#422154-00

Nicholas A. Grindey, PLS

Land Surveyor

Nick Grindey serves as Crew Chief for many of Fehr Graham’s projects. He
completes courthouse research, collects field data, develops and establishes
control networks with GPS, facilitates data reduction based on field evidence,
and produces plats and drawings. Nick also works on route surveys, GPS
control networks, topographic surveys for design-related projects, and
American Land Title Association-National Society of Professional Surveyors
(ALTA-NSPS) surveys and acquisition plats.

EDUCATION BERNER FOOD & BEVERAGE ALTA-NSPS LAND TITLE SURVEY
B.S. in Advanced Technical Studies
Southern Illinois University, 2004 Afolkey, Illinois
A.S. in Construction Technology Nick supervised this project and worked with the client to identify survey and Table A items to
Morrison Institute of Technology, 2002 secure refinancing with the lender. Nick instructed the field crew on what measurements were
needed to meet the ALTA-NSPS requirements. Once the field data was collected and boundary
PROFESSIONAL LICENSES was completed, the plat was submitted to the client.
Professional Land Surveyor
Illinois #035-003802, 2010 ADAMS AVENUE TOPOGRAPHIC SURVEY
Wisconsin #2998-8, 2011
City of Freeport, Illinois
PROFESSIONAL ASSOCIATIONS Nick worked with the City of Freeport to complete a full reconstruction of Adams Avenue, which
Illinois Professional Land Surveyors Association included replacing the sanitary sewer, storm sewer, water main and road. Nick oversaw the
Wisconsin Society of Land Surveyors establishment of the horizontal and vertical control and topographic and underground utilities
(sanitary sewer and storm sewer) measurements. He calculated the right of way and block
corners to ensure the project stayed within the City’s property.

MEMORIAL HOSPITAL OF LAFAYETTE COUNTY TOPOGRAPHIC AND BOUNDARY SURVEY

Argyle Clinic | Argyle, Wisconsin

MONROE CLINIC SSM HEALTH ALTA-NSPS SURVEY

Monroe, Wisconsin

FHN HOSPITAL LAND SEVERAL SURVEYING PROJECTS

Freeport Health Network | Freeport, Illinois

MONROE CLINIC IN DURAND

Durand, Illinois

ROBERTSHAW BUILDING ALTA-NSPS SURVEY

Robertshaw | Hanover, Illinois

STEPHENSON COUNTY AND JO DAVIESS COUNTY ENTERPRISE ZONE DESCRIPTION

Stephenson County, Illinois

COMMERCIAL REAL ESTATE SUBDIVISION PLAT

J and J Commercial Real Estate | Freeport, Illinois

U.S. HIGHWAY 20 BENCHMARK ESTABLISHMENT

Illinois Department of Transportation (IDOT) | Elizabeth, Illinois

HIGHWAY 75 CONSTRUCTION LAYOUT FOR SEVEN BOX CULVERTS

IDOT | Freeport, Illinois

JO-CARROLL SAVANNA ARMY DEPOT PARCEL TRANSFER

Jo-Carroll Local Redevelopment Authority | Savanna, Illinois

Design to elevate people’s potential | EUA 51

Bridgette L. Stocks

Community Development Specialist

EDUCATION Bridgette Stocks serves as the principal contact for all funding--related
M.B.A. in Business Administration programs for clients. Bridgette works with municipalities to obtain critical
Clark College, 2007 funding from many federal, state and local agencies for vital community
B.A. in Political Science projects such as infrastructure improvements, recreational developments,
Western Illinois University, 2004 environmental assessment and redevelopment, and economic development.
Bridgette has obtained more than $200 million for Fehr Graham’s clients.
PROFESSIONAL ASSOCIATION
Community Foundation of Jo Daviess County She works with numerous state and federal agencies to secure funding for
Board Member, Vice President projects. For example, Bridgette works with the United States Department of
Agriculture (USDA) grant and loan programs to enhance communities’
capabilities to support essential economic growth and development. Through
her work with the USDA funding programs, Bridgette helps communities
recognize the importance of improving public infrastructure and eliminating
any conditions detrimental to public health and safety, while positioning the
community for future economic development.

