SR 09-12-2017 3B
City Council Report
City Council Meeting: September 12, 2017
Agenda Item: 3.B
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To: Mayor and City Council
From: Susan Cline, Director, Public Works, Facilities Maintenance
Subject: Contract Award for Graffiti Removal Services
Recommended Action
Staff recommends that the City Council:
1. Award Bid #4280 to Woods Maintenance Services (dba Graffiti Control Systems),
a California-based company, for graffiti removal services;
2. Authorize the City Manager to negotiate and execute an agreement with Graffiti
Control Systems in an amount not to exceed $68,640 (including a $6,240
contingency) for one year, with four additional one-year renewal options in the
amount of $68,640 plus a 2% increase per year, for a total amount not to exceed
$357,205 over a five-year period, with future year funding contingent on Council
budget approval.
Executive Summary
The City provides graffiti removal services for public and private properties in Santa
Monica. Due to the frequency of tagging occurrences, the urgency to remove offensive
tags, and the lack of proper equipment to handle heavy-duty removals, contractor
services are needed to supplement removal efforts by City Staff. In May 2017, the City
solicited bids for such services. After reviewing the two bids received, staff recommends
Graffiti Control Systems as the best bidder, for one year in an amount not to exceed
$68,640, with four additional one-year renewal options with a 2% increase per year, for
a total amount not to exceed amount of $357,205 over a five-year period.
Background
The City removes graffiti from all buildings and infrastructure. This includes public
properties, such as: City buildings, parking structures, sidewalks, benches, utility poles,
street signs, or trash bins, and private properties, such as commercial buildings,
condos/apartments, homes, or private alley walls. Regardless of location or ownership
of the property, graffiti must be removed in an expedient manner because they produce
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a negative appearance to the community, harm the public’s perceived sense of
wellbeing, and directly impact public safety. Graffiti, especially ones that are gang-
related, discriminatory, or otherwise offensive, must be removed promptly in order to
minimize additional graffiti and crimes, blight, and increased abatement costs down the
road.
On August 12, 2014, Council awarded Bid #4160 to Graffiti Control Systems Services to
provide graffiti removal services for three years in an amount not to exceed $200,000,
per Attachment A. The contract was based on 24 hours per week (three eight-hour
days) plus a contingency for as-needed service calls. Graffiti Control Systems Services
has provided contracted graffiti removal services focusing on the Pico neighborhood
and pressure washing services for difficult removals since 2006.
Discussion
The Facilities Maintenance Division removes over 43,530 tags per year. City staff
removes approximately 87% (37,930) of the annual tags per year; the remaining tags,
approximately 5,600, are removed by a contractor.
In-house graffiti removal technicians focus on graffiti tags that are securely accessible
and small to medium-sized. Staff contracts out the more difficult graffiti removals to
ensure safety and community wellbeing. The City contracts out graffiti removals on
properties over two stories high with minimal landing to ensure the safety of City staff.
The City also contracts out urgent removals of gang-related or inflammatory graffiti to
prevent additional tagging that could occur if the graffiti were not promptly removed. By
augmenting in-house graffiti removal services with contracted services, the City has
kept the response time to less than 24 business hours. In many cases, tags are
removed within one hour.
In 2015, one additional graffiti removal technician position was approved as part of the
Contract and As-Needed Staffing Review: Policy, Practice, & Recommendations report
(Attachment B), increasing the number of in-house graffiti removal technician positions
to four. However, consecutive retirements followed the approval of an additional graffiti
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removal technician, reducing the amount of full-time graffiti technicians to two and
necessitating graffiti removal contract services. The four graffiti removal technician
positions became fully staffed in January 2017. However, City trucks used by the crew
are not equipped with mounted pressure washing capabilities to tackle graffiti tags that
are more difficult to remove, another reason the Facilities Maintenance Division has
used contractor services.
