Contract - NBS Government Finance Group - 2024-01-08AGREEMENT FOR CONSULTANT SERVICES
This Agreement is made and effective as of January 8, 2024, between the Costa
Mesa Sanitary District, a sanitary district ("District"), and NBS Government Finance
Group, a corporation ("Consultant"). In consideration of the mutual covenants and
conditions set forth herein, the parties agree as follows:
Recitals
WHEREAS, District is in need of a study for solid waste rates that will meet the
requirements of California Constitution Article XIIID (Proposition 218) and other
applicable laws; and
WHEREAS, on November 20, 2023, the District began soliciting proposals from
qualified firms to conduct a study for solid waste rates; and
WHEREAS, on December 18, 2023, Consultant submitted a proposal and the
District has determined that Consultant is fully qualified to provide the services required
by this Agreement; and
WHEREAS, the District desires to enter into an Agreement with Consultant to
provide the services described herein.
NOW, THEREFORE, the parties agree as follows:
1. TERM
This Agreement shall commence on January 8, 2024, and shall remain and
continue in effect until the project is completed and approved by the District as complete.
2. SERVICES
Consultant shall perform all of the Solid Waste Rate Study tasks described in
Exhibit A, excluding Task 7 — Notice of Public Hearing Mailing. The Sewer Fee and
related Study tasks described in Exhibit A are excluded from the scope of this agreement.
Exhibit A is attached hereto and incorporated herein as though set forth in full and other
related tasks as directed by the General Manager.
3. PERFORMANCE
Consultant shall, at all times, faithfully, competently and to the best of his/her/its
ability, experience, and talent perform all tasks described herein. Consultant shall
employ, at a minimum, generally accepted standards and practices utilized by persons
engaged in providing similar services as are required of Consultant hereunder in meeting
its obligations under this Agreement.
4. DISTRICT MANAGEMENT
District's General Manager shall represent District in all matters pertaining to the
administration of this Agreement. The General Manager shall be authorized to act on
District's behalf and to execute all necessary documents which enlarge the Tasks to be
Performed or change Consultant's compensation, subject to Section 5 hereof.
5. PAYMENT
(a) The District agrees to pay Consultant in accordance with the Solid Waste
Rate Study tasks, excluding Task 7 — Notice of Public Hearing Mailing, as set forth in
Exhibit A, attached, on a monthly basis. This amount shall not exceed Fifty Thousand,
Eight Hundred Ninety Dollars ($50,890) for the total term of this Agreement unless
additional payment is approved as provided in this Agreement. Said sum includes travel
and other costs.
(b) Consultant shall not be compensated for any services rendered in
connection with its performance of this Agreement which are in addition to those set forth
herein, unless such additional services are authorized in advance and in writing by the
General Manager. Consultant shall be compensated for any additional services in the
amounts and in the manner as agreed to by General Manager and Consultant at the time
District's written authorized is given to Consultant for the performance of said services.
(c) Consultant will submit invoices on a monthly basis showing hours worked
and the hourly rates. Payment shall be made within thirty (30) days of receipt of each
invoice as to all non -disputed fees. If the District disputes any of Consultant's fees, it shall
give written notice to Consultant within thirty (30) days of receipt of an invoice of any
disputed fees set forth on the invoice.
6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE
(a) The District may, at any time, for any reasons, with or without cause,
suspend or terminate this Agreement, or any portion hereof, by serving upon the
Consultant at least ten (10) days prior written notice. Upon receipt of said notice, the
Consultant shall immediately cease all work under this Agreement, unless the notice
provides otherwise. If the District suspends or terminates a portion of this Agreement,
such suspension or termination shall not make void or invalidate the remainder of this
Agreement.
2
DocuSign Envelope ID: 4C5DEAA9-734C-436D-81C5-0126666326B1
• In the event this Agreement is terminated pursuant to this Section, the
District shall pay to Consultant the actual value of the work performed up to the time of
termination, provided that the work performed is of value to the District. Upon termination
of the Agreement pursuant to this Section, the Consultant will submit an invoice to the
District • to Section 5.
11 x a :9010101 N
(a) The Consultant's failure to comply with the provisions of this Agreement
shall constitute a default. In the event that Consultantis in default for cause under the
terms of this Agreement, District shall have no obligation or duty to continue
compensating Consultant for any work performed after the date of default and can
terminate this Agreement immediately by written notice to the Consultant. If such failure
by the Consultant to make progress in the performance • work hereunder arises out of
causes beyond the Consultant's control, and without fault -of -negligence of the Consultant,
it shall not be considered a default. 0 -Ir *11�
• If the District Manager or his/her delegate determines that the Consultant is
in default in the performance of any of the terms or conditions of this Agreement, he/she
shall cause to • served •f the Consultant a written notice • the default. The
Consultant shall have ten (10) days after service upon it of said notice in which to cure
the default by rendering a satisfactory performance. In the event that the Consultant fails
to cure its •- within such period • time, the District shall have the •
notwithstanding any other provision of this Agreement, • terminate this Agreement
without further notice and without prejudice to any other remedy to which it may be entitled
at law, in equity or under this Agreement.
L :4. -T. V, 14 k
11614M ---
after receipt of final payment. Alternatively, all documents produced shall be maintained
and owned at District offices.
(b) Upon completion, termination or suspension of this Agreement, all work
product reduced to any medium and other documents prepared in the course of providing
the services to be performed pursuant to this Agreement shall become the sole property
of the District and may be used, reused or otherwise disposed of by the District without
the permission of the Consultant. With respect to computer files, Consultant shall make
available to the District, at the Consultant's office and upon reasonable written request by
the District, the necessary computer software and hardware for purposes of accessing,
compiling, transferring and printing computer files.
9. INDEMNIFICATION
(a) Indemnification for Professional Liability. When the law establishes a
professional standard of care for Consultant's services, to the fullest extent permitted by
law, Consultant shall indemnify, protect, defend and hold harmless District and any and
all of its officials, employees and agents ("Indemnified Parties") from and against any and
all losses, liabilities, damages, costs and expenses, including attorney's fees and costs
to the extent same are caused in whole or in part by any negligent or wrongful act, error
or omission of Consultant, its officers, agents, employees or subconsultants (or any entity
or individual that Consultant shall bear the legal liability thereof) in the performance of
professional services under this Agreement.
(b) Indemnification for Other than Professional Liability. Other than in the
performance of professional services and to the full extent permitted by law, Consultant
shall indemnify, defend and hold harmless District, and any and all of its employees,
officials and agents from and against any liability (including liability for claims, suits,
actions, arbitration proceedings, administrative proceedings, regulatory proceedings,
losses, expenses or costs of any kind, whether actual, alleged or threatened, including
attorney's fees and costs, court costs, interest, defense costs and expert witness fees),
where the same arise out of, are a consequence of, or are in any way attributable to, in
whole or in part, the performance of this Agreement by Consultant or by any individual or
entity for which Consultant is legally liable, including, but not limited to, officers, agent,
employees or subconsultants of Consultant.
10. INSURANCE
Consultant shall, at its expense, procure and maintain for the duration of this
Agreement insurance against claims for injuries to persons or damages to property which
may arise from or in connection with the performance of this Agreement by the
Consultant, its agents, representatives, employees, or subcontractors. Consultant shall
also require all of its subcontractors to procure and maintain the same insurance for the
duration of this Agreement. If Consultant is an employer or otherwise hires one (1) or
4
more employees during the term of this Project, Consultant shall procure and maintain
workers' compensation coverage for such employees which meets all requirements of
state law (Labor Code § 1861).
At a minimum, Consultant is required to submit proof of insurance in accordance
with the following standards:
Minimum Scope of Insurance: Coverage shall be at least as broad as the latest
version of the following: (1) General Liability: Insurance Services Office Commercial
General Liability coverage (occurrence form CG 0001): (2) Automobile Liability: Insurance
Services Office Business Auto Coverage form number CA 0001, code 1 (any auto); and
(3) Workers' Compensation and Employer's Liability: Workers' Compensation insurance
as required by the State of California and Employer's Liability Insurance.
Minimum Limits of Insurance: CONSULTANT shall maintain limits of no less
than:
(A) General Liability. One Million Dollars ($1,000,000.00) per occurrence for
bodily injury, personal injury and property damage. If Commercial General Liability
Insurance or other form with general aggregate limit is used, either the general aggregate
limit shall apply separately to this Agreement/location or the general aggregate limit shall
be twice the required occurrence limit. 6 PSA 12 10
(B) Automobile Liability. One Million Dollars ($1,000,000.00) per accident for
bodily injury and property damage.
(C)Workers' Compensation and Employer's Liability. Workers' Compensation
limits as required by the Labor Code of the State of California. Employer's Liability limits
of One Million Dollars ($1,000,000.00) per accident for bodily injury or disease.
Insurance Endorsements: The insurance policies shall contain the following
provisions, and a separate endorsement stating to add the following provisions to the
insurance policies shall be submitted and approved by District:
(A) General Liability. The general liability policy shall be endorsed to state that:
(1) District, its directors, officials, officers, employees, agents, and volunteers shall be
covered as additional insureds with respect to the work or operations performed by or on
behalf of the Consultant, including materials, parts, or equipment furnished in connection
with such work; and (2) the insurance coverage shall be primary insurance as respects
District, its directors, officials, officers, employees, agents, and volunteers, or if excess,
shall stand in an unbroken chain of coverage excess of the Consultant's scheduled
underlying coverage. Any insurance or self-insurance maintained by District, its directors,
officials, officers, employees, agents, and volunteers shall be excess of the Consultant's
insurance and shall not be called upon to contribute with it in any way.
R
(B) Workers' Compensation and Employer's Liability Coverage. The insurer
shall agree to waive all rights of subrogation against District, its directors, officials,
officers, employees, agents, and volunteers for losses paid under the terms of the
insurance policy which arise from work performed by the Consultant.
(C)All Coverage. Each insurance policy required by this Agreement shall be
endorsed to state that: (A) coverage shall not be suspended, voided, reduced, or
canceled except after thirty (30) days prior written notice by certified mail, return receipt
requested, has been given to District, and (B) any failure to comply with reporting or other
provisions of the policies, including breaches or warranties, shall not affect coverage
provided to District its directors, official, officers, employees, agents, and volunteers.
