. The community outreach and engagement plan must include innovative ways of conducting community/stakeholder outreach and gathering input using online engagement, social media, online

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surveys, and events. The consultant will be responsible for the facilitation, and documentation of the project's outreach efforts. The outreach and communication materials are expected to have a consistent project branding designed by the consultant.

In addition to the community, focus group and/or stakeholder meetings, the consultant team should plan and budget for meetings and study sessions with the full City Council and the Planning and Transportation Commission (PTC) at key project milestones.

The consultant should allow for up to two (2) iterations of the Community Outreach and Engagement Plan before it is finalized.

Task 2 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. A Draft and Final Community Outreach and Engagement Plan that includes the coordination, facilitation, and documentation of all public engagement events, including clear explanation and documentation of community feedback through the preparation of summary reports or memos. Consultant will be responsible to plan public engagement events across all meeting formats and tailored to key milestones in the project.

City staff will be responsible for booking meeting venues, posting notices and invites, and printing meeting materials.

2. Preparation of agendas and all other meeting materials (including but not limited to presentations, surveys) for public engagement events 15 business days in advance of an event for review and acceptance by the City.

3. Facilitate all community engagement, stakeholder, and focus group events.

4. Prepare and review all project material to ensure clear, concise and consistent messaging throughout the project. Allow time for City staff review and two iterations of the materials which will include but are not limited to the following:
a. P resentations, graphics and handout materials.
b. Outreach messaging, newspaper notices and notification letters. c. Agendas, meeting notes and summaries documenting the issues raised and discussed at stakeholder and public meetings, and meeting summary reports.

5. Provide meeting summary memo within five business days of an event and/or campaign that include the following:
a. Identification of engagement event or campaign within project schedule, including date and location.
b. Number of participants and names of groups represented with representatives’ names c. Summary of feedback and identification of themes;
d. General comments and other content as appropriate; and e. T racking and documentation of issues and discussions. f. Allow for 1 revision and feedback on meeting summar ies. All meeting summaries will be provided in Word and PDF format and will be put up on project webpage for public knowledge once finalized.

6. A project logo and color theme for consistent project branding, including 2 iterations with City staff prior to finalization. All memos, reports, presentations, outreach content, and other deliverables are expected to follow project branding.

7. The City, with the assistance of the selected consultant, will manage the project webpage (hosted on City website). Public engagement materials must be submitted in a form that is web-enabled 10 business days prior to presentation to the public.

8. Consultant will be expected to provide assistance with preparing staff reports for the City Council and Planning and Transportation Commission meetings. City staff will be the primary author of the staff report, and the consultant will be expected to review and edit as needed. The assistance will also include preparing a timely response to questions or concerns from the Council/Commission or public after the staff report is published. City staff expects at least 3 meetings each with Planning and Transportation Commission and City Council.

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Task 3. Background Review and Existing Conditions Assessment

Planning for climate change mitigation and resilience involves efforts and coordination across multiple disciplines , including but not limited to transportation, land use, stormwater management, energy, waste management, water conservation, etc. To get an understanding of City’s regulatory framework and initiatives that promote sustainability and climate resilience, the consultant will undertake a background review of Citywide plans, policies, programs and relevant documents. The consultant will also map stakeholders and partner agencies such as San Mateo County, Rethink Waste, Peninsula Clean Energy , etc. that City collaborates with to implement various sustainability objectives. The consultant will be expected to engage with these agencies as needed to seek relevant information for the background review. The review is also expected to map relevant regional, State and federal regulations that apply to the City and assess readiness of the City in meeting the established requirements and goals . The background review will further assess in detail the City’s progress on sustainability goals established under the 2021 CMAP and study challenges and opportunities to inform the next update . Consultant will be expected to convene meeting(s) with relevant staff in this regard. To inform the existing conditions assessment, the City will provide GHG inventories from San Mateo County’s Regionally Integrated Climate Action Planning Support (RICAPS) Program.

A preliminary list of documents for the background review is noted below:

1. 2021 Climate Mitigation and Adaptation Plan (and associated annual reports)

2. 2030 General Plan (Updated to 2045)

3. San Carlos Municipal Code

4. Bicycle and Pedestrian Master Plan

5. Green Infrastructure Plan

6. Pulgas Creek Watershed Plan

7. RICAPS GHG inventory

8. Downtown Specific Plan

9. Northeast Area Specific Plan

10. East Side Innovation District Vision Plan

11. Parks and Recreation Master Plan (underway)

12. Transportation Demand Management and Parking Reform (underway)

In addition to the plans and initiatives noted above, the City will also be working on the following plans related to climate change adaptation and resilience in partnership with regional agencies at the time of CMAP update.

13. Regional Shoreline Adaptation Plan – City will be working with OneShoreline to develop a multi- jurisdictional RSAP.

14. 2026 Local Hazard Mitigation Plan – City will be working with San Mateo County’s Department of Emergency Management to develop a multi-jurisdictional LHMP.

Task 3 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. Draft Background Review and Existing Conditions Memorandum. Allow for 2 iterations of the memorandum.

2. Final Background Review and Existing Conditions Memorandum. Allow for 2 iterations of the memorandum.

Task 4. Climate Mitigation Targets and Vulnerability Assessment

Based on the assessment done as part of t he Background Review and Existing Conditions report, the consultant will analyze emissions and identify updated GHG reduction targets for climate change mitigation. The targets will be informed by relevant regional and State regulations by key milestone years (including but not limited to goals established under Senate Bill 32 and Assembly Bill 1279) and reflect the most up to date science and assessment models available to measure GHG emissions. The consultant will develop and update the GHG emissions reduction forecasts and pathway(s) to achieve the identified reduction targets. The analysis will also evaluate the anticipated impact of regional, State and federal policies and programs on GHG emission reductions.

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The Consultant will also prepare a Vulnerability Assessment that will analyze how climate change is likely to affect the community to inform approaches to build climate resilience. Risks to vulnerable groups and equity considerations should be clearly identified in the assessment. The Vulnerability Assessment included in 2021 CMAP is intended to provide a basis for the updated assessment. The City will assist the C onsultant in getting any necessary information from the upcoming Regional Shoreline Adaptation Plan, Local Hazard Mitigation Plan , and related planning efforts.

The Consultant is expected to engage community stakeholders as needed (through community surveys, etc.) and prepare an memorandum that captures various climate-related regulations, forecasts, targets and vulnerabilities applicable to the City and identified challenges and opportunities in meeting the climate mitigation and adaptation goals.

Task 4 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. Draft Climate Mitigation Targets and Vulnerability Assessment Memorandum.

2. Final Climate Mitigation Targets and Vulnerability Assessment Memorandum.

Task 5. Climate Mitigation and Adaptation Strategies

The consultant will formulate a suite of proposed mitigation and adaptation strategies to meet the emissions reduction targets with actions identified across all source sectors (such as transportation, land use, waste, water, food, materials, etc.) and to enhance climate resilience in the face of sea level rise, extreme weather events, risk of wildfires, heatwaves, etc. The strategies will reflect best practices and case studies of effective approaches followed by similar cities in meeting their climate goals and emissions reduction targets. The strategies will be accompanied by a prioritization matrix that helps evaluate trade-offs among different strategies and helps community and decision makers assess options to reach the GHG reduction targets identified in task 4. Each strategy should include a detailed description, the department or partner agency responsible, performance measure(s), and evaluation criteria including but not limited to greenhouse gases reduced, cost -benefit analysis, ease of implementation, and priority level. Plans and initiatives identified during Task 3 should be incorporated with reference to the source document.

The proposed strategies will be presented to the community, stakeholder groups, staff, and decision makers for feedback. This phase of engagement is expected to include community meeting(s), interdepartmental meeting(s), and a study session each with Planning and Transportation Commission and the City Council. Once feedback is collected on the draft strategies, the Consultant will refine this list into a final set of strategies.

Task 5 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. Draft Climate Change Mitigation and Adaptation Strategies memorandum. Allow for 2 iterations of the memorandum.

2. Interdepartmental meeting(s) with City staff

3. Meetings with community and stakeholder groups

4. Planning and Transportation Commission Study Session

5. City Council Study Session

6. Final Climate Change Mitigation and Adaptation Strategies memorandum. Allow for 2 iterations of the memorandum.

Task 6. Implementation and Monitoring Plan

The Consultant will provide an actionable plan based on City Council input to implement the selected strategies and monitor and track their progress, accompanied by a clearly defined implementation timeline, responsible department or agency, recommended measures , estimated staffing requirements, potential partnerships, equity considerations, tracking tools, and recommended financing and funding opportunities . The performance metrics should be clearly defined, and measures should be prioritized. The implementation plan will also provide a

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corresponding list of recommended programs and projects for the City. The implementation plan shall consider measures to keep the community and stakeholders informed and engaged in meeting established goals, such as a recommendation to have a sustainability or energy dashboard

Task 6 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. Draft Implementation and Monitoring Plan memorandum

2. Final Implementation and Monitoring Plan memorandum.

Task 7. Draft Updated Climate Mitigation & Adaptation Plan

The consultant will prepare a Draft CMAP summarizing and integrating the outcomes and deliverables from all preceding tasks, including a description of the planning and engagement process, background review and existing conditions, GHG emissions analysis, updated GHG reduction targets and forecasts, climate vulnerability assessment, identified mitigation and adaptation strategies , and a detailed implementation and monitoring plan.

The Draft CMAP should also reference its relation to the City’s 2030 General Plan, City’s Strategic Plan, as well as policy and planning documents that work together to implement its goals. The proposed project schedule should include adequate time for staff and the public to review a draft CMAP before a final CMAP is prepared.

Task 7 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. Draft Climate Mitigation and Adaptation Plan. Allow for 2 iterations of the Draft plan.

2. Meetings with community and stakeholder groups as needed

3. Interdepartmental meeting(s) with City staff

4. Planning and Transportation Commission Study Session

5. City Council Public Study Session

Task 8. Final Climate Mitigation & Adaptation Plan and Environmental Review

The Consultant will prepare a Final CMAP incorporating feedback received from the community, stakeholders, and decision-makers in Task 7. The Consultant will further conduct an environmental review to ensure the updated CMAP is a CEQA-qualified Climate Action Plan that also conforms with the mitigation measure for GHG reduction adopted as part of the City’s 2045 General Plan Reset EIR.

Task 8 Deliverables:

The consultant team will prepare the following documents/deliverables:

1. Environmental review documents pursuant to the requirements of CEQA . Currently, an Addendum to the 2045 General Plan Reset’s EIR is anticipated but Consultant and City staff will work together to determine the final approach.

2. Planning and Transportation Commission Public Hearing for Formal Recommendation

3. City Council Public Hearing for Adoption

4. Final Climate Mitigation and Adaptation Plan. Allow for 2 iterations of the Final Plan.

City Resources Available

The City of San Carlos has the following resources available to support the work, outreach, and materials needed to complete this Scope of Work:

• Citywide GHG emissions inventory from RICAPS
• Mapping/GIS (in contract with CalCAD)
• Basic GIS information includes e.g. zoning, land use, building permits, planning permits, streets, housing sites inventory, and city-owned parcels.

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• Newsletters for civic engagement (Through City’s sustainability e- news and City newsletters under separate, existing contract with consultant who prepares quarterly newsletters sent to every resident called the “Good Living Newsletter,” as well as focused topic brochures known as “Spotlight.”) • Social Media: Facebook, X, Instagram, YouTube, Next Door • Preliminary stakeholders’ list

Submittal Requirements

All Proposals shall include the following minimum information:

1. Cover Letter: Indicate interest and commitment to perform the above services for the City of San Carlos as outlined in this RFP. Include contact information (physical address, telephone, and email address) for the primary person responsible for the proposal who will be the point of contact for the City on the correspondence and communications pertaining to the proposal. The cover letter should also summarize the key points of the consulting team’s interest, qualifications, and pertinent areas of expertise.

2. Project Approach: Scope of work that responds to the tasks listed above. In particular, the scope of work should describe how to create a thoughtful community outreach and engagement plan that considers different viewpoints in the community. The scope should indicate how the existing CMAP will be used as a foundational document.

3. Timeline: Provide an estimated overall timeline for the project (as a Gantt chart), including a description of major project milestones, as well as how soon the Consultant is ready to commence work. This timeline should include a detailed schedule with a projected month and year for all tasks listed in this RFP.

4. Project Team Organization: Describe the project team members with roles, areas of expertise and responsibility clearly identified. Indicate the commitment of each team member and sufficient level of detail to enable reviewers to evaluate the effort expended for all personnel including number of hours expended by team member for each task.

5. Relevant Experience: Description of projects completed by the consultant team relevant to the scope of work contained herein that have been completed in the last five years. Discuss the team's unique qualifications to best perform these services for the Ci ty. Provide weblinks to a digital portfolio or similar reports from past projects.

6. References and Local Projects: Provide three client references and include a list of any projects that the consultant team (prime consultant and subconsultants) have worked on within the City of San Carlos in the past five years.

7. Estimated Fee: Provide a fee estimate that includes a list of hourly billing rates for each proposed team member. Include all direct and indirect expenses. Provide line-item costs for each deliverable of each task and subtask and total for each task and subtask.

Submittal: Interested firms shall submit one electronic copy, via email, by 5:00 p.m. (PT) on March 4, 202 6, to Akanksha Chopra, Senior Management Analyst at [email protected]. Please limit the total attachment size to under 25 MB.

Questions & Clarifications

If the proponents have any questions or clarifications regarding this RFP, please submit them to Akanksha Chopra, Senior Management Analyst at [email protected] by 5:00 p.m. (PT) on February 9, 2026. The City will issue an Addendum to the RFP if needed in response to the questions submitted.

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Evaluation & Selection Process

The City will evaluate the submitted proposals based on the following evaluation criteria:
• Qualifications & Experience (30% weight)
• Cost Proposal (30% weight)
• Project Approach & Timeline (30% weight)
• Quality & Completeness of Proposal (10% weight)

The firms demonstrating the highest scores will be invited for an interview. Based on their proposal, interview, and reference checks, the top-ranked firm will be recommended to the City Council.

Attachments:

1. City of San Carlos Professional Services Agreement Template

2. Exhibit A – Scope of Work and Schedule

3. Exhibit B – Fee Schedule

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Agreement for Professional Services 1 Revised 09/04/2025

AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into as of __________________ by and between the City of San Carlos hereinafter called "CITY" and ____________________ hereinafter called "CONSULTANT".

RECI
TALS
Thi
s Agreement is entered into with reference to the following facts and circumstances:

A. That
CITY desires to engage CONSULTANT to render certain professional services in the CITY;
B. That
CONSULTANT is qualified to provide such services to the CITY and; THE
REFORE, the CITY has elected to engage the services of CONSULTANT upon the terms and conditions as hereinafter set forth.

1. Services. The services to be performed by CONSULTANT under this Agreement shall include those services set forth in Exhibit A , which is, by this reference, incorporated herein and made a part hereof as though it were fully set forth herein.

Per
formance of the work specified in said Exhibit is hereby made an obligation of CONSULTANT under this Agreement, subject to any changes that may be made subsequently hereto upon the mutual written agreement of the said parties.

Wher
e in conflict, the terms of this Agreement supersede and prevail over any terms set forth in Exhibit A.

2. T
erm; Termination. (a) The term of this Agreement shall commence upon the date hereinabove written and shall expire upon completion of performance of services hereunder by CONSULTANT . (b)
Notwithstanding the provisions of (a) above, CITY may terminate this Agreement without cause by giving written notice not less than ten (10) days prior to the effective date of termination, which date shall be included in said notice. In the event of such termination, CITY shall compensate CONSULTANT for services rendered, and reimburse CONSULTANT for costs and expenses incurred, to the date of termination, calculated in accordance with the provisions of paragraph 3. In ascertaining the services actually rendered to the date of termination, consideration shall be given both to completed work and work in process of completion.

Nothing herein contained shall be deemed a limitation upon the right of

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Agreement for Professional Services 2 Revised 09/04/2025 CITY to terminate this Agreement for cause, or otherwise to exercise such rights or pursue such remedies as may accrue to CITY hereunder.

3. C
ompensation; Expenses; Payment . CITY shall compensate CONSULTANT for all services performed by CONSULTANT hereunder in an amount based upon CONSULTANT ’s hourly rates during the time of the performance of said services. A copy of CONSULTANT ’s hourly rates for which services hereunder shall be performed are set forth in CONSULTANT’s fee schedule marked Exhibit B hereof, attached hereto and by this reference incorporated herein.

Notwithstanding the foregoing, the combined total of compensation and reimbursement of costs payable hereunder shall not exceed the sum of _____________________ ($________________) unless the performance of services and/or reimbursement of costs and expenses in excess of said amounts have been approved in advance of performing such services or incurring such costs and expenses by CITY ’s City Manager (for contracts less than $75,000 or authorized by City Council action for contracts $75,000 or more by motion duly made and carried).

Com
pensation and reimbursement of costs and expenses hereunder shall be payable upon monthly billing therefor by CONSULTANT to CITY, which billing shall include an itemized statement, briefly describing by task and labor category or cost/expense items billed.

4. Addi
tional Services . In the event CITY desires the performance of additional services not otherwise included within the services described in Exhibit A, such services shall be authorized in advance of the performance thereof by CITY’s City Manager (for contracts less than $75,000 or authorized by City Council action for contracts $75 ,000 or more by motion duly made and carried) . Such amendment to this Agreement shall include a description of the services to be performed thereunder, the maximum compensation and reimbursement of costs and expenses payable therefor , the time of performance thereof, and such other matters as the parties deem appropriate for the accomplishment of such services. Any additional services causing the total contract price to exceed $75,000, shall require approval by the City Council. Except to the extent modified by written amendment, all other terms and conditions of this Agreement shall be deemed incorporated in each such amendment.

5. Rec
ords. CONSULTANT shall keep and maintain accurate records of all time expended and costs and expenses incurred relating to services to be performed by CONSULTANT hereunder. Said records shall be available to CITY for review and copying during regular business hours at CONSULTANT’s place of business or as otherwise agreed upon by the parties.