Vendor Selection
On May 25, 2017, the City published Notices Inviting Bids to provide citywide graffiti
removal services in accordance with City specifications. The bid was posted on the
City's on-line bidding site, and notices were advertised in the Santa Monica Daily Press
in accordance with City Charter and Municipal Code provisions. 28 vendors downloaded
the bid. Two bids were received and publicly opened on June 8, 2017 per Attachment
C. Bids were evaluated based on the criteria in SMMC 2.24.072, including price,
previous experience, ability to deliver, quality of product, and compliance with City
specifications. Although Graffiti Control Systems Services bid is $14,352 higher, they
offered a faster response time and have experience with the online Tracking Automated
and Graffiti Reporting System (TAGRS). Graffiti Control Systems Services offered a 30-
minute response time for emergency graffiti removal requests, while the other bidder,
AES Property Services, offered a 24-hour response time. Immediate graffiti removal is
essential as tags are often derogatory and tend to attract additional tagging when not
promptly removed. Graffiti Control Systems Services also has experience with TAGRS,
which is a database where graffiti can be photographed, recorded, and tracked for quick
analysis and subject identification. AES Property Services does not have any
experience with TAGRS. Staff recommends that the City continues to utilize TAGRS to
support enforcement efforts against graffiti tagging. Based on the faster response time
and direct experience with TAGRS, Graffiti Control Systems Services is recommended
as the best bidder.
The contract to be awarded to Graffiti Control Systems Services would be based on 16
hours per week (two eight-hour days), at prevailing wage rates, plus contingency for as-
needed service calls and urgent removals.
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Financial Impacts and Budget Actions
The contract to be awarded to Graffiti Control Systems is for an amount not to exceed
$357,205. Funds of $68,640 are available in the FY 2017-18 budget in the Public Works
Department. The contract will be charged to account 014523.544220. Future year
funding is contingent on Council budget approval.
Prepared By: Kyla Johnson, Administrative Analyst
Approved
Forwarded to Council
Attachments:
A. August 12, 2014 Staff Report
B. January 13, 2015 Staff Report
C. GRAFFITI REMOVAL BID RESULTS
D. Oaks -Woods Maintenance dba Graffiti Control Systems
City of Santa Monica - Contract Award for Graffiti Removal Services
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City Council Meeting: August 12, 2014
Agenda Item: 3-I
To: Mayor and City Council
From: Martin Pastucha, Director of Public Works
Subject: Contract Award for Graffiti Removal Services
Recommended Action
Staff recommends that the City Council:
1. Award Bid #4160 to Graffiti Control Systems, a California-based company, to provide graffiti removal
services for three years in an amount not to exceed $200,000.
2. Authorize the City Manager to negotiate and execute a contract with Graffiti Control Systems, a
California-based company, in an amount not to exceed $200,000 for graffiti removal services for three
years, with future year funding contingent on Council budget approval.
Executive Summary
The City provides graffiti removal services for public and private property in Santa Monica. Due to the amount of graffiti that occurs in the City and lack of pressure washing capability on City trucks, the services
of a contractor are needed to supplement removal efforts by City staff. In June 2014, the City solicited bids
for such services. After reviewing the two bids received, staff recommends Graffiti Control Systems as the
best bidder to provide graffiti removal services for a total not to exceed amount of $200,000 over a three-year period.
Discussion
The Facilities Maintenance Division provides graffiti removal services for public and private property within
Santa Monica, removing over 37,000 incidences of graffiti per year. City staff performs the majority of
removals (approximately 32,000 per year / 86% of total removals), but a contractor has performed
approximately 5,000 removals annually (14% of total) focusing on the Pico Neighborhood along with
providing pressure washing services since 2006. As City trucks are not currently equipped with pressure
washers, the contractor has been tasked with difficult removals requiring this capability. Contractor graffiti
removals have been documented using the online Tracking Automated and Graffiti Reporting System
(TAGRS) program since 2010. The system is currently used by the Los Angeles and Orange County
Sheriff’s Departments and other law enforcement agencies to track and prosecute tagging activities. Graffiti
can be photographed, mapped and labeled; the corresponding data can be mined and shared with other
agencies to predict and analyze tagging patterns. The Santa Monica Police Department (SMPD) has
requested that the practice of using TAGRS continue to support enforcement efforts.
