HomeMy WebLinkAbout2026-01-27; City Council; 01; Awarding an Agreement to Kittelson & Associates for Feasibility Analysis and Engineering Services for the Clean Mobility Charging Master PlanCA Review TL
Meeting Date: Jan. 27, 2026
To: Mayor and City Council
From: Geoff Patnoe, City Manager
Staff Contact: Katie Hentrich, Senior Program Manager
katie.hentrich@carlsbadca.gov, 442-339-2623
Subject: Awarding an Agreement to Kittelson & Associates for Feasibility Analysis
and Engineering Services for the Clean Mobility Charging Master Plan
Districts: All
Recommended Action
Adopt a resolution awarding a professional services agreement to Kittelson & Associates, Inc. to
prepare a clean mobility charging master plan, including a feasibility analysis and engineering
services, in an amount not to exceed $140,000.
Executive Summary
Carlsbad’s Climate Action Plan is intended to reduce greenhouse gas emissions, improve
community resilience and guide the city’s transition to a more sustainable future. A key strategy
to achieve these goals is reducing emissions from transportation, the city’s largest source of
greenhouse gases, by expanding and modernizing clean mobility infrastructure.
Among the required actions in the city’s 2024 Climate Action Plan Update is the preparation of
a clean mobility charging master plan to guide the expansion and modernization of public
electric vehicle and bicycle charging infrastructure.
To implement this action, staff are recommending the City Council authorize a professional
services agreement with Kittelson & Associates, Inc.
After conducting a competitive bidding process, staff selected Kittelson & Associates as the
most qualified firm to complete this work. The proposed not-to-exceed cost of $140,000 is fully
funded within the Transportation Department’s existing operating budget.
This agreement requires the City Council’s approval under Carlsbad Municipal Code Section
3.28.040(D)(1) because the cost exceeds $100,000 per agreement year.
Explanation & Analysis
The latest update of the Climate Action Plan was adopted by the City Council on Nov. 12, 2024,
and identifies clean mobility charging as a critical strategy for reducing greenhouse gas
emissions. Developing a clean mobility charging master plan fulfills the plan’s Measure T-8,
“Increase Public Zero Emission Infrastructure.”
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To meet these goals, this measure directs the city to “update [the] existing Electric Vehicle
Siting Plan to incorporate additional sites for zero emission vehicle and bicycle infrastructure, as
well as new technologies, expanded zero emission vehicle types, and best practices.” The
measure also established a monitoring benchmark of the year 2025.
To implement this action, Kittelson & Associates will prepare a comprehensive clean mobility
charging master plan that evaluates current public charging conditions and identifies locations
for additional public charging infrastructure. The consultant will assess existing charging assets,
user demand, site performance, land use patterns and accessibility constraints. This work will
be supported by GIS mapping as well as a demographic and equity analysis to identify
underserved areas and anticipate future charging needs as electric mobility adoption increases.
Using this analysis as a foundation, the consultant will develop strategies for expanding
charging infrastructure across a wide range of electric mobility devices, including electric
vehicles, e-bikes, cargo bikes, neighborhood electric vehicles1 and other emerging modes of
transportation.
The plan will:
•Recommend strategic charging locations
•Address Americans with Disabilities Act and physical constraints
•Evaluate policy tools and incentives for private development to install publicly available
charging stations
•Incorporate best practices for safe, reliable and equitable charging
Community engagement and coordination with the city’s Environmental Sustainability and
Traffic Safety and Mobility commissions will help ensure the resulting strategies reflect local
needs and priorities.
The contractor will provide the city with phased implementation roadmap that outlines:
•Priority charging locations
•Cost estimates
•Available funding and grant opportunities
•Technology guidelines
•Recommended updates to city policies
Together, these elements will establish a framework for evaluating future clean mobility
charging needs, consistent with Climate Action Plan goals and anticipated changes in electric
mobility technology. The Clean Mobility Charging Master Plan would provide information to
support future city decisions and applications for external funding.
1 Neighborhood electric vehicles are battery-powered vehicles designed for local travel at a low speed, often on
streets with speed limits of 35 miles per hour or less.
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Bidding, proposed agreement
•Staff posted a request for proposals for the project on Sept. 24, 2025.
•The city received eight proposals on Oct. 7, 2025.
•A selection panel of city staff evaluated and ranked the proposals based on best-value
criteria, in keeping with the request for proposals and Carlsbad Municipal Code Sections
3.28.050(D)(2) – Procurement of goods, and 3.28.060 – Procurement of Professional
Services
•The selection panel ranked Kittelson & Associates as the most qualified based on the
pre-established best-value criteria.
The cost of the agreement is not to exceed $140,000. The agreement will be in effect for 18
months from the effective date. The City Manager may amend the agreement to extend the
term for up to one additional one-year period.
Fiscal Analysis
Staff recommend awarding Kittelson & Associates an 18-month agreement in an amount not to
exceed $140,000 to prepare a clean mobility charging master plan. The agreement, provided as
Attachment A to Exhibit 1, includes an option to extend the agreement term for a maximum of
one additional one-year period.
If the city elects to extend the agreement, the amount shall not exceed $80,000 per agreement
year. Sufficient funding is available in the fiscal year 2025-26 operating budgets to cover the
associated costs.
Next Steps
Once the agreement is awarded by the City Council and is fully executed, staff will issue a
purchase order and a notice to Kittelson & Associates to proceed with the project. Staff
anticipate the project will begin in early 2026 and will be finished in the summer of 2027.
Environmental Evaluation
The proposed action is not a “project” as defined by California Environmental Quality Act, or
CEQA, Section 21065 and CEQA Guidelines Section 15378(a) and does not require
environmental review under CEQA Guidelines Section 15060(c)(2) because the action is limited
to the execution of a professional services agreement to prepare a Clean Mobility Charging
Master Plan. The action has no potential to cause either a direct physical change in the
environment or a reasonably foreseeable indirect physical change in the environment.
Exhibit
1.City Council resolution
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Exhibit 1 RESOLUTION NO. 2026-021 .
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, AWARDING A PROFESSIONAL SERVICES AGREEMENT TO
KITTELSON & ASSOCIATES, INC. TO PREPARE A CLEAN MOBILITY CHARGING
MASTER PLAN, INCLUDING A FEASIBILITY ANALYSIS AND ENGINEERING
SERVICES, IN AN AMOUNT NOT TO EXCEED $140,000
WHEREAS, the City Council adopted the updated Climate Action Plan on Nov. 12, 2024,
Resolution No. 2024-248, and the Climate Action Plan directs the city to expand and modernize its
electric vehicle and bicycle charging infrastructure; and
WHEREAS, the City Council has determined it necessary, desirable and in the public interest to
prepare a clean mobility charging master plan, which would include a feasibility analysis and
engineering services; and
WHEREAS, on Sept. 24, 2025, the city posted a request for proposals, or RFP, for a consultant
to prepare a comprehensive clean mobility charging master plan that evaluates current public charging
conditions and identifies the infrastructure needed to support the city’s transition to cleaner
transportation; and
WHEREAS, on Oct. 7, 2025, staff received eight proposals from consultants to prepare the plan;
and
WHEREAS, subsequent to a review of the proposals based on best-value criteria specified in the
RFP and consistent with Carlsbad Municipal Code Sections 3.28.050(D)(2) and 3.28.060, staff ranked
Kittelson & Associates, a California corporation, as the most qualified consultant based on the pre-
established best-value criteria; and
WHEREAS, staff and Kittelson & Associates agreed on a fee in an amount not to exceed
$140,000 for the initial 18-month term, with an option to extend the agreement for one additional one-
year term for an additional $80,000, if needed; and
WHEREAS, sufficient funding is available in the fiscal year 2025-26 Transportation Department
operating budget.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
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2.That the City Council has determined that the proposed action is not a “project” as
defined by California Environmental Quality Act, or CEQA, Section 21065 and CEQA
Guidelines Section 15378(a) and does not require environmental review under CEQA
Guidelines Section 15060(c)(2) because the action is limited to the execution of a
professional services agreement to prepare a Clean Mobility Charging Master Plan. The
action has no potential to cause either a direct physical change in the environment or a
reasonably foreseeable indirect physical change in the environment.
