Building Construction Oversight Committee — Agenda Packet

MEETING: REGULAR MEETING OF THE BUILDING CONSTRUCTION OVERSIGHT COMMITTEE DATE & TIME: Thursday, June 11, 2026 at 5:45 PM LOCATION: Germantown Village Hall Board Room N112 W17001 Mequon Road Any member of the body and/or citizen may attend the meeting virtually through the WebEx platform, Meeting #: 2551 513 3009 Password: tvMpQE8JH38 which can be accessed by phone at 408-418-9388 or by clicking the link below: https://villageofgermantown.my.webex.com/villageofgermantown.my/j.php?MTID=m1e5740d04b273adc00cd972977e2c00a NOTICE: Citizens not wishing to attend the meeting personally or virtually may submit any public comments by sending an email to comments@germantownwi.gov by 4 p.m. on the day of the meeting so that it can be provided to the members of the body for their consideration. Previously recorded meeting videos can be viewed at https://www.youtube.com/channel/UCOYp0EgELzTCa9X_iCohyhQ AGENDA I. CALL TO ORDER: This meeting has been given public notice in accordance with Section 19.83 and 19.84, Wis. Stats, in such form that will apprise the general public and news media of subject matter that is intended for consideration and action. II. ROLL CALL: III. CITIZEN INPUT: (Please be advised per 19.84(2) that information and comment will be received from the public. It is the policy of this municipality that public input be limited to a four (4) minute period per person with a time extension granted at the discretion of the Chairperson. Be advised that there may be limited discussion of the information received but no action will be taken under public comments.) Comments that may be injurious to village personnel or other individuals will not be allowed. IV. MEETING MINUTES: A. March 23, 2023, Meeting Minutes (ACTION) V. NEW BUSINESS: A. Owners Representation services related to the Police Department building project (ACTION) B. Construction Manager at Risk services related to the Police Facility project (DISCUSSION / ACTION) C. Committee's Process and Procedures for Exercising its Powers and Duties with Respect to Police and Fire Department Construction Projects. (ACTION) VI. ADJOURNMENT: UPON REASONABLE NOTICE, efforts will be made to accommodate the needs of disabled individuals through appropriate aids and services. For Additional information or to request this service please contact the Village Clerk at (262)250-4740 at least 2 days prior to the meeting. Notice is hereby given that a possible quorum of other boards, committees, and/or commissions may attend this meeting to gather information about an item over which they have decision-making responsibility. This may constitute a meeting of these bodies per State ex rel. Badke v Greendale Village Board, even though these bodies will not take formal action at this meeting. Page 1 of 169 BUILDING CONSTRUCTION OVERSIGHT COMMITTEE MEETING MINUTES March 23rd, 2023 Village Hall Board Room CALL: Trustee Baum called the meeting to order at 5:30pm. ROLL CALL: In attendance were Chairman Baum, Trustee Neureuther, Member Nilles and Public Works Director Ratayczak. APPROVAL OF MINUTES: MOTION Neureuther/Nilles approval of the Minutes from January 24th, 2023. Motion Unanimous. NEW BUSINESS A: Review new Salt Storage Building located at New DPW Campus Director Ratayczak distributed building plans and discussed options. Committee Members would like to see colored wall samples; to match DPW building color scheme. MOTION Nilles/Neureuther to recommend approving the building as designed. Motion Unanimous. B: Review new Fueling Station located at New DPW Campus Director Ratayczak distributed building plans and discussed options. Committee Members would like to see a sample of colors for canopy; to match DPW building color scheme. MOTION Neureuther/Nilles to recommend approving the building as designed. Motion Unanimous. C: Review new Residential Yard Waste Facility Building located at New DPW Campus Director Ratayczak distributed building plans and discussed options. Committee Members would like to see colored wall samples; to match DPW building color scheme. MOTION Nilles/Neureuther to recommend approving the building as designed. Motion Unanimous. ADJOURNMENT: Chairman Baum adjourned the meeting at 5:45pm. Page 2 of 169 BUSINESS OF THE BUILDING CONSTRUCTION OVERSIGHT COMMITTEE MEETING DATE: June 11, 2026 PLACEMENT: Action Item ITEM TITLE: Owners Representation services related to the Police Department building project (ACTION) SUBMITTED BY: Patrick Merten, Police Chief SUMMARY EXPLANATION: ATTACHMENT: 1. M-C Group Summary Recommendation 2. MC Group Proposal 3. MC Group Fees_revised STAFF RECOMMENDATION: ACTION BY COMMITTEE: Page 3 of 169 BUSINESS OF BUILDING CONSTRUCTION OVERSIGHT COMMITTEE GERMANTOWN, WI MEETING DATE: June 11, 2026 AGENDA ITEM: Action ITEM TITLE: Contract for Owners Representation for New Police Department SUBMITTED BY: Chief Patrick Merten SUMMARY EXPLANATION: The Village has already initiated the selection of an Architectural/Engineering (A/E) team and intends to utilize a Construction Manager at Risk (CMAR) project delivery method. The Owner’s Representative (OR) will serve as the Village’s primary advocate, ensuring the project remains on schedule, within budget, and aligned with the operational, security, and functional requirements of a modern law enforcement facility. While the final project cost has not yet been determined, preliminary estimates place the total project cost at approximately $34.5 million. The Police Department Working Group issued a Request for Proposals (RFP) to three Owner’s Representative firms and received proposals from all three: M -C Group, Luther Group, and Cadence Consulting. The Working Group reviewed and evaluated each proposal using the following criteria: • Experience with Public Safety / Police Facilities (20 points) • Qualifications of Personnel (30 points) • Approach to CMAR Budget and Schedule Oversight (20 points) • Proposed Fee Structure (10 points) • References from Similar Wisconsin Municipalities (10 points) • Interview (10 points) The Police Department Working Group conducted interviews with two of the three firms. Cadence Consulting was unable to participate in the scheduled interview process and therefore did not receive interview points. The firms interviewed were M -C Group and Luther Group. Following the interviews and final evaluation process, the firms received the following overall scores on a 100-point scale: • M-C Group – 83 out of 100 • Luther Group – 49 out of 100 Based on the results of the proposal review, interviews, references, and overall evaluation process, the Working Group determined that M -C Group is the most qualified firm to serve as the Village’s Owner’s Representative for the new police facility project. M -C Group demonstrated extensive experience with public facility projects, a strong understanding of CMAR project delivery, and a proven ability to provide effective project oversight. In addition, M - C Group has established professional relationships with numerous qualified A/E and CMAR firms throughout the region and is well-positioned to collaborate with FGM Architects and the selected CMAR team throughout the design and construction process. Therefore, the Police Department Working Group recommends that the Village Board authorize staff to enter into an agreement with M-C Group to provide Owner’s Representative services for the new police facility project. Thank you for your consideration of this request. Page 4 of 169 ATTACHMENT: ORDINANCE___ RESOLUTION_____ OTHER__X__ RECOMMENDATION: A positive recommendation for M-C Group to provide Owner’s Representative services for the new Police Facility project and further recommends forwarding this recommendation to the Village Board for final consideration and approval. Page 5 of 169 May 22, 2026 New Police Department Facility Page 6 of 169 Dear Chief Merten, Congratulations on receiving community support to plan and implement a much-needed new Police Department in the Village of Germantown. The new state-of-the-art facility will serve the community for current and future generations to come. MC Group LLC will be honored to play a role in assisting you, your staff and the Village’s' leaders in the planning, design and implementation of this important and exciting project. We will act as an extension of your staff protecting your interests as though they were ours in all aspects of the project. We feel that we have developed a customized fit of owner representative services that do not overlap efforts and responsibilities of other project stakeholders, including the design team and construction manager at risk. The services and the resulting added value that they create are depicted and outlined in this proposal. If you have any questions about any component of our proposal, please contact me; I will enthusiastically address any inquiries you may have. After digesting the contents of our proposal, we hope that you will agree that MC Group LLC is the perfect partner for this important project. Some of our key differentiators include: The Most Experience: MC Group's experience is unmatched. We have been providing focused Owner's Rep services since 1998, serving many notable institutional, educational, corporate and healthcare clients in Southeast Wisconsin. The majority of our work is through repeat clients; testimony to the value that we bring. A Recognized Entity: We are the longest standing Owner’s Representative firm serving Southeast Wisconsin guiding Owners through complex projects to successful conclusions. Having a wide net of respected resources brings more exposure and interest to your project; this translates to high value outcomes. Customized Work Plan: No cookie cutter services proposal from us. We carefully craft the levels of services to the specific needs of the project. We focus on the specific needs and avoid duplicative services provided by other project stakeholders. By focusing our efforts where we drive value we can provide efficient involvement which allows our reduced fee proposal. We Are Facilitators: We believe in Win-Win relationships. We are avid facilitators working in an open, transparent and respectful environment. By listening, reacting and monitoring the needs and inquiries of other project stakeholders including the designers and constructors, we keep information flowing. Answers are the grease that keeps the gears turning. Architects and construction managers respect us for the collaborative environment that we foster. We Are Highly Interested: We're really excited about the opportunity to serve on this project. I’ve called the Germantown area home for the past 36 years, having sent my kids through the Germantown school district, having coached Germantown Rec youth football and basketball and enjoying all that Germantown offers. (Our current favorite is the Relish). We love projects that bring valuable services to the local community, especially the community that we live in. Thank you for the opportunity to present our firm, our values, our people and our proposed work plan for your important project. We believe that we've hit the mark, but if not, please let us know. We are highly interested in serving you in the manner that you envision and are amenable to feedback. We look forward to next steps! Ric Miller Founding Partner - MC Group LLC Village of Germantown N122W17177 Fond du Lac Avenue Germantown, WI 53022 Attn: Chief Patrick Merten, Police Chief, Germantown Police Page 7 of 169 SECTION 1 | Firm Information & 1 Independence SECTION 2 | Project Team 3 SECTION 3 | Experience 7 SECTION 4 | Project Approach 19 SECTION 5 | Compensation 29 SECTION 6 | Insurance 31 WHY MC GROUP? 33 TABLE OF CONTENTS Page 8 of 169 SECTION 1 Firm Information & Independence “Thanks for the ongoing relationship which is anchored by the very successful project to expand our corporate headquarters... Our senior administration appreciates that all of the project success parameters that we established from the onset of the project have been met or exceeded. Through this and subsequent projects, our real estate management team benefits from the expertise your group provides. We plan to continue leaning on MC Services as our company grows and our facilities needs expand.” Randy Stark | Director of Internal Services West Bend Mutual Insurance 1 Page 9 of 169 ABOUT MC GROUP Commitment to Diversity, Equity, Accessibility and Inclusion MC Group, LLC was originally formed as Ric Miller Construction Consulting, LLC (RMCC) in January 1998 as a Wisconsin limited liability company with the vision of providing Owners technical support and expertise in planning and implementing their facilities projects. In 2019, RMCC evolved into MC Group allowing for increased capacity and capabilities to better serve our clients. We now have a highly experienced and accomplished staff of professionals providing Owner’s Representative services on challenging and rewarding projects in many markets. MC Group has managed over $4 billion worth of projects constructed in the past 25+ years by applying a proven approach that focuses on planning, communicating, motivating, and leading. We have had the great privilege to serve many notable clients within Southeastern Wisconsin and beyond. To learn more about our firm, our people, and the clients that we have had the privilege to serve, we encourage you to visit our website at MCGroup-gbs.com MC Group has extensive experience supporting our Client’s diversity, equity, accessibility and inclusion commitments and is comfortable collaborating with and supporting experienced diversity consultants to open doors of opportunity. MC Group understands the value and vision that diversity brings to our communities and projects, and are committed to creating opportunities for both individuals and businesses. Through careful pre-planning and aggressive engagement, we have been able to support some of our Clients, such as Froedtert Health, to exceed their diversity goals by 10%, both in business participation and in “hard hats” providing labor on projects. Additionally, MC Group obtained its own certification as a woman- owned business in 2024. Ric Miller, original sole proprietor, has embraced the growth and development that Jackie Clarke and Angela Brzowski have brought to the partnership, and the ability to serve our Clients most collaboratively. Similarly, MC Group wants to provide others their chance and encourage their growth in our Wisconsin communities. SECTION 1: Firm Information & Independence 2 Page 10 of 169 SECTION 1: Firm Information & Independence 3 Capacity On an annual basis, we are positioned to provide more than $2 million in services to our customers. MC Group’s capacity to serve has incrementally grown over the past five years and is projected to continue that same trajectory of growth in the coming five years. With the Project Team and Approach as outlined in this Proposal, MC Group is well- positioned with capacity to support the Village of Germantown in this exciting project and in future project needs. In addition, prior to submitting on this RFP, we examined our workload and capacity as it specifically correlates to your project scope and schedule. The team proposed has the capacity to fully address this project and act in the Village’s best interests as an Owner’s Representative. Further, the team presented will be dedicated to this project for its duration. MC Group LLC is an independent Owner’s Services Consulting firm with no financial or corporate affiliation with FGM Architects or any other related firms. We value our independence and see it as an asset to the Village of Germantown to have our representation with your growing team of outside experts. Our value comes from helping our clients successfully achieve their project goals, while objectively assessing all situations and providing sound guidance and support. Firm Independence Page 11 of 169 SECTION 2 Project Team “Job well done! Once again, the MC Group has been our valued partner in facilitating a successful project conclusion. You can be assured that you’ve played an instrumental role in the exciting exponential growth that Froedtert Health has experienced over the past 20 years. We look forward to working with you and your staff for the next 20 years as we continue on our journey to bring the most advanced health care environments to our community and beyond.” John A. Balzer, MSEM | VP, Facility Planning & Development (Retired) Froedtert Health 3 Page 12 of 169 RIC MILLER Principal-in-Charge MAURA RIORDAN Senior Project Manager CHIEF PATRICK MERTEN Police Chief, Village of Germantown CONSTRUCTION MANAGER PROJECT TEAM MC Group has a staff of experienced professionals that are ready to serve you. We propose to provide the services relative to your Public Safety Building project with the following team members. This team bring to the Village of Germantown over 50 years of project development experience (design through construction) experience that complements Village’s Police Department team. Ric & Maura are currently wrapping up the very successful new Public Safety Building project in Port Washington and are anxious to leverage their lessons learned on your project. RIC MILLER, Founding Partner As our Founding Partner will serve as the Principal-in-Charge. He will support the team with his extensive project experience and bring his industry relationships to the table to benefit the project. MAURA RIORDAN, Team Lead and Senior Project Manager As Project Team lead and Project Manager, Maura will be your consistent point of contact throughout the project, from Day One to move-in. She will assure clear communication is maintained with all project stakeholders and will hold all parties accountable for their roles and responsibilities. SECTION 2: Project Team RIC MILLER MAURA RIORDAN Overall Team Leadership and Accountability Management Project Meetings and Coordination Client Relationship Contract Negotiations and Modifications Executive Team Engagement Milestone and Phasing Schedule Development and Management Total Project Budget Development Design Meetings and Coordination Monthly Financial Report Review & Meetings (1x/month) Estimate Reviews Project Team Development and Governance Support Specialty Vendor Coordination and Management Pay Application Review Change Management and Cost Issue Reviews Project Progress Reporting Conduct Project Closeout MC GROUP RESOURCE ROLES & RESPONSIBILITIES 4 Page 13 of 169 RIC MILLER PROFILE Sense of accomplishment is at the root of Ric’s passion for the construction industry. Ric finds it very motivating and truly inspiring to experience the progress on a jobsite week by week and month by month overseeing and observing what a diverse group of people have accomplished. Starting with a University of Wisconsin Construction Administration degree, Ric personally brings almost 40 years of experience in the construction industry to the table with a valuable mix of 17 years serving the constructor’s role as CMGC with the balance of the years serving as Owner’s Representative leading the project team on the journey to success. A lesson that Ric has learned along the journey in life is that there are certain things that we all covet, but which we can’t begin to receive until we first give them away to others. Respect is one of those things and is a cornerstone of Ric’s interactions with all people EDUCATION & EXPERIENCE BS Construction Administration University of Wisconsin-Madison 44 years in the Construction industry PRINCIPAL-IN-CHARGE SELECTED PROJECT EXPERIENCE Historic Haymarket Milwaukee Future Museum Project Milwaukee, WI | $240M COLLABORATIVE TEAM | MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | CITY OF MILWAUKEE | DEMOLITION/ABATEMENT School District of Menomonee Falls - 2016 Referendum Work Menomonee Falls, WI | $37M COLLABORATIVE TEAM | MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | OCCUPIED CAMPUS Milwaukee Regional Medical Center - Thermal Energy Plant & Distribution System Milwaukee, WI | $246M COLLABORATIVE TEAM | MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES | TAX EXEMPT | CITY OF MILWAUKEE | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Froedtert Health - Parking Area 6 Milwaukee, WI | $80M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | CITY OF MILWAUKEE | OCCUPIED CAMPUS Cedar Community – The Lofts at Cedar Lake West Bend, WI | $35M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | LOCAL PROJECT | OCCUPIED CAMPUS | PROPERTY DEVELOPMENT West Bend Badger Middle School West Bend, WI | $27M COLLABORATIVE TEAM | MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | OCCUPIED CAMPUS CAMPUS West Bend Silverbrook Intermediate School West Bend, WI | $28M COLLABORATIVE TEAM | MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | OCCUPIED CAMPUS MRMC West Campus Development Project Phase 1 Milwaukee, WI | $54M COLLABORATIVE TEAM | TAX EXEMPT | COMMUNITY ENGAGEMENT | CITY OF MILWAUKEE | OCCUPIED CAMPUS Port Washington Public Safety Building Port Washington, WI | $35M COLLABORATIVE TEAM | TAX EXEMPT | COMMUNITY ENGAGEMENT | MULTIPLE DEPARTMENTS | HIGH PROFILE/PUBLIC PROJECT | PUBLIC PROJECT COMMUNICATIONS E-One, Inc. Plant 4 Expansion Ocala, FL | $23.5M COLLABORATIVE TEAM | PUBLIC SAFETY INDUSTRY | MULTIPLE BUILDING/PHASES | DEMOLITION/ABATEMENT | COMMUNITY ENGAGEMENT | ACCELRATED SCHEDULE| OCCUPIED CAMPUS SECTION 2: Project Team 5 Spartan Emergency Response. Manufacturing Plant Expansion Brandon, SD | $20M COLLABORATIVE TEAM | PUBLIC SAFETY INDUSTRY | MULTIPLE BUILDING/PHASES | DEMOLITION/ABATEMENT | COMMUNITY ENGAGEMENT | ACCELRATED SCHEDULE| OCCUPIED CAMPUS Page 14 of 169 MAURA RIORDAN PROFILE Maura brings to MC Group over 20 years of construction experience managing a wide variety of projects. From highly complex healthcare projects here in Wisconsin, to large-scale tenant buildouts in Chicago, to managing the design and construction of projects across the country, Maura has developed excellent communication skills and a strong work ethic. She instills a collaborative team approach in each project to ensure the client’s needs are met, risks are identified and mitigated, and the project is completed on time, on budget and with the highest standard of quality. EDUCATION & EXPERIENCE BS Architecture University of Illinois, Urbana-Champaign 25 years in Construction Industry COMMUNITY/INDUSTRY TRAINING LEED AP OSHA 30-Hour Wauwatosa School District Task Force 2075 PROJECT MANAGER SELECTED PROJECT EXPERIENCE Historic Haymarket Milwaukee Future Museum Project Milwaukee, WI | $240M COLLABORATIVE TEAM | MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES TAX EXEMPT | COMMUNITY ENGAGEMENT | CITY OF MILWAUKEE | DEMOLITION/ABATEMENT Froedtert Health - Inpatient Support Renovations Menomonee Falls, WI | $9.4M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | CITY OF MILWAUKEE | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Froedtert Health - Sargeant Health Ambulatory Surgery Center Milwaukee, WI | $7M COLLABORATIVE TEAM | MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES | TAX EXEMPT | CITY OF MILWAUKEE | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Oconomowoc Memorial Hospital - Patient Tower Oconomowoc, WI | $70M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Oconomowoc Memorial Hospital - Emergency Department and Sitework Oconomowoc, WI | $3M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Oconomowoc Memorial Hospital - Surgery Family Lounge Oconomowoc, WI | $800K COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Waukesha Memorial Hospital - Mukwonago: Emergency Department & Patient Tower Mukwonago, WI | $100M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Truman State University - Campus Planning and Renovations Kirksville, MO | Varies MULTIPLE FUNDING SOURCES | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | OCCUPIED CAMPUS | DEMOLITION/ABATEMENT Children’s Wisconsin - Pediatric ICU Expansion Project Milwaukee, WI | $26M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | CITY OF MILWAUKEE | OCCUPIED CAMPUS SECTION 2: Project Team 6 Froedtert Health - Parking Area 6 Milwaukee, WI | $80M COLLABORATIVE TEAM | MULTIPLE BUILDING/PHASES | TAX EXEMPT | COMMUNITY ENGAGEMENT | CITY OF MILWAUKEE | OCCUPIED CAMPUS Port Washington Public Safety Building Port Washington, WI | $35M COLLABORATIVE TEAM | TAX EXEMPT | COMMUNITY ENGAGEMENT | MULTIPLE DEPARTMENTS | HIGH PROFILE/PUBLIC PROJECT | PUBLIC PROJECT COMMUNICATIONS Page 15 of 169 SECTION 3 Experience “[We] extend our sincere appreciation for the leadership and guidance that you [Ric Miller] and the MC Group have provided in managing our complex campus Thermal Power Plant Project. Your organization and ongoing management of the many aspects of the project allowed our administration and board comfort and confidence over the entire 5-year journey. Your meticulous management and monthly reporting of the detailed project financial status allowed MRMC Thermal and the campus members to invest project savings into plant reliability and efficiency-added features as the project proceeded, giving us far more in the end than we originally