Vendor Selection
In June 2014, the City published Bid #4160 for graffiti removal services. The bid was posted on the City’s
online bidding site, and notices were advertised in the Santa Monica Daily Press in accordance with City
Charter and Municipal Code provisions. Two bids were received and publicly opened on June 20, 2014 per
Attachment A. The bids were evaluated based on price, previous experience, references and compliance
City of Santa Monica - Contract Award for Graffiti Removal Services
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with City specifications. Urban Graffiti Enterprises was the lowest bidder but reference checks indicated
instances of work backlogs and lack of contract follow-through. Urban Graffiti Enterprises’ contracts with the
City of Anaheim and County of Orange were terminated early due to response time issues.
Although Graffiti Control Systems was not the lowest bidder, they have provided the City with responsive
service satisfactory to the public, businesses and staff along with detailed graffiti removal documentation
data since 2006. Reference checks with other municipalities indicated that Graffiti Control Systems has
provided a higher level of customer satisfaction and follow-through for meeting contractual obligations.
Graffiti Control Systems also offers a better response time of one hour after initial notification for high priority
requests versus two hours for Urban Graffiti Enterprises. Graffiti Control Systems also offers a lower hourly
rate ($47.75 per hour versus $52 per hour for Urban Graffiti Enterprises) for short-notice weekend work to
address gang-related and/or inflammatory graffiti. Graffiti Control Systems has more experience with
TAGRS, having pioneered the system with the Orange County Sheriff’s Department, and would be better
able to assist City staff when the SMPD is prepared for staff to begin recording removals in TAGRS. Only
contractor removals are recorded in TAGRS at this time.
Staff also verified with the California Contractors State License Board that Graffiti Control Systems’ license to
include C33 Painting and Decorating and D38 Sand and Water Blasting classifications is current, active and
in good standing. Based on these criteria, Graffiti Control Systems is recommended as the best bidder. It is
expected that Graffiti Control Systems would perform approximately 5,000 removals per year based on one
truck operating three days per week. At 24 hours of service per week, the cost differential between Graffiti
Control Systems and Urban Graffiti Enterprises is approximately $7,000 per year ($1.40 per incidence of
graffiti removal). Graffiti Control Systems would provide graffiti removal services at a cost of $200,000 for
three years.
Financial Impacts & Budget Actions
The contract to be awarded to Graffiti Control Systems is for an amount not to exceed $200,000 for three
years, based on 24 hours per week plus a contingency for extra weekend call outs and potential living wage
increases. The contract is for an estimated $65,000 each for years one and two, and $70,000 for year
three. Funds in the amount of $65,000 are available in the FY 2014-15 budget in division 014523. The
contract will be charged to account 014523.544220. Budget authority for subsequent budget years will be
requested in each budget for Council approval. Future year funding is contingent upon Council approval
and budget adoption.
Prepared by: Kevin Nagata, Administrative Analyst
Approved: Forwarded to Council:
Martin Pastucha Rod Gould
City of Santa Monica - Contract Award for Graffiti Removal Services
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Director of Public Works City Manager
Attachment: A – Bid Summary
Contract and As-Needed and Staffing - City of Santa Monica
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City Council Report
City Council Meeting: January 13, 2015
Agenda Item: 8-C
To: Mayor and City Council
From: Gigi Decavalles-Hughes, Director of Finance
Subject: Contract and As-Needed and Staffing Review Report
Recommended Action
Staff recommends that the City Council:
1) Review and comment on the attached As-Needed and Contracting Staffing Review (Report) and
direct staff regarding prioritization of converting as-needed hours to permanent positions and a
phased process to bring contracted services in-house;
2) Adopt the Policy Guiding Decisions to Hire Contracted or As-Needed Staff for Non-Professional
Services, Attachment D to the Report.