Bridgette is an experienced professional with a unique combination of
technical expertise, program administration, public administration and
project management. Bridgette excels at managing multiple projects,
meeting tight deadlines and streamlining work to achieve continual process
improvement for clients. Bridgette is a resourceful, independent thinker with
superb writing and creative problem-solving skills.

USDA COMMUNITY FACILITIES PROGRAM - COMMUNITY FACILITIES GRANT

The Ottawa YMCA Project | City of City of Ottawa, Illinois

USDA RENEWABLE ENERGY GRANT PROGRAM – REAP GRANT PROGRAM

Biodiesel Project | Adkins Energy – Lena, Illinois

COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM - PUBLIC INFRASTRUCTURE GRANT

8th and 9th Streets Water Main Project | City of Monroe, Wisconsin

COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM – PLANNING GRANT

Water System Improvements | Village of Apple River, Illinois

COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM – PUBLIC INFRASTRUCTURE GRANT

Wastewater Collection System Improvements | Village of Warren, Illinois

COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM - ECONOMIC DEVELOPMENT GRANT

Northern Trust Site | City of Rochelle, Illinois

COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM - ECONOMIC DEVELOPMENT GRANT

Allstate Site | City of Rochelle, Illinois

52 Proposal for Architectural + Engineering Services

HSA PrimeCare Silver Cross Medical Office Building | New Lenox, WI

four:

APPROACH

Design to elevate people’s potential | EUA 53

PATIENT EXPERIENCE + SATISFACTION

Not only do we stay informed on healthcare requirements and trends, but we monitor industry benchmarks. We
combine research with experience to ensure the final solution is viable in a rapidly changing environment while
improving productivity and the delivery of healthcare. One aspect that we believe contributes to the quality of a healing
environment is a focus on patient and family-centered care. The solutions we have created for other clients are varied in
approach to this topic, but all are extremely relevant to illustrating our team’s capabilities and commitment.

The separation of “on-stage” and “off-stage” traffic within a large hospital can help aid in the experience. Our projects
at Aspirus Riverview Hospital and the UW Health Surgical Services were designed with a full emphasis on this
concept. We have also completed several clinic projects for Froedtert Health which completely separated flows of
family from staff, enhancing the experience of both parties, while building workplace efficiency into the layout.

At Aspirus Medford Hospital, Watertown Regional Medical Center, Aspirus Langlade Hospital and
Edgerton Hospital, the layout of the inpatient units embodies several key evidence-based design features. Patient rooms
promote well-being and recovery by providing large gazing areas with views of nature, operable windows for fresh air and
toilet rooms on the headwall for safe transfer. Decentralized work alcoves allow for charting closer to the bedside.

Dedicated family zones along with ample space for the care team, as well as extended family, all contribute to a less
stressful experience with the inpatient unit designs we have completed for these clients.

54 Proposal for Architectural + Engineering Services

PRACTICAL DESIGN SOLUTIONS

At EUA, we believe that our design solutions need to respond to your business drivers and constraints. Designing to
budget and schedule is just the starting point. In a cost-based reimbursement model we understand that our design can
have an impact on the amount of reimbursement you receive under the Critical Access Designation.

The architecture we create must be driven by the most efficient expenditure of each of your available dollars; we offer
options on how you choose to allocate your funds. We also understand that the facility must strike a balance between
delivering high tech / high touch care, while being responsive to the population demographics that you serve. EUA does
not come to the table with a pre-conceived design aesthetic or a list of high profile “wow” spaces. We will work with you
to create the appropriate program of spaces and design aesthetic that is right for your community.

ADAPTABILITY FOR THE FUTURE

Your current facility has served you for many years and the new facility needs to be flexible and responsive, with
the ability to adapt to the way healthcare is being delivered now and into the future. In recent years we have seen
cataclysmic advances in healthcare delivery that were forced into place by the pandemic. Virtual visits, wearable health
monitoring devices and the push to deliver more complex services in the outpatient setting will continue to enhance the
ability for rural communities to connect patients to caregivers.

We believe that affordable care that is of high quality and close to home will never go out of style. We will lead
discussions in order to arrive at solutions with potentially competing needs, sharing examples of other projects and
clients that are facing these same issues. At the end of the day, we must build consensus and move ahead with the
ability to adjust over time.