Acceptability of Insurers: Insurance is to be placed with insurers with a current
A.M. Best's rating of no less than A- or better, licensed to do business in California, and
satisfactory to District.
All insurance documents must be submitted and approved by the District's Risk
Manager prior to execution of any Agreement with District.
11. INDEPENDENT CONSULTANT
(a) Consultant is and shall at all times remain as to the District a wholly
independent Consultant. The personnel performing the services under this Agreement
on behalf of Consultant shall at all times be under Consultant's exclusive direction and
control. Neither District nor any of its officers, employees, or agents shall have control
over the conduct of Consultant or any of Consultant's officers, employees, or agents,
except as set forth in this Agreement. Consultant shall not at any time or in any manner
represent that it or any of its officers, employees, or agents are in any manner officers,
employees, or agents of the District. Consultant shall not incur or have the power to incur
any debt, obligation, or liability whatever against District, or bind District in any manner.
(b) No employee benefits shall be available to Consultant in connection with the
performance of this Agreement. Except for the fees paid to Consultant as provided in the
Agreement, District shall not pay salaries, wages, or other compensation to Consultant
for performing services hereunder for District. District shall not be liable for compensation
or indemnification to Consultant for injury or sickness arising out of performing services
hereunder.
(c) With regard to A.B. 5 (Labor Code §2750.3) this Agreement sets forth a
"business to business" relationship and. Consultant is the employer of all persons
provided under this Agreement, and those persons are employees of Consultant. Control
of those persons shall be with the Consultant and District shall provide direction to
Consultant who shall direct its employees in accordance with that direction.
C
12. LEGAL RESPONSIBILITIES
The Consultant shall keep itself informed of State and Federal laws and regulations
which in any manner affect those employed by it or in any way affect the performance of
its service pursuant to this Agreement. The Consultant shall at all times observe and
comply with all such laws and regulations. The District, and its officers and employees,
shall not be liable at law or in equity occasioned by failure of the Consultant to comply
with this Section.
13. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure has been used
against or in concert with any officer or employee of the Costa Mesa Sanitary District in
connection with the award, terms or implementation of this Agreement, including any
method of coercion, confidential financial arrangement or financial inducement. No officer
or employee of the Costa Mesa Sanitary District will receive compensation, directly or
indirectly, from Consultant, or from any officer, employee or agent of Consultant, in
connection with the award of this Agreement or any work to be conducted as a result of
this Agreement. Violation of this Section shall be a material breach of this Agreement
entitling the District to any and all remedies at law or in equity.
14. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of District, or their designees or agents, and no
public official who exercises authority over or responsibilities with respect to the Project
during his/her tenure or for one year thereafter, shall have any interest, direct or indirect,
in any agreement or sub -agreement, or the proceed thereof, for work to be performed in
connection with the Project performed under this Agreement.
15. RELEASE OF INFORMATION / CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be
considered confidential and shall not be released by Consultant without District's prior
written authorization. Consultant, its officers, employees, agents or subconsultants, shall
not without written authorization from the District Manager or unless requested by the
District Counsel, voluntarily provide declarations, letters of support, testimony at
depositions, response to interrogatories, or other information concerning the work
performed under this Agreement or relating to any project or property located within the
District. Response to a subpoena or court order shall not be considered "voluntary"
provided Consultant gives District notice of such court order or subpoena.
(b) Consultant shall promptly notify District should Consultant, its officers,
employees, agents or subconsultants be served with any summons, complaint,
rN
subpoena, notice of deposition, request for documents, interrogatories, requests for
admissions, or other discovery request, court order, or subpoena from any person or party
regarding this Agreement and the work performed thereunder or with respect to any
project or property located within the District. District retains the right, but has no
obligation, to represent Consultant and/or be present at any deposition, hearing, or similar
proceeding. Consultant agrees to cooperate fully with District and to provide the
opportunity to review any response to discovery requests provided by Consultant.
However, District's right to review any such response does not imply or mean the right by
District to control, direct, or rewrite said response.
(c) Consultant covenants that neither he/she nor any officer or principal of their
firm have any interest in, or shall acquire any interest, directly or indirectly, which will
conflict in any manner or degree with the performance of their services hereunder.
Consultant further covenants that in the performance of this Agreement, no person having
such interest shall be employed by them as an officer, employee, agent or subconsultant.
Consultant further covenants that Consultant has not contracted with nor is performing
any services, directly or indirectly, with any developer(s) and/or property owner(s) and/or
firm(s) and/or partnership(s) owning property in the District or the study area and further
covenants and agrees that Consultant and/or its subconsultants shall provide no service
or enter into any agreement or agreements with a/any developer(s) and/or property
owner(s) and/or firm(s) and/or partnership(s) owning property in the District or the study
area prior to the completion of the work under this Agreement.
16. NOTICES
Any notices which either party may desire to give to the other party under this
Agreement must be in writing and may be given by: (i) personal service, (ii) delivery by a
reputable document delivery service, such as but not limited to, Federal Express, which
provides a receipt showing date and time of delivery, or (iii) mailing in the United States
Mail, certified mail, postage prepaid, return receipt requested, addressed to the address
of the party as set forth below or at any other address as that party may later designate
by notice:
To District: Costa Mesa Sanitary District
290 Paularino Avenue
Costa Mesa, CA 92626
Attn: District Clerk/P1O
To Consultant: NBS Government Finance Group
32605 Temecula Pkwy Suite 100
Temecula, CA 92592
Attn: Jeremy Tamargo
17. ASSIGNMENT
The Consultant shall not assign the performance of this Agreement, nor any part
thereof, nor any monies due hereunder, without prior written consent of the District.
18. LICENSES
At all times during the term of this Agreement, Consultant shall have in full force
and effect, all licenses required of it by law for the performance of the services described
in this Agreement.
19. GOVERNING LAW
The District and Consultant understand and agree that the laws of the State of
California shall govern the rights, obligations, duties and liabilities of the parties to this
Agreement and also govern the interpretation of this Agreement. Any litigation concerning
this Agreement shall take place in the municipal, superior or federal district court with
jurisdiction over the Costa Mesa Sanitary District.
20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, oral or written, are
merged into this Agreement and shall be of no further force or effect. Each party is
entering into this Agreement based solely upon the representations set forth herein and
upon each party's own independent investigation of any and all facts such party deems
material.
21. CONTENTS OF PROPOSAL
Consultant is bound by the contents of Exhibit A, excluding Solid Waste Rate Study
Task 7 — Notice of Public Hearing Mailing and Sewer and related Fee Study Tasks,
incorporated herein by this reference.
22. MODIFICATION
No modification to this Agreement shall be effective unless it is in writing and
signed by authorized representatives of the parties hereto.
23. AUTHORITY TO EXECUTE THIS AGREEMENT
�1
DocuSign Envelope ID: 4C5DEAA9-734C-436D-81C5-0126666326B1
The person or persons executing this Agreement on behalf of Consultant warrants
and represents that he/she has the authority to execute this Agreement on behalf of the
Consultant and has the authority to bind Consultant to the performance of its obligations
hereunder.
In the event of conflict or inconsistency between this Agreement and any other
document, including any proposal or Exhibit hereto, this Agreement shall control unless
I contrary intent is clearly stated.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
'this day and year first above written.
COSTA MESA SANITARY DISTRICT
ocuSigned by:
off (Ayrdt
General Manager
ATTEST:
EDocuSigned b
District Clerk on behalf of
Noelani middenway
APPROVED AS TO FORM:
District Counsel
irs
Signature
Michael Rentner
Typed Name ,
President &,C,EO
Title
_ 32605 Temecula Parkway, Suite 100
Temecula, CA 92592
Toll free: 800,676.7516
SUMBITTAL LETTER
December 18, 2023
Noelani Middenway
District Clerk/Public Information Officer
Costa Mesa Sanitary District
290 Paularino Avenue
Costa Mesa, CA 92626
RE: Proposal for a Solid Waste Rate Study & Sewer Permit and Fixture Fee Management Plan Development Study
Dear Ms. Middenway,
Thank you for the opportunity to provide a proposal for Costa Mesa Sanitary District's Solid Waste Rate Study &
Sewer Permit and Fixture Fee Management Plan Development Study. Our proposal is structured to perform a
comprehensive review of the current rates and fees, develop final recommendations, and clearly communicate the
results to the District's customers. The study report will also provide the administrative record necessary to comply
with Proposition 218 pertaining to customer rates, and Proposition 26 pertaining to other types of fees. Some of
the key benefits of our proposal include:
Ensuring Revenue Sufficiency and Stability: NBS will review all revenue sources and develop a financial plan
that will fully fund the District's operating, maintenance, and capital improvements costs, as well as meet other
financial obligations, such as debt service requirements and adequate reserve levels. This will include a cost -of -
service analysis and a review of the current rate structure to ensure revenue stability.
Defensibility and Meeting Legal Requirements: NBS will provide the expertise required to navigate the
requirements under Proposition 218 and Proposition 26 to ensure that rates and fees are defensible and in line
with industry standards. Our ultimate goal is to ensure that the study recommendations are legally defensible,
comply with industry standards, founded on reasonable assumptions, and designed to meet the broader
objectives of the District and its ratepayers.
Support with the New Rate Adoption Process: NBS will assist District staff in communicating the outcomes and
recommendations of the study in presentations to the public and with the Board of Directors.
As time is of the essence, NBS staff are available to work immediately on this project and to perform the work within
the timeline proposed. The proposal price quoted in the cost proposal will be valid for a period of 90 days.
Please contact me at 800.676.7516 or via email at jtamargo@nbsgov.com if you have any questions or would like to
discuss our professional qualifications further. We would genuinely like to work on this project and help the District
move forward successfully.
Sincerely,
�i
Jeremy Tamargo
Project Manager
Michael Rentner, Authorized Signer
President
helping communities fund tomorrow since 1996
TABLE OF CONTENTS
1 I QUALIFICATIONS AND EXPERIENCE...............................................................................................1
2 1 REFERENCES.................................................................................................................................7
3 1 PROJECT TEAM...........................................................................................................................10
41 PROJECT OVERVIEW...................................................................................................................14
5 1 DETAILED PROJECT WORK PLAN/SCHEDULE...............................................................................15
6 1 COST PROPOSAL......................................................................................................................... 23
APPENDIX........................................................................................................................................ 24
1 � QUALIFICATIONS AND EXPERIENCE
The NBS Utility Rate Group ensures your utility rates, system capacity fees, and financial plans provide
an appropriate level of funding and are also justifiable in a fluid legal and regulatory environment.
