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SR 09-12-2017 3C City Council Report City Council Meeting: September 12, 2017 Agenda Item: 3.C 1 of 6 To: Mayor and City Council From: Susan Cline, Director, Public Works, Facilities Maintenance Subject: Contract Award for Citywide Custodial Services Recommended Action Staff recommends that the City Council: 1. Award Bid #4272 to UNISERVE Facilities Services Corp., a California-based company, for custodial services for various City locations, as required by the Custodial Services Section; and 2. Authorize the City Manager to negotiate and execute an agreement with UNISERVE Facilities Services Corp. in an amount not to exceed $1,488,016 (including a 20% contingency) for one year, with four additional one-year renewal options for a total amount not to exceed $7,713,321 over a five-year period, with future year funding contingent on Council budget approval. Executive Summary Staff recommends an agreement with UNISERVE Facilities Services Corp. to provide custodial services for various locations in the City in an amount not to exceed $1,488,016 for one year with four additional one-year options for a total amount not to exceed $7,713,321. The contract award would ensure continuity of custodial services, Living Wage and health insurance for all eligible contract employees, and no displacement of any permanent City custodians. Background Historically, the City has adopted a hybrid service model of utilizing in-house and contract custodial services to clean various City-owned and City-leased locations in order to minimize service interruptions at busy locations and maximize workforce flexibility at sites with dynamic, seasonal demands. In addition to regular cleaning services such as vacuuming and emptying trash, the City also contracts out specialty cleaning services, including window cleaning, carpet cleaning, floor cleaning, and upholstery cleaning. 2 of 6 On November 25, 2014 (Attachment A), Council awarded a contract to Lee’s Maintenance Services to provide custodial services at various City facilities for an initial six-month period, pending the outcome of a citywide contract study, with five one-year renewal options for a total amount not to exceed $7,570,582 over a five-and-a-half-year period. The current contract, with all options to extend, runs through June 30, 2020. On January 13, 2015 (Attachment B), staff presented to Council a Contract and As- Needed Staffing Review: Policy, Practice, & Recommendations report. Council approved contracted staff for custodial services as part of the comprehensive report; custodial services have not changed substantially since that analysis. Discussion Currently, the City employs 55 permanent in-house custodians to provide cleaning services for City facilities that have stable demand of long stretches of hours, such as the Annenberg Beach House, City Hall, public libraries, public parks, the Santa Monica Pier, and the Santa Monica Swim Center. The City also augments service by utilizing contract custodial staff at the Arcadia Water Treatment Plant, City TV, City Yards, Civic Auditorium administrative offices, Public Safety Facility, Santa Monica Airport, Santa Monica Animal Shelter, Santa Monica Pier and Police Substations on the Pier, as well as leased offices located at 1437 4th Street, 1717 4th Street, 1730 4th Street, 1660 7th Street, and 1901 Main Street. Some of the contract locations require consistent but limited number of service hours, where other sites, such as the Pier, require year-round in-house and contract staffing as well as additional contract staffing during peak seasons. Lee’s Maintenance Services (Lee’s) has been providing custodial services at the above contract sites since 2014. Affordable Care Act Signed into law in March 2010, the Affordable Care Act, or ACA, is a federal mandate that requires employers with at least 50 full-time equivalent employees to offer “affordable, minimum value health coverage” to their full-time employees. When Lee’s 3 of 6 first started providing custodial services to the City, no federal guidelines existed for small businesses to comply with the ACA. Subsequently, the federal government released further ACA compliance instructions, and Lee’s began providing health insurance to its qualified custodians in March 2016. The City agreed to reimburse Lee’s for the health insurance costs of its eligible custodians assigned full-time to City job sites using the contract’s contingency fund to cover the additional expenses. At the time of this report, $81,833 has been expended on ACA payments. While Lee’s has been providing satisfactory services to the City and the current contract provides renewal options through June 2020, staff decided it would be prudent to evaluate custodial services options available in the current marketplace by going out to bid. The new formal bid requires that ACA and other mandated costs, including the City’s Living Wage, be included in an all-inclusive hourly rate cost proposal in order to simplify the administrative aspects of managing the contract. Vendor Selection In March 2017, the City published Notices Inviting Bids to provide custodial services for various City locations, as required by the Custodial Services Section, in accordance with City specifications. The bid was posted on the City’s online bidding site, Planet Bids, and notices were advertised in the Santa Monica Daily Press in accordance with City Charter and Municipal Code provisions. A total of 52 vendors downloaded the bids. Seven bids were received and publicly opened on April 17, 2017, per Attachment C: Company First Year Regular Service Coastal Building Services $1,146,914 Executive Suite Services, Inc. $1,398,875 Huffman & Downs Maintenance $1,165,145 Lee’s Maintenance Services, Inc. $1,254,927 Professional Building Maintenance $1,289,911 4 of 6 Servicon System, Inc. $1,145,569 UNISERVE Facilities Services Corporation $1,131,464 Bids were evaluated based on the criteria in SMMC 2.24.072, including price, quality of service, experience, capacity, and reputation & judgment. Based on these criteria, UNISERVE Facilities Services Corp., the lowest bidder, is recommended as the best bidder. In addition to being the lowest bidder, UNISERVE has demonstrated superb industry experience and capacity as well as a strong commitment to employee training, service quality assurance, and established professional practices. Founded in 1966, UNISERVE has been delivering custodial services to Fortune 1000 companies, airports, museums, and government entities for over five decades. The company has large, long-term custodial accounts, which includes FedEx, the Getty Center, the Getty Villa, and the City of Los Angeles. Specifically, the City of Los Angeles provided an excellent reference and attested to the company’s capability to handle a wide variety of job sites that are