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HomeMy WebLinkAboutC22-234 Goulding Devlopment AdvisorsAGREEMENT FOR ON-CALL SERVICES BETWEEN EAGLE COUNTY, COLORADO AND GOULDING DEVELOPMENT ADVISORS, LLC THIS AGREEMENT (“Agreement”) is effective as of _________________ by and between Goulding Development Advisors, LLC a Colorado Limited Liability Company (hereinafter “Contractor”) and Eagle County, Colorado, a body corporate and politic (hereinafter “County”). RECITALS WHEREAS, County desires to contract for preconstruction and estimating services on an as-needed basis, which may include a range of activities depending on the size and scope of the project. Contractor's services may include crafting a budget from conceptual plans where the project is smaller, or more detailed and precise levels of estimation and preconstruction services as required by each project's unique requirements, as well as any necessary adjustments to those estimates as the project design progresses (the “Project”); and WHEREAS, Contractor is authorized to do business in the State of Colorado and has the time, skill, expertise, and experience necessary to provide the Services as defined below in paragraph 1 hereof; and WHEREAS, this Agreement shall govern the relationship between Contractor and County in connection with the Services. AGREEMENT NOW, THEREFORE, in consideration of the foregoing and the following promises Contractor and County agree as follows: 1. Services or Work. Contractor agrees to diligently provide all services, labor, personnel and materials necessary to perform and complete the on-call services or work at the rates set forth in Exhibit A and in accordance with a formal proposal for each on-call service to be provided by Contractor and approved by County in writing (“Services” or “Work”). Exhibit A is attached hereto and incorporated herein by reference. The Services shall be performed in accordance with the provisions and conditions of this Agreement. a. Contractor agrees to furnish the Services in accordance with the schedule established in each proposal approved by County. If no completion date is specified, then Contractor agrees to furnish the Services in a timely and expeditious manner consistent with the applicable standard of care. By signing below, Contractor represents that it has the expertise and personnel necessary to properly and timely perform the Services. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 6/21/2022 2 Goulding Development On-Call Services b. In the event of any conflict or inconsistency between the terms and conditions set forth in Exhibit A and the terms and conditions set forth in this Agreement, the terms and conditions set forth in this Agreement shall prevail. 2. County’s Representative. The Facilities Management Department’s designee shall be Contractor’s contact with respect to this Agreement and performance of the Services. 3. Term of the Agreement. This Agreement shall commence upon the date first written above, and subject to the provisions of paragraph 11 hereof, shall continue in full force and effect for a period of one year. 4. Extension or Modification. This Agreement may be extended for up to three additional one-year terms upon written agreement of the parties. Any amendments or modifications shall be in writing signed by both parties. No additional services or work performed by Contractor shall be the basis for additional compensation unless and until Contractor has obtained written authorization and acknowledgement by County for such additional services in accordance with County’s internal policies. Accordingly, no course of conduct or dealings between the parties, nor verbal change orders, express or implied acceptance of alterations or additions to the Services, and no claim that County has been unjustly enriched by any additional services, whether or not there is in fact any such unjust enrichment, shall be the basis of any increase in the compensation payable hereunder. In the event that written authorization and acknowledgment by County for such additional services is not timely executed and issued in strict accordance with this Agreement, Contractor’s rights with respect to such additional services shall be deemed waived and such failure shall result in non-payment for such additional services or work performed. 5. Compensation. County shall compensate Contractor for the performance of the Services in accordance with the fee schedule set forth in Exhibit A. Prior to commencement of Services at any Property or Properties, Contractor shall first provide County with a written estimate which shall include an estimate of the labor, materials without any mark up and any additional costs necessary to perform the Services at a particular Property or Properties. Each estimate must be approved by County’s Representative prior to commencement of the Services by Contractor and all rates shall be in accordance with the fee schedule set forth in Exhibit A. Total compensation for all Services under this Agreement shall not exceed one hundred thousand dollars $100,000.00. Contractor shall not be entitled to bill at overtime and/or double time rates for work done outside of normal business hours unless specifically authorized in writing by County. a. Payment will be made for Services satisfactorily performed within thirty (30) days of receipt of a proper and accurate invoice from Contractor. All invoices shall include detail regarding the hours spent, tasks performed, who performed each task and such other detail as County may request. b. If, at any time during the term or after termination or expiration of this Agreement, County reasonably determines that any payment made by County to Contractor was improper because the Services for which payment was made were not performed as set forth in this Agreement, then upon written notice of such determination and request for reimbursement from County, Contractor shall DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 3 Goulding Development On-Call Services forthwith return such payment(s) to County. Upon termination or expiration of this Agreement, unexpended funds advanced by County, if any, shall forthwith be returned to County. c. County will not withhold any taxes from monies paid to the Contractor hereunder and Contractor agrees to be solely responsible for the accurate reporting and payment of any taxes related to payments made pursuant to the terms of this Agreement. d. Notwithstanding anything to the contrary contained in this Agreement, County shall have no obligations under this Agreement after, nor shall any payments be made to Contractor in respect of any period after December 31 of any year, without an appropriation therefor by County in accordance with a budget adopted by the Board of County Commissioners in compliance with Article 25, title 30 of the Colorado Revised Statutes, the Local Government Budget Law (C.R.S. 29-1-101 et. seq.) and the TABOR Amendment (Colorado Constitution, Article X, Sec. 20). 6. Subcontractors. Contractor acknowledges that County has entered into this Agreement in reliance upon the particular reputation and expertise of Contractor. Contractor shall not enter into any subcontractor agreements for the performance of any of the Services or additional services without County’s prior written consent, which may be withheld in County’s sole discretion. County shall have the right in its reasonable discretion to approve all personnel assigned to perform the Services during the performance of this Agreement and no personnel to whom County has an objection, in its reasonable discretion, shall be assigned to the Project. Contractor shall require each subcontractor, as approved by County and to the extent of the Services to be performed by the subcontractor, to be bound to Contractor by the terms of this Agreement, and to assume toward Contractor all the obligations and responsibilities which Contractor, by this Agreement, assumes toward County. County shall have the right (but not the obligation) to enforce the provisions of this Agreement against any subcontractor hired by Contractor and Contractor shall cooperate in such process. The Contractor shall be responsible for the acts and omissions of its agents, employees and subcontractors. 7. Insurance. Contractor agrees to provide and maintain at Contractor’s sole cost and expense, the following insurance coverage with limits of liability not less than those stated below: a. Types of Insurance. i. Workers’ Compensation insurance as required by law. ii. Auto coverage with limits of liability not less than $1,000,000 each accident combined bodily injury and property damage liability insurance, including coverage for owned, hired, and non-owned vehicles. iii. Commercial General Liability coverage to include premises and operations, personal/advertising injury, products/completed operations, broad form property damage with limits of liability not less than $1,000,000 per occurrence and $1,000,000 aggregate limits. b. Other Requirements. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 4 Goulding Development On-Call Services i. The automobile and commercial general liability coverage shall be endorsed to include Eagle County, its associated or affiliated entities, its successors and assigns, elected officials, employees, agents and volunteers as additional insureds. A certificate of insurance consistent with the foregoing requirements is attached hereto as Exhibit B. ii. Contractor’s certificates of insurance shall include subcontractors, if any as additional insureds under its policies or Contractor shall furnish to County separate certificates and endorsements for each subcontractor. iii. The insurance provisions of this Agreement shall survive expiration or termination hereof. iv. The parties hereto understand and agree that the County is relying on, and does not waive or intend to waive by any provision of this Agreement, the monetary limitations or rights, immunities and protections provided by the Colorado Governmental Immunity Act, as from time to time amended, or otherwise available to County, its affiliated entities, successors or assigns, its elected officials, employees, agents and volunteers. v. Contractor is not entitled to workers’ compensation benefits except as provided by the Contractor, nor to unemployment insurance benefits unless unemployment compensation coverage is provided by Contractor or some other entity. The Contractor is obligated to pay all federal and state income tax on any moneys paid pursuant to this Agreement. 8. Indemnification. The Contractor shall indemnify and hold harmless County, and any of its officers, agents and employees against any losses, claims, damages or liabilities for which County may become subject to insofar as any such losses, claims, damages or liabilities arise out of, directly or indirectly, this Agreement, or are based upon any performance or nonperformance by Contractor or any of its subcontractors hereunder; and Contractor shall reimburse County for reasonable attorney fees and costs, legal and other expenses incurred by County in connection with investigating or defending any such loss, claim, damage, liability or action. This indemnification shall not apply to claims by third parties against the County to the extent that County is liable to such third party for such claims without regard to the involvement of the Contractor. This paragraph shall survive expiration or termination hereof. 9. Ownership of Documents. All documents (including electronic files) and materials obtained during, purchased or prepared in the performance of the Services shall remain the property of the County and are to be delivered to County before final payment is made to Contractor or upon earlier termination of this Agreement. 10. Notice. Any notice required by this Agreement shall be deemed properly delivered when (i) personally delivered, or (ii) when mailed in the United States mail, first class postage prepaid, or (iii) when delivered by FedEx or other comparable courier service, charges prepaid, to the parties at their respective addresses listed below, or (iv) when transmitted via e-mail with confirmation of receipt. Either DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 5 Goulding Development On-Call Services party may change its address for purposes of this paragraph by giving five (5) days prior written notice of such change to the other party. COUNTY: Eagle County, Colorado Attention: Facilities Management Department Post Office Box 850 Eagle, CO 81631 3289 Cooley Mesa Road Gypsum, CO 81637 Telephone: 970-328-8881 E-Mail: ron.siebert@eaglecounty.us With a copy to: Eagle County Attorney 500 Broadway Post Office Box 850 Eagle, CO 81631 Telephone: 970-328-8685 E-Mail: atty@eaglecounty.us CONTRACTOR: Goulding Development Advisors, LLC P.O. Box 2308 Edwards, CO 81632 Telephone: 970-331-1732 E-Mail: tgoulding@gda-co.com 11. Termination. County may terminate this Agreement, in whole or in part, at any time and for any reason, with or without cause, and without penalty therefor with seven (7) calendar days’ prior written notice to the Contractor. Upon termination of this Agreement, Contractor shall immediately provide County with all documents as defined in paragraph 9 hereof, in such format as County shall direct and shall return all County owned materials and documents. County shall pay Contractor for Services satisfactorily performed to the date of termination. 