Executive Summary
This staff report summarizes findings of the Contract and As-Needed Staffing Review: Policy, Practice,
Recommendations report prepared by City staff at Council’s direction. The report, included as Attachment A,
examines when various types of staffing are used to provide services, what it would entail to convert as-
needed and contract staffing to in-house permanent staffing, and includes a number of recommendations to convert certain as-needed and contract positions to in-house permanent positions. The report also presents
a policy to guide City service provision practices moving forward.
Background
On August 26, 2014, Council requested that City staff perform a comprehensive study of the City’s
contractual services, including an evaluation of the number of contracted employees and as-needed staff
currently performing services for the City, and options to convert these jobs into permanent full time City
positions. This study follows two previous reports to Council, in January 2007 and January 2009, in which
staff presented an overview of the City’s contracting practices and recommended specific criteria to serve as
the basis for contracting. On both occasions, Council agreed with the criteria to be used in making
decisions about contracting for services.
Discussion
Between September and December 2014, staff researched best practices and gathered internal information
on the City’s contracting and as-needed staffing practices. For internal information, all City departments
provided information on 1) all as-needed staffing and 2) all contractual services over $100,000 annually.
Contract and As-Needed and Staffing - City of Santa Monica
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Staff asked departments to identify the current status (what as-needed staff and contractual services the
department uses and why), and what it would take to perform the service differently: with in-house staff, or
with permanent versus as-needed staffing. Finally, staff asked departments to recommend any changes to
current service provision methodology. Finance and other department staff reviewed this information and
identified associated costs.
Report conclusions indicate that staff has continued to limit the use of contracted staff to those services
meeting the established criteria, that the City also uses certain criteria when making the determination to
use as-needed staff, and that the City provides competitive remuneration and strong protections for in-
house and contracted staff.
The Report recommends converting approximately 55,000 as-needed hours to 25.65 new permanent full
time equivalent positions, and bringing services related to five current contracts in-house, which would add
6.0 FTE to permanent staffing. These are areas in which staff tested current service provision against
criteria, and the result indicated a need for change. The Report recommends maintaining remaining as-
needed staff and contracted services in their current state, based on criteria identified in the study and staff
analysis.
The Report concludes with a recommended policy to guide non-professional service delivery decisions, built
on the criteria identified in the study. This policy would provide consistent guidelines for managers and
would reflect Council direction and community values. Its adoption would reinforce the City’s commitment to
fair treatment, transparency, and responsible use of resources.
The following is a summary of the findings:
As-needed. Staff reviewed all possible as-needed conversions, and analyzed each position against criteria
for appropriate as-needed use, listed below:
· Fluctuating or Inconsistent Demand
· Seasonal Work
· Limited Daily Hours
· Fill Vacancies
· Pilot or Limited Term Program
· Unbudgeted Additional Service
Staff found that 47 percent of the total identified as-needed hours did not fit these criteria. Staff recommends
converting these hours to 25.65 full time equivalent staff or 30 positions: 14.0 full time and 16.0 part time.
This change would impact 40-50 current as-needed employees filling these hours. The recommended
positions represent areas in which increasing and consistent operational need makes permanent positions a
better staffing choice. These include customer service for recreational programs, parking meter collections,
maintenance work in City buildings and the Pier, and custodial work on the Beach. Staff estimates the net
cost of these conversions at $1.0 million, of which $0.3 million is in the General Fund.
Contract and As-Needed and Staffing - City of Santa Monica
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Contracts. City staff follows the informal guidelines and criteria identified in the 2007 and 2009 review, and
refined for clarity in the current study.