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Agreement for Professional Services 3 Revised 09/04/2025

6. Aut
horization. This Agreement becomes effective when endorsed by both parties in the space provided below.

7. Rel
iance on Professional Skill of CONSULTANT. CONSULTANT
represents that it has the necessary professional skills to perform the services required and the CITY shall rely on such skills of the CONSULTANT to do and perform the work. In performing services hereunder CONSULTANT shall adhere to the standards generally prevailing for the performance of expert consulting services similar to those to be performed by CONSULTANT hereunder. CONSULTANT acknowledges the importance to CITY of the skill, competency, ability to appropriately work with CITY staff and expertise of individual staff assigned to the project, and accordingly the individuals assigned to the Project must be acceptable to CITY.

8. Doc
uments. All documents, plans, drawings, renderings, and other papers, or copies thereof, as finally rendered, prepared by CONSULTANT pursuant to the terms of this Agreement, shall, upon preparation and delivery to CITY, become the property of CITY.

9. Rel
ationship of Parties. It is understood that the relationship of CONSULTANT to the CITY is that of an independent contractor and all persons working for or under the direction of CONSULTANT are its agents or employees and not agents or employees of the CITY.

10. Sc
hedule. CONSULTANT shall adhere to the schedule set forth in Exhibit A; provided, that CITY shall grant reasonable extensions of time for the performance of such services occasioned by governmental reviews of CONSULTANT’s work product or other unavoidable delays; provided, further, that such unavoidable delay shall not include strikes, lockouts, work stoppages, or other labor disturbances conducted by, or on behalf of, CONSULTANT’s officers or employees.

CONS
ULTANT acknowledges the importance to CITY of CITY’s Project schedule and agrees to put forth its best professional efforts to perform its services under this Agreement in a manner consistent with that schedule.

11. Inde
mnity. CONSULTANT shall indemnify, defend, and hold harmless City, its officers, employees, agents and volunteers from and against all liability, loss, damage, expense, and cost (including, without limitation, reasonable legal counsel fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with CONSULTANT’s negligence, recklessness, or willful misconduct in the performance of work hereunder, or its failure to comply with any of its obligations contained in this Agreement, except such loss or damage

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Agreement for Professional Services 4 Revised 09/04/2025 caused by the active negligence or w illful misconduct of the City. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement. Nothing herein contained shall be construed to require CONSULTANT to indemnify CITY its officers, employees, agents and volunteers against any responsibility or liability in contravention of Section 2782 of the California Civil Code.

12. Insurance. CONSULTANT shall acquire and maintain Workers’ Compensation, employer’s liability, commercial general liability, owned and non- owned and hired automobile liability, and professional liability insurance cover ing risks relating to CONSULTANT ’s services to be performed hereunder in form subject to the approval of the City Attorney and/or CITY’s Risk Manager. The minimum amounts of coverage corresponding to the aforesaid categories of insurance per insurable event, shall be as follows:

Insurance Category Minimum Limits

Workers’ Compensation statutory minimum

Employer’s Liability $1,000,000 per accident for bodily injury or disease. CONSULTANT shall submit
to City a Waiver of Subrogation
endorsement in favor of City, its officers,
agents, employees, and volunteers.

Commercial General Liability $1,000,000 (to $5,000,000 depending on exposure) per occurrence for bodily
injury, personal injury, and property
damage, including without limitation,
blanket contractual liability and
coverage for explosion, collapse and
underground property damage hazards.

If a general aggregate limit applies,
either the general aggregate limit shall
apply separately to this project/location
or the general aggregate limit shall be
twice the required occurrence limit.

Coverage must be at least as broad as
Insurance Services Office form CG 00

01. A
utomobile Liability $1,000,000 per accident for bodily injury and property damage (coverage

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Agreement for Professional Services 5 Revised 09/04/2025 required to the extent applicable to
CONSULTANT’s vehicle usage in
performing services hereunder)
1Professional Liability $1,000,000 per claim and if a general aggregate limit applies, general
aggregate limit shall be twice the
required occurrence limit.

Conc
urrently with the execution of this Agreement, CONSULTANT shall furnish CITY with certificates and copies of information or declaration pages of the insurance required hereunder and, with respect to evidence of commercial general liability and automobile liability insurance coverage, original endorsements:
(a) P
recluding cancellation or reduction in per occurrence limits before the expiration of thirty (30) days (10 days for nonpayment) after City shall have received written notification of cancellation in coverage or reduction in per occurrence limits by first class mail; (b) C
ONSULTANT’s general liability policies shall be primary and non- contributory, and be endorsed using Insurance Services Office form CG 20 10 to provide that City and its officers, officials, employees, and agents shall be additional insured under such policies. An endorsement providing completed operations coverage for the additional insured, ISO form CG 20 37, is also required.

Claim
s Made Policies
If any of the required policies provide claims-made coverage:

1. Th
e Retroactive Date must be shown, and must be before the date of the contract or the beginning of contract work.

2. Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.

3. If coverage is canceled or non- renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the contract effective date, the Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of contract work.

Ver
ification of Coverage
1 Note: Professional liability insurance coverage is not required if the contractor/vendor/consultant is not providing a service regulated by the state. (Examples of service providers regulated by the state are insurance agents, professional engineers, doctors, certified public accountants, lawyers, etc.) Please check and initial the following if professional liability is NOT required for this agreement. Recommended ______ [Project Manager] Approved _______[Risk Manager]

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Agreement for Professional Services 6 Revised 09/04/2025 Consultant shall furnish the CITY with original certificates and amendatory endorsements effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the CITY before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Waiver of Subrogation
Consultant hereby grants to CITY a waiver of any right to subrogation which any insurer of said Consultant may acquire against the CITY by virtue of the payment of any loss under such insurance. This provision applies regardless of whether or not the CITY has requested or received a waiver of subrogation endorsement from the insurer.

Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City.

Special Risks or Circumstances
CITY reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Coverage
It is a requirement under this agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverage requirements and/or limits shall be made available to the Additional Insured and shall be (1) the minimum coverage and limits specified in this Agreement; or (2) the broader coverage and maximum limits of coverage of any insurance policy, whichever is greater.

Primary and Non-Contributory Coverage
The Additional Insured coverage under the Consultant’s policy shall be “primary and non-contributory” as will not seek contribution from the CITY insurance or self-insurance and shall be at least as broad as CG 20 01 04

12. Excess Insurance
The limits of insurance required in this agreement may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and noncontributory basis for the benefit of CITY before the CITY insurance or self -insurance shall be called upon to protect it as a named insured.

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Agreement for Professional Services 7 Revised 09/04/2025

13. Work
ers’ Compensation. CONSULTANT acknowledges and certifies awareness of the provisions of the Labor Code of the State of California which require every employer to be insured against liability for workers' compensation or to undertake self -insurance in accordance with the provisions of that Code, and CONSULTANT certifies and agrees to compliance with such provisions before commencing the performance of the work of this agreement.

14. Subc
ontractors (If applicable). CONSULTANT agrees to include with all subcontractors in their subcontracts the same requirements and provisions of this agreement including the indemnity and Insurance requirements to the extent they apply to the scope of the Subcontractors’ work. Subcontractors hired by CONSULTANT agree to be bound to CONSULTANT and CITY in the same manner and to the same extent as CONSULTANT is bound to CITY under the Contract documents.

Subcontract shall agree to include these same provisions in any agreement with a sub- subcontractor. CONSULTANT shall require all subcontractors to provide a valid certificate of insurance and the required endorsements included in the agreement prior to commencement of any work and will provide proof of compliance to the CITY.

Subc
ontractor shall agree to be bound to CONSULTANT and CITY in the same manner and to the same extent as CONSULTANT is bound to CITY under the Contract Documents. Subcontractor shall further agree to include the same requirements and provisions of this agreement, including the indemnity and Insurance requirements, with a Sub- subcontractor to the extent they apply to the scope of the Sub- subcontractors’ work. A copy of the CITY Contract Document Indemnity and Insurance provisions shall be furnished to the subcontractor upon request.

15. Non-
Discrimination. The CONSULTANT hereby assures that it will comply with Subchapter VI of the Civil Rights Act of 1964, 42 USC Section 2000 (e)(17), to the end that CONSULTANT will not exclude any person from participation in, be denied the benefits of, or be otherwise subject to discrimination from any project, program, or activity supported by this Agreement, based on the grounds of race, color, national origin, sex, disability, age, or religion,. CONSULTANT shall comply with its EEO Certification (Form PW -7). In addition, CONSUTLANT will not discriminate against any employee or applicant for employment because of race, color, religion, sex or national origin. The CONSULTANT will take affirmative action to insure that applicants are employed and the employees are treated during employment without regard to their race, color, religion, sex or national origin. Such action shall include, but not be limited to the following: employment, advancement, demotion, transfer,

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Agreement for Professional Services 8 Revised 09/04/2025 recruitment, or recruitment advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. The CONSULTANT shall at all times be in compliance with the requirements of the Federal Americans With Disabilities Act (Public Law 101- 336) which prohibits discrimination on the basis of disability by public entities. The CONSULTANT agrees to post in conspicuous places available to employees and applicants for employment any notices provided by the CITY setting forth the provisions of this non-discrimination clause.

15. No
tice. All notices required by this Agreement shall be given to the CITY and CONSULTANT in writing, by first class mail, postage prepaid, addressed as follows:

CIT
Y: City of San Carlos
600 Elm Street
San Carlos, CA 94070
Attention: _________________
CONSULTANT: ____________________________
(F ill in CONSULTANT Name, Address, Phone
Number, and Project Manager for

CONSULTANT)

16. Non-A
ssignment. This Agreement is not assignable either in whole or in part.

17. Am
endments. This Agreement may be amended or modified only by written agreement signed by both parties.

18. Bus
iness Registration. CONSULTANT agrees to comply with Chapter

5.04 of the Municipal Code and pay all fees required to be paid. By entering into this Agreement, CONSULTANT acknowledges and agrees they are conducting business with the City and will apply for and obtain a City Business registration certificate.

19. V
alidity. The invalidity in whole or in part of any provision of this Agreement shall not void or affect the validity of any other provision of this Agreement.

20. G
overning Law. This Agreement shall be governed by the laws of the State of California and any suit or action initiated by either party shall be brought in the County of San Mateo, California. In the event of litigation between the parties hereto to enforce any provision of the Agreement, the

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Agreement for Professional Services 9 Revised 09/04/2025 unsuccessful party will pay the reasonable attorney’s fees and expenses of litigation of the successful party.

21. M
ediation. Should any dispute arise out of this Agreement , the parties shall meet in mediation and attempt to reach a resolution with the assistance of a mutually acceptable mediator. Neither party shall be permitted to file legal action without first meeting in mediation and making a good faith attempt to reach a mediated resolution. The costs of the mediator, if any, shall be paid equally by the parties. If a mediated settlement is reached neither party shall be deemed the prevailing party for purposes of the settlement and each party shall bear its own legal costs. If a party refuses or fails to participate in mediation in good faith prior to filing a lawsuit, then that party shall be barred from recovery of attorneys fees and costs of suit.

22. C
onflict of Interest. CONSULTANT may serve other clients, but none who are active within the City of San Carlos or who conduct business that would place CONSULTANT in a "conflict of interest" as that term is defined in State law.

23. E
ntire Agreement . Each party acknowledges that this agreement, the exhibits hereto, and the documents incorporated by reference herein constitute the complete agreement and exclusive statement of the terms and conditions between the parties, which supersedes and merges all prior proposals, understandings and all other agreements, verbal and written, between the parties relating to the subject matter of this agreement. This agreement may not be modified or altered except by written instrument duly executed by both parties.

IN W
ITNESS WHEREOF, the parties hereto have caused this Agreement to be executed on the date first above written by their respective officers duly authorized in that behalf.

Dat
ed: _______________
Dat
ed: _______________
CITY OF SAN CARLOS:
______________________________
Nil Blackburn, Interim City Manager
ATTEST:
______________________________
Crystal Mui, City Clerk

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Agreement for Professional Services 10 Revised 09/04/2025

APPROVED AS TO FORM:

Dated: _______________ ______________________________ Gregory J. Rubens, City Attorney

CONSULTANT/CONTRACTOR/VENDOR:

I acknowledge that I have full authority to execute this agreement on behalf of the Consultant/Contractor/Vendor, and have read, understand, and agree to comply with the provisions of this Agreement, including the Insurance and indemnity requirements set forth herein.

Dated: _______________ ______________________________

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EXHIBIT A

SCOPE OF WORK AND SCHEDULE

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EXHIBIT B
CONSULTANT’S FEE SCHEDULE

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1 Request for Proposals
Climate Mitigation and Adaptation Plan Update

Addendum
Issue date: February 17, 2026

Purpose: This addendum is issued to respond to questions received on the Request for Proposals (RFP) for the City of San Carlos Climate Mitigation and Adaptation Plan (CMAP) Update.

Questions and Responses

1. The latest greenhouse gas emissions inventory for the City from San Mateo County’s Regionally Integrated Climate Action Planning Support (RICAPS) Program is for the year of 2021. Will there be an updated inventory from RICAPS to be used for the City’s CMAP Update? If not, is the consultant expected to develop an updated GHG inventory for the most recent year • Response: The City has the 2023 community emissions inventory available from the RICAPS program. An updated 2025 community emissions inventory will be developed this year through the RICAPS program, and it is expected to be available in August 2026.

2. Does the City need a municipal (i.e., City operations) GHG inventory update, to be consistent with the City’s 2021 CMAP?
• Response: At this time, City is also exploring programs offered by other agencies that offer municipal energy assessments and data from them will be provided to the consultant. It is recommended that the proponents make the municipal operations inventory an optional task if City can’t get timely data through these programs.

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2 3. Is translation needed for the community outreach materials and at the community outreach meetings? If so, in which language(s)?
• Response: No. Community residents can request translation services from the City if needed. The options available from the City include document translation, on-site interpreting, over-the-phone interpreting, and video-remote interpreting.

4. Relevant Experience (Section: Submittal Requirements – Item 5, page 11). The RFP requests descriptions of projects “completed in the last five years.” Would the City consider allowing teams to include ongoing or substantially complete projects that are directly relevant to the scope of work?

• Response: Yes, that will be acceptable.

5. Exhibit B – Fee Schedule (Attachments, page 12). Exhibit B – Fee Schedule is included in the Professional Services Agreement Template and Exhibits PDF but appears blank. Should proposers complete Exhibit B using a City-provided format, or develop their own fee schedule for this exhibit consistent with the “Estimated Fee” requirements in the RFP?

• Response: The proponent is expected to develop their own fee schedule that meets the requirements noted in the RFP. Budget sheets are expected to include cost breakdown by task and subtasks, by consultant and sub-consultant staff, and any other costs associated with completing the project.

6. Do you have a list of contacts and partners for engagement for this work, including those considered to be equitable partners in the community? If not directly, do you have knowledge of the key partner ecosystem to connect the consultant team to community resources to find these connection points? • Response: The City will provide a preliminary list of partners and community groups we currently work with. This list is expected to be developed further based on discussion between the selected consultant, City staff, and partners in the preliminary list.

7. Does the City have a brand guide for engagement or would they like one created for this effort?
• Response: The City has a branding guide used for engagement materials and a sustainability-specific logo. The consultant will be expected to take these into consideration and provide a consistent project branding for this project, which may include a project logo and specific color theme.

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3 8. How would the City prefer the consultant engage - in-person or virtual - with the following groups: general public, focus groups, key stakeholder meetings, Planning & Transportation Commission, and the City Council? • Response: The expectation is for the lead consultant to be present in person for the Planning and Transportation Commission and City Council meetings, as well as for any key community meetings. Focus group and stakeholder meetings can be in a virtual format.

9. Is there an existing stakeholder and partner agencies map that was used for the previous CMAP?
• Response: Yes, a stakeholder and partner agencies matrix is available from the previous CMAP project.

10. How would the City like to approach ensuring the Regional Shoreline Adaptation Plan (RSAP) and 2026 Local Hazard Mitigation Plan (LHMP) are incorporated into the CMAP? What is the timeline for when these two plans are expected to be complete?
• Response: The City will facilitate coordination between the various initiatives to allow for information and outcomes from these projects to be incorporated into the CMAP update. While both of these projects will inform the vulnerability assessment and adaptation strategies, the selected consultant will be expected to bring their expertise to assess any gaps in information to meet the objectives of the CMAP update. The timeline for these initiatives is noted below.
• 2026 LHMP Update:
• January 2026 - July 2026
• RSAP:
• Q2 2026 - Q4 2028
• Vulnerability Assessment: July 2026 – January 2027
• Development of Shoreline Plan: August 2026 - June 2027 • The selected consultant will work with the City staff to develop a project schedule that ensures input from these efforts is incorporated into the CMAP update process.

Please note that the RSAP initiative will also onboard a consultant, and there might be refinements to the schedule noted above.

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4 11. Does the City see any opportunities to align engagement efforts from these two plans with the updated CMAP engagement efforts?
• Response: The Draft LHMP will be open to the public for feedback and engagement on this effort is expected to be completed ahead of the initiation of the CMAP update. There will be an opportunity to coordinate engagement efforts under the RSAP through the City’s Project Manager, facilitating coordination as needed.

12. What level of engagement is desired under Task 4 to inform the Vulnerability Assessment?
• Response: The consultant will be expected to review the community feedback under LHMP and RSAP initiatives and use their expertise to identify any gaps in engagement to conduct a citywide vulnerability assessment.

13. Would the City like the recommended GHG targets to be reviewed by leadership or key stakeholders prior to the finalization of the Memorandum in the Task 4 deliverables?
• Response: The City’s project team will review the targets before they are published.

14. What is the desired level of detail for the cost-benefit analysis to be included for each mitigation and adaptation strategy?
• Response: The purpose of cost-benefit analysis is for City staff, leaders, and stakeholders to understand which strategies will yield the most impact or “benefit” as a proportion of cost and help with informed decision-making to prioritize the strategies. The general approach for this is to estimate metric tons of CO2 reduced per dollar; however, City is open to other creative approaches to achieve the task objective.

15. It is noted that all strategies should be reviewed by the community and key partners. How much engagement would the City like to see of the community to inform strategy development?
• Response: The City envisions Task 5 and Task 7 to be key milestones where community and stakeholder meetings will be needed to solicit feedback on draft strategies and draft CMAP when strategies from Task 5 are refined. Proponents are encouraged to propose an approach based on their expertise and experience on similar projects.