3.That the Mayor is authorized and directed to execute the professional services
agreement with Kittelson & Associates in an amount not to exceed $140,000 for the
clean mobility charging master plan, which is attached hereto as Attachment A.
4.That the City Manager is hereby authorized to amend the Agreement to extend the term
for one additional one year period or parts thereof.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City
of Carlsbad on the 27th day of January, 2026, by the following vote, to wit:
AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin.
NAYS: None.
ABSTAIN: None.
ABSENT: None.
_____________________________________
KEITH BLACKBURN, Mayor
______________________________________
SHERRY FREISINGER, City Clerk
(SEAL)
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AGREEMENT FOR CLEAN MOBILITY CHARGING MASTER PLAN SERVICES
KITTELSON & ASSOCIATES, INC.
THIS AGREEMENT (“Agreement”) is made and entered into as of the ______________ day of
_________________________, 2026, by and between the City of Carlsbad, California, a municipal
corporation (“City”) and Kittelson & Associates, Inc., a Subchapter S corporation (“Contractor”).
RECITALS
A.City requires the professional services of a consultant that is experienced in planning and
feasibility analysis.
B.Contractor has the necessary experience in providing professional services and advice
related to planning and feasibility analysis.
C.Contractor has submitted a proposal to City under Request for Proposals No. RFP26-
3924TRAN and has affirmed its willingness and ability to perform such work.
NOW, THEREFORE, in consideration of these recitals and the mutual covenants contained in this
Agreement, City and Contractor agree as follows:
1.SCOPE OF WORK
City retains Contractor to perform, and Contractor agrees to render, those services (“Services”) that are
defined in attached Exhibit “A”, which is incorporated by this reference in accordance with this
Agreement’s terms and conditions.
2.STANDARD OF PERFORMANCE
While performing the Services, Contractor will exercise the reasonable professional care and skill
customarily exercised by reputable members of Contractor's profession practicing in the Metropolitan
Southern California area and will use reasonable diligence and best judgment while exercising its
professional skill and expertise.
3.TERM
The term of this Agreement will be effective from the date first above written to June 1, 2027. The City
Manager may amend the Agreement to extend it for one (1) additional one (1) year periods or parts of a
year. Extensions will be based upon a satisfactory review of Contractor's performance, City needs, and
appropriation of funds by the City Council. The parties will prepare a written amendment indicating the
effective date and length of the extended Agreement.
4.TIME IS OF THE ESSENCE
Time is of the essence for each and every provision of this Agreement.
5.COMPENSATION
The total fee payable for the Services to be performed during the initial Agreement term shall not exceed
one hundred forty thousand dollars ($140,000). No other compensation for the Services will be allowed
except for items covered by subsequent amendments to this Agreement. If City elects to extend the
Agreement, the amount shall not exceed eighty thousand dollars ($80,000) per Agreement year. Payment
terms are Net 30 unless otherwise provided in Exhibit “A” or agreed to in writing by the parties. City
reserves the right to withhold a ten percent (10%) retention until City has accepted the work and/or
Services specified in Exhibit “A”.
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Incremental payments, if applicable, should be made as outlined in attached Exhibit “A”.
6. CONSTRUCTION MANAGEMENT SOFTWARE
Procore Project Management and Collaboration System. This project may utilize the City’s Procore
(www.procore.com) online project management and document control platform. The intent of utilizing
Procore is to reduce cost and schedule risk, improve quality and safety, and maintain a healthy team
dynamic by improving information flow, reducing non-productive activities, reducing rework and
decreasing turnaround times. Contractor is required to create a free web-based Procore user account(s)
and utilize web-based training / tutorials (as needed) to become familiar with the system. Unless the City
Engineer approves otherwise, Contractor shall process all project documents through Procore because
this platform will be used to submit, track, distribute and collaborate on project. If unfamiliar or not
otherwise trained with Procore, Contractor and applicable team members shall complete a free training
certification course located at http://learn.procore.com/procore-certification-subcontractor. Contractor
is responsible for obtaining Contractor’s own Procore support, as needed, either through the online
training or reaching out to the Procore support team. It will be the responsibility of Contractor to regularly
check Procore and review updated documents as they are added. There will be no cost to Contractor for
use of Procore.
It is recommended that Contractor provide mobile access for Windows, iOS located at
https://apps.apple.com/us/app/procore-construction-management/id374930542 or Android devices
located at https://play.google.com/store/apps/details?id=com.procore.activities with the Procore App
installed to at least one on-site individual to provide real-time access to current posted drawings,
specifications, requests for information, submittals, schedules, change orders, project documents, as well
as any deficient observations or punch list items. Providing mobile access will improve communication,
efficiency, and productivity for all parties. The use of Procore for project management does not relieve
Contractor of any other requirements as may be specified in this Agreement.
7. STATUS OF CONTRACTOR
Contractor will perform the Services in Contractor's own way as an independent contractor and in pursuit
of Contractor's independent calling, and not as an employee of City. Contractor will be under the control
of City only as to the result to be accomplished but will consult with City as necessary. The persons used
by Contractor to provide services under this Agreement will not be considered employees of City for any
purposes.
The payment made to Contractor pursuant to this Agreement will be the full and complete compensation
to which Contractor is entitled. City will not make any federal or state tax withholdings on behalf of
Contractor or its agents, employees or subcontractors. City will not be required to pay any workers'
compensation insurance or unemployment contributions on behalf of Contractor or its employees or
subcontractors. Contractor agrees to indemnify City within thirty (30) days for any tax, retirement
contribution, social security, overtime payment, unemployment payment or workers' compensation
payment which City may be required to make on behalf of Contractor or any agent, employee, or
subcontractor of Contractor for work done under this Agreement. At City’s election, City may deduct the
indemnification amount from any balance owing to Contractor.
8. SUBCONTRACTING
Contractor will not subcontract any portion of the Services without prior written approval of City. If
Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the acts and
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omissions of Contractor's subcontractor and of the persons either directly or indirectly employed by the
subcontractor, as Contractor is for the acts and omissions of persons directly employed by Contractor.
Nothing contained in this Agreement will create any contractual relationship between any subcontractor
of Contractor and City. Contractor will be responsible for payment of subcontractors. Contractor will bind
every subcontractor and every subcontractor of a subcontractor by the terms of this Agreement
applicable to Contractor's work unless specifically noted to the contrary in the subcontract and approved
in writing by City.
9. OTHER CONTRACTORS
City reserves the right to employ other Contractors in connection with the Services.
10. INDEMNIFICATION
Contractor agrees to defend (with counsel approved by City), indemnify, and hold harmless the City and
its officers, elected and appointed officials, employees and volunteers from and against all claims,
damages, losses and expenses including attorneys fees arising out of the performance of the work
described in this Agreement caused by any negligence, recklessness, or willful misconduct of Contractor,
any subcontractor, anyone directly or indirectly employed by any of them or anyone for whose acts any
of them may be liable.
If Contractor’s obligation to defend, indemnify, and/or hold harmless arises out of Contractor’s
performance as a “design professional” (as that term is defined under California Civil Code Section
2782.8), then, and only to the extent required by California Civil Code Section 2782.8, which is fully
incorporated in this Agreement, Contractor’s indemnification obligation shall be limited to claims that
arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Contractor, and,
upon Contractor obtaining a final adjudication by a court of competent jurisdiction. Contractor’s liability
for such claim, including the cost to defend, shall not exceed Contractor’s proportionate percentage of
fault.
The parties expressly agree that any payment, attorneys fee, costs or expense City incurs or makes to or
on behalf of an injured employee under City’s self-administered workers’ compensation program is
included as a loss, expense or cost for the purposes of this section, and that this section will survive the
expiration or early termination of this Agreement.
