TAB 1 VENDOR CONTRACT AND SIGNATURE FORM

Transcription

1 TAB 1 VENDOR CONTRACT AND SIGNATURE FORM Between VENDOR CONTRACT THE COOPERATIVE PURCHASING NETWORK (TCPN) For and The following pages will constitute the contract between the successful vendor(s) and The Cooperative Purchasing Network (hereinafter referred to as TCPN ), having its principal place of business at 7145 West Tidwell, Houston, TX Respondent shall include in writing any required exceptions or deviations from these terms, conditions, and specifications. If agreed to by TCPN, they will be incorporated into the final contract This contract consists of the provisions set forth below, including provisions of all attachments referenced herein. In the event of a conflict between the provisions set forth below and those contained in any attachment, the provisions set forth below shall control. GENERAL TERMS AND CONDITIONS 1. Customer Support The vendor shall provide timely and accurate technical advice and sales support to TCPN staff and TCPN participants. The vendor shall respond to such requests within one (1) working day after receipt of the request. 2. Assignment of Contract No assignment of contract may be made without the prior written approval of TCPN. Purchase orders and payment can only made to awarded vendor unless otherwise approved by TCPN. Awarded vendor is required to notify TCPN when any material change in operations is made that may adversely affect TCPN s members, (i.e. bankruptcy, change of ownership, merger, etc.) 3. Disclosures Respondent affirms that he/she has not given, offered to give, nor intends to give at any time hereafter any economic opportunity, future employment, gift, loan, gratuity, special discount, trip, favor or service to a public servant in connection with this contract. Include a complete description of any and all relationships that might be considered a conflict of interest in doing business with participants in TCPN. The respondent affirms that, to the best of his/her knowledge, the offer has been arrived at independently, and is submitted without collusion with anyone to obtain information or gain any favoritism that would in any way limit competition or give an unfair advantage over other vendors in the award of this contract. Page 9 of 34

2 4. Renewal of Contract Unless otherwise stated, all contracts are for a period of one (1) year with an option to renew annually for an additional four (4) years if agreed to by TCPN and the vendor. TCPN shall review the contract prior to the renewal date and notify the current awarded vendor each year of the contract renewal. Awarded vendor shall honor the administrative fee for any sales occurred beyond 30 days on any sales made based on a TCPN contract whether awarded a renewal or not. 5. Funding Out Clause. Any/all contracts exceeding one (1) year shall include a standard funding out clause. A contract for the acquisition, including lease, of real or personal property is a commitment of the entity s current revenue only, provided the contract contains either or both of the following provisions: Retains to the entity the continuing right to terminate the contract at the expiration of each budget period during the term of the contract and is conditioned on a best efforts attempt by the entity to obtain appropriate funds for payment of the contract. 6. Ordering Procedures Purchase orders are issued by participating entities to the awarded vendor stating Per TCPN Contract. 7. Shipments (if applicable) The awarded vendor shall ship ordered products within seven (7) working days for goods available and within four (4) to six (6) weeks for specialty items after the receipt of the order unless modified. If a product cannot be shipped within that time, the awarded vendor shall notify the entity placing the order as to why the product has not shipped and shall provide an estimated shipping date. At this point the participating entity may cancel the order if estimated shipping time is not acceptable. 8. Invoices The awarded vendor shall submit invoices to the participating entity clearly stating Per TCPN Contract. The shipment tracking number or pertinent information for verification shall be made available upon request. 9. Tax Exempt Status Since this is a national contract, knowing the tax laws in each state is the sole responsibility of the vendor. 10. Reporting The awarded vendor shall electronically provide TCPN with a detailed monthly or quarterly report showing the dollar volume of all sales under the contract for the previous month or quarter. Reports shall be sent via to TCPN offices at reporting@tcpn.org. Reports are due on the fifteenth (15 th ) day after the close of the previous month or quarter. It is the responsibility of the awarded vendor to collect and compile all sales under the contract from participating members and submit one (1) report. The report shall include at least the following information as listed in the example below: Page 10 of 34

3 Vendor Name TCPN Report Month or Quarter Entity Name Zip Code State PO or Job# Sale Amount 11. Payments The entity using the contract will make payments directly to the awarded vendor. 12. Pricing The awarded vendor agrees to provide pricing to TCPN and its participating entities that are the lowest pricing available and the pricing shall remain so throughout the duration of the contract. The awarded vendor agrees to promptly lower the cost of any product purchased through TCPN following a reduction in the manufacturer or publisher's direct cost. Price increases must be approved by TCPN. However, the awarded vendor must honor previous prices for thirty (30) days after approval and written notification from TCPN if requested. All pricing submitted to TCPN shall include the administrative fee to be remitted to TCPN by the awarded vendor. It is the awarded vendor s responsibility to keep all pricing up to date and on file with TCPN. All price changes shall be presented to TCPN for acceptance, using the same format as was accepted in the original contract. All deliveries shall be freight prepaid, F.O.B. destination and shall be included in all pricing offered unless otherwise clearly stated in writing. 13. Administrative Fees Total The awarded vendor agrees to pay administrative fees to TCPN as calculated as follows: (Sales will be calculated for fiscal year of January 1 st through December 31 st and reset each year) Annual Sales Through Contract 0 - $50,000,000 Administrative Fee 2% $50,000,001 - $100,000, % $100,000,001 - $150,000, % $150,000,001 - $200,000, % $200,000,001 - $500,000,000 1% $500,000,001 - $1,000,000, % $1,000,000, % Page 11 of 34

4 14. Warranty conditions All supplies, equipment and services shall include manufacturer's minimum standard warranty and one (1) year labor warranty unless otherwise agreed to in writing. 15. Indemnity The awarded vendor shall protect, indemnify, and hold harmless TCPN and its participants, administrators, employees and agents against all claims, damages, losses and expenses arising out of or resulting from the actions of the vendor, vendor employees or vendor subcontractors in the preparation of the solicitation and the later execution of the contract. Any litigation involving TCPN, its administrators and employees and agents will be in Harris County, Texas. Any litigation involving TCPN s members shall be in the jurisdiction of the participating agency. 16. Franchise Tax The respondent hereby certifies that he/she is not currently delinquent in the payment of any franchise taxes. 17. Marketing Awarded vendor agrees to allow TCPN to use their name and logo within website, marketing materials and advertisement. Any use of TCPN name and logo or any form of publicity regarding this contract by awarded vendor must have prior approval from TCPN. 18. Supplemental Agreements The entity participating in the TCPN contract and awarded vendor may enter into a separate supplemental agreement to further define the level of service requirements over and above the minimum defined in this contract i.e. invoice requirements, ordering requirements, specialized delivery, etc. Any supplemental agreement developed as a result of this contract is exclusively between the participating entity and awarded vendor. TCPN, its agents, members and employees shall not be made party to any claim for breach of such agreement. 19. Certificates of Insurance Certificates of insurance shall be delivered to the TCPN participant prior to commencement of work. The insurance company shall be licensed in the applicable state in which work is being conducted. The awarded vendor shall give the participating entity a minimum of ten (10) days notice prior to any modifications or cancellation of policies. The awarded vendor shall require all subcontractors performing any work to maintain coverage as specified. 19. Legal Obligations It is the Respondent s responsibility to be aware of and comply with all local, state, and federal laws governing the sale of products/services identified in this RFP and any awarded contract and shall comply with all while fulfilling the RFP. Applicable laws and regulation must be followed even if not specifically identified herein. Page 12 of 34

5 20. Protest A protest of an award or proposed award must be filed in writing within ten (10) days from the date of the official award notification and must be received by 5:00 pm CDT. No protest shall lie for a claim that the selected Vendor is not a responsible Bidder. Protests shall be filed with the Director of TCPN and shall include the following: Name, address and telephone number of protester Original signature of protester or its representative Identification of the solicitation by RFP number Detailed statement of legal and factual grounds including copies of relevant documents; and the form of relief requested Any protest review and action shall be considered final with no further formalities being considered. 21. Force Majeure If by reason of Force Majeure, either party hereto shall be rendered unable wholly or in part to carry out its obligations under this Agreement then such party shall give notice and full particulars of Force Majeure in writing to the other party within a reasonable time after occurrence of the event or cause relied upon, and the obligation of the party giving such notice, so far as it is affected by such Force Majeure, shall be suspended during the continuance of the inability then claimed, except as hereinafter provided, but for no longer period, and such party shall endeavor to remove or overcome such inability with all reasonable dispatch. The term Force Majeure as employed herein, shall mean acts of God, strikes, lockouts, or other industrial disturbances, act of public enemy, orders of any kind of government of the United States or the State of Texas or any civil or military authority; insurrections; riots; epidemics; landslides; lighting; earthquake; fires; hurricanes; storms; floods; washouts; droughts; arrests; restraint of government and people; civil disturbances; explosions, breakage or accidents to machinery, pipelines or canals, or other causes not reasonably within the control of the party claiming such inability. It is understood and agreed that the settlement of strikes and lockouts shall be entirely within the discretion of the party having the difficulty, and that the above requirement that any Force Majeure shall be remedied with all reasonable dispatch shall not require the settlement of strikes and lockouts by acceding to the demands of the opposing party or parties when such settlement is unfavorable in the judgment of the party having the difficulty 22. Prevailing Wage It shall be the responsibility of the Vendor to comply, when applicable, with the prevailing wage legislation in effect in the jurisdiction of the purchaser (TCPN or its Members). It shall further be the responsibility of the Vendor to monitor the prevailing wage rates as established by the appropriate department of labor for any increase in rates during the term of this contract and adjust wage rates accordingly. 22. Miscellaneous Either party may cancel this contract in whole or in part by providing written notice. The cancellation will take effect 30 business days after the other party receives the notice of cancellation. After the 30th business day all work will cease following completion of final purchase order. TCPN reserves the right to request additional items not already on contract at any time. Page 13 of 34

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7 TAB 2 QUESTIONNAIRE Please provide responses to the following questions that address your company s operations, organization, structure and processes for providing products and services. 1. States Covered Bidder must indicate any and all states where products and services can be offered. Please indicate the price co-efficient for each state if it varies. 50 States & District of Columbia (Selecting this box is equal to checking all boxes below) Alabama Montana Alaska Nebraska Arizona Nevada Arkansas New Hampshire California New Jersey Colorado New Mexico Connecticut New York Delaware North Carolina District of Columbia North Dakota Florida Ohio Georgia Oklahoma Hawaii Oregon Idaho Pennsylvania Illinois Rhode Island Indiana South Carolina Iowa South Dakota Kansas Tennessee Kentucky Texas Louisiana Utah Maine Vermont Maryland Virginia Massachusetts Washington Michigan West Virginia Minnesota Wisconsin Mississippi Wyoming Missouri All U.S. Territories & Outlying Areas (Selecting this box is equal to checking all boxes below) American Somoa Northern Marina Island Federated States of Micronesi Puerto Rico Guam U.S. Virgin Islands Midway Islands 2. Minority and Women Business Enterprise (MWBE) and (HUB) Participation It is the policy of some entities participating in TCPN to involve minority and women business enterprises and historically utilized businesses (HUB) in the purchase of goods and services. Respondents shall indicate below whether or not they are an M/WBE or HUB certified. a. Minority/Women Business Enterprise Respondent certifies that this firm is an M/WBE Yes No b. Historically Underutilized Businesses Respondent certifies that this firm is a HUB Yes No Page 15 of 34

