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HomeMy WebLinkAboutNBS Government Finance Group 09.03.2026AGREEMENT 0L THIS AGREEMENT is made and entered into on the 5 day of September 2026 by and between the TOWN OF LOS ALTOS HILLS (hereinafter referred to as "TOWN") and NBS Government Finance Group dba NBS (hereinafter referred to as "CONTRACTOR"). In consideration of their mutual covenants, the parties hereto agree as follows: 1. CONTRACTOR. Shall provide or furnish the following specified services and/or materials: Conduct Sanitary Sewer Capacity Fee Study for the Town of Los Altos Hills with the scope of work as outlined in the NBS Proposal dated June 16, 2026. 2. EXHIBITS. The following attached exhibits are hereby incorporated into and made a part of this Agreement: 3. TERMS. The services and/or materials furnished under this Agreement shall commence September 15, 2026, and shall be completed by March 15, 2027, unless terminated pursuant to Section 5(f). b. Town shall not reimburse for any of CONTRACTOR's costs or expenses to deliver any services/goods. Town shall not be responsible for any interest or late charges on any payments from Town to CONTRACTOR. c. CONTRACTOR is responsible for monitoring its own forces/employees/agents/ subcontractors to ensure delivery of goods/services within the terms of this Agreement. TOWN will not accept or compensate CONTRACTOR for incomplete goods/services. Town of Los Altos Hills Page 1 of 4 Short form Updated 4/26/22 5. GENERAL TERMS AND CONDITIONS. a. HOLD HARMLESS. CONTRACTOR agrees to indemnify, defend and hold harmless the TOWN, its officers, agents and employees from any and all demands, claims or liability of personal injury (including death) and property damage of any nature, caused by or arising out of the performance of CONTRACTOR under this Agreement. With regard to CONTRACTOR'S work product, CONTRACTOR agrees to indemnify, defend and hold harmless the TOWN, its officers, agents and employees from any and all demands, claims or liability of any nature to the extent caused by the negligent performance of CONTRACTOR under this Agreement. b. INSURANCE. CONTRACTOR shall file with the TOWN a certificate of insurance before commencing any services under this Agreement as follows: 4,10 iZllii;• Ii 1�1�11ill• 11 Iiiiii � 1111 11 Iffm ii. COMMERCIAL GENERAL LIABILITY AND PROPERTY DAMAGE INSURANCE: General Liability and Property Damage Combined. $2,000,000.00 per occurrence including comprehensive form, personal injury, broad form personal damage, contractual and premises/operation, all on an occurrence basis. If an aggregate limit exists, it shall apply separately or be no less than two (2) times the occurrence limit. ` I I 1L 1 0:LMEI� � I ili OTMJ• 9 � 0 v. NOTICE OF CANCELLATION: The City requires 30 days written notice of cancellation. Additionally, the notice statement on the certificate should not include the wording "endeavor to" orfailure to mail such notice shall impose no obligation or liability of any kind upon the company, its agents or representatives.1) vi. CERTIFICATE OF INSURANCE: Prior to commencement of services, evidence of insurance coverage must be shown by a properly executed certificate of insurance and it shall name "The Town of Los Altos Hills, its elective and appointed officers, employees, and volunteers" as additional insureds. vii. To prevent delay and ensure compliance with this Agreement, the insurance certificates and endorsements must be submitted to: Town of Los Altos Hills Page 2 of 4 Short form Updated 4/26/22 Town of Los Altos Hills 26379 Fremont Road Los Altos Hills, CA 94022 c. NON-DISCRIMINATION. No discrimination shall be made in the employment of persons under this Agreement because of the race, color, national origin, age, ancestry, religion or sex of such person. d. INTEREST OF CONTRACTOR. It is understood and agreed that this Agreement is not a contract of employment and does not create an employer-employee relationship between the TOWN and CONTRACTOR. At all times CONTRACTOR shall be an independent contractor and CONTRACTOR is not authorized to bind the TOWN to any contracts or other obligations without the express written consent of the TOWN. In executing this Agreement, CONTRACTOR certifies that no one who has or will have any financial interest under this Agreement is an officer or employee of TOWN. e. CHANGES. This Agreement shall not be assigned or transferred without advanc written consent of the TOWN. No changes or variations of any kind are authorize without the written consent of the City Manager. This Agreement may only bl, amended by a written instrument signed by both parties. 