· Workforce Flexibility
· Specialized / Technical expertise
· Space Requirements
· Capital/ Equipment Requirements
· Risk
· Proprietary Control
· Short term / Pilot
The City has 43 contracts over $100,000 annually, for a total of $23.9 million, or approximately 5 percent of
the City’s FY 2014-15 operating budget; the same percentage as in the 2007 / 2009 reports. Staff estimates
the net cost of providing all services in-house at $69.4 million. This cost includes a 371.7 FTE or 19 percent
increase in the City’s permanent work force, and an approximately 90,000 square foot increase in space to
house new staff, vehicles, and other equipment.
Based on a detailed review of each contract with these criteria, staff recommends converting five contracts
providing general maintenance and repair, including bus facilities maintenance, city heating, ventilation and
air conditioning (HVAC) installations and repairs, painting services, graffiti removal, and plan check and tree
inspection services to in-house services. Staff estimates a one-time $0.8 million cost, with an ongoing $0.3
million cost above the current contract amounts for these conversions, of which $0.5 million one-time and
$0.1 million ongoing is in the General Fund. Conversions would include 6.0 new full time equivalent
positions.
Remaining contracts definitively meet criteria for contracted service. Each contract meets one or more of the
established criteria, while the eight largest contracts – which make up approximately 70 percent of the total
dollar value – meet two to four of the criteria. The Report presents detailed analysis for each of these
contracts, and identifies criteria for contracts with lower annual amounts.
Policy. The recommended policy institutionalizes the contracted service and as-needed staff use criteria
presented in the study. These are critical to ensuring that the City maintains its current practices, and that
staff continues to provide City staff opportunities for delivering services if they can do so effectively. A policy
would reinforce current practice, and would clearly state Council priorities and community values to current
and potential City staff, contractors, and the community. Future staff reports recommending contractual
services or as-needed changes would include an analysis of the need based on the policy to be adopted
Implementation / Phasing. Staff recommends converting certain as-needed hours to permanent positions,
and bringing currently contracted services in-house. Implementing changes simultaneously and within a
short period of time would increase the City’s overall budget by $1.8 million in year one ($0.8 million General
Fund; $1.0 million other funds). The changes would also increase permanent staff by 31.7 FTE (10.5 FTE
Contract and As-Needed and Staffing - City of Santa Monica
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General Fund; 21.2 FTE positions in all other funds). Ongoing, the changes represent a $1.4 million
increase ($0.5 million General Fund; $0.9 million other funds). Staff recommends a three-year process in
phases to implement recommended changes:
Phase I: Policy Adoption and Direction on Conversions (January 13 Council Meeting). Council
adopts recommended policy and prioritizes as-needed conversion proposals.
Phase II: Partial as-needed conversion (Five-Year Forecast / Midyear Budget) Based on Council
direction, staff would create positions as directed and begin recruitment.
Phase III: Contracted services and remaining as-needed conversion (FY 2015-17 Biennial
Budget). Staff would incorporate additional resource requests, including vehicle, space,
and staffing, in department biennial budget request. Council would consider these in
the context of the new budget and updated financial forecast.
As Council prepares to consider the financial forecast, these resource decisions involve tradeoffs. Other
pressures, including previously-noted capital needs, affordable housing, health care and retirement costs,
emerging needs for fire and non-sworn police staffing, augmentation of workers’ compensation funding, and
public safety communications systems must be considered. Council will view these recommendations in the
context of the City’s overall priorities at its January 27 meeting.
Alternatives
Council could direct staff to review additional areas, or to include greater or fewer conversion
recommendations in either the as-needed or contracted staff areas. These directions would have direct
impacts on service quality, existing contracted or as-needed staff, managers, and resource availability.
Council could not adopt the recommended policy, or could direct staff to revise the policy’s contents. Not
adopting the policy would mean staff would continue to rely on existing informal policy and criteria to guide
service provision decisions.