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5 16. Would the City like a final, designed, graphically engaging CMAP? • Response: Yes.

17. What is the desired page maximum for the updated CMAP? • Response: No maximum page limit.

18. How is this project funded? If it is grant-funded, can you provide the name or details of the grant
• Response: The project is funded by the City through its General Fund.

19. Who will be involved in the iteration of the Community Outreach and Engagement Plan?

• Response: The City’s project team will review and provide feedback on the plan.

20. Will the City facilitate engagement with community groups (i.e. utilities, NGOs, etc.) to coordinate outreach diversity, or is it solely the responsibility of the consultant?

• Response: The City will provide a preliminary list of community groups and partners, and will conduct outreach through its communication channels. Please refer to Task 2 for further details of the consultant and City responsibilities.

21. Is there a minimum number of outreach events expected under Task 2?

• Response: As noted in response to question 15 above, the City considers task 5 and 7 to be key engagement milestones. Accordingly, a minimum of two community meetings or workshops is envisioned for the project.

22. Are the Task 3 & 4 Memorandums expected to be public facing?

• Response: Yes, all final documents (memorandums and reports under each task) are expected to be public facing.

23. Can we provide qualifications for key team members, understanding that the full project team will be built out upon contract award?

• Response: The qualifications of all key team members from the lead and subconsultant team are required in the proposal.

24. Does the City intend for the consultant to support execution of the implementation and monitoring plan?

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6 • Response: No.

25. Can the City please clarify “allow for 2 iterations”? Would that be 1 round of City- provided edits/comments and then finalization? Or 2 rounds of City-provided edits/comments plus finalization?

• Response: It will include 2 rounds of City-provided comments before finalization. The second round of review is typically focused on the review of edits from the first round and any follow-up edits before the document is finalized.

26. Regarding the submittal requirements, does the City want to see client references from our subconsultants? Or just the prime consultant?

• Response: The references are required only for the prime consultant.

27. The RFP is silent on exception requests for the Professional Services Agreement (PSA) provided. Will the contract terms and conditions be negotiable after win and/or should exception requests be submitted with the proposal?

• Response: Any negotiations on PSA terms will be subject to review and approval by the City Attorney's Office. The proponent can provide exception requests with the proposal. Please note that if City and Consultant cannot reach an agreement on terms, the City will consider the next qualified consultant on the list.

28. In the sample contract, Section 12. Insurance states that “The CITY reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.” Our policies include confidential information, including that of other clients. Can the city confirm that policies will only be required in the unlikely case of discovery and with inapplicable information redacted?

• Response: Providing insurance documents as specified under Section 12 is a City requirement.

29. Is it possible to add a standard of care to the Agreement for Professional Services such as "Consultant shall perform its services consistent with the professional skill and care ordinarily provided by consultants practicing in the same or similar locality under the same or similar circumstances"? This will help ensure expectations of quality and diligence and provide a benchmark for determining negligence in the unlikely case of a dispute.

• Response: The proponent can submit any requested changes to PSA with the proposal.

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DELIVERY IN ELECTRONIC COPY
5:00 PM PST, MARCH 4, 2026 TO:

City of San Carlos, CA
Community Development Department
Attn: Akanksha Chopra,
Senior Management Analyst (Sustainability)
600 Elm Street
San Carlos, CA 94070

RESPONSE TO RFP FOR

CLIMATE

MITIGATION AND

ADAPTATION
PRESENTED BY:

PLAN UPDATE
REVISED MA Y 4, 2026

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 2 City of San Carlos, CA
Community Development Department
Akanksha Chopra,
Senior Management Analyst (Sustainability)
600 Elm Street
San Carlos, CA 94070
Subject: Response to RFP for Climate Mitigation and Adaptation Plan Update

Dear Ms. Chopra,
Blue Strike Environmental is pleased to submit this proposal to update the City of San Carlos’ Climate Mitigation and Adaptation Plan. We are fully committed to delivering a rigorous, implementation-focused CMAP that not only meets the requirements of the RFP but positions San Carlos to achieve its long-term greenhouse gas reduction and climate resilience goals with clarity, accountability, and measurable progress.

San Carlos has established a strong foundation through its 2021 CMAP , General Plan update to 2045, and participation in regional initiatives such as the RICAPS program. Our team brings deep expertise in California climate policy, greenhouse gas forecasting, and resilience planning, with extensive experience supporting cities across the state in aligning local action with evolving State mandates, including SB 32, the CARB Scoping Plan, and California’s carbon neutrality goals. We understand the regulatory landscape, funding environment, and implementation realities facing Bay Area jurisdictions.

Blue Strike specializes in translating complex technical analysis into actionable roadmaps.

Using our proprietary Climate Action Tracker, we integrate existing conditions findings, stakeholder input, emissions modeling, cost-effectiveness screening, and implementation tracking into a cohesive framework. This structured approach ensures that updated targets, strategies, and monitoring tools are grounded in data, aligned with growth projections, and realistic for long-term execution.

COVER LETTER
Blue Strike Environmental
Andrea Green,
Business Development Manager
126 Bonifacio Place, Suite G
Monterey, CA 93940

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 3 Our team for San Carlos combines technical rigor, regional experience, and implementation expertise. Blue Strike has successfully developed climate action and adaptation plans for municipalities throughout California, delivering defensible emissions pathways, equity-centered resilience strategies, and practical implementation frameworks.

Impact Sciences will lead environmental review and documentation, providing experienced CEQA support to ensure a seamless and efficient process. DKS Associates will contribute specialized transportation expertise, strengthening emissions forecasting and mobility strategy development in coordination with the City’s transportation planning efforts. Together, our team offers a coordinated, multidisciplinary approach tailored to San Carlos’ needs.

We recognize that this CMAP update is more than a compliance document. It is an opportunity to create a clear and durable roadmap that aligns City departments, engages the community, and drives measurable progress toward climate goals. Our commitment is to deliver a plan that is technically sound, strategically ambitious, and operationally practical.

Blue Strike Environmental is enthusiastic about partnering with the City of San Carlos on this important initiative. Should you have any questions regarding this proposal, please contact [email protected].

We appreciate your consideration and look forward to the opportunity to support San Carlos in advancing its climate leadership.

Sincerely,
Andrea Green
Business Development Lead for the Energy & Climate Division

BLUE STRIKE ENVIRONMENTAL
❱❱❱ A Woman-Owned Small Business Enterprise
❱❱❱ Certified Green Business, California Green Business Network [email protected]
(231) 360-5322

COVER LETTER

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 4 Cover Letter. ............................................................................................................................................................................2 Table of Contents. ...............................................................................................................................................................4 Project Approach................................................................................................................................................................5 Task

1. Project

Management, W
ork

Plan,
and

Kickoff

Meeting. ...............................................6 Task

2. Community
Outreach

and

Engagement

Plan.....................................................................9 Task

3. Background

Review
and

Existing

Conditions
Assessment. ....................................18
Task

4. Climate
Mitigation

Targets
and
Vu
lnerability
Assessment. ..................................22
Task

5. Climate
Mitigation

and

Adaptation

Strategies. ..............................................................29 Task

6. Implementation

and

Monitoring

Plan. ...................................................................................34 Task

7 .

Draft

Updated

Climate
Mitigation

&

Adaptation

Plan. ...............................................37 Task

8. Final

Climate
Mitigation

&

Adaptation

Plan

and

Environmental

Review. ........39
Timeline. ..................................................................................................................................................................................47 Project Team Organization. ......................................................................................................................................48 Relevant Work Experience. ......................................................................................................................................54 References and Local Projects. ............................................................................................................................58 Estimated Fee. ...................................................................................................................................................................60 Appendix A: Resumes. ...................................................................................................................................................61

T ABLE OF CONTENTS
Click
pages
to jump
ahead.

Click on
bottom
folio to
jump back
to this
contents
page.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 5 The City of San Carlos is at an important inflection point. With adoption of the 2045 General Plan Reset and the associated CEQA mitigation requirement to update the 2021 Climate Mitigation and Adaptation Plan, this effort represents more than a routine update. It is an opportunity to strengthen the City’s climate framework to support the next two decades of growth and investment.

Our approach is focused on delivering a CMAP that is analytically rigorous, CEQA-qualified, and implementation-ready. The updated Plan will integrate projected 2045 land use and development assumptions into emissions forecasting and reduction pathways, ensuring that targets are both ambitious and achievable under anticipated growth conditions. Transportation, building energy, and other key sectors will be evaluated using defensible methodologies that support the anticipated environmental review process and long-term regulatory alignment.

Building on the foundation established in 2021, this update will move the City from strategy identification toward prioritized execution. Mitigation and adaptation measures will be aligned with departmental responsibilities, funding opportunities, and measurable performance indicators so that implementation is realistic and accountable. The Plan will be structured to serve as a decision-support framework that guides policy development, budgeting, and capital planning over time.

Community and stakeholder engagement will be organized around key decision points in the technical process. Input will directly inform target setting, strategy development, and prioritization, ensuring that the final Plan reflects both community values and practical considerations. The result will be a cohesive, defensible, and action-oriented Climate Mitigation and Adaptation Plan that positions San Carlos to confidently meet its climate goals through 2045 and beyond.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 6 TASK 1. PROJECT MANAGEMENT, WORK PLAN,

AND KICKOFF MEETING
Task 1 establishes the coordination and management framework that will guide the CMAP update from initiation through completion. Our approach emphasizes clear communication, disciplined schedule control, defined roles and responsibilities, and structured decision points to ensure the project progresses efficiently and remains aligned with City expectations, scope, and budget.

Deliverables:
•
Kic
koff meeting agenda
•
Kic
koff meeting summary
•
Pr
oject Management Plan
•
De
tailed project schedule
•
Biw
eekly coordination meetings
•
M
onthly invoices and progress reports
❱❱❱ SUBTASK 1.1: BIWEEKL Y MEETINGS
Our dedicated climate team will ensure consistent availability and responsiveness throughout the CMAP update process. We will work closely with City staff and coordinate seamlessly with subconsultants, including transportation and environmental review specialists, to maintain alignment across technical analyses, engagement activities, and CEQA documentation tied to the 2045 General Plan Reset. This integrated approach allows the team to adapt to evolving project needs while maintaining focus on schedule, scope, and budget discipline.

To facilitate coordination and transparency, we will conduct biweekly virtual meetings with City staff to review progress, discuss key decision points, and plan upcoming tasks. These meetings will serve as structured checkpoints to ensure alignment between emissions forecasting, mitigation and adaptation strategy development, vulnerability assessment findings, and the anticipated CEQA Addendum process. Agendas will be prepared in advance and brief follow-up summaries will be provided to document decisions, action items, and next steps.

The frequency, format, and participants for these meetings will be confirmed during project initiation to reflect the City’s preferred communication protocols and internal coordination needs. This structure will ensure efficient collaboration while minimizing demands on staff time.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 7 ❱❱❱ SUBTASK 1.2: WORK PLAN
At project initiation, we will prepare a detailed Project Management Plan that establishes a clear roadmap for the CMAP update. This work plan will refine the overall schedule, confirm task sequencing, identify key decision points, and align technical analysis, community engagement, and CEQA documentation milestones. The plan will include a deliverables matrix aligned with the City’s task structure, a data and document request list, and a coordination framework that integrates Blue Strike and subconsultant responsibilities.

The work plan will be structured to support disciplined progression from existing conditions and forecasting through strategy development, prioritization, and environmental review.

Particular attention will be given to aligning emissions modeling, transportation analysis, and vulnerability assessment findings with the anticipated CEQA Addendum process tied to the 2045 General Plan Reset. By establishing clear milestones and review cycles early in the process, the work plan will support timely decision-making, reduce rework, and maintain budget control.

To ensure transparency and efficient coordination, project materials and task tracking will be managed through shared cloud-based platforms (i.e. Google Drive, Monday.com), and a centralized project management tool will be used to monitor assignments, deadlines, and deliverable status. City staff will have visibility into project progress and upcoming milestones throughout the process. This structured and transparent approach will support accountability, maintain schedule discipline, and keep the CMAP update focused on delivering an implementation-ready outcome.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 8 ❱❱❱ SUBTASK 1.3: KICK OFF MEETING
A kick-off meeting will be scheduled upon contract execution to confirm project expectations, goals, and the timeline for major deliverables. During this meeting, our team will review the refined work plan, confirm task sequencing, and align on key milestones to ensure clarity on scope, schedule, and decision points.

We will establish roles and responsibilities across Blue Strike and subconsultants, confirm communication protocols, and clarify expectations for coordination with City staff and leadership. The meeting will also address the structure and timing of community and stakeholder engagement so that outreach aligns with major technical milestones and informs strategy development. In addition, we will review available data, including emissions inventories, growth projections, transportation information, and relevant plans and policies.

Our team will coordinate scheduling, provide an agenda and presentation materials, and deliver a written summary documenting key decisions, action items, and next steps. ❱❱❱ SUBTASK 1.4: MONTHL Y PROGRESS REPORTS AND INVOICES Following project initiation, our team will prepare monthly progress reports to document completed work, upcoming activities, and any outstanding deliverables scheduled for subsequent months. Each report will be paired with a monthly invoice summarizing progress by task, identifying key milestones achieved, and highlighting any schedule considerations requiring coordination or adjustment.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 9 TASK 2. COMMUNITY OUTREACH AND

ENGAGEMENT PLAN
Successful climate action depends on broad and inclusive community engagement. For San Carlos, this process will be structured to inform key technical and policy decisions throughout the CMAP update and ensure that community perspectives
meaningfully shape targets, strategies, and
implementation priorities. Our engagement framework
is organized around four core steps: inviting diverse
stakeholders, listening actively and empathetically,
mobilizing insights into practical actions, and
collaborating to build strong partnerships.

Through workshops, focus groups, surveys, and
presentations to the Planning and Transportation
Commission and City Council, we will facilitate informed dialogue and document community feedback at each stage
of the project. This process will result in a Climate Mitigation and Adaptation Plan that reflects the priorities and long-term vision of the San Carlos community.

Deliverables:
•
Dr
aft and Final Community Outreach and Engagement Plan (two iterations) •
Pr
oject logo and color theme for consistent branding (two iterations) •
A
gendas/materials for all engagement events (submitted 15 business days in advance)
•
W
eb-enabled outreach materials for the City’s project webpage •
C
ommunity survey and summary of results
•
F
ocus group facilitation and summary memoranda
•
Pr
esentation materials for Planning and Transportation Commission and City Council meetings
•
M
eeting summary memoranda prepared within five business days of each engagement event (two iterations)

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 10 ❱❱❱ SUBTASK 2.1: COMMUNITY OUTREACH AND ENGAGEMENT PLAN In collaboration with the City, our team will develop a Community Outreach and Engagement Plan to guide engagement activities throughout the CMAP update process. The Plan will build upon the City’s previous CMAP engagement efforts and other recent initiatives to ensure continuity, avoid fatigue, and meaningfully incorporate new perspectives. Engagement will be strategically aligned with key technical milestones so that community input informs target setting, strategy development, and prioritization rather than reacting to a completed draft.

The Plan will define the number and type of community and stakeholder meetings, which will be incorporated into the Final Work Plan under Task 1 to ensure clear alignment between engagement activities and the overall project schedule.

The proposed outreach strategy will prioritize equitable and inclusive engagement involving diverse community and stakeholder groups. Specific attention will be given to historically underrepresented populations and those most vulnerable to climate impacts to ensure broad and meaningful participation. The draft Community Outreach and Engagement Plan will be submitted to the City for review, and the consultant will allow for up to two iterations before finalization to ensure alignment with City expectations.

GOALS
Working with City staff, we will define clear objectives for engagement at the outset of the project. These goals may include increasing awareness of climate challenges and tradeoffs, understanding community priorities related to growth and resilience, and building informed support for the updated CMAP . Establishing shared objectives early will ensure that outreach efforts are focused, measurable, and aligned with decision-making needs.

STAKEHOLDER IDENTIFICATION
In coordination with the City, we will identify and refine stakeholder groups with particular attention to three Fundamental Stakeholder Groups illustrated in Figure A. These include vulnerable and underrepresented communities, City governance and sectoral stakeholders, and influencers and decision-makers. For San Carlos, this will include coordination with community leaders, local businesses, major employers, neighborhood groups, and advisory bodies whose participation will be critical to successful implementation.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 83
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 11

STAKEHOLDER LEVEL OF ENGAGEMENT
Once stakeholder groups are defined, we will determine the appropriate level of engagement for each group using the Levels of Engagement framework shown in Figure B. This will be informed by an Interest and Influence Matrix, shown in Figure C, developed in collaboration with City staff.

This structured approach ensures that outreach efforts are proportional, strategic, and focused on stakeholders who can meaningfully shape or implement climate actions.

FIGURE A: FUNDAMENTAL STAKEHOLDERS GROUPS
Group 1: VULNERABLE AND UNDERREPRESENTED COMMUNITIES Includes those most affected by climate change, such as children, youth, women, people with disabilities, and racial or ethnic minorities. The focus is on identifying these groups and ensuring their voices are heard, especially those previously overlooked in past engagements. Engagement with community leaders who are trusted within these groups will be crucial for effective communication and serving as bridges between the community and our planning efforts.

Group 2: CITY GOVERNANCE AND SECTORAL STAKEHOLDERS Includes stakeholders with a control or influence over the implementation of climate actions in key sectors, often in the private sector. The buy-in is crucial to unlocking climate actions that lie beyond the direct control of the city government.

Group 3:

INFLUENCERS AND DECISION-MAKERS Includes influential individuals and groups capable of significantly impacting climate policy. Their support or opposition can shape the success of climate initiatives, necessitating strategic engagement and alignment with a city’s climate goals. This group typically includes CIty Council and influential Community Groups.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 84
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 12 FIGURE B: LEVELS OF ENGAGEMENT

OUTREACH ACTIVITIES
The Plan will outline specific outreach
methodologies, including community
workshops, stakeholder roundtables, digital
engagement tools, and coordination with
existing City events where appropriate.