11. INSURANCE
Contractor will obtain and maintain for the duration of the Agreement and any and all amendments,
insurance against claims for injuries to persons or damage to property which may arise out of or in
connection with performance of the services by Contractor or Contractor’s agents, representatives,
employees or subcontractors. The insurance will be obtained from an insurance carrier admitted and
authorized to do business in the State of California. The insurance carrier is required to have a current
Best's Key Rating of not less than “A-:VII”; OR with a surplus line insurer on the State of California’s List of
Approved Surplus Line Insurers (LASLI) with a rating in the latest Best’s Key Rating Guide of at least “A:X”;
OR an alien non-admitted insurer listed by the National Association of Insurance Commissioners (NAIC)
latest quarterly listings report.
11.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits
indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum
amounts of coverage will not constitute any limitations or cap on Contractor's indemnification obligations
under this Agreement. City, its officers, agents and employees make no representation that the limits of
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the insurance specified to be carried by Contractor pursuant to this Agreement are adequate to protect
Contractor. If Contractor believes that any required insurance coverage is inadequate, Contractor will
obtain such additional insurance coverage, as Contractor deems adequate, at Contractor's sole expense.
The full limits available to the named insured shall also be available and applicable to City as an additional
insured.
11.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an “occurrence” basis,
including personal and advertising injury, with limits no less than $2,000,000 per occurrence. 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.
11.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's work for
City). $2,000,000 combined single-limit per accident for bodily injury and property damage.
11.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation limits as
required by the California Labor Code. Workers' Compensation will not be required if Contractor has no
employees and provides, to City's satisfaction, a declaration stating this.
11.1.4 Professional Liability. Errors and omissions liability appropriate to Contractor’s profession
with limits of not less than $1,000,000 per claim. Coverage must be maintained for a period of five years
following the date of completion of the work.
11.2 Additional Provisions. Contractor will ensure that the policies of insurance required under this
Agreement contain, or are endorsed to contain, the following provisions:
11.2.1 City will be named as an additional insured on Commercial General Liability which shall
provide primary coverage to City.
11.2.2 Contractor will obtain occurrence coverage, excluding Professional Liability, which will be
written as claims-made coverage.
11.2.3 If Contractor maintains higher limits than the minimums shown above, City requires and
will be entitled to coverage for the higher limits maintained by Contractor. Any available insurance
proceeds in excess of the specified minimum limits of insurance and coverage will be available to City.
11.2.4 This insurance will be in force during the life of the Agreement and any extensions of it
and will not be canceled without thirty (30) days prior written notice to City sent by certified mail pursuant
to the Notice provisions of this Agreement.
11.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this Agreement,
Contractor will furnish certificates of insurance and endorsements to City.
11.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance coverages,
then City will have the option to declare Contractor in breach or may purchase replacement insurance or
pay the premiums that are due on existing policies in order to maintain the required coverages. Contractor
is responsible for any payments made by City to obtain or maintain insurance and City may collect these
payments from Contractor or deduct the amount paid from any sums due Contractor under this
Agreement.
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11.5 Submission of Insurance Policies. City reserves the right to require, at any time, complete and
certified copies of any or all required insurance policies and endorsements.
12. BUSINESS LICENSE
Contractor will obtain and maintain a City of Carlsbad Business License for the term of the Agreement, as
may be amended from time-to-time.
13. ACCOUNTING RECORDS
Contractor will maintain complete and accurate records with respect to costs incurred under this
Agreement. All records will be clearly identifiable. Contractor will allow a representative of City during
normal business hours to examine, audit, and make transcripts or copies of records and any other
documents created pursuant to this Agreement. Contractor will allow inspection of all work, data,
documents, proceedings, and activities related to the Agreement for a period of four (4) years from the
date of final payment under this Agreement.
14. OWNERSHIP OF DOCUMENTS
All work product produced by Contractor or its agents, employees, and subcontractors pursuant to this
Agreement is the property of City. In the event this Agreement is terminated, all work product produced
by Contractor or its agents, employees and subcontractors pursuant to this Agreement will be delivered
at once to City. Contractor will have the right to make one (1) copy of the work product for Contractor’s
records.
15. COPYRIGHTS
Contractor agrees that all copyrights that arise from the services will be vested in City and Contractor
relinquishes all claims to the copyrights in favor of City.
16. NOTICES
The name of the persons who are authorized to give written notice or to receive written notice on behalf
of City and on behalf of Contractor under this Agreement are:
For City For Contractor
Name Nathan Schmidt Name David L. Mills
Title
Transportation Planning &
Mobility Manager Title Vice President
Department PW-Transportation Address 155 Grand Ave., Suite 505
City of Carlsbad Oakland, CA 94612
Address 1635 Faraday Avenue Phone No. 510-433-8087
Carlsbad, CA 92008 Email dmills@kittelson.com
Phone No. 442-339-2734
Each party will notify the other immediately of any changes of address that would require any notice or
delivery to be directed to another address.
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17. CONFLICT OF INTEREST
Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the
requirements of the City of Carlsbad Conflict of Interest Code. Contractor shall report investments or
interests as required in the City of Carlsbad Conflict of Interest Code.
Yes ☐ No ☒
If yes, list the contact information below for all individuals required to file:
Name Email Phone Number
18. SEVERABILITY
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court
of competent jurisdiction, the remaining provisions of this agreement shall continue in full force and
effect.
19. GENERAL COMPLIANCE WITH LAWS
Contractor will keep fully informed of federal, state and local laws and ordinances and regulations which
in any manner affect those employed by Contractor, or in any way affect the performance of the Services
by Contractor. Contractor will at all times observe and comply with these laws, ordinances, and
regulations and will be responsible for the compliance of Contractor's services with all applicable laws,
ordinances and regulations.
Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986 and will
comply with those requirements, including, but not limited to, verifying the eligibility for employment of
all agents, employees, subcontractors and consultants whose services are required by this Agreement.
20. CALIFORNIA AIR RESOURCES BOARD (CARB) ADVANCED CLEAN FLEETS REGULATIONS
Contractor’s vehicles with a gross vehicle weight rating greater than 8,500 lbs. and light-duty package
delivery vehicles operated in California may be subject to the California Air Resources Board (CARB)
Advanced Clean Fleets regulations. Such vehicles may therefore be subject to requirements to reduce
emissions of air pollutants. For more information, please visit the CARB Advanced Clean Fleets webpage
at https://ww2.arb.ca.gov/our-work/programs/advanced-clean-fleets.
21. DISCRIMINATION, HARASSMENT, AND RETALIATION PROHIBITED
Contractor will comply with all applicable local, state and federal laws and regulations prohibiting
discrimination, harassment, and retaliation.
22. DISPUTE RESOLUTION
If a dispute should arise regarding the performance of the Services the following procedure will be used
to resolve any questions of fact or interpretation not otherwise settled by agreement between the parties.
Representatives of Contractor or City will reduce such questions, and their respective views, to writing. A
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copy of such documented dispute will be forwarded to both parties involved along with recommended
methods of resolution, which would be of benefit to both parties. The representative receiving the letter
will reply to the letter along with a recommended method of resolution within ten (10) business days. If
the resolution thus obtained is unsatisfactory to the aggrieved party, a letter outlining the disputes will
be forwarded to the City Manager. The City Manager will consider the facts and solutions recommended
by each party and may then opt to direct a solution to the problem. In such cases, the action of the City
Manager will be binding upon the parties involved, although nothing in this procedure will prohibit the
parties from seeking remedies available to them at law.
23. TERMINATION
In the event of Contractor's failure to prosecute, deliver, or perform the Services, City may terminate this
Agreement for nonperformance by notifying Contractor by certified mail of the termination. If City decides
to abandon or indefinitely postpone the work or services contemplated by this Agreement, City may
terminate this Agreement upon written notice to Contractor. Upon notification of termination, Contractor
has five (5) business days to deliver any documents owned by City and all work in progress to City address
contained in this Agreement. City will make a determination of fact based upon the work product
delivered to City and of the percentage of work that Contractor has performed which is usable and of
worth to City in having the Agreement completed. Based upon that finding City will determine the final
payment of the Agreement.