similar to those in the City of Santa Monica. Additionally, the company provides ACA health insurance and the City’s current Living Wage of $15.87 per hour (adjusted annually per the Consumer Price Index) to all of its employees assigned to City sites. Finally, although not a bid requirement, UNISERVE’s proposal to provide a 100% dedicated account manager for the City illustrates the company’s commitment to customer care and quality assurance. Based on these criteria, staff recommends that Council award bid #4272 to UNISERVE Facilities Services Corp. for custodial services at various City locations for a five-year amount not to exceed $7,713,321. The first contract year and first renewal option have a not-to-exceed amount of $1,488,016 per year. The subsequent three renewal options are subject to an increase based on the City’s Living Wage Ordinance. Service Continuity and Sustainability There will be no interruption of service during the transition period. Lee’s will continue to provide custodial services at all contract locations on a month-to-month basis with a 30- 5 of 6 day termination notice until the new contract with UNISERVE is in place. UNISERVE will comply with the California Displaced Janitor Opportunity Act and the City’s requirement to retain existing custodians employed by the previous contractor to ensure continuity in employment and service level. UNISERVE will continue to use environmentally sensitive, low toxicity cleaning products that are supplied by the City and pre-approved by Risk Management and the Office of Sustainability and Environment to ensure the health of staff, the public, and the environment. Alternative If the City were to provide the same level of custodial services using in-house personnel, staff estimates a cost difference of $3.65 million, or 56% more, in staffing costs alone over the course of five years compared with utilizing services from UNISERVE (Attachment D). Bringing custodial services in-house for the contract locations would incur additional salaries and benefits of $1.96 million in the first year (plus potential cost of living and benefit premium increases for subsequent years) and the hiring of an additional 22.4 FTE Custodians and 2 FTE Custodial Supervisors. This does not include significant initial investment for vehicles, tenant improvement for additional office spaces, office equipment, cleaning equipment, and uniform purchases, as well as ongoing expenses in City overhead, training, overtime incurred by backfilling vacation and sick leaves, and maintenance/replacement of vehicles, equipment, and supplies. In addition to the fiscal impact, changing the current service model and creating additional permanent positions at this time would have a negative operational impact by: A) reducing workforce flexibility at locations where service demand is seasonal, such as the Santa Monica Pier and the additional service level required during the popular Twilight Concert Series every summer; B) limiting the City’s options to redefine or adjust service levels when City staff currently working in leased office spaces move into the new City Services Building in the foreseeable future; and C) increasing administrative complications and the span of supervision for the Custodial Services Section, including recruitment, staff training, performance evaluations, disciplinary actions, and workers’ compensation risk. 6 of 6 Financial Impacts and Budget Actions The contract to be awarded to UNISERVE Facilities Services Corp. is for an amount not to exceed $7,713,321. Funds of $1,488,016 are available in the FY 2017-18 budget in various departments. The contract will be charged to various accounts as needed (Attachment E). Future year funding is contingent on Council budget approval. Prepared By: Yvonne Yeung, Senior Administrative Analyst Approved Forwarded to Council Attachments: A. November 25, 2014 Staff Report B. January 13, 2015 Staff Report C. Bid #4272 Summary D. In-House vs. Contract Cost Analysis E. Contract Budget F. Oaks Initiative Disclosure Form - UNISERVE 6/25/2017 Award Custodial Services Contract for Various City Facilities ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2014/20141125/s2014112503­I.htm 1/3 City Council Report   City Council Meeting: November 25, 2014 Agenda Item: 3­I To:               Mayor and City Council From:           Martin Pastucha, Director of Public Works Subject:        Award Custodial Services Contract for Various City Facilities   Recommended Action Staff recommends that the City Council:   1.     Award Bid #4150 to Lee’s Maintenance Services, Inc., a California­based company to provide custodial cleaning services at various City facilities in an amount not to exceed $7,570,582.   2.     Authorize the City Manager to negotiate and execute a contractual services agreement with Lee’s Maintenance Service, Inc., a California­based company, in an amount not to exceed $658,494 for custodial cleaning at the Public Safety Facility, the Civic Center, and City offices at various locations for FY 2014­15 (including optional quarterly services and 20% contingency), with five additional one­year renewal options in a cumulative amount of $6,912,088, for a total amount not to exceed $7,570,582 over a five year and six month period, with future renewals and funding contingent on Council budget approval and with a 30­day termination clause.  Lee’s Maintenance Service’s contract amount for FY 2015­16, the first full year of service, if authorized by Council, would be in an amount not to exceed $1,343,475.   3.     Authorize the budget changes as outlined in the Financial Impacts and Budget Actions section of this report.   Executive Summary Custodial contract services are currently provided by six contractors for various locations via a combination of contracts and service agreements. Some service agreements expired on June 30, 2014.  Staff was authorized to continue services on a month to month basis while the formal bid process was completed. The contractual services agreement for the Public Safety Facility, the Santa Monica Pier, the Animal Shelter and the 1730 4th Street locations expires on December 31, 2014. In order to ensure uninterrupted services until a policy decision on contracting services is made, staff recommends Lee’s Maintenance Services, Inc. to provide custodial contract services at the Santa Monica Pier, the Public Safety Facility, the Civic Center, and City offices at various locations in an amount not to exceed $658,494 for FY 2014­15, with five additional one­year renewal options in a cumulative amount of $6,912,088, for a total cost not to exceed $7,570,582.  The contract would include a 30­day termination clause should the City decide to bring services in­house.  Award of this bid would not displace any temporary or permanent City employees as all locations are currently serviced by contract personnel.   