For each activity, we will define objectives,
timing, format, key participants, and the
respective roles of the City and consultant
team. The consultant team will be
responsible for planning, facilitating, and
documenting all public engagement events,
including preparation of agendas, materials,
and summary reports or memoranda clearly
documenting community feedback and
how it informs the CMAP . City staff will be
responsible for securing venues, posting
public notices and invitations, and printing
meeting materials.

FIGURE C: INTEREST + INFLUENCE MATRIX

PROJECT APPROACH

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May 11, 2026   Packet Pg. 85
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 13

ENGAGEMENT TIMELINE
A comprehensive engagement timeline will be developed to align outreach activities with emissions analysis, vulnerability assessment findings, and draft strategy development. This sequencing will ensure that community input informs major technical decisions while maintaining consistent project momentum. The timeline will be structured to meet the RFP requirement for a minimum of two community meetings while allowing flexibility to refine outreach based on emerging needs. The timeline will meet the RFP requirement for a minimum of two community meetings and will allow flexibility to refine outreach based on emerging needs. ❱❱❱ SUBTASK 2.2: BRANDING AND OUTREACH MATERIALS
Blue Strike’s in-house Graphic Design team will develop clear, visually compelling outreach materials aligned with the City’s branding guide and sustainability-specific logo. We will establish a consistent project branding package, including a project logo and color theme, to ensure all memos, reports, presentations, outreach content, and other deliverables maintain a unified visual identity throughout the CMAP update. The draft branding package will be submitted to City staff for review and will allow for up to two iterations prior to finalization.

All outreach and communication materials will be prepared in accordance with the approved project branding and designed for both print and digital use. Materials may include presentations, graphics, handouts, outreach messaging, newspaper notices, notification letters, agendas, and meeting summaries documenting issues raised during public and stakeholder meetings. All materials will undergo internal review to ensure clear, concise, and consistent messaging, will allow for two iterations with City staff, and will be submitted in web-enabled format at least 10 business days prior to public presentation to support posting on the City’s project webpage.

Below are some examples of graphics we have developed for clients:

Fayetteville FLOURISHES
A Sustain a b ilit y A c tion Plan
2024EST.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 86
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 14 ❱❱❱ SUBTASK 2.3: COMMUNITY SURVEY
Blue Strike will develop and host one online community survey to solicit broad input during the CMAP update process. The survey will gather feedback on climate-related concerns, priorities, and potential mitigation and adaptation actions relevant to San Carlos, with particular attention to community perspectives on growth, transportation, resilience, and implementation priorities. Survey findings will directly inform target setting, strategy development, and prioritization.

The survey will be accessible through a web link and QR code and promoted through the City’s website, social media channels, and outreach materials. Blue Strike will design the survey using a secure and user- friendly platform such as Qualtrics or SurveyMonkey and will ensure questions are clear, concise, and aligned with project milestones. Results will be summarized and incorporated into the Draft CMAP , with key themes documented in engagement summaries to demonstrate how community input shaped the Plan.
❱❱❱ SUBTASK 2.4: COMMUNITY MEETINGS
Blue Strike will facilitate a minimum of two (2) community meetings at key milestones in the CMAP update process, consistent with RFP and Addendum guidance. These meetings will provide structured opportunities for residents and community members to review findings, discuss priorities, and provide input on proposed mitigation and adaptation strategies.

The first meeting will occur following completion of the Existing Conditions Assessment and preliminary emissions analysis to gather input on climate priorities and target-setting considerations. The second meeting will occur during development of draft strategies to review proposed actions, discuss tradeoffs, and inform prioritization and implementation planning.

Blue Strike will prepare agendas, presentation materials, facilitation tools, and summary memoranda documenting feedback and key themes. Input received will be incorporated into subsequent deliverables and tracked through the Climate Action Tracker to demonstrate how community perspectives informed the final CMAP .

PROJECT APPROACH

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May 11, 2026   Packet Pg. 87
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 15 ❱❱❱ SUBTASK 2.5: FOCUS GROUPS
In addition to broader community meetings, Blue Strike will conduct targeted stakeholder roundtables to obtain focused input from key groups involved in implementation. These sessions will be designed to gather practical insights on feasibility, resource considerations, and sector-specific challenges.

Stakeholder roundtables may include:
•
In
terdepartmental City staff
coordination meetings
•
L
ocal business and major employer
representatives
•
T
ransportation, building, or energy
sector partners
•
R
egional agencies or implementation
partners
These meetings may be conducted virtually to maximize participation. Blue Strike will facilitate discussions, document key themes, and incorporate feedback into strategy refinement and implementation planning.

EQUITY CONSIDERATIONS IN SCHEDULED COMMUNITY ACTIVITIES

IN FORMULATING EQUITABLE COMMUNITY ACTIVITIES, OUR TEAM PRIORITIZES SEVERAL KEY CONSIDERATIONS:
➜ R esource provision for ease of participation: Recognizing the diverse needs of community members, a special focus on alleviating participation barriers should be considered. This could include offering financial or technological assistance, transportation support, flexible scheduling, and childcare services.
➜
A
ccessible planning and scheduling: Community events should be planned with accessibility as a core consideration, including the use of culturally appropriate materials in various relevant languages and providing necessary translation and interpretation services. ➜
E
vent timing and multiple engagement channels: Scheduling community events at times that are most convenient for the disadvantaged community, and offering multiple ways for people to contribute.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 88
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 16 ❱❱❱ SUBTASK 2.6: PRESENTATIONS TO CITY COUNCIL AND

PLANNING AND TRANSPORTATION COMMISSION
Blue Strike will provide three (3) presentations to the Planning and Transportation Commission and three (3) presentations to the City Council at key milestones in the CMAP update process.

These meetings will provide structured opportunities for policy direction, technical input, and formal consideration of the draft and final Plan. These six (6) presentations will be conducted in-person by the project manager, a Senior-level Blue Strike team member, and a subject matter expert if needed.

PLANNING AND TRANSPORTATION COMMISSION PRESENTATIONS
•
Pr
esentation 1: Project initiation and framework. Introduce the CMAP update process, review updated emissions inventory findings and growth assumptions, and confirm target-setting approach.
•
Pr
esentation 2: Draft mitigation and adaptation strategies. Present proposed measures, discuss feasibility and implementation considerations, and solicit feedback to refine strategy prioritization.
•
Pr
esentation 3: Draft CMAP review. Present the near-final Plan, summarize community engagement results, address outstanding issues, and prepare a recommendation for City Council consideration.

For each Commission meeting, Blue Strike will prepare
presentation materials, coordinate with City staff on
agenda content, and document key comments and
direction to inform subsequent revisions.

CITY COUNCIL PRESENTATIONS
•
Pr
esentation 1: Study session to review
updated emissions forecasts, climate targets,
and high-level strategy framework. Collect policy
direction prior to finalizing draft measures.
•
Pr
esentation 2: Draft CMAP presentation. Present refined strategies, implementation framework, and engagement findings to receive Council feedback. •
Pr
esentation 3: Final CMAP for adoption. Present the Final Climate Mitigation and Adaptation Plan and respond to Council questions prior to formal action.

Additional meetings may be conducted if requested by the City. Blue Strike will prepare slide decks, coordinate closely with staff in advance of each meeting, and incorporate Council and Commission direction into subsequent deliverables.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 89
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 17 ❱❱❱ SUBTASK 2. 7: OUTREACH PREPARATION AND DOCUMENTATION The consultant team will be responsible for the facilitation and documentation of all public and stakeholder engagement activities conducted as part of the CMAP update. This includes preparation of agendas and all supporting meeting materials, including presentations, graphics, handouts, and surveys, which will be submitted to the City for review and acceptance at least 15 business days in advance of each engagement event. All materials will be internally reviewed to ensure clear, concise, and consistent messaging and will allow time for City review and up to two iterations prior to finalization.

For each engagement event or campaign, the consultant will prepare a meeting summary memorandum within five business days. Each summary will identify the event within the overall project schedule, including date and location, document the number of participants and represented groups, and summarize key feedback, themes, and issues raised. Meeting summaries will also track questions, comments, and discussion topics to ensure continuity throughout the project. One revision will be allowed for each meeting summary based on City feedback, and finalized summaries will be provided in Word and PDF format and posted to the project webpage for public transparency.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 90
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 18 TASK 3. BACKGROUND REVIEW AND

EXISTING CONDITIONS ASSESSMENT
Task 3 establishes the analytical foundation for the CMAP update by evaluating current conditions, regulatory alignment, and progress under the 2021 Climate Mitigation and Adaptation Plan. This effort will assess how existing policies, programs, and regional partnerships support or constrain the City’s ability to meet updated climate goals, while identifying gaps, redundancies, and implementation challenges. The findings from this task will inform emissions forecasting, target setting, and the development of refined mitigation and adaptation strategies in subsequent tasks.

Deliverables:
•
S
takeholder and regulatory mapping summary
•
E
xisting Conditions Assessment Memorandum (1 revision)
•
Cl
imate Action Tracker matrix documenting status of 2021 CMAP measures ❱❱❱ SUBTASK 3.1: EXISTING CONDITIONS ASSESSMENT
As this effort represents an update to the 2021 Climate Mitigation and Adaptation Plan, our existing conditions assessment will focus on evaluating current regulatory frameworks, sustainability initiatives, and documented progress toward adopted climate goals. Planning for climate mitigation and resilience requires coordination across transportation, land use, energy, waste management, water conservation, stormwater management, and emergency preparedness. Our team will conduct a comprehensive background review of Citywide plans, policies, programs, and relevant documents to understand how climate considerations are currently integrated across departments and planning efforts. • Bic ycle and Pedestrian Master Plan
•
Gr
een Infrastructure Plan
•
P
ulgas Creek Watershed Plan
•
P
arks and Recreation Master Plan
•
T
ransportation Demand Management
and Parking Reform initiatives

CITY PLANS
• 2021 Cl imate Mitigation and Adaptation
Plan and annual progress reports
•
20 30 General Plan updated to 2045
•
S
an Carlos Municipal Code
•
Do
wntown Specific Plan
•
N
ortheast Area Specific Plan
•
E
ast Side Innovation District Vision Plan

PROJECT APPROACH

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May 11, 2026   Packet Pg. 91
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 19

REGIONAL PLANS
• S an Mateo County Regionally Integrated
Climate Action Planning Support Program
greenhouse gas inventories
•
S
an Mateo County Sustainable
Communities Strategy
•
S
an Mateo County Climate Action Plan
and Community Climate Action Strategy
•
R
egional Shoreline Adaptation Plan
developed with OneShoreline
•
2026 L
ocal Hazard Mitigation Plan
coordinated with San Mateo County
Department of Emergency Management
•
M
etropolitan Transportation Commission
Plan Bay Area 2050
•
Ba
y Area Air Quality Management District
Clean Air Plan
•
P
eninsula Clean Energy decarbonization
and building electrification initiatives

STATE LEGISLATION
• C alifornia Air Resources Board 2022
Scoping Plan for Achieving Carbon
Neutrality
•
A
ssembly Bill 32 and Senate Bill 32
•
S
enate Bill 379 and Senate Bill 1035
related to adaptation planning
•
S
enate Bill 100, 100 Percent Clean
Energy Act
•
E
xecutive Order B-55-18 establishing
statewide carbon neutrality
•
Cu
rrent California Building
Standards Code, including energy
efficiency and reach code provisions
•
R
elevant California Environmental
Quality Act Guidelines for Climate
Action Plans
Our team’s approach to the transportation background review centers on evaluating the 2021 CMAP’s transportation strategies (Strategies 11 through 22, under Goals 4 and 5) against the changes that have occurred since adoption to identify where updates will have the greatest emissions reduction impact. The transportation landscape in San Carlos has shifted since 2021 with changes such as Caltrain electrification now completed, and the East Side Innovation District driving new development and associated travel demand. These changes as well as others create new opportunities to build upon the original 2021 on-road mobile source control strategy.

As part of Task 3, the project team will review the implementation status of existing strategies, with particular attention to Strategy 18 (Electric Vehicles), which represented the largest single GHG reduction potential in the 2021 CMAP , and Strategy 15 (Public Transportation), which stands to benefit significantly from Caltrain electrification. We will also consider how the 2045 General Plan Reset’s land use and circulation changes affect VMT and transportation emissions assumptions. This review will be coordinated with the City-furnished RICAPS GHG inventory data and the broader background review, with the DKS providing transportation- specific context and technical input to inform the updated emissions analysis.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 92
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 20 FIGURE D: ROLE OF THE CLIMATE ACTION TRACKER
FIGURE E: CLIMATE ACTION TRACKER SAMPLE
BLUE STRIKE’S SUSTAINABILITY

ACTION TRACKER
Blue Strike’s proprietary Climate Action Tracker is a structured management tool designed to support updates to existing climate plans. For San Carlos, the Tracker will consolidate baseline greenhouse gas data, 2021 CMAP measures, ongoing initiatives, and relevant policy commitments into a centralized matrix that aligns local actions with State mandates and 2045 General Plan growth projections.

The Tracker organizes measures by sector, including transportation, energy, solid waste, water, and adaptation. It documents implementation status, responsible departments, performance indicators, funding considerations, and milestone timelines. By integrating RICAPS inventory data and related regional efforts, the Tracker will identify policy gaps, redundancies, and opportunities for refinement.

The Climate Action Tracker will evolve through each phase of the project and will directly inform emissions forecasting, strategy development, cost-benefit analysis, and the implementation framework. Upon project completion, the Tracker can serve as a long-term monitoring and reporting tool to support annual progress tracking and ongoing CMAP management.

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May 11, 2026   Packet Pg. 93
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 21 ❱❱❱ SUBTASK 3.2: STAKEHOLDER MAPPING
As part of the Existing Conditions Assessment, the consultant team will conduct targeted stakeholder and partner agency mapping focused on institutional coordination and regulatory alignment. This effort will identify agencies and organizations that play a role in implementing climate mitigation and adaptation actions, including but not limited to San Mateo County, Rethink Waste, Peninsula Clean Energy, OneShoreline, regional transportation agencies, and relevant State departments.

The purpose of this mapping is to clarify roles, responsibilities, and areas of collaboration that influence the City’s ability to meet adopted climate goals. Where appropriate, the consultant team will coordinate with key partner agencies to gather information relevant to emissions data, infrastructure planning, funding opportunities, and program implementation. This effort will also include a review of applicable regional, State, and federal regulations and mandates that affect the City’s climate obligations. The assessment will evaluate the City’s current readiness to meet established requirements and identify gaps or opportunities for policy alignment in the updated CMAP .
❱❱❱ SUBTASK 3.3: EXISTING CONDITIONS ASSESSMENT MEMO
Upon completion of the background review, stakeholder and regulatory mapping, and evaluation of progress under the 2021 CMAP , the consultant team will prepare a public-facing Existing Conditions Assessment Memorandum summarizing key findings related to greenhouse gas trends, policy alignment, implementation status of adopted measures, regional coordination, and regulatory readiness. The memorandum will identify completed and ongoing actions, highlight implementation challenges and capacity considerations, and document gaps or opportunities to strengthen alignment with evolving State and regional requirements. This document will serve as the foundation for subsequent tasks, directly informing emissions forecasting, target setting, and the refinement of mitigation and adaptation strategies in the updated CMAP .

PROJECT APPROACH

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May 11, 2026   Packet Pg. 94
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 22 TASK 4. CLIMATE MITIGATION TARGETS AND

VULNERABILITY ASSESSMENT
Task 4 establishes the analytical foundation for the updated CMAP by evaluating greenhouse gas reduction targets, projecting future emissions under anticipated growth conditions, and assessing climate vulnerabilities facing the community. This task integrates regulatory alignment, emissions gap analysis, and resilience planning to ensure that mitigation ambition and adaptation priorities are grounded in data, equity considerations, and implementation feasibility. The results will provide a clear framework for developing refined strategies in Task 5.

Deliverables:
•
Upda
ted greenhouse gas reduction targets
•
Busi
ness-as-Usual and Adjusted Business-as-Usual emissions forecasts •
E
missions gap analysis for milestone years
•
Upda
ted Vulnerability Assessment
•
Dr
aft and Final Climate Mitigation Targets and Vulnerability Assessment Memorandum ❱❱❱ SUBTASK 4.0: MUNICIPAL GREENHOUSE GAS INVENTORY
Blue Strike will prepare an updated municipal (City operations) greenhouse gas inventory to ensure alignment with the updated CMAP and CEQA-qualified reduction framework. This task is intended to supplement data provided through external municipal energy assessment programs, should comprehensive and timely data not be available through those sources.

The municipal inventory will quantify emissions associated with City operations, including but not limited to:
•
Mu
nicipal buildings and facilities (electricity
and natural gas use)
•
Mu
nicipal facilities and infrastructure under
City operational control
•
S
treetlights and traffic signals
•
Mu
nicipal vehicle fleet
•
E
mployee commute (if desired)
•
S
olid waste generated by City operations

PROJECT APPROACH

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May 11, 2026   Packet Pg. 95
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 23 The inventory will be prepared using protocols consistent with The Climate Registry’s Local Government Operations Protocol (LGOP) or other recognized accounting standards to ensure methodological defensibility and consistency with CEQA requirements.

DATA COLLECTION AND METHODOLOGY
Blue Strike will coordinate with City departments to obtain available utility data, fleet fuel use records, and operational activity data. Where complete datasets are unavailable, reasonable and transparent assumptions will be documented. Emissions factors will reflect current California Air Resources Board (CARB) guidance and Peninsula Clean Energy emissions factors where applicable.

The resulting inventory will:
•
E
stablish an updated baseline year (as determined in coordination with the City) •
I
dentify major operational emission sources
•
Quan
tify trends relative to prior municipal inventory results •
Pr
ovide sector-level breakdowns to support targeted municipal reduction strategies

INTEGRATION WITH THE CMAP
The municipal inventory will directly inform:
•
Mu
nicipal greenhouse gas reduction targets
•
I
dentification of high-impact operational strategies
•
C
ost-effectiveness screening (e.g., metric tons reduced per dollar invested) •
O
ngoing implementation tracking through the Climate Action Tracker The inventory results will be summarized in a concise technical memorandum suitable for public posting and integration into the draft and final CMAP . Emissions tables and graphics will be formatted for clear presentation to staff, the Planning and Transportation Commission, and City Council.