City may terminate this Agreement by tendering thirty (30) days written notice to Contractor. Contractor
may terminate this Agreement by tendering thirty (30) days written notice to City. In the event of
termination of this Agreement by either party and upon request of City, Contractor will assemble the work
product and put it in order for proper filing and closing and deliver it to City. Contractor will be paid for
work performed to the termination date; however, the total will not exceed the lump sum fee payable
under this Agreement. City will make the final determination as to the portions of tasks completed and
the compensation to be made.
24. COVENANTS AGAINST CONTINGENT FEES
Contractor warrants that Contractor has not employed or retained any company or person, other than a
bona fide employee working for Contractor, to solicit or secure this Agreement, and that Contractor has
not paid or agreed to pay any company or person, other than a bona fide employee, any fee, commission,
percentage, brokerage fee, gift, or any other consideration contingent upon, or resulting from, the award
or making of this Agreement. For breach or violation of this warranty, City will have the right to annul this
Agreement without liability, or, in its discretion, to deduct from the Agreement price or consideration, or
otherwise recover, the full amount of the fee, commission, percentage, brokerage fees, gift, or contingent
fee.
25. CLAIMS AND LAWSUITS
By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must be
asserted as part of the Agreement process as set forth in this Agreement and not in anticipation of
litigation or in conjunction with litigation. Contractor acknowledges that if a false claim is submitted to
City, it may be considered fraud and Contractor may be subject to criminal prosecution. Contractor
acknowledges that California Government Code Sections 12650 et seq., the False Claims Act applies to
this Agreement and provides for civil penalties where a person knowingly submits a false claim to a public
entity. These provisions include false claims made with deliberate ignorance of the false information or in
reckless disregard of the truth or falsity of information. If City seeks to recover penalties pursuant to the
False Claims Act, it is entitled to recover its litigation costs, including attorney’s fees. Contractor
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acknowledges that the filing of a false claim may subject Contractor to an administrative debarment
proceeding as the result of which Contractor may be prevented to act as a Contractor on any public work
or improvement for a period of up to five (5) years. Contractor acknowledges debarment by another
jurisdiction is grounds for City to terminate this Agreement.
26. JURISDICTION AND VENUE
This Agreement shall be interpreted in accordance with the laws of the State of California without regard
to, or application of, choice of law rules or principles. Any action at law or in equity brought by either of
the parties for the purpose of enforcing a right or rights provided for by this Agreement will be tried in a
court of competent jurisdiction in the County of San Diego, State of California, and the parties waive all
provisions of law providing for a change of venue in these proceedings to any other county.
27. SUCCESSORS AND ASSIGNS
It is mutually understood and agreed that this Agreement will be binding upon City and Contractor and
their respective successors. Neither this Agreement nor any part of it nor any monies due or to become
due under it may be assigned by Contractor without the prior consent of City, which shall not be
unreasonably withheld.
28. THIRD PARTY RIGHTS
Nothing in this Agreement should be construed to give any rights or benefits to any party other than City
and Contractor.
29. ENTIRE AGREEMENT
This Agreement, together with any other written document referred to or contemplated by it, along with
the purchase order for this Agreement and its provisions, embody the entire Agreement and
understanding between the parties relating to the subject matter of it. In case of conflict, the terms of the
Agreement supersede the purchase order. Neither this Agreement nor any of its provisions may be
amended, modified, waived or discharged except in a writing signed by both parties. This Agreement may
be executed in counterparts.
30. AUTHORITY
The individuals executing this Agreement and the instruments referenced in it on behalf of Contractor
each represent and warrant that they have the legal power, right and actual authority to bind Contractor
to the terms and conditions of this Agreement.
[signatures on following page]
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CONTRACTOR CITY OF CARLSBAD, a municipal corporation of
the State of California KITTELSON & ASSOCIATES, INC., a Subchapter
S corporation
By: By:
(sign here)
KEITH BLACKBURN, Mayor
David Mills, Vice President
(print name/title)
ATTEST:
By: SHERRY FREISINGER, City Clerk
(sign here)
By:
Lawrence Van Dyke, CFO Assistant City Clerk
(print name/title)
If required by City, proper notarial acknowledgment of execution by contractor must be attached. If a
corporation, Agreement must be signed by one corporate officer from each of the following two groups.
Group A Group B
Chairman, Secretary,
President, or Assistant Secretary,
Vice-President CFO or Assistant Treasurer
Otherwise, the corporation must attach a resolution certified by the secretary or assistant secretary under
corporate seal empowering the officer(s) signing to bind the corporation.
APPROVED AS TO FORM:
CINDIE K. McMAHON, City Attorney
By: _____________________________
Assistant City Attorney
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EXHIBIT A
SCOPE OF SERVICES AND FEE
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Key Staff Project Role Relevant Project Experience Project Availability
Mychal Loomis, PE, TE, PTOE, RSP1
Project Manager
La Mesa EV Charging Master PlanSANDAG RFIC/ACES Mobility NodesSafe Streets for All San DiegansCarlsbad Growth Management Plan
30%
Chris White
Project Principal / EV Expert
La Mesa EV Charging Master PlanGilbert EV Charging Siting PlanSACOG ZEV Infrastructure StudySMUD Medium- and Heavy-Duty Blueprint
20%
Chris Romano, AICP, LEED AP NDGap Assessment/Site Selection, Active Transportation
Safe Streets for All San DiegansSANDAG RFIC/ACES Mobility NodesGilbert TMP, Trails Right of Way Study, & HDCPSan Antonio Bike Network Plan
40%
Marissa Tucker-BorquezOutreach Lead
Safe Streets for All San DiegansSANDAG RFIC/ACES Mobility NodesSan Antonio Bike Network PlanMesa TMP
35%
Kolbe StetsGIS Lead SANDAG RFIC/ACES Mobility NodesSafe Streets for All San DiegansSacramento Neighborhood Connections PlanBoston Squares-Streets Planning Support
40%
Steve RhyneVisualization
Boise State, University Dr ImprovementsACHD, Cole Rd & Victory Rd Intersection4th Ave Corridor ImprovementsZion Crossroads Bowtie Intersection
40%
Peyton RattoLead Analyst
SANDAG RFIC/ACES Mobility NodesGilbert TMP, Trails Right of Way Study, & HDCPMarana TMPSacramento Neighborhood Connections Plan
30%
Figure 4. Overview of Key Staff Availability and Experience
PROJECT APPROACH AND SCOPE OF WORK
Carlsbad has set ambitious goals for reducing emissions and building a more sustainable transportation system. This Master Plan is a climate action strategy that makes clean mobility practical, convenient, and accessible for all. The effort is also human centered: charging must fit into the rhythms of daily life, whether that means a renter without home charging, a family spending the day at the beach, or a business owner considering workplace charging. By connecting infrastructure decisions to how people actually move through Carlsbad, the plan ensures the network is both effective and equitable.
The success of the plan will be measured not only in the number of chargers installed but in how well it drives adoption of EVs and e-bikes and supports a shift toward cleaner travel. Achieving mode change requires infrastructure that is visible, reliable, and seamlessly integrated into places where people already spend time. This plan is designed to create that environment and build momentum for sustained adoption.
Our approach combines technical analysis, community input, and practical implementation guidance to turn this vision into action. We will:
• Engage the community and stakeholders around behaviors and routines, using storytelling and visual tools to make participation accessible and meaningful.
• Assess today’s system and identify gaps by integrating data, field reviews, and equity considerations with community input.
• Define user profiles and demand forecasts to show who needs charging and how those needs will grow.
• Select priority sites that are most needed, feasible, and supported.
• Develop implementation strategies through site profiles, equity and e-bike programs, and a roadmap that give City staff a scalable path forward.
• Deliver a clear, visual Master Plan that connects climate goals with human-centered solutions and positions Carlsbad to compete for funding and implement projects quickly.
This process moves from community input and data analysis to priority sites and strategies, culminating in a Master Plan that advances climate action, supports adoption, and makes clean mobility a part of everyday life. The following page describes the flow of our approach.