'i f. TERMINATION. This Agreement may be terminated by TOWN upon seven (7) days written notice to CONTRACTOR. Monies • for work satisfactorily completed shall be paid -to CONTRACTOR within 14 days of termination. g. RECORDS. All reports, data, maps, models, charts, studies, surveys, calculations, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that are prepared or obtained pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the TOWN. CONTRACTOR hereby agrees to deliver those documents to the TOWN at any time upon demand of the TOWN. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the TOWN and are not necessarily suitable for any future or other use. Failure by CONTRACTOR to deliver these documents to the TOWN within a reasonable time period or as specified by the TOWN shall be a material breach of this Agreement. TOWN and CONTRACTOR agree that until final approval by TOWN, all data, plans, specifications, reports and other documents are preliminary drafts not kept by the TOWN in the ordinary course of business and will not be disclosed to third parties without prior written consent of both parties. All work products submitted to the TOWN pursuant to this Agreement shall be deemed a "work for hire." Upon submission of any work for hire pursuant to this Agreement, and acceptance by the TOWN as complete, non- exclusive title to copyright of said work for hire shall transfer to the TOWN. The compensation recited in Section 4 shall be deemed to be sufficient consideration Town of Los Altos Hills Page 3 of 4 Short form Updated 4/26/22 for said transfer of copyright. CONTRACTOR retains the right to use any project records, documents and materials for marketing of their professional services. h. CONTRACT ADMINISTRATION. The TOWN hereby designates the Public Works Director and the City Manager as Contract Administrator for this agreement. The CONTRACTOR shall only take direction regarding the services provided under this Agreement from the Contract Administrator. Furthermore, CONTRACTOR agrees that the Contract Administrator shall be included any meeting, teleconference or written communication between any Town representative including Committee members and the CONTRACTOR. The TOWN may modify the Contract Administrator at any time upon providing written notice to the CONTRACTOR. ENTIRE AGREEMENT. This Agreement represents the entire agreement between the Parties. Any ambiguities or disputed terms between this Agreement and any attached Exhibits shall be interpreted according to the language in this Agreement and not the Exhibits. 6. INVOICING. Send all invoices to the contract coordinator at the address below. This Agreement shall become effective upon its approval and execution by TOWN. In witness whereof, the parties have executed this Agreement the day and year first written above. CONTRACT COORDINATOR and representative for TOWN: CONTRACTOR: WooJae Kim Public Works Director Town of Los Altos Hills 26379 Fremont Road Los Altos Hills, CA 94022 Town of Los Altos Hills Short form Updated 4/26/22 By: 9/2/26 Signature Date Sara Mares, Vice President Print name, Title TOWN OF LOS ALTOS HILLS: By: Cody Ein alt Date City Manager Page 4 of 4 o N 0�1 32605 Temecula Parkway, Suite 316 Temecula, CA 92592 Toll free: 800.676.7516 www.nbsgov.com June 16, 2026 WooJae Kim Director of Public Works/City Engineer Town of Los Altos Hills 26379 Fremont Road Los Altos Hills, CA 94022 RE: Proposal for a Sewer Capacity Fee Study Dear WooJae: Thank you for the opportunity to support the Town of Los Altos Hills with an updated Sewer Capacity Fee Study. Our respective organizations' long-standing partnership, now spanning more than two decades, provides a strong foundation for this effort. We understand the Town's priorities, its infrastructure, and the importance of clear, defensible fee structures. The Town's goal is straightforward: to ensure that sewer capacity fees remain fair, transparent, and aligned with current conditions. NBS serves as a steady guide in that process. We bring continuity in approach, familiarity with your system, and a commitment to clear communication so decisions can be made with confidence. Our team will build on prior work, apply current best practices, and deliver a study that is both technically sound and easy to communicate to stakeholders. Throughout the process, we will remain focused on collaboration, providing calm and consistent support at each step. We