This task is designed to ensure the City maintains a defensible and up-to-date accounting of operational emissions while remaining flexible should sufficient municipal data be provided through external assessment programs.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 96
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 24 ❱❱❱ SUBTASK 4.1: UPDATED GHG REDUCTION TARGETS
Building on the most recent greenhouse gas inventory data provided through the San Mateo County Regionally Integrated Climate Action Planning Support Program and the findings of the Existing Conditions Assessment, Blue Strike will assist the City in evaluating and refining community-wide and municipal greenhouse gas reduction targets. Targets will be assessed for milestone years including 2030, 2045, and 2050 to ensure alignment with California’s statutory requirements and long-term carbon neutrality objectives.

This process will include a review of State legislation, including Assembly Bill 32, Senate Bill 32, the 2022 CARB Scoping Plan, and Executive Order B-55-18, as well as regional commitments and targets adopted by comparable Peninsula and Bay Area jurisdictions. The updated targets will reflect San Carlos’ projected 2045 growth, RICAPS inventory trends, and implementation feasibility. Blue Strike will work with City staff to confirm targets that are both defensible and aligned with regulatory expectations.

FIGURE F: REDUCTION TARGET COMPARISON TABLE

JURISDICTION/
FRAMEWORK 2030 TARGET 2045 TARGET 2050 TARGET
Paris Agreement 50% reduction from 2010
levels — Net Zero
United States 50–52% below 2005 levels — Net Zero by 2050 State of California 40% below 1990 levels 85% below 1990 levels Carbon Neutrality Bay Area Air Quality
Management District 40% below 1990 levels Carbon Neutrality — San Mateo County 45% below 2010 levels Carbon Neutrality — City of San Mateo 45% below 2010 levels Carbon Neutrality — City of Redwood City 50% below 2015 levels Carbon Neutrality — City of Palo Alto 80% below 1990 levels Carbon Neutrality —

PROJECT APPROACH

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May 11, 2026   Packet Pg. 97
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 25 ❱❱❱ SUBTASK 4.2: UPDATED GHG FORECASTS AND PATHW AYS
Using the most recent greenhouse gas inventory data provided through the RICAPS program, Blue Strike will prepare forward-looking emissions forecasts for community-wide activities and municipal operations through 2050. We will develop a Business-as-Usual forecast that reflects anticipated growth under the 2045 General Plan, incorporating projected changes in population, housing, employment, transportation activity, building electrification trends, and State policy impacts. If an updated 2025 RICAPS inventory becomes available during the project period, forecasts and gap analysis will be adjusted accordingly.

In addition to the Business-as-Usual forecast, we will develop an Adjusted Business-as-Usual scenario that accounts for adopted State regulations, regional initiatives, and existing local policies that are expected to reduce emissions independent of new CMAP measures. This approach isolates the emissions reductions already embedded in the regulatory landscape and clarifies the remaining reduction gap. Visual representations similar to Figures G and H will illustrate forecasted trajectories under each scenario.

FIGURE G: BUSINESS-AS-USUAL FORECAST FIGURE H: ADJUSTED BUSINESS-AS-USUAL FORECAST Using the selected reduction targets established in Subtask 4.1, we will quantify the emissions gap for milestone years including 2030, 2045, and 2050. This gap analysis will form the foundation for developing a strategic reduction pathway that identifies the scale and timing of additional measures required to meet adopted targets. Sector-level reductions will be evaluated across transportation, residential energy, commercial energy, solid waste, and water and wastewater to ensure a balanced and feasible decarbonization pathway.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 98
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 26 The 2021 CMAP’s transportation emissions forecast was developed using a demographic scaling approach, projecting VMT growth proportionally based on anticipated population and employment increases. Our approach for the update will improve on this methodology by utilizing the C/CAG travel demand model to develop baseline and forecast-year VMT estimates for San Carlos using the latest land use dataset from the agency. This model-based approach allows the forecasts to account for mode shift effects, land use changes associated with the East Side Innovation District and 2045 General Plan Reset, and network-level changes that a proportional growth factor cannot capture, and account for the full-trip length for trips that have only one trip end within the City limits. The project team will coordinate with the City- furnished RICAPS GHG inventory data to ensure consistency between the transportation activity estimates and the broader emissions accounting framework, and will provide VMT outputs in a format suitable for integration into the overall GHG forecasting methodology.

Finally, we will model the emissions reduction potential of candidate mitigation strategies developed in Task 5 against the Adjusted Business-as-Usual forecast. This analysis will quantify reductions by sector and milestone year and will be presented through clear graphics, similar to Figure I, demonstrating how individual measures contribute to closing the emissions gap. The result will be a transparent and defensible pathway that connects targets, forecasts, and implementation actions.

FIGURE I: EMISSION REDUCTIONS BY FOCUS AREA

PROJECT APPROACH

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May 11, 2026   Packet Pg. 99
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 27 ❱❱❱ SUBTASK 4.3: VULNERABILITY ASSESSMENT
Building on the Vulnerability Assessment prepared as part of the 2021 CMAP , Blue Strike will update and expand the City’s analysis to reflect current climate science, projected local impacts, and evolving regulatory requirements. This update will evaluate how climate change is likely to affect San Carlos over short-, medium-, and long-term time horizons and will assess exposure, sensitivity, and adaptive capacity across physical systems, natural resources, and community populations.

The assessment will incorporate available regional modeling and coordination with the Regional Shoreline Adaptation Plan being developed with OneShoreline and the forthcoming 2026 Local Hazard Mitigation Plan. This integration will ensure consistency across planning efforts and prevent duplication of analysis. Where relevant, we will also review applicable State guidance and adaptation mandates to ensure alignment with broader resilience planning frameworks.

Consistent with the framework illustrated in Figure J, the updated assessment will evaluate impacts across key areas including disadvantaged and vulnerable communities, resilient infrastructure systems, natural resources, and socioeconomic resources. Physical vulnerabilities may include risks to transportation networks, utilities and energy systems, water and wastewater infrastructure, public facilities, and open space. Social vulnerabilities will consider public health, economic stability, access to services, and populations disproportionately affected by heat, flooding, wildfire smoke, and other climate-related hazards. Equity considerations will be clearly identified throughout the analysis, with attention to cumulative risk and the capacity of different communities to respond and recover.

FIGURE J: IMPACT AREAS FOR CITY OF SAN CARLOS

IMPACT AREAS EXAMPLE IMPACTS
Disadvantaged Communities Increased public health and safety risks including air and water quality, and natural disasters
Weather-Resistant and Resilient
Infrastructure Transportation, utilities/energy, water, buildings/facilities Natural Resources Environmental resources, natural habitat, recreation and open spaces
Socioeconomic Resources Public health, economy, cultural resources, social systems/ human services

PROJECT APPROACH

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May 11, 2026   Packet Pg. 100
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 28 Community input gathered through Task 2 activities, including workshops, surveys, and focus groups, will inform refinement of priority impact areas and resilience strategies. This approach ensures that the vulnerability assessment reflects lived experience and local concerns without requiring additional standalone engagement efforts.

The consultant team will prepare a Vulnerability Assessment memorandum summarizing applicable climate-related regulations, relevant forecasts and adopted targets, identified risks, and the City’s readiness to address projected impacts. The memorandum will document key challenges and opportunities in meeting both mitigation and adaptation goals and will provide a clear foundation for the development and prioritization of resilience strategies in subsequent tasks.
❱❱❱ SUBTASK 4.4: CLIMATE MITIGATION TARGETS AND

VULNERABILITY ASSESSMENT MEMO
The consultant team will prepare a public-facing draft and final Climate Mitigation Targets and Vulnerability Assessment Memorandum consolidating the findings of Subtasks 4.1 through

4.3. The memorandum will document updated greenhouse gas reduction targets, Business- as-Usual and Adjusted Business-as-Usual emissions forecasts, quantified emissions gaps for milestone years, and the results of the updated Vulnerability Assessment, including identified climate risks and equity considerations. This document will clearly present the analytical basis for recommended targets and resilience priorities, summarize regulatory alignment and growth-informed feasibility considerations, and serve as a decision-support tool for City staff, the Planning and Transportation Commission, and the City Council prior to development and refinement of mitigation and adaptation strategies in Task 5.

PROJECT APPROACH

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May 11, 2026   Packet Pg. 101
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 29 TASK 5. CLIMATE MITIGATION AND

ADAPTATION STRATEGIES
Task 5 translates the analytical findings from Tasks 3 and 4 into a refined and implementation- focused portfolio of climate mitigation and adaptation strategies. Because this effort updates the 2021 CMAP , our approach emphasizes evaluating existing measures, identifying performance gaps, incorporating stakeholder input, and strengthening or replacing actions as necessary to meet updated greenhouse gas reduction targets and resilience priorities.

Using the Climate Action Tracker as the organizing framework, we will develop, prioritize, validate, and finalize a comprehensive strategy set that is data-informed, equity-conscious, and grounded in implementation feasibility.

Deliverables:
•
Dr
aft Climate Mitigation and Adaptation Strategies
•
Prio
ritization Matrix
Community, stakeholder, interdepartmental, Planning and Transportation Commission, and City Council presentations of draft strategies
Final Climate Change Mitigation and Adaptation Strategies Memorandum, allowing up to two iterations
❱❱❱ SUBTASK 5.1: DRAFT STRATEGIES AND SUMMARY MEMO
Building on the findings documented in the Climate Action Tracker, Blue Strike will work closely with the City to develop a comprehensive and updated suite of mitigation and adaptation strategies designed to meet the refined greenhouse gas reduction targets and address identified vulnerabilities. As this effort represents an update to the 2021 CMAP , our approach will focus on evaluating existing measures, identifying performance gaps, and refining or replacing strategies as needed to reflect current regulatory requirements, growth projections, and community priorities.

Our strategy development process will integrate three primary inputs. First, we will draw from the Existing Conditions Assessment and Climate Action Tracker to understand implementation status, sector-level emissions trends, and policy gaps in the current CMAP . Second, we will incorporate community and stakeholder input gathered through Task 2 to ensure strategies

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 30 reflect local priorities, equity considerations, and implementation realities. Third, we will apply Blue Strike’s national database of climate action best practices to identify innovative and proven measures appropriate for San Carlos’ scale and context. For each strategy area, the project team will provide supporting analysis and documentation to help quantify GHG reduction potential and inform implementation priorities.

Using this gap-informed framework, we will develop a draft menu of goals, strategies, and actions across key sectors including transportation, residential and commercial energy, solid waste, water and wastewater, and climate resilience. Measures will be evaluated based on greenhouse gas reduction potential, feasibility, cost considerations, implementation complexity, co-benefits, and alignment with existing City initiatives and regional programs.

The draft strategies will be modeled against the Adjusted Business-as-Usual forecast to quantify reduction potential and ensure that proposed actions collectively close the identified emissions gap. The project team will also provide transportation-related input to the broader adaptation and resilience strategy development as needed, informed by concurrent county- level transportation resilience planning efforts such as the San Mateo County Transportation Infrastructure Adaptation and Resilience Improvement Plan, and including considerations related to evacuation route planning and transportation network resilience.

Figure K illustrates the proposed structure of goals, strategies, and actions, including priority scoring and identification of co-benefits. The consultant team will prepare a Draft Strategies Memorandum summarizing the proposed framework, rationale, modeling results, and recommended prioritization approach for City review prior to refinement and finalization in subsequent subtasks.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 31 FIGURE K: EXAMPLE OF GOAL, STRATEGY AND ACTION

❱❱❱ SUBTASK 5.2: PRIORITIZATION MATRIX
Once the draft menu of strategies is developed, Blue Strike will work with the City to prioritize measures using a structured Prioritization Matrix embedded within the Climate Action Tracker. This tool allows the project team to evaluate strategies against a set of criteria selected collaboratively with City staff to reflect local values, implementation realities, and policy priorities.

The City will select between two and five evaluation criteria, which may include greenhouse gas reduction potential, cost of implementation, funding availability, implementation feasibility, equity impact, resilience benefits, co-benefits, and alignment with existing initiatives. Each strategy will be scored using a standardized low, medium, or high scale for each selected criterion. The Tracker model then assigns weighted values, calculates composite scores, and organizes strategies into Priority 1, Priority 2, and Priority 3 tiers based on percentile rankings. Consistent with City guidance, cost-effectiveness screening will include estimating greenhouse gas reductions per dollar invested, expressed as metric tons of CO₂ reduced per dollar, alongside qualitative co-benefits and equity considerations.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 32 This approach provides a transparent, repeatable, and defensible screening-level analysis rather than a false sense of precision. It allows decision-makers to clearly understand tradeoffs among impact, cost, feasibility, and equity while ensuring that the final strategy portfolio aligns with the City’s adopted targets and identified emissions gap. Figure L provides an example of a high-level Prioritization Matrix analysis generated through the Tracker.

FIGURE L: PRIORITIZATION MATRIX SAMPLE

reductions per dollar invested, expressed as metric tons of CO ₂ reduced per dollar, alongside qualitative co-benefits and equity considerations.

This approach provides a transparent, repeatable, and defensible screening-level analysis rather than a false sense of precision. It allows decision-makers to clearly understand tradeoffs among impact, cost, feasibility, and equity while ensuring that the final s trategy portfolio aligns with the City’s adopted targets and identified emissions gap. Figure L provides an example of a high-level Prioritization Matrix analysis generated through the Tracker.

Figure L: Prioritization Matrix sample

Subtask 5.3: Presentation of Strategies
Following development of the draft strategy portfolio and completion of the Prioritization Matrix, Blue Strike will present the proposed mi
tigation and adaptation strategies to City staff, community and stakeholder groups, and decision makers for review and direction. This phase is designed to validate the proposed actions, confirm prioritization outcomes, and identify refinements necessary to ensure alignment with policy direction, implementation capacity, and community priorities.

This effort will include interdepartmen tal me
eting(s) with City staff to review sector-specific
measures, discuss feasibility and resource considerations, and confirm departmental roles and responsibilities. We will also conduct meeting(s) with community and stakeholder groups to present the draft strategies, summarize anticipated emissions reductions and resilience benefits, and gather input on equity impacts, implementation concerns, and co-benefits.

I
n addition, Blue Strike will facilitate one study session with the Planning and Transportation Commission and one study session with the City Council. These sessions will present the draft strategy framework, emissions reduction pathway, prioritization results, and key tradeoffs to support informed policy direction. Once feedback is collected through these meetings, the consultant team wi
ll refine the draft strategies into a final set of mitigation and adaptation actions under Subtask 5.4. Blue Strike will prepare presentation materials, facilitate discussions, document comments and direction, and clearly track how feedback informs revisions using the Climate Action Tracker. Blue Strike will attend Commission, Council, and key community meetings in person.
25 ❱❱❱ SUBTASK 5.3: PRESENTATION OF STRATEGIES
Following development of the draft strategy portfolio and completion of the Prioritization Matrix, Blue Strike will present the proposed mitigation and adaptation strategies to City staff, community and stakeholder groups, and decision makers for review and direction. This phase is designed to validate the proposed actions, confirm prioritization outcomes, and identify refinements necessary to ensure alignment with policy direction, implementation capacity, and community priorities.

This effort will include interdepartmental meeting(s) with City staff to review sector-specific measures, discuss feasibility and resource considerations, and confirm departmental roles and responsibilities. We will also conduct meeting(s) with community and stakeholder groups to present the draft strategies, summarize anticipated emissions reductions and resilience benefits, and gather input on equity impacts, implementation concerns, and co-benefits.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 33 In addition, Blue Strike will facilitate one study session with the Planning and Transportation Commission and one study session with the City Council. These sessions will present the draft strategy framework, emissions reduction pathway, prioritization results, and key tradeoffs to support informed policy direction. Once feedback is collected through these meetings, the consultant team will refine the draft strategies into a final set of mitigation and adaptation actions under Subtask 5.4. Blue Strike will prepare presentation materials, facilitate discussions, document comments and direction, and clearly track how feedback informs revisions using the Climate Action Tracker. Blue Strike will attend Commission, Council, and key community meetings in person.
❱❱❱ SUBTASK 5.4: FINAL STRATEGIES AND SUMMARY MEMO
Following completion of the strategy presentations and incorporation of feedback from community members, stakeholder groups, City staff, the Planning and Transportation Commission, and the City Council, Blue Strike will refine the draft mitigation and adaptation strategies into a final set of actions. Revisions will reflect policy direction, feasibility considerations, equity priorities, and implementation capacity identified during Subtask 5.3. The Climate Action Tracker will be used to document revisions, confirm prioritization outcomes, and ensure alignment between final strategies, emissions gap analysis, and vulnerability findings.

The consultant team will prepare a Final Climate Change Mitigation and Adaptation Strategies Memorandum summarizing the finalized goals, strategies, and actions. The memorandum will highlight key refinements made in response to stakeholder and decision-maker feedback, summarize priority tiers, and clearly articulate how the final strategy portfolio achieves the City’s adopted reduction targets and resilience objectives. The City will be provided up to two iterations of the memorandum prior to finalization.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 34 TASK 6. IMPLEMENTATION AND MONITORING PLAN
Task 6 translates the finalized mitigation and adaptation strategies into a structured, actionable Implementation and Monitoring Framework. This task establishes clear timelines, responsible departments and partners, performance metrics, cost-effectiveness considerations, funding pathways, and tracking mechanisms to ensure that adopted strategies move beyond planning and into execution. The resulting framework will provide the City with a practical roadmap and monitoring structure to support long-term accountability, transparency, and progress toward established climate mitigation and resilience goals.

Deliverables:
•
Impl
ementation and Monitoring Plan, built into the Climate Action Tracker •
Dr
aft Implementation and Monitoring Plan Memorandum
•
Fi
nal Implementation and Monitoring Plan Memorandum, allowing up to two rounds of City-provided comments prior to finalization
❱❱❱ SUBTASK 6.1: IMPLEMENTATION & MONITORING PLAN
Building on the finalized mitigation and adaptation strategies developed in Task 5, Blue Strike will prepare a comprehensive Implementation and Monitoring Plan that translates adopted actions into a clear, actionable roadmap. Each strategy will include a detailed description, responsible department or partner agency, defined performance measures, evaluation criteria, priority level, and implementation timeframe to ensure clarity, accountability, and measurable progress.