planned. Thanks for guiding us down that successful path.” Mark Geronime, PE | Vice President of Operations Milwaukee Regional Medical Center Thermal Services, Inc 7 Page 16 of 169 MC GROUP’S PROVEN RECORD OF SUCCESS and deep excavations adjacent densely populated and busy campuses, just feet away from the busiest Emergency Department in Milwaukee County. Our unique experiences also range to oversight of sensitive archaeological excavations of pauper graves, with careful removal of human remains through collaboration with UW Milwaukee archaeologists. While these unique experiences may not directly apply to the Village of Germantown’s New Police Department building project, it demonstrates our capabilities to develop unique and collaborative solutions. Services for clients and projects routinely include tracking progress, schedule, budget, costs, cost forecasting, diversity and inclusion engagement, as well as helping to guide major decisions and navigate project changes. SECTION 3: Experience At MC Group, we have found that a collaborative project team has improved outcomes and increased project delivery speed, while promoting cost efficiency and reducing overall risk to both the Owner and the project. An outcome of completing decades of successful and collaborative projects, MC Group has developed strong, professional relationships with most qualified AE and CMAR firms in the regional market, and look forward to continuing this tradition working with FGM Architects and the selected CM team members. Utilizing the collaborative team approach that MC Group outlines in this proposal, the Village of Germantown can take advantage of a huge range of project experience. Ric, and Maura have extensive project experience with highly complex and technical campus and building construction, including hospitals, schools, corporations, and industrial facilities. Project examples include multi-story vertical high- rise expansions above high acuity inpatient units for extremely vulnerable transplant patients, and demolition OWNER’S REPRESENTATION EXPERTISE AND EXPERIENCE 8 Page 17 of 169 CITY OF PORT WASHINGTON PUBLIC SAFETY BUILDING Originally established with a $35 million total project budget, the Port Washington Public Safety Building project was successfully value- engineered to approximately $32 million through a disciplined and highly collaborative preconstruction process led by MC Group as the Owner’s Representative. The new Public Safety Building will consolidate police, fire, and civic functions into a unified shared campus while modernizing and expanding the City’s existing public safety infrastructure. The police component of the facility includes secure police administration space, a virtual indoor training range, secure evidence storage, a squad garage with integrated sallyport operations, and dedicated emergency operations space designed to support critical incident management and continuity of operations. The fire department portion includes fire administration, a six-bay apparatus area, and full-time living quarters designed to support 24/7 operations. Shared spaces between the police and fire functions include a public lobby, large training and courtroom space, and a shared fitness room intended to support both operational readiness and staff wellness. As Owner’s Representative, MC Group has led overall project coordination and management efforts including schedule oversight, budget management, design-phase coordination, value engineering, procurement support, stakeholder engagement, construction administration, and ongoing communication between the City, consultants, contractors, and user groups. MC Group continues to guide the project through active construction with occupancy anticipated in Summer 2026. • Preconstruction Services/Oversight • Bidding/GMP/Total Project Budget Development • Construction Administration/Oversight • Project Financial Management • Project Management of Owner's FFE INDUSTRY Public Safety YEAR 2026 FINANCIAL $35M Overall – trending to $32M ARCHITECT Bray Architects CONSTRUCTION C.D. Smith Construction Collaborative Team Approach Tax-Exempt Occupied Campus High-Profile / Public Project Public Project Communications Community Engagement Municipal Project Public Safety Project PROJECT ELEMENTS SERVICES SECTION 3: Experience 9 Page 18 of 169 WISCONSIN MUSEUM OF NATURE & CULTURE FUTURE MUSEUM Located on 2.4-acres in the Haymarket neighborhood, adjacent the city’s Deer District, the Future Museum will be the largest cultural project in Wisconsin’s history. Following abatement and demolition of several existing buildings, an approx. 200,000 SF, five-story building will house an open atrium gathering space, four floors of exhibits, two gardens (one rooftop) and a butterfly vivarium. A parking structure and offset collections storage are also planned. MC Group is helping to guide the Museum through each milestones necessary to secure funding through multiple sources, including State, County and private funding. The funding process also includes pursuit of other public funding sources such as brownfield funding and New Market Tax Credit allocations. SERVICES • Preconstruction Services/Oversight • Bidding/GMP/Total Project Budget Mgmt • Project Scope Validation • Construction Administration/Oversight • Project Financial Management • Project Management of Owner’s FFE • Project Close-out/Oversight INDUSTRY Cultural, Educational YEAR 2022-Ongoing FINANCIAL $240M Overall ARCHITECT Kahler Slater/Ennead CONSTRUCTION Mortenson Collaborative Team Approach Tax-Exempt Multiple Building/Phases Demolition/Abatement Multiple Funding Sources City of Milwaukee Community Engagement High Profile/ Public Project PROJECT ELEMENTS SECTION 3: Experience 10 Page 19 of 169 MILWAUKEE REGIONAL MEDICAL CENTER REDEVELOPMENT PHASES 1 THRU 3 The Milwaukee Regional Medical Center (MRMC) project encompasses a series of projects, the majority of which are west of 92nd St, north of Wisconsin Avenue, east of 141 and south of Watertown Plank road, consisting of approximately 80 acres. The current projects consist of mass grading across the 80 acres with relocation of removed materials on site, roadway design, installation of underground infrastructure and construction of 0.35 miles of 95th Street, 0.26 miles of Doyne Extension, 0.12 miles reconstruction of 92nd Street, the driveway relocation of Kathy's House, surface parking lot construction and retention pond expansion. The project budget is approximately $54M and the Owner's Representative project duration is 30 months. The role of MC Group on this project is to serve as MRMC's principal point of contact and liaison between the Engineer, CM and MRMC's Consultants throughout the project. MC Group monitors and ensures quality, timely and cost- sensitive design and construction while maintaining professional relationships with all parties. MC Group is also responsible for monitoring, reporting and identifying discrepancies in the budget or schedule and provide early warning of problems that may affect either, as well as reviewing Applications for Payment, invoices and Change Orders, making recommendations to MRMC. INDUSTRY Community, Medical YEAR 2022-Ongoing FINANCIAL $100M Overall ENGINEER Graef CONSTRUCTION Walbec Collaborative Team Approach Tax-Exempt Occupied Campus Demolition/Abatement Multiple Project Phases City of Milwaukee Community Engagement Environmentally Contaminated Properties PROJECT ELEMENTS SERVICES • Team Selection • Preconstruction Services/Oversight • Bidding/GMP/Total Project Budget Development • Construction Administration/Oversight • Project Financial Management • Project Management of Owner's FFE SECTION 3: Experience 11 Page 20 of 169 Collaborative Team Approach Tax-Exempt Occupied Campus Multiple Project Phases Multiple Funding Sources Community Engagement Utilities Multiple Municipalities MILWAUKEE REGIONAL MEDICAL CENTER THERMAL ENERGY PLANT & DISTRIBUTION SYSTEMS In 2014 the members of MRMC formed MRMC-Thermal with the intent to purchase, expand, upgrade, and operate the centralized plant. On 4/21/2016 MRMC Thermal closed on the property and proceeded with the major upgrades and expansion projects with the goal of increasing reliability, redundancy, and increased efficiency. The high-risk nature of the business plan, and no ability to fund budget overages, prompted MRMC to engage Ric Miller's support. Ric was able to work with Bob Mlynarek to guide the project budget back into alignment. Throughout the course of the project, with detail monitoring and forecasting, the project was able to use significant budget savings to re-invest those dollars into additional system improvements. The overall budget supported three projects including a temporary boiler plan, and conversion of the main plan from coal to natural gas while adding n+ 1 redundancy. The third project focused on distributing chilled water and steam to multiple landowners and tenants throughout the MRMC Campus. The 36" and 48" pipelines crossed Watertown Plank Road, a major thoroughfare providing access to US Hwy 41. From there, the pipelines had to be distributed throughout the campus to multiple end users, running parallel and crossing multiple campus roadways. Ric coordinated and communicated with the project's CMGC and MRMC Campus' Mark Geronime daily to ensure the project phasing, utility coordination, and pedestrian and vehicle traffic management prevented any impacts to the busiest campus in the Milwaukee regional area. • Team Selection • Preconstruction Services/Oversight • Bidding/GMP/Total Project Budget Development • Construction Administration/Oversight • Project Financial Management • Project Management of Owner's FFE • Project Closeout Oversight • Oversight of CMGC Contracting INDUSTRY Community, Medical YEAR 2018 FINANCIAL $246M ENGINEER Burns & McDonnell Engineering Company, Inc. CONSTRUCTION Boldt PROJECT ELEMENTS SERVICES SECTION 3: Experience 12 Page 21 of 169 WEST BEND SCHOOL DISTRICT 2012 Referendum Projects: Silverbrook Middle School Addition and Green Tree Elementary School Renovations The 2012-approved $22.8M referendum encompassed a 180,000 SF new addition to the Silverbrook Middle School providing the students a new food servery and cafeteria, and a new gym and classrooms. Renovations were performed at Green Tree Elementary. The work was necessary to support the District’s realignment strategy based on changing student enrollment. Point of interest: the hallways included decorative patterns that replicated streams and brooks in celebration of the name of the school and indigenous surroundings. • Team Selection • Preconstruction Services/Oversight • Bidding/GMP/Total Project Budget Development • Construction Administration/Oversight • Project Financial Management • Project Management of Owner's FFE INDUSTRY Community, Education YEAR 2015 FINANCIAL $22.8M Overall ARCHITECT Eppstein Uhen Architects CONSTRUCTION VJS Construction Services Collaborative Team Approach Tax-Exempt Occupied Campus Multiple Project Phases Demolition/Abatement Community Engagement Municipal Project Public Project Communications PROJECT ELEMENTS SERVICES SECTION 3: Experience 13 Page 22 of 169 WEST BEND SCHOOL DISTRICT 2009 Referendum Project: Badger Middle School The 2009-approved $27.4M referendum encompassed much- needed improvements at Badger Middle School including partial demolition of the outdated facility which was beyond its useful-life. A 125,000 SF building addition included new modern classrooms, and renovations to existing spaces provided new safe and secure building entries. MC Group represented the District from referendum approval through occupancy. Point of interest: Some historic architectural elements were salvaged from the original 1925 West Bend high school and incorporated into this new construction as a means of preserving the original community historical importance. • Team Selection • Preconstruction Services/Oversight • Bidding/GMP/Total Project Budget Development • Construction Administration/Oversight • Project Financial Management • Project Management of Owner's FFE INDUSTRY Community, Education YEAR 2009 FINANCIAL $27.4M Overall ARCHITECT Zimmerman Architectural Studios CONSTRUCTION VJS Construction Services Collaborative Team Approach Tax-Exempt Occupied Campus Multiple Project Phases Demolition/Abatement Community Engagement Municipal Project Public Project Communications PROJECT ELEMENTS SERVICES SECTION 3: Experience 14 Page 23 of 169 MENOMONEE FALLS SCHOOL DISTRICT DISTRICT WIDE EXPANSION/IMPROVEMENTS The scope of this project included extensive capital improvements and upgrades throughout multiple facilities including the Valley View Elementary School, Shady Lane Elementary School, North Middle School, and Menomonee Falls High School. The referendum included a plethora of capital improvements, facilities upgrades, the mass demolition of an outdated facility, 128 individual projects at 5 different locations within the district. Individual cost tracking and management were developed for each group of projects under the overall referendum. • Team Selection • Preconstruction Services/Oversight • Bidding/GMP/Total Project Budget Development • Construction Administration/Oversight • Project Financial Management • Project Management of Owner's FFE INDUSTRY Community, Education YEAR 2018 FINANCIAL $37.2M Overall ARCHITECT Eppstein Uhen Architects CONSTRUCTION VJS Construction Services Collaborative Team Approach Tax-Exempt Occupied Campus Multiple Project Phases Multiple Funding Sources Community Engagement Municipal Project Demolition/Abatement PROJECT ELEMENTS SERVICES SECTION 3: Experience 15 Page 24 of 169 SECTION 3: Experience 16 ADDITIONAL PROJECT EXPERIENCE In addition to the highlighted representative projects on the previous pages, below are additional project examples completed by MC Group team members that further demonstrate our expertise and experience related to the Village of Germantown Police Department project. FROEDTERT HEALTH SOUTHEAST CAMPUS: CANCER CENTER, CFAC & PARKING $0.5 billion development of the southeast corner of their campus, including the state-of-the-art cancer care center and 12-story Center for Advanced Care (CFAC), constructed to house medical services to support efficient care coordination for specialized medical services including cardiac, transplant, surgical and interventional care. COLLABORATIVE TEAM | LOCAL PROJECT | TAX EXEMPT | URBAN SITE | DEI MONITORING DEMOLITION/ABATEMENT | HIGH PROFILE/PUBLIC PROJECT | COMMUNITY ENGAGEMENT SUSTAINABLE BUILDING SYSTEMS | NEW SITE DEVELOPMENT CEDAR COMMUNITY THE LOFTS AT CEDAR LAKE $35 million development of the Lofts at Cedar Lake within the Cedar Community senior living campus on the shores Big Cedar Lake in West Bend WI. Construction progressed through phases to minimized disruptions and to allow a phased lease/occupancy program all while working on an active campus and within the 24/7 occupied main facility. COLLABORATIVE TEAM | LOCAL PROJECT | PROPERTY DEVELOPMENT| TAX-EXEMPT | MULTIPLE FUNDING SOURCES | OCCUPIED CAMPUS | COMMUNITY ENGAGEMENT CHILDREN’S WISCONSIN MILWAUKEE CAMPUS IMPROVEMENT: SURGERY, CRAIG YABUKI TOWER, CENTRAL GENERATOR & SKYWALK BUILDINGS $385 million redevelopment of the Milwaukee Children’s campus, including the 155,000 sf state-of-the-art Emergency Department, the 6-story, 237,000 sf Craig Yabuki Tower which houses ambulatory clinical services, and an 83,000 SF complete renovation-in-place of the existing surgical platform. COLLABORATIVE TEAM | LOCAL PROJECT | TAX EXEMPT | URBAN SITE | DEI MONITORING DEMOLITION/ABATEMENT | HIGH PROFILE/PUBLIC PROJECT | COMMUNITY ENGAGEMENT SUSTAINABLE BUILDING SYSTEMS | NEW SITE DEVELOPMENT WEST BEND MUTUAL INSURANCE NEW CORPORATE HEADQUARTERS & UPDATES $73 million development, this 210,000-square-foot corporate headquarters expansion included open office areas, private offices, conference and meeting rooms. The project also included a kitchen and serving area, a fitness center as well as extensive remodeling of their existing facility including doubling the size of their existing data center. COLLABORATIVE TEAM | LOCAL PROJECT | DEMOLITION/ABATEMENT | COMMUNITY ENGAGEMENT SUSTAINABLE BUILDING SYSTEMS | OCCUPIED CAMPUS E-ONE, INC. PLANT 4 MANUFACTURING EXPANSION $23.5 million expansion of their manufacturing plant that manufactures fire apparatus and emergency vehicles. This 4-phase project adds over 75,000 sf to their current operations in order to meet the growing industry demands by increasing production by 35%. Project is in construction and scheduled to complete by first quarter of 2027. COLLABORATIVE TEAM | PUBLIC SAFETY INDUSTRY | DEMOLITION/ABATEMENT | COMMUNITY ENGAGEMENT ACCELERATED SCHEDULE | OCCUPIED CAMPUS Page 25 of 169 SECTION 3: Experience 17 ADDITIONAL PROJECT EXPERIENCE In addition to the highlighted representative projects on the previous pages, below are additional project examples completed by MC Group team members that further demonstrate our expertise and experience related to the Village of Germantown Police Department project. WISCONSIN ENERGY INSTITUTE Wisconsin Energy Institute is a new 107,000 SF research and education facility located in the heart of the science and technology campus at UW-Madison. The building, opened in 2012, is LEED Gold Certified and uses 52% less than energy code minimum, while supporting essential research that is focusing on moving the world toward clean energy systems and solutions. COLLABORATIVE TEAM APPROACH | STATE OF WI FUNDING AND PAY REQUESTS | TAX-EXEMPT | DEI MONITORING NEW SITE DEVELOPMENT/ENTITLEMENTS | COMMUNITY ENGAGEMENT•URBAN SITE | LOCAL PROJECT | HIGH PROFILE/PUBLIC PROJECT CITY OF FITCHBURG LIBRARY The City of Fitchburg developed the new two-story, 36,000 SF building to house their 60,000 item collection and serve their growing community well into the future. The LEED Gold certified building was funded by both public funding and through a Capital Campaign lead by the Friends of Fitchburg Library. COLLABORATIVE TEAM APPROACH | TAX-EXEMPT | NEW SITE DEVELOPMENT/ENTITLEMENTS COMMUNITY ENGAGEMENT | HIGH PROFILE/PUBLIC PROJECT MADISON CENTRAL LIBRARY The Madison Public Library is a 120,000 SF redevelopment of the existing 45-year-old building in the heart of downtown. The new building, opening in 2013, was completely transformed, stripping down to the structure and adding a vertical expansion to provide a user-centric environment that also serves as a community destination and enhances Madison’s cultural offerings. COLLABORATIVE TEAM APPROACH | TAX-EXEMPT|COMMUNITY ENGAGEMENT | URBAN SITE | HIGH PROFILE/PUBLIC PROJECT UNITED COMMUNITY CENTER NEW CONSTRUCTION FOR EARLY LEARNING ACADEMY $12.1 million, new 3-story, 34,300 SF, Early Learning Academy serving infants to 3K. The building consists of (17) classrooms, multi-purpose room, indoor and outdoor playground areas, and kitchen. Included the razing of (7) houses and a daycare building, phase II environmental study, asbestos abatement, utility disconnects and relocates, and soil testing for the new Early Learning Academy building. COLLABORATIVE TEAM | CITY OF MILWAUKEE | PROPERTY DEVELOPMENT| TAX-EXEMPT | MULTIPLE FUNDING SOURCES | OCCUPIED CAMPUS | COMMUNITY ENGAGEMENT SPARTAN EMERGENCY REPONSE MANUFACTURING PLANT EXPANSION A $20 million expansion of their manufacturing plant that manufactures fire apparatus and emergency vehicles. This multi-phase project adds nearly 56,000 sf to their current operations in order to meet the growing industry demands by increasing production by 40%. The Project is in construction and scheduled to complete in less than a year. COLLABORATIVE TEAM | PUBLIC SAFETY INDUSTRY | DEMOLITION/ABATEMENT | COMMUNITY ENGAGEMENT ACCELERATED SCHEDULE | OCCUPIED CAMPUS Page 26 of 169 SECTION 3: Experience 18 MC GROUP REFERENCE Page 27 of 169 SECTION 4 Project Approach “Ric and his team brought overarching leadership and expertise in managing the entire process from initial planning and smart budget planning through design, construction and occupancy. They brought a calm, calculated and steady hand to the complexities of our facilities initiatives.” Sue Smith | President, Nativity Jesuit Academy 19 Page 28 of 169 Drawing from MC Group’s experience supporting complex public safety projects, including the Port Washington Public Safety Building that combines both police and fire department operations within a single facility, we understand the operational and security challenges associated with modern law enforcement and emergency services facilities. We recognize the importance of balancing operational requirements, security considerations, constructability, budget constraints, and long-term functionality throughout the planning and construction process. MC Group will function as an extension to the Department’s staff and to the Village’s leaders while always acting in the best interest of the Owner without conflicting interests. We will bring our extensive experience, knowledge, processes and tools to guide the Project Team to successful outcomes by all measures. PROJECT UNDERSTANDING MC Group understands the Village of Germantown is undertaking the development of a new Police Department facility at N122W17177 Fond du Lac Avenue in Germantown, Wisconsin, on the site of the former Department of Public Works (DPW) facility. The project also includes utility infrastructure sanitary sewer and water main extensions that will be overseen by the Village Engineer. The Village’s goal is to deliver a modern, purpose-built public safety facility that supports current operational needs while accommodating future growth, evolving service demands, and modern law enforcement best practices. The facility is anticipated to include specialized public safety components such as a live-fire indoor training range, secure evidence storage, sallyport operations, emergency operations space, and integrated security and technology systems requiring careful coordination throughout design and construction. The Village has selected the Architectural/Engineering (A/E) team and is in the process of selecting the Construction Manager at Risk (CMAR). MC Group will complete the team roster as Owner’s Representative to serve as the Village’s advocate by providing project leadership, coordination, budget oversight, schedule management, and strategic guidance necessary to support successful project delivery below the Village’s established $35 million Total Project Budget. SECTION 4: Project Approach 20 Page 29 of 169 SECTION 4: Project Approach 21 PHASE 1: DESIGN & PRE-CONSTRUCTION PHASE 2: BIDDING & PROCUREMENT • Engagement and execution of due diligence to support the project development • Review and alignment of AE and CM contracts • Planning & Schedule development • Budget development, validation & designing to target budget • Aligned Project governance and decision-making • Design deliverables review with users • Cost estimating and project options review • Equipment layout and procurement plan • Disruption avoidance and site utilization planning • Permitting and AHJ approvals • Deliver complete and transparent bids that inform the final GMP • GMP establishment and contracts PHASE 3: CONSTRUCTION PHASE PHASE 4: OCCUPANCY & CLOSE-OUT • Budget and schedule management • Pay application review and approvals • Change management with Owner team • On-site status review and observations • Owner systems coordination • Activation planning and support • Occupancy permitting and approvals • Activation and move execution • Customer training and commissioning • Project closeout documentation and warranties • Project costs and contract close-out We have organized out approach and services by each phase of your project as was organized in your RFP and offer our estimate on duration of each phase along with the key outcomes by phase. While the Pre-Design phase only represents 25% of the overall project duration, you will see how critical the outcomes of this phase are to the successful delivery and activation of your project. We are anxious to join forces with your team to integrate our plans and execute to achieve the Village of Germantown for the future. DESIGN & PRE- CONSTRUCTION 7 months CONSTRUCTION PHASE 14 months OCCUPANCY & CLOSE-OUT 3 months BIDDING & PROCUREMENT 2 months Our Project Approach, how we intend to work with your team, and outlined services is comprehensive to the services outlined and requested in your RFP. PROJECT PHASING & KEY OUTCOMES PROJECT APPROACH Our approach is focused on efficiency, cost-effectiveness, and collaboration with your team and all project stakeholders, ensuring a streamlined process and successful project delivery. Based on our extensive experience from preconstruction to construction management and project oversight, we have developed a scope of services tailored specifically to meet the needs of your projects while avoiding duplication of efforts with the Architect and CMAR. Our goal is to work seamlessly with the Village of Germantown’s project team, leveraging our expertise to add value and support the successful completion of the project. Page 30 of 169 SECTION 4: Project Approach PHASE 1: DESIGN & PRE-CONSTRUCTION PHASE 1 Conduct “Kick-Off” Meeting Meet with Village representatives, A/E team, CMAR, and key stakeholders to confirm project goals, operational priorities, communication protocols, reporting expectations, decision-making processes, and project success criteria. Establish meeting cadence, information flow, and project coordination procedures. 