12. Venue, Jurisdiction and Applicable Law. Any and all claims, disputes or controversies related to this Agreement, or breach thereof, shall be litigated in the District Court for Eagle County, Colorado, which shall be the sole and exclusive forum for such litigation. This Agreement shall be construed and interpreted under and shall be governed by the laws of the State of Colorado. 13. Execution by Counterparts; Electronic Signatures. This Agreement may be executed in two or more counterparts, each of which shall be deemed an original, but all of which shall constitute one and the same instrument. The parties approve the use of electronic signatures for execution of this Agreement. Only the following two forms of electronic signatures shall be permitted to bind the parties to this DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 6 Goulding Development On-Call Services Agreement: (i) Electronic or facsimile delivery of a fully executed copy of the signature page; (ii) the image of the signature of an authorized signer inserted onto PDF format documents. All documents must be properly notarized, if applicable. All use of electronic signatures shall be governed by the Uniform Electronic Transactions Act, C.R.S. 24-71.3-101 to 121. 14. Other Contract Requirements and Contractor Representations. a. Contractor has familiarized itself with the nature and extent of the Services to be provided hereunder and the Property or Properties, and with all local conditions, federal, state and local laws, ordinances, rules and regulations that in any manner affect cost, progress, or performance of the Services. b. Contractor will make, or cause to be made, examinations, investigations, and tests as he deems necessary for the performance of the Services. c. To the extent possible, Contractor has correlated the results of such observations, examinations, investigations, tests, reports, and data with the terms and conditions of this Agreement. d. To the extent possible, Contractor has given County written notice of all conflicts, errors, or discrepancies. e. Contractor shall be responsible for the completeness and accuracy of the Services and shall correct, at its sole expense, all significant errors and omissions in performance of the Services. The fact that the County has accepted or approved the Services shall not relieve Contractor of any of its responsibilities. Contractor shall perform the Services in a skillful, professional and competent manner and in accordance with the standard of care, skill and diligence applicable to contractors performing similar services. Contractor represents and warrants that it has the expertise and personnel necessary to properly perform the Services and shall comply with the highest standards of customer service to the public. Contractor shall provide appropriate supervision to its employees to ensure the Services are performed in accordance with this Agreement. This paragraph shall survive termination of this Agreement. f. Contractor agrees to work in an expeditious manner, within the sound exercise of its judgment and professional standards, in the performance of this Agreement. Time is of the essence with respect to this Agreement. g. This Agreement constitutes an agreement for performance of the Services by Contractor as an independent contractor and not as an employee of County. Nothing contained in this Agreement shall be deemed to create a relationship of employer-employee, master-servant, partnership, joint venture or any other relationship between County and Contractor except that of independent contractor. Contractor shall have no authority to bind County. h. Contractor represents and warrants that at all times in the performance of the Services, Contractor shall comply with any and all applicable laws, codes, rules and regulations. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 7 Goulding Development On-Call Services i. This Agreement contains the entire agreement between the parties with respect to the subject matter hereof and supersedes all other agreements or understanding between the parties with respect thereto. j. Contractor shall not assign any portion of this Agreement without the prior written consent of the County. Any attempt to assign this Agreement without such consent shall be void. k. This Agreement shall be binding upon and shall inure to the benefit of the parties hereto and their respective permitted assigns and successors in interest. Enforcement of this Agreement and all rights and obligations hereunder are reserved solely for the parties, and not to any third party. l. No failure or delay by either party in the exercise of any right hereunder shall constitute a waiver thereof. No waiver of any breach shall be deemed a waiver of any preceding or succeeding breach. m. The invalidity, illegality or unenforceability of any provision of this Agreement shall not affect the validity or enforceability of any other provision hereof. n. The signatories to this Agreement aver to their knowledge no employee of the County has any personal or beneficial interest whatsoever in the Services or Property described in this Agreement. The Contractor has no beneficial interest, direct or indirect, that would conflict in any manner or degree with the performance of the Services and Contractor shall not employ any person having such known interests. o. The Contractor, if a natural person eighteen (18) years of age or older, hereby swears and affirms under penalty of perjury that he or she (i) is a citizen or otherwise lawfully present in the United States pursuant to federal law, (ii) to the extent applicable shall comply with C.R.S. 24-76.5-103 prior to the effective date of this Agreement. 15. Prohibitions on Government Contracts. As used in this Section 15, the term undocumented individual will refer to those individuals from foreign countries not legally within the United States as set forth in C.R.S. 8-17.5-101, et. seq. If Contractor has any employees or subcontractors, Contractor shall comply with C.R.S. 8-17.5-101, et. seq., and this Agreement. By execution of this Agreement, Contractor certifies that it does not knowingly employ or contract with an undocumented individual who will perform under this Agreement and that Contractor will participate in the E-verify Program or other Department of Labor and Employment program (“Department Program”) in order to confirm the eligibility of all employees who are newly hired for employment to perform Services under this Agreement. a. Contractor shall not: i. Knowingly employ or contract with an undocumented individual to perform Services under this Agreement; or DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 8 Goulding Development On-Call Services ii. Enter into a subcontract that fails to certify to Contractor that the subcontractor shall not knowingly employ or contract with an undocumented individual to perform work under the public contract for services. b. Contractor has confirmed the employment eligibility of all employees who are newly hired for employment to perform Services under this Agreement through participation in the E-Verify Program or Department Program, as administered by the United States Department of Homeland Security. Information on applying for the E-verify program can be found at: https://www.uscis.gov/e-verify c. Contractor shall not use either the E-verify program or other Department Program procedures to undertake pre-employment screening of job applicants while the public contract for services is being performed. d. If Contractor obtains actual knowledge that a subcontractor performing work under the public contract for services knowingly employs or contracts with an undocumented individual, Contractor shall be required to: i. Notify the subcontractor and County within three (3) days that Contractor has actual knowledge that the subcontractor is employing or contracting with an undocumented individual; and ii. Terminate the subcontract with the subcontractor if within three days of receiving the notice required pursuant to subparagraph (i) of the paragraph (d) the subcontractor does not stop employing or contracting with the undocumented individual; except that Contractor shall not terminate the contract with the subcontractor if during such three (3) days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an undocumented individual. e. Contractor shall comply with any reasonable request by the Department of Labor and Employment made in the course of an investigation that the department is undertaking pursuant to its authority established in C.R.S. 8-17.5-102(5). f. If Contractor violates these prohibitions, County may terminate the Agreement for breach of contract. If the Agreement is so terminated specifically for breach of this provision of this Agreement, Contractor shall be liable for actual and consequential damages to County as required by law. g. County will notify the Colorado Secretary of State if Contractor violates this provision of this Agreement and County terminates the Agreement for such breach. [REST OF PAGE INTENTIONALLY LEFT BLANK] DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 9 Goulding Development On-Call Services IN WITNESS WHEREOF, the parties have executed this Agreement the day and year first set forth above. COUNTY OF EAGLE, STATE OF COLORADO, By and Through Its COUNTY MANAGER By: ______________________________ Jeff Shroll, County Manager CONSULTANT GOULDING DEVELOPMENT ADVISORS, LLC By: _____________________________________ Print Name: ______________________________ Title: ___________________________________ DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Todd Goulding Principal 10 Goulding Development On-Call Services EXHIBIT A Fee Schedule DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Request for Proposal (RFP) for Preconstruction and Estimating Services for the Project Management and Facilities Departments Release Date: May 21, 2022 Proposals Due: June 1, 2022 By: Goulding Development Advisors in association with Axias EXHIBIT A DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 1 | Page TABLE OF CONTENTS Table of Contents 1 1. Cover Letter 2 2. Qualifications & Experience 3-5 3. Staff 5-6 4. Scope of Services and Approach 6-8 5. Budget and Schedule 8-15 6. References 15 7. Appendices/Exhibits 16-20 Exhibit A – Resumes Exhibit B – Sample Projects Exhibit C - Sample Estimate DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 2 | Page 1.0 COVER LETTER Goulding Development Advisors, LLC (GDA) in association with Axias, has prepared the attached response to your May 21, 2022 Request for Proposal (RFP). GDA is uniquely positioned to assist the Eagle County Project Management and Facilities Departments (The County), based on extensive experience in Eagle County, including work with Special Districts, local governments, private developers and proven track record of successful projects and repeat clients. We are not affiliated with or have relationships with design firms or contractors allowing for independent and unbiased services which avoids conflicts of interest, real or perceived. GDA will be the lead and day to day point of contact throughout the project. Axias will provide estimating, and scheduling assistance. Axias has extensive experience with detailed estimating as well as report specific pricing unique to Eagle County. The coordination between GDA and Axias will be seamless and imperceivable during the project with GDA serving as the primary contact throughout the entire process. GDA and Axis are currently working in a similar capacity for the Town of Breckenridge and Eagle County School District. As you review our qualifications and proposal, we are confident you will find the partnership between GDA and Axias offers the County a well-rounded and innovative approach with a dynamic team. The County is seeking a consultant to assist with preconstruction and estimating services. Examples of these services include, but are not limited to; due diligence, space planning, architectural/engineering selection process, contract negotiation, construction administration, budget development and oversight, schedule management, Board updates, day-to-day communications with staff, appointed personnel, and attendance at various meetings. We take pride and stand behind our services, so you can focus on your core business, to provide property management services for all county buildings, security, risk management, maintenance and planning