Kittelson proposes a 12-month schedule for the Carlsbad EV and Clean Mobility Plan, balancing the need for thorough analysis and engagement with the City’s goal of timely, actionable strategies. A detailed schedule will be refined with City staff at project kickoff.
Our team has the capacity to perform the work outlined in the scope. The percentages shown above represent the available capacity throughout the duration of the work based on current and anticipated commitments. The corresponding cost proposal aligns with the availability of the key staff. We utilize internal scheduling tools for confirming individual work commitments on a regular basis. Kittelson’s one-firm approach also provides the opportunity to adjust workload on individual staff by reallocating work across our 400+ employees nationwide. These tools allow us to ensure staff assigned to projects are able to meet the deliverables on time.
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UnderstandNeeds and Gaps Identify Users &Forecast Demand AssessPriority Sites Build Strategies Deliverthe Plan
Engagement
• Community and stakeholder input on routines and destinations.
• Data and field reviews of existing conditions.
• Analysis to identify charging station needs, system gaps, and access challenges.
• Integrate engagement and gap analysis to show where charging is missing based on people’s mobility patterns and who needs charging.
• Forecast how those needs will grow over time.
• Apply scoring criteria that reflect gap analysis and user profiles.
• Identify a shortlist of high-need, feasible, community-supported sites.
• Priority site profiles showing access, safety, quick-build, resilience, and feasibility.
• Programs & policies around equity initiatives, incentives, and e-bike solutions.
• Design templates and standards for repeatable delivery.
• Visual plan with the full network, strategies, and funding roadmap.
• Grant-ready materials to accelerate implementation.
On-the-Ground UnderstandingTo inform our approach, our team conducted a field review of major destinations across the city. We visited activity centers, transit hubs, parks, and shopping centers to observe how charging infrastructure is being used, where it is missing, and how people are moving around. These observations give us an immediate understanding of the City’s challenges and opportunities and ensure our recommendations reflect lived experience as well as data.
• Carlsbad Village is a lively, walkable district with heavy foot traffic but very limited EV charging to meet the demand.
• Carlsbad Village Coaster Station had a completely full parking lot and secure bike lockers in use, but no EV charging or wayfinding to nearby stations.
• Poinsettia Coaster Station served not only transit riders but also nearby apartments, cafés, and businesses in a TOD setting; bike parking and lockers were well used, yet no EV charging was provided.
• Parks and Community Centers such as Pine Avenue, Poinsettia, and Alga Norte offered some EV charging, but supply fell short of activity levels and site size. At Alga Norte, solar infrastructure and long-term attractions like the aquatic park and pump track underscored the need for more than two spaces.
• Schools and Youth Travel showed heavy e-bike use among students. The City currently allows riders ages 12 and up, but is considering raising the minimum to 16, making high schools strong candidates for e-bike parking and charging.
• Shopping Centers often lacked EV charging despite large parking lots, and where stations existed they were usually hidden at the back near utilities. The Carlsbad Premium Outlets were a notable exception, with many well-placed, visible stations that were easy to access.
• E-bike Gaps were evident citywide, as no dedicated charging was found despite strong demand at schools, parks, commuting, and community destinations.
• Wayfinding and Visibility challenges were clear: stations tucked behind stores or hotels were hard to find, while visible sites like the Premium Outlets appeared more successful.
• Connectivity Challenges around major parks like Alga Norte made biking with children difficult due to high-speed arterials, limiting safe access for families.
Approach flow
EV parking at State Street parking lot is located 3 blocks from Carlsbad Village Station. There was limited wayfinding.
EV chargers were well placed at Pine Ave Community Center; there is good potential for e-bike charging.
Bike lockers at Poinsettia Station offer an opportunity for e-bike charging.
A variety of EV charging stations were placed with good visibility to Carlsbad Premium Outlets.
Existing EV chargers were well placed at Alga Norte Park, but there is opportunity for more chargers and e-bike chargers.
EV chargers were located at the back of the parking lot near dumpsters in The Square at Bressi Ranch.
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Task 1: Project ManagementOur approach to successful projects is built on partnership: we see ourselves as an extension of City staff, ensuring the Master Plan is delivered smoothly, efficiently, and with flexibility to adapt as needs evolve. We will provide clear communication, consistent check-ins, transparent invoicing, and rigorous QA/QC so that City staff can focus on decision making rather than administration. From kick-off to final deliverables, our team will be available when and where needed to support the City in this project. In addition to strong project management practices, our team offers a unique blend of local presence (our San Diego office is less than 30 minutes from Carlsbad and easily accessible on the Coaster), paired with direct access to national experts across our firm who bring specialized knowledge in EV adoption, fleet electrification, and resilience planning. This combination ensures rapid response and deep expertise when needed. Key elements will include:
• Kickoff meeting: Within two weeks of notice to proceed, convene with City staff to confirm goals, refine the schedule, and establish communication and review protocols.
• Check-ins and communications: Hold at least one check-in meeting with City staff per month, supplemented by regular email updates and additional meetings as needed to keep the project on track.
• Invoicing: Submit monthly invoices with clear documentation of progress, budget status, and upcoming work.
• QA/QC: Apply a structured internal review process to all deliverables before submittal to ensure accuracy, clarity, and consistency.
3 Conference calls with city staff (kick off, monthly check-ins) - 1 hour each with no more than 2 consultants participating.
Task 2: Public OutreachThe success of this plan depends on more than technical analysis. Community and stakeholder engagement ensures that the charging network reflects how people actually live, travel, and do business in Carlsbad. At the same time, engagement around EV charging requires a different approach than traditional transportation projects. Asking people directly “where should chargers go” is often unproductive. As our project principal Chris White says, that is like asking where they want to park their personal helicopter. Most people do not have enough experience with EVs to answer that question directly. Instead, we will focus on behavior: where people spend time each week, where they shop or recreate, and how businesses and property owners make decisions about investments. By asking the right questions and translating the answers into siting criteria, we can build a network people will truly use.
Our approach combines formal agency coordination, targeted outreach to business and development interests, and broad public engagement through online tools and in-person opportunities. The engagement is intended to be broad, inclusive, and tied directly to decision-making in Tasks 3 and 4. Engagement will be framed through “Day in the Life” storytelling to help participants envision how charging fits into their daily routines, rather than thinking about abstract locations. This narrative approach will be reinforced with colorful infographics and visual prompts that make technical concepts accessible and engaging.
2.1: Stakeholder Agency Partners CoordinationTo ensure the plan builds on regional expertise and aligns with parallel efforts, we will hold targeted stakeholder meetings with key partners at up to two points in the project. Meetings will include: NCTD, to coordinate on EV charging opportunities at transit stations; SANDAG, to leverage their prior EV work and regional bike parking initiatives; and SDG&E, to understand grid capacity and utility considerations for new charging infrastructure.
2.2: Public Engagement (Survey and Pop-Up)We will design an online survey with a map-based component that allows residents and businesses to identify destinations they visit frequently, respond to candidate sites, and flag areas to avoid. We propose using our subscription to Maptionaire, which allows integration of graphics, maps, and other elements for a more engaging experience, but we can also use other tools as approved by the City. The survey will include short graphics and scenarios to help participants think in terms of their weekly routines rather than abstract locations. To reach people who may not participate online, we will also host one public-facing pop-up, such as at the Carlsbad Farmers Market or a Carlsbad Village event. Pop-ups will use large maps and quick-feedback tools to capture meaningful input in just a few minutes.
For the La Mesa EV Charging Master Plan, Kittelson developed an online webmap to gather feedback about where people spend time which helped us identify potential sites for EV chargers.
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Optional: Business and Developer Focus GroupBecause most EV charging occurs on private property, business owners and developers are critical decision-makers in expanding access. At the City’s discretion, and contingent on the City providing contacts, we will convene a focus group with representatives from the Chamber of Commerce, local developers, and major employers to understand barriers, identify incentives, and explore partnership opportunities.
2.3: Commission PresentationsWe will present the project early to the Environmental Sustainability Commission and the Traffic Safety and Mobility Commission. These bodies will provide technical review and community representation, ensuring that the Master Plan is consistent with City priorities and benefits from early guidance.