2 Review Existing Project Information & Due Diligence Review available project documentation, studies, planning materials, contracts, and due diligence efforts to understand project status, accomplishments, risks, and immediate action items. Evaluate needs related to surveys, geotechnical work, utilities, environmental matters, permitting, and validation of specialized public safety design requirements including the live-fire range, IT/security systems, and specialized HVAC systems. Determine what imminent planning resources may be necessary to engage to further advance the due diligence and planning phases of the project. 3 Review Architect / Engineer Agreement Review the A/E agreement and provide recommendations regarding scope alignment, deliverables, responsibilities, project controls, and potential clarifications or amendments supporting the Village’s interests. 4 Review CMAR Agreement Review the CMAR agreement and provide observations and recommendations regarding contract terms, risk allocation, project controls, procurement requirements, GMP development, and overall contractual alignment with project goals. 5 Support Land Acquisition & Entitlement Activities Because the Fond du Lac Avenue site is already owned by the Village and zoned Institutional, MC Group will assist the Village with remaining site due diligence, permitting, utility extensions, and closing-related activities as necessary to support timely project advancement. 6 Develop Master Project Schedule Develop and maintain an integrated Master Project Schedule encompassing planning, design, permitting, procurement, construction, commissioning, and occupancy milestones. Monitor schedule risks, long-lead procurement items, phasing requirements, and critical path activities supporting the targeted 2028 occupancy. 7 Develop & Maintain the Total Project Budget Establish and maintain a comprehensive Total Project Budget and project cost tracking system inclusive of construction costs, owner-direct costs, soft costs, contingencies, escalation, and forecasted exposures. Total Project Budget includes Construction Costs, Design and Management Fees, Soft Costs, Owner's Equipment, Appliances, Furniture and Furnishings, IT/Phone Systems, Audio Visual Systems, Security Systems, Signage & Graphics and other Owner procured items necessary to deliver a completed project. 8 Establish Project Meetings & Reporting Structure Establish regular coordination meetings, agendas, action item tracking, reporting responsibilities, and project controls necessary to monitor progress, drive accountability, and support timely decision-making. 22 Page 31 of 169 SECTION 4: Project Approach PHASE 1: DESIGN & PRE-CONSTRUCTION PHASE (continued) 9 Manage Design Phase Planning & Coordination Coordinate progression through schematic design, design development, and construction document phases by establishing design schedules, milestones, deliverables, and decision points aligned with project goals, budget, and schedule. 10 Review Design Progress & Cost Estimating Coordinate and audit CMAR cost estimates at established design milestones to ensure the project is consistently "designed to budget” rather than "priced to completed design". Review estimates, identify cost drivers, evaluate value management opportunities, and protect operational requirements. 11 Manage Approvals & Permitting Strategy Coordinate with the project team to develop and maintain a comprehensive approvals, permitting, and regulatory compliance schedule supporting uninterrupted project progression. 12 Establish Design Milestones & Deliverables Facilitate planning and design meetings, establish milestone deliverables, and monitor completion of project objectives within the approved overall schedule. 13 Evaluate Energy & Operational Efficiency Opportunities Review Focus on Energy opportunities, sustainability measures, value engineering concepts, operational efficiencies, and lifecycle considerations supporting long-term facility performance. 14 Develop Owner-Direct Cost Estimates Coordinate development of cost estimates for owner-direct project categories including IT, security, AV, FF&E, kitchen equipment, specialty systems, and other non-construction costs for inclusion in total project budget reporting. 15 Maintain Project Cost Tracking & Reporting Maintain MC Group’s Total Project Cost Status Report (TPCSR) and related cost logs to provide current, comprehensive, and audit-ready financial tracking throughout the project. 23 MANAGING PROJECT TIME ▪ Establish key project milestones and keep in clear focus with entire Project Team ▪ Assure Project Team commitments through collaborative planning and understanding of each stakeholders needs to succeed ▪ Assess time and schedule impacts with all project changes ▪ 6-week look ahead schedules essential to day-to- day planning ▪ Regular schedule updates throughout project Page 32 of 169 SECTION 4: Project Approach PHASE 2: BIDDING & PROCUREMENT PHASE 16 Review Procurement & Bid Strategy Review CMAR subcontractor procurement strategy, trade package structure, invited bidder lists, bid coverage, and budget allocations by trade division. Support compliance with municipal procurement requirements, Wisconsin statutes, and Village priorities related to local or M/WBE participation if applicable. Align the current overall budget values by bid division so that each bid division has an established budget that is consistent with the scope included within each bid division solicitation. 17 Monitor Trade Bidding Process Monitor subcontractor bidding activities to promote competitive pricing, adequate bid participation, fair procurement practices, and alignment between bid results and project budget objectives. 18 Support Bid Documentation & Selection Process Assist in documenting bid results, post-bid scope reviews, recommendation summaries, budget variances, and contractor selection activities for trade packages and procurement decisions. 19 Support GMP Development & Review Assist in development and review of the Guaranteed Maximum Price including schedule of values, bid tabulations, allowances, contingencies, general conditions, exclusions, qualifications, contract documents, and schedule assumptions. The GMP Amendment and associated exhibits are critical to enforcement of the CMAR's obligations and compliance to the many business terms. 20 Monitor Schedule, Phasing & Constructability Review schedule sequencing, construction phasing, logistics, and constructability considerations to maintain alignment with project goals, operational requirements, and late 2028 occupancy target. 21 Review Safety, Site Logistics & Disruption Avoidance Plans Review CMAR safety plans, site utilization plans, logistics strategies, and disruption mitigation procedures to confirm adequate planning for project execution. 24 MANAGING PROJECT COSTS Financial management is essential in the success of any project. MC Group has been a leader in developing simple yet proven proprietary financial systems and processes. We work closely with the Project Team – especially your Construction Manager – to proactively understand costs, mitigate risks, and forecast the overall budget effectively to support the Village of Germantown. Contingency Waterfall Key elements of our approach include the following: • Real-time cost tracking and forecasting in the TPCSR • Regular Change Management meetings with the CM and Owner to review potential risks and resolve cost impacts fair and reasonably • Cost Event Log updated regularly to include approved and anticipated cost issues • Rigorous Pay Application review to assure all costs are in accordance with contract terms • Contingency Waterfall to understand the overall financial Project Health Page 33 of 169 SECTION 4: Project Approach PHASE 3: CONSTRUCTION PHASE 22 Manage Project Communications Facilitate project communications and information management among the Village, A/E team, CMAR, vendors, and stakeholders to support efficient coordination and issue resolution. 23 Construction Observation & Progress Monitoring Attend progress meetings and conduct regular site visits to monitor schedule performance, construction progress, quality of workmanship, and compliance with approved plans, specifications, and high-security operational requirements. 24 Facilitate Issue & Dispute Resolution Assist the project team in proactively identifying, managing, and resolving project issues, conflicts, and disputes before they negatively impact budget, schedule, or project relationships. 25 Maintain Construction Cost Controls Continue maintaining project cost reports, forecasts, commitments, and financial summaries. Review and recommend action on pay applications, budget transfers, contingencies, and other project financial matters. Review, log and document all cost commitments and invoices in an accurate, comprehensive and contemporaneous manner allowing for real time reporting and accurate cost projections. 26 Review Change Orders & Claims Review, evaluate, negotiate, and recommend disposition of change orders and budget transfers, claims, and related financial adjustments in coordination with Village representatives. 27 Provide Weekly Project Reporting Provide concise weekly project updates summarizing completed activities, upcoming milestones, schedule status, budget considerations, and emerging issues. 28 Provide Executive Reporting Provide monthly executive reporting to Village leadership and governing bodies summarizing schedule, budget, procurement status, project progress, open issues, and photographic documentation as appropriate. Present in- person at Village Public Meetings. 29 Review Contractor Pay Applications Review contractor pay applications and supporting documentation to verify compliance with contract requirements, project progress, approved changes, and applicable billing procedures. Record findings on the monthly generated Pay Application Review Forms. Track open observations until mutually resolved. 30 Coordinate Owner-Direct Procurement Activities Assist the Village in planning, procurement coordination, scheduling, and integration of owner-direct systems, equipment, furnishings, technology, and specialty operational items. It is critical to begin planning these various systems early in the design phase so that architecturally significant elements are properly accommodated, and systems installation is ready and progresses sequentially and on time during construction. 25 Page 34 of 169 SECTION 4: Project Approach PHASE 4: OCCUPANCY & CLOSE-OUT PHASE 31 Provide Occupancy / Activation Guidance Provide general advisory support regarding occupancy, activation, and move planning coordination. Assist Owner's designated representatives in their planning and implementation of the related activities. Implementation of the pre- move and move services are assumed to be by Department internally designated individuals. MC Group can take on select tasks as specifically requested as an additional service if directed. 32 Manage Project Close-Out & Commissioning Support Coordinate project close-out activities performed by designated and responsible parties including punch lists, commissioning, training, final documentation, warranty turnover, financial close-out, and testing of critical systems including security systems, evidence storage controls, range ventilation, and other specialized operational components. 33 Post-Occupancy Support Remain available to assist the Village in addressing issues arising during transition, occupancy, warranty, and early operational periods. 26 Page 35 of 169 SECTION 4: Project Approach PROJECT TOOLS The following are samples of project tools that MC Group uses to track, measure, manage and achieve success. These tools drive timely decision making, ensure budget accountability, and make sure there are no surprises. Communication to internal and external stakeholders is also key to successful outcomes. These tools use collaborative processes to draw out critical data and present it in a clear, concise and logical manner that produces confidence in the process and its outcomes. Choosing by Advantage (CBA) Decision Matrix CBA Weighting Data Driven Selections Project Schedule Management Pull Planning Schedule Mapping Total Project Cost Summary Report/Cost Management Monthly/Weekly Reports Contingency Waterfall Financial Risk Management Pay Application and Invoice Reviews A3 One-Page Analyses Weighing Options vs. Priorities 27 Page 36 of 169 ADDED VALUE MC Group has many examples of how we bring added value to our Owner’s every day as part of our services, and they are supported by the key things we bring as a steward of your project. At the heart of our ability to drive value into all of our projects includes the following attributes. SECTION 4: Project Approach We provide Owner’s Representation Services, and that’s all that we do. We aren’t real estate developers that provide Owner’s Representation Services on the side as fill in work. We aren’t a construction firm that dabbles in Owner’s Representation Services. We only provide Owner’s Representation Services and we do it very well. MC Group has been serving some of the most notable clients in Southeast Wisconsin for the past 25 years. No other firm has been providing Owner’s Representation Services in this region as long as we have. MC Group has extensive experience in public institutional projects. We know how to manage and how to communicate to all stakeholders and interested parties in a professional manner that always represents you, our client. Expert Owner’s Representation Services Proven Track Record in Southeastern Wisconsin Extensive Market Experience and Expertise MC Group is the Owner’s Representative Services leader in this market. We’ve developed specific management systems and tools that guide the project team through the project journey to success. The MC Group systems and tools have been developed, honed, time-tested and proven to be highly effective. MC Group has a team of executive- level resources that have worked in this industry and market for a collective of 100+ years. This depth of experience provides our clients with advice and guidance that has proven results in achieving client goals. MC Group is highly interested in joining your team for this challenging and important project. We’re ready to go, our project approach is ready to execute immediately. Effective Leader in Projects Unparalleled Executive Experience Ready to Jumpstart Your Project 28 Page 37 of 169 SECTION 5 Compensation “I want to express a thank you to you and the MC Group in helping us plan and implement our new Distribution Center facility in Germantown. Throughout the entire project there was a high degree of security knowing that the MC Group was protecting our business in all dealings with the general contractor and architect. I look forward to working with you again.” Jeff Stawicki | Senior Director, Distribution Operations & Logistics Airgas 29 Page 38 of 169 OWNER REPRESENTATION SERVICES COMPENSATION SECTION 5: Compensation We propose the following 2026 hourly rates which are inclusive of all costs except expenses as noted below which will be invoiced in addition to the fees. We are offering a 5% discount to our standard rates for a preferred client discount. The rates are subject to a 3.0% increase on the first of each year starting in 2027. Proposed Hourly Rates In accordance with the RFP we offer the following proposed lump sum fees organized by project phase. We have estimated the likely durations based on information provided in the RFP. Fee amount will be subject to adjustments, credits or adds based on the actual schedule that is developed by the Project Team and accepted by Owner. Project Phases & Fee Estimate Standard reimbursable expenses which include mileage at the IRS rate and parking costs will be invoiced in addition to the hourly rate at cost times a multiplier of 1.0. Items such as phone/IT costs, office supplies, etc. are included within the hourly fee and therefore are not considered reimbursable expenses. Extraordinary expenses, such as overnight travel, outsourced document reproduction costs, etc. are notincluded and if pre-approved and incurred will be cause for adjustment of the above estimated fee amount. Phase 2: Bidding & Procurement Phase Duration: 2 months Assumed Time Period: 1/1/2027 through 3/1/2027 Lump Sum Fee for this phase: 2 months x $5,925/hour = $11,850 Ric Miller, Principal-in-Charge Rate Maura Riordan, Sr. Project Manager Rate Christina Markham, Project Coordinator Rate Standard Rate $244.43/hour $128.34/hour $97.86/hour Proposed Rate $232.21/hour $216.92/hour $92.97/hour Phase 4: Occupancy & Close-Out Phase Duration: 3 months Assumed Time Period: 4/1/2028 through 7/1/2028 Lump Sum Fee for this phase: 3 months x $8,000/month= $24,000 Total Proposed Fees: $236,540 (For reference – the proposed fee is 0.67% of the $35M Project Budget) Estimated Expenses: $7,500 Phase 1: Design & Pre-Construction Phase Duration: 7 months Assumed Time Period: 6/1/2026 through 1/1/2027 Lump Sum Fee for this phase: 7 months x $8,970/month= $62,790 30 Phase 3: Construction Phase Duration: 14 months Assumed Time Period: 3/1/2027 through 4/1/2028 Lump Sum Fee for this phase: 14 months x $9,850/month= $137,900 Hourly Rates Page 39 of 169 SECTION 6 Insurance “Because of MC Group’s involvement in the project, and the amount of work, follow up and coordination they provided, more time than I can estimate was saved for City Police and Fire command personnel to work on other department business or to really research key aspects of construction and wants. They truly took much of the workload off of city staff, and made the whole experience less stressful, and more efficient than, in my opinion, it would have otherwise been. I am happy to say that they were integral to the project completing on time and under budget. Based on our experience, I would strongly recommend MC Group for similar public safety and municipal facility projects.” Craig Czarnecki| Captain of Police Port Washington Police Department 31 Page 40 of 169 MC GROUP INSURANCES SECTION 6: Insurance 32 Page 41 of 169 Personal Message from Ric Miller | MC Group We are honored to be considered for this critical project, one that will be a major addition to this local community. With our decades of historical experience, stakeholder relationship building skills, and knowledge of the current project and schedule implications, we truly feel that our team is the most qualified and best choice for Betty Brinn Children’s Museum. Our team looks forward to the next step in the process and the opportunity to develop a trusted partnership. Over $4 billion in successful projects Strong Commitment to Community Service Local, present and experienced in Wisconsin regional market Extensive experience with local AE and CM firms Competitive fee with minimal expenses A State of Wisconsin Women-Owned Business (WBE) 25+ Years specializing in Owner’s Representative services Experienced senior & executive level team, ready and available to start Well-established reputation for building consensus amongst stakeholders and fostering effective decision-making Proven success in delivering high-quality projects within established budgets Action-focused approach that drives projects to on time successful completionWHY MC GROUP? Page 42 of 169 Page 43 of 169 OWNER REPRESENTATION SERVICES COMPENSATION SECTION 5: Compensation We propose the following 2026 hourly rates which are inclusive of all costs except expenses as noted below which will be invoiced in addition to the fees. We are offering a 5% discount to our standard rates for a preferred client discount. The rates are subject to a 3.0% increase on the first of each year starting in 2027. Proposed Hourly Rates In accordance with the RFP we offer the following proposed lump sum fees organized by project phase. We have estimated the likely durations based on information provided in the RFP. Fee amount will be subject to adjustments, credits or adds based on the actual schedule that is developed by the Project Team and accepted by Owner. Project Phases & Fee Estimate (revised 5/27/2026) Standard reimbursable expenses which include mileage at the IRS rate and parking costs will be invoiced in addition to the hourly rate at cost times a multiplier of 1.0. Items such as phone/IT costs, office supplies, etc. are included within the hourly fee and therefore are not considered reimbursable expenses. Extraordinary expenses, such as overnight travel, outsourced document reproduction costs, etc. are notincluded and if pre-approved and incurred will be cause for adjustment of the above estimated fee amount. Phase 2: Bidding & Procurement Phase Duration: 2 months Assumed Time Period: 1/1/2027 through 2/28/2027 Lump Sum Fee for this phase: 2 months x $5,925/hour = $11,850 Ric Miller, Principal-in-Charge Rate Maura Riordan, Sr. Project Manager Rate Christina Markham, Project Coordinator Rate Standard Rate $244.43/hour $128.34/hour $97.86/hour Proposed Rate $232.21/hour $216.92/hour $92.97/hour Phase 4: Occupancy & Close -Out Phase Duration: 3 months Assumed Time Period: 7/1/2028 through 9/30/2028 Lump Sum Fee for this phase: 3 months x $8,000/month= $24,000 Total Proposed Fees: $236,540 (For reference – the proposed fee is 0.67% of the $35M Project Budget) Estimated Expenses: (mileage at IRS rate): $2,500 Phase 1: Design & Pre -Construction Phase Duration: 7 months Assumed Time Period: 6/1/2026 through 12/31/2026 Lump Sum Fee for this phase: 7 months x $8,970/month= $62,790 30 Phase 3: Construction Phase Duration: 16 months Assumed Time Period: 3/1/2027 through 6/30/2028 Lump Sum Fee for this phase: 14 - 16 months x $9,850/month, capped at = $137,900 Hourly Rates Page 44 of 169 BUSINESS OF THE BUILDING CONSTRUCTION OVERSIGHT COMMITTEE MEETING DATE: June 11, 2026 PLACEMENT: Action Item ITEM TITLE: Construction Manager at Risk services related to the Police Facility project (DISCUSSION / ACTION) SUBMITTED BY: Patrick Merten, Police Chief SUMMARY EXPLANATION: ATTACHMENT: 1. CMAR Summary Proposal 2. CG Schmidt 3. Kraus-Anderson 4. Moore Construction STAFF RECOMMENDATION: ACTION BY COMMITTEE: Page 45 of 169 BUSINESS OF BUILDING CONSTRUCTION OVERSIGHT COMMITTEE GERMANTOWN, WI MEETING DATE: June 11, 2026 AGENDA ITEM: Action ITEM TITLE: Construction Manager at Risk for New Police Department SUBMITTED BY: Chief Patrick Merten SUMMARY EXPLANATION: The Village has concurrently retained FGM Architects as the Architectural/Engineering (A/E) team to lead the design of the new Police Department facility. The selected Construction Manager at Risk (CMAR) will be integrated into the project team at the 30% Design Milestone to provide pre-construction services, cost estimating, scheduling assistance, and construction phase management. The Village is also in the process of onboarding an Owner’s Representative (OR) who will serve as the Village’s primary advocate throughout the project. The OR will help ensure the project remains on schedule, within the approved budget, and meets the operational, security, and functional requirements of a modern law enforcement facility. Current preliminary cost estimates place the project at approximately $34.5 million. The Police Department Working Group issued a Request for Proposal (RFP) for CMAR services to six qualified firms. The Village received proposals from the following three firms: • CG Schmidt • Kraus-Anderson • Moore Construction The working group is currently reviewing and evaluating each proposal based on the following criteria: • Relevant Experience – 5 points • Project Team – 30 points • Pre-Construction Approach – 20 points • Schedule and Logistics – 15 points • Fee Proposal – 10 points • Safety and Quality Management – 10 points • Interview – 10 points The PD Working Group and Owner’s Representative will conduct interviews with all three firms on June 17, 2026. Following the interviews, each firm will be scored and ranked on a 100 -point scale. The committee will then provide a recommendation for CMAR selection to the Village Board for consideration and approval. Thank you for your consideration of this request. ATTACHMENT: ORDINANCE___ RESOLUTION_____ OTHER__X__ RECOMMENDATION: Recommendation for the PD Working Group to proceed with interviews on June 17, 2026, and, following completion of the evaluation process, to return to the Village Board with a recommendation for the selection of a Construction Manager at Risk (CMAR) for the Police Department facility project. Page 46 of 169 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL FOR CONSTRUCTION MANAGER AT RISK (CMAR) May 29, 2026 Page 47 of 169 May 29, 2026 Chief Patrick Merten Police Chief Germantown Police Department Village of Germantown N112 W16877 Mequon Road Germantown, WI 53022 Dear Chief Merten and Ms. Barth, Thank you for the