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We use a variety of strategies to build in operational flexibility for our clients including:
• Efficient Designs – When our designs can allow your care team and staff to function at their highest availability, it

can reduce overall staffing demands. Utilizing inspiration from our recently completed and operationally lean micro
hospitals, we can share these ideas in practice.
• Accommodating Future Expansion – A successful planning strategy we have is to locate “soft” or non-critical
functional spaces around departments with the potential for future expansion, such as Surgery and Imaging.
When the departments need to grow, the non-critical function can be relocated to more cost-effectively allow for
additional department square footage.
• Reduction of the Building Footprint – With Aspirus Langlade Hospital, an opportunity occurred between
Surgery and the Emergency Department, which typically have opposing volumes during the course of a day. Our
plan provided rooms that can flex between surgical prep/recovery and emergency exam / treatment according to
demand and are designed to be universal, supporting both departments.
• Overflow Spaces – At Aspirus Medford Hospital our team planned the specialty clinic exam rooms adjacent to
the Emergency Department exam rooms so they can be used as overflow space during peak volumes. This flexibility
between departments allowed this critical access hospital to reduce the amount of built space while maintaining an
appropriate number of patient care spaces.
• Supporting all Acuity Levels – Designing buildings that allow for rapid changes of acuity levels in the
environment of care, with spaces that allow for treatment of isolated individuals as well as the masses.

COLLABORATIVE CARE

Collaborative care is one of the most talked about topics in healthcare today, but what does it really mean? In the rural
setting, it means that as Architects, we must explore and recognize the various people that make up this model of care.
We must find ways for those that are on-site to collaborate efficiently and effectively, for those that are connected from
afar to do so compassionately and predictably and for those that are extending care at home, to do so informatively. As
such, spaces to collaborate must include spaces to gather, spaces to connect and spaces to educate, while also being
flexible to accommodate the daily occurrences and long-range needs.

56 Proposal for Architectural + Engineering Services

INTERACT WITH MHLC'S TEAM

On a once in a generation replacement hospital, EUA views the MHLC team as the essential part of the design team
and as such, EUA proposes to set up constituent groups that make up the team, for a cycle of input and feedback;
informed communication and decision making is the root of all successful projects. These groups could be, but are not
limited to: hospital administration / steering committees, user groups made up of providers and staff, other community
leaders / employers that are also often champions for change in the community, fundraising entities, local department
of public works, police, fire, clergy and patients alike.

We strive to create a backbone of communication to ensure that all members of your community have a forum to
communicate what the future of healthcare in Lafayette County means to them. EUA has the experience in meeting with
those willing to share thoughts and ideas, to listen and formulate options, and to explain “the why” in the path forward.

Design to elevate people’s potential | EUA 57

LEAN-LED DESIGN

WE HELP OUR CLIENTS CREATE MORE VALUE WITH FEWER RESOURCES
Our Lean-led planning and design process is a natural extension of our design philosophy. EUA incorporates
Lean-led planning and design strategies to help our clients create a “road map” to define, develop and integrate
safe, efficient and waste-free operational processes to create the most supportive, customer-focused physical
environments possible. 

The best healthcare facilities are the result of integrated planning and design strategies that combine
client and operational vision, workflow and space layout into a single system-based solution. By
utilizing our experience in strategic planning, operational visioning and process improvement, the future alignment of
operations and space is defined. The result is a better patient experience, more satisfied and productive staff, improved
quality, stronger patient outcomes and metrics, and ultimately, a healthier bottom line. 

EUA’s Lean-led Planning + Design Includes: + DECREASE WASTE INCREASE VALUE
• Master plan strategic visioning D Defects Stabilize
• Operational vision and planning criteria O Overproduction Comfort
• Current and future state value stream mapping W Waiting Diagnose
• Flow analysis N Non-Utilized Talent Treat
• Right-sizing space T Transportation Educate
• Mock-ups and rapid prototyping I Inventory
M Motion
E Extra-Processing

Project Example
One of our repeat clients decided to consolidate three existing clinics into one new state-of-the-art orthopedic and
sports medicine facility and asked us to lead a collaborative visioning session and use Lean Process Improvement to
establish a new clinic model. An important aspect of this was to hear all voices from the three separate practices, and
then build those opinions into a final design solution. EUA’s Lean-led design process included touring the existing clinics
to observe processes and flows.