8 3. Residency Responding Company s principal place of business is in the City of State of. 4. Felony Conviction Notice Please check applicable box: A publicly held corporation; therefore, this reporting requirement is not applicable. Is not owned or operated by anyone who has been convicted of a felony. Is owned or operated by the following individual(s) who has/have been convicted of a felony. If the 3 rd box is checked, a detailed explanation of the names and convictions must be attached. 5. Processing Information Company contact for: Sales Reports/Accounts Payable Contact Person: Title: Company: Address: City: State: Zip: Phone: Fax: Purchase Orders Contact Person: Title: Company: Address: City: State: Zip: Phone: Fax: Page 16 of 34

9 Sales and Marketing Contact Person: Title: Company: Address: City: State: Zip: Phone: Fax: 6. Distribution Channel: Which best describes your company s position in the distribution channel: Manufacturer direct Authorized distributor Value-added reseller Certified education/government reseller Manufacturer marketing through reseller Other 7. Pricing Information In addition to the current typical unit pricing furnished herein, the Vendor agrees to offer all future product introductions at prices that are proportionate to Contract Pricing. Yes No (If answer is no, attach a statement detailing how pricing for TCPN participants would be calculated.) Pricing submitted includes the required TCPN administrative fee. Yes No (Fee calculated based on invoice price to customer) Additional discounts for purchase of a guaranteed quantity? Yes No 8. Cooperatives List any other cooperative or state contracts currently held or in the process of securing Cooperative/State Agency Discount Offered Expires Annual Sales Volume Page 17 of 34

10 TAB 3 COMPANY PROFILE Information About Your Company Please provide the following: 1. Company s official registered name. 2. Brief history of your company, including the year it was established. 3. Company s Dun & Bradstreet (D&B) number. 4. Company s organizational chart of those individuals that would be involved in the contract. 5. Corporate office location. a. List the number of sales and service offices for states being bid in solicitation. b. List the names of key contacts at each with title, address, phone and address. 6. Define your standard terms of payment. 7. Who is your competition in the marketplace? 8. What is your market share? 9. Are you gaining market share, losing market share, or maintaining market share? 10. What is your strategy to increase market share? 11. What differentiates your company from competitors? 12. Describe how your company will market this contract if awarded. 13. Describe how you intend on introducing TCPN to your company. 14. Describe your firm s capabilities and functionality of your on-line catalog/ordering website. 15. Describe your company s Customer Service Department (hours of operation, number of service centers, etc.) Page 18 of 34

11 EXECUTIVE SUMMARY COMPANY PROFILE GCA K-12 Education Services, Inc. (GCA) is a privately owned corporation that specializes in providing full-service custodial, facility maintenance and grounds services to K-12 schools, higher education and selected specialized industrial clients. GCA s Southwest Region Office is located in Dallas, Texas. QUALIFICATIONS GCA s K-12 school district quality reputation is built on years of experience with strictly K-12 school clients. GCA maintains a 98% school district retention rate nationwide. We provide contact information for our eighteen (18) Texas K-12 custodial clients. GCA s Metroplex clients include Plano ISD, Garland ISD, Northwest ISD, Argyle ISD and many more. We strongly encourage you to check our references and visit our clients to allow you to make the best decision concerning our service quality and reputation. GCA has been awarded 5 new Texas K-12 clients bringing our updated total of Texas K-12 clients to 23. We provide for your review a list of forty-nine (49) clients where GCA has replaced major competitors such as Compass/SSC, Sodexo, Aramark, ABM, The Faulk Co., and Jani-King. Detailed contact information is included to allow you to compare our service quality against the service quality of other companies. EXPERIENCE SERVING TEXAS COOP MEMBERS GCA was the 1 st Texas contractor to be an Awarded Vendor by TASB s the BuyBoard for Custodial, Lawncare and Maintenance services in 2005 and we continue to be the leading BuyBoard Custodial and Lawncare Awarded Vendor with nine (9) active BuyBoard custodial contracts. CUSTODIAL CLEANING, FACILITIES MAINTENANCE, ENERGY MANAGEMENT AND GROUNDS GCA has provided specifications and pricing for the following four (4) contracted services: custodial cleaning, facilities maintenance, energy management and grounds/athletic fields. The staffing approach TCPN members can expect from GCA relies heavily on full-time, GCA employees. GCA does not subcontract our contracts in order to have ultimate control of service quality. We believe the use of full-time employees increases loyalty and stability, therefore, GCA restricts the use of part-time employees to an absolute minimum if at all.

12 GCA will work with school administrators and principals to ensure the staffing transition is as smooth as possible. Successful employment with GCA will depend on two levels of security checks. The first is a satisfactory county and national background check. The second security check involves fingerprinting of custodial employees using the L-1 Identity Solutions Technology required by Texas Senate Bill 9. Our intent is to provide Crowley ISD with the highest level of security and peace-of-mind possible. GCA will provide experienced management personnel to include Account Managers, Area Managers, Supervisors and the like and supply them with a company truck, computer, printer, company cell phone and enhanced management training to support and ensure their success. GCA s Management will receive regional support from our Dallas, Texas-based Southwest Regional Office. Quality inspections will be performed daily, weekly, monthly and ongoing by GCA s local management team, Rosemary Henson, Senior Regional Manager, Dub Spencer, Senior Regional Manager, Robert Quintero, Training Manager, Joe Heeb, Region Vice President of Operations and Tim Henson, Sr. Region Vice President of Operations. Random, independent audits will also be conducted by Gabe Guzman, GCA s Risk Manager. SUPPLIES AND EQUIPMENT For our custodial operations, GCA uses Johnson cleaning products. These products are Green-certified and contribute to a healthy learning environment. GCA will include as part of our training our GreenClean program that involves the proper Green cleaning techniques to augment our Greencertified chemicals and supplies. GCA has one of the best floor experts in Texas, Robert Quintero, GCA Regional Manager. Robert specializes in floors and has worked with JohnsonDiversey in formulating and testing floor products. GCA will make improving the quality of TCPN member s floors a top priority of our custodial program. GCA will improve custodial quality and consistency using several layers of supervision, focused and continuous training, new equipment and quality supplies. GCA will invest heavily in new, state-of-the-art equipment and start-up to ensure the success of our custodial programs. Please see the Company Profile section for our sample Equipment List and sample supplies lists. PRICING GCA is submitting pricing by service as requested in the RFP. Please note we submit a Deviation for your consideration. GCA would like the ability to charge above or below our stated reference price point for all services. This is justified as we offer a service that is customized for each school client. Flexibility will help us grow our business together. GCA is a pioneering member of the BuyBoard and they allow GCA and other Awarded Vendors to charge above or below the stated BuyBoard price, that flexibility has allowed GCA to rapidly grow and now half of our contracts are BuyBoard contracts. Labor markets are

13 much more expensive in other parts of the U.S. and having a flexible pricing structure will help TCPN become the vehicle of choice for vendors nationwide. Our Pricing section includes our Early Payment Discount offer, Schedule of Charges, Deviations/Additional Agreements Form and a sample GCA Service Agreement/Contract. WOOD FLOOR SERVICE QUOTE GCA s wood floor service quote is as follows: Oil Based: $.27 per square foot Water Based: $.45 per square foot WINDOW CLEANING SERVICE INCLUDED GCA can provide a window cleaning quote to any TCPN member that addresses their individual annual frequency. STANDARD BENEFITS PACKAGE GCA offers an industry leading 401K Plan that includes a 100% company match on the first 1% of employee earnings, with a company maximum of 3.5% of earnings at an employee contribution of 6%. Included in our proposal are copies of GCA s Aetna Salaried Employee, Aetna Hourly Employee, and Symetra Limited Coverage Health Care Plans. These health benefits plans can be included in any custodial, facilities maintenance and grounds program should the client wish to include them in our price quote. GCA has helped over 60 in-house school districts convert to contracted services and we will use that experience to assist TCPN members in a transition that would increase the efficiency and effectiveness of TCPN member s facilities. GCAware GCA s web-based (no software needed) is a powerful, non-proprietary, user-friendly, metric tool that will allow for TCPN members and GCA to track cost savings, track work order completion and allow for service quality feedback from authorized users. ADDITIONAL SERVICES GCA offers facility maintenance services, energy management and ground/athletic fields in addition to our custodial services. We offer consulting in all four (4) of our contract service areas. Please see the Pricing section for more information. COMMITTEE PRESENTATION GCA offers TCPN members the highest & best value with expert, experienced management at a customized price. We strongly believe that after you check our references, competitive take-aways, and conduct client tours of our nearby clients you will be very comfortable awarding GCA. We welcome an invitation to present our program to TCPN committee members. Thank you very much for your time and consideration.

14 COMPANY BACKGROUND WHAT DRIVES GCA SERVICES GROUP GCA Services Group is the leading provider of comprehensive facility services including custodial, facilities operations, maintenance and grounds management services to specialized education and commercial markets. GCA is committed to providing the best facility services to clients where the quality of cleaning, safety, maintenance and appearance are critical to the basic function of the organization. Supported by the most sophisticated operating systems available, GCA boasts one of the strongest, most experienced management teams in the industry. GCA AT A GLANCE GCA Services Group, Inc. is a private corporation with annual revenues in excess of $625 million; its run rate EBITDA is approximately $50 million, and its net worth exceeds $110 million. GCA employs over 26,000 staff and services in excess of 600 million square feet daily throughout 46 states, DC and Puerto Rico. GCA provides facility services to more than 1,600 schools in over 135 school districts and over 55 colleges and universities, with a focus on quality and customer satisfaction. GCA s unique programs are designed to deliver a clean, healthy and safe learning environment. GCA s education client retention rate is 98+% nationwide. GCA S MISSION AND GOALS GCA Services Group s mission is to be the premier provider of facility services to the education and specialized commercial markets and to be nationally recognized as delivering the best value in terms of quality, service and price. Our goals and philosophies consist of four simple points: To be the best in quality of work and in service To act with integrity by exceeding commitments to clients and employees To enable our people to grow in skills and achievement To grow responsibly consistent with achieving the above goals OUR TRACK RECORD GCA is proud to include among its Texas clients: Plano ISD, Garland ISD, Huntsville ISD, Kaufman ISD, Mabank ISD, Commerce ISD, Brenham ISD, and Northwest ISD to name a few. Should the TCPN wish to speak with any of our clients and tour their facilities, GCA would gladly arrange for that to take place. Please ask our clients about GCA. They are truly our best advocates!