opportunity to submit CG Schmidt’s qualifications to serve as Construction Manager at Risk for the new Germantown Police Department facility. We are honored that the Village recently selected CG Schmidt as CMAR for the Fire Station renovation project. As we begin working with Village leadership and staff on that important public safety investment, we appreciate the opportunity to continue building upon those relationships through this project. Risk Management for a Highly Specialized Public Safety Facility This facility is far more than a standard municipal building. Secure circulation, detention functions, evidence handling, tactical training, emergency operations, public access, and indoor live-fire training all must operate together within one highly coordinated environment. Successfully delivering a facility of this complexity requires disciplined planning, strong communication, and proactive coordination from the earliest stages of design. Early Infrastructure & Site Risk Reduction The project also presents significant infrastructure and site coordination challenges, including utility extensions, stormwater management, and subsurface conditions. CG Schmidt brings relevant experience managing complex site and infrastructure work throughout Southeastern Wisconsin, including projects involving challenging bedrock conditions and municipal utility coordination. That experience helps reduce uncertainty early and supports more reliable budgeting and scheduling throughout the project. Transparent Municipal Partnership Equally important, we understand the responsibility of guiding a transparent municipal process. As a CMaR with no self- perform work, CG Schmidt approaches this role entirely from the owner’s perspective. Our responsibility is to provide open-book cost transparency, objective recommendations, competitive procurement, and clear communication throughout design and construction. We also believe there is meaningful value in extending the Village’s partnership with CG Schmidt across both public safety projects. The Village has already invested time establishing communication processes, project expectations, and working relationships with our team. Continuing that partnership creates efficiencies in coordination, decision-making, and project management while reducing the learning curve associated with complex municipal projects. Thank you again for your consideration. We would be honored to continue partnering with the Village of Germantown on this important facility. Sincerely, Joe Hoffmeier Principal (414) 828-8162 joeh@cgschmidt.com 11777 West Lake Park Drive Milwaukee, WI 53224 Julie Barth Administrative Assistant Germantown Police Department Village of Germantown N112 W16877 Mequon Road Germantown, WI 53022 Page 48 of 169 TABLE OF CONTENTS 01 // Technical Proposal Firm Profile Relevant Project Experience Proposed Site-Specific Staffing Plan Proposed Project Team and Resumes 02 // Project Approach 03 // Cost Proposal 04 // Proof of Insurance & Bond Ability 05 // Draft Contract: AIA A133-2019 Page 49 of 169 YOUR PROJECT Understanding Crucial Project Elements Deliver a Modern, Future-Ready Facility Maintain Budget Discipline Amid Recent Cost Challenges Ensure Confidence and Clarity in Decision-Making Execute a Technically Complex Project without Disruption YOUR PARTNER We Know Complex Municipal Facilities CG Schmidt is a trusted construction management partner with deep experience delivering complex municipal and secure facilities through a collaborative CMAR approach. Our strength lies in proactive preconstruction, disciplined cost control, and the ability to guide public clients through technically demanding projects with clarity and confidence. We understand that this project comes at a time of evolving leadership for the Village. Our role is to provide stability, transparency, and experienced guidance—ensuring the Police Chief and stakeholders have the information and support needed to make confident decisions throughout the process. YOUR TEAM Safe. Experienced. Proactive. Joe Hoffmeier Principal Ethan Sippel Senior Project Manager John Kaltenburg Project Executive Angela Resnick Senior Estimator The Difference RISK MANAGEMENT FOR A HIGHLY SPECIALIZED PUBLIC SAFETY FACILITY EARLY INFRASTRUCTURE & SITE RISK REDUCTION TRANSPARENT MUNICIPAL PARTNERSHIP We really enjoy working with CG Schmidt. They act as an extension of our business, and they understand what we need. Hiring CG Schmidt is like pushing the ‘easy button’. They are committed to our goals, and they know how to get stuff done! — Isaac Larson Executive Director of Facilities Froedtert ThedaCare Josh Schmitz Safety Director Ben Prindiville Quality Manager Tom Caluette Fire Range Resource Max McCollow Project Engineer KNOWLEDGE. COMMUNICATION. REPUTATION.PROVEN 70% CONSTRUCTION WORK COMPLETED IN OCCUPIED SPACE 15 PERSON IN-HOUSE PRECONSTRUCTION TEAM 0.99 2025 OSHA INCIDENT RATING CREATING EXCEPTIONAL FACILITIES THAT IMPROVE THE LIVES OF OTHERS. Core Team Support Team We bring experience in secure, operationally sensitive environments where safety, sequencing, and performance are critical, including: » Justice and detention facilities » Secure municipal infrastructure projects » Police-related or controlled-access environments Our experience positions us to successfully deliver: » Secure circulation and controlled access environments » Evidence storage and operational spaces » Mission-critical building systems » Specialized environments requiring strict performance standards Kris Brakken Superintendent Page 50 of 169 Technical Proposal 01 Page 51 of 169 6 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL SECTION 01 FIRM PROFILE OUR MISSION To create exceptional facilities that improve the lives of others. VALUE PROPOSITION Delivering an exceptional client experience, founded on trust, quality construction and dedication to strengthening communities. DATE FIRST ORGANIZED Founded in 1920 TYPE OF FIRM Privately Owned RECENT RECOGNITIONS Top Workplaces (2010-2025) Milwaukee Journal Sentinel Best Places to Work (15x winner) Milwaukee Business Journal Best Places to Work (5x winner) Wisconsin State Journal Best Places to Work (2x winner) Madison Magazine Top 100 Construction Managers in the Country Engineering News Record 2x WI Family Business of the Year Skills / Integrity / Responsibility Award Distinguished Performer in DEI Deloitte 75 LOCATIONS Milwaukee (HQ & Project Managing Office) 11777 West Lake Park Dr. | Milwaukee, WI 53224 Madison 433 West Washington Ave. | Madison, WI 53703 Arizona 999 E Playa Del Norte Dr. #110 | Tempe, AZ 85288 Schmidt: A family name. A 106-year promise. Founded in 1920 by Dutch immigrant Charles Schmidt, CG Schmidt was built on a simple yet powerful idea: a name is only as strong as the reputation behind it. He believed that every project was a reflection of character, and that belief still guides us today. Now in our fifth generation of family leadership, CG Schmidt has grown into one of Wisconsin’s leading commercial builders. We’ve stayed true to the core values passed down over the past 106 years—integrity, caring, and a passion for excellence. We are proud to be the trusted partner on many of the state’s most respected organizations in communities across the state and nation, and look forward to the opportunity to serve The Village of Germantown and Germantown Police Department. Pictured above clockwise from lower right: President & CEO, Eric Schmidt; Chairman, Rick Schmidt; Managing Director, Ryan Schmidt; Senior Project Manager, Brad Schmidt. 106 YEARS EXPERIENCE 5 GENERATIONS STRONG 373 OFFICE & FIELD PROFESSIONALS 3 OFFICE LOCATIONS 0 LAWSUITS WITH ANY CLIENTS OR ARCHITECTS Page 52 of 169 7 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL RELEVANT PROJECT EXPERIENCE DOC Juvenile Detention Center - Southeast Regional Care Center for Youth MILWAUKEE, WI | $53M “A secure, controlled, high-performance public safety facility requiring specialized systems coordination and operational planning.” This project involved the ground-up construction of a Type 1 secure juvenile detention facility designed for durability and controlled operations. Masonry construction, a precast roof system, and a steel penthouse created a robust and secure structure. The facility includes 32 detention rooms, program and administrative spaces, and a gymnasium, all organized to support safe circulation and supervision. A secure outdoor recreation area with basketball court and perimeter fencing reinforces controlled access and occupant safety. Aurora Health Center Psychiatric Hospital - Dewey Center WAUWATOSA, WI | $18.3M “A secure, operationally complex facility requiring controlled environments, durable systems, and coordinated user functions.” CG Schmidt completed this ground-up behavioral health facility designed to support both inpatient and outpatient care in a secure, patient-focused environment. The two-story, 75,000-square-foot building features precast and steel construction and includes treatment spaces, patient rooms, and support areas organized for safety, privacy, and operational efficiency. Program elements include therapy spaces, administrative offices, a gym/fitness area, and communal amenities such as lounges, cafeteria, and chapel. Exterior and site features, including a roof deck and lower-level parking, support patient well-being and staff functionality within a controlled healthcare setting. PROJECT HIGHLIGHTS: Secure Facility Planning Controlled Circulation Specialized System Coordination Material Durability & Lifecycle Safety & Risk Mitigation Highly Sensitive Environment PROJECT HIGHLIGHTS: Secure, Controlled Environment Complex Program Lifecycle Alignment Patient Safety Site & Operational Support Page 53 of 169 8 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL Mendota Mental Health Institute - Boiler Replacement MADISON, WI | $4.6M “A critical infrastructure upgrade focused on enhancing utility reliability and supporting continuous operations within an active healthcare campus.” This project included replacement and upgrade of aging boiler systems within the central heating plant serving a state-operated psychiatric facility. Work involved installation of new high-capacity steam boilers, removal of existing units, and modifications to heating and chiller plant equipment to support electrical, steam, condensate, and fuel systems. Additional scope included decommissioning a coal-fired boiler, installing a new gas/oil- fired boiler with economizer, and upgrading controls and building management systems. These improvements were part of a broader campus initiative to modernize utility infrastructure and enhance reliability for ongoing healthcare operations. Advocate Aurora Health - Mental Health Emergency Center MILWAUKEE, WI | $8.7M “A high-performance, emergency response facility requiring efficient intake, controlled circulation, and secure, high-sensitivity environments.” Developed in partnership with Milwaukee County and leading healthcare systems, this facility was created to address the region’s mental health crisis through a centralized, patient-focused model of care. The 12,000-square-foot center provides 24/7 crisis assessment, stabilization, treatment, and transitional care for both adults and children. The program includes six inpatient beds and is organized to support efficient intake, evaluation, and care delivery. Designed as a recovery-oriented and culturally informed environment, the center serves as a national model for emergency mental health response. PROJECT HIGHLIGHTS: Active Psychiatric Hospital Utility Reliability & Redundancy Mechanical & Infrastructure Coordination Critical Systems Replacement Occupied Facility PROJECT HIGHLIGHTS: Crisis Response Flow Emergency Operations High Sensitivity Environment Site Security Complex Stakeholder Coordination Compact Footprint National Model Page 54 of 169 9 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL Gibralter School District FISH CREEK, WI | $31.4M “A complex, phased infrastructure project involving subsurface challenges, utility coordination, and active-site logistics management.” This multi-phase renovation and addition project transforms existing elementary and high school facilities to support modern, flexible learning environments. The work includes new classrooms, gymnasium and athletic spaces, along with renovations to building systems, restrooms, and circulation areas to improve functionality and student flow. Strategic demolition and reconstruction address aging infrastructure while enhancing safety and security across the campus. Site and operational improvements, including updated drop-off areas and expanded multipurpose spaces, support evolving educational needs and community use. PROJECT HIGHLIGHTS: Bedrock & Subsurface Risk Management Complex Utility Coordination Infrastructure Upgrades Phased Construction Occupied Environment Logistics & Site Circulation Improvement Adaptive Planning & Field Coordination BEDROCK CONSIDERATIONS During construction, the project team encountered site conditions where underlying bedrock influenced both utility infrastructure and excavation activities. With much of the site underlain by shallow bedrock, traditional subsurface installations required careful coordination and adaptation, particularly in relation to existing and new gas systems. The team worked closely with the owner and trade partners to evaluate subsurface conditions, adjust system layouts, and manage risk associated with limited excavation depths and unknown existing conditions. This included coordinating the replacement of multiple propane systems and ensuring all work was executed safely and in compliance with excavation protocols. Through proactive investigation, strategic planning, and continuous field coordination, the team successfully navigated the challenges associated with bedrock conditions while maintaining project schedule and minimizing disruption to ongoing school operations. Page 55 of 169 10 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL PROPOSED SITE-SPECIFIC STAFFING PLAN This project requires a hands-on, experienced team with both municipal and specialized facility knowledge. Our staffing approach focuses on: » Senior-level leadership continuity to support Village decision-making » Dedicated preconstruction resources for cost, schedule, and risk management » Field leadership experienced in complex site and building systems » Access to specialized partners for the live-fire range We will maintain a consistent team from preconstruction through completion—ensuring continuity, accountability, and clear communication throughout the project lifecycle. Page 56 of 169 11 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL PROPOSED PROJECT TEAM AND RESUMES PRECONSTRUCTION CONSTRUCTION MANAGEMENT Project Lead Joe Hoffmeier Principal Ethan Sippel Senior Project Manager Josh Schmitz Safety Director John Kaltenberg III, P.E. Project Executive Ben Prindiville Quality Manager Angela Resnick Senior Estimator Tom Caluette Fire Range Resource Max McCollow Project Engineer The proposed CG Schmidt team was chosen for their technical expertise and experience alignment with the project’s key challenges. Joe Hoffmeier and John Kaltenberg will oversee all phases of the project as your designated points of contacts. SAFETY & QUALITY Kris Brakken Superintendent Page 57 of 169 12 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL JOE HOFFMEIER Principal Joe Hoffmeier brings extensive experience leading projects within occupied facilities and active campus environments, where maintaining safety, accessibility, and uninterrupted operations is critical. He excels at managing complex logistics, coordinating phased work, and mitigating disruptions in high-traffic, high-sensitivity settings. Joe’s proactive approach ensures that project teams remain aligned with operational needs while advancing construction efficiently. His ability to navigate these challenges makes him a valuable leader for projects requiring careful planning, stakeholder coordination, and seamless integration into ongoing operations. RELEVANT PROJECT EXPERIENCE DOC Juvenile Detention Center - Southeast Regional Care Center for Youth Milwaukee, WI | $53M This project involved the construction of a secure correctional facility designed to support controlled operations and occupant safety. The building incorporates secure entries, controlled circulation, and durable systems appropriate for high-sensitivity environments. Careful coordination of program spaces supports supervision, security, and operational efficiency, delivering to complex public safety–oriented environments. Master Lock Security Improvements Milwaukee, WI | $2.7M Fast-tracked security upgrades across occupied parking areas to enhance controlled access and site safety. Work included perimeter fencing, access control systems, gate operations, lighting, and integrated cameras. Construction was phased to maintain continuous operations and access. Racine Readiness Storage Building Racine, WI | $850K Construction of a prefabricated dry storage facility within an active readiness campus. The project included site excavation, utility extensions, footings and foundations, concrete flatwork, and installation of a pre-engineered metal building system. Interior build-out included secured storage areas with fencing and minor electrical systems. Work required coordination to integrate new infrastructure with existing campus operations. BMO Harris - Bluemound Road Branch Renovation Milwaukee, WI | $900K Renovation of an active retail banking branch to update customer-facing and operational spaces, including coordination of secure access elements. Work was phased to maintain daily operations and controlled access throughout. West Allis West Milwaukee School District Rec Center Addition & Renovation West Allis, WI | $10M The West Allis-West Milwaukee Rec Center project included demolition of outdated facilities, remodel of the 2005 building, and site prep for future additions. Completed in summer 2020, the upgraded center features a gym, walking track, fitness and dance studios, preschool, multipurpose rooms, and modern offices. Reclaimed brick was used to build a retaining wall honoring the original FDR-era Works Project. Education & Training BS, Construction Management UW - Stout AAS, Architectural Drafting/ Construction Technology Waukesha County Technical College Healthcare Construction Certificate (HCC) Wisconsin Healthcare Engineering CPR, AED and First Aid Certification Medic First Aid 30-Hour Construction Safety Course OSHA SafeStart® Training CG Schmidt PROJECT ALIGNMENT: Municipal & Public Works, Secure Facilities & Entrances, Site Utilities, Bedrock Page 58 of 169 13 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL JOHN KALTENBERG III, P.E. Project Executive John provides strategic leadership and executive oversight, guiding project teams to ensure successful delivery from preconstruction through closeout. He focuses on strengthening client relationships, aligning team performance, and supporting key decision-making to maintain momentum and project clarity. With a strong emphasis on budget management and overall project outcomes, John ensures that work is delivered on time, within budget, and to the highest quality standards. His leadership fosters accountability, collaboration, and consistent performance across all phases of the project. RELEVANT PROJECT EXPERIENCE Aurora Psychiatric Hospital - Inpatient Renovations Wauwatosa, WI | $6.7M Renovations within an active behavioral health facility focused on enhancing patient care environments and operational efficiency. The work required careful coordination in an occupied setting, emphasizing safety, controlled access, and uninterrupted operations. Improvements supported functional upgrades to treatment and patient care spaces within a secure healthcare environment. Aurora Health Center Psychiatric Hospital - Dewey Center Wauwatosa, WI | $18.3M Ground-up construction of a 75,000-square-foot behavioral health facility utilizing precast and steel systems. The two-story building includes inpatient and outpatient treatment spaces, patient rooms, and support areas organized for safety and efficiency. Program elements include therapy spaces, offices, a fitness area, and communal amenities. Site features include a roof deck and lower-level parking within a controlled healthcare environment. *Milwaukee County Sheriff’s Office and Patrol Bureau Milwaukee, WI This public safety facility includes secure entries with bullet-resistant glazing and integrated security technology. The project incorporates detention cells, debriefing and training spaces, and equipment and vehicle storage areas. It was designed to support secure operations, staff safety, and functional efficiency, demonstrating experience with law enforcement environments. *ProHealth Care – Waukesha Memorial Hospital Behavioral Health Waukesha, W This behavioral health project includes secure entry points, a centralized nurse station, and patient spaces designed for safety and supervision. The work required coordination of specialized systems to support controlled environments and patient needs. Improvements enhance safety, durability, and operational performance. *BMO Tower Milwaukee, WI Located in downtown Milwaukee, this project required extensive coordination within a dense urban environment, including management of existing and abandoned utilities and new connections. Careful planning addressed site constraints and maintained schedule. This project reflects experience navigating complex infrastructure & conditions. Education & Training Master of Business Administration (MBA) Marquette University BS, Civil and Environmental Engineering University of Wisconsin Association of General Contractors Project Management Wisconsin Health Care Engineering Association Member Wisconsin Health Care Construction Certificate OSHA Licensed Professional Engineer State of Wisconsin SafeStart® Training CG Schmidt PROJECT ALIGNMENT: Municipal & Public Works, Secure Facilities, Underground Parking, Site Utilities *Completed through previous employer Page 59 of 169 14 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL ANGELA RESNICK Senior Estimator Angela brings a disciplined, client-focused approach to cost management, aligning project budgets with design intent from the earliest stages of preconstruction. She combines real-time estimating with transparent communication to support informed decision-making and maintain strong budget accountability. Known for her subject matter expertise and proactive mindset, Angela helps teams navigate cost considerations while identifying outcome-oriented solutions. Her ability to integrate cost, scope, and design ensures alignment throughout the project lifecycle and supports successful project delivery. RELEVANT PROJECT EXPERIENCE Northwestern Mutual - North Office Building Milwaukee, WI | $500M This corporate office project required significant coordination of site utilities, including relocation of existing infrastructure associated with the nearby Cass Street corridor. The work involved integrating new utility systems while maintaining project schedule and minimizing disruptions. The project reflects experience managing complex site and infrastructure challenges in a dense urban setting. Milwaukee Recreation Community Center Milwaukee, WI | $53.4M Ground-up renovation and expansion transforming the former Browning School site into a 100,000+ SF community recreation center. The project includes gymnasium, indoor pool, multi-purpose spaces, and site redevelopment across a 7.5-acre campus. Work integrates new construction with existing structures within a complex brownfield site. 911 Call Center Preconstruction services for a municipal emergency response facility, including development of conceptual budgets and early cost planning. Efforts focused on aligning project scope with funding parameters prior to project start. The work reflects experience supporting public safety projects from initial planning stages. Advocate Aurora Healthcare - Mental Health Emergency Center Milwaukee, WI | 8.8M This behavioral health facility supports 24/7 crisis assessment, stabilization, and treatment in a controlled environment. The project required coordination of program elements to support efficient intake, evaluation, and care delivery. Spaces are organized to prioritize safety, supervision, and operational flow in a high-sensitivity setting. Northwestern Mutual - Jackson St. Parking Structure Milwaukee, WI | $140K This structured parking facility supports high-density urban use, requiring coordination of circulation, access, and integration with surrounding infrastructure. The project involved careful planning to support efficient vehicle flow and structural performance. Coordination of site and building systems was critical to successful delivery within an urban environment. Education & Training BS, Construction Management MSOE LEED Green Association U.S. Green Building Council 30-Hour Construction Safety Certification OSHA SafeStart® Training CG Schmidt PROJECT ALIGNMENT: Accurate Cost Estimating, Site