The Implementation and Monitoring Plan will include the following components:

IMPLEMENTATION TIMELINE: Actions will be organized into near-term, mid-term, and long- term phases aligned with milestone years and departmental capacity. This phased structure will allow the City to sequence initiatives strategically, allocate resources efficiently, and align implementation with funding cycles and regulatory deadlines.

PERFORMANCE METRICS AND EV ALUATION CRITERIA: Each strategy will include clearly defined performance metrics and evaluation criteria, including but not limited to greenhouse gas reductions, cost-effectiveness, ease of implementation, priority level, resilience benefits, and equity considerations. Metrics may include vehicle miles traveled reductions, energy use intensity, electrification rates, renewable capacity installed, EV adoption, waste diversion rates, or other sector-specific indicators. These measures will support consistent monitoring and informed decision-making over time.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 35 LEAD DEPARTMENTS AND RESPONSIBLE PARTIES: For each action, the Implementation Plan will identify a lead department or agency and supporting partners. This structure will promote accountability, clarify internal coordination needs, and ensure alignment across City departments and regional partners.

STAFFING AND RESOURCE REQUIREMENTS: The Plan will identify anticipated staffing needs and internal capacity considerations associated with implementing each strategy. This may include estimated staff hours, skill sets required, or opportunities to leverage existing programs and partnerships.

COST CONSIDERATIONS AND COST-BENEFIT SCREENING: Each strategy will include high-level cost considerations and screening-level cost-benefit analysis to support prioritization. Consistent with City guidance, this may include estimating greenhouse gas reductions relative to cost, identifying capital versus operational expenses, and documenting key assumptions. The purpose of this analysis is to support informed prioritization rather than provide detailed engineering-level cost estimates.

FUNDING AND FINANCING OPPORTUNITIES: Potential funding sources will be identified for each major measure, including local, state, and federal grants, incentive programs, and regional partnerships. Opportunities to align implementation timing with available funding cycles will be highlighted to maximize competitiveness.

MONITORING AND TRACKING FRAMEWORK: The Climate Action Tracker will serve as the City’s structured monitoring tool. The Tracker will catalog responsible departments, milestone dates, performance indicators, priority tiers, and status updates, enabling ongoing reporting and adaptive management. The Implementation Plan will also recommend mechanisms to keep the community and stakeholders informed of progress, such as a public- facing sustainability or energy dashboard.

The resulting Implementation and Monitoring Plan will function as a living management framework, enabling the City to track progress, evaluate performance, and adjust actions over time while maintaining alignment with adopted targets and resilience priorities.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 36 A sample implementation plan from a Climate Action Tracker (Figure M) is provided below.

FIGURE M: SAMPLE OF IMPLEMENTATION PLAN
❱❱❱ SUBTASK 6.2: IMPLEMENTATION MEMO
Following completion of Subtask 6.1, Blue Strike will prepare a Draft Implementation and Monitoring Plan Memorandum for City review. The memorandum will document the finalized implementation framework, including timelines, responsible departments and partners, performance metrics, evaluation criteria, staffing considerations, funding opportunities, and monitoring mechanisms. The Draft Memorandum will be prepared as a public-facing document suitable for posting and presentation.

The City will be provided up to two rounds of comments prior to finalization. Blue Strike will incorporate feedback and prepare a Final Implementation and Monitoring Plan Memorandum reflecting all agreed-upon revisions. The Final Memorandum will serve as the City’s actionable roadmap for implementation and long-term progress tracking.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 37 TASK 7 . DRAFT UPDATED CLIMATE MITIGATION
& ADAPTATION PLAN
Task 7 integrates the technical analyses, stakeholder engagement, finalized strategies, and implementation framework into a cohesive and publicly accessible Climate Mitigation and Adaptation Plan. This task focuses on preparing the draft CMAP , facilitating stakeholder and interdepartmental review, and presenting the plan to the Planning and Transportation Commission and City Council for feedback and direction. The result will be a refined and adoption-ready plan that clearly communicates the City’s climate goals, strategies, and implementation roadmap.

Deliverables:
•
Dr
aft Climate Mitigation and Adaptation Plan, allowing up to two rounds of City- provided comments prior to finalization
•
M
eetings with community and stakeholder groups, as needed •
In
terdepartmental meeting(s) with City staff
•
Pl
anning and Transportation Commission study session
•
City
Council public study session
❱❱❱ SUBTASK 7 .1: DRAFT CLIMATE MITIGATION AND ADAPTATION PLAN Following completion of Tasks 1 through 6, Blue Strike will prepare a draft Climate Mitigation and Adaptation Plan that synthesizes and integrates the findings, analyses, and deliverables developed throughout the project. The draft CMAP will present a cohesive and publicly accessible document summarizing the planning and engagement process, background review and existing conditions, greenhouse gas emissions analysis, updated reduction targets and forecasts, climate vulnerability assessment, finalized mitigation and adaptation strategies, and the detailed implementation and monitoring framework.

The draft CMAP will clearly describe how the updated strategies align with and support the City’s 2030 General Plan (updated to 2045), the City’s Strategic Plan, and other relevant policy and planning documents. Cross-references will highlight how the CMAP reinforces broader City priorities related to land use, transportation, infrastructure, resilience, and sustainability.

The document will be organized to present goals, strategies, performance metrics, timelines, responsible parties, and funding considerations in a clear and actionable format.

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 38 The proposed project schedule will allow adequate time for City staff and the public to review and provide comments on the draft CMAP prior to preparation of the final CMAP . The City will be provided up to two rounds of comments on the draft plan before finalization, and the draft CMAP will be prepared in a format suitable for public distribution and presentation. ❱❱❱ SUBTASK 7 .2: MEETINGS WITH STAKEHOLDERS
Following release of the draft CMAP , Blue Strike will conduct meetings with community and stakeholder groups, as needed, to present the draft plan, clarify proposed strategies and implementation measures, and gather focused feedback prior to finalization. These meetings will provide an opportunity to confirm that the integrated plan accurately reflects community priorities, equity considerations, and implementation expectations developed throughout the planning process.

In addition, the consultant team will facilitate interdepartmental meeting(s) with City staff to review implementation responsibilities, timelines, monitoring metrics, and resource considerations outlined in the draft CMAP . These meetings will ensure internal alignment across departments and confirm readiness for adoption and implementation. Feedback received during this phase will be documented and incorporated into revisions leading to the final CMAP . The consultant team will clearly track how stakeholder and staff input informs plan refinements to ensure transparency and alignment prior to adoption. ❱❱❱ SUBTASK 7 .3: STUDY SESSIONS
Blue Strike will conduct one study session with the Planning and Transportation Commission and one public study session with the City Council to present the draft Climate Mitigation and Adaptation Plan. These sessions will provide decision makers with a comprehensive overview of the draft CMAP , including updated greenhouse gas reduction targets, emissions forecasts, vulnerability assessment findings, finalized mitigation and adaptation strategies, and the implementation and monitoring framework.

The purpose of these study sessions is to obtain formal feedback and policy direction prior to adoption. The consultant team will prepare presentation materials, summarize key findings and recommendations, facilitate discussion, and document comments and direction provided by Commissioners and Councilmembers. Feedback received during these sessions will be incorporated into revisions leading to preparation of the final CMAP .

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 39 TASK 8. FINAL CLIMATE MITIGATION & ADAPTATION

PLAN AND ENVIRONMENTAL REVIEW
Task 8 supports the formal review, recommendation, and adoption of the Climate Mitigation and Adaptation Plan and culminates in production of the final, publicly accessible document.

This task includes environmental review documentation prepared by our partner, formal public hearings before the Planning and Transportation Commission and City Council, incorporation of comments received during the public review process, and preparation of a final, graphically designed CMAP that reflects community input and decision-maker direction. The result will be an adoption-ready and implementation-focused plan that clearly communicates the City’s climate goals, strategies, and long-term monitoring framework.

Deliverables:
•
E
nvironmental documentation and CEQA materials
•
Pl
anning and Transportation Commission public hearing for formal recommendation •
City
Council public hearing for adoption
•
Fi
nal Climate Mitigation and Adaptation Plan, allowing up to two iterations and incorporating a documented response to comments
❱❱❱ SUBTASK 8.1: CEQA
As stated in the RFP , the primary goal of the CMAP Update is to provide the City with a strategic framework for reducing GHG emissions and responding to the impacts that climate change will have on its community. The CMAP Update must align with state-level climate goals, including Senate Bill 32 and Executive Order B-30-15, and address climate adaptation strategies in accordance with Senate Bill 379.

The City’s certified Final Environmental Impact Report, prepared for the City of San Carlos 2045 General Plan Reset (General Plan FEIR), includes the following GHG mitigation measure:

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 40 GHG-1 The City of San Carlos shall prepare an update to its Climate Mitigation and Adaptation Plan (CMAP) to chart a trajectory to achieve the long-term GHG reduction goal set by AB 1279. The updated CMAP shall be completed within three years of certification of the General Plan EIR. The updated CMAP shall be updated every five years to ensure the City is monitoring the CMAP’s progress toward achieving the City’s GHG reduction target(s), and the City shall amend the CMAP if it is not achieving such targets. The CMAP update shall consider a trajectory consistent with the GHG emissions reduction goal established under AB 1279 for year 2045, and the latest applicable statewide legislative GHG emission reduction that may be in effect at the time of the CMAP update.

Based on this directive and consistent with the RFP , we recommend that the CMAP Update meet the requirements of Section 15183.5b of the California Environmental Quality Act (CEQA) Guidelines. A Plan that meets the requirements of Section 15183.5b of CEQA would ensure a comprehensive Plan update is achieved and would facilitate the City’s streamlining of CEQA GHG impact analyses for future projects in the City. This approach would be consistent with the Bay Area Air District’s CEQA Thresholds for Evaluating the Significance of Climate Impacts From Land Use Projects and Plans.

Based on our understanding of the Plan and our experience with other climate action plans in the State of California, Impact Sciences agrees with the RFP’s statement that an Addendum to the City’s General Plan FEIR is likely the appropriate path for CEQA compliance. Impact Sciences will coordinate with the City on the final CEQA approach. If an alternative CEQA path becomes necessary, we’re happy to assist the City in the preparation of a Negative Declaration (ND) or EIR, as appropriate. Our scope and cost estimate would need to be revised accordingly.

REVIEW EXISTING INFORMATION, PREPARE CEQA PROJECT DESCRIPTION Impact Sciences will review available information related to the CMAP Update, including but not limited to the 2021 CMAP , San Carlos 2045 General Plan Reset, and associated certified General Plan FEIR. Impact Sciences will prepare a CEQA Project Description of the CMAP Update, which will primarily be based on the contents of the Draft Plan. The Project Description will identify the rationale and eligibility for an Addendum pursuant to CEQA.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 41

PREPARE ADMINISTRATIVE DRAFT ADDENDUM
The administrative draft Addendum would be prepared in a manner consistent with Section 15164 of the State CEQA Guidelines (Addendum to an EIR or Negative Declaration), which states the following:
a.

The
lead agency or responsible agency shall prepare an addendum to a previously certified EIR if some changes or additions are necessary but none of the conditions described in Section 15162 calling for preparation of a subsequent EIR have occurred. b.

An
addendum to an adopted negative declaration may be prepared if only minor technical changes or additions are necessary or none of the conditions described in Section 15162 calling for the preparation of a subsequent EIR or negative declaration have occurred. c.

An
addendum need not be circulated for public review but can be included in or attached to the final EIR or adopted negative declaration.
d.

The
decision-making body shall consider the addendum with the final EIR or adopted negative declaration prior to making a decision on the project. e.

A
brief explanation of the decision not to prepare a subsequent EIR pursuant to Section 15162 should be included in an addendum to an EIR, the lead agency‘s findings on the project, or elsewhere in the record. The explanation must be supported by substantial evidence.

Section 15162 of the State CEQA Guidelines (Subsequent EIRs & Negative Declarations) states:
a.

When
an EIR has been certified or a negative declaration adopted for a project, no subsequent EIR shall be prepared for that project unless the lead agency determines, on the basis of substantial evidence in the light of the whole record, one or more of the following:

1. Su
bstantial changes are proposed in the project which will require major revisions of the previous EIR or negative declaration due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects;

2. Su
bstantial changes occur with respect to the circumstances under which the project is undertaken which will require major revisions of the previous EIR or Negative Declaration due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects; or

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 42

3. N ew information of substantial importance, which was not known and could not have been known with the exercise of reasonable diligence at the time the previous EIR was certified as complete or the Negative Declaration was adopted, shows any of the following:

a. The project will have one or more significant effects not discussed in the previous EIR or negative declaration;

b. Si gnificant effects previously examined will be substantially more severe than shown in the previous EIR;

c. Miti gation measures or alternatives previously found not to be feasible would in fact be feasible, and would substantially reduce one or more significant effects of the project, but the project proponents decline to adopt the mitigation measure or alternative; or

d. Miti gation measures or alternatives which are considerably different from those analyzed in the previous EIR would substantially reduce one or more significant effects on the environment, but the project proponents decline to adopt the mitigation measure or alternative.
b.

If
changes to a project or its circumstances occur or new information becomes available after adoption of a negative declaration, the lead agency shall prepare a subsequent EIR if required under subdivision (a). Otherwise the lead agency shall determine whether to prepare a subsequent negative declaration, an addendum, or no further documentation. c.

O
nce a project has been approved, the lead agency’s role in project approval is completed, unless further discretionary approval on that project is required. Information appearing after an approval does not require reopening of that approval. If after the project is approved, any of the conditions described in subdivision (a) occurs, a subsequent EIR or negative declaration shall only be prepared by the public agency which grants the next discretionary approval for the project, if any. In this situation no other responsible agency shall grant an approval for the project until the subsequent EIR has been certified or subsequent negative declaration adopted.
d.

A
subsequent EIR or subsequent negative declaration shall be given the same notice and public review as required under Section 15087 or Section 15072. A subsequent EIR or negative declaration shall state where the previous document is available and can be reviewed.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 43 Our proposed work product will consist of a stand-alone Addendum to the City’s Certified 2045 General Plan Reset FEIR, demonstrating that the CMAP Update would comply with the State CEQA Guidelines identified above. Specifically, we will present a summary of each impact issue, impact conclusion, and any relevant necessary and required mitigation measures identified in the General Plan FEIR. From there, each issue area studied under the General Plan FEIR will be studied under the conditions proposed for the CMAP Update. Specifically, the Addendum will include analyses and summaries of each impact issue, a CMAP Update impact conclusion, and any relevant and required mitigation measures . Any relevant, necessary, and required mitigation measures identified in the General Plan FEIR will be called out and carried through for the CMAP Update on a case-by-case basis. For each issue area, the Addendum will also include a comparative statement between the impacts associated with the CMAP Update and General Plan FEIR (i.e., the Plan would result in increased, reduced, and/or essentially equivalent impact as disclosed for the General Plan FEIR).

All analyses and study methodologies will be pursuant to CEQA and consistent with the City’s standard protocol for the implementation of CEQA. Upon completion and team submission of the administrative draft Addendum, we will coordinate one (1) round of internal Team review of the administrative draft Addendum. If more than one (1) round of Team comments and edits is required, and if the revisions are beyond editorial in nature (i.e., necessitating substantive technical revisions), costs may be billed on a time-and-materials basis beyond the budget documented herein.

Deliverables:
•
O
ne (1) electronic copy in PDF and Word formats of the Administrative Draft Addendum

PREPARE FINAL ADDENDUM
Upon completion of the administrative draft Addendum, Impact Sciences will submit the draft Addendum to the City for their review. Impact Sciences will revise the document in response to one (1) round of consolidated comments from the City and submit one “screencheck” electronic copy to the City for approval. If more than one (1) round of City comments and edits is required, and if the revisions are beyond editorial in nature (i.e., necessitating substantive technical revisions), costs may be billed on a time-and-materials basis beyond the budget documented herein. Once the screencheck document is approved, we will provide the electronic files of the Final Addendum to the City.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 44 Deliverables:
•
O
ne (1) electronic copy in PDF and Word formats of the screen check draft addendum •
O
ne (1) final addendum in PDF and Word formats

PROJECT MANAGEMENT & MEETINGS
Our CEQA cost proposal provides for active project management and coordination by the principal and project manager responsible for day-to-day management. This proposal assumes we will attend status meetings, including a kickoff meeting via teleconference, and one (1) public hearing (i.e., before the Planning Commission or City Council, if necessary). If requested, Impact Sciences will attend additional meetings or hearings on a time-and-materials basis. ❱❱❱ SUBTASK 8.2: PRESENTATIONS TO TRANSPORTATION

COMMISSION AND CITY COUNCIL
Following incorporation of feedback from study sessions and finalization of the Climate Mitigation and Adaptation Plan, Blue Strike will support the City through the formal adoption process. This will include in-person participation in one Planning and Transportation Commission public hearing for formal recommendation and one City Council public hearing for adoption of the CMAP .

For each hearing, the consultant team will prepare presentation materials summarizing key components of the final plan, including updated greenhouse gas reduction targets, emissions forecasts, climate vulnerability findings, finalized mitigation and adaptation strategies, and the implementation and monitoring framework. Presentations will be structured to clearly communicate how the CMAP aligns with the City’s General Plan, Strategic Plan, and regulatory requirements, while highlighting key priorities and implementation milestones.

Blue Strike will attend the hearings, present the final CMAP , respond to questions from Commissioners and Councilmembers, and support City staff in addressing public comments.

Any minor revisions directed during the adoption hearings will be incorporated into the final published version of the CMAP as appropriate.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 45 ❱❱❱ SUBTASK 8.3: FINAL CLIMATE MITIGATION AND ADAPTATION PLAN Following completion of the public hearings and incorporation of direction from the Planning and Transportation Commission and City Council, Blue Strike will prepare the Final Climate Mitigation and Adaptation Plan. The Final CMAP will incorporate feedback received from community members, stakeholders, City staff, Commissioners, and Councilmembers during Task 7 and Task 8 proceedings. The completion of the draft CMAP will be followed by a public and staff comment period of up to thirty (30) days, during which written feedback may be submitted for consideration.

The consultant team will maintain a comprehensive record of all comments received and will prepare a summary documenting how each comment was addressed in the Final CMAP . Up to two iterations of the Final Plan will be provided to the City prior to finalization to ensure all agreed-upon revisions are incorporated accurately and completely.