Background On August 12, 2014, Council authorized a contractual services agreement with United Maintenance Company in an amount not to exceed $266,038 to provide interim custodial services at the Public Safety Facility, Santa Monica Pier, Animal Shelter and 1730 4th Street location on a month­to­month 6/25/2017 Award Custodial Services Contract for Various City Facilities ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2014/20141125/s2014112503­I.htm 2/3 basis through December 31, 2014, or until a formal contract is awarded and the contractor is ready to start operations, whichever comes first.   On August 26, 2014, Council did not approve contracts for custodial services at various City facilities and directed staff to return to Council to have a policy discussion about contractual services.  A citywide contractual services study is currently underway; staff will present the results of the study to City Council at the January 13, 2015 meeting.   Discussion A combination of in­house and custodial contract cleaning services has historically been used to clean City­owned and City­leased locations. Locations with seasonal demands and leased office spaces are currently being contracted out, whereas park restrooms, community centers, City Hall and libraries are maintained in­house.   Vendor Selection On April 30, 2014, the City published Bid #4150 for custodial services at the Public Safety Facility, Santa Monica State Beach, Civic Center, City offices at various locations, and Santa Monica State Beach. The bid was posted on the City’s online bidding website and notices were advertised in the Santa Monica Daily Press in accordance with City Charter and Municipal Code provisions. Fifteen bids were received and publicly opened on June 2, 2014 per Attachment A.   Bids were evaluated on price for each contract site, current municipal experience, qualifications, references and compliance with City specifications. On July 1 and July 2, 2014 staff interviewed six companies. Staff recommends Lee’s Maintenance Services as the best bidder for custodial services at the Santa Monica Pier, the Public Safety Facility, the Civic Center, and City offices at various locations based on cost, understanding of scope of work required, municipal experience, ability to ensure proper staffing levels, and reporting tools used to ensure quality performance. Reference agencies reported the contractor’s work was completed in a timely manner while maintaining consistent quality.   The City’s intent was to award Bid #4150 to Executive Suite Services, Inc. for contractual services at the Santa Monica Pier and to Lee’s Maintenance Services, Inc. for the remaining contract locations. As of November 4, 2014, Executive Suite Services withdrew its bid and informed the City of errors in its proposed pricing. Per bid instructions, bid submittal may be withdrawn by written request after ninety (90) days from the day of opening. The bid closed on June 2, 2014 at 3 p.m. The vendor has the legal right to withdraw its bid.   Award of this bid would not displace any temporary or permanent employees as all locations are currently being serviced by contract personnel. The option for custodial services at the Santa Monica State Beach is not included in the award of this bid as directed by Council on August 26, 2014. 6/25/2017 Award Custodial Services Contract for Various City Facilities ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2014/20141125/s2014112503­I.htm 3/3   Pending the results of a citywide contractual services study, staff recommends awarding a six­month contract with renewal options to Lee’s Maintenance Services to provide custodial services at various City facilities.  The City would have the option of terminating portions of the contract by an amendment, or terminating the entire contract with a 30­day written notice to the contractor.  If Council decides to bring these services in­house, staff will require additional time to undertake the employee hiring process, acquire the equipment and vehicles to support in­house operations, and lease space to house operations and equipment.   Financial Impacts & Budget Actions The contract to be awarded to Lee’s Maintenance Service, Inc. is for an amount not to exceed $658,494 (including optional quarterly services and a 20% contingency) for custodial cleaning services at the Santa Monica Pier, the Public Safety Facility, Office Buildings, and the Civic Center for FY 2014­15. The contract amounts would be charged to various accounts. Award of the contract requires an additional appropriation of $72,316 from the Pier fund balance to account 30455.555010. All other funds are available in the FY 2014­15 budget within department operating budgets, and would be encumbered as needed. Budget authority for subsequent budget years will be requested in each budget for Council approval. Future contract renewals and funding is contingent upon Council approval and budget adoption.   Prepared by: Sybille Moen, Senior Administrative Analyst   Approved: Forwarded to Council:            Martin Pastucha Director of Public Works  Rod Gould City Manager     Attachments: A – Estimated Annual Contract Costs B – Bid Summary 6/25/2017 Contract and As­Needed and Staffing ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2015/20150113/s2015011308­C.htm 1/5 City Council Report   City Council Meeting: January 13, 2015   Agenda Item: 8­C To:               Mayor and City Council  From:           Gigi Decavalles­Hughes, Director of Finance Subject:        Contract and As­Needed and Staffing Review Report     Recommended Action   Staff recommends that the City Council: 1)    Review and comment on the attached As­Needed and Contracting Staffing Review (Report) and direct staff regarding prioritization of converting as­needed hours to permanent positions and a phased process to bring contracted services in­house; 2)    Adopt the Policy Guiding Decisions to Hire Contracted or As­Needed Staff for Non­ Professional Services, Attachment D to the Report.     Executive Summary This staff report summarizes findings of the Contract and As­Needed 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 as­needed and contract staffing to in­house permanent staffing, and includes a number of recommendations to convert certain as­needed and contract positions to in­house 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 as­needed 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 as­needed staffing practices.  For internal information, all City departments provided information on 1) all as­needed staffing and 2) all contractual services over 6/25/2017 Contract and As­Needed and Staffing ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2015/20150113/s2015011308­C.htm 2/5 $100,000 annually.  