value the trust the Town has placed in us over the years and look forward to continuing that partnership with this study. Please feel free to reach out to me at any time with questions about our proposal or to move forward with a professional services agreement. I can be reached at 800.676.7516 or via email at nkissam@nbsgov.com. We would genuinely like to work on this project and help the Town move forward successfully. Sincerely, Nicole Kissam Director celebrating thirty years of helping communities fund tomorrow SCOPE OF SERVICES The Town's capacity fees for the sewer utility will be updated in this 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 Capacity Fee Calculations In their simplest form, capacity 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 capacity 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 Capacity Fee Analysis: TASK 1: 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 replacement -cost -less depreciation approach to estimate the value of the Town'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 Town use this index or a similar index such as the Engineering News Record Construction Cost Inflation Index to project inflation for capacity 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 dwelling units (EDUs), which represents the flows and loads of a typical single family residential unit. This calculation determines the maximum cost the Town can charge for a new connection. TASK 2: CALCULATE AND RECOMMEND NEW CAPACITY 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 EDUs, as determined by the system capacity available to serve new customers. The capacity fee analysis will establish fees for each property type connecting to the system: single-family residences (on a per EDU basis), multi -family residences (on a per EDU or per fixture unit basis), and new Accessory Dwelling Units (ADUs) (on a per fixture unit basis NBS Page 2 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 EDUs 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 EDUs of remaining capacity in the system, but realistic growth is only 3,000 EDUs, then the smaller number would be used to calculate the capacity charge. Based on this analysis, NBS will review the new capacity fees with Town staff and recommend the alternative that best meets its needs. TASK 3. REGIONAL RATE AND CAPACITY CHARGE COMPARISON NBS will compare current and proposed capacity fees to five (5) neighboring communities compare the Town's charges to other nearby sewer service providers. The results of this comparison will be presented in the study report and in public presentations. TASK 4: PREPARE STUDY REPORT The primary work project for this task is a capacity fee analysis report for the sewer utility prepared for Town staff which includes outlining the background, analysis, and recommendations. Key assumptions, methodologies, and factors affecting the development of proposed fees will be highlighted with charts and graphs. TASK 5: MEETINGS AND PRESENTATIONS NBS will meet with Town staff to review study results and recommendations throughout the project. We will also support the Town in public meetings considering the new capacity charges. The following meetings and presentations are anticipated for this study: 1. Meetings with Town Staff— NBS proposes to hold progress meetings with Town staff via conference call or web meeting format. These meetings will be used to review initial work products and gain input on the direction of the study. We also expect to have regular phone conversations with Town staff to discuss how the study is proceeding and solicit input. 2. Public Workshops Presentations — NBS will provide up to three (3) meetings with the Town's Finance Committee, relevant stakeholder groups, and/or Town Council. In these meetings, NBS will present study results, recommendations, receive input and guidance on the direction of the study and answer questions. We will prepare a PowerPoint presentation for these meetings, which will include visual aids, graphics, charts, etc. PROJECT TEAM The following provides an overview of NBS professional staff that would be assigned to this project. Full- length resumes for the key project team staff are available upon request. NICOLE KISSAM, PROJECT DIRECTOR Role and Responsibilities: Nicole Kissam will provide leadership on this project including serving as the primary point of contact for the Town's staff and directing the work efforts of our project team. Nicole will be fully conversant in all findings and available for public events