15 CERTIFICATIONS, ASSOCIATIONS AND ORGANIZATIONS GCA belongs to many local and national associations and organizations including: K-12 Texas Association of School Administrators (TASA) Texas Association of School Boards (TASB) Texas Association of School Business Officials (TASBO) GCA is a Buy Board Awarded Vendor for Custodial, Lawncare & Facilities Maintenance American Association of School Administrators (AASA) National School Boards Association (NSBA) Association of School Business Officials (ASBO) National Association of Independent Schools (NAIS) Building Services Contractors Association International (BSCAI) International Facility Management Association (IFMA) National Minority Supplier Development Council US Green Building Council Higher Education National Association of College and University Business Officers (NACUBO) Association of Higher Education Facilities Officers (APPA) Building Services Contractors Association International (BSCAI) International Facility Management Association (IFMA) National Minority Supplier Development Council (NMSDC) US Green Building Council (USGBC)

16 COMPETITORS REPLACED BY GCA GCA s consistently strong references and high success rate include K-12 school districts, colleges, and universities that have chosen to convert from an in-house, district-run custodial program to outsourcing with GCA, as well as those systems who wanted to make a change to GCA from their previous custodial management services provider. GCA has replaced 49 major competitors such as Compass/SSC, Sodexo, Aramark, ABM, Southern Management and Jani-King at K-12 and Higher Education clients nationwide. Detailed contact information is included in this section to allow you to compare our service quality against the service quality of other companies. COMPASS/SSC (19) SODEXO (8) Wharton ISD, TX Smithville ISD, TX Huntsville ISD, TX Wichita Falls ISD, TX Medina Valley ISD, TX Blinn College, TX Dickson Co. Schools, TN Weakley Co. Schools, TN Bristol City Schools, TN Lauderdale Co. Schools, TN Putnam County Schools, TN Newberry Co. School District, SC Bristol Virginia Public Schools, VA John Carroll University, OH The Citadel, SC State College of Florida Pasco-Hernando Community College, FL University of Tennessee, TN Orleans Parish School Board, LA Beaufort Co. School District, SC Norfolk Public Schools, VA Mundelein High School Dist, IL Monroe Public Schools, NJ Ridgewood Public Schools, NJ Pittsgrove School District, NJ School District of Philadelphia, PA ARAMARK (12) Plano ISD, TX Brenham ISD, TX Charleston Co. Schools, SC Duval Co. Public Schools, FL Robertson Co. Schools, TN Williamson Co. Schools, TN McHenry High School District, IL Niles High School District, IL Orland Park School District, IL Lake Zurich School District, IL Washington & Jefferson College, PA Oregon State University, OR ABM / SOUTHERN MANAGEMENT (7) DeSoto ISD, TX El Paso Community College, TX Okaloosa County Schools, FL Escambia County Schools, FL Charleston Co. Schools, SC Maryville City Schools, TN University of Alaska Fairbanks JANI-KING / FRISBIE (3) River Road ISD, TX Madison School District, MS St. Charles School District, IL

17 KEY PERSONNEL Buddy Helton Education Division President Mr. Helton is the President of GCA Services Group s Education Division. Under Mr. Helton s leadership, this division has enjoyed double-digit growth. Mr. Helton s background includes over 30 years experience. Beginning his career with a large, regional contract-cleaning firm, he served as Vice-President of the Education and Industrial Division for over 10 years. Prior to joining GCA Services Group, Mr. Helton was President and owner of Southern Building Service, a building custodial firm specializing in K-12 school systems and universities. Southern Building Service was acquired by GCA in January Mr. Helton graduated from The University of Tennessee with honors and holds a Bachelors Degree in Business Administration. He has also attained the distinction of Certified Building Service Executive (C.B.S.E.) from BSCAI. Tim Henson Regional Vice President, Texas Tim Henson has been in the contract cleaning business since He began his career in contract cleaning during his days at Baylor University. He later served as District Manager and Vice President for two national cleaning companies. In 1987, Mr. Henson founded Dallas based TGH Companies, Inc. TGH Companies quickly established a reputation as a high quality regional provider. The company grew to become the largest provider of facility services to K-12 schools in the North Texas market. GCA Services Group acquired TGH Companies in May of Mr. Henson continues to oversee operations and sales for all K-12 schools in the state of Texas. Alan Odom Regional Vice President Mr. Odom has 17 years of experience providing custodial care to K-12 school districts, colleges and universities throughout the United States. Most recently, he served in the capacity of Division President of a $20 million higher education division for a large national firm. He has also worked in many operational capacities and numerous sales assignments. Mr. Odom is a veteran of the United States Air Force, where he was awarded the Air Force Commendation Medal and a Meritorious Service Award recipient. Mr. Odom holds the distinction of Registered Building Service Manager from the Building Service Contractors Association International. He has successfully completed 113 hours toward a BA-Business Administration Degree in Management from St. Leo University.

18 Douglas Mitchell - CEM Director of Technical Support for FOM & Business Development Douglas Mitchell s primary role is to support and consult for all forms of Facilities Operation & Maintenance (FOM) activities and energy management. He provides site management and clients alike, guidance on preventative and predictive maintenance strategies and offers scope identification and interpretation related to operational service needs, capital improvements and energy conservation initiatives. Mr. Mitchell s formative years in engineering were with Rolls- Royce Ltd., Air-motive Division in the United Kingdom where he specialized in aircraft engine production, overhaul and test. Post RR LTD, he moved to Germany where his experience evolved into teaching repair techniques to various engine overhaul bases. He brings a high standard of quality assurance and critical path analysis capability from this tenure. For the past 22 years in the United States, he has been involved with facilities management, engineering and plant operations in hospitals, commercial structures and latterly 14 years institutional / higher education facilities, notably Fordham University and St. John s University. His expertise now lies with facility assessment, major plant system optimization & maintenance, energy efficiency / sustainability and advanced building controls. Mr. Mitchell is a certified Mechanical Engineer and Energy Manager with a wealth of experience in commissioning and maximizing life expectancies of major capital equipment and structures. His knowledge of power plant performance and building automation allows him to accurately evaluate clients capital equipment / controls and to develop tailored support plans to promote continued smooth operations. Mr. Mitchell gained his formal qualifications from Motherwell College in Scotland, from the British Engineering Industry Training Board and The City & Guilds of London Institute. He is an active member in ASHRAE, NAPE, BOMA, AEE and APPA where he continually explores all evolutions in our industry. He keeps abreast of the means and methods to ensure GCA and our clients remain on the path of operational excellence. John W. Dub Spencer - Senior Regional Manager for GCA Services Group of Texas, LP. Dub, a graduate of Dallas Baptist College, has been involved with facility management and commercial real estate operations since Prior to joining TGH Companies in 1995, he was affiliated with Property Management Systems and Gerald D. Hines Interest of Pflugerville as a senior property manager. Southland Financial Corporation, the original developer of Las Colinas as Vice President of Property Management, and the Travelers Realty Investment Company as a Senior Vice President and General Manager for the Southwest United States. He has earned both the Certified Property Manager (CPM) and the Real Property Administrator (RPA) designations. He is a past President of the Dallas Building and Managers Association (BOMA).

19 Rosemary Henson - Senior Regional Manager for GCA Services Group of Texas, LP. Rosemary received her B.A. from Baylor University and her M.Ed. from Stephen F. Austin State University with extensive post graduate work at the University of North Texas. Rosemary was employed by the Garland Independent School District for 21 years as a teacher and an administrator. She joined TGH Companies, Inc. in June 1995 as a Quality Control Manager. Currently, Rosemary is primarily responsible for operations, quality control, and public relations. She, as well as other senior management staff, is directly involved in the bid process including site visits, and proposed staffing/costing development. Robert Quintero - Senior Regional Manager of Operations Robert Quintero has 35 years of floor care and cleaning experience. Robert takes part in all of GCA's custodial client start ups and leads the floor care training involving the latest chemicals and equipment available. Robert has responsibility for overseeing general cleaning, training and proper floor car (of all types) in all of GCA's 17 K-12 client locations. Robert's vast knowledge, experience, patience and relationship skills ensure GCA can offer clients consistent, high quality cleaning programs statewide. Robert continues to work with major chemical and equipment manufacturers such as JohnsonDiversey, Advance, Noble, Eagle, Tennant, Windsor, and SC Johnson to test and improve new chemical formulation and equipment design prior to market launch. Robert looks forward to the opportunity of improving the floor care and overall cleaning quality of Judson ISD schools and support buildings. Tim Moore Assistant Director of Grounds Management Timothy Moore, CSFM has been in the Green Industry for 22 years. He received his Associates Degree from the State University of New York at Cobleskill and his Bachelors Degree from the University of Maryland system. Tim acquired his Certification as a Sports Field Manager in January of He has been very active in the Sports Turf Manager s Association, serving on its Board of Directors for 6 years. Tim has spent a great deal of his career developing maintenance programs for High Schools, Parks and Recreation Departments and Colleges. He has worked with Facility Managers, Community Boards, Municipal Executive Boards, Athletic Directors and Principals to develop programs that address improving Landscape, Turf and Sports Field areas. Some of the organizations that have received programs from Tim include; Gallaudet University, Wesley College, Shepherd University, Maryland National Capital Park and Planning Commission and the Montgomery County Maryland Board of Education.

20 Jorge Melena Pflugerville ISD South Region Grounds Manager Mr. Melena has over 17 years of experience in the Nursery, Grounds and Landscape management industry. He currently serves as regional grounds manager in the Pflugerville area overseeing 40 schools (526 acres). Before moving to Pflugerville Mr. Melena was an operations manager for a Nursery / Landscape operation near Los Angles California and has worked on several celebrity homes in Hollywood. Jorge s core beliefs are that if the job is completed right the first time it leaves a lasting impression on all that see it. He is a licensed commercial pesticide applicator and works closely with school districts to ensure compliance with their IPM programs and protocol. Jorge studied business management (Associate of Arts Degree) in college and has taken multiple computer science short courses. Jorge is a member of the Texas Turf Grass Association. Bernie Decker Human Resources & Training Director, Education Division Mr. Decker brings over 18 years of human resources and training experience to GCA Services Group. He joined GCA Services Group early in His current responsibilities include hiring and training of management team, administration of benefit plans, employee relations as well as employee training and employee development. Prior to joining GCA, Mr. Decker served as the Vice President of Human Resources and Training for a large national custodial company. Mr. Decker holds a Bachelors Degree in Industrial Relations from LeMayne College, Syracuse, New York. He has furthered his education through various American Society for Training & Development seminars and attended Wimberly Lawson Labor Law Seminars for eleven years. Fred Clark VP Sales & Marketing Mr. Clark is the Vice President of Sales and Marketing for the Education Division. He has over 30 years of sales and sales management experience. His current responsibilities include the development of new strategic sales, utilizing marketing resources, and directing an experienced sales team. Mr. Clark holds a Bachelor of Arts Economics Degree from Duke University, Durham, North Carolina. Juan P. Vásquez Senior Sales Director Mr. Vásquez is the K-12 Senior Sales Director for the Southwest Region based in Dallas, Texas. He has over 16 years of sales and marketing experience. He is responsible for new sales and marketing for the Texas, Oklahoma and New Mexico K-12 markets. Mr. Vásquez is a graduate of the University of Texas at Austin with a degree in Marketing