Staff asked departments to identify the current status (what as­needed staff and contractual services the department uses and why), and what it would take to perform the service differently:  with in­house staff, or with permanent versus as­needed 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 as­needed staff, and that the City provides competitive remuneration and strong protections for in­house and contracted staff.       The Report recommends converting approximately 55,000 as­needed hours to 25.65 new permanent full time equivalent positions, and bringing services related to five current contracts in­house, 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 as­needed 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 non­professional 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: As­needed.  Staff reviewed all possible as­needed conversions, and analyzed each position against criteria for appropriate as­needed 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 as­needed 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 40­50 current as­needed 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 6/25/2017 Contract and As­Needed and Staffing ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2015/20150113/s2015011308­C.htm 3/5 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.     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 2014­15 operating budget; the same percentage as in the 2007 / 2009 reports.  Staff estimates the net cost of providing all services in­house 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 in­house services.  Staff estimates a one­time $0.8 million cost, with an ongoing $0.3 million cost above the current contract amounts for these conversions, of which $0.5 million one­time 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 as­needed 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 as­needed changes would include an analysis of the need based on the policy to be adopted   6/25/2017 Contract and As­Needed and Staffing ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2015/20150113/s2015011308­C.htm 4/5 Implementation / Phasing.  Staff recommends converting certain as­needed hours to permanent positions, and bringing currently contracted services in­house.  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 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 three­year 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 as­needed conversion proposals.  Phase II:            Partial as­needed conversion (Five­Year Forecast / Midyear Budget)   Based on Council direction, staff would create positions as directed and begin recruitment. Phase III:           Contracted services and remaining as­needed conversion (FY 2015­17 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 previously­noted capital needs, affordable housing, health care and retirement costs, emerging needs for fire and non­sworn 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 as­needed or contracted staff areas.  These directions would have direct impacts on service quality, existing contracted or as­needed 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 one­year $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 2015­17 Biennial Budget in May and June 2015.      Prepared by:  Stephanie Lazicki, Principal Administrative Analyst   6/25/2017 Contract and As­Needed and Staffing ­ City of Santa Monica https://www.smgov.net/departments/council/agendas/2015/20150113/s2015011308­C.htm 5/5   Approved: Forwarded to Council:            Gigi Decavalles­Hughes Director of Finance  Rod Gould City Manager   Attachments: A.  Contract and As­Needed Staffing Review:  Policy, Practice, Recommendations. B i d S u m m a r y Attachment C CO A S T A L B U I L D I N G S E R V I C E S EX E C U T I V E - S U I T E S E R V I C E S , IN C HU F F M A N & D O W N S MA I N T E N A N C E LE E ' S M A I N T E N A N C E S E R V I C E , IN C . PR O F E S S I O N A L B U I L D I N G MA I N T E N A N C E SE R V I C O N S Y S T E M , I N C . U N I S E R V E C O R P O R A T I O N OR A N G E , C A L I F O R N I A N O R T H R I D G E , C A B A K E R S F I E L D , C A L I F O R N I A V A N N U Y S, C A L I F O R N I A C A R S O N , C A L I F O R N I A C U L V E R C I T Y , C A L I F O R N I A C O M M E R C E , CA # D E S C R I P T I O N R E Q U I R E D DA Y S SH I F T R E Q U I R E D HR S WE E K L Y C U S T O D I A L SE R V I C E S H O U R L Y P E R P E R S O N H O U R L Y P E R P E R S O N H O U R L Y P E R P E R S O N H O U R L Y P E R P E R S O N H O U R L Y P E R P E R S O N H O U R L Y P E R P E R S O N H O U R L Y P E R PERSON 1 14 3 7 4 T H S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 MO N - F R I N I G H T 1 4 1 C U S T O D I A N $ 2 5 . 0 0 $ 3 6 . 7 9 $ 2 5 . 6 2 $ 2 4 . 9 9 $ 2 7 . 94 $ 2 7 . 1 4 $ 24.09 2 17 1 7 4 T H S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 MO N - F R I N I G H T 4 0 1 C U S T O D I A N $ 2 5 . 0 0 $ 3 1 . 5 8 $ 2 5 . 6 2 $ 2 6 . 9 8 $ 2 7 . 94 $ 2 5 . 6 5 $ 24.09 3 17 3 0 4 T H S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 MO N - F R I N I G H T 2 0 1 C U S T O D I A N $ 2 5 . 0 0 $ 3 7 . 6 2 $ 2 5 . 6 2 $ 2 4 . 8 2 $ 2 7 . 94 $ 2 5 . 7 8 $ 24.09 4 19 0 1 M A I N S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 M-T H + S A T N I G H T 2 0 2 C U S T O D I A N $ 2 5 . 0 0 $ 3 4 . 2 8 $ 2 5 . 6 2 $ 2 9 . 2 4 $ 2 7 . 94 $ 2 6 . 2 1 $ 24.09 MO N - F R I D A Y 4 0 1 C U S T O D I A N $ 2 5 . 0 0 $ 3 0 . 1 5 $ 2 5 . 6 2 $ 2 6 . 9 3 $ 2 7 . 94 $ 2 4 . 2 5 $ 24.09 MO N - F R I N I G H T 4 0 1 C U S T O D I A N $ 2 5 . 0 0 $ 3 0 . 1 5 $ 2 5 . 6 2 $ 2 6 . 9 3 $ 2 7 . 94 $ 2 4 . 2 5 $ 24.09 6 AIR P O R T S O U T H 3 2 2 3 D O N A L D DO U G L A S L O O P S O U T H S M , C A 90 4 0 5 SU N - T H U N I G H T 4 1 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 8 . 7 7 $ 2 5 . 6 2 $ 2 7 . 1 1 $ 2 7 . 94 $ 2 4 . 9 7 $ 24.09 7 AN I M A L S H E L T E R 1 6 4 0 9 T H ST R E E T S A N T A M O N I C A , C A 90 4 0 4 M + W + F D A Y 6 1 C U S T O D I A N $ 2 5 . 0 0 $ 3 0 . 7 1 $ 2 5 . 6 2 $ 2 5 . 3 9 $ 2 7 . 94 $ 2 4 . 7 9 $ 24.09 8 AR C A D I A W A T E R T R E A T M E N T PL A N T 1 2 2 8 S . B U N D Y D R I V E , LA , C A 9 0 0 2 5 M + W + F N I G H T 4 1 C U S T O D I A N $ 2 5 . 0 0 $ 5 5 . 4 8 $ 2 5 . 6 2 $ 2 5 . 5 6 $ 2 7 . 94 $ 2 8 . 6 5 $ 24.09 9 BB B C O U N T I N G R O O M 1 6 6 0 7 T H ST R E E T , S A N T A M O N I C A , C A 90 4 0 1 FR I D A Y N I G H T 1 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 8 . 7 7 $ 2 5 . 6 2 $ 2 9 . 3 1 $ 2 7 . 94 $ 2 9 . 9 7 $ 24.09 10 CIT Y T V 1 6 5 4 1 9 S T R E E T , S A N T A MO N I C A , C A 9 0 4 0 4 MO N - T H U N I G H T 7 1 C U S T O D I A N $ 2 5 . 0 0 $ 4 1 . 4 9 $ 2 5 . 6 2 $ 2 5 . 5 1 $ 2 7 . 94 $ 2 7 . 0 1 $ 24.09 11 CIT Y Y A R D S 2 5 0 0 M I C H I G A N AV E N U E , S M C A 9 0 4 0 4 MO N - S A T N I G H T 4 0 2 C U S T O D I A N $ 2 5 . 0 0 $ 3 1 . 1 0 $ 2 5 . 6 2 $ 2 7 . 1 6 $ 2 7 . 94 $ 2 5 . 