and development for county facilities. We are excited to be considered for the County’s due diligence, preconstruction and estimating services work and look forward to meeting with you in person to discuss this proposal and approach in more detail. ________________________________ Todd Goulding Principal Goulding Development Advisors DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 3 | Page 2.0 QUALIFICATIONS & EXPERIENCE Goulding Development Advisors in association with Axias has the ability to provide turnkey project services for Eagle County. Managing complex projects is a risk filled process and can be time consuming for Owners, which can distract them from their primary duties and daily responsibilities. Through a transparent and collaborative process, we bring our extensive experience and relationships with architects, engineers, consultants, and contractors together during preconstruction as needed. This approach allows GDA and the County to have a more accurate schedule and budget forecast in a very challenging construction environment. We manage projects from inception to completion or on a la carte basis as needed, including entitlements, initial vendor selection, contract negotiations, management and overall coordination. Our consistent, clear communication allows Owners to be informed at all times, without the headaches of micromanagement. Typical Services (can be Turnkey or ala carte) • Project Budgets – Creating turnkey budgets early in a project allows better decision making by Owners regarding scope, budgets, and timing. Our team has extensive experience in the pre- construction phase of projects. We will lead the dialog among the team members, asking the right questions to clearly establish the scope of the project. This includes identifying phasing plans, finishes, systems, equipment and responsibilities of the County, consultants, proprietary items and long lead items that might impact the project cost, schedule and quality. • Preliminary Schedules – Generating a schedule from inception to completion is critical for the success. A critical path (CPM) schedule allows team members to understand durations, sequencing, task relationships and most importantly indicate key milestones to measure progress. Project schedules can also be used as exhibits to contracts holding parties accountable for deliverables. • RFP/RFQ Administration & Consultant Selection – We have created and managed RFQ/RFP’s for public and private sector clients. Each Client has unique requirements and, in some cases, statutory obligations, which must be followed to reduce the possibility of confrontation. • Design Team and Contractor Contract Negotiations and Agreements - we can act as your agent during Design Team and Contractor assessment and selection. This includes providing proprietary agreements for both simple and complex projects ranging from $10,000 to $200,000,000. Our focused approach to fair and balanced agreements are designed to pass the “straight face test” from all parties. Our agreements balance the risk between all parties, while protecting the County. We have extensive experience with AIA and proprietary agreements. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 4 | Page • Pay Application Management (if needed) – We can provide monthly pay application review and contract management. Our team understands how contracts, schedules and pay applications are intertwined, and must be carefully coordinated and reviewed. From offsite material inspections, to onsite verification and detailed line-item review allow the Owner and financing entities to receive monthly updates and recommendations. Coordination of pencil draws; Design Team input and change orders are critical to successful project management and cash flow. • Insurance and Risk Management – Risk management has become a critical topic in project management as the level of complexity and costs of mistakes have increased. We understand no Owner, Architect or Contractor wants to litigate, but unfortunately it happens. Our ability to analyze risk and minimize surprises through due diligence and agreements provides a layer of protection for Owners. Not every risk can be discovered or contracted away, however, our expertise in insurance policies and coverage can add protection to Owners, and in some cases other project team members. • Construction Management (if needed) - Construction administration can include many different aspects and level of services depending on the Client. From daily onsite observations, to monthly or even quarterly project status review assignments, we can meet your needs. Every Owner has different areas of sensitivity, needs and expectations. We excel in understanding our clients and therefore can develop the appropriate construction management plan. Our team has the ability to manage Contractor and Design Team meetings, audit schedules, change orders and project success. Industry Experience We are uniquely qualified for this role based on more than two decades of local experience as an Owner’s Representative with special district and municipal involvement. We have provided Owner Representative services for private developers, special districts and publicly traded companies within the Rocky Mountain Region. GDA was the Owners Representative for the Eagle River Water and Sanitation District and their Stillwater development in Edwards, Colorado. The project consisted of 21 units (mix of 1, 2, & 3) bedroom units. The project required analysis of locations, land use codes, construction types (modular, penalization and site built), contractor selection/negotiation, construction administration, turnover, warranty and HOA creation. A full project list has been attached for review as well. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 5 | Page Special District & Municipal Experience Eagle County Paramedics Board Member 2010-2014 Vail Mountain Rescue Board Member, VP 2011-2014 Town of Avon Council Member, Mayor Pro Tem 2010-2014 Upper Eagle Regional Water Authority Director 2010-2014 Town of Avon Planning & Zoning Commissioner & Chairman 2006-2010 Estimating Experience Axias is a leading provider of construction cost, condition assessment, and project management consulting services. The name, Axias, is derived from axia, the Greek word for value—our highest priority in client service and project delivery. We look after people’s money when they build things treating every project dollar as our own money. We pride ourselves on having excellent communication skills and operating in an environment of no surprises. Our senior staff and principals always stay involved in our project delivery, ensuring their knowledge and experience are leveraged in each project we deliver. Our clients include real estate developers, design firms, federal government agencies, state and local authorities, colleges and universities, major corporations and institutions, health care providers, law firms, and other organizations with an interest in achieving best value in construction. Axias extensive cost database and knowledgeable estimating team, together with our project/ construction management and industry experience, provide integrated and continuous resource support to our clients and their projects from the very early stages of preconstruction – during budgeting planning and design phase management - through procurement and construction phase execution and oversight. 3.0 STAFF Goulding Development Advisors was founded in Avon, in 2009 and is currently located in Edwards, Colorado. Todd Goulding (Principal of GDA) will be the point contact and serve as the day-to-day manager for the team. Todd has lived in Eagle County since 1997, meeting his wife and starting a family in Avon, and now lives and works in Edwards with his three kids. Please see the attached resume for a more detailed work and experience history. Todd has served on the Board of Directors for the Eagle County Health Services District, Vail Mountain Rescue Group, as well as Council Member for the Town of Avon. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 6 | Page Matt Owens (Operations Director of Axias) will provide estimating and scheduling assistance during preconstruction phase along with any cost related reviews during construction if needed. Matt resides in Eagle with his wife and two children both of whom attend Brush Creek Elementary School (3rd Grade and Kindergarten). Matt has lived in Eagle County for 4 years; upon moving to Valley in June of 2018. Staff Description Hours/month Todd Goulding Project Manager As Required Matt Owens Estimator/Scheduling As Required We are accustomed to working with clients under on-call. We can provide reactive service on short notice and provide cost estimates and/or budgets on multiple tasks simultaneously. Regardless of the task, we are always at the ready. Whether an estimate is due in two weeks, one week, or a few days, we are always ready to perform and can produce an estimate in a short amount of time, while always ensuring that our clients receive an estimate that accurately reflects the drawings and/or anticipated scope, is concise and clear, separated into whichever packages or layouts our clients may require for any specific submission. 90% of our work comes from repeat clients, which speaks to our character, integrity, reputation, and effectiveness. We like to think that once we earn a client’s trust, we have a client for life. Over time we have figured out what works and what does not. Our leadership and staff take great pride in what we do. We understand that our clients have other options as well and thus do not take any relationship lightly. We work on them and through constant communication and relationship building we create a “two- way trust system” where it becomes second nature to pick up a phone and ask questions openly and frankly and have constructive conversations about any project. 4.0 SCOPE of SERVICES and APPROACH We believe strongly in setting projects up for success with clear expectations for all partners and team members. This includes constant communication, clearly identified schedule milestones, and accountability. Construction projects are a series of problem-solving exercises that require constant collaboration to resolve issues and prepare for the next one. Although our services are commonly referred to as “Project Management”, we believe it is more accurately described as Risk Management. Construction projects are high risk ventures with dozens, if not hundreds of variables that affect the outcome. Risk can be handled three different ways; contractually, insured over or accepted. Owners can contract risk away to third parties such as Architects, General Contractors, etc. The various agreements identify scope, responsibility and obligations of third parties, and therefore defer the County’s exposure. They can also purchase insurance policies to cover risk (General Liability, Builder’s Risk, Professional Liability, Auto, Pollution, DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 7 | Page etc.) These policies will react to losses or claims during the project with defined deductibles and limits. Finally, Owners can accept risk (winter conditions, unforeseen conditions, force majeure, etc.). In these cases, the County should carry contingency to cover potential costs associated with the risk. At the start of the project, the County carries all of the risk and therefore needs to have adequate contingency, which can range 15%-20%. This covers design development, scope creep, pricing errors, Owner changes, unforeseen issues, etc. Contingency held by a Contractor covers mistakes made in estimating, gaps in scope, subcontractor defaults and damage to completed work. We find projects that permit the Contractor to carry a 2%-3% contingency have fewer change orders, even if the issue has merit. A change order takes time to create, submit, review and negotiate. We find a 2%-3% contingency allows for the Contractor to absorb small changes without passing them along even if they are compensable under the contract, saving everyone involved time. When agreements are executed or as construction proceeds, risk is reduced and therefore the County can reduce the amount of contingency held. This may allow for additional FF&E or other enhancements at the end of the project. We will constantly update the contingency in the budget as the County’s risk is minimized. We will also provide the County with risk analysis and solutions at the appropriate times such as contract language, insurance policies or recommended contingency levels. Construction Document Review We have witnessed a general decline in the quality of Construction Documents (CD’s) issued by design firms which elevate Owner risk and potential change orders during construction. This is a result of several factors including rushed timelines, Owner changes and the use of CADD drafters. Regardless of the reason, a poor set of CD’s pose a real