We act as strong advocates for our many utility clients to ensure that rates and fees
address the multitude of challenges facing each community. Just ask the municipalities
where we have performed more than 500 studies!
Once study results are in, we support you through the Proposition 218 approval
process. Working within legal and industry standards, we partner with you to
implement solutions for the most challenging financial issues.
Throughout the process, we strive to educate the public, manage community
expectations, and work within the often -confusing legal framework to develop the best
solutions for your utility. Our analytical support and expert consultants help agency
staff and legal counsel navigate the practical and legal challenges.
Proposal for Costa Mesa Sanitary District NBS 1 1
The NBS Financial Consulting Group ensures robust fees and cost recovery mechanisms are in place.
Our expert consultants help our public agency clients navigate the challenges inherent with these
processes.
We are stalwart advocates for our public agency clients to ensure cost recovery
strategies and fee structures are well -vetted and fit the agency's policy goals. We are
often called upon to present complex issues to councils, boards and interested parties,
as well as teach educational seminars on these topics.
We have vast experience with public agencies of all types, as well as a broad range of
complicated fee structures. We leverage our in-depth understanding of the laws, codes
and regulations affecting local governments, including Propositions 26 and 218, to
support our clients.
We focus on cost recovery and enhancing revenue streams, leveraging our experience
with a wide variety of tools such as cost allocation plans as well as user, regulatory and
development impact fees that fund programs, services and infrastructure.
Statement of Qualifications
NBS' Utility Rate Group focuses on utility rates in California, including rates for water, sewer, stormwater,
and solid waste agencies. We also prepare system development charges, various management consulting
studies, and provide expert witness assistance on Prop 218-related challenges. This Group is comprised of
recognized leaders in the field of utility rates who often teach continuing education courses, present
technical topics at industry conferences, and participate in Prop 218 public workshops to help adopt new
utility rates.
Our Financial Consulting Group ensures robust fees and cost recovery mechanisms are in place. They focus
on cost recovery and enhancing revenue streams, leveraging our experience with a wide variety of tools
such as cost allocation plans as well as user, regulatory and development impact fees that fund programs,
services and infrastructure.
For projects NBS has completed that are similar to those outlined in the RFP, we have included our
references in Section 2 to demonstrate this point, and we encourage you to contact these references.
Proposal for Costa Mesa unitary District NBS 1 2
Summary of Relevant Experience — Utility Rate Studies
Below is a sampling of California municipal agencies for whom our proposed team has completed (or been
recently selected to complete) projects similar to the District's study. References similar in scope and
magnitude to the Agency's project follow.
Arvin
Azusa Light and Water
Bellflower Mutual Water
Company
Benicia
Beaumont
Calaveras County Water
District
Citrus Heights Water District
Colton
County of Calaveras
Cucamonga Valley Water
District
Culver City
Davis
Desert Water Agency
Dixon-Solano Water Authority
El Dorado Irrigation District
Fort Bragg
Hidden Valley Lake
Community
Services District (CSD)
Hesperia
Humboldt CSD
Idyllwild Water District
Indio Water Authority
Ironhouse Sanitation
District
Lake Dan Pedro CSD
Lancaster
Lemon Grove
Lincoln
Livermore
Long Beach
Los Altos
Los Angeles Department of
Water and Power
Mill Valley
Mission Hills CSD
lontecito Water District
lonterey One Water
lorgan Hill
lountain House CSD
apa Sanitation District
evada Irrigation District
ajaro/Sunny Mesa CSD
asadena
ancho California Water
istrict
edding
oseville
Rowland Water
District
Sacramento
San Carlos
San Francisco
Public Utilities
Commission
San Lorenzo Valley
Water District
San Luis Obispo
County
San Mateo County
Santa Ana
Santa Maria
Santa Monica
Santa Paula
Sausalito
Seal Beach
Solvang
Sonoma County
Stanton
Stockton
Sunnyvale
Taft
Twenty -Nine Palms
Water District
Upper Valley
Disposal
Valley of the Moon
Water District
Victorville
Waterford
West County
Wastewater
District
West Hollywood
Winters
Proposal for Costa Mesa Sanitary District NBS 1 3
Summary of Relevant Experience — Fee Studies
NBS as a firm has provided Fee Study services for more than 15 years. Our technical lead for fee study
services, Nicole Kissam, has provided these services to California municipalities for over 20 years. The
following reflects a sampling of California municipal agencies for whom our proposed team has completed
similar cost accounting and/or fee studies, specific to utilities departments and/or agencies, within the last
ten (10) years.
Bellflower Somerset Mutual Water Company
Cabazon Water District
Colton
Eastern Municipal Water District
Indio
Monterey County Water Resources Agency
Mountain House Community Services District
Oakdale Irrigation District
Richmond
Riverside
Rosamond Community Services District
San Luis Obispo
Solano Irrigation District
Tracy
Victorville
West County Wastewater District
Proposal for Costa Mesa Sanitary District NBS 1 4
Company Organizational Chart
"INBSCOMPANY ORGANIZATION CHART
How NBS Stands Out
1 President & CEO
2 Manaq°ng Directors
8 Directors
2 En¢s veers
2 associate Directors
1 Principar Consultant
4 Managers
8 Sen`or Consultants
4 Consultants
8 EinancEal Ana>vsts
4 Pro ect;ResourceAna'vsts
1 GiSSenorConsultant
8 Software, Tech &
ResourCes Admo
2 Adm.n,+Optrat,ons,
Marketing, Accounting
6Q -otal Employees
NBS' Overview of Rates, Fees and Charges. We believe in
continuing education, not only for our own team, but also for our
clients and municipal staff.
As industry leaders, we have a unique set of qualifications and
experience in the work we perform. In that regard, we have
published four booklets on related industry topics that can be
downloaded at no charge at www.nbsgov.com/insights (click on
NBS Publications). For a hard copy, please call 800.676.7516 or
email contactnbs@nbsgov.com
Proposal for Costa Mesa Sanitary District NBS 1 5
Rates, Fees and Charges Compendium has received high regard
and interest from industry professionals and precisely relates to
the District's current needs.
Additional NBS publications include:
Special Financing Districts (SFDs) has been credited as the best
publication on SFDs in a decade by prominent industry
professionals.
Stormwater: A Ten -Step Funding Plan addresses the spectrum of
stormwater needs in California. We have been asked to present
this funding topic at CSMFO and FIVIA.
Community Facilities Districts (CFDs) explains this robust funding and
financing tool for local governments.
Proposal for Costa Mesa Sanitary District NBS 1 6
2 � REFERENCES
Below is a sampling of projects and references similar in scope and magnitude to the District's needs.
CITY OF REDDING, CA,
WATER, SEWER AND SOLID WASTE RATE, RATE UPDATE, AND IMPACT FEE
Project Completed: 2014, 2016, 2017, 2019, and 2023,
Size of City: 93,462 (2021) /.0
Contact Information
Chuck Aukland
Public Works Director
777 Cypress Ave.
Redding, CA 96001
P: 530.225.4170
E: caukland@cityofredding.org
NBS Project Team:
Greg Clumpner, Jeremy Tamargo,
Alice Bou
NBS has recently completed its cost -of -service study of solid waste
rates for the City (water and sewer rates were also included in these
studies). Initial rates were originally adopted in 2014 and updated in
2016. The 2014 study was essentially the first true cost -of -service
analysis for the City's refuse utility, so it started from ground -zero in
allocating costs and designing the rates with both equity and
effectiveness in promoting greater waste reduction and recycling in
mind. Tasks included reviewing financial and rate setting policies,
preparing financial plans, revenue requirements, cost -of -service
analysis, and developing alternative rate designs. Allocating various
collection, disposal, transfer station, and general administrative
costs was a key challenge, along with designing rates to encourage
recycling. Cannabis collection rates were also developed as required
by State regulations.
Client Testimonial:
"As expected, both you (Greg Clumpner) and Kim Boehler displayed the superb technical knowledge needed
to complete the study. Further, the willingness of each ofyou togo above and beyond most expectations by
grinding through multiple iterations of the study as requested by the City on short notice was exemplary."
CITY OF VICTORVILLE
WATER, SEWER AND SOLID WASTE RATE STUDIES, SEWER CAPACITY FEE STUDY, I°
AND STORM DRAINAGE FEE FEASIBILITY STUDY ZA
{,
Years as client: Seven (7) years/Last project completed November 2023..
Size of City: 135,950 (2021)a
Contact Information
Doug Mathews
Director of Public Works
14343 Civic Center Drive
Victorville, CA 92393
P: 760.243.6332
E: dmathews@ci.victorville.ca.us
NBS Project Team:
Jeremy Tamargo, Greg Clumpner,
Allan Highstreet, Alice Bou
NBS last updated the Water Rate Study for the Victorville Water District
in 2016, and subsequently the Sewer and Solid Waste Rate Studies for
the City of Victorville in 2018. We recently updated the water, recycled
water, and sewer rates and sewer capacity fees.
Key assignments included: (1) Developing sewer rates and Industrial
Pretreatment Program Fees for four significant industrial users that
utilize the City's Industrial Wastewater Treatment Plant (IWWTP) and
collection system, and (2) Developing rates for all residential and
commercial customers that utilize a combination of City -owned and
operated collection system, the IWWTP, and a regional wastewater
treatment provider.
The Water Rate Study addressed key issues, such as developing a capital
funding plan that would fund over $55 million in rehabilitation and
Proposal for Costa Mesa Sanitary District NBS 1 7
replacement projects, updating the water rate structure to one based on
industry standards, and developing drought surcharges that can be
implemented in drought stages.
A key part of all three rate studies was working with a challenging City
Council to develop rate alternatives that all Council members could
agree on and support in the public approval process.