2.4: Outreach ReportingEngagement findings will be summarized in a clear, visual report that highlights key themes and illustrates how input shaped the network as well as a detailed appendix of all comments. The engagement findings will be used throughout the project for site identification and implementation guidance.
Task 3: Perform Gap AssessmentTask 3 is where we connect today’s system to tomorrow’s network. We will establish a baseline of existing assets, assess how well they are working, identify gaps in access, and define who is most affected through user profiles and demand forecasts. These inputs come together in a site selection process that applies scoring, feasibility, and stakeholder input to recommend which locations should be retained, upgraded, or added. The result is a clear, defensible foundation for building Carlsbad’s future charging network.
3.1: Data Collection and ConsolidationThe first step is to establish a current and thorough baseline. Carlsbad already has valuable work in place, including previous EV siting analyses and its Climate Action Plan, but these resources need to be harmonized and incorporated with updated and additional datasets. This subtask ensures that our analysis starts from a strong foundation, avoids duplication of past work, and gives the City confidence that the plan is rooted in the best-available data.
Key datasets will include:
• Charging infrastructure: Existing and planned EV and e-bike stations from DOE AFDC, PlugShare, OpenStreetMap, and City inventories, supplemented with usage logs and reliability data for City-owned assets.
• Land use and built environment: Zoning, residential and employment density (ACS, LEHD/LODES), public parcels, municipal facilities, and development pipeline data.
• Destinations and travel patterns: Everyday destinations such as transit, retail, recreation, schools, libraries, civic facilities, and medical centers, along with Replica and Census travel demand data and the City’s Active Transportation Monitoring Report.
• Active transportation networks: Walking and biking facilities (existing and planned), Level of Traffic Stress, and other data from the Sustainable Mobility Plan.
• Equity and demographics: Priority populations from CalEnviroScreen, along with ACS demographic and socioeconomic indicator.
• Utilities: Hosting capacity data from SDG&E’s public integration capacity analysis maps, supplemented by coordination with SDG&E staff to evaluate grid readiness and constraints at candidate sites.
3.2: Literature review Carlsbad’s Climate Action Plan, Sustainable Mobility Plan, and prior EV siting analyses, along with regional and state resources such as SANDAG’s Regional Alternative Fuels Plan and Regional Transportation Plan/SCS, CEC EV infrastructure studies, and CARB regulations provide policy and planning context that influences recommendations. Reviewing these plans will ensure the Master Plan is consistent with broader climate and electrification strategies and positions Carlsbad for future funding opportunities.
In addition to local documents, we will conduct a targeted literature review of best practices in EV and e-bike charging planning. This will include peer city plans, regional agency studies, and transit agency programs that have integrated micromobility into their networks. The review will summarize effective approaches for siting, design, operations, and policy, providing a knowledge base that informs both the gap assessment and the implementation strategies in Task 4.
3.3: Station Performance and Field AssessmentA map of charging locations does not show whether the system is truly working. Some stations are reliable and easy to use, while others are difficult to access, poorly signed, or frequently offline. To understand how Carlsbad’s existing network is performing, we will pair a desktop review of all stations with field verification at 10 to 15 representative sites.
Through our partnership with PlugShare, we will update the City’s charging inventory and summarize reported issues such as accessibility, reliability, fees, and charging speeds. Field visits will focus on City-owned facilities and a sample of private sites with high usage or strategic importance, such as multifamily properties, retail centers, and civic or recreational destinations. These visits will document and make recommendations for ADA compliance, signage, lighting, and integration with surrounding land uses, as well as opportunities for municipal fleet charging at City parking and maintenance facilities.
As part of this effort, we will also meet with City staff responsible for fleet operations and facility management. These discussions will help document the location and condition of municipal fleet parking and maintenance
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facilities, existing charging assets, and operational constraints that affect how fleet vehicles are charged today.
This approach ensures the City gains a complete understanding of system performance while focusing field resources where they will provide the most value for later decisions about retention, upgrades, or relocation.
3.4: GIS-Based Gap AnalysisThe core of the gap assessment is understanding where charging is needed but not yet available. A GIS-based analysis, informed by community and stakeholder input, will provide a spatial picture of Carlsbad’s charging landscape. This analysis will highlight geographic gaps in access, differences in accessibility across travel modes, and opportunities for strategic siting on public and private property.
• Multimodal access sheds and destinations: Measure how residents and visitors can realistically reach charging by walking, biking, and micromobility, using the methodology we developed for the City of San Diego’s SS4ASD project. This approach incorporates Level of Traffic Stress, pedestrian and bicycle networks, and steep grades to reflect true access, not just distance on a map.
• Destinations and daily activity: Assess whether existing and potential charging locations are near destinations where people can spend time while charging, such as transit, retail centers, civic facilities, schools, libraries, parks, and coastal recreation areas. This ensures charging is not only technically accessible but also convenient and well integrated into daily life.
• Place type integration: Use land use, density, and block structure to interpret how charging fits into Carlsbad’s distinct contexts. For example, downtown and mixed-use districts may support shared fast charging, while lower-density residential areas may benefit from slower neighborhood-scale solutions.
• Parcel-level opportunities and barriers: Screen public parcels and parking lots, homes and apartments built before 1970 where retrofitting is difficult, and nonresidential buildings constructed after 2014 that are more likely to have EV-ready infrastructure due to state permitting requirements.
• Engagement validation: Incorporate input from residents, businesses, and fleets to confirm where access gaps are felt most in daily life.
The outcome will be a map of where charging is accessible and where it is not, creating the spatial foundation for user profiles and demand forecasting.
3.5: User Profiles and Demand ForecastingGap analysis shows where charging is missing. This task defines who relies on charging, how demand will grow, and what types of charging will be needed.
User profiles may include:
• Residents without home charging: Renters, multifamily households, and residents in older homes where retrofitting is difficult who depend on neighborhood-scale public Level 2 charging within safe walking distance.
• Workers in Carlsbad: Commuters and employees who need predictable workplace or midday charging, often with shorter dwell times that may call for shared Level 2 or DC fast charging.
• Visitors and tourists: Beach, resort, shopping, and park users who expect convenient fast charging near destinations where they spend time.
• Through-travelers: Drivers along I-5 who require reliable DC fast charging near highway access points.
• Active transportation and micromobility riders: –Long-distance riders on Coast Highway and regional routes who may need corridor-based e-bike charging. –Local trip riders biking to schools, shops, and civic destinations who need short-duration charging at secure facilities. –Recreational riders heading to parks, trailheads, and coastal amenities who need convenient charging at recreational nodes.
• Commercial, delivery, and municipal fleets: Local goods movement, service providers, TNCs, and the City’s own fleet, requiring depot charging at maintenance facilities and reliable on-route access points. Input from City fleet managers collected in Task 3.2 will also inform these profiles, clarifying how current operations and electrification plans translate into future charging demand.
• Priority populations: Residents identified through equity screening who are least likely to have home charging and are most dependent on affordable public options.
Kittelson has developed an EV Adoption Model that will be applied to project local EV growth through 2040, integrating mode share and trip data from the City’s annual Active Transportation Monitoring Report to ensure projections reflect Carlsbad’s unique travel patterns. The model will estimate how many vehicles will depend on public charging, and forecasts can be cross-checked with DOE’s EVI-Pro Lite for consistency with national methodologies.
For e-bikes, our team will build on methods applied in SANDAG’s 2020 Regional Transportation Plan, where project manager Chris Romano contributed to the development of e-bike adoption forecasts that informed the regional model. That effort drew on national and international research as inputs. Building on this approach, and calibrated with Carlsbad’s Monitoring Report and current sales data, we will estimate growth in e-bike use and its implications for charging demand.
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Based on these forecasts, we will establish recommended clean mobility charging station and EV adoption goals in alignment with the City’s Climate Action Plan. Barriers to adoption, upfront costs, storage and security challenges, lack of convenient charging options, and disparate impacts to disadvantaged communities will be documented and used to interpret both EV and e-bike forecasts. This will highlight where supportive policies and investments are most needed. These goals will guide site selection in Task 3.6 and form the basis for the implementation strategies in Task 4.