21 OFFICE LOCATIONS - REGIONAL & CORPORATE LOCATIONS Southwest Regional Office Texas GCA Services Group Plano Road Suite 200 Dallas, TX Office: Fax: Education Division Office GCA Services Group, Inc Western Avenue Knoxville, TN Office: or Fax: GCA Services Group, Inc. Corporate Office GCA Services Group, Inc Euclid Avenue Ste Cleveland, OH or Fax:

22 GCA AUTHORIZED REPRESENTATIVES The Following persons are authorized representatives of GCA Services Group: Buddy Helton President, Education Division GCA Services Group, Inc Western Avenue Knoxville, TN Office: or Fax: Fred Clark Vice President, Marketing & Sales GCA Services Group, Inc Western Avenue Knoxville, TN Office: or Fax: Tim Henson Senior Regional Vice President GCA K-12 Education Services Plano Road Suite 200 Dallas, TX Office: Fax: Joe Heeb Regional Vice President GCA K-12 Education Services Plano Road Suite 200 Dallas, TX Office: Fax: Juan Vasquez Senior Sales Director GCA K-12 Education Services Plano Road Suite 200 Dallas, TX Office: Fax:

23 Tim Moore Director of Grounds Management GCA Services Group, Inc. 235 Magnolia Way Monroe, GA Office: x 430 Fax: Doug Mitchell Region Manager Engineering & Technical Services GCA Services Group, Inc Western Avenue Knoxville, TN Office: or Fax:

24 Green Initiatives We're committed to helping to build a cleaner future! According to the U.S. Census Bureau, the world population is expanding at a mindboggling rate. The world reached 1 billion people in 1800; 2 billion by 1922; and over 6 billion by It is estimated that the population will swell to over 9 billion by That means that if the world s natural resources were evenly distributed, people in 2050 will only have 25% of the resources per capita that people in 1950 had. The world has a fixed amount of natural resources - some of which are already depleted. So as population growth greatly strains our finite resources, there are fewer resources available. If we intend to leave our children and grandchildren with the same standard of living we have enjoyed, we must preserve the foundation of that standard of living. We save for college educations, orthodontia, and weddings, but what about saving clean air, water, fuel sources and soil for future generations? As our business grows, we want to make sure we minimize our impact on the Earth's climate. So we re taking every step we can to implement innovative and responsible environmental practices throughout TCPN to reduce our carbon footprint, reduce waste, energy conservation, ensure efficient computing and much more. To that effort, we ask respondents to provide their companies environmental policy and/or green initiative. Vendor Certifications (if applicable) Provide a copy of all current licenses, registrations and certifications issued by federal, state and local agencies, and any other licenses, registrations or certifications from any other governmental entity with jurisdiction, allowing respondent to perform the covered services including, but not limited to licenses, registrations or certifications. Certifications can include applicable M/WBE, HUB, and manufacturer certifications for sales and service. Page 19 of 34

25 INTRODUCTION TO A GREEN PROGRAM WHY? This document is an overview of the GCA Services Group Green Program, and is designed as a template to aid in Green Program implementation. Our Green Program, formally known as CustomGreen, offers a wide range of environmentally friendly products and concepts that deliver a healthier and more responsible way to perform cleaning requirements. It is important to understand that all aspects of the program including, concepts, procedures, and products be used together in order to achieve maximum results and efficiency. It is not just the chemicals or equipment, but the way one approaches, implements, and operates the program that makes the difference. Our customers, our employees, and our community are becoming more aware of Green Issues and how their Health and Safety are being impacted. They are looking to you, their Management Team and Supervisors, for answers. They expect that Health Organizations will be a responsible Community Partner in this regard. Your motivation for being concerned about these issues can be explained very simply: Common Sense Health Reasons - Sick building syndrome has been linked, in part to some cleaning products being used. - Air pollution is an average of two to five times greater indoors and can be 100 times greater after some cleaning activities. Liability Reasons - Who is responsible if the products used to clean the building sicken office workers? - If they can sue the tobacco companies for causing health problems and they can sue McDonald s for making people fat, are you at risk because of the cleaning products you are using when safer alternatives are available? Business reasons - Janitorial Injuries: Workers Comp Claims are 2 per 100, 4 per 100 are unreported - Productivity is 6% higher in green buildings. - Insurance rates might be lowered for using safer products. - Worker compensation claims should decrease. - Actual injuries and missed work hours decrease. Peer Pressure Our program is a derivative of the USGBC LEED program. LEED, which, stands for Leadership in Energy and Environmental Design is a national voluntary standard that certifies green facilities that meet stringent environmental criteria. The goal of the LEED

26 Program and GCA Services Group s program is to create a healthier and more environmentally responsible facility. Our focus will be primarily on the cleaning sector of building operations. The majority of products that will be included in our CustomGreen Product Guide consist of Green Seal, C&RI, and EPA approved items, or items that meet LEED criteria. The reason for including these products is that they offer a performance tested and critically evaluated benchmark for your program. These products and other portions of the program such as aiding in documentation and training will make implementing your program far easier and eliminate hours of testing and documenting what items are approved or meet the required standards. A total of 32 points are required to meet the most basic level of LEED-EB certification should you choose to pursue that goal. Our program can provide up to 14 points toward that goal. The USGBC s LEED-EB program will evaluate several aspects of a facility, not just the sustainable resources portion, when awarding points and certification. It does not look at just individual products, but the program and its requirements as a whole. BENEFITS OF GREEN PRODUCTS Reduce cost to the Facility Reduce product consumption Provide healthier and cleaner indoor environment Fewer products needed = less confusion and less space consumed Responsible solution to lessen impact on environment Reduced Turnover Decline in absenteeism Increase in productivity Increase in community satisfaction Shows employees and clients that you care about their well-being 2-16% productivity increase in offices FINAL THOUGHTS Green Cleaning can re-establish our industry s value as essential to protecting public health, improving performance and productivity. Green Cleaning can make an enormous impact towards reducing our impact on the environment.

27 Cleaning Program Policy The GCA CUSTOMGREEN program offers a holistic approach to develop the most effective cleaning methods that protect human health and safety while reducing harmful impacts on the environment.

28 GCA Custom Green Cleaning Policy I. GCA Custom Green Cleaning Program to include corporate Standardized Operating Procedures: a. Cleaning procedures b. Chemical handling c. Tracking requirements d. Equipment maintenance e. Operations procedures f. Communication protocols and requirements g. Training and inspection programs h. Record keeping and reporting procedures i. Must be reviewed on an annual basis for possible revisions II. GCA Site Specific Custom Green Cleaning Program includes: a. Comprehensive communications plan (as established with the client) along with periodic effectiveness audit to protect human health and the environment. b. Procedures for cleaning personnel to communicate with building management and occupants c. Provide a system for feedback from building management and occupants d. Floor maintenance plan to extend the life of flooring e. Schedules of routine cleaning operations, periodical cleaning, equipment maintenance and operation, cleaning inspections, and accident preparedness plans (reviewed bi-annually) f. Detailed description of how Custom Green cleaning procedures address high traffic and food preparation areas g. Storage and chemical use, security of chemicals, and proper management of storage area h. Proper ventilation concerning chemicals and recharging equipment i. Address vulnerable populations (children, asthmatics, etc) j. Address any sources of indoor contamination and pollutants k. Special requirements of potentially hazardous materials including asbestos, and bloodborne pathogen standards l. Cleaning of areas that have special concerns (inadequate ventilation, lighting, or restricted access) GCA Services Group Training Department 2

29 III. IV. m. Seasonal or periodic of increased or decreased use n. Detailed description of the Integrated Pest Management program o. Any cleaning procedure that may affect frequency of cleaning or negatively impact human health or the environment p. Provide a detailed Bloodborne Pathogen Standard (OSHA Approved) All powered equipment (scrubbers, burnishers, extractors, power washers, etc) must maximize the effective reduction of building contaminants with minimal environmental impact a. Vacuum cleaners meet Carpet and Rug Institute (CRI) Green Program requirements and operate at less than 70 dba b. Carpet extractors must meet minimum CRI Bronze Seal Award c. Powered floor maintenance equipment must be equipped to collect and capture particulates while operating at a sound level of less than 70 dba d. Propane floor equipment must have low emission engines certified by the California Air Resources Board under SORE program and equipped with catalytic and exhaust systems; may only be used while building is unoccupied e. Powered scrubbing machines must be able to dispense a variable rate of cleaning fluids to optimize the use of cleaning chemicals f. Quarterly maintenance program that inspects and maintains the performance of all janitorial equipment documented on a maintenance log GCA Custom Green Cleaning Program to use only *environmentally preferable products (where applicable) a. GS-37 = GP cleaners, floor, bathroom, glass, and carpet cleaners b. GS-40 = Floor finishes and floor strippers c. GS 41 = Liquid hand soap d. GS 1 = Toilet and facial tissue e. GS 9 = Paper towels and napkins f. Plastic trash liners may contain a minimum of 10% post-consumer recycled content * A disinfectant is currently not eligible for Green Seal approval V. GCA Custom Green Cleaning Program will reduce chemical waste resulting in more efficient use of chemicals a. Provide written directions for cleaning staff in appropriate written or graphic languages for dilution of chemical cleaning products b. Track quantities of chemical use on at least a quarterly basis c. Use a chemical measuring and dilution control system d. Train all workers on effective use of cleaning chemical products GCA Services Group Training Department 3

30 e. Use appropriate technology for applying chemical product that does not waste nor result in overuse f. Provide directions for proper rinsing and disposal of used or empty chemical solutions g. Prevent other building areas from being adversely affected h. Reduce, minimize, or eliminate the need for using cleaning chemicals when possible VI. VII. GCA Custom Green Cleaning Program will help reduce solid waste a. Purchase products and supplies in quantities to minimize the amount of packaging and container waste generated b. When possible, use reusable or microfiber technology in lieu of paper products (must only be used for two consecutive hours) c. Reusable or microfiber materials must be placed in a sealable container and washed prior to reuse d. Segregate & recycle all waste items (equipment) from cleaning operations Proper use and periodic maintenance of vacuums a. All vacuums must have filter or bag and changed or cleaned during manufacturers recommendations b. Vacuums bags must be inspected at least every two hours and changed or replaced when half-full c. Precautions taken to limit worker exposure to dust and particulate matter when cleaning and/or replacing bags and filters VIII. GCA Custom Green Cleaning Program will keep all entryways free of debris and matting systems properly maintained a. Walk-off matting both inside and outside building entryways are feet in length (6-10 feet of scraper/wiper matting and 6-10 feet of wiper matting) emergency exits excluded b. Matting is in accordance with appropriate daily maintenance schedule IX. Hard Surface Floor Care a. Vacuum to remove and contain particulate matter from floor surface or use mops equipped with reusable or cleanable collection heads b. Heavy traffic areas (entrances, corridors, break areas, or primary work spaces) must be performed daily c. Provide reasonable notice to building management prior to performing any non-routine floor cleaning operations d. Apply restoration chemicals with mop or auto scrubber (NO SPRAY) e. Burnishers and buffers must have particulate collection or capture devices GCA Services Group Training Department 4