Project dates for studies:
2016 Water and Sewer Rate Studies
2018 Solid Waste Rate Study
2021 Water Rate Study Update and Rate Design
2021 Sewer Capacity Fee Study
2022 Sewer Rate Study Update
2022 Solid Waste Rate Study Update
ELDORADO IRRIGATION DISTRICT
WATER, SEWER, AND RECYCLED WATER COST -OF -SERVICE AND RATE DESIGN STUDY
Years as client: Six (6) years/Last project completed December 2023
Size of District: more than 125,000 residents
Contact Information
Jim Abercrombie
General Manager
2890 Mosquito Road,
Placerville, California, 95667
P: 530.642.4055
E: imabercrombie@eid.org
NBS Project Team:
Greg Clumpner, Jeremy
Tamargo, Sara Mares
NBS was retained to conduct a comprehensive cost of service study of
the District's water, wastewater, recycled water, and agricultural/raw
water rates. One of several key factors addressed in this rate study was
the development of new financial plans to best manage the District's
$321 million of planned capital improvement projects over the next five
years.
Other key issues included: (1) the overall fairness and equity of rates, (2)
whether improvements should be made to the District's rate structures,
and (3) whether any customer classes should be adjusted. Additionally,
the District Board provided key policy direction throughout the process,
including five public workshops during which District customers were
also able to provide input.
CITY OF INDIO
OVERHEAD COST ALLOCATION PLAN, USER FEE & DEVELOPMENT IMPACT FEE STUDIES
Project Dates: Fiscal Years 2012 — 2021
Size of City: 90,416 (2021)
Contact Information
Rob Rockwell
Assistant City Manager and
Finance Director
100 Civic Center Mall
Indio, CA 92201
P: 760-391-4029
E: rrockwell@indio.org
NBS Project Team Members:
Nicole Kissam (Director), Joe
NBS has provided consulting services to the City of Indio on overhead
cost allocation, fees and charges, and cost recovery policy since 2012.
The most recent update to the study included planning, building and
all other City fees, and was completed in 2019 and reviewed by
Council in October of 2020. Following the 2020 Council adoption, NBS
provided targeted analysis regarding the potential impacts of
updating building valuation multiplier indices on permit fee
calculations. As a result of our work with the City over the years, the
City Council reviews and refines their local cost recovery performance
Proposal for Costa Mesa Sanitary District NBS 1 8
Colgan (Impact Fee Specialist), and policy at a frequency consistent with industry best management
Lauren Guido (Consultant) practices.
Beginning in June 2019 NBS and Colgan completed a comprehensive
review and update of the City of Indio's impact fee program, which
included the following fees: park land and improvements, police
facilities, fire protection facilities, public buildings, roads and bridges,
traffic signals, storm drainage improvements, and water system
improvements. The final report for this study was completed in May,
2020 and implementation was delayed during the height of the
pandemic. The report was reviewed by the local building industry
association, and then results were reviewed and adopted
unanimously by City Council on November 17, 2021.
Proposal for Costa Mesa Sanitary District NBS 1 9
3 1 PROJECT TEAM
Key Personnel
NBS' staff include 60 professionals with extensive experience in the fields of finance, management,
engineering, and local governance. The staff selected for Costa Mesa Sanitary District's Solid Waste Rate
Study & Sewer Permit and Fixture Fee Management Plan Development Study are those most qualified based
on their experience and backgrounds. The following is a brief overview of NBS' proposed consulting team.
Our team members work together seamlessly allowing your staff to focus on other priorities.
NBS Project Team Organization
Allan Highstreet Jeremy Tamargo
Nicole Kissam
- - Project Manager
Senior Review
Technical Lead
Solid Waste Study
I_
Fee Services
Alice Bou
Lauren Guido
Rate Consultant
Senior Consultant
Evan Hoenig
Project Analyst
Terri Henry
Project Resource
Analyst
All work will be performed in-house by the above employee -owners of NBS.
Full resumes are included in the Appendix.
Sara Mares
Client Services Director
Proposal for Costa Mesa Sanitary District NBS 1 10
Hourly Rates
We applied the following hourly rates to derive the overall not -to -exceed pricing for the requested scope of
services. Our hourly rates are inclusive of all costs associated with professional time, such as travel,
document production, and incidentals. The following rates will apply for the duration of our contract:
Director / Senior Review
$250
Associate Director / Engineer
$225
Senior Consultant
$200
Consultant
$175
Project Analyst
$150
Project Resource Analyst
$130
Clerical / Support $110
JEREMY TAMARGO, PROJECT MANAGER
Role and Responsibilities: Jeremy Tamargo will lead the work efforts as project manager for the solid waste
rate study. He will work closely with the District to review the overall approach, develop rate alternatives,
and suggest creative solutions to consider. Jeremy will direct analytical efforts of the project team and
monitor the schedule and delivery of work products to the District's satisfaction. He will be available for
meetings with District staff and public presentations for this project.
Work Experience: Jeremy Tamargo is a professional engineer licensed in the State of Oregon and has an
application in technical review with the California Board for Professional Engineers, Land Surveyors, and
Geologists for comity licensure in the State of California. He has extensive experience in both the public and
private sectors in civil engineering design as well as preparing utility master plans for municipal agencies in
both Oregon and Washington. In his role as Assistant City Engineer at City of Tigard, Jeremy managed the
City's System Development Charge program for the Public Works Department, which was used to pay for the
installation, construction, extension, and expansion of the City's water, sanitary, sewer, stormwater, park and
transportation systems. A member of the American Society of Civil Engineers, he is solutions -oriented and
has a passion for focusing on excellence and sustainability on every project. Jeremy has a Master of Science
in Environmental Engineering from Syracuse University and a Bachelor of Science in Civil Engineering from
University of Notre Dame.
ALLAN HIGHSTREET, SENIOR REVIEW
Role and Responsibilities: Allan Highstreet will provide senior technical review on the solid waste rate study
project. He will be available as needed throughout the project to assist the project team with the analysis
and technical issues as they arise.
Work Experience: Allan Highstreet has 41 years of experience in the water industry where he was a senior
vice president managing water resource planning and development projects for Jacobs Engineering
(previously CH2M Hill). Allan's four decades of experience includes preparing water and sewer rate and
Proposal for Costa Mesa Sanitary District NBS 1 11
capacity fee studies, and he provides invaluable experience to the NBS project team for this engagement.
His academic background includes a BS in Agricultural Business and a MS in Agricultural Economics.
Role and Responsibilities: Alice Bou is on staff with NBS and brings more than two decades of project
experience. She will support the project team in performing large scale data analysis and validation, data
input, and will also help develop the financial plan, cost -of -service analysis, and rate design alternatives.
Work Experience: Alice Bou has a Bachelor of Arts degree from University of California San Diego and offers
more than two decades of experience working in accounting and financial management performing data
analysis, variance analysis, budgeting and forecasting, financial modeling, and managerial reporting.
Role and Responsibilities: Under direction of the Project Manager, Evan Hoenig will perform large-scale
data analysis and validation as needed on this project. He will support facilitating data collection and
reminders to staff to keep efforts moving along the agreed upon timeline for the completion of each task.
Work Experience: Evan Hoenig is a Project Analyst with NBS. He brings more than a decade of compliance
management experience to our project team, as well as public budget development and administration,
research, project management and financial analysis experience. He has extensive skills in analytical
software, databases, and spreadsheets. Evan has a Bachelor of Science in Business Administration/
Management from California State University, San Marcos.
Role and Responsibilities: Under direction of the Project Manager, Terri Henry will coordinate content and
review documentation and data analysis as needed on this project.
Work Experience: As a Project Resource Analyst, Terri Henry brings more than 30 years of experience to our
project team. She has an extensive background in journalism, marketing, public relations, as well as
administration, research, and project management. Terri earned a Bachelor of Arts in English from
Christopher Newport University and has employed her skills as a newspaper reporter, editor, creative
director, and legal administrative assistant.
Role and Responsibilities: Nicole Kissam will manage the ongoing administration of the fee study project,
serving as the primary point of contact for District's staff and directing the work efforts of our project team.
She will be fully conversant in all findings and available for public events as needed. She will work closely
with the District's designated project manager to monitor the schedule and delivery of work products to the
District's satisfaction. While designing and directing analytical efforts, she will also provide senior -level
technical analysis.
Work Experience: Nicole Kissam is Director of NBS' Financial Consulting Group. She has an extensive
background in public sector consulting, city government, corporate management, marketing and public
relations. Nicole has been a financial and management consultant to local government for 20 years,
specializing in cost recovery policy, strategy, and analysis. Her subject matter expertise includes cost
allocation plans, user and regulatory fee analysis, impact fee analysis, financial plans, business process
Proposal for Costa Mesa Sanitary District NBS 1 12
improvement, and operational best management practices for California agencies. Nicole holds a Bachelor
of Science in Business Administration from California Polytechnic State University in San Luis Obispo. She
has completed similar projects as requested by the District for many agencies across California.
Roles and Responsibilities: Under the direction of the project manager, Lauren Guido will support this
project as needed with the completion of key aspects of the project's Task Plan, including but not limited to
fee model development, data collection and analysis, timeline management, draft reviews, and
documentation efforts.
Work Experience: Lauren Guido is a Senior Consultant with NBS. She brings five years of fee study analysis
experience and more than a decade of accounting and financial management experience in the public and
private sectors to our project team. She has extensive applied skills in analytical software, databases, and
spreadsheets and a special talent for graphical display of complex information in presentations to elected
and community stakeholders. Lauren has a Bachelor of Fine Arts and Multimedia from Woodbury University.
Role and Responsibilities: Sara Mares will act as a representative of our corporate commitment to providing
the highest level of service. She will ensure that the District's fundamental objectives are being met at all
times.
Work Experience: Sara Mares is a Director with more than 23 years of experience with NBS, specializing in
utility rates and Special Financing Districts (SFDs). As such, she has extensive experience with Proposition
218 issues and knows the general legal constraints as well as when to solicit critical legal input to ensure
alternatives meet legal requirements. Sara has experience working with all aspects of the process, including
planning, project management, budget analysis, rate modeling, financial analyses, and public presentations.
She is a registered Municipal Advisor Representative.
Proposal for Cosh Mesa Sanitary District NBS 1 13
4 1 PROJECT OVERVIEW
To ensure full compliance with the District's requirements, we have provided the Detailed Project Work
Plan/Schedule section in the next section to respond to the requested Scope of Services as noted within the
RFP. We have also expanded upon and added additional steps that NBS recommends as necessary for
support of the Study process.