3.6: Public Charging Site SelectionThe final step in Task 3 is to identify a network of public charging sites that are feasible, equitable, resilient, and supported by the community. The process begins with a broad universe of potential locations, including both new candidates and existing stations, and narrows them through scoring, engagement, and feasibility review.
Step 1: Build the candidate pool• Use geospatial analysis to identify parcels and curbside locations that are well positioned to host a charger.
• Screen out unsuitable sites, including those in areas of planned managed retreat or with limited long-term viability.
• Add all existing stations to the pool so that current assets are evaluated alongside new opportunities.
• Assess input from the community survey and stakeholder discussions to capture additional suggested sites.
Step 2: Apply scoring framework• Score all candidate sites (new and existing) using weighted criteria such as proximity to multifamily housing, jobs, and destinations; access by walking, biking, and transit; equity uplift; and resilience opportunities such as solar and storage.
• Produce a scored candidate site map that summarizes the scoring results and community input.
Step 3: Narrow and evaluate feasibility• Work with City staff to identify desired sites and select a priority set of 10 to 15 sites for further analysis. These may include existing EV charging sites with potential to add additional chargers or new site to fill gaps.
• Conduct field reviews of these priority sites to document ADA compliance, connectivity, safety, lighting, amenities, and integration with surrounding land uses.
• Assess constructability by considering available space, parking configuration, potential conflicts with utilities or easements, and site circulation.
• Coordinate with SDG&E to understand electrical service requirements, evaluate transformer and feeder capacity, and identify strategies to reduce costs and improve resilience.
In other projects, we’ve combined the site walks with public outreach. Inviting people to join us at the site is a great way to hear their input about what would work for them and help us understand potential unintended consequences to the community.
3 Identify priority charging location recommendations based on factors including, but not limited to, mobility metrics, charging demand, Priority Populations, and construction readiness.
3 Ranking of each of the recommended additional charging locations based on investment cost, proximity to amenities, and priority of the recommended location from a charging demand and equity standpoint. Charging locations will be ranked from highest to lowest, with higher rankings for those locations that have the best access to amenities, lowest cost, proximity to Priority Populations, and highest priority from a charging need and demand standpoint.
3 Conference calls with City staff (review of draft report and map, preparation for public meetings) - 1 hour each with no more than 2 consultants participating.
Step 4: Define the recommended network• Priority sites: 10 to 15 field-verified sites recommended for near-term action.
• Additional candidate sites: High-scoring sites not field-checked, providing a pipeline of future opportunities.
• Existing stations: Categorized as retain, upgrade, or replace/relocate based on scoring and feasibility results.
The outcome will be a recommended network that reflects both near-term opportunities and a long-term vision for expanding Carlsbad’s public charging system.For the Town of Gilbert (AZ) EV Charging Master Plan, Kittelson worked with the Town to develop and apply scoring criteria to prioritize potential charging site locations.
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3 Map of recommended charging locations. The map must identify currently installed, planned stations, and additional recommended charging locations throughout Carlsbad.
3 GIS files for final map. Files will be compatible with existing user-friendly geospatial mapping tools or CONSULTANT will collaborate with a third-party developer of an existing mapping tool.
Task 4: Identify Implementation ActionsThe key to a strong plan is translating the gap assessment into action. Building on the priority sites and adoption barriers identified in Task 3, we will develop site-specific and general strategies that make charging convenient, comfortable, equitable, and resilient. Each site will be evaluated through a consistent profile framework that considers access, safety, quick-build opportunities, climate resilience, charger type, and feasibility. The results will form a roadmap that combines site profiles with policy recommendations, e-bike solutions, funding strategies, and a practical toolbox, giving City staff a resource they can apply consistently across public and private sites well beyond the life of this plan.
4.1: Site-Specific StrategiesThe foundation of Task 4 is a site profile framework applied to each priority location identified in Task 3. These profiles will define how charging can be implemented in a way that supports adoption and advances Carlsbad’s mobility and climate goals. Each profile will cover both EV and e-bike charging where applicable, ensuring that micromobility is integrated into the City’s electrification strategy rather than treated as an add-on. Each profile will include:
• Access and destinations: Analysis of the surrounding walk/bike/drive sheds, incorporating Level of Traffic Stress and planned or programmed projects, to show how people will realistically reach the site. This ensures that chargers are not isolated but are connected to everyday destinations like transit, shops, parks, and civic facilities.
• Quick-build opportunities: Identification of low-cost pedestrian and bicycle improvements that can be co-delivered with charging infrastructure. Examples include safer crossings, curb extensions, protected bike lanes, traffic calming, and wayfinding. These improvements make it safer and more comfortable to reach chargers, which is critical to adoption.
• Safety considerations: Review of crash history and on-the-ground conditions to identify safety concerns that may affect how people reach or use the site. This includes evaluating crossings, visibility, lighting, and conflicts with driveways or high-traffic movements, with recommendations for improvements where needed.
• Climate resilience: Evaluation of opportunities for stormwater management, shading and cooling, fire resistance, and solar or storage integration to ensure
sites remain viable as part of Carlsbad’s broader climate strategy.
• Peak load and load management: Assess estimated daily and peak electrical load, opportunities for on-site solar or storage, and load management systems to reduce demand pricing impacts.
• Emergency back-up power: Identify opportunities for integrating back-up power at sites, particularly those near community resilience centers or along evacuation routes.
• Optional amenities and site enhancements: Consider site features that improve visibility and user experience, such as WiFi, lighting, landscaping, public art, micromobility docks, and seating areas.
• Benchmarking costs: Compare capital and procurement costs against peer city installations to validate planning-level estimates.
• Site-specific challenges: Document unique challenges (space constraints, utility conflicts, circulation) and identify potential solutions.
• Technology selection guidelines: Clarify when Level 2, DC fast, or alternative solutions such as solar-powered hubs or integrated e-bike charging are most appropriate based on demand, context, and resilience needs.
• Charging solution and operations: Recommendation of charger types, numbers, and operational models for both EVs and e-bikes (public, private host, or partnership), matched to the user profiles and demand forecasts from Task 3.
• Feasibility, cost and revenue opportunities: Planning-level cost ranges, long-term maintenance costs, constructability review, and potential phasing and revenue opportunities to give the City a realistic path forward.
While the framework will be consistent across all priority sites, its application will differ depending on ownership:
• Public sites: We will emphasize utility coordination, ADA design templates, signage and wayfinding standards, and the identification of “early win” projects that can be advanced quickly to demonstrate success.
• Private sites: We will highlight incentive and regulatory tools that can support delivery, such as expedited permitting, parking requirements, rebates, or development conditions, with targeted approaches for multifamily properties and actions that reduce barriers for commercial and non-commercial sites.
The outcome will be site-specific implementation that documents how charging can be advanced across public and private property, with e-bike infrastructure fully integrated wherever relevant.
4.2: E-Bike–Only SitesIn addition to integrated EV and e-bike sites, there are locations where e-bike charging should be considered as a standalone investment. These might include trailheads, coastal recreation areas, schools, parks, mobility hubs, and civic facilities where demand for e-bike use is high but EV charging may not be feasible or necessary.
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• Identify siting contexts where e-bike–only charging can fill critical gaps in the network.
• Evaluate solution types such as lockable charging lockers, racks with integrated outlets, and solar-powered charging hubs.
• Assess each option for cost, safety, accessibility, security, and user convenience to ensure recommendations are practical and user-focused.
• Pair charging with quick-build improvements that strengthen access and visibility, making facilities safe and easy to reach by bike.
The outcome will be a clear set of recommended e-bike–only locations and design options that apply peer city lessons to Carlsbad’s unique context, giving e-bike users the same level of consideration and rigor as EV drivers.