7 3 $ 24.09 12 CIV I C A U D I T O R I U M A D M I N OF F I C E 1 8 5 5 M A I N S T R E E T , S M , CA 9 0 4 0 1 MO N - F R I D A Y 5 1 C U S T O D I A N $ 2 5 . 0 0 $ 3 8 . 5 5 $ 2 5 . 6 2 $ 2 4 . 9 4 $ 2 7 . 94 $ 2 5 . 0 2 $ 24.09 13 PO L I C E D E P A R T M E N T SU B S T A T I O N S 3 0 0 & 4 0 2 S A N T A MO N I C A P I E R S M TH U - M O N D A Y 1 1 . 2 5 1 C U S T O D I A N $ 2 5 . 0 0 $ 4 4 . 7 6 $ 2 5 . 6 2 $ 2 4 . 8 8 $ 2 7 . 94 $ 2 3 . 9 7 $ 24.09 MO N - F R I D A Y 4 0 1 L E A D C U S T O D I A N $ 2 5 . 0 0 $ 3 0 . 5 3 $ 2 5 . 4 0 $ 3 0 . 0 1 $ 2 9 . 40 $ 2 7 . 2 1 $ 24.85 SU N - S A T D A Y 6 8 2 C U S T O D I A N $ 2 5 . 0 0 $ 3 0 . 5 3 $ 2 5 . 4 0 $ 2 5 . 9 9 $ 2 7 . 94 $ 2 5 . 5 9 $ 24.09 MO N - S A T S W I N G 6 9 . 5 2 C U S T O D I A N $ 2 5 . 0 0 $ 3 0 . 5 3 $ 2 5 . 4 0 $ 2 5 . 9 9 $ 2 7 . 94 $ 2 5 . 5 9 $ 24.09 SU N - S A T D A Y 5 6 1 L E A D C U S T O D I A N $ 2 5 . 0 0 $ 2 9 . 3 1 $ 2 5 . 3 7 $ 3 0 . 0 1 $ 2 9 . 40 $ 2 5 . 6 3 $ 25.96 SU N - S A T N I G H T 5 6 1 L E A D C U S T O D I A N $ 2 6 . 4 9 $ 2 8 . 7 7 $ 2 5 . 3 7 $ 3 0 . 0 1 $ 2 9 . 40 $ 2 5 . 6 3 $ 25.96 SU N - S A T D A Y 5 6 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 9 . 3 1 $ 2 5 . 3 7 $ 2 8 . 0 7 $ 2 7 . 94 $ 2 4 . 1 1 $ 25.17 SU N - S A T S W I N G 5 6 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 9 . 3 1 $ 2 5 . 3 7 $ 2 8 . 0 7 $ 2 7 . 94 $ 2 4 . 1 1 $ 25.17 SU N - S A T N I G H T 1 1 2 2 C U S T O D I A N S $ 2 5 . 0 0 $ 2 9 . 3 1 $ 2 5 . 3 7 $ 2 8 . 0 7 $ 2 7 . 94 $ 2 4 . 1 1 $ 25.17 TH U R S D A Y ( 1 1 WK S ) NIG H T 8 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 8 . 7 7 $ 2 5 . 3 7 $ 2 6 . 0 1 $ 2 7 . 94 $ 2 4 . 1 1 $ 25.17 SU N - S A T ( 2 6 WK S ) DA Y 5 6 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 8 . 7 7 $ 2 5 . 3 7 $ 2 6 . 0 1 $ 2 7 . 94 $ 2 4 . 1 1 $ 25.96 SU N - S A T ( 2 6 WK S ) NIG H T 8 8 2 C U S T O D I A N $ 2 5 . 0 0 $ 2 8 . 7 7 $ 2 5 . 3 7 $ 2 6 . 0 1 $ 2 7 . 94 $ 2 4 . 1 1 $ 25.17 HO L I D A Y ( 8 PE R Y R ) DA Y 8 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 8 . 7 7 $ 3 8 . 0 5 $ 2 6 . 0 1 $ 3 9 . 11 $ 2 4 . 1 1 $ 25.17 HO L I D A Y (8 P E R Y R ) SW I N G 8 1 C U S T O D I A N $ 2 5 . 0 0 $ 2 8 . 7 7 $ 3 8 . 0 5 $ 2 6 . 0 7 $ 3 9 . 11 $ 2 4 . 1 1 $ 25.17 BI D S U M M A R Y BID N O . : 4 2 7 3 CU S T O D I A L S E R V I C E S CL O S I N G D A T E : 4 . 1 7 . 2 0 1 7 15 SA N T A M O N I C A P I E R S A N T A MO N I C A P I E R S A N T A M O N I C A , CA 9 0 4 0 1 5 AIR P O R T N O R T H 3 1 0 0 D O N A L D DO U G L A S L O O P N O R T H S M , C A 90 4 0 5 14 PU B L I C S A F E T Y F A C I L I T Y 3 3 3 OL Y M P I C D R I V E S A N T A M O N I C A , CA 9 0 4 0 1 B i d S u m m a r y Attachment C CO A S T A L B U I L D I N G S E R V I C E S EX E C U T I V E - S U I T E S E R V I C E S , IN C HU F F M A N & D O W N S MA I N T E N A N C E LE E ' S M A I N T E N A N C E S E R V I C E , IN C . PR O F E S S I O N A L B U I L D I N G MA I N T E N A N C E SE R V I C O N S Y S T E M , I N C . U N I S E R V E C O R P O R A T I O N OR A N G E , C A L I F O R N I A N O R T H R I D G E , C A B A K E R S F I E L D , C A L I F O R N I A V A N N U Y S, C A L I F O R N I A C A R S O N , C A L I F O R N I A C U L V E R C I T Y , C A L I F O R N I A C O M M E R C E , CA BI D S U M M A R Y BID N O . : 4 2 7 3 CU S T O D I A L S E R V I C E S CL O S I N G D A T E : 4 . 1 7 . 2 0 1 7 # D E S C R I P T I O N SQ U A R E FO O T A G E RA T E P E R S E R V I C E R A T E P E R S E R V I C E R A T E P E R S E R V I C E R A T E P E R S E R VIC E R A T E P E R S E R V I C E R A T E P E R S E R V I C E R A T E P E R S E R V I C E N/A $ 5 8 9 . 0 0 $ 4 0 0 . 0 0 $ 5 1 5 . 0 0 $ 5 1 5 . 1 2 $ 6 1 2 . 9 9 $ 5 1 5 . 1 2 $ 475.00 90 2 0 $ 8 8 9 . 0 0 $ 9 0 0 . 0 0 $ 1 , 6 0 0 . 0 0 $ 1, 3 5 3 . 0 0 $ 2 , 2 5 5 . 0 0 $ 1 , 0 8 2 . 4 0 $ 902.00 22 3 0 $ 4 5 9 . 0 0 $ 2 0 0 . 0 0 $ 3 7 5 . 0 0 $ 4 6 8 . 3 0 $ 5 5 7 . 5 0 $ 2 4 5 . 3 0 $ 223.00 N/A $ 2 , 1 8 9 . 0 0 $ 2 , 0 0 0 . 0 0 $ 2 , 0 6 0 . 0 0 $ 2 , 06 0 . 4 5 $ 2 , 4 7 2 . 0 0 $ 1 , 6 5 0 . 0 0 $ 1,580.00 18 3 4 5 $ 1 , 8 8 9 . 0 0 $ 1 , 8 0 0 . 0 0 $ 2 , 8 3 5 . 0 0 $ 2 , 75 1 . 7 5 $ 3 , 8 5 2 . 4 5 $ 2 , 2 0 1 . 4 0 $ 1,467.60 23 5 8 $ 3 2 9 . 0 0 $ 2 0 0 . 0 0 $ 2 5 5 . 0 0 $ 4 9 5 . 1 8 $ 5 8 9 . 5 0 $ 2 5 9 . 3 8 $ 212.22 N/A $ 1 , 1 8 9 . 0 0 $ 9 0 0 . 0 0 $ 9 6 5 . 0 0 $ 9 6 3 . 2 6 $ 1 , 1 5 5 . 6 0 $ 9 6 3 . 2 6 $ 860.00 63 9 9 $ 5 8 9 . 0 0 $ 6 0 0 . 0 0 $ 8 5 0 . 0 0 $ 9 5 9 . 8 5 $ 1 , 5 9 9 . 7 5 $ 7 6 7 . 8 8 $ 703.89 40 0 9 $ 3 2 9 . 0 0 $ 4 0 0 . 0 0 $ 2 8 5 . 0 0 $ 8 4 1 . 8 9 $ 1 , 0 0 2 . 2 5 $ 4 4 0 . 9 9 $ 320.72 N/A $ 1 , 8 8 9 . 0 0 $ 1 , 7 0 0 . 0 0 $ 1 , 7 3 5 . 0 0 $ 1 , 73 0 . 7 8 $ 2 , 0 7 6 . 0 0 $ 2 , 8 5 0 . 0 0 $ 1,475.00 91 8 1 $ 8 8 9 . 0 0 $ 9 0 0 . 0 0 $ 1 , 5 1 5 . 0 0 $ 1, 3 7 7 . 1 5 $ 1 , 9 2 8 . 0 1 $ 1 , 1 0 1 . 7 2 $ 918.10 31 6 5 $ 4 8 9 . 0 0 $ 3 0 0 . 0 0 $ 4 2 5 . 0 0 $ 6 6 4 . 6 5 $ 7 9 1 . 2 5 $ 3 4 8 . 1 5 $ 284.85 N/A $ 5 8 9 . 0 0 $ 1 , 2 8 0 . 0 0 $ 1 3 5 . 0 0 $ 3 5 0 . 0 0 $ 4 4 4 . 9 6 $ 3 5 0 . 0 0 $ 95.00 N/A $ 2 8 9 . 0 0 $ 1 , 1 0 0 . 0 0 $ 1 , 7 5 0 . 0 0 $ 2 ,5 9 5 . 0 0 $ 2 , 9 5 9 . 5 0 $ 0 . 0 0 A S PER REQUEST N/A $ 1 4 9 . 0 0 $ 6 0 0 . 0 0 $ 1 5 0 . 0 0 $ 4 8 0 . 0 0 $ 1 , 5 4 8 . 0 0 $ 3 5 8 . 8 2 A S P E R R E Q U E S T N/A $ 3 8 9 . 0 0 $ 6 5 0 . 0 0 $ 2 5 0 . 0 0 $ 3 0 9 . 0 0 $ 3 7 0 . 8 0 $ 3 5 0 . 0 0 $ 190.00 98 6 5 $ 1 , 1 8 9 . 0 0 $ 9 8 0 . 0 0 $ 1 , 5 7 5 . 0 0 $ 1 ,4 7 9 . 7 5 $ 2 , 4 6 6 . 2 5 $ 1 , 1 8 3 . 8 0 $ 986.50 51 6 0 $ 3 2 9 . 0 0 $ 5 0 0 . 0 0 $ 4 0 0 . 0 0 $ 1 , 0 8 3 . 6 0 $ 1 , 2 9 0 . 0 0 $ 5 6 7 . 6 0 $ 412.80 PIL O T ' S L O U N G E FU R N I T U R E $ 2 8 9 . 0 0 $ 2 0 0 . 0 0 $ 6 5 . 0 0 $ 1 8 0 . 0 0 $ 6 1 8 . 0 0 $ 5 2 5 . 0 0 $ 150.00 N/A $ 1 8 9 . 0 0 $ 1 0 0 . 0 0 $ 1 2 5 . 0 0 $ 1 2 3 . 6 3 $ 1 4 7 . 6 0 $ 1 2 5 . 0 0 $ 95.00 19 3 5 $ 2 4 9 . 0 0 $ 2 0 0 . 0 0 $ 3 3 5 . 0 0 $ 4 0 6 . 3 5 $ 4 8 3 . 7 5 $ 2 1 2 . 8 5 $ 193.50 N/A $ 1 4 9 . 0 0 $ 6 0 . 0 0 $ 6 5 . 0 0 $ 6 1 . 8 1 $ 8 4 . 7 9 $ 1 2 5 . 0 0 $ 50.00 13 9 3 $ 1 8 9 . 0 0 $ 1 5 0 . 0 0 $ 2 1 5 . 0 0 $ 2 0 8 . 9 5 $ 3 4 8 . 2 5 $ 1 6 7 . 1 6 $ 195.02 28 3 5 $ 4 8 9 . 0 0 $ 2 8 0 . 0 0 $ 5 1 5 . 0 0 $ 5 9 5 . 3 5 $ 7 0 8 . 7 5 $ 3 1 1 . 8 5 $ 255.15 9 BB B C O U N T I N G R O O M 1 6 6 0 7 T H ST R E E T , S A N T A M O N I C A , C A 90 4 0 1 12 8 0 $ 2 4 9 . 0 0 $ 1 2 0 . 0 0 $ 2 4 0 . 0 0 $ 2 6 8 . 8 0 $ 3 2 0 . 0 0 $ 1 4 0 . 8 0 $ 128.00 N/A $ 4 9 . 0 0 $ 2 0 . 0 0 $ 2 0 . 0 0 $ 1 5 . 4 7 $ 2 8 . 50 $ 1 2 5 . 0 0 $ 20.00 14 6 1 $ 1 4 9 . 0 0 $ 1 4 0 . 0 0 $ 2 2 5 . 0 0 $ 2 1 9 . 1 5 $ 3 6 5 . 2 5 $ 1 7 5 . 3 2 $ 204.54 41 8 9 $ 2 8 9 . 0 0 $ 4 0 0 . 0 0 $ 1 7 5 . 0 0 $ 8 7 9 . 6 9 $ 1 , 0 4 7 . 2 5 $ 4 6 0 . 