as needed. She will assist in all aspects of project design and analysis and provide senior -level technical analysis throughout the project. i..7)N BS Page 3 Work Experience: Nicole Kissam is Director of the NBS Financial Consulting Group. She has nearly 25 years of experience as a financial consultant to the public sector and has managed many impact fee studies for both large and small agencies. Nicole has been a financial and management consultant to California's local governments for most of her career, specializing in impact fee analysis, user and regulatory fee analysis, cost allocation and grant related cost recovery, and operational improvement strategies. Prior to her career in public sector consulting, Nicole worked in a City finance department for several years, and also in marketing and public relations firms. Nicole holds a Bachelor of Science in Business Administration from California Polytechnic State University in San Luis Obispo. ALLAN HIGHSTREET, SUBCONSULTANT, SENIOR REVIEW Role and Responsibilities: Allan Highstreet will work closely with NBS and other team members to provide senior technical review on this 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 46 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 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. HUMBERTO CASTRO, SENIOR CONSULTANT Role and Responsibilities: Humberto Castro is available to manage the day-to-day aspects of the project, participating as the lead in efforts with individual departments and areas of study. He will complete key aspects of the project's Task Plan, including but not limited to staff interviews, fee model design and development, data collection and analysis, timeline management, draft reviews, and documentation efforts. Work Experience: Humberto Castro brings more than 15 years of experience in public sector consulting, infrastructure finance, and capital facilities planning. Before joining NBS, Humberto honed his infrastructure finance expertise at two infrastructure planning consulting firms, and as a Senior Campus Planner at UC Berkeley, where he gained a firsthand understanding of how institutions plan and fund large- scale capital investment. He holds a Master of City Planning from UCLA and a Bachelor of Architecture from UC Berkeley. NBS PROJECT ANALYSTS AND CONSULTANTS Roles and Responsibilities: In addition to the team noted above, NBS has additional qualified staff that can assist this project's leadership during times of peak workloads. Under the direction of the project manager, NBS staff are available to participate in the role of Project Analyst or Project Consultant as needed. Work Experience: These staff add municipal finance, accounting, and financial management experience collectively to the project team. All staff at NBS have extensive applied skills in analytical software, databases, and spreadsheets, as well as a minimum of a Bachelor's level degree from an accredited university. 47) N BS Page 4 o RELEVANT WORK EXPERIENCE Cities do not revisit sewer rates and capacity fees lightly. They act when growth strains existing systems, infrastructure must be expanded, or funding approaches need to be rebalanced to remain fair and sustainable. In the examples that follow, agencies faced critical decisions, from addressing capacity limits to integrating systems and modernizing outdated rate structures. Each required careful analysis to ensure equitable cost allocation, adequate revenue, and long-term reliability. NBS guided these efforts with a combination of financial analysis, cost -of -service principles, and practical policy insight, helping communities develop clear, defensible solutions. The following references highlight this work and demonstrate a consistent approach to moving agencies from uncertainty to confident decision-making. SANTA CLARA VALLEY WATER (VALLEY WATER), CA ANALYSIS OF WATER SUPPLY AND FLOOD CONTROL IMPACT FEES v`n­�, Wa#er Project Dates: Current and Ongoing Valley Water is undertaking a significant task in creating new water supply and flood protection impact fees to ensure that new development funds its fair share of these infrastructure costs; this also helps reduce how much Valley Water charges its wholesale customers. The study approach includes evaluating Valley Water's current impact fee policies (and offering adjustments to these policies as needed) and exploring impact fee alternatives that will best meet the Agency's objectives and ultimately lead to their eventual adoption. Contact Information: Project Team: Carmen