Financial Impacts & Budget Actions
No immediate budget actions are necessary as a result of this recommendation. Implementing the staff
report recommendations will lead to a one-year $1.8 million cost, with an ongoing $1.4 million ongoing cost.
Following Council direction, staff will include these costs as appropriate in the midyear changes to Council
(January 27, 2015) and in the FY 2015-17 Biennial Budget in May and June 2015.
Prepared by: Stephanie Lazicki, Principal Administrative Analyst
Approved: Forwarded to Council:
Gigi Decavalles-Hughes
Director of Finance
Rod Gould
City Manager
Contract and As-Needed and Staffing - City of Santa Monica
https://www.smgov.net/departments/council/agendas/2015/20150113/s2015011308-C.htm[7/27/2017 9:39:17 AM]
Attachments:
A. Contract and As-Needed Staffing Review: Policy, Practice, Recommendations.
NO.
1
2
3
4
5
6
PLEASE INDICATE
WETHER OR NOT
YOUR COMPANY
CAN COMPLY WITH
THE SPECIFICATIONS
LISTED:
CAN COMPLY
7
8
WEEKDAY DAYTIME
HOURLY RATE
SATURDAY OR
SUNDAY HOURLY
RATE
WEEKDAY DAYTIME
HOURLY RATE-PW
SATURDAY OR
SUNDAY HOURLY
RATE-PW
WEEKDAY DAYTIME
HOURLY RATE-LW
SATURDAY OR
SUNDAY HOURLY
RATE-LW
$57.75 PER HOUR* $57.75 PER HOUR* $75 PER HOUR* $75 PER HOUR* $46.25 PER HOUR* $46.25 PER HOUR*
WOODS MAINTENANCE SERVICES- BID AT
LIVING WAGE
ADDITIONAL PRICING RESPONSE RESPONSE RESPONSE
NOTES - CITY NOTE: PRICINGS ARE SET AT
PREVAILING WAGES
CITY NOTE: PRICINGS ARE SET AT LIVING
WAGES
FIRST ANNUAL RENEWAL OPTION SAME PRICE, TERMS, AND CONDITIONS
OFFERED
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
RENEWAL OPTIONS RESPONSE RESPONSE RESPONSE
PRICING
PLEASE INDICATE YOUR WEEKDAY DAYTIME AND WEEKEND HOURLY
RATES FOR GRAFFITI REMOVAL SERVICES (ALL LABOR, MATERIALS,
VEHICLE MILEAGE, AND SUBSEQUENT DOCUMENTATION AND
UPLOADING OF PHOTOS/LOCATIONS TO TAGRS SHOULD BE INCLUDED).
ESTIMATE 16 BILLABLE HOURS PER WEEK (TWO 8-HOUR DAYS). IT IS
ANTICIPATED THAT THE “YEAR 1” PERIOD OF THIS BID WILL BE FROM
JULY 2017 TO JUNE 2018
HOW MANY YEARS OF EXPERIENCE DOES YOUR FIRM HAVE
PERFORMING GRAFFITI REMOVAL SERVICES IN SOUTHERN
CALIFORNIA?
PLEASE LIST YOUR CALIFORNIA STATE CONTRACTORS LICENSE
NUMBER AND INDICATE THE TYPE(S) OF LICENSE(S) YOUR FIRM
POSSESSES:
PLEASE LIST YOUR FIRM’S BUSINESS TAX ID #:
DOES YOUR FIRM PROVIDE WEEKEND SERVICES?