challenge for Owners and general contractors which can lead to delayed completion and higher project costs. We will review progress sets (Schematic Design, Design Development and Construction Development) for completeness, and quality control. Depending on the situation peer reviews, third party QA/QC and BIM modeling can be used to reduce the impacts prior to construction. A perfect set of plans is like a unicorn, they do not exist, and therefore a reasonable contingency (1%-1.5% of GMP) should be retained by the County to cover these anticipated costs. Familiarity with Regional Conditions Building in a mountain community requires special consideration and processes for all parties, Owner, Architect, and Contractor. This includes winter condition costs, building envelope design, manpower availability and supply chain disruptions. We have extensive experience, including work on projects such as Two Elk Lodge, Patrol Headquarters and Blue Sky Basin all located on the top of Vail Mountain. Exterior material selection, wall assemblies and insulation are critical elements that must be evaluated and coordinated to avoid long term maintenance and operating costs. Examples of this include a super insulated or cold roof, preventing stucco from making contact with the ground, and a snow sliding analysis on all roofs. Building though the winter will incur winter DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 8 | Page conditions costs for snow removal, temporary heat, and other related impacts. The agreement between the County and a Contractor must contain processes and unit costs for winter conditions to avoid disputes during construction. Another unforeseen condition, subsurface soils, possesses a significant risk to an Owner and should be thoroughly investigate by a geotechnical engineer and sufficient investigations. These are examples of unforeseen conditions which need to have adequate contingency in the budget. Manpower does not necessarily mean the right number of people, but the appropriate skill level. If an electrical subcontractor is overwhelmed with work, they may only send apprentices and not Journeymen. Having the appropriate skill level and number of tradesmen are issues that need to be addressed with the General Contractor during the bidding and contract negotiation phase. More recently supply chain disruptions have created significant impacts to projects including price volitivity and schedule delays. GDA and Axias have worked with Owners to address these new challenges including cash flow curves, price escalation projections and long lead time delivery durations. Delivery Methods While we have worked with several project delivery methods, based on the Owner’s preference, we believe a Construction Manager/General Contractor (CM/GC) would provide the County with the best value and lowest risk. We have used the CMGC delivery successfully to maintain budgets and schedules for the Stillwater employee housing project as well as the Avon and Edwards Fire Stations. This enabled the team to review various construction types and generate conceptual budgets/schedules. During preconstruction our estimates provided early guidance on the overall budget, followed by a CMGC to work closely with Owner and design team to maintain the budget through completion. 5.0 BUDGET and SCHEDULE General Approach to Cost Management Matt Owens will be the lead estimator, and will utilize mechanical, electrical, plumbing estimators for support on the project. Matt’s knowledge and experience pricing construction projects within the region will be a direct benefit to this project. Feasibility Budget Preparation The feasibility budget cost estimating on most projects begins with the preparation of a Project Control Budget (PCB), generated from existing cost data that we have for similar facilities, initial design concepts and program information. This stage of cost control is designed to align the program with available funds, and to allocate them appropriately to the multiple components of the budget. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 9 | Page The budget developed can be represented as a triangle that balances the three elements of the cost of a building, as follows: 1. Scope: the program required and design intent 2. Performance: the experience of the building, its look and feel, quality levels and sustainability/energy use characteristics 3. Budget: the available funding to accomplish the objectives Having a balanced alignment between these three elements that reflects the aspirations of all stakeholders is key. Projects really have to start right to finish right, so getting this balance correct at the outset, then maintaining it as the project progresses, is critical to the project achieving its original objectives. To develop the budget or Cost Model, we employ a proactive approach to information gathering. We work closely with the design team in order to ensure that the Cost Model developed adequately reflects: • The required program mix (affects Scope) • Building massing and geometry (affects Scope) • Expectations of the County for quality of materials and engineering systems (Performance) • Sustainability and other energy conservation goals (Performance) • Logistical constraints and conditions existing at the site (Budget) • Potential access and staging restrictions (Budget) • Anticipated schedule for construction, phasing, and swing space requirements (Scope and Budget) • All probable contractual and procurement conditions (Budget) • The intent is to uncover and consider many of the potential cost drivers prior to the commencement of the design phase. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 10 | Page Once this data is collected, we will prepare preliminary quantities for all the building components. These quantities are measured directly from the documents or by utilizing experience and a system of control quantities established from similar projects. The final step in the process is the establishment of appropriate unit prices. This is achieved from a number of resources. The first such resource is our experience in general price levels within the market and our exposure to costs presented by numerous subcontractors and contractors. The second resource is direct quotes from subcontractors and suppliers. The third and final resource is building the unit rate up from first principles (i.e., a process whereby labor rates, productivity factors and overhead costs are combined with material costs and equipment costs to determine a unit rate). Cost Planning An important aspect of our service, particularly during early-stage cost planning, is benchmarking against other comparable projects. The benchmarking of the project provides an initial indication of how the building compares to others. It helps highlight the unique design or programmatic aspects of the building. This helps in identifying areas that differ or are unexpected and that can be researched, explained or reviewed. We anticipate close interaction with the County and the design team (if available) throughout the design process, and, subject to approval, to interact with them, asking appropriate questions and contributing our expertise on a continuing basis as the design progresses. In order to accurately prepare an estimate, it is important for the team to be familiar with the site location. We will visit the site(s) to review the constraints under which the work will be performed. The costs and restrictions of working in the location, such as staging areas, traffic control, utilities, topography and availability of parking will be factored into the estimate. The impacts of likely ordinances that might restrict work or deliveries to certain hours or otherwise restrict the phasing and scheduling of construction work will also be assessed. The budget can be developed in two formats at this stage. The CSI format will present the trade breakdown and will help procurement decisions and tracking. The elemental/systems format can also be prepared to enable benchmarking, and to reflect design decisions and tracking. The elemental format is important to help ensure that a balanced approach is established for the cost model, and that all systems of the building are adequately represented. This typically shows costs for the foundations, structure, enclosure, interior fit-out, MEP systems, site work and general conditions and fee. Particularly at this early stage, design options are still being explored, and the exact system and associated trade are being compared. For example, a CMU exterior wall can be compared with a glazed curtain wall option, and an appropriate design solution developed that falls within the budget for exterior wall. This systems-based cost model serves as a basis for design cost control for the remainder of the design. As such, the cost model must be reasonable and achievable, reflect the functional requirements of the program and building, and balance the aspirations of the County within an acceptable budget for construction. If the initial cost model exceeds the funds available for construction, we will assist in the development of a program and DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 11 | Page design that are aligned with the budget and develop a corresponding cost model. The final budget driven cost model can become a target for the cost of each individual building system during the design stage. Risk In preparing the cost model we can ensure that risks that may impact the project are identified and addressed. We identify the level of risk (high, medium, low), assess the likelihood of the risk occurring, and establish a value (time as well as cost) associated with the risk. As risk generally carries a cost premium, it is important to identify the stakeholder best able to bear the risk. We can also identify the risk management strategy for each issue and make recommendations to the County so that each risk is effectively controlled and mitigated, without excessive contingencies or other premiums. Each estimate will contain a contingency allocation that identifies and prioritizes specific areas of potential cost volatility and reflects the risk analysis. We will continually track these items to dynamically manage the budget and mitigate any potential impacts by providing viable corrective actions. Soft Costs Of course, the cost of a new building is not limited to the construction cost, and an important part of our approach in establishing budgets and aligning expectations is in developing appropriate soft costs, if requested. We draw upon our extensive experience and resources to develop a comprehensive itemization of soft cost items, including design fees, insurances, furniture, fittings & equipment, project management and other professional services. If required we will work closely with the County to develop appropriate budgets for each of these elements that reflect the County’s requirements, culture, and approach. Interactive Communication Our service will be highly interactive with the County and other appropriate stakeholders, and will be performed through meetings, presentations, and active dialog. At the conclusion of this phase, a great deal of knowledge will have been gained by all parties, and it is important to capture this knowledge so that it forms a basis for the design process going forward. The cost report format has been specifically developed to capture and present this knowledge in this way. It will clearly capture all the knowledge and expertise described above and present it in a concise format that explains how budgets were developed, assumptions made and agreed, and how the underlying risks are reflected. This document will serve as a key resource for the team as we move into the next phase. Construction Phase Cost Control • Cost Control: Total Project Cost Tracking. Accurate cost control will be of primary priority for our Project Team. Once the master budget is in place and is aligned with the County’s goals, the team will monitor budget-to-actual over the life of the project by using a cost reporting system that identifies costs and potential costs as they arise, and is updated monthly. Our detailed cost report will allow the entire team to know precisely what the project has spent DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 12 | Page to date as well as the forecasted cost of completion along with any approved and potential changes. In this way, expectations can be managed and critical decisions can be made based on real time, accurate information. The essential objectives of cost control are then met through effective management – specific activities include: o Ensure that all program requirements are clearly identified and accounted for and meet the project’s functional purposes within the approved budget, including appropriate County-controlled contingencies. o Ensure that the project labor, material and equipment are all procured from responsive, qualified