Utilities, Secure Entrances Page 60 of 169 15 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL ETHAN SIPPEL Senior Project Manager Ethan provides leadership oversight to project teams, guiding both project managers and superintendents to ensure coordinated, efficient execution from preconstruction through closeout. He is highly engaged in core project controls, managing RFIs, subcontractor coordination, schedules, and change order negotiations while maintaining clear and consistent documentation throughout the project lifecycle. Known for his organized approach and attention to detail, Ethan keeps teams aligned and responsive to evolving project needs. His ability to manage complex processes while driving accountability contributes to streamlined delivery and successful project outcomes. RELEVANT PROJECT EXPERIENCE Medical College of Wisconsin - Professional Office Building (HUB) Wauwatosa, WI | $90M This healthcare facility supports complex clinical and administrative functions within an active medical campus environment. The project required coordination of specialized building systems and careful planning to maintain ongoing operations. Program spaces are organized to support efficiency, safety, and user needs in a high- sensitivity setting. The facility reflects a disciplined approach to integrating technical requirements with functional design. AO Smith - Corporate Technology Center Milwaukee, WI This corporate technology center supports advanced research, development, and office functions within a high-performance environment. The project required careful coordination of building systems and program elements to meet technical performance requirements. Spaces are organized to support efficiency, collaboration, and operational flexibility. The facility demonstrates a coordinated approach to delivering technically demanding environments. Greendale School District 2019-2020 Referedum Greendale, WI | $33.8M This multi-phase improvement project includes additions, renovations, and infrastructure upgrades across an active school campus. The work required strategic phasing, stakeholder coordination, and detailed planning to maintain ongoing operations during construction. Improvements enhance building functionality, safety, and circulation throughout the campus. The project reflects experience delivering complex public-sector work in occupied environments. Horlick Lofts - The William Apartments Historic Renovation Racine, WI | $15.9M This adaptive reuse project transformed a historic structure into a modern, functional space while preserving key architectural elements. The work required coordination within an existing building and responsiveness to field conditions encountered during construction. Careful planning and trade coordination supported successful integration of new systems into the historic framework. The project demonstrates a flexible and detail-oriented approach to complex renovation work. Education & Training BS, Architectural Engineering MSOE BS, Construction Management MSOE 10-Hour Quality Control Certification OSHA SafeStart® Training CG Schmidt PROJECT ALIGNMENT: Municipal & Public Works, Secure Entrances, Complex Systems, Multi-Phase Work in Active Environments Page 61 of 169 16 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL KRIS BRAKKEN Superintendent Kris brings more than 24 years of construction experience, beginning his career as a foreman and advancing through field leadership roles. His hands-on background provides a strong foundation in field coordination, safety, and trade management, allowing him to effectively lead day-to-day construction operations. Kris is known for maintaining organized, efficient jobsites, proactively resolving field challenges, and ensuring work is completed in alignment with project goals. His practical approach and steady leadership contribute to consistent quality, schedule adherence, and successful project delivery. RELEVANT PROJECT EXPERIENCE Northwestern Mutual - North Office Building Milwaukee, WI | $500M This corporate office project required significant coordination of site utilities, including relocation of existing infrastructure associated with the nearby Cass Street corridor. The work involved integrating new utility systems while maintaining project schedule and minimizing disruptions. The project reflects experience managing complex site and infrastructure challenges in a dense urban setting. St. Francis School District - Additions & Remodel St. Franics, WI | $25.9M Following successful referendum approval, led phased additions and renovations across occupied K-12 facilities, including Willow Glen Primary and Deer Creek Intermediate. Work included coordination of demolition, structural modifications, and MEP system integration to support districtwide improvements focused on safety, security, accessibility, and STEM learning environments, as well as upgrades to recreation, theater, and athletic facilities. Maintained strict sequencing and site control to support ongoing school operations throughout construction. Muskego Norway School District 2022 Referendum Muskego, WI | $42.4M Provided master planning and pre-referendum support resulting in successful voter approval of a $44.6M, two-question facilities program. The referendum included additions for technical education and STEM programming, as well as specialized spaces for health sciences and an indoor practice facility at Muskego High School. The program required careful planning, stakeholder coordination, and clear communication to align community priorities with complex, long-term facility needs— reflecting the collaborative approach necessary for municipal and public safety projects. Old National Bank Milwaukee, WI | $4.5M Fit-out of 2,000 SF of retail banking and 28,000 SF of office space within the Huron Building. The project team navigated material procurement delays and complex logistics, including the absence of a freight elevator to serve the 8th-floor space in a busy downtown location. Work occurred within an occupied building under strict noise constraints. Solutions included enhanced material management, 360-degree weekly documentation, air quality controls, and automated cleaning processes to maintain a safe, controlled environment. Education & Training BS, Civil Engineering Michigan Technology University 30-Hour Construction Safety Certification OSHA 10-Hour Construction Safety Certification OSHA LEED AP 2.2 U.S. Green Building Council SafeStart® Training CG Schmidt PROJECT ALIGNMENT: Municipal & Public Works, Secure Facilities with Complex MEP Infrastructure, Early Phase Risk Identification, Existing Conditions Management, Jobsite Control Page 62 of 169 17 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL MAX McCOLLOW Project Engineer Max supports project teams through a proactive, detail-oriented approach, focusing on coordination, documentation, and day-to-day execution. He brings a steady presence to the team, working through challenges with practical problem-solving and clear communication. Max collaborates closely with project managers, field teams, and trade partners to maintain alignment and keep work progressing efficiently. His ability to stay organized, anticipate needs, and support team coordination contributes to consistent project performance. RELEVANT PROJECT EXPERIENCE DOC Juvenile Detention Center - Southeast Regional Care Center for Youth Milwaukee, WI | $53M This project involved the construction of a secure correctional facility designed to support controlled operations and occupant safety. The building incorporates secure entries, controlled circulation, and durable systems appropriate for high-sensitivity environments. Careful coordination of program spaces supports supervision, security, and operational efficiency. The facility reflects experience delivering complex public safety–oriented environments. Froedtert PA4 & PS6 Wauwatosa, WI | $70M This project includes the construction of structured parking facilities integrated within an active healthcare campus. The work required coordination of underground and interior parking systems while maintaining access, safety, and circulation for ongoing operations. Phasing and logistics planning were key to minimizing disruption in a high-traffic environment. The project reflects experience delivering complex parking and site infrastructure solutions. *Germantown Gateway Corporate Park Germantown, WI This corporate development required careful coordination of site and infrastructure elements within challenging subsurface conditions. The project team navigated bedrock-related constraints, adapting excavation and foundation approaches to maintain schedule and cost control. Site planning and utility coordination supported long-term functionality and flexibility for tenants. The project demonstrates experience managing site complexities and subsurface risk. *UW-Milwaukee Chemistry Building Milwaukee, WI This academic facility required coordination of specialized building systems and complex utility infrastructure to support laboratory and research functions. The project involved detailed planning of site utilities and building systems to accommodate performance requirements and long-term flexibility. Integration of mechanical, electrical, and plumbing systems supported efficient operation within a highly technical environment. The project demonstrates strong experience managing system complexity and utility coordination. *Completed through previous employer Education & Training BS, Environmental Science & Land-Use Planning UW-Oshkosh Board Member ACI - Wisconsin Chapter WRMCA Technical Committee AGGTEC Level I - Soil/ Aggregate ACI Grade I - Field Concrete Testing PTI Level I & II - Unbonded First Aid, CPR & AED Certification NSC 10-Hour Safety Certificate OSHA SafeStart® Training CG Schmidt PROJECT ALIGNMENT: Secure Facilities & Entrances, Bedrock, Site Utilities, Underground/Interior Parking Page 63 of 169 Project Approach 02 Page 64 of 169 19 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL Deliver a modern, future-ready facility Maintain budget discipline amid recent cost challenges Ensure confidence and clarity in decision-making Execute a technically complex project without disruption PROJECT UNDERSTANDING SECTION 02 PROJECT APPROACH We understand the Village’s priorities: Transparent, Data-Driven Preconstruction We provide clear, milestone-based estimating at 30%, 60%, 90%, and 100% design to ensure continuous alignment with budget. Germantown Benefit: Village confidence in decision-making + early course correction in response to market conditions Strong Schedule Control Through Early Planning We prioritize early identification and procurement of long-lead systems—including security, technology, and critical utilities—to minimize exposure to delays. Germantown Benefit: Protection of critical milestones + maintained overall project certainty Continuous Constructability & Value Optimization Our team performs ongoing design and constructability reviews to align building systems with budget, performance, and long-term operational needs. Germantown Benefit: Informed decision-making + maximized functionality without compromising cost discipline Clear Communication & Stakeholder Alignment We establish a direct and consistent communication structure with Village leadership, the Police Chief, and project stakeholders to ensure timely decisions and shared understanding. Germantown Benefit: Village confidence in decision-making + early course correction in response to market conditions CG SCHMIDT’S APPROACH Our approach is grounded in: Page 65 of 169 20 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL 5 STEPS TO DELIVER A SAFE, SECURE, AND PREDICTABLE PROJECT FOR CONTINUOUS POLICE OPERATIONS CG Schmidt’s approach is rooted in early, collaborative involvement to support informed decision-making, minimize disruption to police operations, and proactively manage cost and schedule risk. For the Germantown Police Department, our process is focused on maintaining continuous operations, addressing security requirements, and identifying risks early to support a predictable and efficient project delivery. STEP 5: EXECUTE Finalize GMP, procure qualified trade partners, and execute a controlled construction plan that prioritizes safety, security, and timely delivery of critical materials and systems. OUR 5-STEP PRECONSTRUCTION PROCESS WITH THE GERMANTOWN POLICE DEPARTMENT FACILITY STEP 1: LISTEN Align with Village leadership and police staff to understand operational needs, security requirements, phasing constraints, and budget. Begin continuous estimating and identify key cost drivers. STEP 2: INFORM Evaluate design options with constructability and operational continuity in mind. Initiate procurement strategy with early identification of long lead systems (security/technology, HVAC, electrical) and validate pricing and availability with trade partners. STEP 3: ADVISE Refine scope and systems to maximize value while maintaining budget. Incorporate real-time market feedback, develop alternates, and implement strategies to mitigate escalation and supply chain risks. STEP 4: ALIGN Advance phasing, logistics, and site security plans to support continuous operations. Release early bid packages for critical path and long lead components to protect schedule. Benefit: Our process emphasizes early cost alignment and transparent communication at each milestone. Page 66 of 169 21 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL UTILITY EXTENSION STRATEGY The 2,500-foot sanitary sewer and water main extension is a critical early driver of both schedule and cost. The project team will deliver a disciplined, security- focused approach to the utility extension and live-fire range integration, prioritizing operational readiness, safety, and reliability throughout construction. Utility extensions will be strategically planned and phased to support uninterrupted service to mission-critical systems, with early coordination to ensure secure routing and long-term performance. Our strategy includes: » Early Coordination & Permitting » Engage utility providers and authorities immediately to confirm requirements and timelines » Phased/Early Bid Packaging » Advance utility work early to maintain schedule momentum » Bedrock & Subsurface Risk Mitigation » Align excavation strategies with geotechnical data » Plan for potential bedrock impacts to minimize cost and schedule disruption » Integrated Site Logistics » Sequence utilities with stormwater, access, and foundation work LIVE-FIRE RANGE INTEGRATION STRATEGY The live-fire range will be integrated with specialized attention to ballistic protection, advanced ventilation systems, acoustic control, and life safety infrastructure to meet stringent law enforcement training standards. Our team will emphasize controlled access, clear separation of public and secure zones, and detailed sequencing to maintain safe operations in an active public safety environment. Through proactive preconstruction planning, stakeholder collaboration, and rigorous quality control, we will deliver a facility that supports effective training, enhances officer safety, and meets the operational needs of the department. Our approach focuses on integration, expertise, and risk mitigation: » Early Engagement of Specialized Partners » Collaborate with qualified range experts during preconstruction » Full Building Systems Integration » Coordinate HVAC, filtration, acoustics, and ballistic systems » Performance & Lifecycle Focus » Evaluate durability, maintenance, and long-term operational costs » Preconstruction Risk Reduction » Identify long-lead equipment and system constraints early This ensures safe & reliable range performance from day one. Reducing Risk. Protecting Schedule. Ensuring Seamless Integration. Page 67 of 169 22 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL Safety is a top priority, and we are committed to maintaining a safe and healthy environment for all workers on our projects. In 2025, our team worked an impressive 778,074 hours, with 19 OSHA recordable incidents and only 2 recordable injuries or illnesses resulting in days away from work. Additionally, our lost time accidents for the year totaled 2, showcasing our proactive approach to minimizing workplace injuries. CG Schmidt has no lawsuits or liens. YEAR OSHA Incident Rate DART Rate 2025 0.99 0.00 2024 4.62 3.34 2023 3.22 2.58 2022 3.02 2.64 SAFETY IS OUR #1 PRIORITY ON THE JOBSITE SAFETY METRICS CG Schmidt’s Safety Manual is always available and up-to-date on our website. View it here. SAFETY FIRST Click to View INTERNAL SAFETY MANUAL ZERO LAWSUITS WITH CLIENTS IN 106 YEARS SAFETY MANAGEMENT PROGRAM A CG Schmidt Safety Stand-down meeting is held before the day’s work begins. Page 68 of 169 23 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL SYSTEMS TO ENSURE QUALITY The Germantown Police Station will benefit from: » PRE-INSTALLATION MEETINGS // Prior to the implementation of any large work packages being put in place, our team holds pre-installation meetings to review shop drawings and identify potentially problematic construction details or schedule, weather or material concerns that could impact the quality of the work. This often involves creating mock-ups for key items to verify the quality of the work and the material. By identifying these items before the work is installed, we offer clarity and address potential issues before they become costly field conditions or punch-list or warranty items. » BENCHMARKING // The first step of every key installation is inspection to confirm it meets the requirements of the documents and the expectations of stakeholders before it is replicated throughout the space. » FIELD ENGINEERING AND TESTING PROGRAM // We work with the project team to develop a comprehensive field engineering and testing program, making recommendations for appropriate levels of independent inspection for systems and materials. » QC CHECKLISTS AND AUDITS // Problem-free installation is greatly achieved by pre-planning installation and reviewing requirements for correct installation with field teams who perform the work. However, we still utilize quality control checklists and audits to confirm that installations are, in fact, properly completed before the work is covered by the next sequential installation. Instead of relying on post-installation inspections to find and fix quality issues that add cost and waste time, CG Schmidt’s Quality Management Program finds problems before they occur. Our Quality Management Program increases value and cost accuracy while mandating overall project quality by: » Building quality directly into the plans and specifications by collaborating with architects as they complete their drawings and addressing difficult or unclear construction details before they become part of the final construction documents. » Highlighting work scope and building systems which may require mitigation to avoid warranty call-backs and repairs. ENSURING PROACTIVE QUALITY ASSURANCE & QUALITY CONTROL QUALITY MANAGEMENT PROGRAM Page 69 of 169 24 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL PROJECT MILESTONE SCHEDULE DRAFT ID ID Task Name Duration Early Start Early Finish 0 0 CG Schmidt Project Schedule 571 days Mon 5/4/26 Mon 7/10/28 1 1 Design 141 days Mon 5/4/26 Mon 11/16/26 2 2 Schematic Design 46 days Mon 5/4/26 Mon 7/6/26 3 3 Design Development 40 days Tue 7/28/26 Mon 9/21/26 4 4 Construction Documents 25 days Tue 10/13/26 Mon 11/16/26 5 5 Budgeting 70 days Tue 7/7/26 Mon 10/12/26 6 6 SD Budget 15 days Tue 7/7/26 Mon 7/27/26 7 7 DD 60% Budget 15 days Tue 8/25/26 Mon 9/14/26 8 8 DD 90% Budget 15 days Tue 9/22/26 Mon 10/12/26 9 9 Bidding 40 days Tue 12/1/26 Mon 1/25/27 10 10 BP #1 15 days Tue 12/1/26 Mon 12/21/26 11 11 Final GMP 15 days Tue 12/22/26 Mon 1/11/27 12 12 GMP Approval 10 days Tue 1/12/27 Mon 1/25/27 13 13 Permitting 65 days Tue 11/17/26 Mon 2/15/27 14 14 State Regulatory Review 45 days Tue 11/17/26 Mon 1/18/27 15 15 Local Regulatory Review 15 days Tue 1/19/27 Mon 2/8/27 16 16 Building Permit 5 days Tue 2/9/27 Mon 2/15/27 17 17 Construction 320 days Mon 3/29/27 Mon 6/19/28 18 18 Mobilization 0 days Mon 3/29/27 Mon 3/29/27 19 19 Sitework 40 days Tue 3/30/27 Mon 5/24/27 20 20 Building Construction 255 days Tue 5/25/27 Mon 5/15/28 21 21 Building Commissioning 20 days Tue 5/16/28 Mon 6/12/28 22 22 Final Inspections 5 days Tue 6/13/28 Mon 6/19/28 23 23 Final Inspections Complete 0 days Mon 6/19/28 Mon 6/19/28 24 24 Move-In / Owner Occupancy 15 days Tue 6/20/28 Mon 7/10/28 25 25 Furniture & Equipment 15 days Tue 6/20/28 Mon 7/10/28 26 26 Owner Training 5 days Tue 6/20/28 Mon 6/26/28 27 27 Occupancy 0 days Tue 6/20/28 Tue 6/20/28 Schematic Design Schematic Design Design DevelopmentDesign Development Construction DocumentsConstruction Documents SD Budget DD 60% Budget DD 90% Budget BP #1 Final GMP GMP Approval State Regulatory Review Local Regulatory Review Building Permit Mobilization Building Construction Building Commissioning Final Inspections Final Inspections Complete Furniture & EquipmentFurniture & Equipment Owner Training Occupancy A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A Half 1, 2026 Half 2, 2026 Half 1, 2027 Half 2, 2027 Half 1, 2028 Half 2, 2028 Half 1, 2029 Half 2, 2029 New Police Department Facility Village of Germantown 5/29/2026 DRAFT Page 70 of 169 Cost Proposal 03 Page 71 of 169 26 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL SECTION 03 COST PROPOSAL GENERAL CONDITIONS (Assumes 14 Month Construction Duration) ITEM QUANTITY UNIT UNIT COST TOTAL COST MANAGEMENT & SUPERVISION - 2027 RATES Sr. PM - Project Executive 275 HR $178.00 $48,950 Sr. Project Manager (Full-Time On-Site) 2,595 HR $160.00 $415,200 Project Engineer 1,453 HR $110.00 $159,830 General Superintendent 56 HR $177.00 $9,912 Superintendent (Full-Time On-Site) 2,422 HR $153.00 $370,566 Project Coordinator / Risk Management 350 HR $85.00 29,750 Project Accountant 121 HR $85.00 10,285 Safety Manager 128 HR $153.00 $19,584 TOTAL $1,064,077 FEES ITEM QUANTITY Preconstruction Services (Lump Sum) $20,000.00 CM Contingency as a Percentage of the Cost of Work 2.00% CM Fee as a Percentage of the Cost of Work 1.95% Benefit: Our fee structure reflects a highly engaged preconstruction effort designed to reduce risk, avoid costly changes, and deliver overall best value. Page 72 of 169 27 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL GMP DEVELOPMENT APPROACH The sample project dashboard monitors the progression of the total project budget throughout the entirety of the project. $7.0M $6.5M $6M $5.5M $5M $4.5M 7/10/2024 7/29/2024 10/15/2024 12/8/2024 6/22/2025 8/13/2025 9/7/2025 9/17/2025 Budget: $5.0M $6.55M $5.14M $5.03M $4.77M $4.96M $4.96M $5.08M $4.92M CONFIDENTIAL RENOVATION: OWNER’S BUDGET $5.0M Continuous estimating keeps CG Schmidt ahead of every cost driver to deliver accurate, data-driven budgets. Our GMP strategy is built on confidence and accuracy, not assumptions: » Continuous cost validation throughout design » Early trade partner involvement » Real-time market pricing feedback » Alignment with Owner expectations at each milestone We deliver a GMP that is: » Dependable » Transparent » Aligned with current market conditions  Our Guaranteed Maximum Price (GMP) proposal reflects a comprehensive and well-defined understanding of the project scope, developed through detailed preconstruction planning and real-time market input. We have structured the GMP to provide cost certainty while maintaining transparency and flexibility, incorporating clearly defined assumptions, allowances, and contingencies to manage risk effectively. Our approach emphasizes early trade partner engagement, open-book communication, and continuous cost validation to ensure alignment with the project’s budget and goals. This disciplined process allows us to proactively identify cost-saving opportunities, mitigate potential impacts, and deliver a reliable, well-supported GMP that positions the project for successful execution. RIGHT ON TARGET: ANGELA’S ESTIMATING PERFORMANCE Angela brings a disciplined, data-driven approach to estimating, ensuring budgets remain aligned with project goals throughout design and preconstruction. Her track record of delivering GMPs at or below target budgets reflects strong cost control and proactive market coordination. Page 73 of 169 Proof of Insurance and Bond Ability 04 Page 74 of 169 29 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL CG Schmidt is able to provide 100% Performance and Payment Bonds for a cost of .75% for a $35M total project cost. Please see the following pages for our proof of insurance and bond ability. SECTION 04 PROOF OF INSURANCE AND BOND ABILITY Insurance & Bond Ability Page 75 of 169 30 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME: CONTACT (A/C, No): FAX E-MAIL ADDRESS: PRODUCER (A/C, No, Ext): PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). 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. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT ER OTH- STATUTE PER LIMITS(MM/DD/YYYY) POLICY EXP (MM/DD/YYYY) POLICY EFF POLICY NUMBERTYPE OF INSURANCELTR INSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO- JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY 1/13/2026 M3 Insurance Solutions, Inc. 828 John Nolen Drive Madison WI 53713 Trisha Stark 608-288-2805 trisha.stark@m3ins.com Zurich American Insurance Comp 16535 SCHMC-2 Canopius US Insurance, Inc. 12961 C. G. Schmidt, Inc. 11777 West Lake Park Drive Milwaukee WI 53224-3047 SiriusPoint Specialty Insuranc 16820 Vantage Risk Specialty Insuran 16275 1316989658 A X 2,000,000 X 100,000 10,000 2,000,000 4,000,000 X X GLO2925094-05 1/1/2026 1/1/2027 4,000,000 A 2,000,000 X X BAP2925095-05 1/1/2026 1/1/2027 C B X 5,000,000 X IPS-EX-00000137 CUSXU23000079-01 1/1/2026 1/1/2026 1/1/2027 1/1/2027 5,000,000 X 10,000 Excess Each/Aggregate 5,000,000 A X N WC2925093-05 1/1/2026 1/1/2027 1,000,000 1,000,000 1,000,000 D D Professional Liability/ Pollution Liability P0C3P0000097330 P0C3P0000097330 1/1/2026 1/1/2026 1/1/2027 1/1/2027 Professional Liab Pollution Liability 10,000,000 10,000,000 **Informational Only** Page 76 of 169 31 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL Member of Liberty Mutual Group Liberty Mutual Su r et y January 16, 2026 Contractor: C.G. Schmidt, Inc. RE: Surety Bonding Reference To Whom It May Concern: C.G. Schmidt, Inc. has been a highly regarded and valued client of Liberty Mutual Insurance Company since 1990. During that time we have witnessed their continued success and steady growth due to sound management and skillful execution of numerous projects. We maintain a high degree of confidence in their reputation, financial strength and management expertise. It is my pleasure to recommend this fine contractor to anyone, as they are surely one of the premiere contractors in the Midwest. We have approved bonds for single projects exceeding $600,000,000 and aggregate cost to complete backlogs of $1,200,000,000. Our agreement to provide work programs and execute bid and/or final bonds is subject to mutually acceptable final contract terms, conditions, financing and underwriting conditions to both C.G. Schmidt, Inc. and Liberty Mutual Insurance Company. Any arrangements for a bond, or bonds, is a matter between C.G. Schmidt, Inc. and Liberty Mutual Insurance Company, and we assume no liability to third parties. Should you require additional information about our surety bond relationship with C.G. Schmidt, Inc. please feel free to contact me at 763-202-2507. Sincerely, Chase Stoneback, Attorney-in-Fact for Liberty Mutual Insurance Company Page 77 of 169 Draft Contract 05 Page 78 of 169 33 GERMANTOWN POLICE DEPARTMENT FACILITY CONSTRUCTION PROPOSAL AIA - A133 & AIA - A201 Please see separate attachment in email for CG Schmidt’s full AIA A133 & A201 Template. SECTION 05 DRAFT CONTRACT Page 79 of 169 cgschmidt.com 11777 West Lake Park Drive. Milwaukee, WI 53224 Page 80 of 169 Germantown Police Department Facility Village of Germantown, WI Proposal for Construction Manager at Risk Services May 29, 2026 Page 81 of 169 May 29, 2026 PATRICK MERTEN Police Chief JULIE BARTH Administrative Assistant Village of Germantown N112W1687 Mequon Road Germantown, WI 53022 Kraus-Anderson ® Construction Company 151 East Wilson Street, Suite 100, Madison, WI 53703 Office: 608-838-5444 Fax: 608-838-5445 www.krausanderson.com Dear Chief Merten, Ms. Barth, and Selection Committee, Your vision for a modern, resilient public safety facility is more than a construction project—it is a commitment to the safety, well-being, and future of the Village of Germantown. The stakes are high, and the expectations are clear: your new police station must not only serve as a secure, efficient hub for law enforcement, but also stand as a symbol of trust and service for every resident. This project demands a partner who understands the unique operational, logistical, and technical challenges of public safety construction. The experience Kraus-Anderson (KA) has gained from delivering complex police stations and public safety facilities—including those listed in our project experience—translates directly to your goals. These projects required seamless phasing, uninterrupted operations, and close coordination with multiple user groups, all while maintaining strict budget and schedule discipline. Key project considerations, including bedrock excavation, stormwater management, extensive utility extensions, and the specialized requirements of a live-fire range with its unique ballistics and ventilation systems, necessitate a CMaR with a deep understanding of complex municipal and law enforcement facility construction. The focus remains on delivering a facility that not only meets the immediate needs but also aligns with the Village’s 30-year operational life cycle objectives through careful cost management, schedule adherence, and rigorous quality and safety protocols. The Village's new police department project deserves a team that brings proven solutions, not just promises. The lessons learned from managing active municipal campuses, integrating advanced security and evidence handling, and delivering sustainable, future-ready facilities will be leveraged to anticipate challenges and drive results. The focus remains on your priorities: operational continuity, stakeholder engagement, and a facility that supports your officers and staff for decades to come. This is your moment to set a new standard for public safety in the Village. Let’s build a facility that not only meets today’s needs but also inspires confidence and pride for generations. The opportunity to partner with you on this transformative project is both an honor and a responsibility—one that will be met with unwavering commitment, expertise, and purpose. For questions or additional information, please contact: KRAUS-ANDERSON ® CONSTRUCTION COMPANY Michael J. Timmers, Director of Operations-Milwaukee C: 414-216-7246 | mike.timmers@krausanderson.com Page 82 of 169 Contents TECHNICAL PROPOSAL . . . . . . . . . . . . . . . . . . . 1 PROJECT APPROACH . . . . . . . . . . . . . . . . . . . 15 COST PROPOSAL . . . . . . . . . . . . . . . . . . . . . 21 PROOF OF INSURANCE AND BOND ABILITY . . . . . . . 22 DRAFT CONTRACT . . . . . . . . . . . . . . . . . . . . 23 Page 83 of 169 New Village of Germantown Police Department Facility | KA Proposal | 1 TECHNICAL PROPOSAL Firm Profile Kraus-Anderson Construction Company is a family-owned, privately held corporation established in 1897 and headquartered at 525 South Eighth Street, Minneapolis, MN 55404. Kraus-Anderson consistently ranks among the top-tier construction management firms in the United States by Engineering News- Record, with operations spanning Minnesota, North Dakota, Wisconsin, Iowa, and Arizona and a network of more than 675 skilled personnel. Kraus-Anderson's financial strength is underscored by a bonding capacity of $1.2 billion, confirming the firm's stability and commitment to enduring client relationships. Over the past five years, Kraus-Anderson has delivered more than 1,300 projects totaling over $3.17 billion under the Construction Manager at Risk (CMaR) method, with a portfolio spanning municipal, education, healthcare, aviation, and commercial sectors. Our Milwaukee office positions Kraus-Anderson to serve the Village of Germantown with locally embedded resources, regional subcontractor relationships, and direct familiarity with Wisconsin municipal bidding requirements. Kraus-Anderson's preconstruction and construction teams are integrated from project inception through closeout, a model purpose- built for CMaR delivery on complex public facilities such as the proposed new Germantown Police Department. Core Values Integrity Commitment Valuing People Teamwork Page 84 of 169 New Village of Germantown Police Department Facility | KA Proposal | 2 TECHNICAL PROPOSAL 11. PUBLIC SAFETY | ADDITION + RENOVATION CITY OF WHITE BEAR LAKE White Bear Lake, MN The City of White Bear Lake Public Safety Addition and Renovation project involved a 42,000 SF expansion and modernization of the city’s fire and police stations to enhance emergency response and community service. Key features include a 250 MPH tornado safe room, modern apparatus bays, training spaces, gear wash and turnout rooms, updated living quarters, squad garage, offices, bunk rooms, fire day room, dining room, fire pole, and tool room. The project was executed adjacent to an active city hall, neighborhood, and business park, with a detailed phasing plan developed to maintain uninterrupted city operations. Upgrades encompassed new mechanical, electrical, and life safety systems, as well as improved site access and parking. Kraus-Anderson served as construction manager and project manager, delivering a resilient, efficient public safety facility that prioritizes operational continuity, firefighter wellness, and community safety for the City of White Bear Lake. Page 85 of 169 New Village of Germantown Police Department Facility | KA Proposal | 3 TECHNICAL PROPOSAL 11. POLICE DEPARTMENT RENOVATION CITY OF EDEN PRAIRIE Eden Prairie, MN The City of Eden Prairie Police Department Renovation involved a partial demolition and rebuild of the police and fire administration areas, as well as the below-grade parking garage. Portions of the remaining station were remodeled and received miscellaneous updates to enhance functionality and support the evolving needs of the department. This project was delivered for the City of Eden Prairie, reflecting a commitment to modernizing public safety infrastructure and providing improved facilities for both staff and the community. Page 86 of 169 New Village of Germantown Police Department Facility | KA Proposal | 4 TECHNICAL PROPOSAL 11. POLICE + PUBLIC WORKS BUILDING CITY OF ROSEMOUNT Rosemount, MN PHOTOS COURTESY OF THE CITY OF ROSEMOUNT The City of Rosemount Police and Public Works building is a modern, multipurpose municipal facility designed to enhance public safety and operational efficiency for the community. The 160,000 SF complex includes a 48,000 SF police department with a squad garage, administrative offices, a storm shelter, holding rooms, and a six-lane gun range, alongside a 112,000 SF public works area with garages for plow trucks and vehicles, offices, shops, maintenance areas, and a wash bay. Additional structures include cold and salt storage buildings, all situated on a 20-acre site. Delivered using a Construction Manager at Risk (CMaR) approach, the project was completed ahead of schedule and under budget, supporting the City of Rosemount’s mission to provide safe, efficient, and sustainable services while accommodating future growth. Page 87 of 169 New Village of Germantown Police Department Facility | KA Proposal | 5 TECHNICAL PROPOSAL 11. CITY HALL AND POLICE DEPARTMENT EXPANSION CITY OF BURNSVILLE Burnsville, MN The City of Burnsville City Hall and Police Department Expansion project features a 212,000 SF, two-story addition and comprehensive interior renovation to modernize and expand municipal services. The scope includes a new police station and a dedicated squad car garage, enhancing operational efficiency and public safety. Delivered through a construction management approach, the project addresses construction budgets, detailed estimates, schedules, and timelines to meet the City’s evolving needs. This expansion was designed to provide state-of-the-art facilities for both city administration and law enforcement, supporting the community’s growth and service expectations. The project is currently under construction and is scheduled for completion in March 2028. Page 88 of 169 New Village of Germantown Police Department Facility | KA Proposal | 6 TECHNICAL PROPOSAL 11. POLICE STATION RENOVATION AND FIRE STATION ADDITION CITY OF MINNETONKA Minnetonka, MN The City of Minnetonka Police Station Renovation and Fire Station Addition project modernized the municipal campus with a comprehensive 97,000 SF transformation, including a 43,000 SF police station remodel, a 15,800 SF police garage addition, and a 37,000 SF fire station addition. The project delivered essential garage and storage space for emergency vehicles and equipment, a dedicated decontamination area, and extensive site improvements such as new electric service, generator, retaining walls, underground storm vault, and well water line. Sustainable features included a white roof for cooling efficiency, reused wood from on-site century-old oak trees, ultra-low-flow plumbing fixtures, smart control and LED lighting, and enhanced landscaping. Delivered using the Construction Manager at Risk (CMaR) method, the project maintained continuous City Hall and water supply operations, resulting in a state-of-the-art public safety campus that advances the City of Minnetonka’s commitment to safety, sustainability, and community service. Page 89 of 169 New Village of Germantown Police Department Facility | KA Proposal | 7 TECHNICAL PROPOSAL 11. FBI MILWAUKEE FIELD OFFICE - OFFICE CAMPUS RENOVATION FEDERAL BUREAU OF INVESTIGATION Milwaukee, WI The FBI Milwaukee project is a Level IV, built-to-suit project leased to the government for 20 years. The building’s occupancy is Class A office space for a federal law enforcement tenant. The office building, annex, parking structure, visitor screening facility, and secondary security entrance were designed and constructed to meet exact specifications and a Program of Requirements similar to those required by the FBI. This four-story, Class A LEED Gold federal office campus serves as the Milwaukee Division’s headquarters. The project includes renovation of 65,000 RSF of existing space and the addition of 17,546 RSF. The office building is designed for high efficiency and functionality, featuring Level IV security, a progressive collapse structural system, blast force protection, and a highly secured perimeter and setback. Page 90 of 169 New Village of Germantown Police Department Facility | KA Proposal | 8 TECHNICAL PROPOSAL JON PORTER Director of Building Science KYLE GOW MEP Group Manager ANDREA BLAIR BIM/VDC Group Manager DAN ANSELMENT Public Safety Consultant JAY VANDER LEEST Director of Safety TECHNICAL RESOURCES TEAM JOE KOLAVO Preconstruction Services Manager/Estimator MARK BREIDEL Project Manager TOMMY CUMMINGS Construction Superintendent PRECONSTRUCTION + CONSTRUCTION TEAM PROJECT LEADERSHIP MIKE TIMMERS Project Director MARK KOTTEN National Director of Government Sector Page 91 of 169 New Village of Germantown Police Department Facility | KA Proposal | 9 TECHNICAL PROPOSAL PROPOSED PROJECT TEAM Kraus-Anderson proposes a dedicated, site-specific team with direct municipal and public safety facility experience. Each team member will commit the availability necessary to deliver preconstruction and construction services from the 30% design milestone through project closeout. PROJECT LEADERSHIP MIKE TIMMERS Project Director/Director of Operations-Milwaukee Mike, as your single point of contact, is responsible for corporate oversight of all preconstruction and construction services. He will direct Kraus-Anderson resources to establish and achieve the Village of Germantown goals and expectations. Mike’s knowledge and insight, along with his superior organizational skills, gained from managing, directing, and overseeing construction projects of all types and sizes, are key elements in the successful management planning that goes into all of KA’s construction projects. MARK KOTTEN National Director of Government Sector As the National Director of Government Sector at Kraus-Anderson, Mark is instrumental in leveraging our expertise for projects like the Village of Germantown Police Department project. Mark will advocate for the City's vision, making sure every aspect aligns with expectations. With a focus on project team coordination and relationship-building, Mark confirms KA’s commitment to delivering excellence within established goals at every stage. Page 92 of 169 New Village of Germantown Police Department Facility | KA Proposal | 10 TECHNICAL PROPOSAL PRECONSTRUCTION + CONSTRUCTION TEAM JOE KOLAVO Preconstruction Services Manager/Estimator Joe will be responsible for developing the project cost estimate from schematic documentation to the final cost estimate. He will lead the budgeting/estimating activities during preconstruction. He will also be responsible for assisting in constructability reviews and value management with the project team. Joe will work to confirm that the most current subcontractor pricing trends are reflected in our estimates and that the upcoming bid period of the project is effectively communicated to the subcontractor market. EDUCATION Architectural Engineering Milwaukee School of Engineering Milwaukee, WI INDUSTRY EXPERIENCE Since 2012 RELEVANT PROJECTS » City of Eau Claire - - Training facility preconstruction services » City of Cedarburg - Police & Fire department concept estimating » Southern Ozaukee Fire Department - Headquarters concept estimating » Breck Athletic Facility - Conceptual estimating for a 190,000 SF indoor athletic training facility, soccer fields, baseball fields, banquet hall and retail corridor with hotel on a 150-acre development with a plan for phased construction over 5 years » Southridge - Mixed-Use Multifamily development, providing enclosed parking, retail core and shell space, and 240 units of apartment building with amenity spaces, as well as site development for future phases » Steris Labs - Renovation of an existing space for a new Steris Laboratory location, including office support space, media prep, cleanroom laboratory and sampling space, and their bio-burden handling facility. Page 93 of 169 New Village of Germantown Police Department Facility | KA Proposal | 11 TECHNICAL PROPOSAL PRECONSTRUCTION + CONSTRUCTION TEAM MARK BREIDEL Project Manager Mark will serve as the project manager from preconstruction through construction completion. He will provide management oversight of all project elements including budget and schedule control and overall project communication. In addition to comprehensive preconstruction phase cost estimating, value engineering, and project scheduling, Mark will develop a cash flow disbursement schedule for use by the Village of Germantown. He will also provide the front-end bidding documents and generate bidder interest in the project. His responsibilities will include subcontractor performance review, subcontractor negotiation and award, monitoring and updating progress schedules, and administration of job site staff. EDUCATION B.S., Architecture University of Minnesota-Twin Cities, Minneapolis, MN INDUSTRY EXPERIENCE Since 2004 RELEVANT PROJECTS » Ellsworth High School - 15,000 SF fitness center, greenhouse, and CTE classroom additions and renovations to existing 2-story high school » West Salem High School - 40,000 SF CTE addition with a fitness center, greenhouse replacement, and renovations at the high school  » Village of Lake Delton - 10,094 SF interior renovation of existing Delton Kay C. Mackesey - administration building » Verizon Wireless - 18,500 SF expansion to existing Master Switch Center including demo of existing Page 94 of 169 New Village of Germantown Police Department Facility | KA Proposal | 12 TECHNICAL PROPOSAL TOMMY CUMMINGS Construction Superintendent Tommy is responsible for the day-to-day supervision and management of all construction activities associated with the Village of Germantown Public Safety Training Facility project. He is directly responsible for scheduling, coordination, quality control, and confirming the safety of all on-site personnel, as well as overseeing general procedures. Tommy will hold weekly meetings with trade contractors to review the progress of the work. He is also the direct point of contact for users regarding logistics and coordination of ongoing operations. During the construction phase, he will work closely with project manager Mark Breidel to lead, manage, and direct all field activities. Tommy’s responsibilities will involve preparing detailed construction schedules, conducting daily safety huddles and weekly trade foreperson meetings, monitoring the safety program, administering construction support activities, confirming construction compliance, resolving field installation details/issues, and developing a punch list. EDUCATION Normandale Community College Bloomington, MN INDUSTRY EXPERIENCE Since 1993 RELEVANT PROJECTS » Village of Summit - 20,000 SF of new public works buildings, including a 15,000 SF police and city hall building, and a 5,000 SF timber-framed salt storage building » City of Oconomowoc - A 20,000 SF new public works facility that houses offices, and equipment » U.S. Department of Veterans Affairs - 8,781 SF new VA Olympia Fields outpatient clinic » Enerpac - 47,734 SF corporate HQ office build-out » Menasha Corporation - 89,000 SF addition to a manufacturing facility, including interior remodel of the mezzanine, restroom, breakroom, stair tower and 9,274 SF new office space; and site work consisting of a new 100-stall parking lot and fire lane PRECONSTRUCTION + CONSTRUCTION TEAM Page 95 of 169 New Village of Germantown Police Department Facility | KA Proposal | 13 TECHNICAL PROPOSAL Our technical experts are available to offer support across various areas, including market trends, cost estimating, value management, Building Information Modeling (BIM), constructability, quality management, and safety. Their invaluable contributions are immediately apparent during the preconstruction phase, where they efficiently identify and resolve conflicts and challenges long before they can manifest in the field, potentially causing cost overruns and delays. With a proven track record of successfully planning and executing numerous construction projects similar to yours, our technical experts have become an indispensable asset to our clients. KYLE GOW, PE (MN) MEP Group Manager Kyle specializes in long-term growth strategies, mechanical system design, and MEP coordination. Known for his cost estimating and preconstruction expertise, he provides options analysis, constructability review, and project scheduling, while overseeing installation, commissioning, and occupancy planning. JON PORTER, PE (MN), ASSOCIATE AIA Director of Building Science Jon’s 30 years of commercial building expertise bring invaluable building science knowledge to Kraus-Anderson. He advises on constructability, materials, workflow, installation techniques, and testing protocols. Jon also oversees Kraus-Anderson’s quality control and assurance programs. ANDREA BLAIR BIM/VDC Group Manager Andrea plays a key role on the team by leveraging Building Information Modeling and Virtual Design and Construction (BIM/VDC) technologies to improve project efficiency and coordination. She applies Lean principles to proactively identify system conflicts before construction, streamline clash detection, and minimize costly rework. Andrea also utilizes a range of in-house reality capture tools, including drone operations and laser scanning technologies, to capture precise existing conditions that support design validation, quality control, and progress documentation. Her expertise helps drive better project outcomes while reducing both time and resource expenditures. JAY VANDER LEEST Director of Safety Jay’s responsibilities include corporate construction safety management, federal, state, and local regulations, investigations, evaluations, and analyses of job site issues, training and employee development, inspections, policy development and implementation, Workers’ Compensation and claims management, record-keeping, strategic planning, Safety Department leadership, and further development of a safety culture through KA and our contracting partners. TECHNICAL RESOURCES TEAM Page 96 of 169 New Village of Germantown Police Department Facility | KA Proposal | 14 TECHNICAL PROPOSAL DAN ANSELMENT Public Safety Consultant Dan is a public safety professional with 20 years of experience as a practitioner and subject matter expert in various areas within law enforcement, forensics, and public safety training, most recently regarding public safety training centers. He brings with him a unique skillset through his work, getting a $30M public safety training center construction project completed and the facility staffed and operational. This state-of-the-art training center now supports over 55 federal, state, county, and local city public safety agencies in the east metro area of the Twin Cities. This facility has become a gold standard for other agencies nationwide, and Dan frequently consults with other agencies from around the U.S. who are looking to design and build their own training facility. His knowledge regarding public safety training, operating, and maintaining a firearms range, managing a laboratory and various training environments, and working as a project manager to develop a 2-acre outdoor training location for human remains makes Dan a valuable resource and allows him to give a much-needed perspective when designing a facility. He is a strong asset to any team regarding the design and use of these facility spaces. He has identified vulnerabilities and design changes needed that will better allow organizations to remain in compliance