7 9 $ 335.12 CO M P O S I T I O N F L O O R S C L E A N I N G 2 17 1 7 4 T H S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 1 14 3 7 4 T H S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 3 17 3 0 4 T H S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 4 19 0 1 M A I N S T R E E T S A N T A MO N I C A , C A 9 0 4 0 1 PR I C I N G - S P E C I A L T Y S E R V I C E S ( A S N E E D E D ) WIN D O W W A S H I N G CA R P E T C L E A N I N G SE R V I C E R E Q U I R E D WIN D O W W A S H I N G 7 AN I M A L S H E L T E R 1 6 4 0 9 T H ST R E E T S A N T A M O N I C A , C A 90 4 0 4 5 CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G 6 AIR P O R T S O U T H 3 2 2 3 D O N A L D DO U G L A S L O O P S O U T H S M , C A 90 4 0 5 AIR P O R T N O R T H 3 1 0 0 D O N A L D DO U G L A S L O O P N O R T H S M , C A 90 4 0 5 CO M P O S I T I O N F L O O R S C L E A N I N G WIN D O W W A S H I N G UP H O L S T E R Y C L E A N I N G WIN D O W W A S H I N G ( M O N T H L Y ) CO M P O S I T I O N F L O O R S C L E A N I N G WIN D O W W A S H I N G ( M O N T H L Y ) CA R P E T C L E A N I N G 8 AR C A D I A W A T E R T R E A T M E N T PL A N T 1 2 2 8 S . B U N D Y D R I V E , LA , C A 9 0 0 2 5 10 CIT Y T V 1 6 5 4 1 9 S T R E E T , S A N T A MO N I C A , C A 9 0 4 0 4 WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G B i d S u m m a r y Attachment C CO A S T A L B U I L D I N G S E R V I C E S EX E C U T I V E - S U I T E S E R V I C E S , IN C HU F F M A N & D O W N S MA I N T E N A N C E LE E ' S M A I N T E N A N C E S E R V I C E , IN C . PR O F E S S I O N A L B U I L D I N G MA I N T E N A N C E SE R V I C O N S Y S T E M , I N C . U N I S E R V E C O R P O R A T I O N OR A N G E , C A L I F O R N I A N O R T H R I D G E , C A B A K E R S F I E L D , C A L I F O R N I A V A N N U Y S, C A L I F O R N I A C A R S O N , C A L I F O R N I A C U L V E R C I T Y , C A L I F O R N I A C O M M E R C E , CA BI D S U M M A R Y BID N O . : 4 2 7 3 CU S T O D I A L S E R V I C E S CL O S I N G D A T E : 4 . 1 7 . 2 0 1 7 N/A $ 3 8 9 . 0 0 $ 2 6 0 . 0 0 $ 2 6 0 . 0 0 $ 2 5 7 . 5 8 $ 3 0 8 . 4 0 $ 3 5 0 . 0 0 $ 245.00 49 1 2 $ 6 4 9 . 0 0 $ 4 9 0 . 0 0 $ 7 6 0 . 0 0 $ 7 3 5 . 0 0 $ 1 , 2 2 8 . 0 0 $ 5 8 9 . 4 4 $ 540.32 16 0 8 2 $ 1 , 8 8 9 . 0 0 $ 1 , 6 0 0 . 0 0 $ 2 , 0 6 0 . 0 0 $ 7 3 6 . 8 0 $ 3 , 3 7 7 . 2 2 $ 1 , 7 6 9 . 0 2 $ 643.28 WA T E R C O N F . RO O M $ 4 8 9 . 0 0 $ 3 0 0 . 0 0 $ 5 1 5 . 0 0 $ 3 , 3 7 7 . 2 5 $ 6 1 8 . 0 0 $ 5 2 5 . 0 0 $ 150.00 N/A $ 8 9 . 0 0 $ 2 0 0 . 0 0 $ 7 5 . 0 0 $ 1 2 8 . 0 0 $ 1 4 7 . 6 0 $ 1 , 6 2 5 . 0 0 $ 85.00 24 0 $ 4 9 . 0 0 $ 1 0 0 . 0 0 $ 5 0 . 0 0 $ 3 6 . 0 0 $ 6 0 . 0 0 $ 2 8 . 8 0 $ 33.60 17 6 0 $ 2 4 9 . 0 0 $ 1 7 0 . 0 0 $ 2 8 0 . 0 0 $ 3 6 9 . 6 0 $ 4 4 0 . 0 0 $ 1 9 3 . 6 0 $ 176.00 N/A $ 3 8 9 . 0 0 $ 3 4 0 . 0 0 $ 4 0 0 . 0 0 $ 3 3 7 . 9 1 $ 4 0 4 . 4 0 $ 5 6 0 . 0 0 $ 280.00 33 0 $ 4 9 . 0 0 $ 1 0 0 . 0 0 $ 5 1 . 0 0 $ 4 9 . 5 0 $ 8 2 . 5 0 $ 3 9 . 6 0 $ 46.20 15 2 0 $ 2 4 9 . 0 0 $ 1 5 0 . 0 0 $ 3 0 0 . 0 0 $ 3 1 9 . 2 0 $ 3 8 0 . 0 0 $ 1 6 7 . 2 0 $ 152.00 N/A $ 6 , 8 8 9 . 0 0 $ 6 , 1 0 0 . 0 0 $ 7 , 0 0 0 . 0 0 $ 6 , 95 3 . 9 8 $ 7 , 9 9 5 . 9 5 $ 7 , 6 5 0 . 0 0 $ 4,850.00 N/A $ 7 , 8 8 9 . 0 0 $ 8 , 3 0 0 . 0 0 $ 8 , 3 5 0 . 0 0 $ 8 , 34 4 . 8 2 $ 8 , 9 2 8 . 0 8 $ 8 , 7 0 0 . 0 0 $ 3,748.50 N/A $0 . 0 0 $ 1 , 6 0 0 . 0 0 $ 2 , 8 5 0 . 0 0 $ 2 , 4 0 0 . 0 0 $ 6 , 6 9 6 . 0 6 $ 1 , 0 0 0 . 0 0 $ 5 8 0 . 0 0 N/A $ 1 , 6 8 9 . 0 0 $ 4 , 8 0 0 . 0 0 $ 1 , 6 0 0 . 0 0 $ 1 , 12 0 . 0 0 $ 1 , 9 1 5 . 2 0 $ 1 , 7 5 0 . 0 0 $ 1,375.00 N/A $ 1 , 5 8 9 . 0 0 $ 1 , 8 0 0 . 0 0 $ 1 , 7 9 0 . 0 0 $ 9 6 0 . 0 0 $ 1 , 9 7 1 . 2 0 $ 1 , 2 6 4 . 9 2 $ 1,044.00 N/A $ 6 8 9 . 0 0 $ 7 0 0 . 0 0 $ 7 2 5 . 0 0 $ 4 8 0 . 0 0 $ 7 9 8 . 6 0 $ 4 7 0 . 3 6 $ 188.00 # RE S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S CO N T I N G E N C Y H O U R L Y R A T E - CU S T O D I A N : $ 2 5 . 0 0 CO N T I N G E N C Y H O U R L Y R A T E - CU S T O D I A N : $ 4 0 . 0 0 CO N T I N G E N C Y H O U R L Y R A T E - CU S T O D I A N : $ 2 5 . 6 2 CO N T I N G E N C Y H O U R L Y R A T E - CU S T O D I A N : $ 2 6 . 4 3 CO N T I N G E N C Y H O U R L Y R A T E - CU S T O D I A N : $ 3 0 . 7 3 CO N T I N G E N C Y H O U R L Y R A T E - CU S T O D I A N : $ 2 4 . 5 0 CONTINGENCY HOURLY RATE - CUSTODIAN: $24.41 CO N T I N G E N C Y H O U R L Y R A T E - L E A D CU S T O D I A N : $ 2 5 . 0 0 CO N T I N G E N C Y H O U R L Y R A T E - L E A D CU S T O D I A N : $ 4 5 . 0 0 CO N T I N G E N C Y H O U R L Y R A T E - L E A D CU S T O D I A N : $ 2 5 . 6 2 CO N T I N G E N C Y H O U R L Y R A T E - L E A D CU S T O D I A N : $ 3 0 . 0 1 CO N T I N G E N C Y H O U R L Y R A T E - L E A D CU S T O D I A N : $ 3 2 . 3 4 CO N T I N G E N C Y H O U R L Y R A T E - L E A D CU S T O D I A N : $ 2 6 . 0 0 CONTINGENCY HOURLY RATE - LEAD CUSTODIAN: $25.22 2 N/3 0 0 . 5 % 2 0 D A Y S , N / 3 0 N / 3 0 1 / 1 0 O F 1 % 2 0 D A Y S N / 3 0 N / 3 0 N / 3 0 3 NO N E P R O V I D E D N / A N O N E P R O V I D E D N O N E N O N E N O N E N O N E # RE S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S 1 3% I N C R E A S E P U R S U A N T T O C I T Y AN N U A L I N C R E A S E O R 3 % IN C R E A S E O F 1 . 5 % , P L U S D O U B L E T H E AM O U N T O F T H E L I V I N G W A G E IN C R E A S E I F A N Y 1.5 % I N C R E A S E 2 % I N C R E A S E 1 . 9 % I N C R E A S E 3.6 7 6 % I N C R E A S E L I V I N G W A G E , A C A , SIC K D A Y I N C R E A S E SAME PRICE, TERMS AND CONDITIONS OFFERED 2 3% I N C R E A S E P U R S U A N T T O C I T Y AN N U A L I N C R E A S E O R 3 % IN C R E A S E O F 1 . 5 % , P L U S D O U B L E T H E AM O U N T O F T H E L I V I N G W A G E IN C R E A S E I F A N Y 1.5 % I N C R E A S E 2 % I N C R E A S E 1 . 9 % I N C R E A S E 2.8 6 % I N C R E A S E L I V I N G W A G E , A C A , SIC K D A Y I N C R E A S E LIVING WAGE INCREASE ONLY 3 3% I N C R E A S E P U R S U A N T T O C I T Y AN N U A L I N C R E A S E O R 3 % IN C R E A S E O F 1 . 5 % , P L U S D O U B L E T H E AM O U N T O F T H E L I V I N G W A G E IN C R E A S E I F A N Y 1.5 % I N C R E A S E 2 % I N C R E A S E 1 . 9 % I N C R E A S E 2.8 6 % I N C R E A S E L I V I N G W A G E , A C A , SIC K D A Y I N C R E A S E LIVING WAGE INCREASE ONLY 4 3% I N C R E A S E P U R S U A N T T O C I T Y AN N U A L I N C R E A S E O R 3 % IN C R E A S E O F 1 . 5 % , P L U S D O U B L E T H E AM O U N T O F T H E L I V I N G W A G E IN C R E A S E I F A N Y 1.5 % I N C R E A S E 2 % I N C R E A S E 1 . 