and responsible contractors and vendors. o Ensure that any disputes are settled in the most expeditious and equitable manner. Lingering issues tend to impact the project significantly more than their face value, in terms of time, rapport and cost. o Review Contractor pricing requisition submissions, inspect the work and ensure that payment is made only for labor and material that are verified to be installed and in conformance to project requirements. Strategizes and creative approaches to Minimizing Project Costs Value Management Our team has extensive Value Engineering (VE) experience, having participated in dozens of studies over the years. We have a deep understanding of the cost drivers of projects, and can quickly pinpoint prime areas for further analysis for higher-value solutions. Value Management (VM) and Value Engineering (VE) are techniques concerned with defining, maximizing and achieving “value for money”. At the initial stages of a project, value management provides an exceptionally powerful tool to explore a project’s objectives and aspirations from the County’s perspective. Value management is a team-based approach used to define the Owner’s objectives and ensure that best value, whole-life solutions are selected to satisfy those objectives. It is not necessarily about cost cutting. For example, it may be in the County’s best interest to pay a little more up front for a better and more efficient system and thus be in a position to save on longer term operations and maintenance costs over time. To achieve maximum benefit, value management should be carried out from the very early stages of a project, not simply introduced when problems occur. Value engineering provides a systematic approach to ensure that specific functions are satisfied to the required standard for the least cost. It assesses a range of possible solutions against the values required by the County. DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 13 | Page Life-Cycle Cost Analysis Life-cycle cost analysis (LCCA) is a method for assessing the total cost of ownership (TCO) of a facility, a specific component or a discrete building system. It takes into account all costs of building or acquiring, owning, and disposing of the building or building system. LCCA is particularly useful when project alternatives that fulfill the same performance requirements, but differ with respect to initial costs and operating costs, have to be compared in order to select the one that offers the best return on the investment. For example, LCCA will help determine whether the incorporation of a concrete structure in lieu of steel, or a high-performance HVAC system instead of more typical design, is cost-effective or not. Either may increase initial cost but result in reduced operating and maintenance costs. Therefore, LCCA is a critical component of our value engineering approach, when each proposed idea is evaluated on a total costs basis and not just initial construction cost. Scheduling and Schedule Control The project schedule is a time-related task accomplishment plan with activity interdependencies that help the project team understand and plan for specific critical activities that drive timely completion. We provide scheduling services on some of the most complex projects and programs in the industry, using industry-accepted scheduling platforms, such as Primavera or MS Project, as the task requires. As the schedule plan is a “living tool” and most useful to the team if updated using current information during the project, we also provide on-going, periodic analysis of contractor schedules and delay claims, identifying and analyzing impacts to the critical path and assessing the true effect of a schedule impact. Our approach to preparing a schedule is grounded in the belief that in order to be most effective, the project schedule should be a collaborative effort into which all stakeholders have buy-in. The following are some important elements that we recommend for schedule development, implementation, and oversight: • Interactive, Collaborative Schedule Development. We suggest a unique approach to early scheduling and master planning that has proven highly successful on our projects, sometimes referred to as “pull” planning. We assemble all of the team members into one room to evaluate specific responsibilities, their time duration and impact on other activities. Each team member creates activities on colored “post-it” notes and posts them to a large wall calendar in an interactive process that builds a collaborative schedule. This innovative and interactive method ferrets out the “pinch points”, trouble spots in the schedule (schedule risk) and brings to light the inter-dependency of activities as well as the importance of planning for long-lead items. The exercise provides an emphasis on teamwork as well as individual buy-in and accountability. From the very beginning schedule risks are identified and mitigation steps can be taken to reduce their potential impact. • Integrated Master Schedule. Our team works with project stakeholders collaboratively to develop a master schedule, integrating Owner, designer, permitting, user group, contractor DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 14 | Page and testing, inspection & acceptance activities. Key milestones for successful project delivery are developed and tracked. In this way, activity interdependencies between County activities such as procurement; furniture, fixtures & equipment (FF&E), County-furnished equipment, etc., are coordinated with permitting and design activities, such as design development, interior design, specialties, etc., as well as user group activities, which in-turn affect occupancy and move in. Our goal is to help the team work together to be proactive, anticipating potential schedule issues, identifying them as they happen, and implementing collaborative solutions to mitigate impact to project delivery. While the general contractor typically “owns” the means and methods plan within the schedule, we believe the team has a responsibility to work with the contractor to ensure the planned progress can be accomplished, and that the plan is working. Delivery methods As an Owner Representative and/or procurement advisor, we have experience with many different procurement and delivery methods, including Design-bid-build (a.k.a. “Hard bid”), Construction management (CM) multi-prime, CM Agency with a General Contractor, CM at Risk w/ GMP, and Design-build or Design-Assist. In the Design-bid-build approach, the County contracts with each of the Architect and Contractor. Selection can be made on best cost or best value. It is the best understood approach, allows the County to maintain complete control over design, and with a well-defined set of construction documents provides an excellent platform for competitive pricing. Risk exposures include changes, including scope gaps and no contractor input to the project during preconstruction. The CM multi-prime, the CM is selected on qualifications and perhaps fee and general conditions. The County still maintains complete control of design, but allows some input from the contractor during preconstruction. In this scenario, the County holds the prime subcontracts and maintains total control over the subs directly. However, County risks include exposure to changes, scope gaps and the risk of holding the prime subcontracts, costs as a result of reduced accountability from the CM. In the Construction Manager at Rick (CM@Risk) method of procurement, the CM is selected based on qualifications, fees and general conditions costs. Here, the County maintains control over the design and the CM bids/holds the subcontracts and is generally at risk for the entire contract amount, including CM costs as well as subcontracted costs. This is generally an open book procurement (if it is procured as a Guaranteed Maximum Price – “GMP”). This method allows the CM to work with the County and Owner’s representative during preconstruction, but we maintain that independent 3rd party estimating and value analysis be done to maintain the County’s best interest and control. However, risk exposure to the County remains for changes, scope gaps (in DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 15 | Page excess of an agreed contingency), and potential conflict of interest as the CM may lean toward protecting themselves instead of purely representing the County’s best interests. Also, a CM/GC may provide during preconstruction a “target” GMP that is within budget, however once selected, there can be generally upward pressure on the cost with diminished credit potential for value engineering. In the Design-Build method, the County and their Owner’s representative maintain a single point of contact and responsibility for both construction and design. The schedule can possibly be fast- tracked by executing early packages, such as clearing, grading, utilities and perhaps foundations, so is often a faster delivery. Additionally, the contractor (CM or GC) maintains responsibility for design scope gaps and changes, which is a huge benefit. However, the County gives up some control over design and unless outline specifications are well-defined, can end up with exposure to long-term costs as a result of cheaper material substitutions, such as HVAC or plumbing systems, or finishes, such as cabinets and flooring, so the County should manage decisions on quality. Conclusion GDA/Axias will review each project on a case-by-case basis and will discuss the benefits and drawbacks of these delivery methods with the project team and select the most beneficial system for that specific project. 6.0 REFERENCES Name Linn Brooks George Wilson Company Eagle River Water & Sewer Eagle River Fire Protection District Address 846 Forest Road Vail, CO 81657 1050 Edwards Village Blvd, Edwards, CO 81632 Phone Number (970) 477-5444 (970) 977-1020 Email address lbrooks@erwsd.org gwilson@eagleriverfire.org Project 21 Unit Employee Housing Project in Edwards Avon and Edwards Fire Stations DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 16 | Page 9.0 APPENDICES Fee Fees for Owner Representative Services can be calculated several different ways; hourly not to exceed, percent of total project cost or monthly lump sum rate. We will work with the County to find a mutually agreed upon billing structure. Our typical base rate is $165/hour but are willing to reduce it to $150/hour as a gesture of partnership. For a multiyear agreement GDA will work with the County on an annual increase that is equitable to both parties. We bill all reimbursables at cost as we don’t believe in marking up expenses such as travel, printing/plotting, etc. Travel within Eagle County is included in the base fee. Agreement We have an agreement that can be used as the basis of agreement for the County, and never had an issue reaching a mutually agreeable agreement with an Owner. Exhibits; Exhibit A – Resumes Exhibit B – Sample Projects Exhibit C - Sample Estimate DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 17 | Page EXHIBIT A – RESUMES DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F W. TODD GOULDING P.O. Box 2308, Edwards, CO 81632 Mobile: 970-331-1732 • tgoulding@gda-co.com Project Management & Construction Management Professional Real estate development and construction management professional with a depth of experience in commercial and residential development. Clients include corporations, municipalities, private equity firms, lenders, special districts, financial institutions, hotel and timeshare developers. Areas of Proficiency Project Management• Permitting • Pro Formas • Risk Management • Due Diligence • Construction Defect Lender Inspections • Scheduling • Estimating • Contract Negotiation & Management • Systems and Procedures Reserve Studies • Construction Administration • Financial Oversight • Land Use Procedures • Public Meetings Professional Experience Consultant – GOULDING DEVELOPMENT ADVISORS, Edwards, CO 2009 - Present A consulting company assisting owners achieve their goals, including full service Owner’s Representative, project management, master planning, scheduling, budgeting, design management, biding/negotiation, lender inspections and construction oversight. Project Manager – EVANS CHAFFEE CONSTRUCTION GROUP, Avon, CO 2010 – 2014 A commercial and luxury residential general contractor. Full service contractor providing preconstruction, estimating, bidding and construction management. Project Manager - VAIL CAPITAL PARTNERS, INC., Avon, CO 2008 – 2009 A private equity investment firm formed to invest in luxury resort real estate developments in the Western U.S. including development and management of several private equity investments including homes, multifamily, and mixed-use projects. Project Manager - VAIL RESORTS DEVELOPMENT COMPANY, Avon, CO 1997 – 2008 VRDC is a subsidiary of Vail Resorts Inc, a publically traded company. VRDC provides