Naryanan, Financial Planning and Revenue Manager Allan Highstreet 5750 Almaden Expressway, San Jose, CA 95118 P: 408.630.3041 E: CNarayanan@valleywater.org CITY OF SANTA MONICA WATER AND WASTEWATER RATE AND CAPITAL FACILITY FEE STUDIES Project Dates: September 2008 — May 2020, 2022 Additional Capacity Fee Analysis for New Development (Ongoing), Water Sewer and Recycled Water Rate Study (Current) In 2020, NBS completed a comprehensive Water and Wastewater Rate and Capacity Fee Study for the City of Santa Monica. Key objectives addressed in the study included developing long-term financial plans that ensure the City's operating and capital needs are met, along with maintaining adequate reserve funds. The City has adopted Water Self Sufficiency goals, and key capital projects that are needed to meet these goals. We worked with City staff throughout the study to identify funding and develop options to fund the Sustainable Water Infrastructure project that is estimated to cost over $200 million. iNBS Page 5 �a The project will be funded with a combination of outside debt financing, interfund loans, use of existing reserve fund balances, and rate increases. The City also had several rate structure objectives that were addressed in the study such as providing greater revenue stability for the utilities by collecting a greater percentage of revenue from fixed water meter charges and incorporating a modest fixed charge in the wastewater rate structure. Additionally, the tiered volumetric water rates were updated to apply to all customer classes and were designed to reflect the City's various sources of water supply. NBS also conducted a thorough analysis of water usage patterns and updated the wastewater discharge factors to reflect low water usage periods (and estimated wastewater flow). All study recommendations were reviewed in several meetings with the Task Force on the Environment, which was made up of 10-12 residents of the City. In these meetings, we presented study data, outcomes, and recommendations and worked with the Task Force to develop final recommendations to City Council that were agreeable for all parties. Other services provided in the study included preparing the Proposition 218 Notice that was mailed to all property owners and utility customers as notification of potential rate adjustments and updating the City's capital facility fees to reflect infrastructure costs needed to serve new development. Contact Information: Project Team: Sunny Wang, Water Resources Manager Allan Highstreet, Senior Review 1212 5th Street, 3rd Floor, Santa Monica, CA 90401 Nicole Kissam, Project Lead P: 310.458.8230 E: Sunny.Wang@santamonica.gov CITY OF VICTORVILLE vicr� WATER, SEWER AND SOLID WASTE RATE STUDIES, SEWER CAPACITY FEE STUDY, AND STORM DRAINAGE FEE FEASIBILITY STUDY Years as client: Seven (7) years/Last project completed November 2023 4,777 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 replacement projects, updating the water rate structure to one based on industry standards, and developing drought surcharges that can be implemented in drought stages. Pa e 6 NBS g �,}) 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 Contact Information: Project Team: Doug Mathews, Director of Public Works Allan Highstreet 14343 Civic Center Drive, Victorville, CA 92393 P: 760.243.6332 E: dmathews@ci.victorville.ca.us PROJECT TIMELINE This project will require approximately six months to complete. Three to four months will be spent on Tasks 1— 4 in developing the project's final report, followed by a minimum of two months to complete the public review and adoption process of the study's results. PROJECT TIMELINE I TOWN OF LOS ALTOS HILLS N N N N O O O O O N Activity ¢ �n O z Sewer Capacity Fee Study 1 - Develop Asset Values 2 - Calculate and Recommend New Capacity Fees 3 - Regional Rate and Capacity Charge Comparison 4 - Prepare Study Report S - Meetings and Presentations PROFESSIONAL FEES TBD by Agency Our professional fees reflect the effort we believe is necessary to complete the scope of services described. We express this honestly and transparently through our price proposal. NBS applied the following hourly rates to derive the overall not -to -exceed pricing for the requested scope of services. These rates will apply for the duration of our contract: 4�7)NBS Page 7 Senior Review $275 Director $250 Senior Consultant $200 Consultant $175 Colgan Consulting $150 Project Analyst $150 NBS' rates are inclusive of all costs associated with professional time. Travel expenses, if