Project Management
In general, NBS' project management philosophy is based on effective, routine communication and timely
delivery of work product. In the sphere of varying types of consulting firms providing these services, the
District should ultimately focus on selecting the consultant with the strongest overall track record and
positive references. Our demonstrated project management abilities make NBS a great selection.
We will provide the leadership necessary to support a successful rate setting process. At NBS, we make
certain that each client is serviced by a senior level technical consultant for the onsite tasks, presentations,
and project direction. We track hours charged by all team members and are able to immediately identify
any budget issues.
Our philosophy is to communicate regularly with clients throughout the course of our engagements, to build
data collection activities efficiently into program delivery processes, and to assure that there are no
surprises when final reports are delivered. This is especially critical given the District's timeline for adoption
of the proposed rates by July 1, 2024.
Quality Assurance I Setting NBS Apart
Our team offers an extensive array of technical experience that will be essential for successfully completing
this project. Quality assurance and quality control are paramount on every aspect of this endeavor.
NBS has redundant review processes and quality control systems in place to ensure the highest level of
accuracy and service, including the following:
Various cross checks on data; reconciliation of data to source files
Management review of all processes and systems; monthly status reports
Peer and management review of reports
Review and sign off by appropriate agency staff
Routine reminders regarding project timeline and outstanding data requests
This commitment to the quality of our work has allowed us to consistently provide outstanding services to
our clients.
Proposal for Costa Mesa Sanitary District NBS 1 14
5 1 DETAILED PROJECT WORK PLAN/SCHEDULE
Solid Waste Rate Study
This section summarizes NBS' proposed methodology and scope of work, with the basic technical study
components shown in Figure 1.
Step 1: Financial Plan/
Revenue Requirements —
Compares current sources
and uses of funds and
determines the revenue
needed from rates and
project rate adjustments.
Step 2: Cost -of -Service
Analysis — Proportionately
allocates the revenue
requirements to the
customer classes in
compliance with industry
standards and State Law.
TASK 1— KICK-OFF MEETING AND DATA COLLECTION
Step 3: Rate Design -
Considers what rate structure
will best meet the District's
need to collect rate revenue
from each customer class.
We will hold a kickoff meeting where we will review and discuss NBS' data request and the data
requirements for the study, discuss the timeline and make sure all parties are on the same page about the
main objectives of the study. The basic types of updated data required for the study are:
Number of solid waste accounts by customer class, including container type/size and level of
service (collections per week)
Financial data such as solid waste budgets, contracted franchise costs, and reserve balances
Number of collection vehicles by type and use (residential, commercial, and recycling)
Updated route maps (if relevant) of residential and commercial collection routes
Annual tonnages by type (e.g., residential, commercial, recycling, etc.)
Billing data for the past two fiscal years
TASK 2 — FINANCIAL PLAN AND REVENUE REQUIREMENT ANALYSIS
Based on the District's budget and cost projections for solid waste operations, we will prepare a detailed
financial plan with revenues, expenditures, reserves, debt coverage ratios (if applicable), capital costs, net
revenue requirements and projected rate increases, similar to that shown in Figure 2.
Proposal for Costa Mesa Sanitary District NBS 1 15
FIGURE 2. SUMMARY OF SOLID WASTE REVENUE REQUIREMENTS
i
i
1 /
A 0
1
Q.
Sources of Solid Waste Funds
SOLID WASTE -LATE FEE
$ 166,400
$ 208,000
$ 215,072
$ 222,384
$ 229,946
$ 237,764
SW-ADMIN FEE
1,433,000
1,433,000
1,433,000
1,433,000
1,433,000
1,433,000
SW -SOLID WASTE FEE
11,113,000
11,113,000
11,113,000
11,113,000
11,113,000
11,113,000
SW-LANDFILLTIPPING CHARGE
34,680
35,547
36,436
37,347
38,280
39,237
SW-ADMIN FEE
493,840
493,840
493,840
493,840
493,840
493,840
SRR-WDA ARTICLE 19
51,000
52,275
53,582
54,921
56,294
57,702
MRF GROSS SALES
956,000
956,000
956,000
956,000
956,000
956,000
$14,247,920
$14,291,662
$14,300,930
$14,310,492
$14,320,360
$14,330,543
Total Sources of Funds
Uses of Solid Waste Funds
Operating Expenses
$ 16,569,935
$17,458,202
$18,030,677
$ 18,623,883
$ 19,238,642
$ 19,921,513
Debt Service
266,745
267,745
265,378
-
-
-
Rate -Funded Capital Expenses
-
-
-
100,000
100,000
100,000
$16,836,680
$17,725,947
$18,296,055
$18,723,883
$19,338,642
$20,021,513
Total Uses of Funds
Surplus (Deficiency) before Rate Increase `'
($2,588,760)
($3,434,285)
($3,995,M)
($4 413,391)
- ($5,018,M)
($5,690,971)
Additional Revenue from Rate Increases
$0
$2,270,236
$2,806,089
$3,360,696
$3,934,715
$4,528,825
Surplus Deficien after Rate Increase
($2,588,760}
$1,164,048)
($L189,
($1,052,694)
($1,083„567)
$1,162,146)
Projected Annual Rate Increase
0. OOAO
17.41%
3.50%
3.50%
3.50%
3.5056
Cumulative Rate Increases
0.00%
26.35%
31.31%
35.55%
39.94%
44.4T�
Net Revenue Requirement#'�
$ 15 600
$16474,125
$17,034,965
$17,453,231 `
$18,058,it
$18,73D,f11
Total Rate Revenue After Rate Increases
$3,435,866
$647,321
$552,846
$571,616
$591,034
TASK 3 - UPDATE COST -OF -SERVICE ANALYSIS
Using the existing rate model developed in the last solid waste rate study, NBS will update this model and
"true -up" the cost allocations that provide the basis for the solid waste rates. This will involve working with
customer account data provided by District staff.
Incorporate SB 1383 Implementation Costs - NBS will work with District staff to estimate and project
these implementation costs. We are unclear what internal District data currently exists for implementation
of the SB 1383 programs in terms of cost projections as well as the terms of the District's agreement with
CR&R. We have included hours in the cost proposal to incorporate District cost estimates for SB 1383. If
this analysis is ultimately a much larger tasks due to preparing various scenarios for the District to consider
and variations of how implementation works, additional scope and budget will be needed.
Incorporate Accessory Dwelling Unit (ADU) Costs - NBS will work with District staff to estimate and
project these implementation costs for incorporating ADU revenue projections into the cost -of -service
analysis. NBS will work with District staff to develop a solid waste rate recommendation and rationale
based on this cost -of -service analysis.
TASK 4 - UPDATE OF EXISTING RATE STRUCTURE
In this task, NBS would update the existing rate structure based on the financial plan developed in Task 2,
which identifies the annual percent rate increase needed to fully -fund the utility's needs. The annual rate
increase (illustrated in the highlighted percentages shown in Figure 2 above) would be applied "across-the-
board" to all existing rates, with the exception of the incorporation of the changes for SB 1383 and ADU as
described in Task 3 above. In essence, this approach assumes that the existing rate structure is well
accepted and based on reasonable assumptions and, therefore, does not require extensive cost -of -service
and rate design analyses beyond the exceptions noted in Task 3.
Proposal for Costa Mesa Sanitary District 0 NBS 1 16
We will update the rate study report that includes proposed rates for the next five years, although the
financial model will cover a 10-year period. An executive summary will present the purpose and results of
the report in no more than three pages. Tables, graphs, and charts will be used as appropriate, but the
emphasis will be on providing a clear, concise and understandable report that addresses:
Overall study methodology
Study findings and supporting justification
Recommended solid waste rates
Rate comparisons with comparable communities
We will provide an electronic Word file of the draft report for the District's review and comment.
Depending on District staff's plans, this draft report can be presented to the Board of Directors in a public
meeting for review and comment. Once we have received the District's comments', we will incorporate
those•comments into a final report.
NBS plans to provide support to the District in public meetings to support the new rate adoption process.
We will also plan to meet with District staff to review study results and recommendations throughout the
project. The following meetings and presentations are anticipated for this study:
Meetings with District Staff — NBS proposes to hold progress meetings with District staff via conference
call or web meeting format. These meetings will be used to review initial work products and gain input
from Staff on the direction of the study. Prior to the public meetings, we also expect to have regular phone
conversations with District staff to discuss how the study is proceeding, solicit input from Staff, and to
review and discuss the study's initial results and work products. In addition, NBS will work with District
Staff to discuss and understand talking points while continuously providing guidance on how to manage
questions for community members to ensure a clear and transparent message.
Other Public Workshops/Presentations — NBS rate study staff will provide up to three (3) public
workshops' including one (1) with the Citizens Advisory Committee and two (2) with the Board of
Directors. The rate team will prepare a PowerPoint presentation for these meetings, which will include
visual aids, graphics, charts and additional worksheets or handouts. In these presentations, NBS will
present study results, recommendations, receive input and guidance on the direction of the study and
answer questions. Our team will work with District Staff to create an agenda and develop presentations
that allow for clear and insightful presentations.
NBS will create a mailing list using the most recent County Assessor secured roll data available, combining
that with the District's customer database. Duplicates will be removed to create a comprehensive mailing
1 We assume the District stays comments will be returned to NBS in the electronic Word file using track -changes mode, and that
District staff will resolve any internal differences prior to returning this file.
2 The number of meetings/presentations that NBS provides can be adjusted as necessary by District staff. We plan to discuss the
number of meetings and plans for presentation at the kick-off meeting and adjust throughout the process as needed.
Proposal for Costa Mesa Sanitary District NBS 1 17
list. NBS will also draft the Notice to property owners subject to the proposed fee. Final form of the Notice
will be reviewed and approved by legal counsel and District staff.
NBS will work with District staff to answer any questions that come up and guide you through the adoption
process. The key technical tasks will be to prepare a draft and final Prop 218 Notice and provide the
proposed rate tables included in the notices. NBS will work with District staff to review the draft and final
notice prior to public release. The District should have legal counsel review all notices for legal compliance
with the provisions of Prop 218, such as wording related to pass-throughs.