master planning, design, and construction of luxury developments through high levels of service via concierge and customer service during construction and beyond delivery. Education, Organizations & Certifications B.S., Engineering, TUFTS UNIVERSITY, Medford, MA Eagle County Ambulance District – Former Board Member Upper Eagle River Water Authority – Former Board Member Town of Avon – Former Mayor Pro Tem Vail Mountain Rescue – Former Board Member Colorado Lacrosse Officials Association – Board Member Vail Valley Lacrosse Club – Board Member Bristol Pines HOA – President Lemmon Lodge HOA – Board Member Licensed Real Estate Broker, Colorado Certified Engineer in Training (EIT), Massachusetts DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F City of Aspen 6 2022-053 As-Needed Cost Estimating Services 6 Resume Matt Owens, CEP Operations Director | Cost Estimating Services Education B.S., Quantity Surveying, University of Salford (United Kingdom) Certifications Certified Estimating Professional (CEP) #52581, 2010 Years of Experience 19+ Qualifications Matt is an experienced, thoughtful, and detail-oriented cost and project management professional with more than 19 years’ experience working across all sectors of the industry. He has expertise in all trades, ranging from site work through architectural and structural, to mechanical and electrical trades. Sector experience includes cultural, aviation, government, education, hospitality, manufacturing, healthcare, and commercial. His responsibilities for Axias include existing condition surveys, quantity surveying, the preparation of construction cost estimates from early conceptual sketches through to pre-bid highly detailed cost estimates; change order analysis/negotiations; and commercial management for on-going projects. Representative Project Experience - Cost Estimating Walking Mountain Science Center: Employee Housing; Avon, CO 4,600 SF| $1.25 Million Eagle County School District, Employee Housing; Edwards, CO 38,000 SF | $15 Million Town of Breckenridge, Workforce Housing Breckenridge, CO 20,679 SF | $9 million Byron White U.S. Courthouse Plaza | Denver, CO 12,000 SF | $1 million Denver Federal Center Central Tool and Gage Shop | Denver, CO 89,400 | $1 million Littleton Public Schools Career Exploration Center | Aurora, CO 72,883 | $31 million NIST Campus Master Plan | Boulder, CO NOAA Research Building | 32,600 SF | $19.1 million Visitor Center | 32,300 SF | $20 million Management Resources Center | 60,000 SF | $41 million Childcare Center | 13,000 SF | $12.4 million Roundup River Ranch, Depot Renovation | Gypsum, CO 6,400 | $425,000 EPA Region 8 HQ Renovation | Denver, CO 27,380 | $2.9 million Lubber Run Community Center | Arlington, VA 55,000 SF | New Construction | $33 million Bailey's Shelter & Supportive Housing | Falls Church, VA 23,000 SF | New Construction | $17 million DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 18 | Page EXHIBIT B – SAMPLE PROJECTS DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F GOULDING DEVELOPMENT ADVISORS Sample Project List Project Name Value Description Owner Location Architect GC Year Foothills Golf Course Clubhouse $18 million 24,846sf golf course clubhouse with temporary facilities Foothills Park & Recreation District Denver, CO Johnson Nathan Strohe'Adolfson Peterson 2022-2023 Alpine Bank Fort Collins $6 million 8,900sf two story retail bank Alpine Bank Fort Collins, Colorado Galloway Elder Construction 2019/2022 Retreat @ Flatirons $15 million Ground up development of 23 luxury townhome residences.115 Reiling, LLC Winer Park, Colorado Munn Architecture Big Valley Construction 2021/2024 Topaz Building Exterior Renovation $500k Exterior renovation to mitigate water intrusion and façade update Topaz HOA Edwards, Colorado Design/Build BluSky Restoration 2021 Lock @ Flatirons $60 million Ground up development of a 6-story, 254-unit multifamily development Lock at Flatirons, LLC Broomfield, Colorado Dwell Studios Shaw Construction 2021/2023 Crested Butte Fire station $25 million 30,000sf fire/EMS and admin bldg., 9,000sf Search & Rescue bldg. and 4 employee housing units Crested Butte Fire Protection District Crested Butte, Colorado BG & Company TBD 2020/2024 Eagle County School District Housing $18.1 million Ground up development of 30-50 employee housing units Eagle County School District Edwards, Colorado 2757 Architecture TBD 2021/2023 Town of Breckenridge Housing $14.7 million 27 affordable housing units for the Town of Breckenridge Town of Breckenridge Breckenridge, Colorado Coburn Summit Homes 2021/2022 Roundup River Ranch $9 million Capital improvement and expansions Roundup River Ranch Dotsero, Colorado TBD TBD 2021/2023 Villa Montane Parking Structure TBD Investigation and analysis of leaking roof.Villa Montane HOA Beaver Creek, Colorado TBD TBD 2021/2022 Eagle Sports Complex $1.5 million Construction of ground up recreation facility including bathrooms, concessions, and storage Mountain Recreation Metropolitan District Eagle, Colorado Logan Sipson RA Nelson 2021 Pinos Del Norte $5.3 million exterior façade and interior common area renovation.Pinos Del Norte HOA Vail, Colorado Shepard Resources Inc RA Nelson 2020/2021 Portside Phase 3 $29.2million 289,737sf tilt-up concrete warehouse/light industrial building.EverWest Real Estate Investors Vancouver, Washington Mackenzie Perlo Construction 2019/2020 Bighorn Townhouses $150k Management of design-build of 8 new garages Bighorn Townhouses Vail, Colorado TBD Rocky Mountain General Contracting 2019/2020 Vail Trails Chalets $150k Renegotiated scope to reduce cost for new hardscape and landscaping Vail Trails Chalet HOA Vail, Colorado 359 Design TOV/Icon 2019 Edwards River Park TBD Brownfield development including 594 units, including a hotel, mixed use, retail Sierra Trail Investments, LLC Edwards, Colorado ESG Architects TBD 2019/2020 Watermark on Grand Parkway $50 million 336 apartment units in 10 three-story garden style buildings, pool, fitness, bar and clubhouse Watermark Residential Houston, Texas Studio M Architecture & Planning Thompson Thrift Construction 2019/2020 Denver Hyatt Centric $78 million 263 key, 14 story ground up hotel development. Magna Hospitality Denver, CO Johnson Nathan Strohe'Milender White 2019/2021 All Points North $25 million Renovation of existing hotel including fixed finishes, MEP and FFE.CSMN LLC Cordillera, Colorado 359 Design RA Nelson 2108/2019 Ritz-Carlton Residences $4million FF&E and fixed finish renovation RCR Vail, LLC Vail, Colorado Judge & Asso Construction One 2018 Stillwater $14 million 30,500sf, 21 unit multifamily development including townhomes, condos and duplex Eagle River Water & Sanitation District Edwards, Colorado LKSM RA Nelson 2018/2019 ECPS Vail Station $1.6 million Design and construction mgmt for tenant in renovated Vail Valley Medical Center space Eagle County Paramedic Services Vail, Colorado Davis Partnership GE Johnson 2018-2022 Watercrest Winter Park $30 million 92,289sf, 107 unit assisted living and memory care facility Watercrest Winter Park, Florida D2 Architecture Walker & Asso 2018/2019 Eagle Library $4 million Renovation and expansion of existing 11,000sf library.Eagle Valley Library District Eagle, CO studiotrope Design Collective TBD 2018/2019 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F GOULDING DEVELOPMENT ADVISORS Sample Project List Watercrest Columbia $30 million 92,289sf, 107 unit assisted living and memory care facility Watercrest Columbia, South Carolina Lifebuilt Shiel Sexton 2018/2019 Acoya Mesa $43 million 182,570sf, 170 unit, high end senior living community Ryan Companies Mesa, Arizona Ryan A&E Ryan Construction 2018/2019 Marriott Residence Inn $160 million 280,000sf, 170 hotel rooms and 113 apartments The Harp Group Vail, Colorado Heerema Wright Layton Construction 2017/2019 Andover Medical Center $4.4 million 1,740sf retail box attached to precast parking structure GRE Andover Medical Center, LLC Andover, Massachusetts Lupoli Companies Lupoli Companies 2017/2018 Alpine Bank - Boulder $4.5 million 5,900sf two story retail bank Alpine Bank Boulder, Colorado DTJ Design Wyatt Construction 2017/2018 Red Table Apartments $14 million 45.700sf, 58 unit apartments in two buildings and 14 garages, surface parking Red Table Partners, LLP Gypsum, Colorado Turnipseed Rocky Mountain General Contracting 2017/2018 Basecamp on Beaver Creek $24 million 15 luxury townhomes Red House Avon, LLC Avon, Colorado 359 Design Gregg & Co Builders 2017/2018 Hampton Inn & Suites $6 million PIP Renovation of 124 rooms Magna Hospitality Denver, CO Melick Associates Salisbury Moore 2017/2018 Edwards Fire Station $12 million 20,000sf dual company fire station and administration office to replace existing building. Eagle River Fire Protection District (Board of Directors)Edwards, Colorado Davis Partnership Evans Chaffee Construction 2017/2018 ERFPD Fire Training Center $2.3 million 5,600sf training facility for fire operations Eagle River Fire Protection District (Board of Directors)Edwards, Colorado Davis Partnership Evans Chaffee Construction 2017/2018 Ritz-Carlton Aspen Highlands $10million FF&E and fixed finish renovation Aspen Highlands Condominium Association Aspen, Colorado Johnson David PSI 2016-2019 Vail Cascade Hotel $57 million 285 key hotel renovation including guest rooms, public areas, F&B and spa Laurus Corporation Vail, Colorado Leo A Daly PWI/Evans Chaffee 2016/2017 Portside Development $30 million 350,000sf industrial warehouse located on a former lagoon Guggenheim Real Estate/Specht Development Vancouver, Washington Mackenzie Perlo Construction 2016 Avon Fire Station $12.5 million 29,000sf Public Safety faculty for Avon Police Dept and dual company station Eagle River Fire Protection District (Board of Directors)Avon, Colorado Davis Partnership Evans Chaffee Construction 2016/2017 Elan Santa Monica $25 million 90,000sf, 83 unit assisted living and memory care facility Guggenheim Real Estate/Titan Senior Living Albuquerque, New Mexico D2 Architecture Reid & Associates 2016/2017 Beaver Creek Fire Station $5 million 9,600sf fire station located on Beaver Creek Beaver Creek Metropolitan District (Board of Directors)Beaver Creek, Colorado Fennell Group Hyder Construction 2015/2016 Athletic Center at Cordillera $4 million 7,000sf renovation and 3,000sf expansion of existing facility Cordillera Property Owners Association (Board of Directors) Edwards, Colorado (Cordillera)Victor Mark Donaldson Structural Associates 2015/2016 Singletree Community Center $1.6 million 2,400sf expansion of existing building for athletic center Berry Creek Metropolitan District (Board of Directors) Edwards, Colorado (Singletree)Darby Architects Viele Construction 2015/2016 Castle Peak Senior Care $16 million 60,000sf, 64 unit assisted living and memory care community Augustana Care Eagle, Colorado Nelson-Termain Partnership Weitz Construction 2015/2016 Elan Southpark Meadows $23 million 90,000sf 110 unit assisted living and memory care facility Guggenheim Real Estate/Titan Senior Living Austin, Texas D2 Architecture Reid & Associates 2015/2016 Las Vistas at Singletree $5 million Exterior renovation of 36 unit HOA Las Vistas at Singletree HOA (Board of Directors) Edwards, Colorado (Singletree)TAB Associates TBD 2014/2016 Wyndham at Avon $57 million 120,00sf, 57 unit luxury timeshare resort Wyndham Worldwide Avon, Colorado OZ Architecture Horizon Construction 2013-2015 Bachelor Springs Capital Projects $1.5 million CapEx improvements to exterior of 26 luxury units Knudson Ranch HOA (Board of Directors) Edwards, Colorado (Arrowhead)TAB Associates Evans Chaffee Construction 2015 Grand Elk Casitas $11.5 million 16 presidential flats and clubhouse Wyndham Worldwide Granby, Colorado Plunkett Raysich Architects Horizon Construction 2015 Mesa County Animal Services building $3.5 million Construction defect consultant and project management for $4 million facility Mesa County Grand Junction, Colorado N/A N/A 2013/2014 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F GOULDING DEVELOPMENT ADVISORS Sample Project List Eagle County Sports Complex $2.5 million Artificial turf replacement Western Eagle County Metro Rec. District (Board of Directors)Eagle, Colorado Design Build Hellas Construction & Academy Sports turf 2012-2014 Vail Mtn School $350,000 Greenhouse Vail Mountain School Vail, Colorado Pierce Architects Evans Chaffee Construction 2014 Eagle County School District $750k Special projects consultant including first public/private partnership for VSSA Eagle County Schools (Board of Directors)Eagle County, Colorado Misc Misc 2012/2013 Homestake Peak $8 million Renovation of existing high school Eagle County Schools Eagle-Vail, Colorado TAB Associates Evans Chaffee Construction 2010/2012 Vail Mountain Rescue $1.6 million 5,300sf Search and Rescue cache addition and remodel w/ staging, climbing wall and offices Eagle County Health Services District Edwards, Colorado VAG, Inc Evans