31 f. Restoration may only be performed on a as needed basis (no predetermined schedule) g. Ensure proper ventilation during scrubbing and recoating operations h. Minimum occupancy during floor stripping and refinishing X. Carpet Maintenance shall be vacuumed on a predetermined schedule to help extend the life span of soft surfaces a. Heavy traffic areas may be vacuumed daily b. Light traffic areas may be vacuumed periodically c. Provide reasonable notice to building management prior to periodic light carpet cleaning and restorative cleaning d. Carpet extraction on a as-needed basis (not on a regular schedule) e. Carpets must dry in less than 12 hours after cleaning or extraction f. Extraction must be scheduled during minimum building occupancy g. Recommended to provide a interim maintenance (encapsulation) carpet cleaning program in lieu of carpet extraction XI. XII. May use disinfectants in areas or surfaces where pathogens can collect and breed a. Disinfectants and devices must be EPA registered b. Dilution rate and dwell time according to product labels must be followed All restroom care must be cleaned from high to low, toward the doorway with dry cleaning tasks performed prior to wet cleaning operations a. Surfaces touched by hands must be cleaned and disinfected DAILY b. Standing water or moisture on floor must be controlled and removed in a timely manner c. Restroom cleaning equipment may only be used specifically for restrooms d. Trash receptacles must be disinfected and liners pulled daily e. Fill all drain traps on a regular basis XIII. Break Rooms & Dining Areas a. All food preparation and consumption areas may be cleaned daily to protect human health b. All surfaces that are touched by hands must be cleaned and sanitized DAILY c. Waste containers likely to collect food waste must be covered, emptied when full, and cleaned/sanitized daily GCA Services Group Training Department 5

32 XIV. Trash Collection and Recycling a. Remove general (office) trash and replace liners only when soiled from wet trash or prior to weekends or holidays b. Dispose of trash in external, covered containers away from the immediate exterior of the building c. Must mark recycling stations clearly and be accessible to building occupants d. Food related recyclables must be collected and removed from the building prior to weekends and holidays e. Must inspect and clean recycling areas and containers daily f. Procedures for rinsing, separation, and locations of recyclable content must be communicated through building management g. It is highly recommended to eliminate the use of trash liners if/where deemed appropriate XV. Collect and dispose of all indoor plant debris such as fallen leaves and flower petals (plants may not touch the carpet and may not be near HVAC vents) XVI. Schedule cleaning activities to avoid exposure to vulnerable populations a. Adopt alternative cleaning practices that minimize chemical use b. Chemicals must be used in well ventilated areas (blowers may be used to increase the rate of chemical dissipation c. Prevent the transfer of impacts from cleaning to other areas of building XVII. Communications must be in conjunction with building owners, facility managers, and building occupants a. Provide a system for employees to provide comments and suggestions about workplace issues or improvements of the service b. Provide communication of pest or maintenance issues within facility c. Provide building occupants feedback to reduce the need of more intensive cleaning processes (reduce clutter or reporting of spills) d. Provide a product list and contact person for facility (MSDS) XVIII. Proper care and maintenance of microfiber products a. Microfiber may only be used for up to two hours of use prior to mandatory laundering b. Microfiber must be laundered after two hours of use or when soiled c. It is recommended to launder microfiber with warm to cool water temperatures, no bleach, and dry at a low setting (or air dry). GCA Services Group Training Department 6

33 XIX. Training to employees a. New hires must receive 12 hours of initial training followed by 24 hours of in-service training on an annual basis. b. All cleaning personnel must be properly trained in handling of chemicals, P.P.E., equipment, and cleaning procedures prior to beginning independent work. c. Safety training must be provided initially to all personnel to reduce and prevent ergonomic injuries and exposure to hazardous materials. d. Site specific training must also be documented and retained at the facility for all current employees and one year for former employees. *** GCA Services Group may conduct corporate on-site effectiveness audits and periodic monitoring to verify compliance GCA Services Group Training Department 7

34 TAB 4 SERVICES CUSTODIAL DUTIES PERFORMANCE SPECIFICATIONS Where the word district is used it also means any government agency or non-profit. Any contract may be adjusted to meet the individual requirements of any TCPN member. The performance of this contract will include the custodial duties outlined below. The Contractor will be responsible for the management and supervision of the cleaning/custodial functions for the District, and will provide a quality-assurance system for personnel management. The Contractor will provide a list of chemicals that will be used in the District along with their Material Safety Data Sheets, and a list of all equipment that will be used in the District. Level of Custodial Effort Level 1 cleaning results in a spotless building, as might be found in an hospital environment or corporate suite. At this level a custodian with proper equipment and supplies can clean approximately 10,000-11,000 square feet in an 8 hour period. Level 2 cleaning results is the uppermost standard for most school cleaning and is generally reserved for restrooms, special education areas, kindergarten areas and food services areas. A custodian can clean approximately to 20,000 square feet in an 8 hour period. Level 3 cleaning results is the norm for most school facilities. It is acceptable to most stakeholders and does not pose any health issues. A custodian can clean approximately 28,000 to 31,000 in an 8 hour period. Level 4 cleaning is not normally acceptable in a school environment. Classrooms would be cleaned every other day, carpets would be vacuumed every third day and dusting would occur once a month. A custodian in an 8 hour shift would clean 45,000 to 50,000 square feet. Level 5 cleaning can rapidly led to health problems. Trash cans would be emptied along with vacuum of carpets once a week. A custodian can clean 80,000-90,000 square feet. In the chart below identify the frequency of services that would be required to achieve Level 3 Listed are typical custodial duties the District is requesting. Please indicate the frequency of service for each area. If the task will not be regularly scheduled, write in AS for as needed basis. Classroom Tasks Daily Weekly Monthly Buff sealed concrete floors coated with floor finish or floor wax Clean doorknobs, push-plates, and kick -plates Clean sinks, counters, and replenish paper towels Clean white boards, chalkboards, and trays Semiannually Completely vacuum carpeted areas, moving furniture and rearranging as needed Damp-wipe doors Page 20 of 34

35 Dust Blinds Daily Weekly Monthly Dust horizontal furniture surfaces, inspect student desktops, and spot-clean them to remove heavy soil, heavy markings or graffiti Dust Vertical furniture surfaces, wall vents, and vertical wall trim Dust window ledges, sills, displays, and decorations Dust-mop smooth floors Empty pencil sharpeners Semiannually Empty waste receptacles. Damp-wipe soiled receptacles. Replace plastic liners when soiled High dusting, corners, and ledges Remove Cobwebs Shampoo carpeted areas Spray-buff month floor surfaces using a floor machine with brush or pad, and dust mop floor Spot-clean carpets Spot-clean glass in doors and partitions and on the inside of windows to remove smudges Spot-clean walls, doors, and ledges Sweep rough wood or concrete floors Thoroughly mop smooth flooring surfaces with a mild sanitizing solution Vacuum the traffic patterns on any carpets and check for spot-cleaning Vacuum the whole carpet, moving small chairs/furniture Note: Vendor will be requested to move furniture for special events. Special cleaning projects will be required during breaks in school sessions. Tasks will include: Floor care - strip and wax all tile floors Polish furniture Wash blinds Wash interior and first floor exterior windows Deep clean all carpet and walk-off mats Wash walls, locker exteriors, waste receptacles Vacuum and shampoo upholstered furniture Clean and wash lighting and mechanical diffusers Clean and sanitize student desk tops Remove any gum or other items from underneath desk tops Page 21 of 34

36 Rest Room Tasks Daily Weekly Monthly Check and refill dispensers Check ceilings for cobwebs Check to be sure plumbing is operational with no stoppages or leaks Clean and disinfect any spillage or soiled spots on floor Clean base of toilets Clean doorknobs, push plates, and kick plates Damp-wipe partitions with disinfectant Damp-wipe vertical surfaces with a mild sanitizing disinfectant De-lime urinals Dust ledges, vents, partitions, and light fixtures above sinks. Empty rest room trash receptacles Polish mirrors, bright work. Remove graffiti Spot-clean soiled basins, toilet seats, or any other fixtures or partitions Spot-clean walls Sweep and sanitize floors, disinfect plumbing fixtures including basins, bowls, urinals, inside and outside, shower nozzles, and lavatory and shower faucets. Thoroughly sanitize rest rooms Offices, lounges, and conference rooms. Daily Weekly Monthly Check ceilings for cobwebs Clean doorknobs, push-plates, and kick-plates Clean telephones with a mild sanitizing disinfectant Completely vacuum carpeted areas, walk-off mats Dust clear areas of furniture tops, shelves, sills and ledges Dust vertical furniture surfaces, wall vents, and vertical wall trim Dust-mop smooth floors, sweep wooden or concrete floors Empty waste receptacles and damp-wipe them, replace liners Spot-clean glass in doors and partitions, wipe-dry Spot-mop uncarpeted floors to remove heavy soil Vacuum traffic patterns on carpeted floors Wipe baseboards Clean any sinks or other rest room fixtures in the offices (see rest room schedule above) Note: Contractor will be asked to rearrange furniture to meet conference/meeting needs. Semiannually Semiannually Page 22 of 34

37 Entrances, lobbies, and hallways (common areas) Daily Weekly Monthly Buffing with floor machine brush or pad, spay-buff resilient tile and terrazzo floors. Check ceiling for cobwebs Clean and sanitize water fountains Clean brass doorknobs, rails, push-plates, kick-plates and other pieces of brass trim Clean entrance-way glass Clean smudges and soil from glass partitions and doors Clean telephones with a mild sanitizing disinfectant Completely damp-mop ceramic, concrete, terrazzo and resilient tile floors. Completely vacuum carpeted areas, walk-off mats Damp-wipe soiled waste receptacles Dust vertical furniture surfaces, wall vents, and vertical wall trim Dust windowsills, ledges, and furniture tops Dust-mop floors Empty waste from receptacles Replace Plastic liners Shampoo carpeted areas Spot-mop floors Spot-clean smudges on walls, door facings and doors Spray-buff smooth floor surfaces using a floor machine with brush or pad, and dust-mop floor as necessary Vacuum any carpets or mats and check carpets for spot-cleaning Wipe Baseboards clean and safe. Matting runners are to be kept clean and dry at entrances and all items that have been dropped on floors removed immediately. Cafeterias and lunchrooms Daily Weekly Monthly Clean tables and chairs during times of operation Clean and sanitize drinking fountains Clean doorknobs, push-plates, and kick -plates Clean glass partitions and doors. Damp-wipe baseboards Damp-wipe tabletops and chairs with mild germicidal disinfectant Damp-wipe vertical surfaces within 6 feet of ground level with mild sanitizing disinfectant Empty waste receptacles. Machine scrub floors with germicidal disinfectant Scrub spots where soil is heavy Spot-clean walls and ceilings, and arrange furniture Spray-buff resilient flooring surfaces coated with floor finish wax Sweep and damp-mop floors Semiannually Semiannually Page 23 of 34