required, will be charged at actual cost, not to exceed the budgeted amount for travel included in the proposed project cost. The following table provides a detailed breakdown of the proposed not to exceed pricing for this project of $26,936. PROJECT COST DETAIL i TOWN OF LOS ALTOS HILLS Task Plan Nicole Kissam Project Director Consultant Labor [Hourej Highstreet Castro Subconsultant Senior Senior Review Consultant Various Consultant/ Project Analyst GrandTatals i Consultant i Consultant i Labor Costs (S) (Hoursj 4'oUrly .Rate 5250 5275 $200 $163 Sewer Capacity 1 - Deveicp Asset Values 6.0 2.0 8.0 0.0 16.0 3,650 2 Calculate and Recommend New Capacity Fees 10.0 6.0 38.0 0.0 34.0 7,75,v 3 - Regional Rate and Capacity Charge Comparison 0.0 2.0 0.0 18,0 20.0 3,484 4 - Prepare Study Report 12.0 4.0 16.0 4.d 36.0 7,952- ,9525 5Meetings and Presentations Tasks 1 -4 included above Council/Public Presentations Remotely Conducted (2) Meetings 1,100 In Person (1) 2,000 Travel Expenses, as needed, NTE 1.000 TOTAL NOT TO EXCEED PROJECT COST 28.0 14.0 42.0 22.0 106.0 S 26,936 'Fcrprciect tcd;etestimatier pLrpeses, the S1E3 rate is the average of Project Aralys: and CcrsaltarchcLrIq rat=_s. PRESENTATIONS / ADDITIONAL SERVICES Should the Town require additional public meetings for implementation purposes, the following rates would apply, per meeting: Remotely conducted meeting via Zoom or other platform: $550 per meeting In person attendance: $2,000 plus travel expenses not to exceed $1,000 Any other additional services authorized but not included in the scope of services will be billed at the hourly rates shown in the table above. N BS Page 8 * x, INVOICING We invoice on a monthly basis, following recorded consultant time on the project, paralleling our completion of the work. At no time will we invoice for charges in excess of the fee to which the Town and NBS mutually agree. Should the Town specifically request additional services beyond those described in this document, we will discuss those requests and associated costs at that later time and only invoice for additional fees upon separate written authorization from the Town. NBS Page 9 APPENDIX I RESUMES This appendix contains full resumes for our proposed project team's key personnel. N BS Page 10 i EDUCATION HIGHLIGHTS Bachelor of Science, Business Nicole Kissam is Director of Financial Consulting for NBS. She has 25 Administration, California years of experience in public sector consulting, city government, Polytechnic State University, San Luis Obispo marketing, and public relations. Nicole specializes in cost recovery and revenue policy for California local governments. She routinely AFFILIATIONS manages projects and provides senior level technical analysis on California Society of Municipal Finance Officers (CSMFO) impact fee studies, user/regulatory fee analyses, cost allocation Growth and Infrastructure plans, and financial plans. She has completed over 100 consulting Consortium (GIC) engagements for a range of cities, counties, and special districts, SPEAKING / MEDIA including those with less than 10,000 population up to the largest in "The Five Step Fiscal Feasibility the State such as Los Angeles, Sacramento, and San Jose. Her Plan" - California Special Districts background also includes performance of various management audits Association (CSDA), Exhibitor that improved operational efficiency of development services, parks Series, 2026 and recreation, and utility departments. Nicole is regularly invited to "the WAVES in Fees, Charges, and Taxes: What is [new] in your speak on the topics of cost recovery, fee program development, and Fiscal Toolbox?"—California fiscal sustainability for various prominent professional organizations Association of Recreation and in California. Parks Districts, Annual Conference, 2025 RELEVANT PROJECT EXPERIENCE "Cost Allocation Plans (CAP) Best Practices; A Discussion of CAP East Contra Costa Fire Protection District (ECCFPD*), Impact Fee Study and Fire Basics, Timelines, Case Studies, Prevention Regulatory Fee Study —Completed a complex analysis of impact and In -House vs. Vendor- fees for the District, requiring the merging of several different legacy fee supported Approaches" - structures from the County and two incorporated cities served by the District. California State Association of The Study required participation with interested developers, has been County Auditors (SACA) successfully adopted in 2020 by the County and one incorporated city, and is Conference, 2021 pending final adoption by