9 % I N C R E A S E 2.8 6 % I N C R E A S E L I V I N G W A G E , A C A , SIC K D A Y I N C R E A S E LIVING WAGE INCREASE ONLY # F O R M S RE S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S R E S P O N S E S 1 O A K S I N I T I A T I V E : C O M P L E T E D C O M P L E T E D C O M P L E T E D N O T P R O V I D E D C O M P L E T E D C O M P LETED INCOMPLETE 2 L I V I N G W A G E : CO M P L E T E D C O M P L E T E D C O M P L E T E D C O M P L E T E D C O M P L E T E D C O M P L E T E D C O M P L E T E D VE N D O R S N O T I F I E D : 6 4 6 VE N D O R D O W N L O A D S : 5 2 CO M P O S I T I O N F L O O R S C L E A N I N G 11 CIT Y Y A R D S 2 5 0 0 M I C H I G A N AV E N U E , S M C A 9 0 4 0 4 12 CIV I C A U D I T O R I U M A D M I N OF F I C E 1 8 5 5 M A I N S T R E E T , S M , CA 9 0 4 0 1 115 SA N T A M O N I C A P I E R S A N T A MO N I C A P I E R S A N T A M O N I C A , CA 9 0 4 0 1 14 WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G PU B L I C S A F E T Y F A C I L I T Y 3 3 3 OL Y M P I C D R I V E S A N T A M O N I C A , CA 9 0 4 0 1 WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G 13 PO L I C E D E P A R T M E N T SU B S T A T I O N S 3 0 0 & 4 0 2 S A N T A MO N I C A P I E R S M PE R I O D 3 ( S E C O N D A N N U A L R E N E W A L O P T I O N ) : PE R I O D 4 ( T H I R D A N N U A L R E N E W A L O P T I O N ) : CA R P E T C L E A N I N G WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G UP H O L S T E R Y C L E A N I N G WIN D O W W A S H I N G PE R I O D 5 ( F O U R T H A N N U A L R E N E W A L O P T I O N ) : WIN D O W W A S H I N G CA R P E T C L E A N I N G CO M P O S I T I O N F L O O R S C L E A N I N G RE N E W A L O P T I O N S PL E A S E I N D I C A T E T H E H O U R L Y C O N T I N G E N C Y R A T E PA Y M E N T T E R M S PL E A S E D E S C R I B E A N Y A D D I T I O N A L F E E S & C H A R G E S N O T L I S T E D PE R I O D 2 ( F I R S T A N N U A L R E N E W A L O P T I O N ) : PR I C I N G - A D D I T I O N A L W O R K A S R E Q U E S T E D ( C O N T I N G E N C Y ) Attachment D In - H o u s e v s . C o n t r a c t C o s t A n a l y s i s 2 0 1 7 An n u a l H o u r l y R a t e ( P l u s B e n e f i t s ) I n c r e a s e A s s u m p t i o n 1 : 2% HO U R L Y R A T E P L U S B E N E F I T S 2 x = + = A N N U A L Pe r i o d C u s t o d i a l Su p e r v i s o r All S i t e s 3 Cu s t o d i a n I All S i t e s Cu s t o d i a n I Pi e r Cu s t o d i a n II P S F Cu s t o d i a n II P i e r Cu s t o d i a l Su p e r v i s o r All S i t e s 3 Cu s t o d i a n I All S i t e s Cu s t o d i a n I Pie r Cu s t o d i a n II PS F Cu s t o d i a n II P i e r Cu s t o d i a l Su p e r v i s o r Al l S i t e s 3 Cu s t o d i a n I Al l S i t e s Cu s t o d i a n I Pie r Cu s t o d i a n II P S F Cu s t o d i a n II P i e r W i n d o w Wa s h i n g Carpet Cleaning Floor Cleaning Upholstery Cleaning (in million) Ye a r 1 51 . 8 1 3 4 . 8 8 3 4 . 8 8 3 6 . 9 1 3 6 . 9 1 4 , 1 6 0 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 2 1 5 , 5 1 4 8 0 1 , 2 7 9 4 9 3 , 6 5 3 7 6 , 7 7 6 2 6 8 , 7 1 5 4 8 , 2 2 0 4 3 , 1 6 1 16,419 750 1.96 Ye a r 2 52 . 6 2 3 5 . 3 6 3 5 . 3 6 3 7 . 4 3 3 7 . 4 3 4, 1 6 0 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 21 8 , 8 9 0 8 1 2 , 3 4 8 5 0 0 , 4 7 2 7 7 , 8 6 0 2 7 2 , 5 1 1 4 8 , 2 2 0 4 3 , 1 6 1 16,419 750 1.99 Ye a r 3 53 . 6 7 3 6 . 0 7 3 6 . 0 7 3 8 . 1 8 3 8 . 1 8 4, 1 6 0 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 22 3 , 2 6 8 8 2 8 , 5 9 5 5 1 0 , 4 8 2 7 9 , 4 1 7 2 7 7 , 9 6 1 4 9 , 6 6 7 4 4 , 4 5 6 16,911 773 2.03 Ye a r 4 54 . 7 4 3 6 . 7 9 3 6 . 7 9 3 8 . 9 5 3 8 . 9 5 4, 1 6 0 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 22 7 , 7 3 4 8 4 5 , 1 6 7 5 2 0 , 6 9 2 8 1 , 0 0 6 2 8 3 , 5 2 0 5 1 , 1 5 7 4 5 , 7 9 0 17,418 796 2.07 Ye a r 5 5 5 . 8 4 3 7 . 5 3 3 7 . 5 3 3 9 . 7 2 3 9 . 7 2 4 , 1 6 0 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 2 3 2 , 2 8 8 8 6 2 , 0 7 1 5 3 1 , 1 0 5 8 2 , 6 2 6 2 8 9 , 1 9 1 5 2 , 6 9 1 4 7 , 1 6 3 17,941 820 2.12 A n n u a l L i v i n g W a g e I n c r e a s e A s s u m p t i o n 4 : 3% AL L - I N C L U S I V E H O U R L Y R A T E 5 x = + = A N N U A L Pe r i o d C u s t o d i a l Su p e r v i s o r 3 Cu s t o d i a n All S i t e s Ex c e p t P i e r Cu s t o d i a n Pi e r Le a d Cu s t o d i a n PS F Le a d Cu s t o d i a n Pi e r Cu s t o d i a l Su p e r v i s o r Cu s t o d i a n All S i t e s Ex c e p t P i e r Cu s t o d i a n Pie r Le a d Cu s t o d i a n PS F Le a d Cu s t o d i a n Pie r Cu s t o d i a l Su p e r v i s o r Cu s t o d i a n Al l S i t e s Ex c e p t P i e r Cu s t o d i a n Pie r Le a d Cu s t o d i a n PS F Le a d Cu s t o d i a n Pie r W i n d o w Wa s h i n g Carpet Cleaning Floor Cleaning Upholstery Cleaning (in million) Ye a r 1 n / a 24 . 0 9 2 5 . 1 7 2 4 . 8 5 2 5 . 9 6 n / a 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 n / a 5 5 3 , 3 7 1 3 5 6 , 2 0 6 5 1 , 6 8 8 1 8 8 , 9 8 9 4 8 , 2 2 0 4 3 , 1 6 1 16,419 750 1.26 Ye a r 2 n / a 24 . 0 9 2 5 . 1 7 2 4 . 8 5 2 5 . 9 6 n/ a 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 n / a 55 3 , 3 7 1 3 5 6 , 2 0 6 5 1 , 6 8 8 1 8 8 , 9 8 9 4 8 , 2 2 0 4 3 , 1 6 1 16,419 750 1.26 Ye a r 3 n / a 24 . 8 1 2 5 . 9 3 2 5 . 6 0 2 6 . 7 4 n/ a 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 n / a 56 9 , 9 7 3 3 6 6 , 8 9 2 5 3 , 2 3 9 1 9 4 , 6 5 8 4 9 , 6 6 7 4 4 , 4 5 6 16,911 773 1.30 Ye a r 4 n / a 25 . 5 6 2 6 . 7 0 2 6 . 3 6 2 7 . 5 4 n/ a 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 n / a 58 7 , 0 7 2 3 7 7 , 8 9 9 5 4 , 8 3 6 2 0 0 , 4 9 8 5 1 , 1 5 7 4 5 , 7 9 0 17,418 796 1.34 Ye a r 5 n / a 2 6 . 3 2 2 7 . 5 0 2 7 . 1 5 2 8 . 3 7 n / a 2 2 , 9 7 1 1 4 , 1 5 2 2 , 0 8 0 7 , 2 8 0 n / a 6 0 4 , 6 8 4 3 8 9 , 2 3 6 5 6 , 4 8 1 2 0 6 , 5 1 3 5 2 , 6 9 1 4 7 , 1 6 3 17,941 820 1.38 Pe r i o d Ye a r 1 Ye a r 2 Ye a r 3 Ye a r 4 Ye a r 5 FI V E - Y E A R T O T A L : 1 0 . 1 8 Fo o t n o t e s : 1. T h e a n n u a l h o u r l y r a t e i n c r e a s e a s s u m p t i o n i s b a s e d o n h i s t o ric a l r e t i r e m e n t i n c r e a s e s a n d p o t e n t i a l c o s t o f l i v i n g i n c r e a s es . 2. T h e C i t y ' s h o u r l y r a t e s p l u s b e n e f i t s f o r Y e a r s 1 - 2 a r e b a s e d o n t h e C i t y ' s F Y 2 0 1 7 - 1 9 v a c a n t p o s i t i o n c o s t i n g t o o l ; Y e a r s 3- 5 r a t e s a r e b a s e d o n a 2 % i n c r e a s e a s s u m p t i o n . 3. C r e a t i n g 2 2 . 4 F T E ( 4 6 , 4 8 3 l a b o r h o u r s ) i n - h o u s e C u s t o d i a n I an d C u s t o d i a n I I p o s i t i o n s r e q u i r e a n a d d i t i o n o f 2 F T E C u s t o d i al S u p e r v i s o r s f o r a d e q u a t e s u p e r v i s i o n . I n c o n t r a s t , U N I S E R V E 's p r o p o s e d r a t e s a l r e a d y i n c l u d e d t h e p r o v i s i o n o f a n on - s i t e C u s t o d i a l S u p e r v i s o r a t n o a d d i t i o n a l c h a r g e . 4. U N I S E R V E p r o p o s e d t h e s a m e p r i c e , t e r m s , a n d c o n d i t i o n s f o r Ye a r s 1 - 2 a n d L i v i n g W a g e i n c r e a s e o n l y f o r Y e a r s 3 - 5 . T h e a n n ua l L i v i n g W a g e i n c r e a s e a s s u m p t i o n i s b a s e d o n h i s t o r i c a l i n c r ea s e s . 5. U N I S E R V E ' S h o u r l y r a t e i s i n c l u s i v e o f t h e C i t y ' s L i v i n g W a g e, A C A h e a l t h i n s u r a n c e , a n d a l l o t h e r m a n d a t e d , o v e r h e a d , a n d eq u i p m e n t c o s t s . 56 % 56 %54 % 55 % 57 % 58 % 1.2 6 6. 5 3 3 . 