with OSHA regulations regarding hazardous lead waste, lead mitigation strategies, and other facility-related designs to assist with the overall operations, which have been valuable to architects and construction companies. Dan holds a B.S. degree from Metropolitan State University and an M.A. degree in Organization Leadership through Concordia University. He is a licensed police officer and teaches at two large universities. Dan has been awarded a Life-Saving Award and several Distinguished Service Awards as a police officer. TECHNICAL RESOURCES TEAM Page 97 of 169 New Village of Germantown Police Department Facility | KA Proposal | 15 Bedrock Risk Range Complexity Utility Logistics Long-Lead Equipment Budget Discipline Life Cycle Focus The Village of Germantown is undertaking one of its most significant public safety investments in recent history — the complete replacement of its existing police department facility with a new, approximately 64,500 to 66,500 SF headquarters designed to serve the community for decades to come. Sited at the former Department of Public Works building at N122 W17177 Fond du Lac Avenue, the project involves complex site conditions, a substantial 2,500-foot sanitary sewer and water main extension, and technically demanding program elements — including a live-fire range, secure indoor sallyport, evidence storage, and modern police administration and investigation spaces. Kraus-Anderson understands that the Village's primary concerns center on five interrelated challenges: unpredictable bedrock conditions that could introduce cost and schedule risk; the complexity and safety requirements of the live-fire range systems; the logistics of a 2,500-foot utility corridor along a live public roadway; long lead times for specialized range HVAC and electrical switchgear; and maintaining rigorous budget discipline within a $35 million construction budget while protecting a 30-year operational life cycle for the facility. Kraus-Anderson will join the project team at the 30% design milestone, working in close collaboration with FGM Architects to deliver preconstruction and construction phase services under a Guaranteed Maximum Price (GMP) contract framework. The team's approach is grounded in the principle that the most successful construction projects start with collaborative planning and communication well before breaking ground, allowing every decision to be made with accurate cost and schedule data in hand. PROJECT APPROACH Project Understanding Page 98 of 169 New Village of Germantown Police Department Facility | KA Proposal | 16 PROJECT APPROACH Pre-Construction Services Kraus-Anderson's preconstruction process is a cornerstone of its project delivery approach, emphasizing collaboration, transparency, and strategic planning. At its core, the team considers that the greatest ability to influence cost, schedule, quality, and constructability occurs well before construction starts — making early integration at the 30% design milestone a critical advantage for the Village. Cost Estimating and Estimate Reconciliation Kraus-Anderson will provide detailed milestone estimates at the 30%, 60%, 90%, and 100% design phases, reconciling each estimate with FGM Architects to confirm alignment between design intent and budget reality. Leveraging the team's proprietary Modelogix platform and historical project cost database, estimates will be structured to reflect the actual level of design detail at each milestone — from conceptual system-level modeling through trade-specific line items as the documents mature. All estimates will be presented as living documents, updated transparently throughout the design phase to reflect market conditions, design evolution, and any scope adjustments — eliminating financial surprises for the Village. Value Management Value management at Kraus-Anderson is a collaborative team endeavor involving not just the project manager and estimator, but also the project superintendent, in-house MEP specialists, and building science managers — all working together to identify alternatives that protect design intent while aligning scope with the Village's $35 million budget and the facility's 30-year operational life cycle requirements. Alternatives will be tracked within the estimate body as voluntary alternates, allowing the full cost impact to be seen in real time as options are accepted or rejected by the Village and FGM Architects. Constructability Reviews Kraus-Anderson will conduct rigorous constructability reviews at each design milestone, with particular focus on the two highest-risk technical elements: bedrock excavation and live-fire range systems. These reviews identify and resolve conflicts within the documents, detect and eliminate future change orders and requests for information, minimize project delays, and enhance overall project scheduling. BIM and VDC tools will be employed to detect system conflicts — particularly between mechanical ductwork, ballistic wall assemblies, and structural elements — before construction begins, preventing costly field rework. Baseline Schedule Development Kraus-Anderson will develop a comprehensive baseline construction schedule at the outset of the preconstruction phase that encompasses all critical milestones — from design completion through construction and closeout. The schedule will specifically account for long-lead equipment procurement, with early identification of specialized range HVAC systems and electrical switchgear that carry extended manufacturing lead times. The schedule will also address sequencing for the utility extension corridor, earthwork and bedrock mitigation, and the phased construction approach required on the Fond du Lac Avenue site. Page 99 of 169 Proposal Name | KA Proposal | 17 PROJECT APPROACH TRUCKING/HAULING/PRIMARY DELIVERY ENTRANCE OFFICE TRAILER CONSTRUCTION PARKING MATERIAL LAYDOWN/STAGING AREA FOND DU LAC AVE DIVISION ROAD GATE 1 2 2 3 4 5 4 1 5 2 3 4 Page 100 of 169 New Village of Germantown Police Department Facility | KA Proposal | 18 PROJECT APPROACH Utility Extension Strategy The 2,500-foot sanitary sewer and water main extension represents one of the most logistically demanding elements of this project, requiring careful coordination along Fond du Lac Avenue to manage traffic, maintain public access, and control costs within the overall $35 million construction budget. During preconstruction, Kraus-Anderson will work with FGM Architects and the Village's civil engineer to conduct a detailed constructability review of the utility corridor, identifying trench depth requirements, potential bedrock interference along the route, and any conflicts with existing underground utilities. Bedrock conditions identified along the Fond du Lac Avenue alignment will be modeled early to avoid unforeseen excavation costs and to give the Village a realistic contingency framework before the GMP is established. Our team will develop a phased utility installation sequence that coordinates closely with the building construction timeline. The utility extension will be advanced as an early work package — activated ahead of the main building footprint work — so that site service connections are ready and available when the facility structure reaches critical milestones. This sequencing strategy directly supports schedule compression and eliminates the risk of the building being ready while utility connections remain incomplete. A detailed traffic control and disruption avoidance plan will be prepared for work along Fond du Lac Avenue, addressing site entrance and exit points, designated delivery and staging zones, signage and wayfinding, and coordination protocols with the Village and adjacent property owners. Stormwater management controls will be established and maintained in compliance with Best Management Practice (BMP) requirements throughout the duration of the utility excavation work. Page 101 of 169 New Village of Germantown Police Department Facility | KA Proposal | 19 PROJECT APPROACH Live-Fire Range Integration The indoor live-fire range is one of the single most technically complex element of the new Germantown Police Department facility, requiring specialized expertise in ballistic containment systems, acoustic isolation, and dedicated range ventilation. Kraus-Anderson treats this scope as a distinct work package within the broader project, applying focused constructability review, early procurement, and heightened quality inspection protocols to this element from the start of preconstruction. During the design phase, Kraus-Anderson's in-house MEP specialists will engage directly with FGM Architects and the range systems designer to review ventilation design documents for accuracy, thoroughness, code compliance, and value management opportunities. BIM coordination will be used to confirm that the range exhaust and supply systems, ballistic wall assemblies, and structural elements are fully coordinated, with all system conflicts resolved in the virtual environment before construction activities commence. The specialized range HVAC system will be identified as a long-lead item at the outset of preconstruction, with early manufacturer engagement initiated to confirm lead times, lock in equipment specifications in coordination with the design team, and sequence procurement to avoid any impact on the construction schedule. During construction, preinstallation meetings will be held with the range systems installer before any ballistic or ventilation components are placed, confirming that trade sequencing, fit, and performance standards are understood and agreed upon by all parties. Inspection checkpoints specific to ballistic panel installation, trap and bullet containment, and ventilation system performance will be built into the project's quality control plan. Page 102 of 169 New Village of Germantown Police Department Facility | KA Proposal | 20 PROJECT APPROACH Safety and Quality Management Job site safety is Kraus-Anderson's top priority. Our team strives for zero lost time on every project through a proactive, prevention-first approach to safety management. For the Germantown Police Department project, a site-specific safety plan will be developed that includes an emergency management plan developed jointly with the Village, safety program reviews for each subcontractor, a comprehensive job site safety orientation, daily safety huddles, weekly toolbox meetings led by the superintendent, and weekly OAC progress meetings to keep all stakeholders aware of ongoing and upcoming construction activities. Special safety protocols will govern work within and adjacent to the live-fire range construction zone. Given the specialized nature of ballistic wall system installation and range ventilation equipment, Kraus-Anderson will implement mandatory preinstallation meetings for these scopes, with all trade personnel briefed on the specific handling, sequencing, and installation requirements before work commences. Inspection checkpoints will be established at critical installation stages to confirm compliance with design specifications and all applicable safety standards. Kraus-Anderson's quality assurance and quality control program spans all project phases, from preconstruction through closeout, with an emphasis on prevention over correction. During construction, quality control will be maintained through full-time on-site supervision and preinstallation meetings for all critical work scopes, with daily job site walks conducted to confirm the quality of work as it progresses. The closeout phase will include system testing and commissioning, walk-throughs with Village facility personnel, and comprehensive as-built documentation to support the long-term 30-year operational life cycle of the new facility. Throughout all phases, Kraus-Anderson will leverage Forma Build (Formerly known as Autodesk Build) for real-time communication, document control, and project reporting, making sure the Village, FGM Architects, and all project stakeholders have access to current schedules, submittals, and project status information at all times. Monthly progress reports, ongoing budget tracking, and schedule updates will be delivered to the Village throughout the construction phase, providing full transparency and supporting prompt, informed decision-making at every stage of the project. Page 103 of 169 New Village of Germantown Police Department Facility | KA Proposal | 21 COST PROPOSAL 1. Estimated Construction Cost 2. Total Assumes 14 month Construction Phase duration Monthly Notes 1.75% 1.75% CM Fee 1.00% 1.00% Umbrella Liability Insurance 0.00% 0.00% By Owner, KA can provide quote if applicable 0.0545% 0.0545% Performance & Payment bond 2.80% 2.80% Notes $ - $ - No cost with Award $0.00 $0.00 Notes $ 363,720 $ 25,980.00 $ 363,720 $ 25,980.00 $ 19,600 $ 1,400.00 $ 747,040 $ 53,360.00 Notes $ - $ - Included in Fee $ 17,360 $ 1,240 $ 16,240 $ 1,160 Project Coordinator $ 67,894 $ 4,850 $ 7,840 $ 560 $ 109,334 $ 7,810 Notes Telecommunications Allocation $ 25,500 $ 1,821 Copy/Postage/Supplies - Allocation $ 24,000 $ 1,714 $ 44,304 $ 3,165 $ 30,310 $ 2,165 $ 124,114 $ 8,865 Total Assumes 14 month Construction Phase duration Monthly Notes 2.80% 2.80% $ - $ - $ 747,040 $ 53,360 $ 109,334 $ 7,810 $ 124,114 $ 8,865 see below see below Cost of Work $ 980,488 $ 70,035 Notes $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - Cost of work $ - $ - PRECONSTRUCTION PHASE CONSTRUCTION MANAGEMENT SERVICES PROPOSAL Request For Proposal (RFP) response prepared for the Village Germantown, WI - Police Dept Facility CONSTRUCTION MANAGER NAME: Kraus-Anderson Construction $28,000,000.00 April 2027 -June 2028 CONSTRUCTION MANAGEMENT FEES AND INSURANCES Construction Management Fee Umbrella Liability Insurance Builder's Risk Insurance Performance and Payment Bond Construction Management Fee and Insurance %: General Superintendent Pre-Construction Phase Services Fixed Fee Pre-Construction Sub-Total: CONSTRUCTION PHASE - PROJECT PERSONNEL Field Superintendent Public Safety Consultant Project Director and National Market Sector Leader On-Site Personnel Sub-Total: CONSTRUCTION PHASE - ADDITIONAL ADMINISTRATION Project Manager GENERAL REQUIREMENTS - ASSUMED COST OF WORK SUMMARY Superintendent Vehicle Reimbursable Sub-Total: Safety Personnel Project Accountant Construction Manager Expenses Sub-Total: REIMBURSABLE EXPENSES Project Collaboration - IT Allocation CONSTRUCTION MANAGEMENT FEES AND INSURANCES PRECONSTRUCTION PHASE CONSTRUCTION PHASE - PROJECT PERSONNEL CONSTRUCTION PHASE - ADDITIONAL ADMINISTRATION REIMBURSABLE EXPENSES Totals: Dumpsters / Hauling / Tipping Fees Tools / Equipment GENERAL REQUIREMENTS - ASSUMED COST OF WORK Temporary Toilets General Requirements Total Delivery / Yard Expenses Safety Supplies and/or Equipment Project Signage Temporary Heat and Conditioning (equipment and fuel) Job Trailer (setup, removal, utility hookups & operating costs) Copy, Postage, Office Supplies Temporary Utilities Travel Expenses (Subsistence) / Mileage Page 104 of 169 New Village of Germantown Police Department Facility | KA Proposal | 22 Kraus-Anderson Construction Company utilizes Kraus-Anderson Insurance Agency for standard insurance coverage, including general liability, builder's risk, and all other requirements applicable to a project of this scale. A Certificate of Liability Insurance confirming current coverage levels is available and will be included as an appendix to this submission. Subcontractor Default Insurance To provide an additional layer of financial protection, Kraus-Anderson uses Subcontractor Default Insurance (SDI) alongside traditional bonding wherever possible. SDI offers broader and more flexible coverage than conventional subcontractor bonding, and grants Kraus-Anderson greater control over claims resolution in the event of a default — supporting timely project delivery and protecting the Village from non-payment exposure at the second-tier level. Additionally, Kraus-Anderson maintains a lien waiver policy to confirm that all subcontractors are paying their sub-subcontractors and suppliers, providing the Village with protection against non-payment concerns throughout the construction phase of the New Police Department Facility. Bonding Capacity Kraus-Anderson confirms the ability to furnish 100% Performance and Payment Bonds for the Village of Germantown's New Police Department Facility at the required $30 million total project cost threshold. Kraus-Anderson's bonding company is Travelers Casualty and Surety Company of America. Travelers Casualty and Surety Company of America has bonded Kraus-Anderson for over 60 years and stands as a leader in the surety industry for over a century. Kraus-Anderson remains financially strong with a bond program of $500 million per contract, with an overall capacity of $1.2 billion — well in excess of the $35 million bond requirement established by this RFP. In the past, Travelers has supported and bonded Kraus-Anderson projects up to $500,000,000, demonstrating the depth of the surety relationship and the financial standing of Kraus-Anderson relative to the demands of this engagement. Insurance Questions For questions regarding insurance capabilities or capacities, please contact: Clay Shelton, CPCU, Senior Director of Risk Management 952-707-8211 clay.shelton@krausanderson.com PROOF OF INSURANCE AND BOND ABILITY Insurance Coverage Bonding Questions For questions regarding bonding capabilities, please contact: Mary Jo Dingwall, Director of Surety — Kraus-Anderson Insurance 952-426-6281 mdingwall@kainsurance.com Page 105 of 169 New Village of Germantown Police Department Facility | KA Proposal | 23 PROOF OF INSURANCE AND BOND ABILITY Page 106 of 169 New Village of Germantown Police Department Facility | KA Proposal | 24 PROOF OF INSURANCE AND BOND ABILITY Page 107 of 169 New Village of Germantown Police Department Facility | KA Proposal | 25 DRAFT CONTRACT Please see separately attached draft contract for your review. Page 108 of 169 Positively Impacting Lives VILLAGE OF GERMANTOWN POLICE DEPARTMENT Proposal for: CONSTRUCTION MANAGEMENT SERVICES FACILITY Page 109 of 169 2. FIRM PROFILE: LEGAL NAME: Moore Construction Services, LLC ADDRESS: W146 N5650 Enterprise Ave, Menomonee Falls, WI 53051 TYPE OF ORGANIZATION: Established Limited Liability Company STAFF SIZE: 30 YEAR ESTABLISHED: 2007 SERVICES: Pre-Construction Construction Management CONSULTANTS: Siteguard Safety Services AWARDS: Daily Reporter Top Projects Milwaukee Business Journal Real Estate Awards Best Places to Work Largest Milwaukee-Area Construction Firms Positively Impacting Lives At Moore Construction Services we are driven by our mission of Positively Impacting Lives. Our partnership approach and how we engage with our customers, designers, subcontractors and employees is reflective of this mission, guiding every interaction and decision we make. It’s what we strive for each and every day as we work to deliver meaningful, reliable outcomes for our clients and the communities we serve. Page 110 of 169 3. VILLAGE OF GERMANTOWN DPW GERMANTOWN, WI The new Germantown Department of Public Works spans 141,000 sq. ft. across three buildings on a 37-acre site, consolidating the Village's operations under one roof and modernizing spaces for equipment, vehicles and staff. The site includes dedicated workshops for each division, drive-through truck wash bays, a state-of-the-art vehicle maintenance shop, dedicated fueling station, a yard waste collection and composing facility, and advanced brine making capabilities. 262-345-1280 • marketing@moore-cs.com • moore-cs.com Page 111 of 169 4. 262-345-1280 • marketing@moore-cs.com • moore-cs.com HARTFORD CITY HALL HARTFORD, WI This project consisted of a 52,000 sq. ft. remodel of the existing city offices to create new spaces for City Hall & the Police Department, including a new 2,500 sq. ft. Sally Port addition. This project was completed in 3 phases to allow the city offices to remain open during construction. Page 112 of 169 5. JACKSON COMMUNITY CENTER JACKSON, WI A 9,840 sq. ft. addition and full renovation transformed the Jackson Community Center while keeping the facility open throughout construction. The project enhances a wide range of community offerings — including senior meals, business meetings, fitness classes, pickleball leagues, early education programs, youth services, and church gatherings. 262-345-1280 • moore-cs.com Page 113 of 169 6. NEW BERLIN ACTIVITY AND RECREATION CENTER PHASE II NEW BERLIN, WI The second phase of the ARC is a 57,000 sq. ft addition includes an indoor gymnasium, sport courts, meeting spaces, concession area, elevated track & exercise space. 262-345-1280 • moore-cs.com Page 114 of 169 7. NEW BERLIN DPW NEW BERLIN, WI Our team is partnering with Perspective Design and The City of New Berlin to add two 23,000 sq. ft. cold storage buildings to the 10 acre site for the city's new Department of Public Works. 262-345-1280 • moore -cs.com Page 115 of 169 8. 262-345-1280 • marketing@moore-cs.com • moore-cs.com NEW BERLIN UTILITIES NEW BERLIN, WI The City of New Berlin remodeled 8,700 sq. ft. of their existing building and constructed a 25,000 sq. ft. addition. This addition included combining the offices, vehicle storage, and a workshop, in addition to centralizing the Water Utility Department to better serve its customers. Page 116 of 169 9. NOTABLE P ROJECTS COMMERC IAL PROJECTS Ally’s Bistro & Ally's Powerhouse Alto-Shaam Amazon DML6 Beyond Vision Burghardt Sporting Goods Chenequa Country club Entrust Manufacturing Five Star Manufacturing Glenroy, Inc. Moore Corporate Office Server Products, Inc. Standard Electric Supply Village of Germantown DPW Westmoor Country Club Yerkes Observatory INSTIT UTIONAL PROJECTS Carroll University Catholic Memorial High School Crossroads Community Church Fox Point Lutheran Church Germantown DPW Hartford City Hall & Police Station Holy Apostles Adoration Chapel Menomonee Falls School District New Berlin Utilities New Berlin Historical Museum New Berlin DPW New Berlin Activity and Recreation Center Rogers Behavioral Health St. Dominic Church and Gym Waukesha School District Wauwatosa Ave. United Church M ULTI - FAMI LY PR OJ EC T S Arrabelle Apartments Drexel Ridge Apartments Phase II Orchard Hills SoNa Lofts Tennessen Flats & Fussville Market The Westerly Senior Living MICHAEL J. MOORE PRESIDENT EXPERIENCE After a successful career in construction that spanned over three decades, Mike founded Moore Construction Services in 2007. His business acumen and commitment to exceptional project delivery has helped fuel the company’s growth since its inception, earning multiple designations as one of the fastest growing companies in the region. Clients credit Mike’s strong project management skills and abilities, his no nonsense approach to customer service, and his ability to assemble and organize highly efficient teams, as his primary keys to success. Most importantly, he commits to a true partnership approach on each and every project which supports the company's mission to positively impact lives. This commitment has earned him a strong reputation in the industry for achieving high quality results. Mike’s role as President of Moore Construction Services is to manage and mentor all team members while ensuring the client’s goals are kept top of mind and achieved. With more than $1 billion worth of commercial projects under his belt and experience in building a strong and successful business operation, Mike is a leader who achieves project success. EDUCA TION & AW ARDS University of Wisconsin-Stout, 1984 Bachelor of Science, Industrial Technolog y, Concentration in Building Construction President Award, 2015 The Chamber, Inc - Greater Menomonee Falls & Sussex Captain of Industry, 2017, The Chamber, Inc - Greater Menomonee Falls & Sussex Future 50 Award 2017, 2018, 2019, 2021, 2022, 2023, 2024 MMAC Fastest Growing Firm, 2018, 2019, 2020 Milwaukee Business Journal Emerging Business of the Year, 2019, The Daily Reporter Business Owner of the Year, 2019, The Daily Reporter Humanitarian of the Year, 2021, The Chamber, Inc - Greater Menomonee Falls & Sussex Best Places to Work, 2023, 2024, Milwaukee Business Journal PROFESSIONAL A FFILIA TIONS University of Wisconsin - Stout Industry Advisory - STEM College/Construction Program 2018-19 Committee Chair Menomonee Falls Chamber of Commerce, 2013 President Metropolitan Milwaukee Assoc. of Commerce, CEO Roundtable Facilitator Catholic Memorial High School, Building Committee Chair Menomonee Falls Chamber of Commerce, CEO Roundtable Facilitator Froedtert Menomonee Falls Hospital, Foundation Board Member UW Stout and The Chamber, Guest Speaker, Servant Leadership Beyond Vision, Board Member Acacia, Roundtable Facilitator office: 262-345-1280 • email: mike.moore@moore-cs.com • moore-cs.com Page 117 of 169 10. NOTABLE P ROJECTS COMMERC IAL PROJECTS Alto-Shaam Amazon DML6 Beyond Vision Burghardt Sporting Goods Copart, Inc. Five Star Fabrication Lynch Truck Center M etal Era Orthopaedic Associates of Wisconsin Tesla, Inc. Westmoor Country Club INSTITUT IONAL PROJECTS City of New Berlin Fox Point Lutheran Church Germantown DPW Jackson Community