4.3: Policy and Equity ProgramsTo translate the adoption barriers and disparities identified in Task 3 into actionable strategies, we will develop a set of policy and program recommendations that make charging more accessible and affordable. Key elements will include:
• Equity-targeted programs: Prioritize investments in neighborhoods with lower adoption rates and higher transportation cost burdens. Deliver tailored solutions such as community charging hubs, targeted rebates for multifamily residents, or subscription-based pricing models that lower upfront costs.
• Policy and code updates: Refine local policies and codes to make charging easier to deliver and more consistent across development types. This may include streamlined permitting and right-of-way access, updates to parking requirements, building on Carlsbad’s existing reach codes, and zoning or design standards that enable larger-scale charging hubs.
• Infrastructure incentives: Incentives not only for chargers but also for supporting civil and electrical upgrades such as panel capacity, trenching, and conduit that can be major cost drivers.
• E-bike incentives: Rebates or grants for businesses and schools to provide e-bike charging, or subsidies that make public e-bike charging affordable.
• Workforce development: Partnerships with local workforce programs, schools, and trade organizations to prepare residents for jobs in charging station installation, operations, and maintenance.
• Community partnerships: Collaboration with community-based organizations to test program concepts and refine design.
The result will be a menu of policies and programs that complement the site-specific strategies and address disparities document in Task 3, ensuring that charging access grows equitably across Carlsbad.
For the Town of Gilbert (AZ) EV Charging Master Plan, Kittelson developed cutsheets for each of the priority sites for EV chargers. Cutsheets included details about the site, evaluation criteria scoring, a sketch of the infrastructure placement, design recommendations, and funding information.
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4.4: Funding and Implementation RoadmapThe final step is to create a roadmap that matches strategies to funding and lays out a clear path for implementation. Our work will include:
• Funding inventory: Identification of federal, state, regional, and utility programs (NEVI, CEC, CARB, SANDAG, SDG&E rebates) and alignment of sites with the most competitive sources.
• Public-private partnerships: Exploration of site host agreements, cost-sharing models, and revenue-sharing opportunities.
• Phased roadmap: Organization of recommendations into short-term early wins, medium-term expansion, and long-term innovations such as microgrid-ready chargers.
• Implementation toolbox: A distilled resource that captures key templates from Task 4.1, including design standards for ADA access and signage, quick-build strategies, climate resilience features, policy levers for private sites, technology selection, and cost/funding ranges. This toolbox will give City staff a practical guide they can use to evaluate and deliver new opportunities well beyond the life of this plan.
• Grant competitiveness: Technical specifications and site recommendations will be aligned with state and federal funding criteria, ensuring Carlsbad is positioned as a competitive applicant for leading grant opportunities.
The roadmap allows Carlsbad to not only be ready to deliver on the current set of priority sites but also be equipped to continue building the network in a consistent, equitable, and resilient way.
Task 5: Prepare Deliverables
Clean Mobility Charging Station Master PlanWe will prepare a draft Master Plan that synthesizes all findings and strategies from Tasks 1–4. The plan will be graphic and easy to understand, with maps, infographics, and templates that clearly communicate siting, design, and policy recommendations. The draft will be shared with City staff for review and presented at two public meetings, including commissions identified by the City. For these meetings, we will provide ready-to-use engagement
materials such as boards, slides, and handouts to support clear communication and gather feedback. Following revisions, we will finalize the Master Plan as a polished, user-friendly document ready for adoption and long-term use.
3 Executive summary and communications-friendly summary slide deck for use by city staff
3 Develop Draft Master Plan and priority charging map to be made available for public comment and presented to internal staff and city boards and commissions.
3 Support in preparing for public meetings.
3 Two in-person presentations at a City board/commission meeting
3 Incorporate public and staff feedback into final Draft Master Plan that includes the data collected and the analysis of input. 3 Final Master Plan and map that includes the data collected and the analysis conducted with incorporation of City staff input.
Grant Application SupportThe Clean Mobility Charging Master Plan will be developed with a strong emphasis on funding readiness. Each element of the Clean Mobility Charging Master Plan will be developed to align with the requirements of major funding programs so the City is ready to apply as opportunities arise. The plan will reflect California’s leading initiatives such as CEC’s CALeVIP and EQUiCC, CARB’s Sustainable Transportation Equity Project, and SDG&E’s make-ready programs, while also considering federal and regional sources. The project will deliver grant-ready materials specific to three to four priority programs, including template narratives, maps, and cost estimates, providing a strong foundation for competitive applications.
3 Grant ready materials for 3-4 priority grants, designed to be flexible to maximize application potential for additional future grants.
Collectively, Kittelson team members have won over $100 million in grant funding for clients. Funding opportunities continue to be very dynamic, and so we continually track them and assist clients in preparing for funding submittals.
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PROJECT TEAM RESPONSIVENESS AND PRESENCE
Our team is structured to act as an extension of City staff, with the capacity to respond quickly to your needs. You can expect us to answer the phone, respond to emails within a day, and be at your office when needed. Nearly our entire team lives and works in San Diego County, ensuring we are available for in-person meetings with staff, stakeholders, and community events. Through Kittelson’s one firm, many locations approach, you also benefit from a strong local presence backed by seamless access to national expertise.
We bring both local familiarity and a management structure that ensures consistent availability. Project manager Mychal Loomis has supported Carlsbad directly on transportation planning and engineering efforts and has stood alongside
staff at council meetings. Chris Romano adds further local depth through his regional experience at SANDAG on active transportation and mobility hub planning. To complement this local presence, Chris White, a California-based national expert, provides specialized expertise that can be tapped whenever needed. Together with our past work with regional partners such as SDG&E on the La Mesa EV Charging Plan, this layered structure ensures local knowledge, trusted relationships, and immediate accessibility.
Our team is equally prepared to meet virtually and has extensive experience facilitating online meetings and workshops. We bring proven outreach and marketing experience, from council and commission presentations to community events, pop-ups, and communications that make technical content accessible. With this combination of local presence, regional knowledge, and national resources, we are ready to support the City in delivering a project that is responsive to staff and meaningful to the Carlsbad community.
1 2 3 4 5 6 7 8 9 10 11 12TASK 1: PROJECT MANAGEMENT1.1: Kick-off Meeting1.2: Monthly Check-ins1.3: Monthly Project Management and InvoicingTASK 2: PUBLIC OUTREACH2.1: Stakeholder Agency Partners Coordination2.2: Public Engagement (Survey and Pop-Up)2.2: Business and Developer Focus Group *Optional*2.3: Commission Presentations2.4: Outreach ReportingTASK 3: PERFORM GAP ASSESSMENT3.1: Data Collection and Consolidation3.2: Literature Review3.3: Station Performance and Field Assessment3.4: GIS-based Gap Analysis3.5: User Profiles and Demand Forecasting3.6: Public Charging Site SelectionTASK 4: IDENTIFY IMPLEMENTATION ACTIONS4.1: Site-Specific Strategies4.2: E-Bike-Only Sites4.3: Policy and Equity Programs4.4: Funding and Implementation RoadmapTASK 5: PREPARE DELIVERABLES5.1: Draft Report5.2: Presentation Support5.3: Draft Final Report5.4: Final Report5.5: Grant Support
Figure 5. Project Schedule
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KITTELSON & ASSOCIATES, INC. BILLING RATE SCHEDULE Effective July 1, 2025
The current billing rates for Kittelson & Associates, Inc., staff are as follows and are subject to change: Staff Billing Rate
Senior Principal Engineer/Planner $340
Chris White
Principal Engineer/Planner $305
Mychal Loomis
Associate Engineer/Planner
$265
Chris Romano
Senior Engineer/Planner $230
Marissa Tucker-Borquez
Engineer/Planner $195
Transportation Analyst $175
Principal Data Scientist/Developer $275
Senior Data Scientist/Developer $255
Data Scientist/Developer $235
Data Analyst/Software Developer $180
Software Technician $125
Associate Technician $205
Senior Technician $185
Technician II $160
Kolbe Stets
Technician I $135
Office Support $115
Service & Other Direct Costs
Billing Rate
Mileage Current IRS mileage rate
Travel & Other Direct Costs Actual Costs
Subconsultants Actual Costs
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