Chaffee Construction 2011/2012 Town of Vail Public Library $1.9 million Expansion and renovation of existing public library Town of Vail Vail, Colorado Snowdon & Hopkins Evans Chaffee Construction 2011/2012 Sebastian Hotel $10 million Hotel renovation Timber Resorts Vail, Colorado Timber Resorts Timber Resorts 2009 Mountain Montessori $75,000 Renovation of existing space Mountain Montessori Avon, Colorado TAB Associates Evans Chaffee Construction 2009 River Run $500 million 12 acre redevelopment for destination resort Vail Capital Partners Eagle-Vail, Colorado N/A N/A 2008/2009 Ritz-Carlton Residences $400 million 117 unit luxury development encompassing 550,000sf Vail Resorts Development Company Vail, Colorado 4240 Architecture PCL Construction 2006-2008 Gore Creek Place $40 million 16 unit ultra-luxury multifamily development Vail Resorts Development Company Vail, Colorado 4240 Architecture RA Nelson 2004-2006 Red Sky Ranch $25 million 2 clubhouses and supporting structures for new resort golf course and clubs Vail Associates Wolcott, Colorado Hart Howerton Evans Chaffee Construction 2001-2004 Blue Sky Basin $4 million Ski area expansion including lifts and public buildings Vail Associates Vail Mountain, Colorado Melick Associates Evans Chaffee Construction 1999-2000 Two Elk Lodge $12million Reconstruction following arson of 33,000sf restaurant Vail Associates Vail Mountain, Colorado Zehren Associates Hyder Construction 1998/1999 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 19 | Page EXHIBIT C – SAMPLE ESTIMATE DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Current Design 21 UnitsPrevious Budget RevisionsCurrent Revisions Current Budget CommitmentsPreviously Billed to dateDraw No 2 July 2017Cost to Date Cost to Complete NOTES1 Survey 11,500.00$ 11,500.00$ -$ 11,500.00$ TBD2 Wetlands Consultant 20,000.00$ 20,000.00$ -$ -$ 20,000.00$ 3 Soils Investigation 8,600.00$ 8,600.00$ 3,192.21$ 2,448.00$ 5,640.21$ 2,959.79$ Kumar4 Traffic Studies 7,000.00$ 7,000.00$ -$ 252.50$ 7,000.00$ LSC5 Architect 80,000.00$ 80,000.00$ 27,792.97$ 2,267.35$ 30,060.32$ 49,939.68$ LKSM6 Landscape 10,000.00$ 10,000.00$ -$ 10,000.00$ D Anderson7 Civil Engineering 63,000.00$ 63,000.00$ 6,474.50$ 260.00$ 6,734.50$ 56,265.50$ AEI8 Planning/Entitlements 42,000.00$ 42,000.00$ 3,190.00$ 2,320.00$ 5,510.00$ 36,490.00$ Pylman9 Project Mgmt 39,000.00$ 39,000.00$ 775.00$ 1,627.50$ 39,000.00$ GDA10 Reimburseables 14,055.00$ 14,055.00$ 395.56$ 5,403.92$ 14,055.00$ 5%11 Legal Services-$ -$ -$ Subtotal Due Diligence Costs 295,155.00$ -$ -$ 295,155.00$ -$ 41,820.24$ 14,579.27$ 47,945.03$ 247,209.97$ 11 Water/Sewer Fees 250,000.00$ 250,000.00$ -$ -$ 250,000.00$ UERWA12 Gas Fees 50,000.00$ 50,000.00$ -$ -$ 50,000.00$ Black Hills13 Electric Fees 50,000.00$ 50,000.00$ -$ -$ 50,000.00$ Holy Cross14 Comcast/CenturyLink Connection Fees 25,000.00$ 25,000.00$ -$ CenturyLink/Comcast15 ROW & CDOT fees 15,000.00$ 15,000.00$ -$ CDOT16 Bldg Permits & Fire Impact Fee 50,000.00$ 50,000.00$ -$ -$ 50,000.00$ Eagle Cty/ERFPD17 School Dedication Fee 100,000.00$ 100,000.00$ -$ ECS18 Soils/Geotechnical 20,000.00$ 20,000.00$ -$ -$ 20,000.00$ TBD19 Surveying 15,000.00$ 15,000.00$ -$ -$ 15,000.00$ TBD20 Planning/Entitlements 15,000.00$ 15,000.00$ -$ -$ 15,000.00$ Pylman21 Design (Arch, Struct, MEP) 864,543.95$ 864,543.95$ -$ -$ 864,543.95$ 8%22 Civil Engineering 25,000.00$ 25,000.00$ -$ -$ 25,000.00$ AEI23 3rd Party Insp/Material Testing 40,000.00$ 40,000.00$ -$ -$ 40,000.00$ 24 Commissioning 15,235.00$ 15,235.00$ -$ -$ 15,235.00$ $0.525 Signage Incld in hard -$ -$ -$ -$ 26 IT/Low Voltage 25,000.00$ 25,000.00$ -$ -$ 25,000.00$ 27 CMGC 25,000.00$ 25,000.00$ -$ 7,575.70$ 25,000.00$ RANA28 Project Mgmt 172,908.79$ 172,908.79$ -$ -$ 172,908.79$ 1.50%29 Condo Map 20,000.00$ 20,000.00$ -$ -$ 20,000.00$ 30 Legal Costs 25,000.00$ 25,000.00$ -$ -$ 25,000.00$ CCC31 Financing Costs -$ -$ -$ -$ -$ not included32 Insurance/PP Bond 138,327.03$ 138,327.03$ -$ -$ 138,327.03$ 1.20%33 Reimburseables 56,872.64$ 56,872.64$ -$ -$ 56,872.64$ 5%34 Soft Cost Contingency 99,894.37$ 99,894.37$ -$ -$ 99,894.37$ Subtotal Soft Costs 2,097,781.78$ -$ -$ 2,097,781.78$ -$ -$ 7,575.70$ -$ 1,957,781.78$ 36 Hard Construction 10,023,698.00$ 10,023,698.00$ -$ -$ 10,023,698.00$ RANA37-$ -$ -$ -$ -$ 38-$ -$ -$ -$ -$ 39-$ -$ -$ -$ -$ 40-$ -$ -$ -$ -$ 41 Hard Contingency 1,503,554.70$ 1,503,554.70$ -$ -$ 1,503,554.70$ 15.00%Subtotal Hard Costs 11,527,252.70$ -$ -$ 11,527,252.70$ -$ -$ -$ -$ 11,527,252.70$ Total Due Diligence, Soft & Hard Costs 13,920,189.48$ -$ -$ 13,920,189.48$ -$ 41,820.24$ 22,154.97$ 47,945.03$ 13,732,244.45$ Land Costs 2,000,000.00$ -$ -$ 2,000,000.00$ 2,000,000.00$ 2,000,000.00$ -$ 2,000,000.00$ -$ ERWSDTotal Project Costs (Soft, Hard, Land) 15,920,189.48$ -$ -$ 15,920,189.48$ 2,000,000.00$ 2,041,820.24$ 22,154.97$ 2,047,945.03$ 13,732,244.45$ STILLWATER BUDGETSOFT COSTSHARD COSTSDUE DILIGENCE/ENTITLEMENTS8/22/2017DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Breckenridge, CO Budget Study Town of Breckenridge PO Box 168 Breckenridge, CO 80424 Insert p h o t o g r a p h o f p r o j e c t o r s o m e t h i n g s i m i l a r April 15, 2021 www.axiasinc.com Axias, Inc. 1801 North Broadway Denver, CO 80202 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Table of Contents v BASIS OF ESTIMATE 3 v EXECUTIVE SUMMARY 5 v COST SUMMARY 6 v COST DETAIL 7 v COMPARISON 14 TABLE OF CONTENTS 2 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Basis of Estimate Scope of Work: Information provided for preparation of the estimate Document Title/Reference Document Dated v Work Session Drawings prepared by Coburn Architecture March 30, 2021 Source of Cost Data: Mark-Ups v Design Contingency 15.00% v General Conditions 12.50% v Insurances & Bonds 2.50% v Fee 3.50% v Escalation to Mid-Point 4.00% Estimate Assumptions: v v v v v v v Estimate Exclusions: v v v v v v v v v Estimate assumes site has adequate space for all necessary site staging areas. Escalation has been included at an annual rate of 4.00%, to mid-point of construction. Non competitive bid conditions Owner-supplied loose furniture, fittings and equipment Hazardous material abatement Unforeseen conditions Estimate assumes a start on site date of Sept/Oct 2021 with an overall project duration of approx. 12 months. Off-site work Construction contingency (owner's contingency for changes during construction) The following additional project costs are not included in this cost estimate: Any special site security requirements Design and Consultant fees Sole source specifications of materials or products The project is the new building construction of three separate apartment buildings totalling 27 units and all associated sitework, parking and achievement of Net Zero goals. Occupation is intended for Town of Breckenridge employees. Estimate assumes all new loose furnishings i.e. beds, sofas, chairs etc. are by a separate budget. There will be no limitations on working hours or requirements for work after normal hours. Estimate assumes no phasing will be required. The unit pricing reflected in this estimate is based upon a combination of sources that include but not limited to the following: (1) Local historical costs for similar projects of size and location (2) Industry recognized cost pricing database such as RS Means (4) Estimator Judgment - many of the prices used are the result of first principles estimating; a determination of the actual time required to perform the activity using local labor rates, plus material costs that reflect the typically small quantities required, plus equipment rental costs as applicable. Where pricing books such as RS Means have been used they have only been used as a general guide. Subcontractor mark-ups have been included in each line item unit price. These markups cover the cost of home office overhead and profit and can range from 15% to 25% of the raw cost for that particular item of work. Labor burden averaging 30% has also been applied to the local prevailing base wages including fringes. Estimate assumes that the project will be competitively bid to at least 3 General Contractors. BASIS OF ESTIMATE 3 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Statement qualifying use of this estimate Axias, Inc. has prepared this estimate using drawings, specifications and other documents prepared by the design team, in addition to having conversations about design intent. We have applied industry-standard approaches and techniques in preparing the estimate, and applied our professional judgment in determining an overall opinion of the reasonable cost of the project. However, we have no control over the procurement strategy of the owner, or the broader impact of the marketplace, therefore cannot and do not guarantee that the lowest bid will not differ from this estimate. Unit pricing shown within the estimate reflects Axias Inc.'s opinion of construction costs obtainable for the projects location area, on the date of this statement of probable costs. The intention of this estimate is to reflect fair market value for the construction of this project. It is not a prediction of low bid. Pricing is based upon competitive bidding, a minimum of 3 bidders for all subcontracted work, and a minimum of 4 bids from general contractors. If fewer bids are received bid results may be expected to vary. The estimate is based upon the measurement of quantities where possible from the above mentioned documents issued by the design team. For the remainder, parametric measurements were used in conjunction with references from similar project recently estimated by Axias Inc. Axias Inc. has no control over the quality, completeness, intricacy, constructability, or coordination of design documents, or over the amount of funds available for this project. Therefore, Axias Inc. are not responsible for design revision costs in the event that the estimate is in excess of the established budget. BASIS OF ESTIMATE 4 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Executive Summary Project Information Client:Town of Breckenridge Procurement: Start date: Project Name:Block 11 - Workforce Housing Duration: Project Address:20, 40 & 60 Dredge Drive Breckenridge, CO New Construction: Renovated Area: Total Gross Area: Architect:Coburn Architecture Design Stage:Budget Study Estimated by:Matt Owens Phone:(703) 835-3362 Email:mowens@axiasinc.com Estimate date:April 15, 2021 Estimated Construction Costs at Award Block 11 $6,472,365.62 $312.99 /sf 20,679 SF CMGC Sept/Oct. 2021 12 Months 20,679 SF 0 SF Substructure Shell Interiors Services Equipment & Furnishings Special Construction & Demolition Building Sitework Design Contingency General Conditions/Requirements Insurances & Bonds Fee Escalation to Mid-Point - assumed March 2022 COST SPLIT EXECUTIVE SUMMARY 5 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Summary $/SF TOTAL % Gross Area:20,679 SF A10 Foundations $8.85 $182,971 3% A20 Basement Construction $0.00 $0 0% A Substructure $8.85 $182,971 3% B10 Superstructure $33.96 $702,217 11% B20 Exterior Enclosure $24.80 $512,784 8% B30 Roofing $5.84 $120,769 2% B Shell $64.60 $1,335,770 21% C10 Interior Construction $25.36 $524,492 8% C20 Stairways $1.39 $28,806 0% C30 Interior Finishes $12.58 $260,060 4% C Interiors $39.33 $813,359 13% D10 Conveying Systems $0.00 $0 0% D20 Plumbing Systems $9.32 $192,671 3% D30 Heating, Ventilation & Air Conditioning $12.00 $248,148 4% D40 Fire Protection $5.00 $103,395 2% D50 Electrical Lighting, Power & Communications $26.05 $538,638 8% D Services $52.36 $1,082,852 17% E10 Equipment $6.23 $128,790 2% E20 Furnishings $0.85 $17,550 0% E Equipment & Furnishings $7.08 $146,340 2% F10 Special Construction $0.00 $0 0% F20 Selective Demolition $0.00 $0 0% F Special Construction & Demolition $0.00 $0 0% G10 Site Preparation $2.71 $55,960 1% G20 Site Improvements $41.56 $859,422 13% G30 Site Mechanical Utilities $2.18 $45,000 1% G40 Site Electrical Utilities $1.21 $25,000 0% G90 Other Site Construction $0.00 $0 0% G Building Sitework $47.65 $985,382 15% Design Contingency 15.00%$32.98 $682,001 11% BUILDING & SITEWORK DIRECT COST BEFORE GC MARK-UPS $252.85 $5,228,673 81% General Conditions/Requirements 12.50%$31.61 $653,584 10% Insurances & Bonds 2.50%$6.32 $130,717 2% Fee 3.50%$10.18 $210,454 3% TOTAL CONSTRUCTION COST BEFORE ESCALATION $300.95 $6,223,428 96% Escalation to Mid-Point - assumed March 2022 4.00%$12.04 $248,937 4% ESTIMATED CONSTRUCTION COST AT AWARD $312.99 $6,472,366 100% COST SUMMARY 6 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Detail Item Description Quantity Unit Rate Total A Substructure A10 Foundations A1010 Standard Foundations Wall footings and Foundation Wall incl. all necessary excavation, backfill, concrete, rebar, formwork etc.713 L.F.$125.00 $89,063 Column footings and Piers incl. all necessary excavation, backfill, concrete, rebar, formwork etc.18 Ea.$690.00 $12,420 Perimeter foundation drainage 723 L.F.