38 Sweep & spot-mop spills & remove major pieces of litter from the floor. Daily Weekly Monthly Vacuum carpeted areas thoroughly Wash and sanitize metal partitions Gyms, locker rooms, dressing areas Daily Weekly Monthly Clean shower heads, handles, and other washroom hardware using a mild germicidal disinfectant Damp-clean benches and furniture Dust and spot mop floor Empty and clean waste receptacles, replace can liners High dust horizontal surfaces Showers- Remove pieces of soap and clean drain Showers- Wet-mop floors with germicidal solution Showers- Wipe down walls with germicidal solution Spot-clean walls, furniture and lockers Clean baseboards Thoroughly mop under moveable gym seats Thoroughly vacuum floor areas Stairways Daily Weekly Monthly Completely damp-mop treads Dust-mop. Dust handrails and any windowsills or ledges Spot-Clean walls Spot-mop treads that are heavily soiled Vacuum carpets and spot-clean as necessary Wash handrails and sanitize Wipe railings with mild germicidal disinfectant Outside Policing Daily Weekly Monthly Check walkways and clear of debris Empty waste receptacles and replace plastic liners Remove cobwebs and debris from overhangs and walls Remove obvious debris from grounds, athletic areas and parking areas Mechanical areas/custodial closets Daily Weekly Monthly Damp-mop tile floors Remove trash and debris Sweep hard surface floor areas Semiannually Semiannually Semiannually Semiannually Semiannually Page 24 of 34

39 Miscellaneous Responsibilities: It is to be understood that, in each school, the custodians (particularly on the day shift) are there to support the school principal and staff. As such, unscheduled needs will arise from time to time, and need to be met by the custodial staff. A day custodian will be available to support the normally recurring miscellaneous duties, which include the following: 1. Flag raising and lowering 2. Opening and closing of the facility during normal school operations 3. Morning check of functional integrity of the building hot water, heat, leaks, AC, etc. 4. Furniture moving 5. Light bulb changing. Light bulbs to be provided by the Contractor 6. Set-ups for meetings, student performances, programs, special events and promotions. 7. After class schedule activity cleanups 8. Immediate cleanups of vomit/urine/feces 9. Incidental graffiti removal-interior 10. Reporting observed safety hazards 11. Pest/termite control 12. Assisting in receiving/distribution of supplies 13. Scheduling work around evening classes or programs if applicable 14. Other duties as assigned by the principal Supplies: Contractor will supply all paper products-facial tissue, paper towels, toilet tissue, dispensers, etc. and trash can liners. Contractor will supply all hand sanitizer, floor wax, hand soap, cleaning tools, chemicals for cleaning, and chemicals for pest/termite control. All equipment such as custodial carts, step stools, ladders, and other necessary equipment will be supplied by the Contractor. Light bulbs and other small hardware items such as chair glides that are replaced on a regular basis will also be the responsibility of the Contractor. Page 25 of 34

40 COMMUNICATION Communication underscores every aspect of the GCA operation. Whether the communication is between our company and clients, our company and our employees, or our company and suppliers, we at GCA recognize that we must always invite communication that is open, authentic and productive. We value our clients and believe that one of the most effective ways to build trusting relationships is to establish this level of communication. The GCA client has many avenues available for communication requests, concerns or satisfaction. Each client is assigned a Special Events Scheduling Coordinator who communicates weekly with the client to assure that all activities are scheduled and set up per client instructions. The GCA client also has direct access to Senior Management of the company. Each client is assigned to a member of Senior Management. This GCA representative makes contact with the client regularly to insure that levels of management performance and cleaning satisfaction are being met. This GCA employee provides each client an onduty contact available 24 hours a day/7 days a week throughout the year. We encourage our clients to contact us at the first indication of any concern. We visit the facility and conduct inspections as a part of our quality assurance program. The results of inspections are discussed with the client. If remediation is necessary, we provide an acceptable timeline for the client. Each week a member of senior management and a group of Account Managers make up a duty roster. These managers are available for all emergencies. After normal business hours, all emergency calls made to the GCA corporate numbers [(214) or (866) ] are routed to an emergency phone answered by the senior management personnel on duty. The senior management then coordinates with the appropriate account or zone managers who use pagers and cell phones to contact personnel in the buildings. If necessary, the account or zone manager can call the appropriate personnel to handle any emergency. The client is kept aware of how the emergency is being handled by the on duty senior management person. The management staff is equipped with Nextel phone/radio and the numbers are provided to the appropriate district or school staff. All on site day and night leads are equipped with a pager /cell phone. This network of phones/radios and pagers provide rapid response to district and school personnel both during normal business hours and after.

41 In order to maximize coverage, GCA has office staff working in its corporate office from 6:00AM to 1:00AM daily (weekdays). Additionally, staff also work 6:00AM to 12 Noon on Saturdays and 7:00AM to 10:00AM on Sundays. During normal business hours, our office staff is equipped with phone/radios that can be used to quickly contact the appropriate day staff to provide response. Because the custodian is usually the last person to leave a facility it has often been our experience that GCA staffs discover many emergency or security situations. GCA will work with the identified contacts that need to be alerted regarding emergency situations. GCA also uses a Night Report system to assist the client in identifying nonemergency maintenance issues. The intent of night reports is to provide an extra set of eyes for client staff and maintenance personnel. This report system has been helpful in informing staff the following day of any non-emergency security issues. The night report is ed to the appropriate client representative the next business day. GCA uses this system in each district it serves, and districts have found it to be a helpful aspect of our work. A sample of a Night Report will be provided upon request.

42 QUALITY CONTROL - GCAWARE GCAWARE -SYSTEMS TECHNOLOGY The GCAware System is GCA Services Group s web-based central nervous system. This system integrates various management tools into one streamlined system allowing GCA to most effectively meet the needs of our clients. The system is comprehensive, userfriendly and an effective management tool. The GCAware modules include: GCAware Quality (Service Quality Measurement and Reporting) GCAware Purchasing (Cleanwise ) GCAware XM and FM (Computerized Maintenance Management Systems) GCAware Learning (On-line learning modules) GCAware Finance (General Ledger, P&L, Cost Management) GCAware People (Human Resources) GCAware Energy (Energy Tracking and Management) GCAware Portal (Knowledge Repository and Company-wide Notification) The GCAware Portal is the gateway to each of these individual systems. While individual in function, several systems feed others. This integration provides for collective knowledge in real-time throughout the various departments and divisions of GCA. Real-time information and the ability to access it quickly and easily allows our managers and supervisors to focus on client needs rather than focusing on back office drudgery. GCA is very proud of its GCAware platform and continues to build upon its capabilities on an on-going basis. QUALITY ASSURANCE Providing quality facility services requires exceptional operations teams, both on-site and in supporting roles, state-of-the-art equipment and technologies, outstanding operating systems and a core commitment by management to do whatever it takes to ensure the District expectations are exceeded. The four components of Quality Assurance are: 1. Training: Before assuming their roles, all employees are trained on the safe and effective performance of their duties. Utilizing GCA s Six-Step Training Program, GCA provides class-room, individual, and on-the-job training to each associate. Employees interested in further enhancing their skills are offered on-line training programs for study at home.

43 2. Measurement: Utilizing the GCAware Quality system, cleaning results are measured by area, building, supervisor, and staff member. These results are augmented with client surveys and informal feedback, requests, and casual observations. When analyzed together, customer satisfaction results are determined and evaluated. Any deficiencies are noted and measures taken to ensure corrections of any institutionwide issues or individual shortcomings. 3. Reinforcement: Based on results of Measurement, training programs are modified for individual staff members or on a broader basis for more common deficiencies. Through GCA s Method-of-the-Week training program, the schedule of 52 weekly topics will be adjusted to reflect those areas most in need of attention. 4. Reporting: All measurements, whether gained through the GCAware Quality system, comments from students, visitors, faculty and staff, work requests or client surveys will be reported to administration on a formal basis and through GCA s Joint Review Committee (JRC) meetings. 1. TRAINING Initial Six-Step Process Establishment of GCA Services Group s Six-Step cleaning method process has paved the way for a unique and effective training program. Based on the concept of every task having six-steps, each cleaning task is broken down into a stand-alone technique to provide detailed education on the process as well as the consequences of incomplete or unsafe accomplishment of the task. The staff understands that to properly perform its roles six-steps must take place and if that does not happen something is wrong. Training programs tie individual tasks together to form the entire cleaning process. Training kick-off begins at the job start. Whether incumbent or newly hired, employees will go through a regimented training process at the site. Certain safety and operational topics are covered prior to an employee starting work. New employees work alongside an experienced associate in an on-the-job format to further their knowledge on the standardized methods prior to individual assignment. Supervisors and Managers at the client site present on-going professional development on a weekly basis. The step-by-step processes are constantly reinforced through a preestablished schedule. Safety has been integrated into each task and is continuously reinforced. Specialty training is conducted by internal and external (vendor supported) professional trainers for certain types of floor finishes, new or complicated equipment or concepts, and specialty surface cleaning. Annual refresher training, especially in critical safety knowledge, is scheduled by topic in a particular month. Supervisors and Managers primarily administer deliver methodology at the client site. They have been provided easy-to-use and effective training tools to ensure standardized delivery and consistent information to employees.