Fee Study
The Fee Study portion of this project will evaluate fees for services as listed under the District's RFP,
Section 11. Scope of Service, A. Objectives, item e. A Fee Study (Study) identifies the total costs of providing
various municipal services and translates those costs into a customized fee schedule. Working closely with
the District, we will develop a robust cost analysis that substantiates the 100% cost recovery level of each
individual fee and assist with implementation strategies for adoption of each fee at 100% of the total cost
of service, or less, depending on local policy considerations.
Our fee study methodology and calculations comply first and foremost with the provisions and guidance
provided by Article XIIIC, Section 1, of the California Constitution. Article XIIIC defines the difference
between charges that qualify as fees for services, as opposed to taxes. Fees for services (except for
penalties and fees for entrance to or use of government property), qualify as such if the amount charged
does not exceed the cost of providing the service.
Fees represent cost recovery opportunities entirely within the District's control: revenues, which the
District may, at its sole discretion upon public hearing, implement and/or modify without further public
process or approval. We will review all District fees. Listed in Section III.A.e of the District's RFP that can be
assessed on a time -per -task basis. Scope of review is focused on any fee charged as a result of a request for
service or regulatory action, and include connection/capacity fees as defined by the Mitigation Fee Act, as
well as any fines, penalties, and equipment or facility rental rates.
Detailed Work Plan
The technical approach we will follow for this study aligns with industry standard methodology that has
been utilized successfully in California successfully for decades. The following is a detailed task plan for
completing the scope of services:
Gather preliminary data as accessible through online resources and issue a consolidated data request to
the District. Initial data requested will center on adopted budgets, recent financial performance (revenues
and expenditures), current labor cost detail and classifications, organizational structures, existing relevant
policies, existing time -tracking and workload data, and other items of a more global nature.
Conduct a project commencement meeting with District staff members who will oversee the progress,
completion, and implementation of its findings. This meeting will include a discussion of expectations,
process for conducting analyses, timeline, global data needs, established policies and procedures, and
other topics.
Proposal for Costa Mesa Sanitary District NBS 1 18
Meet with each department responsible to review their existing fee structure and gather staff's ideas for
modifying or enhancing current practices. Identify and recommend opportunities for streamlining fee
structures as well as for addition of new fees that are in line with current practices seen in other agencies.
Work with District staff to determine the most effective and efficient type of fee structure based on the
organization and recommend revisions to existing fee structures including any deletion of fees, potential
new fees, or changes in billing practices. Based on the results of this discussion, we will incorporate the list
of fees to be evaluated into the fee model template.
Work directly with each department to initiate review of the organizational, workload, and time on task
data needed to calculate the cost of providing each fee for service. We will first communicate the steps
necessary to develop data for justifying fees. Staff will be asked to provide an estimate of time spent on
various activities and services performed on an annual basis, as well as on each individual fee for service
activity. We will explore permit software tracking and reporting capabilities that may enhance and
streamline data collection efforts. Develop data collection materials and track progress weekly on data
submittal activities. Enter data into the fee model and ensure that the cost -of -service analysis is defensible
and reasonable. The product of this task will be a modeling of the complete organizational, performance,
and time requirements for the services under review in this study.
Determine the total estimated and reasonable cost of providing services on annual basis for each
department studied, and segregate costs between fee -recoverable and non -fee recoverable services. The
analysis will reflect all identifiable costs, such as:
Direct Costs: Costs directly identifiable to the provision of a service, e.g., salaries and benefits
for "hands on" activities such as processing, review, field inspection, etc.
Indirect Costs: Applicable support costs for supervision, management, and administrative
support as defined by the District's organizational structure and/or the District's annual Cost
Allocation Plan.'
Calculate fully burdened hourly rates for each department involved in the Study. Rates will consider the
applicability of productive hours or direct -billed hours as the basis for calculation, depending on the
department or service analyzed.
Multiply the fully burdened hourly rates by the time estimates gathered in Task 3 to compute the full cost
of each individual fee for service activity. The full cost of service defined by NBS serves as the analytically
justified maximum amount that may be recovered through a regulatory fee adopted by the District.
Cross check all data metrics in the fee model to ensure the fee program is structured to recover 100% of
costs considered.
3 District is responsible for providing a current overhead cost calculation such as a Cost Allocation Plan. If needed, NBS can perform an overhead cost
analysis under a separate scope of services.
Proposal for Costa Mesa Sanitary District NBS 1 19
Meet with each department to review the outcomes of the analysis. Drafts will detail all the assumptions
and data utilized to calculate results as well as a comparison of each fee's cost recovery performance.
Determine any necessary refinements to core assumptions, revise the fee model, and finalize the cost -of -
service analysis. This task represents one planned iteration of the analytical work products. Obtain each
department's final sign off on fee models.
Policy makers often desire a comparison of fee amounts to neighboring jurisdictions. Presence of a
comparison will ensure a smoother implementation process and provide a sense of the "market" rate for
various services. We will utilize our expertise to compare similar fees and charges in up to five (5)
neighboring and comparable communities. A list of communities will be selected and approved by District
staff. We will download the respective fee schedules from the Internet or make a reasonable attempt to
contact each agency if needed for a copy of their current fee schedules. Complete a comparison of the fee
categories and amounts, for the most readily comparable fee items that match the District's fee structure.
r MR to o
Discuss pricing objectives from the District's perspective, i.e., comfort with full cost recovery or some
alternative level of cost recovery. Facilitate this conversation by discussing public/private benefits or
causation of each activity, potential market sensitivity, interaction with established District goals or
policies, behavior modification influence, and other considerations. Collect data from the District regarding
recommended fees, either at or below the 100% full cost recovery fee amount calculated by NBS. Model
the recommended cost recovery performance per fee item, and annually for the District as a whole.
TASK 8. CONNECTION FEE ANALYSIS
The District's Connection Fees will be updated in this task of the study. The goal of this analysis is to
develop fees that appropriately recover the cost of infrastructure necessary to serve new development and
are consistent with applicable industry standards.
Overview of Connection Fee Calculations — In their simplest form, connection fees are the result of
dividing the cost (or value) of the system's current capacity plus planned capital improvements by the
expected number of new customers. The two most common approaches are often referred to as (1) a
"buy -in" approach, whereby new users pay for their fair share of existing system assets that were originally
paid for by current customers, and (2) an "incremental" or "marginal" approach that assumes connection
fees should fully cover the costs of all new (or "incremental") system facilities required to provide them
sufficient capacity in the system. Depending on the remaining system capacity, a combination of these two
approaches is often used. NBS will develop an appropriate methodology that complies with industry
standards and will appropriately reflect the cost of planned capital improvements and projected growth.
The following are subtasks of the Connection Fee Analysis:
Develop Asset Values —The actual methodology of estimating the value of existing system assets (such as
collection, pumping and treatment) is important to the outcome. For example, using current book values
typically underestimates the "true value" of facilities. Our experience shows a replacement -cost -less
depreciation approach usually provides a better estimate of the true value of assets. We will use the
Proposal for Costa Mesa Sanitary District NBS 1 20
replacement -cost -less depreciation approach to estimate the value of the District's assets and propose
using the Handy -Whitman Index of Public Utility Construction Costs. This guide is a region -specific index
that tracks costs for water utility construction. We believe this is the most accurate inflation index available
to water utilities. We recommend the District use this index or a similar index such as the Engineering
News Record Construction Cost Inflation Index to project inflation for connection fees in future years.
Once the values of the existing and planned (that is, incremental or marginal) system assets are estimated,
these values are allocated to existing and new customers. NBS will assess the equity of how these values
are allocated to existing and new customers, and then divide the amount allocated to new customers by
the system capacity, typically measured in equivalent meters (EMs), which are the most typical residential
meter in the District's water system. This calculation determines the maximum cost the District can charge
for a new connection.
Calculate and Recommend New Connection Fees —The total costs allocated to growth (or value of the
system assets available to serve new customers) are divided by the available capacity in EMs, as
determined by the system capacity available to serve new customers.
NBS will consider two methods of estimating the capacity available to future customers: (1) calculate all
available remaining capacity, and (2) calculate expected number of EMs that would be added to the
system. This second approach could be less than the available remaining capacity. For example, if there are
5,000 EMs of remaining capacity in the system, but realistic growth is only 3,000 EMs, then the smaller
number would be used to calculate the capacity charge. Based on this analysis, NBS will review the new
connection fees with District staff and recommend the alternative that best meets its needs.
TASK 9, FINAL REPORT
Prepare a written report describing the complete work and findings of the project. Conduct a review
session with District staff and members of the executive team to review the findings issued in the draft
report. Incorporate edits and issue the final report.
TASK 10: MEETINGS AND PRESENTATIONS
Meetings with District Staff: The detailed work plan as described above includes sufficient meetings with
District staff throughout the course of the Study to assist in development of draft results. We will meet
with District staff as needed to complete the scopes of work. All meetings required to develop the final
report will be managed remotely utilizing video conferencing tools as needed.
Public Presentations of Results: For presentation of the Final Report to the District, committees, or
community stakeholders, we are available for either in -person or remote presentations. The scope of
services presented herein includes three (3) in -person presentations. NBS will prepare presentation
materials, conduct meetings to communicate outcomes, and facilitate an understanding of the Study's
results and its implications for the District.
Optional Engagement Services
ENHANCED PUBLIC WORKSHOP/OPEN HOUSE EVENT
NBS will utilize our in-house public engagement team to develop an interactive workshop that educates the
community on rates using visual, verbal, and written methods. All barriers to communication will be
addressed uniquely, allowing the District to connect with ratepayers at a meaningful level. The workshop
Proposal for Costa Mesa Sanitary District NBS 1 21
will be designed, hosted and facilitated by our team, focusing on communicating the District's priorities to
ratepayers.
MESSAGING CONTENT AND DEDICATED RATE CALCULATOR
NBS will develop and deploy content to a dedicated District webpage on CivicMic.com or provide posts for
the District website. Information will include background legislation and legal context, information that
explains what rates mean to ratepayers, and graphics related to the project. The webpage will also include
rate calculators for ratepayers to type in details of their use and view the updated rates. These calculators
can be hosted on the District's website or CivicMic.com.