Center Innovation Station Mequon-Thiensville Community Promenade Primose School of Brookfield Rogers Behavioral Health Victory Christian Academy Wauwatosa School District Yerkes Observatory MULT I - FAMI LY PROJECTS Arrabelle Apartments Drexel Ridge Apartments Phase II Cedar Community Norden Range Apartments Orchard Hills Apartments SoNa Lofts The Emree The Granary The Margeurite Apartments The Westerly Tennessen Flats & Fussville Market office: 262-345-1280 • email: tom@moore-cs.com • moore-cs.com TOM SMITH , LEED AP EXECUTIVE VICE P RESIDENT EXPERIENCE Tom is a highly-respected construction industry executive with 40+ years of project management experience in a variety of building types of all sizes and complexities. His forte is the ability to engage early on a project so he can establish a strong foundation by accurately estimating, budgeting and scheduling the project in real time. Once these preconstruction activities are complete and the goals for the project are established, Tom oversees the project managers and other team members to ensure they carry out all construction activities in a first-class manner . His guidance, knowledge and support enhance the entire building process and give owners the assurance that a successful outcome will be achieved. Tom’s core areas of expertise include commercial office, industrial, healthcare, multi-family housing, senior living and hospitality/retail. In these areas, he managed over $1 billion worth of construction on hundreds of projects. EDUCA TION & TRAINING University of Wisconsin - Madison 1983 Bachelor of Science, Construction Management Icon of the Industry, 2020, The Daily Reporter PROFESSIONAL AFFILIA TIONS American Institute of Constructors City of Waukesha, Member of the Board of Appeals NAIOP - Wisconsin Project Management Institute Wisconsin Green Building Alliance WasteCap Wisconsin Page 118 of 169 11. NOTABLE PROJECTS COMMERCIAL PR OJECTS Aurora Clinic Rehabilitation Wing Aurora Clinic First Floor Beyond Vision- VisABILITY Center Mica Tool National Business Furniture Siebert Lutheran Foundation Office TCI INSTI TUTIONAL Germantown DPW Hope Church Lynch, Waterford Marian Milwaukee MIAD 4th Floor MSOE STEM Center MSOE Baseball Fields Rogers Behavioral Health Ridge Community Church, Greenfield Ridge Community Church, Oak Creek Southbrook Church Salem Lutheran Church MULTI-FAMI LY Point Place Mammoth Springs Menomonee Falls Mixed-Use St. Mary of the Hill KATHRYN SULLIVAN ESTIMATOR / PROJECT MANAGER EXPERIENCE Working in the industry for a decade, she has experience managing a variety of complex projects in commercial, industrial, educational, and religious industries. Kathryn is responsible for managing the planning, schedule preparation, resource allocation, bid tracking and forecasting on her projects. Her supportive and friendly demeanor, as well as passion for the industry, helps ensure project success. EDUCAT ION & TRAINING Milwaukee School of Engineering Bachelor of Science in Construction Management Project Manager of the Year, 2025, Daily Reporter office: 262-922-1609 • email: kathryn@moore-cs.com • moore-cs.com Page 119 of 169 12. NOTABLE PROJECTS COM MER C I AL PROJECTS Amazon DML6 Chicago Tube & Iron Copart, Inc. Create-A-Pack Entrust Five Star Fabricating Gray & Associates Law Offices Harken Ingeteam Kapco Lake Geneva Yacht Club Landmark Credit Union Metal Era River Glen Rogers Behavioral Health Rosendale Biodigester (BD2) Sendik’s Grocery Stores Standard Electric Supply Tesla, Inc. INSTITUTIONAL PROJECTS St. Anthony on the Lake Trek University of Wisconsin Oshkosh Catholic Memorial High School - Sullivan Campus JASON BIVER SENIOR PROJECT SUPERINTENDENT EXPERIENCE Jason's expertise in construction and facilities management encompasses more th an thirty years of supervising building projects of all sizes and types throughout Southeastern Wisconsin. Currently, Jason’s focus is on commercial and industrial projects that are complex and have many stakeholders. On the jobsite, Jason is successful at problem solving and running an efficient program to achieve client objectives. He manages daily on-site operations and oversees subcontractor work, monitoring all construction- related tasks so they are accomplished safely, within the approved schedule and in a high-quality manner that is representative of Moore Construction Services. Jason is an aggressive project advocate, a self- starting leader with high standards and has the expertise needed to turn challenges in to positive results. EDUCAT ION & TRAINING OSHA 10 Hour Certification, 2009 Uniform Dwelling Code Training, 2006 Managing Exterior Moisture Course, 2005 Rough Terrain Telescopic (Fork Lift) Certification (OSHA 1926.602), 2000 & 2011 Basic Supervision Course, 1999 Completed Course of Facilities Management, 1998 Completed C.P .O Course, Cert.#85-54750, 1996 office: 262-345-1280 • email: jason@moore-cs.com • moore-cs.com Page 120 of 169 13. NOTABLE PROJECTS COMMERCIAL PROJECTS Amazon Tesla, Inc. Five Star Fabricating Germantown DPW Glenroy Burgardt Sporting Goods New Berlin ARC MUL T I -FAMIL Y / S ENI OR LI V ING Orchard Hills White Oaks The Granary Arrabelle SoNa Lofts I N S T I T U T I O N A L Catholic Memorial High School Fox Point Lutheran Church Holy Apostles St. Joan Antida St. Mary of the Hill LEE DUHS ASSISTANT PROJECT SUPERINTENDENT EXPERIENCE As an Assistant Project Engineer, Lee supports our project superintendents by managing trade coordination, overseeing punch lists, and maintaining the electronic documentation required for each project. His experience in the industry has given him the tools to succeed on the jobsite as a passionate team player with a proactive approach. EDUCAT ION & TRAINING University of Wisconsin Parkside Bachelor of Science, Sports Management OSHA 10 Hour Certification office: 262-345-1280 • email: lee@moore-cs.com • moore-cs.com Page 121 of 169 14. PROJECT APPROACH UTILITY EXTENSION: Our approach to utility extensions focuses on early identification, coordination, and seamless integration with existing infrastructure. Collaborate with the civil engineer, utility providers, and design team early in the design phase to confirm routing, capacity, and connection requirements Identify potential conflicts or constraints and develop solutions proactively to avoid delays during construction Incorporate utility work into the overall project schedule and phasing plan to maintain continuity of service where required Create a separate bid package for utility work to support clear scope definition and coordination with trade partners Coordinate closely with subcontractors and local authorities to ensure compliance with all permitting and inspection requirements Monitor installation activities in the field to confirm alignment with design intent and regulatory standards Coordinate daily with subcontractors through on-site supervision to align field activities with project goals Moore Construction Services was part of a team, along with Graef and PRA, to assess the Village’s Public Safety Building options. As part of this effort, we toured the existing facilities, interviewed key staff members, and developed design concepts and budgets for both co-site and separate site locations, ultimately producing a final report that was presented to the Village Board. This experience has provided Moore Construction Services with in-depth knowledge of the project approach. In addition, we recognize that this project involves specialized components—such as utility extensions and a live-fire training range—that require thoughtful integration with the overall facility, site, and operations. Our team approaches these elements with an emphasis on early coordination, safety, regulatory compliance, and long-term functionality. We work closely with the Village, design team, and stakeholders to ensure all systems are aligned, constructible, and executed with minimal disruption. Page 122 of 169 15. PROJECT APPROACH LIVE-FIRE RANGE INTEGRATION: Our approach to the live-fire range integration focuses on early coordination, clear delineation of responsibilities, and ensuring all specialized systems are fully aligned with building infrastructure. Given the complexity of range systems and the likelihood of multiple contractors, we prioritize proactive collaboration and dedicated oversight to support proper installation, performance, and final commissioning. A key part of the live-fire range integration is coordinating with the building’s HVAC systems. Because this project will go through a public bidding process, there’s a good chance the range contractor and HVAC contractor will be different teams. T o ensure both systems tie together properly, we would recommend a budget line item for a third-party specialist to assist with overseeing the installation and providing the final commissioning of the systems Partner with the design team and specialty consultants to fully understand performance, safety, and acoustic requirements Coordinate structural, mechanical, and ventilation systems to support proper operation and safety standards Ensure all materials, assemblies, and systems meet applicable codes, certifications, and operational requirements Integrate range construction into the overall sequencing and phasing plan to maintain safety and quality control Maintain strict adherence to safety protocols during construction, recognizing the specialized nature of this environment Page 123 of 169 16. COST PROPOSAL: General Conditions Phase Codes Superintendent #1 Superintendent 2 Laborer Superintendent 3 14 MONTHS 8 MONTHS 8 MONTHS 0 MONTHS 60.76 WEEKS 34.72 WEEKS 34.72 WEEKS 0 WEEKS 303.8 WORKING DAYS 173.6 WORKING DAYS 173.6 WORKING DAYS 0 WORKING DAYS COST LABOR LABOR MATERIAL MATERIAL CODE DESCRIPTION HR/DY HR/WK QTY UNIT UNIT PRICE TOTAL UNIT PRICE TOTAL TOTAL 01040 Superintendent #1 8 2430.40 HR $125.00 $303,800 $0.00 $0 $303,800 01040 Superintendent #2 8 1388.80 HR $125.00 $173,600 $0.00 $0 $173,600 01042 Safety Inspections 0 24.00 ALLOW $0.00 $0 $250.00 $6,000 $6,000 01046 Project Manager 4 1215.20 HR $130.00 $157,976 $0.00 $0 $157,976 01047 Assistant Project Manager 0.5 152.00 HR $55.00 $8,360 $0.00 $0 $8,360 01048 General Laborer 8 1388.80 HR $55.00 $76,384 $0.00 $0 $76,384 01050 Professional Surveying 1.00 ALLOW $0.00 $0 $35,000.00 $35,000 $35,000 01410 Testing Services 1.00 ALLOW $0.00 $0 $0.00 $0 By Owner 01511 Temp. Electricity 12.00 Months $0.00 $0 $2,500.00 $30,000 $30,000 01513 Temp. Heating 5.00 Units $0.00 $0 $2,000.00 $10,000 $10,000 Temp Heat Equip 5.00 EA $2,000.00 $10,000 $10,000 Temp Dehumid Eq 0.00 EA $500.00 $0 NA 01515 Temp. Water 12.00 WE $0.00 $0 $100.00 $1,200 $1,200 01516 Temp. Toilets 56.00 EA $0.00 $0 $110.00 $6,160 $6,160 01528 Temp Roads By Earthwork 0.00 LS $0.00 $0 $0.00 $0 By Trade Pkg 01535 Construction Fencing 0.00 LF $0.00 $0 $8.00 $0 By Trade Pkg 01560 Dumpsters 28.00 EA $0.00 $0 $550.00 $15,400 $15,400 01565 Snow Removal 1.00 ALLOW $0.00 $0 $10,000.00 $10,000 $10,000 01580 Project Signs 0.00 ALLOW $0 $0.00 $0 By Owner 01590 Field Office 14.00 MO $0.00 $0 $1,100.00 $15,400 $15,400 01600 Small Tools/Office Supplies 14.00 ALLOW $0.00 $0 $2,000.00 $28,000 $28,000 Temp Enclosures 1.00 LS $0.00 $0 By Trades Technology 14.00 mnths $3,500.00 $49,000 $49,000 01602 Equipment Rental Lift & Connex 14.00 Mnth $0.00 $0 $3,500.00 $49,000 $49,000 01710 Final Cleaning 0 SF $0.00 $0 $0.65 $0 By Trade Pkg Floor Protection 0 SF $0.20 $0 By Trade Pkg TOTAL : $720,120 $265,160 $985,280 Pre-Construction Services Lump Sum Fee: $7,500 Construction Management Fee: 2.25% Page 124 of 169 17. COST MANAGEMENT BIDDING AND PROCUREMENT METHODOLOGY: Moore Construction Services utilizes a structured, transparent bidding and procurement process that emphasizes early trade partner engagement, competitive pricing, and alignment with project goals ensuring we meet Wisconsin state statutes for public bidding. GMP DEVELOPMENT APPROACH: Our Guaranteed Maximum Price (GMP) development process is collaborative, transparent, and rooted in real-time cost awareness. We work closely with the Village and design team to develop a GMP at 60% to 90% CDs that reflects a complete, well- understood scope aligned with project objectives. Develop comprehensive bid packages that clearly define scope, expectations, and project requirements Prequalify subcontractors to ensure experienced, capable trade partners aligned with project needs Solicit competitive bids across all trades to achieve best value while maintaining quality standards Conduct thorough bid leveling and scope comparisons to ensure consistency and completeness Facilitate bid review meetings with the project team to evaluate pricing, scope coverage, and qualifications Identify opportunities for scope refinement or value optimization prior to award Coordinate subcontractor onboarding, including contract execution, schedule alignment, and safety requirements Maintain clear and consistent communication with all bidders throughout the procurement process to ensure transparency and accountability Provide ongoing cost input throughout design to track budget alignment as decisions are made Develop detailed estimates at key design milestones, incorporating subcontractor and supplier input for accuracy Reconcile estimates with the design team to ensure alignment between scope, budget, and project expectations Clearly identify allowances, contingencies, and potential cost risks within the GMP Communicate the cost impacts of design changes in real time and recommend alternatives when appropriate Engage trade partners early to validate pricing, identify efficiencies, and confirm constructability Present a fully detailed GMP that is transparent, comprehensive, and supported by market-based pricing Continue to actively manage costs throughout construction to maintain alignment with the GMP Our approach to cost management and procurement emphasizes transparency, early collaboration, and disciplined planning. We work closely with the Village, design team, and trade partners to ensure pricing aligns with project goals and supports informed decision-making throughout the process. Page 125 of 169 ID Task Mode Task Name Duration Start Finish 1 CMAR Selection 1 day Mon 7/6/26 Mon 7/6/26 2 Preconstruction Services 180 days Tue 7/7/26 Mon 3/15/27 3 Utility Extension Design 40 days Tue 1/19/27 Mon 3/15/27 4 Utilitiy Extension Bidding & Construction 120 days Tue 3/16/27 Mon 8/30/27 5 Mobilize & Erosion Control 5 days Tue 3/16/27 Mon 3/22/27 6 Site Cut & Fills 5 days Tue 3/23/27 Mon 3/29/27 7 Pond Construction 10 days Tue 3/30/27 Mon 4/12/27 8 Storm Drainage 10 days Fri 4/9/27 Thu 4/22/27 9 Excavate Building Lower Level 6 days Tue 3/30/27 Tue 4/6/27 10 Lower Level Foundations 20 days Tue 4/6/27 Mon 5/3/27 11 Stair & Elevator Masonry Shafts 15 days Thu 4/29/27 Wed 5/19/27 12 Parking Level Precast 12 days Thu 5/20/27 Fri 6/4/27 13 Waterproofing Lower Half 5 days Tue 5/4/27 Mon 5/10/27 14 Partial Backfill 2 days Mon 5/10/27 Tue 5/11/27 15 Balance Waterproofing 5 days Tue 5/11/27 Mon 5/17/27 16 Balance Backfill 3 days Mon 5/17/27 Wed 5/19/27 17 Precast Waterproofing 5 days Mon 6/7/27 Fri 6/11/27 18 Precast Topping 6 days Mon 6/14/27 Mon 6/21/27 19 First Floor Steel Framing 25 days Tue 6/22/27 Mon 7/26/27 20 Lower Level Underfloor MEP 7 days Mon 6/7/27 Tue 6/15/27 21 Lower Level Masonry Partitions 20 days Wed 6/16/27 Tue 7/13/27 22 Lower Level SOG 10 days Wed 7/14/27 Tue 7/27/27 23 Level One Exterior Wall Framing 25 days Tue 7/27/27 Mon 8/30/27 24 Soffit Framing 15 days Tue 8/31/27 Mon 9/20/27 25 Roof Blocking & Window Blocking 15 days Tue 8/24/27 Mon 9/13/27 26 Roof Tops Curbs 5 days Fri 9/3/27 Thu 9/9/27 27 Roofing 12 days Tue 9/14/27 Wed 9/29/27 28 Metal Pan Stairs 15 days Wed 7/28/27 Tue 8/17/27 29 Air Barrier 10 days Tue 9/7/27 Mon 9/20/27 30 Brick Veneer 25 days Thu 9/16/27 Wed 10/20/27 31 Metal Composite Siding 20 days Mon 10/18/27 Fri 11/12/27 32 Windows and Storefronts 20 days Thu 10/21/27 Wed 11/17/27 33 Overhead Doors 10 days Thu 10/21/27 Wed 11/3/27 CMAR Selection Preconstruction Services Utility Extension Design Utilitiy Extension Bidding & Construction Mobilize & Erosion Control Site Cut & Fills Pond Construction Storm Drainage Excavate Building Lower Level Lower Level Foundations Stair & Elevator Masonry Shafts Parking Level Precast Waterproofing Lower Half Partial Backfill Balance Waterproofing Balance Backfill Precast Waterproofing Precast Topping First Floor Steel Framing Lower Level Underfloor MEP Lower Level Masonry Partitions Lower Level SOG Level One Exterior Wall Framing Soffit Framing Roof Blocking & Window Blocking Roof Tops Curbs Roofing Metal Pan Stairs Air Barrier Brick Veneer Metal Composite Siding Windows and Storefronts Overhead Doors 25 30 5 10 15 20 25 30 4 9 14 19 24 29 4 9 14 19 24 29 3 8 13 18 23 28 2 7 12 17 22 27 2 7 12 17 22 27 1 6 11 16 21 26 1 6 11 16 21 26 31 5 10 15 20 25 30 4 9 14 19 24 1 6 11 16 21 26 31 5 10 15 20 25 30 5 10 15 20 25 30 4 9 14 19 24 29 4 9 14 19 24 29 3 8 13 18 23 28 2 7 12 17 22 27 2 7 12 17 22 27 1 6 11 16 21 26 1 6 11 16 21 26 31 5 10 15 20 25 30 4 9 14 19 24 29 5 10 15 20 25 30 4 9 14 19 24 29 4 9 14 19 24 29 3 8 13 May June July August September October November December January February March April May June July August September October November December January February March April May June Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Progress Manual Progress Village of Germantown Police Department Tue 5/19/26 Moore Construction Services Project: GermantownPD.mpp Date: Tue 5/19/26 Page 126 of 169 ID Task Mode Task Name Duration Start Finish 34 Lower Level Overhead MEP 15 days Thu 9/30/27 Wed 10/20/27 35 First Floor Overhead MEP 25 days Wed 10/13/27 Tue 11/16/27 36 Lower Level Partitions 15 days Thu 10/21/27 Wed 11/10/27 37 First Floor Partitions Framing 20 days Wed 11/17/27 Tue 12/14/27 38 In-Wall MEP Rough-in First Floor 20 days Wed 12/1/27 Tue 12/28/27 39 Drywall 25 days Wed 12/22/27 Tue 1/25/28 40 Elevator 10 days Wed 1/26/28 Tue 2/8/28 41 First Coat Paint Lower Level 5 days Thu 11/11/27 Wed 11/17/27 42 First Coat Paint First Floor 8 days Wed 1/26/28 Fri 2/4/28 43 Ceiling Grid 12 days Mon 2/7/28 Tue 2/22/28 44 Hard Tile floors 12 days Wed 2/23/28 Thu 3/9/28 45 Epoxy Floors 10 days Wed 2/23/28 Tue 3/7/28 46 Millwork First Floor 15 days Wed 2/23/28 Tue 3/14/28 47 First Floor Flooring 15 days Wed 3/15/28 Tue 4/4/28 48 Doors & Hardware 15 days Wed 3/15/28 Tue 4/4/28 49 Overhead MEP finishes 15 days Wed 2/23/28 Tue 3/14/28 50 Ceiling Tile 12 days Wed 3/15/28 Thu 3/30/28 51 MEP Finishes 12 days Mon 2/7/28 Tue 2/22/28 52 Misc Accessories 10 days Wed 2/23/28 Tue 3/7/28 53 Final Coat Paint Lower Level 7 days Wed 3/15/28 Thu 3/23/28 54 Final Coat Paint First Floor 8 days Wed 4/5/28 Fri 4/14/28 55 Prepunch 12 days Mon 4/17/28 Tue 5/2/28 56 Punchlist 12 days Wed 5/3/28 Thu 5/18/28 57 Occupancy 7 days Fri 5/19/28 Mon 5/29/28 58 Site Improvements 59 Site Utilities 20 days Fri 4/23/27 Thu 5/20/27 60 Site Concrete 15 days Tue 10/19/27 Mon 11/8/27 61 Site Paving 5 days Tue 11/9/27 Mon 11/15/27 62 Landscaping 15 days Mon 5/1/28 Fri 5/19/28 Lower Level Overhead MEP First Floor Overhead MEP Lower Level Partitions First Floor Partitions Framing In-Wall MEP Rough-in First Floor Drywall Elevator First Coat Paint Lower Level First Coat Paint First Floor Ceiling Grid Hard Tile floors Epoxy Floors Millwork First Floor First Floor Flooring Doors & Hardware Overhead MEP finishes Ceiling Tile MEP Finishes Misc Accessories Final Coat Paint Lower Level Final Coat Paint First Floor Prepunch Punchlist Occupancy Site Utilities Site Concrete Site Paving Landscaping 25 30 5 10 15 20 25 30 4 9 14 19 24 29 4 9 14 19 24 29 3 8 13 18 23 28 2 7 12 17 22 27 2 7 12 17 22 27 1 6 11 16 21 26 1 6 11 16 21 26 31 5 10 15 20 25 30 4 9 14 19 24 1 6 11 16 21 26 31 5 10 15 20 25 30 5 10 15 20 25 30 4 9 14 19 24 29 4 9 14 19 24 29 3 8 13 18 23 28 2 7 12 17 22 27 2 7 12 17 22 27 1 6 11 16 21 26 1 6 11 16 21 26 31 5 10 15 20 25 30 4 9 14 19 24 29 5 10 15 20 25 30 4 9 14 19 24 29 4 9 14 19 24 29 3 8 13 May June July August September October November December January February March April May June July August September October November December January February March April May June Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Progress Manual Progress Village of Germantown Police Department Tue 5/19/26 Moore Construction Services Project: GermantownPD.mpp Date: Tue 5/19/26 Page 127 of 169 20. May 18 th, 2026 Phil Lazarski Bond Manager 2100 Stewart Ave Suite 235 Wausau, WI 54401 (715) 688-9888 Contractor: Moore Construction Services, LLC Project: Village of Germantown Police Department Facility N122W17177 Fond du Lac Avenue Germantown, WI 53022 To Whom It May Concern: Moore Construction Services, LLC is a highly valued customer of Liberty Mutual Insurance Company. We consider Moore Construction Services, LLC to be a financially sound and well-managed company Liberty Mutual Insurance Company is willing to extend surety credit to Moore Construction Services, LLC in the amount of $75,000,000 for single projects with an aggregate bonding limit of $150,000,000. Liberty Mutual Insurance Company reserves the right to perform normal underwriting at the time of any request including, but not limited to, a review of contract documents and bond forms, confirmation of project financing, and a review of any other pertinent underwriting documents. This letter is not an assumption of liability nor is it a bond. Any arrangement for bonds is a matter between Moore Construction Services, LLC and Liberty Mutual Insurance Company. We assume no liability to you or to third parties if for any reason we do not supply said bond or bonds. Liberty Mutual Insurance Company is listed on the U.S. Department of the Treasury’s Listing of Approved Sureties (Department Circular 570). Liberty Mutual Insurance Company is licensed to transact business in all states and many international jurisdictions and has a rating of “A” and a financial size category of “XV” in the A.M. Best’s Insurance Guide. Sincerely, Phil Lazarski AFSB Liberty Mutual Surety PROOF OF INSURANCE AND BOND ABILITY Page 128 of 169 Page 129 of 169 Page 130 of 169 Page 131 of 169 Page 132 of 169 Page 133 of 169 Page 134 of 169 Page 135 of 169 Page 136 of 169 Page 137 of 169 Page 138 of 169 Page 139 of 169 Page 140 of 169 Page 141 of 169 Page 142 of 169 Page 143 of 169 Page 144 of 169 Page 145 of 169 Page 146 of 169 Page 147 of 169 Page 148 of 169 Page 149 of 169 Page 150 of 169 Page 151 of 169 Page 152 of 169 Page 153 of 169 Page 154 of 169 Page 155 of 169 Page 156 of 169 Page 157 of 169 Page 158 of 169 Page 159 of 169 Page 160 of 169 Page 161 of 169 Page 162 of 169 Page 163 of 169 Page 164 of 169 Page 165 of 169 Page 166 of 169 Page 167 of 169 BUSINESS OF THE BUILDING CONSTRUCTION OVERSIGHT COMMITTEE MEETING DATE: June 11, 2026 PLACEMENT: Action Item ITEM TITLE: Committee's Process and Procedures for Exercising its Powers and Duties with Respect to Police and Fire Department Construction Projects. (ACTION) SUBMITTED BY: Brian Sajdak, Attorney SUMMARY EXPLANATION: With two Village construction projects forthcoming for the Police and Fire Departments, the Committee should establish its rules, procedures and processes for exercising its powers and duties with respect to these projects. Under the Municipal Code, the Committee has the following powers and duties: 1.37(3) POWERS AND DUTIES. The Committee shall play a consultative and oversight role with respect to any project to build or expansively reconstruct or remodel a Village building, and shall report directly to the Village Board. In such capacity it shall: (a) Consult with the Village and/or any village agency or department which may have need of construction or remodeling of building facilities in order to assess need, formulate preliminary project definition and parameters, coordinate conceptualization of the project, and assist the Village, agency or department in presenting an overview and making recommendations to the Village Board. (b) Participate in the project development and planning, including interfacing with staff and consultants and overseeing engineering, design, and creation of detailed plans and specifications, and cost assessment and development of financing options, in order to formulate detailed final recommendations to the Village Board. (c) Utilize the assistance of Staff, such as the Finance Director, Planner, or Village Attorney, as may be required. Given the somewhat broad language used, the Committee should consider and establish its process and procedures for exercising this authority. Such processes and procedures may include: • What matters and decisions on which the Committee believes it should be considering and making recommendations/reports to the Board. Page 168 of 169 • Does the Committee want to set a standing meeting interval, or simply be available at the call of the Chair as matters necessitate. This might change during the project. For example, at the outset, there may be a need for regular meetings which eventually give way to meetings which are more space apart or are not set in stone. ATTACHMENT: STAFF RECOMMENDATION: ACTION BY COMMITTEE: Page 169 of 169