The result of this is a comprehensive new clinic with an innovative model of care delivery, and every physician involved in
the process is an advocate of the new model, so much so that the system has standardized this model for new projects.
Dual-entry exam rooms surround a central staff-only work area, reducing staff footsteps by 22%. The design also fosters
care team collaboration and provides a separation between comforting public areas and more task-oriented private areas.

58 Proposal for Architectural + Engineering Services

INNOVATIVE DESIGN CONCEPTS

EUA has been working on a number of Universal Care projects recently. There are many considerations for this
environment of care, most notably that Universal Care requires staff that can work in a higher acuity environment.
From a facility standpoint, some considerations are the ability for observation of the patient, either directly or via video
monitoring, the provision for mechanical systems that can flex from negative to positive pressures independently or as
a unit, the ability to avoid patient transfers from the room for procedures such as dialysis, the ability to accommodate
a more diverse mix of patients, and defining the required equipment and related storage to serve such patient
populations, to name a few. EUA is working though these space challenges currently on other engagements and can
offer insight into how other organizations are addressing the needs of Universal Care Units.

Collaborative areas in our experience, might be the most likely to utilize modular solutions. As care teams
adjust over time, so might the need to provide the off-stage space for these workspaces that can adapt quickly and
conveniently in the time of need.

We have seen modular applications such as headwalls in the inpatient environment, but data on the long-term
cost benefit of these solutions is not yet available. We recommend the continued utilization of our Revit models for the
pre-fabrication of several building elements that can decrease construction costs and accelerate project schedules. The
trade partners we work with value the work product we produce and view their work product more as manufacturer
installer, than on-site builders of standardized building products. The bottom line is any prefab/modular system vs.
traditional construction method needs to be weighed against the life-cycle cost vs. first-time cost comparison, the
flexibility it provides for the future, and the associated impact on your schedule. EUA and your other partners can lead
you through this process of information and required decision making.

We have feedback from other clients and CMs, that the level of our documentation / Revit model, allows for more
accurate cost estimating than traditionally available during early phases in project. It also allows for informed decision
making and avoids the cost and timing of rework.

Design to elevate people’s potential | EUA 59

VIRTUAL MEETINGS + DESIGN SESSIONS

Although we know you and many members of your team, we will start by understanding your key issues, motivations
and operations before we begin planning. We will make sure we understand the specialties involved and their
decision-making process and objectives. We realize that there will be a balance of objectives needed, along with clear
communication to you throughout the process. You can count on us to challenge status quo and push your team to
think in a different and innovative way. The key principles of Lean design, optimizing operations, and designing for
flexibility will be brought forward throughout the design dialogue, with an end goal of delivering upon your key drivers
and vision.

Integration of Existing Planning Data
Before we begin any engagement, we make sure we have a comprehensive understanding of the existing conditions
(if the tenants have a previous space, any data or volume projections that exist, any background on key personnel
involved, or data metrics that are key to the goals of the new space). We do this because it gives us a common point for
the dialogue to begin, allows for us to come at our design from your team’s perspective, and we also believe that our
facility solutions should be data-driven and evidence-based.

Integration of Input from Users
Focused visioning sessions and design charrettes provide a means for user groups, staff, patients, public and regulators
to be heard during the design process. Key to this process is a dedication by all to participate, listen, acknowledge
and process all input. This translates the design process into a living, dynamic entity that sets goals early on, invites
ownership of the design and sparks creativity. It is also an effective means to bringing diverse people and opinions
together to work toward a unified goal. Approaching a design solution through varied eyes and backgrounds brings a
depth to design decisions.

Virtual Meetings
We have been working across the state and across our different offices virtually for years. The last 24 months
has heightened the comfort and ease with working virtual. When possible we still feel face-to-face and in-person
engagement is still the best. As a Madison-based team, we can be very flexible in attending meetings in either format
with very little notice and limited mileage costs to the project.