the second city's Council in February 2021. NBS also developed a first Regulatory fee program for the District's newly added fire p Revenue Cornucopia: Oneecial prevention division, adopted in 2020. *Note that ECCFPD merged with Contra Sp District's Approach to Costa County Fire Protection District in 2022. Raising Revenue" - California Special Districts Association City of Indio, Citywide Development Impact Fee Study — Fees evaluated (CSDA), Exhibitor Series, 2020 included Park Land and Improvements, Fire Protection Facilities, Police "Tools for Fiscal Sustainability" - Facilities, Public Buildings, Roads and Bridges, Traffic Signals, Storm Drainage CSMFO Desert Chapter, 2020 Improvements. City of La Quinta, Development Impact Fee Study — Fees evaluated included Parks and Recreation, Community and Cultural Centers, Library, Civic Center, *? Maintenance Facilities, Transportation. Adoption process involved working with "Thanks again for local building industry associations. another suCCessf ul fee Other Recent Impact Fee Projects — CA Cities: Albany, Brisbane, Carlsbad, Chowchilla, Covina, Culver City, Eastvale, Grass Valley, Rancho Cucamonga, San study. Always a pleasure Leandro, Victorville, Watsonville. CA Districts: Camrosa Water, Lathrop Manteca working with you and Fire, Groveland Community Services, Moraga Orinda Fire Protection, „ Sacramento Metropolitan Fire, Valley Wide Parks your team. Page 11 NBS EDUCATION HIGHLIGHTS Master of Science, Agricultural Economics, UC Davis Bachelor of Science, Agricultural Business Management, California State University, San Luis Obispo AFFILIATIONS Project Management Professional (2002, No. 52367) American Water Works Association (AWWA), Member PROJECTS I CONT. City of Tracy, Tracy, CA — Sewer Rate Studies: Has prepared sewer rate updates for the City of Tracy since 1979. Originally done to satisfy SRF requirements, more recent updates focused on cost of service studies. Senior Consultant, San Mateo Clean Water Program, San Mateo, CA. Overseeing the preparation of the State Revolving Fund loan applications for the $800M Clean Water Program. These efforts include developing a financial model to evaluate funding scenarios and preparing the application packages. Project Economist, Wastewater Master Plan, Laguna County Sanitation District, Santa Barbara, CA. Prepared a financial model that estimated user charges and demand fees for various capital improvement scenarios. The model's financial dashboard could vary in growth, timing of projects, escalation rates, financing terms, and rate structure alternatives to develop the appropriate master plan for the District. After retiring from Jacobs Engineering as a senior vice-president, Allan Highstreet works closely with NBS as a technical consultant with the highest level of expertise in water -related financial analyses. Allan is a senior economist with 46 years of experience in financial planning for water, wastewater, and stormwater utilities, including rate studies, project funding, and cost allocations. He has performed economic assessments, cost analyses, finance plans, and rate studies, including preparing loan applications and related documents for many municipal clients. RELEVANT PROJECT EXPERIENCE Rowland Water District — Water and Recycled Water Rate Study. Update water and recycled water rates. Proposed a minor increase in order to fund maintenance of the water system. Update the cost -based rates and drought rates to coincide with the District's Water Shortage Contingency. Objectives for the recycled water system: develop a method for allocating costs in the District's budget to the potable and recycled water systems, establish a financial plan to have recycled water customers bear a greater percentage of their costs. Project Economist, Groundwater Recovery Enhancement and Treatment Program, City of Oxnard, CA. Prepared a Title 16 feasibility study to obtain a $20 million grant from U.S. Bureau of Reclamation. This project comprised of a recycled water treatment, conveyance, and injection. Tasks included providing recycled water for groundwater injection and irrigation that would enable the City to build groundwater credits through injection and obtain groundwater allocations from agricultural users who would use recycled water in lieu of groundwater. Allocations and credits could then be used to make up the City's water supply deficit. Project Economist, Finance Planning Framework, California Water Plan, California Department of Water Resources, CA. Assisting in preparing the Finance