With the support of our in-house Graphic Design Manager, the Final CMAP will be produced as a visually engaging, reader-friendly, and accessible document. The design will align with the City’s branding standards and sustainability logo and will reflect the clean, graphic-rich format referenced in the RFP . Clear data visualizations, infographics, maps, and photographs will be integrated throughout the document to communicate technical findings in an accessible manner for both technical and general audiences. The Final CMAP will include procedures for periodic updates, including recommended three- and five-year review cycles, and will be delivered as a downloadable PDF suitable for both digital distribution and print.

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 46 ❱❱❱ OPTIONAL SUBTASK 8.4: CLIMATE MITIGATION AND

ADAPTATION DASHBOARD
Blue Strike brings demonstrated expertise in data visualization, graphic design, and translating complex technical analysis into clear, accessible formats. Our team regularly develops interactive data visualizations using platforms such as Microsoft Power BI and Tableau to support project tracking, performance monitoring, and transparent reporting.

The proposed CMAP Dashboard (Figure N) would serve as a public-facing platform to track progress toward greenhouse gas reduction milestones and resilience goals while promoting related City programs, initiatives, and resources. The Dashboard may highlight installations such as solar systems, EV charging stations, and energy-efficient buildings, and present key performance indicators in an intuitive format. Drawing from insights developed throughout the CMAP process, we will design both internal tracking tools and a public-facing interface to support transparent reporting and informed decision-making.

FIGURE N: DASHBOARD SAMPLE

PROJECT APPROACH

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TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 47 Blue Strike is prepared to commence work within one week of contract execution and can complete the CMAP update within the City’s anticipated May 2026 to January 2028 timeframe. The accompanying Gantt chart presents a detailed month and year schedule for all tasks identified in the RFP , structured to maintain steady project momentum while accommodating City review cycles, community engagement milestones, and decision-maker meetings.

TIMELINE
2026 2027 2028
TASKS May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Task 1. Project Management, Work Plan, and Kickoff Meeting Subtask 1.1: Biweekly Meetings
Subtask 1.2: Work Plan
Subtask 1.3: Kick Off Meeting
Subtask 1.4: Monthly Progress Reports and Invoices
Task 2. Community Outreach and Engagement Plan
Subtask 2.1: Community Outreach and Engagement
Plan
Subtask 2.2: Branding and Outreach Materials
Subtask 2.3: Community Survey
Subtask 2.4: Community Meetings
Subtask 2.5: Focus Groups
Subtask 2.6: Presentations to City Council / Planning & Transportation Commission
Subtask 2.7: Outreach Preparation and
Documentation
Task 3. Background Review and Existing Conditions Assessment Subtask 3.1: Existing Conditions Assessment
Subtask 3.2: Stakeholder Mapping
Subtask 3.3: Existing Conditions Assessment Memo
Task 4. Climate Mitigation Targets and Vulnerability Assessment Subtask 4.0: Municipal Greenhouse Gas Inventory
Subtask 4.1: Updated GHG Reduction Targets
Subtask 4.2: Updated GHG Forecasts and Pathways
Subtask 4.3: Vulnerability Assessment
Subtask 4.4: Climate Mitigation Targets and
Vulnerability Assessment Memo
Task 5. Climate Mitigation and Adaptation Strategies
Subtask 5.1: Draft Strategies and Summary Memo
Subtask 5.2: Prioritization Matrix
Subtask 5.3: Presentation of Strategies
Subtask 5.4: Final Strategies and Summary Memo
Task 6. Implementation and Monitoring Plan
Subtask 6.1: Implementation & Monitoring Plan
Subtask 6.2: Implementation Memo
Task 7. Draft Updated Climate Mitigation & Adaptation Plan Subtask 7.1: Draft Climate Mitigation and Adaptation
Plan
Subtask 7.2: Meetings with Stakeholders
Subtask 7.3: Study Sessions
Task 8. Final Climate Mitigation & Adaptation Plan and Environmental Review Subtask 8.1: CEQA
Subtask 8.2: Presentations to Transportation
Commission and City Council
Subtask 8.3: Final Climate Mitigation and Adaptation
Plan

9.e
May 11, 2026   Packet Pg. 120
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 48 RICH

SWANSON
SR. TECHNICAL

MANAGER

ERIC VELUM
SR. TECHNICAL

MANAGER

KRISTIN

CUSHMAN

PRINCIPAL IN
CHARGE
ANNA

BUGANKOVA

PROJECT

MANAGER

BRENNEN
JENSEN

STAKEHOLDER
LEAD

BRITTANY

MAHONEY

STAKEHOLDER
LEAD
ROSE

FREIDIN
DESIGN
LEAD

JIM DAMKOWITCH

PRINCIPAL-IN-CHARGE/QAQC
Jim has over 30 years of experience in regional and interregional multimodal transportation planning including multidisciplinary corridor studies, safety analysis, evacuation studies, transit studies, active transportation studies, traffic, operational analyses, macro/micro transportation, air quality modeling, and performance measure applications. He has served as project manager for state highway i
nfrastructure improvement Project Study Reports (PSR) and Project Approval and Environmental Document (PA-ED) phases, traffic impact mitigation fee programs and updates, travel demand modeling, air quality modeling, transportation operational studies and safety studies for a variety of clients including Caltrans, MPO’s and various cities and counties in California.

SELECT RELEVANT PROJECT EXPERIENCE
Pleasant Hill Climate Action Plan, Contra Costa County, CA. Jim served as Principal-in-Charge for DKS’s role on the Blue Strike Environmental-led team developing the Climate Action Plan (CAP) for the City of Pleasant Hill, CA. The project involved developing an updated GHG emissions inventory encompassing community-wide activities and municipal operations, as well as an implementation plan with strategies to achieve the CA P’s GHG
reduction goals.

Mono County CEQA VMT Threshold Development and Sketch Planning Tool, CA. DKS developed CEQA-compliant VMT thresholds for Mono County, including a VMT Sketch Planning Tool for project-level VMT analyses. Without a local travel model, three primary data and modeling resources were applied: the California Statewide Tr
avel Demand Model (CSTDM), the Longitudinal Employment and Household Dynamics (LEHD) journey-to-work data, and the ArcGIS Network Analyst T ool, to accurately reflect the full-trip length characteristics of the unincorporated county. DKS also provided technical support to the environmental lead for development of on-road mobile source vehicle activity inputs for baseline and future year GHG emission inventory development.

G
reater Placerville Wildfire Evacuation Preparedness, Community Safety, and Resiliency Study, CA. Jim served as a Senior Technical Advisor for the Greater Placerville Wildfire Evacuation Preparedness, Community Safety, and Resiliency Study. The study addressed the escalating wildfire risks in El Dorado County. DKS identified existing hazards and vulnerable populations within the greater Placerville area.

S
ubstantial public outreach was undertaken throughout the project to understand community concerns and communicate project results using a variety of methods from pop-up events, presentations at Fire Safe Councils, community workshops and Social Pinpoint online comment mapping. Jim assisted with the analysis approach which utilized dynamic traffic assignment (DTA) to assess evacuation time estimates for e
ach scenario. Over 38 locations were identified with a need for operational strategies and/or infrastructure improvements to better facilitate evacuations. These projects were then prioritized and cost estimates developed and aligned with funding sources to allow local agencies to seek grant funding to construct the projects.

Town of Los Gatos - Transportation Impact Fee (TIF) Nexus St udy Update

1 JIM

DAMKOWITCH

TRANSPORTATION

TASK LEAD

BRETT POMEROY
Associate Principal
Brett Pomeroy has more than 20 years of professional experience in the environmental planning field with an emphasis in environmental compliance pursuant to CEQA and the National Environmental Policy Act (NEPA). Brett possesses a strong technical background and has provided quantitative analytical modeling support for air quality, GHG, health risk assessments, noise and vibration, and shade/shadow impact analyses for several complex and multi - faceted projects using industry accepted modeling software. Specifically, Brett has experience with AERMOD and ISC air dispersion modeling systems, CalEEMod, URBEMIS, CALINE4-based model, noise modeling based on the Federal Highway Administration’s Traffic Noise Model (TNM), and the Amethyst Shadow Calculator. In addition to providing technical support, Brett conducts environmental analyses for a wide array of environmental issues, conducting land use surveys, ambient noise monitoring, site photography, general environmental research and document management. Brett’s experience includes preparing and managing environmental documentation for both private - and public -sector clients. He has provided environmental analyses to support several types of environmental documents including Categorical Exemptions, ISs, Negative Declarations (NDs), MNDs, Mitigation Monitoring & Reporting Programs (MMRPs), EIRs, and addendums.

RReepprreesseennttaattiivvee PPrroojjeecctt EExxppeerriieennccee Technical Director for the CCiittyy ooff BBeellll GGaarrddeennss CClliimmaattee AAccttiioonn PPllaann (Bell, CA).

The City of Bell Gardens is undertaking an effort to develop a comprehensive, robust, and innovative Bell Gardens Climate Action Plan (BGCAP). The BGCAP will include a greenhouse gas (GHG) emissions inventory; a citywide climate vulnerability assessment; identification of local and regional challenges, opportunities, and direct impacts with adaptation strategies; recommended reduction targets; and implementation measures, policy recommendations, and metrics for measuring progress. As a subconsultant to Blue Strike, Impact Sciences prepared an initial study followed by an MND to satisfy the requirements of CEQA. Brett’s role includes leading the preparation of the IS/MND as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Technical Director for the CCiittyy ooff PPlleeaassaanntt HHiillll CClliimmaattee AAccttiioonn PPllaann (Pleasant Hill, CA). As a subconsultant to Blue Strike, Impact Sciences is preparing an addendum to the City of Pleasant Hill 2040 General Plan Update Final EIR to satisfy the requirements of CEQA for the City’s preparation of its Climate Action Plan. The addendum presents a summary of each impact issue, impact conclusion, and any relevant necessary and required mitigation measures identified in the General Plan FEIR. Brett’s role includes leading the preparation of the addendum as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Technical Director for the LLaa CCaaññaaddaa FFlliinnttrriiddggee CClliimmaattee AAccttiioonn aanndd AAddaappttaattiioonn PPllaann ((CCAAAAPP)) UUppddaattee IISS//MMNNDD (La Cañada Flintridge, CA). The CAAP is an update to the City of La Canada Flintridge’s 2016 Climate Action Plan, which will also assess vulnerability to climate-related impacts and provide adaptation measures that build

PPRROOJJEECCTT RROOLLEE
Technical Director

EEDDUUCCAATTIIOONN
Bachelor of Science,
Natural Science, Loyola
Marymount University

AAFFFFIILLIIAATTIIOONNSS
CEQA and NEPA
workshops and conferences

Completed AERMOD
Dispersion Modeling
Training Seminar held by
Lakes Environmental
BRETT

POMEROY
CEQA
LEAD

PROJECT TEAM

ORGANIZATION

TASK LEADS

ADVISORS

PROJECT SUPPORT
Blue Strike brings a coordinated team of technical and project support professionals to ensure efficient execution of the CMAP update. Staff will be engaged as needed to support specialized analysis, modeling, data management, and documentation tasks. Impact Sciences and DKS Associates provide focused expertise in environmental review and transportation analysis under a clear and unified management structure.

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May 11, 2026   Packet Pg. 121
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 49

PROJECT LEADERSHIP
❱❱❱ ANNA BUGANKOV A, M.S., ASSOCIATE DIRECTOR
ENERGY & CLIMATE | PROJECT MANAGER
Anna Bugankova manages complex municipal climate planning initiatives, guiding projects from greenhouse gas inventory development through strategy design and plan adoption. Her experience includes preparation of community-wide and municipal GHG inventories, emissions forecasting, and reduction targets aligned with state and federal climate mandates. She has led climate vulnerability assessments, evaluated mitigation measures across transportation, buildings, and energy systems, and developed implementation roadmaps supported by cost-benefit and financial analysis.

Anna coordinates multidisciplinary teams, oversees scope, schedule, and budget performance, and supports stakeholder, Commission, and Council engagement to ensure clear, defensible deliverables. She holds a Master of Science in Sustainability Science from Columbia University and specializes in translating technical analysis into actionable municipal policy frameworks.
❱❱❱ RICH SW ANSON, PH.D., DIRECTOR
ENERGY & CLIMATE | TECHNICAL ADVISOR
Dr. Swanson provides senior technical oversight for greenhouse gas inventory methodology, emissions forecasting, and reduction pathway analysis. With more than 25 years of experience in energy economics and climate planning, he has led development of municipal and institutional climate action plans, including detailed Scope 1, 2, and 3 inventories and long-term decarbonization strategies. His role focuses on ensuring analytical rigor, defensible modeling assumptions, and alignment with state climate mandates. He advises on sector-based mitigation strategies, cost-benefit evaluation, and performance metrics to support a technically sound and implementation-ready plan. ❱❱❱ KRISTIN CUSHMAN, CEO & FOUNDER | STRATEGIC ADVISOR
Kristin Cushman provides executive-level strategic oversight, drawing on over a decade of experience authoring Climate Action and Adaptation Plans for municipalities nationwide. She has led development of greenhouse gas inventories, carbon neutrality roadmaps, funding strategies, and stakeholder-driven planning processes, presenting to City Councils and Planning Commissions. Kristin ensures the plan reflects community priorities, integrates mitigation and adaptation strategies, and establishes clear implementation milestones. Her leadership supports alignment between technical analysis, policy direction, and long-term resilience planning.

PROJECT TEAM

ORGANIZATION

9.e
May 11, 2026   Packet Pg. 122
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 50 ❱❱❱ ERIC VEIUM, MPP , CEM, CEP | POLICY ADVISOR
Eric Veium brings over 15 years of experience in energy management, carbon neutrality planning, and public-sector climate policy in California. He has managed greenhouse gas inventories, led carbon reduction initiatives, and overseen energy and utility programs within institutional settings. His background includes regulatory analysis, performance measurement, and development of implementation standards supporting clean energy deployment and electrification. Eric advises on policy alignment, regulatory consistency, and integration of measurable performance indicators to ensure the plan establishes enforceable, transparent, and actionable climate commitments.

TASK LEADS
❱❱❱ BRENNEN JENSEN, M.S.,
SENIOR CLIMATE & SUSTAINABILITY PLANNER |

STAKEHOLDER ENGAGEMENT LEAD
Brennen leads community and stakeholder engagement for municipal climate planning efforts. He has facilitated workshops, focus groups, and public meetings supporting Climate Action and Sustainability Plans, ensuring technical findings, such as GHG inventories, emissions targets, and resilience strategies, are clearly communicated and incorporated into final recommendations. His work integrates transportation, buildings, waste, and adaptation strategies with documented community input to support Commission and Council review and adoption.
❱❱❱ BRITTANY MAHONEY , MBA
TECHNICAL ANAL YST | TECHNICAL LEAD
Brittany leads technical analysis supporting greenhouse gas inventories, emissions forecasting, and sector-based decarbonization strategies . She develops and quality- assures community-wide and municipal GHG inventories consistent with GPC and EPA standards, conducts energy baseline assessments, and evaluates electrification and solar scenarios using ICLEI and federal modeling tools. Her work ensures defensible documentation, clear technical appendices, and transparent emissions pathways to support target setting, strategy evaluation, and long-term monitoring.

PROJECT TEAM

ORGANIZATION

9.e
May 11, 2026   Packet Pg. 123
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 51 ❱❱❱ JIM DAMKOWITCH, M.S., PRINCIPAL-IN-CHARGE |

TRANSPORTATION TASK LEAD
Jim brings more than 30 years of experience in multimodal transportation planning, travel demand modeling, air quality analysis, and safety studies. He has led transportation components of Climate Action Plans, including development of VMT analysis, GHG inventory inputs, and implementation strategies to support emissions reduction goals. His experience includes CEQA-related VMT threshold development, evacuation modeling under AB 747 and SB 99, transportation impact fee programs, and performance-based corridor studies. Jim applies regional travel models and dynamic traffic assignment tools to evaluate transportation scenarios and identify feasible, data-driven strategies that align land use, mobility, safety, and climate objectives.
❱❱❱ BRETT POMEROY , ASSOCIATE PRINCIPAL | CEQA LEAD
Brett provides technical direction and oversight for environmental review under CEQA and NEPA. With more than 20 years of experience in environmental compliance, he has led preparation of Initial Studies, Mitigated Negative Declarations, EIRs, and addenda for Climate Action Plans and General Plan updates. His expertise includes air quality, greenhouse gas, and noise modeling using industry-standard tools. Brett ensures the plan meets CEQA requirements, supports defensibility, and aligns mitigation measures with adopted emissions reduction strategies. ❱❱❱ ROSE FREIDIN, GRAPHIC DESIGN & MARKETING LEAD

GRAPHIC DESIGN LEAD
Rose leads branding, report layout, and public-facing materials for municipal climate planning projects. She has designed and managed production of Climate Action Plans and Sustainability Plans nationwide, ensuring clear communication of technical findings, strategies, and implementation frameworks. Her work includes development of project branding, visual data presentation, and outreach materials that support community engagement and decision-maker review.

BRETT POMEROY
Associate Principal
Brett Pomeroy has more than 20 years of professional experience in the environmental planning field with an emphasis in environmental compliance pursuant to CEQA and the National Environmental Policy Act (NEPA). Brett possesses a strong technical background and has provided quantitative analytical modeling support for air quality, GHG, health risk assessments, noise and vibration, and shade/shadow impact analyses for several comple x and multi - faceted projects using industry accepted modeling software. Specifically, Brett has experience with AERMOD and ISC air dispersion modeling systems, CalEEMod, URBEMIS, CALINE4-based model, noise modeling based on the Federal Highway Administration’s Traffic Noise Model (TNM), and the Amethyst Shadow Calculator. In addition to providing technical support, Brett conducts environmental analyses for a wide array of environmental issues, conducting land use surveys, ambient noise monitoring, site photography, general environmental research and document management. Brett’s experience includes preparing and managing environmental documentation for both private - and public -sector clients. He has provided environmental analyses to support several types of environmental documents including Categorical Exemptions, ISs, Negative Declarations (NDs), MNDs, Mitigation Monitoring & Reporting Programs (MMRPs), EIRs, and addendums.