44 Some of these tools include: Methods Guide Sheets Handouts Workbooks Posters PowerPoint presentations Computer based training through our proprietary Infrastructure learning system. Retention and understanding of material presented to employees is verified in a variety of ways. Examples include: - Knowledge assessments - Skills checklists - Visual observations - GCAware Quality inspections - Customer feedback GCA Services Group believes in a module concept, which breaks down training lessons into small, manageable blocks of information. This allows us to ensure learning occurs before moving an employee to the next level. GCA supports the on-site team with Division Training Directors to provide assistance in establishing programs and implementing delivery systems. The Training Director provides the standardized training processes and tools throughout the division. GCA Services Group utilizes several resources for the training and development of personnel. All employees attend internally created and conducted training classes and/or web-based training. GCA s key suppliers provide additional training on chemicals and equipment. In addition to these resources, GCA Services Group uses other outside training seminars conducted by both industry-related companies and sources outside the industry. Once it has been determined that an employee is a fit for the organization, he or she begins his or her training process with New Employee Orientation. New Employee Orientation Conducted by GCA training and on-site Supervision and Management, the orientation covers corporate policies and procedures, company history, an overview of safety topics, bloodborne pathogens, Right-to-Know, MSDS/chemicals and the cleaning process. Supervisor and Manager Development All management personnel are required to attend at least two (2) outside training programs. These programs cover a wide variety of topics and are required to develop the manager s knowledge and ability to manage their area of responsibilities while planning for career advancement. Method of the Week At the beginning of each year, a weekly schedule is distributed company-wide that contains the list of items or tasks that will be taught that particular week. The Division Training Department, in conjunction with the Training Directors, works with the Operations Managers to ensure that the training is delivered timely and

45 accurately. Based on GCAware Quality scores or other forms of client feedback, the Method of the Week schedule may be modified to adjust to specific client needs. For more information on GCA s Six-Step Training Program, please see 2010 Training Manual. 2. MEASUREMENT Quality begins with Training (outlined above) and is objectively measured through inspections. These inspections provide the basis for one key element of GCA s overall Quality Assurance process. Other elements include client surveys, casual inspections through walk about, reports of client requests, and simple observation. GCAware Quality is a proprietary system designed specifically to measure quality levels in the custodial services business. GCAware Quality The GCAware Quality application is a web-based tool that helps our on-site managers and users measure and quantify the quality of service delivered to clients. Its primary purpose is to create a random method of inspection to accurately measure quality across an entire site. This system quantitatively scores quality by employee, room, floor and building. This module identifies the most commonly occurring deficiencies, which can then be addressed through focused training. The following points are key to understanding the primary purpose of the inspection system. Thorough, objective inspections are the backbone of the system that allow GCA to obtain statistically significant numbers of random samples of performance across an entire client site Quality is rated on the simple score of Satisfactory/Unsatisfactory no debate whether something is kind of clean or somewhat dirty. It is either clean or not. When specifications are limited or reduced, the system option of Not Applicable (NA) should be used. This tells GCAware to ignore the area not being serviced and therefore does not impact quality results positively or negatively. Components Random Inspections GCAware Quality consists of several components. Each client site is segmented into local Geographies consisting of areas, rooms, sections, buildings, campuses, etc. As the hierarchy of Geographies is established, an inventory of elements within those particular spaces are captured. Once each space has been assigned characteristics specific to that space, random inspection forms are generated for a specific number of spaces within a client site. Smaller sites will have fewer inspections; larger sites would have considerably more. Due to the varied nature of GCA clients, GCAware Quality is highly customizable and configured to meet the needs of each individual client.

46 Once a complete Geography is built and the inspections forms are randomly generated, inspections begin. (For key first impression or other important areas, the system is capable of being modified to intentionally require inspection of those critical areas.) Inspection results may be captured via paper, pc tablet or Personal Digital Assistants (PDAs). Regardless of how the inspection data is captured, it is then entered into the GCAware Quality system. This data quickly shows at the moment statistics for particular tasks, areas, room and building types, supervisory block and even the particular staff member performing the services. Over time, the data allows for trending to demonstrate improvement, the impact of training classes, and overall quality levels. Client Surveys In addition to the random inspection process, GCA also measures quality through a Client Survey process. Multiple clients and users respond to a brief, tailored questionnaire rating service delivery on a scale of 1 (unacceptable) through 5 (excellent). The survey questionnaires, just like quality inspections forms, are customized based on client needs. An inspection/survey form can be assigned to each geography item. The following example shows a restroom with the GCA Standard Restroom form assigned. Together, the random inspections and client survey results quickly identify any common deficiencies, allowing GCA managers to quickly remedy the problem through additional training and coaching or simply by directing a staff member to immediately address an area of need. Inspection Forms Once the Geography is established and elements captured, the standard forms are assigned (custom inspection forms may be built per customer requirements for nonstandard locations). Inspection forms typically consist of four parts. Each part represents an area in the room being inspected, such as ceiling, walls, floor and special. The special areas can be represented as the room in question: office, corridor, entrance, elevator, break room, etc.

47 Sample Inspection Form Inspection forms are developed for each area within a geography and are detailed with 4 sections and questions per form. While collecting the quality data is important, the interpretation of the data and GCAware Quality Reporting are the most important functions of the GCAware system. Standard reports are available for GCA management and others may be customized at the client s request. Further, raw data may be viewed and/or exported in various formats to support other reporting systems. Reports are generated on a regular basis and shared with the clients for review and discussion. Although point-in-time reporting is valuable, trend reports provide GCA s managers and clients with a clear track record of our stewardship over time. Perhaps more important than a single statistic is the direction in which the trend line is moving. As lower scoring tasks, areas, etc. are addressed, the overall trend should improve. Over time, the actual data points means less than the importance of continually improving the results. As GCA managers often say, The client may have a goal of an 85% quality score but when that is achieved, 85% is no longer good enough! With these tools and continued measuring and trend analysis, GCA s objective is to stay ahead of client expectations. GCA knows that 85% will no longer be satisfactory at some point, so managers put processes in place to achieve 90% while 85% is still the goal. And then 92% when 90% is achieved and so on.

48 The following are examples of several trend reports: This report represents site level summary data of the number of inspections and the scores over a week-to-week time period trended over a user definable time. Trend Analysis Score /17/04 5/31/04 6/14/04 6/28/04 7/12/04 7/26/04 8/9/04 8/23/04 9/6/04 9/20/04 10/4/04 10/18/04 11/1/04 # of Inspections Site "A" # Inspections GOAL Week The site survey trend graph represents end users opinions on service levels over time. This graph represents a 1-5 scale of questions. Site "A" Survey 100 Score Site "A" Survey 5/17/04 5/31/04 6/14/04 6/28/04 7/12/04 7/26/04 8/9/04 8/23/04 9/6/04 9/20/04 10/4/04 10/18/04 11/1/04 Week

49 Combines inspection scores with survey scores. Site "A" Trend Inspections/ Surveys Score Site "A" Inspections Site "A" Survey /17/04 5/31/04 6/14/04 6/28/04 7/12/04 7/26/04 8/9/04 Week 8/23/04 9/6/04 9/20/04 10/4/04 10/18/04 11/1/04 Active Trend Analysis The following chart represents a comparison of one site to another. This tool is extremely effective when comparing quality across sites in various parts of the country. Comparative Trend Analysis Score Site "A" Inspections Site "B" Inspections GOAL 5/17/04 5/31/04 6/14/04 6/28/04 7/12/04 7/26/04 8/9/04 8/23/04 9/6/04 9/20/04 10/4/04 10/18/04 11/1/04 Week Building Trend Analysis The following represents a building trend analysis which allows comparison similar to the site comparison level of detail. The report is often used to compare services within GCA. Comparative Trend Analysis Score Building "1" Building "2" GOAL 5/10/2004 6/10/2004 7/10/2004 8/10/2004 9/10/ /10/2004 Week

50 Analysis with Inspections and Surveys Trend Analysis: Inspections/ Surveys Score Building "1" Inspection Building "1" Survey /10/04 5/24/04 6/7/04 6/21/04 7/5/04 7/19/04 8/2/04 8/16/04 8/30/04 9/13/04 9/27/04 10/11/04 10/25/04 11/8/04 Week Detailed Task Report The following report represents the cumulative average scores of each item/task inspected throughout a given time period while providing a perspective on which specific items are affecting the scores. GCA managers would focus attention on the lower third of the scores through additional training and coaching. Of course, attention would be paid to the other, higher scoring areas to ensure those area scores did not dip. Quality Scores are calculated on a simple formula: Satisfactory Answers / (Total Number of questions less NA Answers) Time Period: 5/10/09-11/8/09 Inspection Items: Avg. Score Grout 94.1 Waste Receptacle Baseboards Desk/Counters 93.1 Bookcases/ Filing Cab Table Ceiling General Drains Dispensers 91.2 Thresholds Pipes Partitions / Half Walls Floor General Vents Partitions Chairs 89.2 Sink and Counter Waste/ Recycle Receptacle Fixtures Lights Vertical Surfaces Horizontal Surfaces Urinal Bright work 87.2 Toilet Telephone Drapes/Blinds Mirror Windows/Glass Railings 84.5 Walk Off Mat Doors/Jamb Fixtures/Hangings Switch plates Shine/Nap Corners and edges Fixtures Lights 88.45

51 3. REINFORCEMENT Based on results of Measurement, training programs are modified for individual staff members or on a broader basis for more common deficiencies. Through GCA s Methodof-the-Week training program, the schedule of 52 weekly topics will be adjusted to reflect those areas most in need of attention. GCAware Portal: Training & Safety Reference Library The GCAware Portal is the interface for the GCAware Learning Library (and many other technology-based systems). The GCAware Learning Library centrally stores all GCA Services Group training, safety and procedural material in various formats (PDF, PowerPoint or Microsoft Word). As new information becomes available, it is posted immediately to the website, automatically deleting the old version. Managers are automatically notified via to download, print and distribute new materials to employees. Training GCAware also has several online learning modules. GCA realizes the importance of training individuals on safety and human resource issues in a timely manner. GCAware Learning allows GCA to rapidly deploy specialized training sessions for management, supervisors and hourly level employees via the Internet. Some on-line courses available include: GCA Asbestos Awareness Training GCA Back Safety GCA Bloodborne Pathogens GCA Emergency Action Plans and Reporting GCA Hazard Communication GCA Ladder Safety GCA Personal Protective Equipment (PPE) Training is simple and easy to follow for all employees.

52 Tracking Employee Progress Training sessions are tracked and graded online as the training program progresses. An individual detailed log is maintained for all GCA employees, enabling managers to see who has received and passed certain courses and when the sessions were completed. GCAware Learning also generates trending reports to demonstrate how an employee is performing over a given time period. 4. REPORTING Customer Satisfaction and Issue Resolution GCA maintains constant communication with client personnel at all levels. In addition to daily interaction with the Account Manager, GCA Regional and Senior Regional Managers visit routinely to interface personally with key contacts and observe quality levels. Immediate communication and response is facilitated through , voice and conferencing. Cellular phones, radios, two-way pagers, Blackberrys and other technologies are utilized throughout the GCA organization. Based on the severity of an issue, it would be elevated to the relevant management level in an expedited manner to ensure prompt resolution. The GCA Account Manager is an extension of the staff. Local issues are resolved faceto-face with professional on-site managers. Local managers are fully supported and empowered to succeed at the site level. Regional Managers have the autonomy to manage and run their particular operating unit to ensure quality, client satisfaction, and fiscal responsibility. In turn, Account Managers are empowered to run their business, i.e. individual site, to ensure ultimate client satisfaction.

53 Joint Review Committee GCA Services Group builds strong communications with clients to eliminate any gaps that can occur between perception and reality in relation to cleaning standards and client satisfaction. We work together to develop formal and informal means of understanding client expectations. Site-specific inspection forms are designed with the institution s cleaning objectives in mind. GCA will be an extension of your management team and our goal will be not only to meet your cleaning contract expectations, but exceed them. Our primary feedback medium is the Joint Review Committee (JRC). During this meeting, representatives from District management and GCA s management team review reports on key accomplishments, goals, issues, financial information, safety, and cost savings. This proactive review focuses on the current financial needs and expectations of each client, and identifies future issues, needs and initiatives. Examples of relevant key indicators include: Measure Total Cost of Custodial Services Tracked by supply costs, day porters, job work orders. Measure Retention Rate Benchmark on a quarterly basis On-Time Closure of Work Orders Percentage of work orders completed on time for the quarter. These results will be compared to the previous year's results. Customer Requests by Area By month and per type of requests. Monthly Complaints / Repeats Complaints by month with relation to repeat complaints. Computerized Inspection System Percentage rating by division for the quarter with relation to the last three (3) quarters. Work Loss Cases (WLC) Per quarter with relation to previous three (3) quarters, as well as, OSHA benchmark rate. Each JRC format is customized to the specific needs of the client. The list above contains typical information shared at these meetings. However, the same reporting every quarter can get tiresome and may lead to canceling the meetings. As a result GCA managers seek ways to keep the information being shared relevant and evolving with the ever-changing needs of the client.