Planning Framework for the 2013 and 2018 California Water Plan. The effort includes describing the current financial setting, developing approaches to prioritizing investments, and developing a menu of available financing strategies. Merced Irrigation District, Merced, CA— Water Cost of Service Study: Prepared a cost -of -service study that estimated user charges and fees for the water deliveries within the District. Also prepared the Proposition 218 material for the vote to enact the rates. Byron Bethany Irrigation District, Byron, CA — Water Cost of Service Study: Prepared a cost -of -service study that estimated user charges for the water deliveries within the District. Also prepared the Proposition 218 material for the vote to enact the rates. Westlands Water District, CA — Evaluating Land Based Assessments: Led an evaluation of possible land based assessments in the District, then prepared an Engineers Report to implement a benefit assessment for the District. Oakdale Irrigation District, Oakdale, CA— Water Rate Study: Prepared a cost -of -service study that estimated user charges for the water deliveries within the District. This study moved the District from a flat rate to tiered volumetric rates to comply with the Water Conservation Act of 2009 (SBx 7-7). Also prepared the Proposition 218 material for the vote to enact rates. 4Z)NBS Page 12 EDUCATION HIGHLIGHTS Master of City Planning, University of California, Los Angeles Bachelor of Arts, Architecture, University of California, Berkeley AFFILIATIONS American Planning Association (APA) SPEAKING / MEDIA "University of California, Berkeley Accessible Paths and Places Master Plan" — Society for College and University Planning (SCUP) Annual Conference, 2025 Humberto Castro is a Senior Consultant in the impact fee practice area at NBS, bringing over 15 years of experience in public sector consulting, infrastructure finance, and capital facilities planning. He has worked with public agencies across California and beyond, including transit authorities, regional utilities, city governments, and research universities, providing quantitative analysis to support capital investment decisions and infrastructure financing strategies. Prior to joining NBS, Humberto built his infrastructure finance practice across roles in two infrastructure consulting firms, and as a Senior Campus Planner at UC Berkeley. He holds a Master of City Planning from UCLA and a Bachelor of Architecture from UC Berkeley. RELEVANT PROJECT EXPERIENCE City and County of San Francisco, Citywide Nexus Analysis (Hatch Associates) — Project manager for the nexus analysis supporting San Francisco's development impact fee program. Directed level of service analysis and capital cost calculations; fee schedule derived from LOS factors. San Francisco Public Utilities Commission, Capital Planning Tool (AECOM) — Developed financial model assessing rate impacts of SFPUC infrastructure investments. Analyzed differential effects of capital project costs across income brackets to support agency -wide affordability and equity policy development. UC Berkeley, Resilient Water Plan (UC Berkeley) — Developed financial model for a stormwater credit system, including project pipeline analysis and capital cost modeling for a new stormwater treatment facility. SFMTA Potrero Yard Joint Development, San Francisco (Hatch Associates) — Led financial feasibility analysis for mixed-use development above a new public transit maintenance facility. City of South San Francisco, Resilient South San Francisco (Hatch Associates) — Evaluated financing and implementation strategies for sea level rise mitigation infrastructure, including value capture, district - based financing, and public- private partnership structures. Port of New York and New Jersey Master Plan (Hatch Associates) — Developed fiscal trend analysis of PANYNJ revenue streams and land use over 30 years to inform long- term economic development strategy. Staten Island Gondola, New York (Hatch Associates) — Developed cash flow models for station - adjacent sites to evaluate joint development subsidies available for transit capital financing. Calgary Green Line LRT, Calgary, Alberta (Hatch Associates) — Led cost -benefit analysis and business case for a $7 billion light rail extension, including capital cost modeling. N BS Page 13 41%7"4\ 1 IF �- -1 0 ACC>R1:> CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) 9/11/2026 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. 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