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)