218 NOTICE SUPPLEMENT
NBS will also develop and design a detailed fact sheet to be mailed to community members. The fact sheet
will include historical information that will help educate the community on the current project needs. The
fact sheet will be translated into up to two languages based on community census data.
Project Schedule
The following is an overview of our proposed project schedule. We will discuss a detailed schedule with
District Staff at the kick-off meeting, along with the expected timing for individual tasks and revise as
needed.
PROJECT SCHEDULE FOR THE COSTA MESA SANITARY DISTRICT
Active task work
Draft and Final Reports
Meeting or Presentation with District Staff (estimated, to be scheduled as needed)
Public Workshops/Board Presentation (to be scheduled as needed)
Proposal for Costa Mesa Sanitary District NBS 1 22
6 1 COST PROPOSAL
Our professional fees are based on our understanding of District's needs and the effort we believe is
necessary to complete the scope of services described in our proposal. Work will be performed on a time
and materials basis, at the hourly labor rates show in the budget table below, with a not -to -exceed fee of
$97,245.
Ho�rfyaate
101F.
nso Sus $s5 Suo $23a #zsu .
Solid Waste Rate Stud
Task 1-Kick-off Meeting& Data Collection -�
2.0
6.0
2.0
16.0
26.0
$ 4,600
Task 2 Financial Plan
2.0
8.0
4.0
20.0
34.0
$ 6,000
Task Cost -of -Service Analysis (COSA) _
6.0
16.0
4.0
30.0
56.0
$ 10,300
Task 4-Rate Design Analysis
4.0
_
16.0
4.0
24.0
48.0
$ 8,900
Task 5 -Prepare Rate Study Report
4.0
10.0
2.0
12.0
8.0
36.0
$ 6,440
Task 6 -Meetings and Presentations
6.1- Meetings with Agency Staff
2.0
10.0
8.0
20.0
$ 3,950
6.2-Public Workshops/Presentations (3)
2.0
24.0
12.0-
38.0
$ 7,700
Task 7-Notice of Public Hearing Mailing z
2.0
6.0
4.0
6.0
_
18.0
$ 3,330
Travel Costs for 3 Three In -Person Meetings notto exceed 3
Fee Stud
$ 3,000
Tasks - Project Commencement and Data Collection
1.0
1.0
2.0
$ 425
Task 2 -Fee Structure Review
4.0
8.0
4.0
16.0
$ 2,900
Task 3-Facilitated Data Collection
8.0
12.0
4.0
24.0
$ 4,200
Task 4-Cost of Service Analysis
6.0
6.0
2.0
14.0
$ 2,450
Task 5-Draft Review and Revision
6.0
8.0
4.0
18.0
$ 3,250
Task 6-Fee Comparison
2.0
12.0
1.0
15.0
$ 2,400
Task 7-Recommended Pricing Review
4.0
6.0
2.0
12.0
$ 2,100
Task 8 -Connection Fee Analysis
12.0
30.0
6.0
48.0
$ 9,450
Task9-Final Report
8.0
8.0
4.0
20.0
$ 3,600
Task 30 - Meetings and Presentations
10.1- Meetings with Agency Staff
8.0
8.0
$ 2,000
10.2-Public Workshops/Presentations (3)
16.0
6.0
4.0
8.0
34.0
$ 7,250
Travel Costs for 3 Three In -Persons Meeting not to exceed 3
s[oil s
$ 3,000
1. Iftime is required for municipal advisorservices (Sara Mares), seniorreview hours would be utilized.
2. Mailing expenses excluded. NBS passes through mailing expense atcostwithout markup. Costwill depend on design choices and length of notice.
3. Travel -related cost and direct reimbursable expenses;all otherexpenses are included in Iaborrates.This will be zero ifall meetings are attended virtually.
Additional services requested, such as additional public meetings or additional rate or fee alternatives, can
be provided based on the hourly labor rates included in the table above. All tasks would be mutually agreed
upon by NBS and the District prior to proceeding.
Proposal for Costa Mesa Sanitary District NBS 1 23
APPENDIX
This appendix contains full resumes for our proposed project team.
Proposal for Costa Mesa Sanitary District NBS 1 24
EDUCATION BIOGRAPHY
Master of Science, Environmental
Jeremy Tamargo has nearly a decade of professional civil engineering
Engineering, Syracuse University
experience in both the public and private sectors. *He is a licensed
Bachelor of Science, Civil
professional engineer in the State of Oregon and has an application in
Engineering, University of Notre
Dame
technical review with the California Board for Professional Engineers,
Certificate, Advanced Study in
Land Surveyors, and Geologists for comity licensure in the State of
Sustainable Enterprise, Syracuse
California.
University
Jeremy's recent experience as an Assistant City Engineer and Principal
PROFESSIONAL
AFFILIATION
Engineer included the following activities:
American Society of Civil
Supervising, planning, designing, and inspecting all phases of civil
Engineers
engineering public works construction projects
HIGHLIGHTS
Defining the scope of the project; securing adequate funding
Experience in both public and
from Federal and State grant programs and other funding sources
private sectors
Coordinating with permitting and public utility agencies
Civil engineering design
Surveying and engineering analysis of alternatives
Utility master planning
Preparing plans, specifications, and cost estimates
Development review
Coordinating construction schedules with other projects and
Mapping and analysis in ArcGIS
agencies
AutoCAD
Preparing and reviewing cost estimates and inspecting
construction of projects to ensure compliance with construction
documents
Reviewing compliance criteria for the design and construction of
streets, sidewalks, and public utilities
RELEVANT PROJECT EXPERIENCE
City of Redding — Water, Sewer, and Solid Waste Rate Studies: Prepared a cost -
of -service study for water, sewer, and solid waste rates. Rate design for utilities
included addressing policies objectives and analyzing structure alternatives.
El Dorado Irrigation District, Placerville — Water, Sewer, and Recycled Water
Cost -of -Service and Rate Design Study: Worked with the district board and a
dedicated committee to review/recommend policy changes; alternative rate
designs; and recommended water, sewer, and recycled water rates.
City of Victorville —Sewer and Solid Waste Rate Studies: Prepared a cost -of -
service study of sewer and solid waste utility rates. Sewer and solid waste studies
analyzed alternative rate structures as well as alternative recommended reserve
targets for consideration by City staff.
Sweetwater Authority— Water Rate Study: Prepared a cost -of -service study of
water utility rates. Water rate study included numerous rate alternatives for
residential tiered rates based on source of supply as well as a "phase -in"
approach to adjusting the allocation of fixed vs. variable charges over the course
of the rate implementation period.
Proposal for Costa Mesa Sanitary District NBS 1 25
EDUCATION HIGHLIGHTS
Master of Science,
After retiring from Jacobs Engineering as a senior vice-president,
Agricultural Economics,
Allan Highstreet has since joined NBS as a
technical consultant with
UC Davis
the highest level of expertise in water -related financial analyses.
Bachelor of Science,
Agricultural Business
Allan is a senior economist with 43 years of experience in financial
Management,
planning for water, wastewater, and stormwater utilities, including
California State University,
rate studies, project funding, and cost allocations.
He has performed
San Luis Obispo
economic assessments, cost analyses, finance
plans, and rate
AFFILIATIONS
studies, including preparing loan applications and related documents
Project Management
for many municipal clients.
Professional (2002,
RELEVANT PROJECT EXPERIENCE
No. 52367)
American Water Works
Rowland Water District — Water and
Merced Irrigation District, Merced,
Association (AWWA),
Recycled Water Rate Study. Update water
CA — Water Cost of Service Study:
Member
and recycled water rates. Proposed a minor
Prepared a cost -of -service study that
increase in order to fund maintenance of
estimated user charges and fees for
PROJECTS I CONT.
the water system. Update the cost -based
drought
the water deliveries within the
rates and rates to coincide with the
District. Also prepared the
City of Tracy, Tracy, CA — Sewer
District's Water Shortage Contingency.
Proposition 218 material for the
Rate Studies: Has prepared sewer
Objectives for the recycled water system:
vote to enact the rates.
rate updates for the City of Tracy
develop a method for allocating costs in the
since 1979.Originally done to
District's budget to the potable and recycled
Byron Bethany Irrigation District,
satisfy SRF requirements, more
water systems, establish a financial plan to
Byron, CA — Water Cost of Service
recent updates focused on cost of
have recycled water customers bear a
Study: Prepared a cost -of -service
service studies.
greater percentage of their costs.
study that estimated user charges
Project Economist, Groundwater Recovery
for the water deliveries within the
Senior Consultant, San Mateo
Enhancement and Treatment Program,
District. Also prepared the
Clean Water Program, San Mateo,
City of Oxnard, CA. Prepared a Title 16
Proposition 218 material for the
CA. Overseeing the preparation of
feasibility study to obtain a $20 million
vote to enact the rates.
the State Revolving Fund loan
grant from U.S. Bureau of Reclamation.
for the $800M Clean
This project comprised of a recycled water
Westlandsapplications Water District, CA —
Water Program. These efforts
treatment, conveyance, and injection.
Evaluating
Evaluating Land Based
include developing a financial
Tasks included providing recycled water for
Assessments: Led an evaluation of
model to evaluate funding
groundwater injection and irrigation that
possible land based assessments in
scenarios and preparing the
would enable the City to build
the District, then prepared an
application packages.
groundwater credits through injection and
Engineers Report to implement a
Project Economist, Wastewater
obtain groundwater allocations from
benefit assessment for the District.
Master Plan Laguna Count
g y
agricultural users who would use recycled
Oakdale Irrigation District, Oakdale,
Sanitation District, Santa Barbara,
.
water in lieu of groundwater. Allocations
and credits could then be used to make up
CA — Water Rate Study: Prepared a
CA. Prepared a financial model
the City's water supply deficit.
cost-of-service study that estimated
that estimated user charges and
user charges for the water deliveries
demand fees for various capital
Project Economist, Finance Planning
within the District. This study moved
improvement scenarios. The
Framework, California Water Plan,
the District from a flat rate to tiered
model's financial dashboard could
California Department of Water
volumetric rates to comply with the
vary in growth, timing of projects,
Resources, CA. Assisting in preparing the
Water Conservation Act of 2009 (SBx
escalation rates, financing terms,
Finance Planning Framework for the 2013
and rate structure alternatives to
and 2018 California Water Plan. The effort
7-7). Also prepared the Proposition
develop the appropriate master
includes describing the current financial
218 material for the vote to enact
plan for the District.
setting, developing approaches to
rates.
prioritizing investments, and developing a
menu of available financing strategies.