54 EMPLOYEE CALL-IN PROGRAM GCA has a proven, effective Employee Call-In Program in operation designed to ensure that absenteeism is covered as quickly and efficiently as possible. GCA provides a tollfree number for our call-in center that all on-site employees are required to use each day for reporting in and out to work. This system is tied to our payroll system and places responsibility on employees to be accountable for their time. Each morning and afternoon a checklist is used to quickly determine where locations are not completely staffed. The employee is paged in order to determine the reason for not reporting to work. If it is determined that the late employee is going to be absent a relief employee reports to that location. This process is repeated each day of the workweek. GCA maintains a staff of additional employees, hereafter referred to as substitutes/extras. These extras report to an established location and are assigned to cover locations where the on-site employee is absent. In the event that no absentee coverage is needed, the extra employees will be used to complete periodic work at varied locations. If the contract agreement does not provide for additional staff, on-site employees working different shifts will be used to cover absenteeism.

55 SPECIAL EVENTS SCHEDULING PROGRAM GCA offers a unique Special Events Scheduling Program to ensure adequate coverage for weekday special events as well as weekend events. GCA is acutely aware of the high volume of weekend activities that occur in schools whether school-related or leased. Additionally, a significant number of activities occur after school hours on weekdays. The GCA experience in Texas has often reached over 700 activities during a typical week. In order to respond with appropriate coverage for after school or weekend events, GCA has developed a procedure that includes a scheduling coordinator for each District, software, and monitoring procedures. It is the scheduling coordinator s responsibility to coordinate with District facility leasing personnel and on-site staff to insure coverage for each activity. GCA employees are required to call or check in for all activities including weekend or off-hours activities. These calls are monitored by office personnel and senior management. The GCA emergency phone is answered 24 hours a day, 7 days a week and provides further assurance that coverage is addressed.

56 EMERGENCY CLEANING PROCEDURES GCA will provide Crowley ISD key contacts, GCA s Emergency Phone number ( ) for immediate response to any emergency. GCA senior management rotate the Emergency Phone on a weekly basis that will allow Crowley ISD to reach senior level GCA decision makers 24 hours a day 7 days a week. Because the custodian is usually the last person to leave a facility, it has been our experience that GCA staff discovers many emergency or security situations. If GCA is the successful Proposer, we would work with the client to establish appropriate contacts on who should be alerted regarding emergency situations. GCA has office staff working in its corporate office from 6:00AM to 1:00AM (weekdays). Additionally, staff also work 6:00AM to 12 Noon on Saturdays and 7:00AM to 10:00AM on Sundays. The availability of employees at the corporate office provides an excellent means for Crowley ISD administration, maintenance and building staff to contact and report any potential emergency situations. These corporate employees, in turn, contact the appropriate management employees and explain the situation. Management then responds with appropriate equipment, additional staff if needed, and supervises the situation according to the need identified. Should the emergency occur after hours please contact GCA by dialing our Emergency Number ( ), which is always in the hands of a member of GCA senior management. GCA staff will coordinate immediate response by the appropriate personnel who in turn will quickly mobilize the staffing and equipment required. All GCA senior and account management staff, use Nextel phone/radios and all on-site day and night leads carry pagers. All day and night leads will be able to communicate in both English and Spanish. GCA responds at the level needed regarding specific emergency situations such as water leaks and fires. Most of our emergency cleaning has been related to water leaks. Our procedure begins with the removal of water as quickly and completely as possible with water extraction vacuums. We accelerate the drying process with fans. We assist maintenance personnel in the removal of damaged items. We also assist the client in the prevention of mold growth. The initial emergency is followed with appropriate cleaning. Emergency cleaning procedures related to fire situations depend on the extent of the event in question. Our involvement in such events has been limited to wiping clean furniture, walls, books, etc. and treating affected areas with odor control followed by a Johnson s Products Company sanitizing product, Virex.

57 SECURITY PLANS AND PROCEDURES The interviewing and screening process involved in the selection of employees is a major factor in not only providing a good service product but also in providing a quality, stable workforce. As part of the selection process, GCA completes the following background checks in order to satisfy security requirements. Nationwide and County Check DPS State Checks (Affidavit) Fingerprinting using the L-1 Identity Solutions Technology provided in the recently enacted Texas Senate Bill 9 Applicants or employees who have active warrants for their arrest charging them with any criminal violation, who have charges pending on any criminal violation, or who have been convicted, placed on probation, or deferred adjudication for the following offenses are not eligible to work on school property (or school functions otherwise included under this contract). 1. Any offense against a child 2. Any sex offense 3. Any felony 4. Misdemeanor possession of a controlled substance within 10 years of date of application 5. Any weapon offense 6. Theft, larceny, fraud issuance of a bad check, theft by check above the class C misdemeanor level or more than one offense at the class C level 7. Alcohol offenses, including DWI, that taken together equal 2 or more or 2 when they occur within one year of each other. One DWI will not disqualify an applicant from consideration except that they may not be considered for a position that involves the operation of District vehicles or the transportation of students or staff 8. Forgery 9. Altering of Official Document 10. Perjury 11. Securing executing of a document by deception The District may in its sole discretion deem an employee ineligible as a result of offenses not listed above if the District determines that such an action is in the best interest of the District. GCA works closely with the District to resolve any concerns and respond immediately to such concerns. Determinations of ineligibility shall not be made on any basis that would violate any law prohibiting discrimination based on ethnicity, race, creed, color, gender, age or religion. GCA works with the clients it serves and adapts its operation to their security program. Our experience underscores the consistent need for thorough employee

58 screening. We will work with appropriate security personnel to support the client s program and maintain standards. GCA will also include in its training program any and all procedures related to lock down situations, drills, and evacuation procedures. GCA also trains its employees to report any unscheduled or unusual activity on facilities grounds through a night reporting system. Employees are trained to report but not intervene due to safety concerns. GCA places a strong emphasis on key security. We provide lock boxes at all locations and respectfully request that all keys, with the exception of an entrance key, be left in the building in these lock boxes. GCA provides District security contacts with a security notebook. This notebook contains fingerprinting results and is updated bi-annually. Additional training for GCA employees includes ongoing training related to sexual harassment, security of doors, energy concerns, theft, and appropriate conduct related to students, teachers and community. All employees receive orientation that includes the content of the GCA Employee Handbook. A sample handbook is available upon request. All employees, after orientation, must sign an acknowledgement sheet indicating that they have read, understood, and will comply with the standards set out in the Employee Handbook.

59 DRUG TESTING POLICY AND PROCEDURES GCA Services Group ( GCA or the Company ) has a vital interest in maintaining a safe, healthy, and efficient working environment. Employee drug use is counterproductive to this interest and poses serious safety risks. In order to maintain GCA's high safety standards and to reduce accidents, GCA prohibits the use of controlled substances by employees. This document is the summarized version of the GCA Drug Testing Policy, which is readily accessible to all employees. When requested, all employees should be provided a complete copy of the Drug Testing Policy. The policy in its entirety can be obtained from all Supervisory Personnel or downloaded from the Company Intranet ( Portal ). An acknowledgment form shall be signed by each employee receiving the Drug Testing Policy and/or this Summary. The documentation will be filed in the employee's personnel file. PROCEDURES Drug testing, other than GCA driven, entails additional cost to the client. As required by Crowley ISD and as permitted by law, GCA shall test each custodial employee who performs a position, as listed on Attachment A, for evidence of the following nine substances: Marijuana, Cocaine, Opiates, Phencyclidine, Barbiturates, Benzodiazepines, Methadone, Propoxyphene and Amphetamines. A urine specimen shall be collected, and shall not be analyzed for more than the above listed drugs. Testing of employees for prohibited drugs shall be conducted under the following workrelated conditions: Pre-employment Post Accident Random Reasonable Cause Return-to-Duty Before a drug test is administered, employees will be asked to sign a consent form authorizing the test and permitting release of test results to GCA Services Group. The consent form shall provide space for employees and applicants to acknowledge that they have been notified of the Company s Drug Testing Policy. The following constitutes violations of the policy.

60 Possession of prescribed drugs that are not prescribed to the person in possession. Possession of ANY drug that is not in a properly identified prescription container. Use or possession of any correctly prescribed drug that is unsafe to use while carrying out assigned duties. Employees using such drugs should contact their supervisor before reporting to work to discuss the use of such medications. The employee should routinely request information from his physician regarding the possible side effects of prescribed medications. Possession of Look-Alike or Designer drugs in any form. These drugs are not to be used on Company property. If any questions arise as to acceptability of a particular substance, contact your supervisor. Any employee who is taking medication prescribed by a physician must be able to provide a record of the prescription including the name of the medication, the prescribing physician s name, and limitations the prescription may place on the ability to discharge the employee s duties. Compliance with the GCA Drug Testing Policy is a condition of employment. Refusal to take a required drug test, or failure of a drug test, shall result in termination. ACKNOWLEDGEMENT OF RECEIPT I,, understand that as an employee of GCA Services Group. I may be subject to pre-employment drug testing, post-accident drug testing, random drug testing, reasonable cause drug testing, and return-to-duty drug testing as described in Drug Testing Policy. I further understand that all screening tests for drugs will be subject to careful testing procedures. I understand that if my test indicates a confirmed positive for illegal drugs, I will not be considered for employment, or in the event I am an employee at the time of the test I may be subject to disciplinary action up to and including termination, in accordance with the Drug Testing Policy. I understand that I may request a copy of any tests taken, as part of the screening tests upon receipt of the results by the Drug Program Manager, from the laboratory. I understand the results of these tests and other relevant medical information may be used for employment decisions. I hereby authorize the authorized laboratory to release results to the GCA Services Group Drug Program Manager. I further agree to hold GCA, its agents, officers and employees harmless from, and waive all claims existing and future for any, and all liability (including negligence) arising in connection with the testing for drugs and/or alcohol. This is to be signed immediately prior to hire. AGREED TO BY:

61 Print Name: Date: WITNESS: Print Name: Date: REFUSED BY: Print Name: Date: WITNESS: Print Name: Date: REASONS FOR REFUSAL:

62 UNIFORM & PICTURE ID Employee uniforms consist of either a navy GCA T-shirt or a navy GCA Smock that include the company name and logo. Uniforms should be worn at all times while on duty. Name badges should be worn three inches below the shoulder seam or over the pocket. Some positions may not require name badges. Uniforms will be enforced as required by contract. BU#: Name: Paula Lopez Building: Bartlett High Title: General Cleaner Employee ID: B04889