60 Proposal for Architectural + Engineering Services

Heart and Vascular Institute of Wisconsin | Appleton, WI

five:

FEES

Design to elevate people’s potential | EUA 61

FEES

EUA will perform the services as outlined above for a Fixed Fee of Two Million, Three Hundred Seventy
Thousand, Eight Hundred Fifty and No/100 Dollars ($2,370,850.00).

The Fee above includes the following services:



Architectural $1,300,000

Civil + Landscaping $177,500

MEP $565,250

Technology $91,500

Structural $75,000

Dietary $32,600

Medical Equipment Planning $129,000

Topographic services are not included in this amount; however they can be provided at $35,000.

Reimbursable Expenses
As is usual and customary, expenses such as travel, meals, printing, shipping, plan review fees, etc are reimbursable
expenses. We estimate that this will be around $36,515.

Reimbursable Costs $6,515
Travel Costs $150
Plotting Costs
Plan Review Fees $26,150
Misc. Review Fees $3,450
Postage + Delivery Costs $250
Total Reimbursable Costs
$36,515

Additional Services
Any services not explicitly outlined above as part of the scope of this proposal, including the list below, are not included
and are additional services. The following list of services may be available for the project at your request. Fees for these
services can be negotiated on an individual basis.

• Consultation and evaluation services to determine the feasibility of LEED® certification, including the design and
documentation required for submission

• Consultation and evaluation services to determine the feasibility of WELL Building® certification, including the
design and documentation required for submission

• Site survey
• Water infiltration specialist
• Acoustical engineering
• Site illumination drawings
• Geotechnical or environmental investigation
• Construction budgeting/cost estimating
• Renderings

62 Proposal for Architectural + Engineering Services

• Sales / leasing marketing drawings
• Interior design, furniture, fixtures, equipment, or art selection and specification
• Site details
• Site visits in excess of the frequency, number, or construction duration in the proposal
• As-built drawings
• Services related to rezoning
• Signage plans
• Extensive code research

PROJECT TEAM’S HOURLY RATES

Student Intern $68 – $72 Sr. Designer $138 – $155
Project Administrator $86 – $98
Marketing Assistant $76 – $82 Design Architect $132 – $148
Marketing Coordinator $85 – $94
Marketing Specialist $96 – $114 Sr. Design Architect $148 – $178
Marketing Leader $104 – $114
Project Assistant $98 – $114 Interior Designer $98 – $132
Project Specialist $114 – $126
Sr. Project Specialist $120 – $130 Sr. Interior Designer $136 – $165
Architectural Spec Writer $120 – $130
Project Architect $124 – $138 Project Manager $126 – $148
Sr. Project Architect $138 – $160
HVAC/Plumbing Designer $124 – $160 Sr. Project Manager $156 – $176

Electrical Engineer $120 – $170

Mechanical Engineer $120 – $170

Structural Engineer $120 – $170

Engagement Specialist $104 – $144

Sustainability Specialist $116 – $138

Environmental Branding Specialist $116 – $138

Principal Not Listed $165 – $285

*Rates effective as of 2/1/22 and subject to annual change

Design to elevate people’s potential | EUA 63

64 Proposal for Architectural Design Services

Froedtert Health Clinic | West Bend, WI

six:

CONTRACT
COMMENTS

EUA would request clarification on which standard form of agreement Lafayette County intends to use. The B133-2014 is
the Standard form of Agreement Between Owner and Architect, Construction Manager as Constructor. The B103-2017 is
the Standard form of Agreement Between Owner and Architect for a Complex Project.

EUA does not object to use of either form of agreement and would not have any substantial modifications to the
standard AIA language. EUA does, however, assume there would be an opportunity to negotiate the final terms of the
modified form of agreement with Lafayette County. We anticipate the modifications to also cover the USDA funding
responsibilities of the architect as our experience has shown.

Design to elevate people’s potential | EUA 65

ProHealth Care Emergency Department | Mukwonago, WI

KRISTIN DUFEK, AIA, LEED AP
Principal in Charge : President
[email protected] | 414.291.8142
309 W Johnson Street #202 | Madison, WI 53703
madison : milwaukee : green bay : denver : atlanta eua.com