6 5 0.7 4 0.7 4 0.7 3 0.7 3 0.7 1 IN ‐ H O U S E   ‐   S E R V I C E S   P R O V I D E D   B Y   C I T Y   C U S T O D I A N S CO N T R A C T   ‐   S E R V I C E S   P R O V I D E D   B Y   U N I S E R V E In - H o u s e C o s t (i n m i l l i o n ) Co n t r a c t C o s t (i n m i l l i o n ) TO T A L H O U R S R E Q U I R E D R E G U L A R S E R V I C E T O T A L S P E C I A L T Y S E R V I C E S T O T AL TO T A L H O U R S R E Q U I R E D In - H o u s e C o s t s M o r e by ( i n m i l l i o n ) In - H o u s e C o s t s M o r e by ( % ) 2.0 7 2.1 2 1.2 6 RE G U L A R S E R V I C E T O T A L S P E C I A L T Y S E R V I C E S T O T A L 1.9 6 1.9 9 2.0 3 1 . 3 0 1.3 4 1.3 8 IN ‐ H O U S E   v s .   C O N T R A C T   L A B O R   C O S T   C O M P A R I S O N  ‐  0 . 5 0  1 . 0 0  1 . 5 0  2 . 0 0  2 . 5 0 Ye a r   1 Y e a r   2 Y e a r   3 Y e a r   4 Y e a r   5 In ‐ H o u s e   v s .   C o n t r a c t   L a b o r   C o s t In ‐ H o u s e   C o s t (i n   m i l l i o n ) Contract Cost (in million) Es t i m a t e d A n n u a l B u d g et f o r C u s t o d i a l S e r v i c e s (Bi d N o . 4 2 7 2 ) Attachment E CO N T R A C T J O B S I T E A c c o u n t N u m b e r Y E A R 1 - RE G U L A R S E R V I C E AN N U A L C O S T Y E A R 1 - WI N D O W C L E A N I N G AN N U A L C O S T Y E A R 1 - CA R P E T C L E A N I N G AN N U A L C O S T Y E A R 1 - FL O O R C L E A N I N G AN N U A L C O S T YEAR 1 - UPHOL. CLEANING ANNUAL COST YEAR 1 - ANNUAL TOTAL BY SITE BY ACCT 1 - 1 4 3 7 4 T H S T R E E T S A N T A M O N I C A , C A 9 0 4 0 1 17 , 5 3 8 1 , 9 0 0 3 , 6 0 8 8 9 2 2 3 , 9 3 8 01 4 0 2 . 5 5 5 0 1 0 8, 5 7 1 9 2 9 1 , 7 6 3 4 3 6 1 1 , 6 9 8 01 4 0 3 . 5 5 5 0 1 0 6, 2 1 9 6 7 4 1 , 2 7 9 3 1 6 8 , 4 8 8 01 5 6 0 . 5 5 5 0 1 0 2, 7 4 8 2 9 8 5 6 5 1 4 0 3 , 7 5 1 2 - 1 7 1 7 4 T H S T R E E T S A N T A M O N I C A , C A 9 0 4 0 1 50 , 1 0 7 6 , 3 2 0 5 , 8 7 0 8 4 9 6 3 , 1 4 6 01 2 0 8 . 5 5 2 0 1 0 2, 8 3 6 3 5 8 3 3 2 4 8 3 , 5 7 4 01 2 2 1 . 5 5 2 0 1 0 7, 7 3 2 9 7 5 9 0 6 1 3 1 9 , 7 4 4 01 2 2 2 . 5 5 2 0 1 0 11 , 9 0 0 1 , 5 0 1 1 , 3 9 4 2 0 2 1 4 , 9 9 7 01 2 2 4 1 . 5 5 2 0 1 0 8, 1 5 2 1 , 0 2 8 9 5 5 1 3 8 1 0 , 2 7 4 01 4 1 7 . 5 5 2 0 1 0 3, 6 6 3 4 6 2 4 2 9 6 2 4 , 6 1 6 01 4 2 6 1 . 5 5 2 0 1 0 9, 0 2 4 1 , 1 3 8 1 , 0 5 7 1 5 3 1 1 , 3 7 3 58 2 2 9 . 5 5 2 0 1 0 6, 8 0 0 8 5 8 7 9 7 1 1 5 8 , 5 6 9 3 - 1 7 3 0 4 T H S T R E E T S A N T A M O N I C A , C A 9 0 4 0 1 25 , 0 5 4 3 , 4 4 0 2 , 8 1 6 1 , 2 8 3 3 2 , 5 9 2 01 4 5 2 2 2 . 5 5 5 0 1 G 25 , 0 5 4 3 , 4 4 0 2 , 8 1 6 1 , 2 8 3 3 2 , 5 9 2 4 - 1 9 0 1 M A I N S T R E E T S A N T A M O N I C A , C A 9 0 4 0 1 25 , 0 5 4 5 , 9 0 0 3 , 6 7 2 1 , 1 3 9 3 5 , 7 6 5 01 2 4 3 . 5 2 2 3 1 0 4, 6 7 0 1 , 1 0 0 6 8 5 2 1 2 6 , 6 6 7 01 2 6 3 . 5 3 3 2 2 0 1, 5 0 8 3 5 5 2 2 1 6 9 2 , 1 5 3 01 2 6 4 . 5 3 3 2 2 0 15 , 0 8 0 3 , 5 5 1 2 , 2 1 0 6 8 6 2 1 , 5 2 7 01 2 6 8 1 . 5 3 3 2 2 0 2, 6 7 6 6 3 0 3 9 2 1 2 2 3 , 8 2 0 01 2 6 8 2 . 5 3 3 2 2 0 1, 1 2 0 2 6 4 1 6 4 5 1 1 , 5 9 9 5 - A I R P O R T N O R T H 3 1 0 0 D O N A L D D O U G L A S L O O P N O R T H S M , C A 9 0 4 0 5 10 0 , 2 1 4 1 , 1 4 0 101,354 33 4 5 7 . 5 5 5 0 1 0 10 0 , 2 1 4 1 , 1 4 0 101,354 6 - A I R P O R T S O U T H 3 2 2 3 D O N A L D D O U G L A S L O O P S O U T H S M , C A 9 0 4 0 5 51 , 3 6 0 7 6 0 3 , 9 4 6 1 , 6 5 1 1 5 0 57,867 33 4 5 7 . 5 5 5 0 1 0 51 , 3 6 0 7 6 0 3 , 9 4 6 1 , 6 5 1 1 5 0 57,867 7 - A N I M A L S H E L T E R 1 6 4 0 9 T H S T R E E T S A N T A M O N I C A , C A 9 0 4 0 4 7, 5 1 6 1 , 1 4 0 7 7 4 9 , 4 3 0 01 3 0 6 . 5 3 3 2 2 0 7, 5 1 6 1 , 1 4 0 7 7 4 9 , 4 3 0 8 - A R C A D I A W A T E R T R E A T M E N T P L A N T 1 2 2 8 S . B U N D Y D R I V E , L A , C A 9 00 2 5 5, 0 1 1 2 0 0 7 8 0 1 , 0 2 1 7 , 0 1 1 25 6 7 1 . 5 4 4 0 1 0 5, 0 1 1 2 0 0 7 8 0 1 , 0 2 1 7 , 0 1 1 9 - B B B C O U N T I N G R O O M 1 6 6 0 7 T H S T R E E T , S A N T A M O N I C A , C A 9 0 4 0 1 1, 2 5 3 5 1 2 1 , 7 6 5 01 2 2 4 2 . 5 5 2 0 1 0 1, 2 5 3 5 1 2 1 , 7 6 5 10 - C I T Y T V 1 6 5 4 1 9 S T R E E T , S A N T A M O N I C A , C A 9 0 4 0 4 8, 7 6 9 8 0 8 1 8 1 , 3 4 0 1 1 , 0 0 7 01 4 5 2 2 . 5 5 5 0 1 H 8, 7 6 9 8 0 8 1 8 1 , 3 4 0 1 1 , 0 0 7 11 - C I T Y Y A R D S 2 5 0 0 M I C H I G A N A V E N U E , S M C A 9 0 4 0 4 50 , 1 0 7 9 8 0 2 , 1 6 1 2 , 5 7 3 6 0 0 56,422 01 2 1 4 . 5 3 3 2 1 0 8, 0 6 7 1 5 8 3 4 8 4 1 4 8 , 9 8 7 01 3 1 2 . 5 3 3 2 1 0 6, 5 6 4 1 2 8 2 8 3 3 3 7 7 , 3 1 3 01 4 1 6 . 5 6 6 4 7 0 1, 3 9 8 2 7 6 0 7 2 1 , 5 5 7 01 4 2 1 1 . 5 5 5 0 1 0 6, 2 0 3 1 2 1 2 6 8 3 1 9 6 , 9 1 1 25 6 7 1 . 5 4 4 0 1 0 5, 2 5 9 1 0 3 2 2 7 2 7 0 3 0 0 6,158 27 4 4 1 . 5 3 3 2 1 0 12 , 2 0 1 2 3 9 5 2 6 6 2 7 1 3 , 5 9 3 31 6 6 1 . 5 4 4 0 1 0 5, 2 5 9 1 0 3 2 2 7 2 7 0 3 0 0 6,158 54 4 5 9 . 5 5 5 0 1 0 5, 1 5 6 1 0 1 2 2 2 2 6 5 5 , 7 4 4 12 - C I V I C A U D I T O R I U M A D M I N O F F I C E 1 8 5 5 M A I N S T R E E T , S M , C A 9 0 4 0 1 6, 2 6 3 3 4 0 1 3 4 7 0 4 7 , 4 4 2 01 2 0 7 1 . 5 5 2 0 1 0 6, 2 6 3 3 4 0 1 3 4 7 0 4 7 , 4 4 2 13 - P O L I C E D E P A R T M E N T S U B S T A T I O N S 3 0 0 & 4 0 2 S A N T A M O N I C A P I E R S M 14 , 0 9 3 1 , 1 2 0 1 8 5 6 0 8 1 6 , 0 0 5 30 6 2 3 . 5 3 3 2 2 0 14 , 0 9 3 1 , 1 2 0 1 8 5 6 0 8 1 6 , 0 0 5 14 - P U B L I C S A F E T Y F A C I L I T Y 3 3 3 O L Y M P I C D R I V E S A N T A M O N I C A , C A 90 4 0 1 22 3 , 9 3 2 1 9 , 4 0 0 1 4 , 9 9 4 2 , 3 2 0 2 6 0 , 6 4 6 01 4 5 2 2 . 5 5 5 0 1 F 22 3 , 9 3 2 1 9 , 4 0 0 1 4 , 9 9 4 2 , 3 2 0 2 6 0 , 6 4 6 15 - S A N T A M O N I C A P I E R 54 5 , 1 9 5 5 , 5 0 0 4 , 1 7 6 7 5 2 5 5 5 , 6 2 3 30 4 5 5 . 5 5 5 0 1 0 54 5 , 1 9 5 5 , 5 0 0 4 , 1 7 6 7 5 2 5 5 5 , 6 2 3 CO N T R A C T Y E A R 1 T O T A L ( b e f o r e c o n t i n g e n c y ) : 1, 1 3 1 , 4 6 4 4 8 , 2 2 0 4 3 , 1 6 1 1 6 , 4 1 9 7 5 0 1,240,013 An n u a l L i v i n g W a g e I n c r e a s e A s s u m p t i o n 1 : 3. 0 % An n u a l C o n t i n g e n c y 2 : 20 % Y E A R 1 B U D G E T Y E A R 2 B U D G E T Y E A R 3 B U D G E T Y E A R 4 B U D G E T Y EAR 5 BUDGET 5-YEAR BUDGET SE R V I C E S ( R E G U L A R + S P E C I A L T Y ) : 1 , 2 4 0 , 0 1 3 1 , 2 4 0 , 0 1 3 1 , 2 7 7 , 2 1 4 1 , 3 1 5 , 5 3 0 1 , 3 5 4 , 9 9 6 6,427,767 CO N T I N G E N C Y : 24 8 , 0 0 3 2 4 8 , 0 0 3 2 5 5 , 4 4 3 2 6 3 , 1 0 6 2 7 0 , 9 9 9 1,285,553 UN I S E R V E C O N T R A C T N O T - T O - E X C E E D T O T A L : 1, 4 8 8 , 0 1 6 1 , 4 8 8 , 0 1 6 1 , 5 3 2 , 6 5 7 1 , 5 7 8 , 6 3 6 1 , 6 2 5 , 9 9 5 7,713,321 1. U N I S E R V E p r o p o s e d t h e s a m e p r i c e , t e r m s , a n d c o n d i t i o n s f o r Ye a r 2 a n d L i v i n g W a g e i n c r e a s e o n l y f o r Y e a r s 3 - 5 . 2. C o n t i n g e n c y c o v e r s u n a n t i c i p a t e d e x p e n s e s a s s o c i a t e d w i t h t h e c o n t r a c t , i n c l u d i n g , b u t n o t l i m i t e d t o , a d d i t i o n a l s p a c e s , s er v i c e h o u r s , a n d f r e q u e n c y o f c l e a n i n g . REFERENCE:    AGREEMENT NO. 10534  (CCS)