RESPONSE TIME – FOR SHORT-NOTICE CALLS, PLEASE INDICATE
HOW SOON YOUR STAFF CAN BE ON-SITE AT A SANTA MONICA
LOCATION AFTER INITIAL NOTIFICATION:
BID: # 4280
BID DESCRIPTION: GRAFFITI REMOVAL
GENERAL QUESTIONS RESPONSE
RESPONSE
RESPONSE
BID CLOSING DATE: JUNE 8TH, 2017
Purchasing Section
1717 Fourth Street, Suite 250
Santa Monica, CA 90401
Telephone: 310-458-8281
DESCRIPTION RESPONSE
EL CAJON, CALIFORNIA NORTH HOLLYWOOD, CALIFORNIA NORTH HOLLYWOOD, CALIFORNIA
AES PROPERTY SERVICES WOODS MAINTENANCE SERVICES- BID AT
PREVAILING WAGE
0 YEARS
SEE ATTACHED
PLEASE INDICATE WETHER OR NOT YOUR
COMPANY CAN COMPLY WITH THE
SPECIFICATIONS LISTED:
32 YEARS
#0916074 TPYES: C33, D38
#22-394072
YES
24 HOURS
GRAFFITI DOCUMENTATION: CONTRACTOR SHALL PHOTOGRAPH
EACH PIECE OF GRAFFITI AND UPLOAD TO THE TRACKING
AUTOMATED AND GRAFFITI REMOVAL SYSTEM (TAGRS). ALONG
WITH EACH MONTHLY INVOICE, CONTRACTOR SHALL PROVIDE A
MONTHLY LINE ITEM SUMMARY OF EACH PIECE OF GRAFFITI
REMOVED TO INCLUDE: DATE OF REMOVAL, LOCATION, IF ON
PUBLIC OR PRIVATE PROPERTY, SIZE OF GRAFFITI (ESTIMATED
SQUARE FOOTAGE), METHOD OF REMOVAL, AND WHETHER
REMOVAL WAS FOUND ON PATROL OR SPECIFICALLY
REQUESTED.
PLEASE INDICATE HOW MANY YEARS OF EXPERIENCE YOUR FIRM
HAS USING TAGRS:
PLEASE DESCRIBE YOUR FIRM’S GRAFFITI REMOVAL EXPERIENCE
AND DESCRIBE IN DETAIL ANY EXPERIENCE USING TAGRS TO
ASSIST LAW ENFORCEMENT AGENCIES. ATTACH ADDITIONAL
SHEETS IF NECESSARY.
N/A
PAYMENT TERMS
PLEASE DESCRIBE ANY ADDITIONAL FEES & CHARGES NOT COVERED
ABOVE (TAGRS, ETC):
2% NET 15, NET 30 N/A
LIGHT RAIL FEES N/A
THIRD ANNUAL RENEWAL OPTION SAME PRICE, TERMS, AND CONDITIONS
OFFERED
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
SECOND ANNUAL RENEWAL OPTION 2% INCREASE OF PREVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
FOURTH ANNUAL RENEWAL OPTION 2% INCREASE OF PREVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
2% INCREASE OF PERVIOUS YEAR'S PRICE
FOR ALL AREAS OR OPTIONS
CAN COMPLY
41 YEARS
#741322 TYPES: B,C33, C27, C61/D52, C61/D38, C61/D31, C61/D63, D61/D49, HAZ
#95-4643637
YES
30 MINUTES (.5 HOURS)
9 YEARS
WE HAVE BEEN REMOVING GRAFFITI SINCE OUR INCEPTION OVER 41 YEARS AGO,
AND HAVE HELD MUNICIPAL GRAFFITI REMOVAL CONTRACTS FOR OVER 35 YEARS,
INCLUDING FOR THE CITY OF SANTA MONICA FOR THE PAST 9 YEARS. WE WERE
INSTRUMENTAL IN THE BETA TESTING FOR TAGRS IN THE CITY OF TUSTIN WHEN THE
TAGRS SYSTEM WAS BEING DEVELOPED. WE CURRENTLY USE TAGRS ON 8 GRAFFITI
REMOVAL CONTRACTS. WE HAVE REMOVED GRAFFITI FROM EVERY TYPE OF SURFACE,
IN EVERY TYPE OF ENVIRONMENT, AT EVERY IMAGINABLE LOCATION
N/A
REFERENCE:
AGREEMENT NO. 10533
(CCS)