Proposal for Costa Mesa Sanitary District NBS 126
EDUCATION BIOGRAPHY
Bachelor of Arts, University of
California San Diego, La Jolla
HIGHLIGHTS
Two decades of financial,
accounting and risk management
experience
Extensive experience in financial
reporting, risk management
analysis, budget management
and development of accounting
policies and procedures
In-depth experience as a finance
manager, consultant and
controller in private industry
Supports project teams
completing public utility rate and
fee studies in performing large-
scale data analysis, financial
modeling and rate analysis
"Thanks Alice, we
certainly appreciate
your patience,
persistence,
thoroughness, and
ability to adapt on
the fly! ! believe our
final product and
recommended
actions turned out
very well."
Alice Bou is a Consultant in our Utility Rate and Fee group. She is an
accomplished finance professional with proven success in the
oversight of management accounting and business analysis. Alice
has two decades of experience working in accounting and financial
management, performing data analysis, variance analysis,
budgeting and forecasting, financial modeling, and managerial
reporting. She has also developed detailed procedures and systems
documentation with a focus on productivity, data integrity and
functionality to promote transparency of all finance and accounting
functions across all departments of the entire organization. Alice's
diverse experience is essential to the work performed by NBS.
As a member of the NBS team, Alice assists in the preparation of
financial plans, cost of service, rate, and fee design analysis for our
public utility clients. She reviews financial statements, budgets,
capital improvement plans, operational data, and customer billing
information for use in public utility rate and fee studies. Alice adds
value to our team with her exceptional strategic financial planning
and analytical skills.
RELEVANT PROJECT EXPERIENCE
City of Sausalito — Sewer Rate
Study: Developed a
comprehensive financial plan to
address the City's increasing
operating and maintenance costs
as well as the need to finance $8.6
million in planned capital
improvements over the 5-year rate
period. Due to the deteriorating
condition of the City's sewer
system, the overall goal was to
identify equitable sewer charges
that addressed sewer upgrades
and services and develop rates
that balanced the use of
outstanding bond proceeds, cash
reserves, and additional revenue
generated from rate increases.
City of Davis — Sewer Rate and
System Capacity Fee Study:
Established sewer capacity fees for
the City that reflect the cost of
sewer system infrastructure that is
available to serve new
development. Manyfactors were
considered in the study, including
the allocation of the $268 million
in existing system assets, the cost
of planned capital improvements,
and adjustments for outstanding
debt and cash reserves. The
assigned EDU's per residential
type of use were calculated based
on the City's most recent sewer
rate study and average winter
water use.
Proposal for Costa Mesa Sanitary District NBS 1 27
EDUCATION
Bachelor of Science, Business
Administration - Management,
California State University, San
Marcos
HIGHLIGHTS
Four years of public budget
development and administration,
professional -level research,
project management, and
financial analysis
More than 12 years of
compliance management
AFFILIATIONS / AWARDS
California Parks and Recreation
Society (CPRS) - District 12 "Parks
Make Life Better Spotlight —
Event" Award Recipient, 2022
BIOGRAPHY
Role and Responsibilities: Evan will perform large-scale data
analysis and validation, design and implement cost allocation and
rate models, and prepare technical outcomes, as needed on this
project. He will support facilitating data collection and reminders to
staff to keep efforts moving along the agreed upon timeline for the
completion of each task.
Work Experience: Evan is a Project Analyst with NBS. He brings more
than a decade of compliance management experience to our project
team, as well as public budget development and administration,
research, project management and financial analysis experience. He
has extensive skills in analytical software, databases, and
spreadsheets. Evan has a Bachelor of Science, Business
Administration — Management from California State University, San
Marcos.
RELEVANT PROJECT EXPERIENCE
Evan has consulted and served on many projects, including the
following:
City of Rio Vista — Water, Sewer,
San Jacinto — Cost Estimation
and Storm Water Rate Studies:
Tool: Provided in-depth research
Completed comprehensive
and analysis on capital assets and
financial plans, cost of service
improvements, interpreted, and
analyses, and rate designs.
organized data, and assigned and
evaluated costs.
Sweetwater Authority — Financial
Plan: Performed detailed analysis
of client operations and
maintenance budgets, capital
improvement and debt
forecasting, and determination of
rate revenue requirements.
GEMT Supplemental
Reimbursement Program — FY18-
23: Conducted detailed cost
allocation, indirect cost rates, large
database management, and time
on task estimates. Submitted final
cost reports to the State of
California for review and approval
with 100% approval rate.
City of Fairfield — Lighting,
Landscape, and Maintenance
Districts ("LLMD"): Administered
a LLMD spanning nine districts to
finance ongoing landscape,
lighting, and maintenance.
Established databases of over
6,800 parcels used to track
County use codes, conduct
general benefit analyses, and
utilize APN data to calculate the
annual special tax levy per the
CFDs rate and method of
apportionment.
Proposal for Costa Mesa Sanitary District NBS 1 28
EDUCATION HIGHLIGHTS
Bachelor of Science, Business
Nicole Kissam is Director of Financial Consulting for NBS. She has
Administration, California
Polytechnic State University, San
more than 20 years of experience in public sector consulting, city
Luis Obispo
government, marketing, and public relations. Nicole specializes in
AFFILIATIONS
cost recovery and revenue policy for California local governments.
California Society of Municipal
She routinely manages projects and provides senior level technical
Finance Officers (CSMFO)
analysis on impact fee studies, user/regulatory fee analyses, cost
Growth and Infrastructure
allocation plans, and financial plans. She has completed over 100
Consortium (GIC)
consulting engagements for a range of cities, counties, and special
SPEAKING / MEDIA
districts, including those with less than 10,000 population up to the
(LAST 5 YEARS)
largest in the State such as Los Angeles, Sacramento, and San Jose.
"Cost Allocation Plans (CAP) Best
Her background also includes performance of various management
Practices; A Discussion of CAP
audits that improved operational efficiency of development services,
Basics, Timelines, Case Studies,
and in -House vs. vendor-
parks and recreation, and utility departments. Nicole is regularly
supported Approaches"-
invited to speak on the topics of cost recovery, fee program
California State Association of
County Auditors (SACA)
development, and fiscal sustainability for various prominent
Conference, 2021
professional organizations in California.
"A Revenue Cornucopia: One
RELEVANT PROJECT EXPERIENCE
Special District's Approach to
Raising Revenue"- California
Special Districts Association
Bellflower -Somerset Municipal Water Company, Fee Study
(CSDA), Exhibitor Series, 2020
Carlsbad, Citywide Cost Allocation Plan User Fee Study
"Tools for Fiscal Sustainability" -
CSMFO Desert Chapter, 2020
Contra Costa County, Studies of Environmental Health,
"Fees, Fees, and MORE FEES!?"-
Development Services and Public Works Fees
California Association of
Culver City, Citywide Cost Allocation Plan and Fee Study
Recreation and Park Districts,
Annual Conference, 2019
East Contra Costa County Fire Protection District, Fire
"Building Department Fees... you
Prevention Fee Program Analysis and Development Impact Fee
need a plan" - California Building
Analysis
Officials (CALBO) Annual Business
Meeting, 2018
East Palo Alto, Cost Allocation Plan and Comprehensive Fee and
Rate Study
Fresno, Planning, Building, and Code Enforcement Fee Studies
""Thanks again for
Indio, Citywide User Fee Study and Development Impact Fee
another successful fee
Study
study. Always a pleasure
Los Angeles, User Fee Analysis for the Department of City
working with you and
Planning; Home Sharing Ordinance Regulatory Fee, Planning
your team.
Department Fee Analysis
San Mateo Consolidated Fire Department, Prevention Fee Study
Sacramento Metropolitan Fire District, Fire Prevention Fee
Analysis and Capital Facilities Fee Analysis
Proposal for Costa Mesa Sanitary District
NBS 1 29
EDUCATION BIOGRAPHY
Bachelor of Fine Arts and
Lauren Guido offers more than a decade of finance experience in
Multimedia, Woodbury
University, Burbank
accounting, budget planning and systems analysis. She performs
various financial analyses, data management, and customer data
HIGHLIGHTS
analyses for Overhead Cost Allocation Plans and User Fee Studies.
Experienced Consultant
Lauren's diverse knowledge of accounting, budgeting, and resource
supporting cost allocation, user
and regulatory fee studies
management is essential to the work performed by NBS.
Extensive experience in budget RELEVANT PROJECT EXPERIENCE
management and financial Lauren has consulted and served on many projects, including the
reporting
Extensive experience working following representative and recent project samples:
with analytical software, City of Alameda, Building, Planning, Public Works, and Fire Fee
databases, and spreadsheets Study
City of Colton Fire Department, Fee Study
City of Cotati, Citywide User Fee Study
`Lauren Was terrific in
Contra Costa County, Environmental Health Fee Study
helping to deliver this
East Contra Costa Fire Protection District, Fire Prevention
project for us. She
Regulatory Fee Study and Fire Facilities Development Impact Fee
took the time to dive
study
into the more
City of Indio, Citywide Fee Study Update and Development
Impact Fee Study
technical and detailed
City of Los Angeles, Department of City Planning Fee Study
aspects of a very
City of Los Angeles, Department of City Planning, Home Sharing
unique subject
Ordinance Fee Study
area, kept the project
Rancho Cucamonga Fire Protection District, Regulatory Fee
moving, and Was in
Analysis
constant
San Diego Unified School District, Theater Rental Rate Study
communication With
San Francisco Department of Public Works, Indirect Cost Rate
us as the client.
Development and User Fee Analysis
Would love to Work
San Mateo Consolidated Fire Department, Prevention Fee Study
With her again on any
Sacramento Metropolitan Fire District, Fire Prevention Fee
project."
Analysis and Capital Facilities Fee Analysis
City of San Ramon, Planning Fee Study
City of Tracy, Citywide User Fee Study and Internal Service Fund
Rates Analysis
City of Yorba Linda, Citywide Fee Study
Proposal for Costa Mesa Sanitary District NBS 1 30