RReepprreesseennttaattiivvee PPrroojjeecctt EExxppeerriieennccee Technical Director for the CCiittyy ooff BBeellll GGaarrddeennss CClliimmaattee AAccttiioonn PPllaann (Bell, CA).

The City of Bell Gardens is undertaking an effort to develop a comprehensive, robust, and innovative Bell Gardens Climate Action Plan (BGCAP). The BGCAP will include a greenhouse gas (GHG) emissions inventory; a citywide climate vulnerability assessment; identification of local and regional challenges, opportunities, and direct impacts with adaptation strategies; recommended reduction targets; and implementation measures, policy recommendations, and metrics for measuring progress. As a subconsultant to Blue Strike, Impact Sciences prepared an initial study followed by an MND to satisfy the requirements of CEQA. Brett’s role includes leading the preparation of the IS/MND as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Technical Director for the CCiittyy ooff PPlleeaassaanntt HHiillll CClliimmaattee AAccttiioonn PPllaann (Pleasant Hill, CA). As a subconsultant to Blue Strike, Impact Sciences is preparing an addendum to the City of Pleasant Hill 2040 General Plan Update Final EIR to satisfy the requirements of CEQA for the City’s preparation of its Climate Action Plan. The addendum presents a summary of each impact issue, impact conclusion, and any relevant necessary and required mitigation measures identified in the General Plan FEIR. Brett’s role includes leading the preparation of the addendum as well as technical analysis for air quality, greenhouse gases, and noise/vibration impacts.

Technical Director for the LLaa CCaaññaaddaa FFlliinnttrriiddggee CClliimmaattee AAccttiioonn aanndd AAddaappttaattiioonn PPllaann ((CCAAAAPP)) UUppddaattee IISS//MMNNDD (La Cañada Flintridge, CA). The CAAP is an update to the City of La Canada Flintridge’s 2016 Climate Action Plan, which will also assess vulnerability to climate-related impacts and provide adaptation measures that build

PPRROOJJEECCTT RROOLLEE
Technical Director

EEDDUUCCAATTIIOONN
Bachelor of Science,
Natural Science, Loyola
Marymount University

AAFFFFIILLIIAATTIIOONNSS
CEQA and NEPA
workshops and conferences

Completed AERMOD
Dispersion Modeling
Training Seminar held by
Lakes Environmental

JIM DAMKOWITCH

PRINCIPAL-IN-CHARGE/QAQC
Jim has over 30 years of experience in regional and interregional multimodal transportation planning including multidisciplinary corridor studies, safety analysis, evacuation studies, transit studies, active transportation studies, traffic, operational analyses, macro/micro transportation, air quality modeling, and performance measure applications. He has served as project manager for state highway i
nfrastructure improvement Project Study Reports (PSR) and Project Approval and Environmental Document (PA-ED) phases, traffic impact mitigation fee programs and updates, travel demand modeling, air quality modeling, transportation operational studies and safety studies for a variety of clients including Caltrans, MPO’s and various cities and counties in California.

SELECT RELEVANT PROJECT EXPERIENCE
Pleasant Hill Climate Action Plan, Contra Costa County, CA. Jim served as Principal-in-Charge for DKS’s role on the Blue Strike Environmental-led team developing the Climate Action Plan (CAP) for the City of Pleasant Hill, CA. The project involved developing an updated GHG emissions inventory encompassing community-wide activities and municipal operations, as well as an implementation plan with strategies to achieve the CA P’s GHG
reduction goals.

Mono County CEQA VMT Threshold Development and Sketch Planning Tool, CA. DKS developed CEQA-compliant VMT thresholds for Mono County, including a VMT Sketch Planning Tool for project-level VMT analyses. Without a local travel model, three primary data and modeling resources were applied: the California Statewide Tr
avel Demand Model (CSTDM), the Longitudinal Employment and Household Dynamics (LEHD) journey-to-work data, and the ArcGIS Network Analyst T ool, to accurately reflect the full-trip length characteristics of the unincorporated county. DKS also provided technical support to the environmental lead for development of on-road mobile source vehicle activity inputs for baseline and future year GHG emission inventory development.

G
reater Placerville Wildfire Evacuation Preparedness, Community Safety, and Resiliency Study, CA. Jim served as a Senior Technical Advisor for the Greater Placerville Wildfire Evacuation Preparedness, Community Safety, and Resiliency Study. The study addressed the escalating wildfire risks in El Dorado County. DKS identified existing hazards and vulnerable populations within the greater Placerville area.

S
ubstantial public outreach was undertaken throughout the project to understand community concerns and communicate project results using a variety of methods from pop-up events, presentations at Fire Safe Councils, community workshops and Social Pinpoint online comment mapping. Jim assisted with the analysis approach which utilized dynamic traffic assignment (DTA) to assess evacuation time estimates for e
ach scenario. Over 38 locations were identified with a need for operational strategies and/or infrastructure improvements to better facilitate evacuations. These projects were then prioritized and cost estimates developed and aligned with funding sources to allow local agencies to seek grant funding to construct the projects.

Town of Los Gatos - Transportation Impact Fee (TIF) Nexus St udy Update

1 PROJECT TEAM

ORGANIZATION

9.e
May 11, 2026   Packet Pg. 124
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 52

PROJECT SUPPORT
❱❱❱ SOL SHEPHERD, TECHNICAL CONSULTANT

TECHNICAL SUPPORT
Conducts community-wide and municipal GHG inventories and develops BAU and reduction scenarios using ICLEI ClearPath . Supports emissions forecasting, scenario modeling, and technical appendices to inform target setting and strategy evaluation. ❱❱❱ ZANE CINTAS, CLIMATE & ENERGY ANAL YST

POLICY SUPPORT
Provides GHG inventory analysis, emissions reduction scenario modeling, and vulnerability assessment support for municipal and regional Climate Action Plans .

Assists with workforce planning, funding analysis, and documentation aligned with state climate requirements.
❱❱❱ RANDY JOHNSON, PE, PTOE

TRANSPORTATION RESILIENCY
Leads transportation resilience and evacuation modeling efforts, applying dynamic traffic assignment and capacity analysis to assess wildfire and disaster scenarios .

Coordinates with emergency service providers and agencies to identify operational and infrastructure strategies that strengthen network reliability and community safety. ❱❱❱ UDIT MOLAKATALLA, PE, PTOE

VMT FORECAST AND ANAL YSIS
Oversees VMT forecasting, travel demand modeling, and induced demand analysis to support SB 743 compliance and GHG emissions planning . Connects regional modeling outputs to transportation strategy evaluation and climate policy objectives.

RANDY JOHNSON, PE, PTOE
Transportation Resilience Planning Lead
Randy is a senior transportation engineer and nationally-recognized multi-resolution modeling expert who brings over 20 years of experience in traffic engineering and resilience planning to DKS. His expertise includes dynamic traffic assignment, capacity assessment, alternative intersection concept development, roundabout analysis, advanced signal t
iming development, special event traffic control, and traffic impact studies. Through his resilience planning work, Randy has a knack for facilitating discussions between engineering and planning professionals with emergency service professionals to support effective project delivery. In addition, Randy brings a unique perspective to wildfire evacuation modeling as a former wildland firefighter for the US Forest S
ervice. Through this experience and training, he has a keen understanding of the extreme hazard wildfire poses for a community.

Randy will bring his passion for transportation and community preparedness to deliver an effective transportation resilience plan.

SELECT RELEVANT PROJECT EXPERIENCE
Rancho Murieta Resilience Plan, Sacramento County, CA. Led flood and wildfire evacuation scenario development and dynamic evacuation m
odeling for a rural Sacramento County community. Coordinated closely with Metro Fire, Sacramento County Sheriff, Public Works, and Caltrans through Virtual Incident Command Center workshops to identify evacuation constraints and operational strategies.

PCTPA Placer County Evacuation and Transportation Resiliency Study, CA. As Project Manager, leading development of an evacuation and t
ransportation resiliency plan, including hazard analysis, existing conditions assessment, and identification of high-risk and isolated communities. Led coordination with County OES, Cal Fire, and regional agencies to deliver implementation-focused recommendations.

El Dorado County Wildfire Evacuation Study, El Dorado County, CA.

Managed countywide wildfire evacuation studies compliant with AB 747 a
nd AB 1409. Applied dynamic traffic assignment modeling to estimate evacuation times, identify bottlenecks, and develop operational and infrastructure recommendations to improve evacuation viability.

Greater Placerville Wildfire Evacuation Preparedness, Community Safety, and Resiliency Study, CA. Led a comprehensive wildfire evacuation and resilience study incorporating public outreach, emergency s
ervices coordination, and evacuation modeling. Identified and prioritized over 30 operational and infrastructure improvements and developed cost estimates to support grant funding.

Generations at Green Valley Development Wildfire Evacuation Study, El Dorado Hills, CA. Conducted simulation-based evacuation analysis for a large residential development to evaluate emergency access, e
vacuation timing, and signal operations. Coordinated with fire, OES, and DOT staff and presented findings to the public.

1 UDIT MOLAKATALLA, PE, PTOE

VMT FORECAST AND ANALYSIS LEAD
Udit has 19 years of experience managing various projects in travel demand modeling, traffic operations, and
transportation planning. He has worked on multiple regional travel demand models to assist clients in making decisions based on independent, unbiased analysis. He understands that regional transportation systems, in addition to serving mo
bility, play an important role in shaping surrounding
communities. His multimodal experience ranges from
microsimulation analysis to regional multimodal plans
conducive to all modes of transportation. Udit’s has worked extensively addressing induced VMT under SB 743 and
quality analysis for managed lanes. His VMT forecasting expertise directly supports GHG emissions reduction
planning, connecting t ransportation demand modeling to state climate policy goals.

RELEVANT PROJECT EXPERIENCE
SR 51/CapCity and I-5 Managed Lanes Projects,
Sacramento, CA. Udit served as both the project manager and technical lead for the I-5 and SR 51 Managed Lane projects in Sacramento. He led efforts in conducting a detailed baseline assessment and model forecasting using the SACSIM19
activity-based model to eval uate various tolling options and estimate toll revenues. Udit also oversaw traffic operations analysis for toll alternatives, utilizing the VISSIM
micro-simulation model. Collaborating closely with Caltrans and SACOG, he ensured compliance with SB 743 VMT requirements as outlined in the draft TAC and TAF guidelines. Additionally, Udit analyzed the impact of managed lanes on Environmental Justice (
EJ) households, using SACSIM to identify demographic
characteristics of priced lane users.

Santa Clara County SR 85 and US 101 Express Lanes PSR, Santa Clara County, San Jose, CA. Udit was the task leader for micro-simulation and traffic operations analysis for this project that examined proposed express lanes and design options along SR 85 and US 101 in south San Jose. He developed the VISSIM-
based simulation models for this effort and analyzed the operations along the freeway with an emphasis on conditions at express lane access points.

Innovate 680 Northbound Express Lane Completion Project, Contra Costa County, CA.

Udit is serving as the project manager and traffic operations and simulation task lead for the I-680 1 PROJECT TEAM

ORGANIZATION

9.e
May 11, 2026   Packet Pg. 125
TOWN OF SAN CARLOS RFP CLIMATE MITIGATION AND ADAPTATION PLAN UPDATE 53 ❱❱❱ ALEXANDRA (ALEX) HAAG, AICP

TRANSPORTATION PLANNER
Supports multimodal planning, VMT analysis, and transportation-related GHG forecasting for Climate Action Plans . Contributes climate resiliency assessment and transportation strategy development to align mobility investments with emissions reduction goals.
❱❱❱ AMBER WILLIAMS, TECHNICAL SPECIALIST | CEQA

SUPPORT
Supports preparation of CEQA documentation, including Initial Studies, MNDs, and technical analyses for air quality and greenhouse gas impacts . Applies emissions modeling tools to ensure environmental review aligns with adopted mitigation strategies.
❱❱❱ ELENI GETACHEW, PLANNER | CEQA & ENVIRONMENTAL

REVIEW SUPPORT
Assists with CEQA documentation, policy analysis, and environmental technical studies for climate and infrastructure projects . Contributes to regulatory review, addenda preparation, and documentation supporting defensible plan adoption.

ALEXANDRA (ALEX) HAAG, AICP

RESILIENCY PLANNER
Alex is a transportation planner specializing in multimodal planning and the development of sustainable and resilient transportation solutions. Her experience includes grant strategy and support, multimodal corridor planning, community engagement, electromobility infrastructure development, and climate action planning and GHG emissions analysis. Alex is particularly passionate about projects that e
ncourage the adoption of sustainable transportation modes.

SELECT RELEVANT PROJECT EXPERIENCE
Pleasant Hill Climate Action Plan, Contra Costa County, CA. DKS served as a subconsultant to Blue Strike Environmental in developing the Climate Action Plan (CAP) for Pleasant Hill, CA, scheduled for completion by Summer 2025. Alexandra served as DKS's Project M
anager, directing the firm's scope of work, which included VMT analysis to support the GHG emissions inventory and forecasts, as well as recommending transportation strategies to help the City achieve the CAP's goals.

PCTPA Placer County Evacuation and Transportation Resiliency Study, CA. Alexandra is providing technical and coordination support for the PCTPA ETRS, a comprehensive effort to evaluate the county's

transportation network, identify vulnerabilities during disaster and evacuation events, and develop actionable strategies to strengthen regional resiliency. For this study, Alex is supporting disaster event identification and analysis, transportation network assessment and assisting with stakeholder coordination among PCTPA, Placer County OES, Cal Fire and local jurisdictions to support project findings r
eflecting real-world conditions and operational needs.

Rancho Murieta Resilience Study, Rancho Murieta, CA. Alexandra is leading the traffic analysis and dynamic evacuation modeling using PTV Visum’s Simulation-Based Assignment (SBA) framework to evaluate wildfire and flood evacuation scenarios. The work includes developing the network, defining evacuation demand using Census, Caltrans, SacSIM, and Re
plica data, coordinating with Sacramento
County OES and partner agencies on scenario parameters, and producing evacuation time estimates and mitigation strategies Monterey Bay Electric Vehicle Climate Adaptation and Resiliency (EVCAR) Framework, Monterey County, CA. Alexandra serves as the DKS project manager for the EVCAR Framework, designed to strengthen Monterey Bay's Electric Ve
hicle charging infrastructure against climate-related vulnerabilities.

This framework addresses risks posed by extreme weather events, wildfires, and sea-level rise, focusing on grid reliability, charging station accessibility, and roadway connectivity.

1

AMBER WILLIAMS
Technical Specialist
Amber Williams has six years of professional experience in both the private and public sector as an environmental planner and technical specialist. She specializes in air quality, greenhouse gas , noise, and energy assessments and analyses.

Furthermore, she is proficient in the use of California Emissions Estimator Model (CalEEMod), Emission Factor (EMFAC), the Roadway Construction Noise Model (RCNM), and other industry standard emissions and noise modeling tools. In addition to environmental planning, she has experience in city planning as well as CEQA and NEPA document preparation. Her extensive knowledge on local, county, state, and federal ordinances and regulations, in addition to her technical expertise in collecting field measurements and managing complex data, allow her to meet both the technical and planning needs of public and private projects.

RReepprreesseennttaattiivvee PPrroojjeecctt EExxppeerriieennccee Technical Specialist for the CCiittyy ooff BBeellll GGaarrddeennss CClliimmaattee AAccttiioonn PPllaann (Bell, CA).

The City of Bell Gardens is undertaking an effort to develop a comprehensive, robust, and innovative Bell Gardens Climate Action Plan (BGCAP). The BGCAP will include a greenhouse gas (GHG) emissions inventory; a citywide climate vulnerability assessment; identification of local and regional challenges, opportunities, and direct impacts with adaptation strategies; recommended reduction targets; and implementation measures, policy recommendations, and metrics for measuring progress. As a subconsultant to Blue Strike, Impact Sciences prepared an initial study followed by an MND to satisfy the requirements of CEQA. Amber’s role includes conducting general CEQA analysis supporting the preparation of the IS/MND.

Technical Specialist for the CCiittyy ooff PPlleeaassaanntt HHiillll CClliimmaattee AAccttiioonn PPllaann (Pleasant Hill, CA). As a subconsultant to Blue Strike, Impact Sciences is preparing an addendum to the City of Pleasant Hill 2040 General Plan Update Final EIR to satisfy the requirements of CEQA for the City’s preparation of its Climate Action Plan. The addendum presents a summary of each impact issue, impact conclusion, and any relevant necessary and required mitigation measures identified in the General Plan FEIR. Amber’s role includes conducting general CEQA analysis supporting the preparation of the IS/MND.

Technical Specialist for the LLaa CCaaññaaddaa FFlliinnttrriiddggee CClliimmaattee AAccttiioonn aanndd AAddaappttaattiioonn PPllaann ((CCAAAAPP)) UUppddaattee IISS//MMNNDD (La Cañada Flintridge, CA). The CAAP is an update to the City of La Cañada Flintridge’s 2016 Climate Action Plan, which will also assess vulnerability to climate-related impacts and provide adaptation measures that build resilience to current and future climate threats. Impact Sciences is preparing an IS/MND and a Mitigation Monitoring and Reporting Program (MMRP) for any mitigation measures identified in the IS/MND. Amber’s role includes conducting general CEQA analysis supporting the preparation of the IS/MND.

Technical Specialist for the TTCCEE MMaaiinn LLooss AAnnggeelleess ((HHooppee VViillllaaggee)) PPrroojjeecctt 22nndd AAddddeenndduumm ttoo tthhee AAllaammeeddaa DDiissttrriicctt SSppeecciiffiicc PPllaann EEIIRR ((LLooss AAnnggeelleess,, CCAA)).. The proposed project consists of new construction of a phased, two- building mixed-use project consisting of a 4-story commercial building ("West Phase") and a 7 -story mixed-use building ("East Phase") including 124 dwelling units (100% restricted affordabl e for Lower Income Households excluding managers’ units), 40 residential parking spaces at - and above-grade and subterranean commercial

PPRROOJJEECCTT RROOLLEE
Technical Specialist

EEDDUUCCAATTIIOONN
Bachelor of Arts,
Geography, California State
University, Fresno