$19.00 $13,728 A1030 Slab On Grade Slab-on-grade; incl. all necessary compaction of existing grade, rigid insulation, concrete, rebar, vapor barrier, joints etc. 4" thick SOG 7,972 S.F.$8.50 $67,761 Total A10 - Foundations $182,971 B Superstructure B10 Superstructure B1010 Floor Construction Wood framing for residential units incl. entrance posts and balcony kickers 20,679 S.F.$30.00 $620,370 Allow for misc. metals 20,679 S.F.$1.50 $31,019 Gypcrete 12,707 S.F.$4.00 $50,828 B1020 Roof Construction Included in above framing costs Total B10 - Superstructure $702,217 B20 Exterior Enclosure B2010 Exterior Walls Cement board & batten seam wall system 14,835 S.F.$8.85 $131,290 Cement board window trim 3,600 L.F.$4.10 $14,760 Corrugated steel banding wall system 3,060 S.F.$7.65 $23,409 Cement board fascia 1,515 L.F.$10.15 $15,377 Gable roof vent 12 Ea.$120.00 $1,440 Cement board soffit system 2,010 S.F.$13.30 $26,733 Patio/Balcony railing system 1,320 S.F.$35.00 $46,200 Allow for caulking & sealants 21,420 S.F.$1.25 $26,775 Allow for scaffolding 20,235 S.F.$4.00 $80,940 Exterior signage 1 L.S.$3,000.00 $3,000 B2020 Exterior Windows Windows 2,340 S.F.$40.00 $93,600 Caulking & sealants 2,340 S.F.$1.50 $3,510 COST DETAIL 7 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Detail Item Description Quantity Unit Rate Total B2030 Exterior Doors Doors, Frames & Hardware Apartment Building Entry Door 3 Ea.$2,500.00 $7,500 Storage Entry Door 3 Ea.$1,200.00 $3,600 Fire Riser Entry Door 3 Ea.$1,200.00 $3,600 Unit Patio/Balcony Doors 27 Ea.$1,150.00 $31,050 Total B20 - Exterior Enclosure $512,784 B30 Roofing B3010 Roof Coverings Asphalt shingle roofing system 10,905 S.F.$7.55 $82,333 Standing seam metal roofing system 600 S.F.$17.55 $10,530 Gutters 66 L.F.$12.50 $825 Downspouts 180 L.F.$15.00 $2,700 Snow guard 126 L.F.$48.60 $6,124 Allow for roof specialties i.e. flashings etc.11,505 S.F.$1.50 $17,258 B3020 Roof Openings Allow for roofing penetrations 1 L.S.$1,000.00 $1,000 Total B30 - Roofing $120,769 C Interiors C10 Interior Construction C1010 Partitions Interior gypboard to exterior wall 17,895 S.F.$1.50 $26,843 Partition type; IW1 14,190 S.F.$5.75 $81,593 Partition type; IW2 1,545 S.F.$6.00 $9,270 Partition type; IW3 4,095 S.F.$8.75 $35,831 Partition type; IW4 5,265 S.F.$9.00 $47,385 Extra for moisture resistant gypboard 8,730 S.F.$0.25 $2,183 Misc. rough carpentry and blocking 20,679 S.F.$0.75 $15,509 C1020 Interior Doors Doors Unit entry doors; HM 3'-0" x 6'-8"; single 27 Ea.$495.00 $13,365 Unit bi-pass closet doors; HC 5'-0" x 6'-8"; sliding 54 Ea.$245.00 $13,230 Unit bathroom doors; HC 3'-0" x 6'-8"; single 27 Ea.$200.00 $5,400 Unit bedroom doors; HC 3'-0" x 6'-8"; single 27 Ea.$200.00 $5,400 Unit laundry doors; HC 5'-0" x 6'-8"; double 27 Pr.$400.00 $10,800 Mech. room doors; HM 3'-0" x 6'-8"; single 3 Ea.$495.00 $1,485 Stair/Corridor doors; HM 3'-0" x 6'-8"; single 3 Ea.$495.00 $1,485 Attic access hatch; 30" x 30" w/keyed lock 9 Ea.$300.00 $2,700 COST DETAIL 8 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Detail Item Description Quantity Unit Rate Total Frames Unit entry; HM 3'-0" x 6'-8"27 Ea.$352.50 $9,518 Unit bi-pass closet; WD 5'-0" x 6'-8"; sliding 54 Ea.$200.00 $10,800 Unit bathroom; WD 3'-0" x 6'-8"27 Ea.$180.00 $4,860 Unit bedroom; WD 3'-0" x 6'-8"27 Ea.$180.00 $4,860 Unit laundry; WD 5'-0" x 6'-8"27 Pr.$210.00 $5,670 Mech. room; HM 3'-0" x 6'-8"3 Ea.$352.50 $1,058 Stair/Corridor doors; HM 3'-0" x 6'-8"3 Ea.$352.50 $1,058 Hardware Unit entry 27 Ea.$150.00 $4,050 Unit bi-pass 54 Ea.$50.00 $2,700 Unit bathroom 27 Ea.$75.00 $2,025 Unit bedroom 27 Ea.$50.00 $1,350 Unit laundry 27 Pr.$75.00 $2,025 Mech. room 3 Ea.$150.00 $450 Stair/Corridor 3 Ea.$100.00 $300 C1030 Fittings Kitchen upper cabinets 297 L.F.$150.00 $44,550 Kitchen lower cabinets 297 L.F.$175.00 $51,975 Kitchen countertop; 2ft wide 149 L.F.$45.00 $6,683 Kitchen island 211 L.F.$100.00 $21,141 Closet; shelving and hanging rod 350 L.F.$13.50 $4,718 Bathroom mirror; 2'-6" x 3'-0"27 Ea.$185.00 $4,995 Bathroom vanity counter and cabinets; 4'-6" wide 27 Ea.$890.00 $24,030 Bathroom; toilet roll holder 27 Ea.$35.00 $945 Bathroom; towel bar 27 Ea.$50.00 $1,350 Bathroom; robe hook 27 Ea.$15.00 $405 Bathroom; ADA grab bars 18 Ea.$60.00 $1,080 Bathrrom; shower/tub curtain rod 27 Ea.$75.00 $2,025 Interior window sill 620 L.F.$10.00 $6,195 Chain link fencing for storage lockers; assumed 8' high 255 L.F.$40.00 $10,200 Chain link storage lockers gates 27 Ea.$550.00 $14,850 Fire extinguisher & cabinet 9 Ea.$350.00 $3,150 Allow for interior signage 1 L.S.$3,000.00 $3,000 Total C10 - Interior Construction $524,492 COST DETAIL 9 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Detail Item Description Quantity Unit Rate Total C20 Stairways C2010 Stair Construction Wood stairs 102 Rsr $115.00 $11,730 Handrail with balusters 264 L.F.$25.00 $6,600 C2020 Stair Finishes Rubber treads/risers 582 S.F.$18.00 $10,476 Total C20 - Stairways $28,806 C30 Interior Finishes C3010 Wall Finishes Paint to walls 65,775 S.F.$0.60 $39,465 C3020 Floor Finishes Floor tile 1,590 S.F.$13.50 $21,465 LVT 15,450 S.F.$6.00 $92,700 Sealed concrete 1,515 S.F.$0.85 $1,288 Painted MDF base 4,815 L.F.$4.50 $21,668 Tile base 630 L.F.$12.50 $7,875 C3030 Ceiling Finishes Painted gypboard ceiling 18,900 S.F.$4.00 $75,600 Total C30 - Interior Finishes $260,060 D Services D20 Plumbing Systems Allow for new plumbing piping 20,679 S.F.$4.50 $93,056 Kitchen sink 27 Ea.$1,000.00 $27,000 Bathroom lavatory 27 Ea.$600.00 $16,200 Mop sink 3 Ea.$500.00 $1,500 Bathtub/shower 27 Ea.$1,500.00 $40,500 Water closet 3 Ea.$485.00 $1,455 Floor drain 33 Ea.$120.00 $3,960 Electrical water heater 3 Ea.$3,000.00 $9,000 Total D20 - Plumbing Systems $192,671 D30 Heating, Ventilation & Air Conditioning Allow for HVAC system 20,679 S.F.$12.00 $248,148 Total D30 - Heating, Ventilation & Air Conditioning $248,148 COST DETAIL 10 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Detail Item Description Quantity Unit Rate Total D40 Fire Protection D4010 Sprinklers Allow for sprinkler system 20,679 S.F.$5.00 $103,395 Total D40 - Fire Protection $103,395 D50 Electrical Lighting, Power & Communications Allow for new electrical system incl. fixtures 20,679 S.F.$22.00 $454,938 PV array 1,860 S.F.$45.00 $83,700 Total D50 - Electrical Lighting, Power & Communications $538,638 E Equipment & Furnishings E10 Equipment E1010 Commercial Equipment Refrigerator 27 Ea.$1,155.00 $31,185 Dishwasher 27 Ea.$660.00 $17,820 Micowave 27 Ea.$320.00 $8,640 Electric Range 27 Ea.$675.00 $18,225 Washer 27 Ea.$980.00 $26,460 Dryer 27 Ea.$980.00 $26,460 Total E10 - Equipment $128,790 E20 Furnishings E2010 Fixed Furnishings Window treatment; blinds 2,340 S.F.$7.50 $17,550 E2020 Movable Furnishings FF&E assumed by Owner Total E20 - Furnishings $17,550 G Building Sitework G10 Site Preparation G1010 Site Clearing Allow for stripping existing layer of rock 93,000 S.F.$0.12 $11,160 Allow for misc. site clearing i.e. rock piles 1 L.S.$5,000.00 $5,000 G1020 Site Demolition and Relocations Remove existing fencing 1 L.S.$2,500.00 $2,500 Relocate existing fire hydrant 1 Ea.$3,000.00 $3,000 Allow for hauling & disposal 1 L.S.$10,000.00 $10,000 COST DETAIL 11 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Detail Item Description Quantity Unit Rate Total G1030 Site Earthwork Rough grading 93,000 S.F.$0.10 $9,300 Allow for site erosion control measures 1 L.S.$5,000.00 $5,000 Allow for infill material - assumed some necessary 1 L.S.$10,000.00 $10,000 G1040 Hazardous Waste Remediation Assumed none required Total G10 - Site Preparation $55,960 G20 Site Improvements G2010 Roadways Roadway - Dredge Drive & Flora Dora 17,100 S.F.$6.00 $102,600 Concrete curb and gutter 1,200 L.F.$30.00 $36,000 Connect to existing roadway (Flora Dora)1 Ea $3,000.00 $3,000 Allow for roadway markings 17,100 S.F.$0.10 $1,710 G2020 Parking Lots Parking areas 17,700 S.F.$6.00 $106,200 Allow for parking markings 17,700 S.F.$0.25 $4,425 G2030 Pedestrian Paving Concrete sidewalk 6,100 S.F.$6.00 $36,600 G2040 Site Development Carport Column footings and Piers incl. all necessary excavation, backfill, concrete, rebar, formwork etc.42 Ea.$690.00 $28,980 Structural steel framing; allowed 5lbs/sf 24,400 Lbs.$2.00 $48,800 Wood screen enclosure 4,510 S.F.$5.00 $22,550 Wheel stops 27 Ea.$90.00 $2,430 Carport roofing system; assumed metal pan or similar 4,880 S.F.$4.50 $21,960 PV array on carport roof 4,880 S.F.$45.00 $219,600 EV car charging station 12 Ea.$4,500.00 $54,000 Trash Enclosure Wall footings and Foundation Wall incl. all necessary excavation, backfill, concrete, rebar, formwork etc.60 L.F.$125.00 $7,500 Concrete slab/pad incl. all necessary compaction of grade, concrete, rebar vapor barrier & joints etc.212 S.F.$8.00 $1,696 Wood framing for trash enclosure 212 S.F.$20.00 $4,240 Allow for misc. metals 212 S.F.$2.00 $424 Cement board & batten seam wall system 900 S.F.$8.85 $7,965 Cement board window trim 60 L.F.$4.10 $246 Cement board fascia 64 L.F.$10.15 $650 Gable roof vent 2 Ea.$120.00 $240 Cement board soffit system 120 S.F.$13.30 $1,596 COST DETAIL 12 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge Cost Detail Item Description Quantity Unit Rate Total Allow for caulking & sealants 1,084 S.F.$1.25 $1,355 Allow for scaffolding 900 S.F.$4.00 $3,600 Exterior signage 1 Ea.$250.00 $250 Windows; fixed 36"x36"1 Ea.$515.00 $515 Entry door incl. frames & hardware 1 Ea.$1,200.00 $1,200 Overhead door; approx. 10' x 10'1 Ea.$3,500.00 $3,500 Standing seam metal roofing system 260 S.F.$24.00 $6,240 Interior gypboard to exterior wall 900 S.F.$1.50 $1,350 Other Site Development Transformer pad 50 S.F.$15.00 $750 Bike racks 15 Ea.$500.00 $7,500 Allow for patio seating 6 Ea.$600.00 $3,600 Patio grills 3 Ea.$250.00 $750 Allow for misc. site development i.e. trash receptacles 1 L.S.$5,000.00 $5,000 G2050 Landscaping Large trees 9 Ea.$1,000.00 $9,000 Ornamental trees 36 Ea.$800.00 $28,800 Small trees 28 Ea.$650.00 $18,200 Lawn 4,400 S.F.$1.00 $4,400 Xeric planting 1 L.S.$20,000.00 $20,000 Allow for misc. landscaping i.e patio area 1 L.S.$5,000.00 $5,000 Irrigation 1 L.S.$25,000.00 $25,000 Total G20 - Site Improvements $859,422 G30 Site Mechanical Utilities G3010 Water Supply Allowance 1 L.S.$10,000.00 $10,000 G3020 Sanitary Sewer Allowance 1 L.S.$10,000.00 $10,000 G3030 Storm Sewer Allowance 1 L.S.$25,000.00 $25,000 Total G30 - Site Mechanical Utilities $45,000 G40 Site Electrical Utilities G4010 Electrical Distribution Allowance 1 L.S.$10,000.00 $10,000 G4020 Site Lighting Allowance 1 L.S.$15,000.00 $15,000 Total G40 - Site Electrical Utilities $25,000 COST DETAIL 13 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F Block 11 - Workforce Housing Town of Breckenridge BLOCK 11 COTO FLATS PINEWOOD 2 DENNISON COMMONS 2021 2018 ?? Building Costs $4,478,176 $2,414,659 $7,103,472 $4,891,874 Allocated Site Work $1,178,516 $643,996 Allocated General Conditions $815,673 $537,992 Allocated Other Hard Costs $0 $74,454 $6,472,366 $3,671,100 $7,103,472 $4,891,874 Gross Square Footage 20,679 13,786 33,865 19,192 Cost / GSF $312.99 $266.29 $209.76 $254.89 Rentable Square Footage 16,995 11,330 26,679 15,542 Cost / RSF $380.84 $324.02 $266.26 $314.75 Effeciency (RSF/GSF)82%82%79%81% Number of Units 27 18 45 30 Cost per Unit $239,717.25 $203,950.03 $157,854.93 $163,062.47 Reasons for Increase - Escalation to present day which also accounts for significant increase in key materials such as lumber. - Increase in sitework costs such as carports, assume increase in roadways and parking areas. - Block 11 project aiming for Net Zero. COMPARISON 14 of 14 DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 20 | Page - END OF PROPOSAL - DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 11 Goulding Development On-Call Services EXHIBIT B INSURANCE CERTIFICATES DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F 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-MAILADDRESS: 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 AUTOSAUTOSNON-OWNEDHIRED AUTOS SCHEDULEDALL OWNED 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 EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR 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 MTTU Hiscox Inc. 520 Madison Avenue 32nd Floor New York, New York 10022 (888) 202-3007 contact@hiscox.com Hiscox Insurance Company Inc 10200 Goulding Development Advisors, LLC 220 Gold Dust Dr Edwards, CO 81632 Eagle County PO Box 850 Eagle, CO 81631 **Consulting services for residential, hospitality, senior living and mixed use commercial projects. Owner's Rep, pre-construction, and construction management services. **Eagle County, its associated or affiliated entities, its successors and assigns, elected officials, employees, agents and volunteers as additional insured s. 04/10/202304/10/2022P100.200.425.2Y CGL is on BOP Form XXA X A X X X 2,000,000 100,000 5,000 2,000,000 2,000,000 2,000,000 06/16/2022 CGL HNOA Limit (per occurrence)2,000,000 EXHIBIT B DocuSign Envelope ID: 5A745267-D8D6-4CE5-9627-2147DEC4309F